Please sign in or register to continue.
IACCM membership gives you access a wide range of resources and services, including:
Make the most of your contracts and your career. Click below to learn more and upgrade now.
Over the past few decades, procurement has consistently evolved - beginning as a clerical, back-office task, and growing into a strategic, intelligent business function that has the power to not only save money and increase efficiency, but also combat social and environmental issues. While the source-to-pay processes are integrated in centralised IT and enterprise resource planning (ERP) systems, other emerging technologies including artificial intelligence (AI), machine learning (ML), Internet of Things (IoT) and blockchain are only implemented sporadically within supply chains.
Here are the resources discussed at the recent Mini-workshop on SRM and Balance Scorecard in Wellington. -Presentation discussed at the meeting -Bruce Everett's interesting LinkedIn post - "It's just not cricket (or relational contracting)!"
Many organizations encounter problems immediately after the contract is signed to deliver services to its customers or to demand what services it expects to be delivered by its suppliers. This is a very common point within many organizations worldwide causing customer and supplier misalignment which results in dissatisfaction, delivery failures and, consequently, to contract value erosion.
Dispute management, commercial innovation, managerial contracting, computable contracts and ethics - these were among the hot topics that senior practitioners and international academics debated at IACCM's recent Academic Symposium, hosted by the Leeds University School of Law.
During this Webinar, Dr. Andrew Jacopino will talk about PBCs including what they are, what benefits they provide, how they work and some key success factors to consider when setting up and managing a Performance Based Contract (PBC).
Hi, my colleagues and I are putting together a survey for our stakeholders and suppliers. the Objective is to gauge the standard of service and engagement and identify any areas for improvement. Does anyone have any suggestions of good questions to ask of these audiences please?
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
IACCM Networks are collaborative, community driven professional networking sites. Our contributors publish their own content as well as links to third-party articles and websites, and IACCM cannot be held responsible for content posted here. View Content Policy
Content Policy
IACCM cannot guarantee or warrant the accuracy, reliability, currency, completeness or legality of such content, third-party articles, or
linked websites, and disclaim all responsibility for the use of any inaccurate, incomplete or illegal content contained in or linked from IACCM
and disclaim any and all liability to the user for any damages, including without limitation, direct or indirect, special incidental, moral or
consequential damages, loss of profits, opportunities or information or for expenses arising in connection with your use of IACCM, its services,
forums or the site content, even if they (individually or as a group) have been advised of the possibility of such damages, losses or expenses;
do not warrant that IACCM operates error-free, nor that defects, errors or omissions will be corrected, or that IACCM is completely secure;
disclaim any and all warranties of any kind, including but not limited to implied, express or statutory warranties as to non-infringement of
intellectual property rights, or third party rights, title, latent defects, uninterrupted service, merchantability, fitness for a particular
purpose, and freedom from computer viruses; and
do not warrant or guarantee that files available for downloading through IACCM will be free of infections or viruses, worms, Trojan horses or
other code that contains contaminating or destructive properties.
IACCM, including any and all aspects of IACCM, is not a substitute for independent professional advice and users should obtain any appropriate professional advice relevant to their particular circumstances. Users must exercise their own skill and care with respect to their use of IACCM and must carefully evaluate the accuracy, currency, completeness and relevance of the material on the site for their purposes. The user should carefully assess any and all information obtained through IACCM before applying it to the user's situation. Never disregard, avoid or delay in obtaining professional advice about handling engineered or other nanomaterials or nanoparticles because of something you have read on this site. The advice the user finds in IACCM is freely offered in good faith, but no legal liability can be accepted by IACCM, members on IACCM's Implementation Committee, IACCM's operators, content partners, content contributors or providers, or IACCM's sponsors.
IACCM contains links to other Internet sites that are external to IACCM. IACCM takes reasonable care in linking Internet sites but has no direct control over the content of the linked sites, or the changes that may occur to the content on those sites. It is the responsibility of the users to make their own decisions about the accuracy, currency, reliability and correctness of information contained in linked external Internet sites. Links to external Internet sites, or links to documents, do not constitute an endorsement or a recommendation of any material on those sites, or in those documents, or of any third party products or services offered by, from or through those sites or those documents. Users of links provided by this Internet site are responsible for being aware of which organization hosting the Internet site they visit.
To report any innappropriate content, please
click here.
MENU