Ghana’s long-term economic transformation agenda—the 24-Hour Economy programme, offers an ambitious and timely vision: repositioning our country as a round-the-clock, export-driven, and productive economy that functions with modern infrastructure, skilled human capital, and integrated value chains.
Under the visionary leadership of President John Dramani Mahama, the programme outlines three broad and overhead initiatives across the core sectors of the economy namely Grow24, Aspire 24 and Connect24to lead targeted support and interventions in the agriculture, skills acquisition and logistics value chains respectively.
It is undoubtedly an exciting step forward, but achieving set goals and broader economic gains will depend on more than policies and projects—it will require a fundamental shift in how we procure goods, services, and infrastructure across the country.
This is where I believe Ghana has a powerful but underutilized lever: strategic procurement, meaning that procurement functions must go beyond paperwork.
If Ghana is to operate around the clock, with agro-processing factories running at midnight, logistics systems moving goods seamlessly, and technical training centres preparing youth for industry—we must rethink how public procurement connects to these goals.
Across government ministries and agencies, procurement units are often treated as compliance centres—focusing largely on process, documentation, and approvals. While this is important to avoid mismanagement, it often misses the bigger picture: procurement is not just about buying; it’s about delivering national priorities.
We can no longer afford to have procurement come in late, issue generic tenders, or unintentionally shut out Ghanaian businesses that lack access or visibility.
A practical solution: sectoral procurement delivery units (SPDUs)
To close existing procurement and supply chain delivery gaps in both public and private institutions as well as commercial entities for effective implementation of the flagship 24-hour economy, I propose that the government consider setting up Sectoral Procurement Delivery Units (SPDUs) within key ministries and agencies.
These would be cross-functional teams—bringing together procurement officers, technical experts, finance specialists, and monitoring staff—to manage procurement as an end-to-end delivery tool, not just a compliance task.
They would work directly within priority sectors such as agriculture, infrastructure, health, and education—each aligned with specific 24-hour pillars.
Here is how SPDU’s work differently: unlike traditional procurement units that focus on transactional bidding and contract award processes, these dedicated units would:
• Engage local suppliers early to shape realistic, locally relevant tender.
• Align procurement planning with national value chains and industrial capacity.
• Modify technical specifications to encourage Made-in-Ghana products.
• Monitor project delivery, not just contract signing, and
• Enable SMEs, cooperatives, and local manufacturers to compete and delivery.
Now, let’s consider some practical scenarios with Grow24 and Aspire24 which focuses on agriculture and skills development.
Grow24 aims to transform agriculture and agro-processing. Today, we often import irrigation equipment or agro-inputs that could be sourced locally with the right planning. An SPDU in the Ministry of Agriculture could identify Ghanaian suppliers early, help design specs they can meet, and ensure consistent delivery.
With Aspire24 which is targeting skills development, instead of importing vocational tools, an SPDU working with TVET authorities could partner with local producers of tools, training kits, or even 3D-printed parts—stimulating industry while equipping youth.
This model doesn’t create new bureaucracy—it makes existing systems smarter, more strategic, and more responsive to Ghana’s development goals.
Benefits at a glance
• Faster delivery of 24-hour projects through better planning and supplier readiness.
• Reduced reliance on imports, saving foreign exchange and supporting local industries.
• Increased participation of Ghanaian SMEs and innovators in public procurement.
• Better value for money and stronger accountability in execution
A patriotic offer
As a procurement and supply chain professional, I believe this approach can help make the 24-hour economy vision a success—and I am willing to support this initiative pro bono as a patriotic Ghanaian.
We are at a critical moment. We can either continue with fragmented, reactive procurement—or we can turn procurement into a tool for economic sovereignty, job creation, and national resilience. If we buy local, plan strategically, and build with intention, Ghana’s 24-hour economy will not just be a slogan—it will be our lived reality.
The author of this article is a seasoned procurement and supply chain professional and executive secretary of the Ghana Institute of Procurement & Supply. Mrs Djane holds a Bachelor of Science in Business Administration, Master of Science in Supply Chain and Logistics, an LLB and a chartered member of the Chartered Institute of Procurement and Supply (MCIPS-UK).
As a fellow of the Ghana Institute of Procurement and Supply (FGIPS) with several leadership and strategic management certifications, she has established herself as a thought leader and a driving force in promoting best practices, ethical standards, and professional development in the procurement and supply chain sector in Ghana.
