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This webinar is to assist the attendee to avoid expensive mistakes and better achieve their contract outcomes.
Modern Slavery Legislation in Australia is set to be overhauled when State and Federal Modern Slavery Acts come into effect. Scott Alden, Holding Redlich, will take us through the implications to help end modern slavery-like practices in organizations and their supply chains, i.e. proposed mandatory measures and penalties of up to $1.1m.
IACCM has repeatedly pointed out that we spend most of our negotiating time on clauses that rarely matter. We negotiate terms like indemnity, limit of liability, and warranty almost ad nauseam, but they seldom play a role in actual business relationships. This webinar asks why?
Contracts are more than a one-time action. They are a business process, one that touches every business function and each department - everything, from marketing partnerships, to vendor relationships and agreements, to hiring, mitigating risk, and driving revenue.
Most of us are aware of the new technologies that are starting to impact business operations, but to date the scale of impact on contract and commercial management is limited. Is that because we undertake tasks that can only be performed by humans, or do we face imminent and disruptive change? IACCM has built strong relationships with many of the leading companies and organizations at the forefront of emerging tech, because it is core to our purpose of helping members understand, adjust and - where needed - re-skill for the future.
I am brainstorming ideas for a supplier contract where I want to ensure the technology and services to be provided by the supplier for resale to our end-customer over a long term contract do not disappear, either through supplier insolvency or acquisition. If this were a software deal, I'd ask for source code escrow from the supplier. What would an equivalent level of protection be for a hardware/services solution?
Collaboration has been around since the dawn of civilization and perhaps well before, so it is interesting that there is so much focus being placed upon it today by so many corporations. Why? • What is collaboration anyway? • What are the six Leadership skills 'must haves' for collaboration? • How will it make business better? https://www.linkedin.com/pulse/collaboration-why-fuss-richard-sterling
Collaboration has been around since the dawn of civilization and perhaps well before, so it is interesting that there is so much focus being placed upon it today by so many corporations. Why? • What is collaboration anyway? • What are the six Leadership skills 'must haves' for collaboration? • How will it make business better? https://www.linkedin.com/pulse/collaboration-why-fuss-richard-sterling
From a Business Standardization perspective, the Contract Briefing Template is a wonderful tool. If I were to spearhead all of the contracting in my organization, I would feel confident in having members of my team review contracts knowing they were following this particular protocol which is also a perfect jump off point for crafting a renewed agreement. I truly believe I will put this template to good use when I am called to review a contract with a potential vendor.
Thanks for the interesting article. From my experience, i've encountered number of client who likes to dominate the contract administration and project execution process. Does anyone know if there are any case studied that i reference and also share my opinion?
Great webinar by Jim Bergman on the benefits and challenges of Relational Contracting. Does Relational Contracting require long term commitment over multiple contracts for the parties to realize the benefits? How do we ensure that the benefits (price competitiveness, quality of service, innovation etc.) that can also accrue from competitive sourcing are not lost ?
Some businesses have already started their new financial year; others will start on 1 January. What are some of the contracting issues that your start-up or small business is facing in this new year? Where their customers are part of a larger group, my clients are seeing pressure exerted by the group to establish more stringent acceptance procedures for software solutions and for the vendor to accept more liability in fixed-price projects. What are the trends in conditions are you seeing from your customers if you are a vendor, and what changes are you planning to implement with your vendors if you are on the buy side?
Is there any case study from my fellow members who applied some approach to handled a dictating client ? I am handling a client who always dominate contract and rule unilaterally. We have been trying to work with best co-operation but still relationship is not strong.
I work for a large company, and manage the operation of a contract across a group of large projects. We are under a regulated customer, and day to day activities are around change, sign off, EVM and the like. I've been in this role for 3 months, and am struggling to get any information and involvement from the business area I manage. Historically, Commercial interfaces have been hands-off. At director level I have been told that I don't "need to know" the day-to-day running of the business. I've found inaccuracies in their contract documentation, and processes are not being followed, but for every step forward I take, the doors are closed in my face. I've had 121 meetings with the involved parties, attended group meetings without being invited, held training sesssions and bought free coffees until I'm just so tired of trying. Does anyone have any advice? TIA
Can you please tell me what an Operational Level Agreement is and represents?
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