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Academics Network
The purpose of this Network is to provide its members with a forum to share insights to new trends and emerging practices in the fields of contract, commercial and relationship management. We encourage the sharing of research and knowledge across the academic sector, and hope that collaborations amongst the members will lead to new insights and practices, as well as encourage the field of study to grow. A key goal is to grow the visibility of the study of contracts and commercial management along with roads to increased performance and professionalism.
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.
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.
Independent Accountability Mechanisms (IAM), such as the World Bank Inspection Panel, are means to give a voice to affected communities that are directly impacted by development projects financed by IFIs. IAMs contribute to holding these institutions accountable for their decisions through independently administered processes intended to provide affected people with access to recourse and possible redress. The World Bank Inspection Panel, the first example of IAMs, was created in 1993 to investigate claims, made by two or more affected claimants, of noncompliance with Bank policies in the design and implementation of Bank projects. Investment arbitration, on the other hand, has proceeded and is generally understood, as a mechanism that hardly engages local communities. A recent tendency is, however, to take into account to a limited extent the local communities impacted by the investment. Dr Fromageau's project aims at investigating these parallel dynamics between international development law and investment law by adopting a case-law analysis methodology.
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.
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
Take this opportunity to influence the future of IACCM and play your part in the mission to achieve world-class standards in contracting and relationship management processes and skills. The IACCM Global Council will be formed of approximately 150 IACCM Members each representing either a specific country, region or IACCM community network. Vote NOW for your preferred candidates and influence the ambassadors in this body of professionals.
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
You are invited to nominate to be an elected IACCM Council representative within a particular geography, industry and/or practice area. (Those who participated in the Advisory Board elections have automatically had their tenure extended and do not need to renominate unless they want to represent members in a different community network.).
Last year's IACCM Academic Symposiums were sell-out events - and this year promises to be no different! There is broad consensus that contract and commercial management are critical competencies for managing and making sense of today's turbulent markets, so driving and disseminating relevant research is of tremendous importance to business and society more generally.
IACCM is pleased to share the launch of 'Tipping the Scales', a free summer webinar series organized by CLI (Community of Legal Interns) to provide access to leading experts on topics ranging from career development and leadership to AI and data analytics. Intended initially for students to augment the typical business and law school curriculum, this series focuses on professional development and includes topics relevant for all future leaders regardless of career path and experience. Sessions take place online every Tuesday, Wednesday and Thursday from June 4th through August 1st excluding July 4th week, between noon and 1 pm EDT (GMT -4). For more information or to register, go to OurCLI.com.
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