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COVID-19 is prompting numerous changes in society, the economy, and commercial relationships. Many are changes that would have occurred anyway, but the pandemic is generating a new sense of urgency. Examples range from the massive debates over racism and equality, to a rethink of economic management, the discussions over working from home and the need for increased collaboration in trading relationships.
Join experts from IACCM and Icertis to understand how to build a coalition across disparate divisions and stakeholders. We'll share examples of how you can create a team of champions to reimagine your current contracting processes and execute on this vision across the enterprise.
Customers are increasingly demanding complex services and solutions from their suppliers. In response, B2B partnerships are being created, but that creates problems. The aim of this executive briefing is to provide a handrail process for consideration of how to build a partnership and drive it towards delivery. We look at identifying a design process and where problems and barriers will arise.
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.
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.
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?
Hey guys, I have a contract where by I want to each one line after the contact has been signed. What is the most simplistic way of getting this done without too much contract administration?
what are the criteria for involvement of a commercial and contract manager in a project and extent of it (at which stage)?
I truly believe that each market, has their specific way of handle their bussiness, for this is really neccesary to get into the comercial and contract managment team, engineers, architects or people that really know all the process, to avoid constrains, extra costs or robust clauses into the contracts.
We are newly introducing strategic sourcing into our structure. Can u share with us your experience of that.
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?
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.
Hello everyone, I am a Masters student at a French university and am writing a paper on cultural differences in Contract Management between Western Europe and Russia. I was wondering if anyone had any experience of working as a Contract Manager in Russia and could give some examples of differences in what the job entails (for example, is it more a legal job rather than a commercial one?). To what extent is the concept of contract management developed in Russia? Are there any works written on the differences between being a CM in Russia and Western Europe? Any help would be gratefully received. Many thanks
Can someone please give me some guidance / best practice on how often you would consider auditing the KPI results of your suppliers against their own KPI methodology, plus is there a standard in terms of the sample size? Thanks Jan
I am building a Delegation of Authority (DoA) from scratch for a small enterprise. It will be sponsored by the CEO and then flow down as usual to the various functions. I have a blank sheet of paper - can anyone please provide a (redacted) real life example so that I can get the creative half of my brain working on it. I am in the UK. Thank you kindly.
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