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IACCM Distribution / 3rd Parties Network
Group Charter:
The purpose of the Contracting Models Network is to provide its members with insights to new trends and emerging practices in the fields of contract, commercial and relationship management. While these will be in the context of the distribution and 3rd party contracting models, they will draw from knowledge and ideas that are current and from relevant sectors. A key goal is to improve the performance of contracts and relationships in distribution and 3rd party environments.
The objectives will be met by sharing ideas, discussing challenges, exploring new directions and, where appropriate, initiating research or inviting experts to present on key topics related to distribution and 3rd party environments.
Meetings will be “virtual” by phone or webinar, unless in specific cases there is an agreed wish to have physical meetings or workshops to develop specific initiatives.
Group Mission/Vision:
Provide its members with insights to new trends and emerging practices in the fields of contracting, commercial and relationship management related to distribution and 3rd party environments.
Can anyone provide tips on managing stress and building resilience during long drawn negotiations with stronger parties that are bigger than my organisation?
As a firm who provide intangible services and works in fast pace environment, we have categorized our contracts into two types, ordinary and complex. We designed a standard terms and clauses for ordinary contracts because they are services require basic materials, and low risk, and standard requirements. A service has more than 6 tasks is considered as a complex contract which requires more attention in the review stage. Doing this technique have reduced cost, process, and time spent on contract review stage.
very in interesting subject
Recently, when reviewing the costs built up in a Service & Support contract noticed we had accounted for an "excessive" amount of hardware upgrades. I thought we had overestimated these costs, but we are talking about a 5 year contract and I can see now the rapid evolution of the technology and regulatory pressures to change existing hardware that reached the End of Life. I can see now we had properly estimated those costs.
Hello Tim I found your article very interesting. I agree that procurement struggled for years to prove its real value, and it is still struggling. Firstly. Until the procurement staff performance is measured on monetary savings mainly and their work considered purely administration, it will be difficult to make any changes. The demand need to come from senior commercial leaders. The targets set for procurement staff are quick turnaround time and monetary savings. There is very little time to build relationship! Question. If the new technologies will make procurement quicker, with less or without people, would the relationship element be pushed back even more? No need to lift the phone anymore or meet in person! While I can hear that you would have more time to interact with suppliers. That is not, what I can see, but increasing volume of work, as you can do procurement quicker. In my view, the senior commercial leaders need to understand the benefit of relationships in business, set the direction and support the staff to achieve it. Support means not only sending a person on course but show it how it is done. Really seen nowadays! Secondly. I am always interested in self-development. What do you think what skills should we should concentrate on?
Hi, in case no precedence term is set and/or agreed in any documents including MSA, which term (PO or MSA) will take precedence and the legal ground behind it. Can someone please provide some ideas, comments and experience? Thanks.
The company I work for has boiler plate contracts to use as templates, however these are adapted to ensure a more tailored approach, depending on the individual opportunity. The time spent negotiating recent contracts has increased due to the uncertainty surrounding Brexit and the potential implications this may have.
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.
I had an opportunity to interview Craig Weeks, one of our faculty advisors for the Supply Chain Resource Cooperative this week, at the NC State Football Stadium recording studio. Craig is a wealth of information on this topic, and we will be presenting the insights from this video soon. I thought it would be useful to present some interesting insights for those who are new to the term 'Supply Chain Financing'.
Listening now to Rod Wade's message as part of the MOOC's week 2 activity studies. Including Melissa Kargiannakis', founder and CEO of skritswap, words of wisdom for working in the remote/virtual world we are now in is much needed. "Huge helping of autonomy; dash of accountability; generous helping of flexibility; and a pinch of structure." Each "ingredient" she mentioned is the right measure that will make this new workstyle change we are in to be successful.
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
Take this opportunity to influence the future of IACCM and play your part in the mission to achieve world-class standards in contracting and relationship management processes and skills. The IACCM Global Council will be formed of approximately 150 IACCM Members each representing either a specific country, region or IACCM community network. Vote NOW for your preferred candidates and influence the ambassadors in this body of professionals.
Is there any research available here on pricing trends for major equipment, related transport and engineering? If someone could point me to a report or reliable source it would be greatly appreciated
You are invited to nominate to be an elected IACCM Council representative within a particular geography, industry and/or practice area. (Those who participated in the Advisory Board elections have automatically had their tenure extended and do not need to renominate unless they want to represent members in a different community network.).
I'm currently working on a Distributor Agreement and the distributor is prompting for exclusivity in the country which they will be working in. We don't want to give them exclusivity (corporate decision). The distributor wants some kind of writing in the agreement which can assure them that we won't be looking for other distributors in the conutry and that we will have an open and transparent dialogue regarding business opportunities. Anyone who has an idea of a good transparency clause to include in the agreement? Any input and other ideas are highly appreciated!
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