The relationship between the contracting office and the customer can sometimes be a source of tension that, if left unaddressed, may unnecessarily create bottlenecks in the flow of information and contribute to schedule delays. Like any healthy union, the relationship between the contracting office and customer requires trust, a firm commitment, and mutual effort toward the achievement of a shared goal. In the absence of a healthy relationship and team effort, the customer and the contracting office continually point fingers at each other, assuring the continued degradation of the relationship. Rather than pointing fingers, they should grasp hands in a partnership to get the job done.
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Originally published in the February 2012 issue of Contract Management Magazine. Copyright 2012, National Contract Management Association
