Small and Medium Businesses / Start-up

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Small and Medium Businesses / Start-up

This group is intended to be for SMB companies with a small commercial team, including “sole practitioners”. The groups objectives are to develop a culture of commerciality focusing on the needs of SMBs.

What does that mean? It means working with the business to integrate commercial thinking and practice in to the life cycle of the business. It includes

by providing the commercial tools, knowledge and experience by way of training, education and leadership.

It means recognizing the needs of practitioners to be nimble and agile and to not be burdened by commercial procedures that may impede rather than enhance corporate targets. It means making the commercial team a valued and essential function of a business and its success. Considerations of industry, locality etc. are not hugely relevant as the issues faced are cross jurisdictional.

Group Mission/Vision:

Provide its members with insights to new trends and emerging practices in the fields of contracting, commercial and relationship management in the sector, provide general guidance and support to practitioners, and articulate the needs of SMB practitioners within IACCM.

A small and midsize business (SMB) is a business which, due to its size, has different requirements, and often faces different challenges than, large enterprises. Small businesses are usually defined as organizations with fewer than 100 employees; midsize enterprises are those organizations with 100 to 999 employees. OR small business can be defined as organizations with less than $50 million in annual revenue; midsize enterprise is defined as organizations that make more than $50 million, but less than $1 billion in annual revenue.

Network Updates

Policy and Practice. Are they aligned?

Abstract In today's volatile, technology-driven markets, Governments worldwide are re-examining policies towards small and medium business. If these are to be the future drivers of economic wealth, there are many questions to be answered. Tim Cummins CEO, IACCM To change the world, you must first challenge the tenets that drive your perspective. In the report that follows, we examine the mechanisms that are currently used in public procurement to drive small and medium sized business growth. The findings suggest that some of the historical principles that have driven public sector procurement policies and spend in this sector may be outdated, especially with regard to today's policy objectives. The report shows how the contracting community perceives some of the widely accepted approaches and indicates a number of areas for further, in-depth research. I would like in particular to acknowledge the contribution to this report of Jose Arrieta, Small Business Executive at the US Department of Treasury, who has worked with IACCM for the last four years as an advisor on the US market. Jose inspired the research and our efforts to understand how public procurement officials implement small and medium sized business policy in their respective countries. The IACCM is an organization that has a footprint in 163 countries around the world, making it an ideal partner to learn about public procurement practices globally. In the words of Jose Arrieta: 'As the small business executive at the Department of Treasury I am constantly challenging our operations and policies to improve our business outcomes. To do this successfully, I must increasingly engage and learn from other organizations around the world. The IACCM is an organization that has the same values and I am very appreciative of their efforts on this report. I hope that its findings stimulate thought leadership and engagement from academics, policy makers, industry partners, and contracting professionals around the world, inspiring fresh approaches on this important topic'. This report is based on research undertaken in the period August - November 2015. It consisted of web-based surveys, supplemented by interviews and discussions with representatives from government, NGOs and private sector business, large and small. It highlights broad consensus over the theoretical benefits of SMB programs, but reveals that these are largely unquantified and, in the context of the public sector, that goals may not be well aligned with program design.


Ask The Expert: Technical and legal aspects of smart contracts for the contract manager.

Join us as Benedikt Schuppli talks about technical and legal aspects of smart contracts. Learn what smart contracts are and what they are not, and what they need to be in order to gain mass-adoption.


CAS exemption

We are dealing with a subcontractor who has stated they are large for the work they are performing, but, since their primary NAICS code classification is small, they state they are exempt from Cost Accounting Standards (CAS) since they are a small business. I have found nothing on the internet or in discussions with our compliance group or other companies to support their statement. Comments?


Project Performance Management Plan - Validation Request

Hello IACCM Community. I'm here to ask for some good souls who have made progress showing demonstrative progress in improving project outcomes supported by suppliers. I work for a global firm in the IT organization. My role is on a team of 3 that are tasked with supporting contract and relationship management on our largest suppliers. Our Tier 1 list includes suppliers in the Infrastructure domain and suppliers supporting our largely aggregated development and production support services for our global applications. We have a pretty good Project Manager function riding herd on projects (of which the contract delivery is a part) and delivery managers looking at metrics for production support services via our CMDB tool. But since we have fragmented data for projects and somewhat inconsistent contracting approach, and pretty consistent high level failure in the project portfolio, I'm targeting my team to focus on improving this area first as a priority. Developing the approach for this area is my assigned focus area for my global team. Our suppliers have most of the scope for projects and I'm supporting the transition into an outsourcing agreement that seems to be missing some measurement pieces. Inside my organization, I see other gaps to adequately support this transition. I have specific ideas (high level roadmap) but I can't tell if I'm on the right path or just scratching the surface of what a group like mine should be delivering. Is there a group of experts (i.e. people who have tried this and failed and then did it better the next time) that I can talk with or see research that outlines what works in IT project performance across firms that I can look at? Not satisfied with the level of detail available from the firms I expected to be on top of the details of what a 2 year plan looks like. Thanks Much. Kirk Mitchell IT Supplier Management - Americas

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