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We welcome all articles , blogs and discussions on contracts managment into our forum.
Peter Woon
pwoon@iaccm.com
Can anyone provide tips on managing stress and building resilience during long drawn negotiations with stronger parties that are bigger than my organisation?
As a firm who provide intangible services and works in fast pace environment, we have categorized our contracts into two types, ordinary and complex. We designed a standard terms and clauses for ordinary contracts because they are services require basic materials, and low risk, and standard requirements. A service has more than 6 tasks is considered as a complex contract which requires more attention in the review stage. Doing this technique have reduced cost, process, and time spent on contract review stage.
very in interesting subject
Recently, when reviewing the costs built up in a Service & Support contract noticed we had accounted for an "excessive" amount of hardware upgrades. I thought we had overestimated these costs, but we are talking about a 5 year contract and I can see now the rapid evolution of the technology and regulatory pressures to change existing hardware that reached the End of Life. I can see now we had properly estimated those costs.
Our podcast explores some interim findings from this year's Most Negotiated Terms survey, which illustrate the topsy-turvy nature of the current business environment. Increased levels of disagreement, yet a trend towards greater harmony; continued focus on risk consequence, but supplemented by terms that better anticipate and manage uncertainty.
Hello Tim I found your article very interesting. I agree that procurement struggled for years to prove its real value, and it is still struggling. Firstly. Until the procurement staff performance is measured on monetary savings mainly and their work considered purely administration, it will be difficult to make any changes. The demand need to come from senior commercial leaders. The targets set for procurement staff are quick turnaround time and monetary savings. There is very little time to build relationship! Question. If the new technologies will make procurement quicker, with less or without people, would the relationship element be pushed back even more? No need to lift the phone anymore or meet in person! While I can hear that you would have more time to interact with suppliers. That is not, what I can see, but increasing volume of work, as you can do procurement quicker. In my view, the senior commercial leaders need to understand the benefit of relationships in business, set the direction and support the staff to achieve it. Support means not only sending a person on course but show it how it is done. Really seen nowadays! Secondly. I am always interested in self-development. What do you think what skills should we should concentrate on?
Hi, in case no precedence term is set and/or agreed in any documents including MSA, which term (PO or MSA) will take precedence and the legal ground behind it. Can someone please provide some ideas, comments and experience? Thanks.
The company I work for has boiler plate contracts to use as templates, however these are adapted to ensure a more tailored approach, depending on the individual opportunity. The time spent negotiating recent contracts has increased due to the uncertainty surrounding Brexit and the potential implications this may have.
Emergence' has been at the forefront of IACCM's thinking and research and is the catalyst for our newest initiative to provide the tools, analytics, skills and knowledge for our community to 'stay on TASK' in the new normal. This COVID-19 pandemic has shown how contract management is in many ways the gearbox of the business - just as our roles have been critical throughout the pandemic, so they will be as we emerge. The power lies in this community to realize the better future we believe in, and to emerge stronger than ever.
Inspiring initiatives being driven by the Department of Internal Affairs on how to catch the attention of senior leaders - what information to capture and how to do so to demonstrate the value proposition of the commercial function in a rapidly evolving environment. With a focus on reporting and transparency, better business outcomes have been achieved highlighting the need for a more commercially orientated mindset. Hosted by Katherine Scapolo of the Department of Internal Affairs (DIA), and joined by Thijs Nicolas - Manager Commercial Services DIA, Russell Burnard - General Manager Operations DIA, panelists including Jeff McDonald - DIA, Janine Emmerson - NZTA, Tod Cooper - NZ Defence Force and by Bruce Everett, Regional CEO APAC, IACCM.
Listening now to Rod Wade's message as part of the MOOC's week 2 activity studies. Including Melissa Kargiannakis', founder and CEO of skritswap, words of wisdom for working in the remote/virtual world we are now in is much needed. "Huge helping of autonomy; dash of accountability; generous helping of flexibility; and a pinch of structure." Each "ingredient" she mentioned is the right measure that will make this new workstyle change we are in to be successful.
To help IACCM members move forward, this webinar explores resources and information recently released. Topics include: Need to know 1. VIBE Summit 2. Staying on TASK in the New Normal 3. Coaching for the New Normal 4. IACCM Council Elections - Vote Now 5. COVID-19 Support. Member-only offer ends 30 June 6. Managing Contracts Virtually - offer ends 26 June Research 7. Most Negotiated Terms 2020 Resources 8. Contracting Excellence Ideas and Issues 9. Adaptive Automation and Talent: Is There a Link? Events 10. TASK Webinars 11. Virtual Member Meetings 12. Ask the Expert and other Webinars 13. Body Language in Live and Online Negotiations BONUS 14. Think Global - Act Local
Is there any research available here on pricing trends for major equipment, related transport and engineering? If someone could point me to a report or reliable source it would be greatly appreciated
An interesting article posted in the recent edition of the Procurement Insights EU Edition https://procureinsightseu.wordpress.com/2015/01/07/south-east-asia-can-the-uk-catch-up-by-colin-cram/
Hi All I have just started the process of setting up a company in Guam, which is not the easiest thing to do if you are a non-US entity. I have a couple of questions and seek the valued input from this forum: In the short term I will be taking on a couple of sub-contractors to perform IT services in Guam, and once we have set up a presence in Guam they will transfer into the Guam office. a. Any ideas on contacts for a local registered agent that I can use for assisting in setting up the office? b. What type of contract would you suggest for the Guam resources to be used in the short term until the local entity is established.? I have contemplated having them sign our sub-contract agreement, however this is under English law and I'm unsure of tax liabilities for the individuals in Guam. Any advice is appreciated. Kind Regards Mike
Hi, Will be re-locating to the Philippines late October and keen to touch base with any IACCM members in the region. I've worked for a number of large IT companies in Europe and the Middle East (HP and Dell) with experience in both procurement and commercial contract management into both the public and private sector. I've also worked in emerging markets and seriously considering using Philippines as a base to start my own business and would be interested in any local words of wisdom. Mike
IACCM Members Meeting July 12 2013 - Bethany Hipp PPT
Top Terms in Negotiation 2012
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