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Leadership skills are fundamental to the status and contribution of the contracts and commercial management community. Executive management increasingly seeks individuals with the skills needed to propose and lead change initiatives and create commercial innovation.
MISSION
The mission of this Network is to define the evolving meaning and purpose of leadership in the context of contract and commercial management and to assist members of the community in developing their personal leadership skills. It will achieve these goals through research, mentoring, network activities in the form of webinars, round tables, conference executive forums and training programs.
The International Association for Contract and Commercial Management Inc (IACCM) announces its acquisition of Global SRN LLC.
A new decade is almost upon us. It's the decade of RRP - Relationship Resource Planning - when a great wave of efficiency and cost reduction will be achieved through streamlining the management of external relationships.
The judges decided that Tim Cummins is the person who has had the greatest effect in shaping a new market. They were impressed by how Mr. Cummins, at the start of his career, made himself heard by using data to present the case for industry-wide standards of contract management. He founded the International Association for Contract and Commercial Management in 1999. The network has defined the role of contract managers as well as the process of contracting within leading corporations.
Hi everyone. I am looking for some thoughts / collateral concerning where does the Contract management group best fit in a firm? I know of one company where it is in Legal and they are considering moving to within Procurement (which is in Finance). any thoughts or experiences? thanks.
What would you change about your contract management processes if you could? If you could start with a clean slate what would you do differently? Would you know what to do differently? Paola Hernandez does.
'Trade is the spark that lit the fire of human imagination, as it made possible not only the exchange of goods, but also the exchange of ideas. Trade also encouraged specialisation since it rewarded individuals and communities who focus on areas of comparative advantage. Such specialists had the time and the incentive to develop better methods and technologies to do their tasks.'
Hi all, Can we have a clear explanation for the differences between the terms of Procurement and Purchasing, and also the right position of the Supply Chain, is it a part of the Procurement Cycle or not? Eng. A.A.N
We have a work experience student (likely 16-18 years old) coming to spend a few days in our head office to learn more about being a Company Secretary. As part of his experience, he will also spend time getting an overview of the other functions (Finance, Programme Management etc) including Commercial. We will have about an hour with him and I'm trying to come up with some material to ensure he leaves with a good understanding of what Commercial really is about and how fun it is! I'm working on a short negotiation game/exercise to include as I think this will make it more interactive but wondered if anyone else had any ideas or resources they would be willing to share.
Hello, Our contracts department has been tasked with a team branding project. At a basic level, this entails identifying who we are as an organization, what we do, the value we bring and thereafter communicating and advertising this message throughout the company. This type of marketing endeavor is truly out of my wheelhouse, so I'm in search for ideas and guidance on how to move this project forward. Has any member dealt with this type of project? Can you share your experiences and how you went about doing this? I searched within the IACCM site on this topic and came up with a few materials that were marginally helpful. However, I was wondering if anyone knows of some material on this site that I may have overlooked or if there is someone from IACCM that may know something about this topic. Many many thanks in advance.
Does anybody know or have any experience of whether there are any opportunities in the UK to progress qualification beyond advanced practitioner level. I've read forum posts which suggest advanced practitioner is equivalent to MBA level but cant find any info online about converting or using it as entry to a full degree or other post-grad qualification Thanks
"Conversely, leaders should help team members understand the project's importance and ultimate objective but leave the exact approach to the discretion of the team." This is really interesting and whilst I agree this a great way to encourage collaboration and a team approach, often internal, differing view points as to what the approach is can cause inefficiency in getting the job done on time. I think what needs to be qualified by this statement is that the creativity as to how the approach is taken should be left to team members but clarity regarding role AND timeframes need to be set and agreed upon by all team members and leaders at the outset. This will ensure productivity, higher collaboration and efficiency.
Hi - I am interested in testing a group of individuals around their commercial acumen and I am specifically looking to set a scenario with some information to then ask questions for the individuals to present their analysis and answers. Has anyone undertaken such an exercise that they would be happy to share their thoughts on this as to how they framed the scenario and questions?
I would like to understand the criteria used in other companies for the assigment of a CCM resource to support the account/project as a dedicated resource, since some less complex contracts can use leverage resources.
I'm curious to get inputs about the performance assessment of contract management. While other roles have defined metrics (for instance, procurement roles can be measured by savings, number of contracts and other achievements), I find it difficult to measure the performance of contract managers. Contract Managers get involved tasks in several areas, such as governance, negotiation, change process, deliverables and obligations' tracking, exit management, and many more, I'm not being able to define consistent metrics to measure performance (notice that I'm not talking about performance of a supplier or a contract, but of a contract manager). Any inputs? How contract managers are evaluated in your corporation?
For many years I have worked with small enterprises that have a lean contracts and legal team, mostly driven by financial constraints. The workload peaks after a major industry trade fair, when the sales team pursues a fresh crop of opportunities and the team receives everything from NDAs to supply and reseller agreements to review and negotiate. It can be difficult to get a true view of priorities, as every requestor wants his/her request to be completed as soon as possible in order to meet scheduled meetings, offer submissions, etc. Every time this happens, discussion in the team turns to how we can deal with peakiness better next time, but we never seem to find a satisfactory solution. This seems to be our number one challenge, as in most other situations our small footprint and lightweight processes allow us to be very responsive to the needs of our internal customers. I'm wondering what others working in small teams find to be your main challenges, and how do you deal with them?
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