Forward planning through frameworks provides the opportunity for framework providers, clients and suppliers to invest in emerging technologies and innovations. These investments are closely linked to commercial strategies and long-term contracts that offer a convincing pipeline of work and make clear the rewards for delivering improved outcomes.
The Construction Playbook describes how longer-term contracts should enable 'project and programme teams to identify potential opportunities and limitations in the market, take advantage of emerging technologies and innovations, and consider what actions would increase competition and improve market health' (p.10). It recommends the benefits of 'looking beyond individual contracts and suppliers' and 'designing commercial strategies and contracts that promote healthy markets over the short, medium and long term' (p.14).
Frameworks can attract supplier innovations if their providers have a vision that is sufficiently clear and persuasive. With the motivation of a pipeline of work and a credible commercial strategy, frameworks provide opportunities for clients to seek innovative supplier proposals at several points in the procurement process:
■ When suppliers are seeking a place on the framework
■ When suppliers are seeking appointment to a specific project or programme of work
■ When suppliers are working collaboratively with clients and other suppliers, and also with tier 2 and 3 supply chain members, for the benefit of the framework as a whole.