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7 pitfalls of Logistic contract management

In this article, we will look at logistics contract management from both sides of the table. We will explain where the most common pitfalls lie in managing the client-LSP relationship, how they can be identified and, more importantly, how to avoid them.

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IACCM Member Meeting - Wellington

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.

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Information Technology Outsourcing: Asset Transfer and the Role of Contract

Information Technology Outsourcing (ITO) has become the predominant mode of acquiring information ystemsservices, providing clear evidence that the economics of service delivery favor external service providers over in-house information systems departments. An interesting feature of many large ITO arrangements is that assets necessary for service delivery are transferred to the vendor. The argument in favor of such asset transfers, based in Property Rights Theory, is that they are necessary to incentivize vendors to continue to invest in the transaction-specific assets to improve service. On the other hand, Transaction Cost Economics predicts that transferring such assets increases bilateral dependence and will elevate the risk of post-contractualopportunistic behavior. The contracting challenge is to specify the termsof exchange to achieve the client's objectives for outsourcing while managing the transaction risks.

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Supplier's corporate culture

When you choose a supplier for mission critical parts do you care about its internal culture, if so what aspects of it and why, if not why not?

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Malbek Webinar - Reimagining Contract Data at the Heart of the Enterprise

Many organizations struggle with limited or outdated contracting solutions while trying to keep up with an ever-changing business environment. TIBCO Software, a global provider of data solutions, needed a change that could evolve with their growing and demanding business. They understood that contract data sits at the heart of the enterprise and a CLM tool needs to be a central platform that integrates well with other solutions throughout the company. Their goal was to bring contract data to life, to be able to analyze risk, identify favorable terms, and expedite contracting cycles. Even with employees working from home and spread across the globe, TIBCO was able to effectively and remotely deploy a new solution in record time.

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Moving Forward - key resources to survive and thrive - IACCM Member update June 2020

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

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strategic sourcing

We are newly introducing strategic sourcing into our structure. Can u share with us your experience of that.

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SRM

What has been the most valuable tool in SRM from experience? Has anyone ever used State of Flux? Have they been fit for purpose? What has been the best and most consistent way to measure risk across different categories? What has good SRM allowed either yourself or team to achieve?

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COVID19 Response - how are teams coping

Hi everyone. So I'm sure that most if not all members will have been impacted in some way. I just thought maybe it's a time to kick off a bit of a discussion about the good and bad experiences. How about perhaps I start with this one : The good experience is the response by my teams. Experience has taught me that if you get good people and allow them to use their skills and talents, then you get some pretty awesome results at times like these, where people go above and beyond your expectations of performance. The bad, well it's also tied to the above. I think that as managers and leaders, we have to watch out that people might burn themselves out. The response to this horrible situation around the world will not be over quickly, and might come about again. And as easy as it might be, we can't keep relying on people being able to once again respond in the same manner. There. Kicked off. Would welcome anyone else wanting to share their learnings and experiences to benefit the wider IACCM community.

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