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Public procurement is undergoing significant change. The pressures on Government to eliminate waste and ensure more effective use of public money have resulted in a growing focus on commercial skills and judgment, with the expectation that procurement policies and practices must change.
You may be familiar with IACCM's annual study of the 'most frequently negotiated terms'. This year's research will soon be closing (you can participate and receive a copy of the results by clicking here).
Hear from the winners of the 2013 IACCM Innovation Awards, and discover how they have raised the profile of contract and commercial capability within their organizations. Selected from 68 valid entries, from organizations large and small, public and private, and including many of the world's top brands, IACCM is pleased to recognize the 4 winners of the 2013 edition of the Innovation Awards.
General Motors was once regarded as one of the best managed and most successful firms in the world, but between 1980 and 2009 its share of the US market fell from 62.6 to 19.8 percent, and in 2009 the firm went bankrupt. In this paper we argue that the conventional explanation for this decline - namely high legacy labor and health care costs - is seriously incomplete, and that GM's share collapsed for many of the same reasons that many of the other highly successful American firms of the 50s, 60s and 70s were forced from the market, including a failure to understand the nature of the competition they faced and an inability to respond effectively once they did.
Towards the end of 2013, almost 700 experienced practitioners contributed to a survey that explored 'attitudes to contracting'. Contributors came from Project Management, Contract Management, Legal and operational / delivery teams, offering an expanded view of what purposes a contract should fulfil - and to what extent those purposes are being achieved. The survey was a joint effort between IACCM and the UK's National Audit Office. In this webinar, we will share and discuss the results, which suggest that there are major benefits to be won from improved contracting disciplines and we will discuss how some of these might be achieved.
In 2013, there were significant trends affecting the contract and commercial management community. In this webinar, we briefly review those trends and discuss their implications for the contracts and commercial community.
Change Order Management process is often one of the main sources of conflict between customers and suppliers over the course of a contract\'s lifecycle. Before signing off on a contract, both parties must ensure that there are adequate Change Order Management systems and processes in place, anticipating any potential conflicts that may arise as a result of change orders, and planning for any deviation from the contractual scope of the Project.
In our every day commercial lives, we have few opportunities to create the world as we would like it to be. While we might try our hardest to "Act Differently", the weight of our respective organizations can make that something of a challenge. Nowhere is this more evident than in the demand for side letters. We will advise our businesses that a side letter is not the answer - no, we shouldn't start work until the full contract is signed, and any changes to the formal contract terms should be agreed through a formal contract amendment.
The advice for businesses is to consider the employment law aspects of a transaction from the outset. TUPE is a difficult beast to tame, but with a bit of careful planning and consideration from the outset, it doesn't have to stop businesses from achieving their objectives, even in these difficult times. There is the potential for TUPE to apply even where the transfer is from the UK to a country outside of the EU. However, the position is not settled by binding case law and, therefore, employers face uncertainty when dealing with TUPE in a cross-border setting.
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