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Too much value is lost through weak governance, in particular of large and complex contracts and relationships. We will identify why governance is weak, and how to strengthen it, beyond the carefully drafted words in the contract.
Note that many large and complex relationships require a transformation of how the work is performed today, hence the necessary integration of “Transformation.”
We plan to bring practitioners (lawyers, clients & outsourcers) and academics together to capture a maximum breadth of perspective.
Group Mission/Vision:
We will identify the causes of value leakage and help define best governance practices that drive economic and strategic achievements.
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.
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.
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.
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.).
Over the past years we can see an increasing trend from paper and PDF invoices towards e-invoicing, but the thing that is still bothering me, or maybe it's better to say that I don't really understand it, is why companies are still sending paper invoices?
Hi all I have been looking for contract draft words and processes, registers etc to deal with conflicts between people in contract fiduciary roles rather than Governance or employment roles. Had a look at a few sets of documents and not seeing conflicts words and processes consistently carried through from procurement templates into contracts and contract management processes. Does anyone have good examples they can share?
I'm looking for a Template/Process Document/Check list etc. which can be used for smooth hand over of the contracts from Sales to Delivery. It would be really a great help if someone can suggest any such template/checklist/process document/best practices which can be leveraged during contract hand over? Best Regards, Anirban
Hi All Does anyone manage a JV contract and would be willing to speak to me? My team are managing a JV where we are both a joint owner with two other societies, plus we supply also them with a few services. I would love to speak to someone who is also in this position and can discuss the governance structure they have set up ect. Hopefully, someone out there will be able to spare me some time to discuss the pitfall and best practice they have encountered. Thanks Jan
Hi All Is there any standard in terms of stakeholder satisfaction in IACCM contract Management? We have sent out surveys (which our stakeholders had input into regard the questions they wanted to score us on) We have received some great feedback and suggestions for improvements. Whilst I think a satisfaction score of 81% is very good, I have nothing to compare it with. I know all survey are different in terms of the questions, but to put this result into some context it would be good to understand if any work has been done on what good looks like in terms of satisfaction scores in other companies? I would love to hear any views people are happy to share, as my Director would like to share these results with our board but unless we can put them into context in terms of best practice, they are just a score which doesn't tell the wider audience that much without the wider context! Kind Regards Jan
We are an IT service provider.I am researching on best way to provide reasonable assurance top management on Compliance status against Contract terms. This requires us to check if all Obligations,Milestones,Commitments etc are being met both at our end and any commitments from customer as promised in contract. Idea is to identify and fix deviations from contract terms , Reduce revenue leakage or Cost/Scope creeps. My strategy is (a) Review contracts before signing and call out Important terms to stakeholders (b) Assist proper handover of contract from Sales to Operations teams identify Owners to terms (c)Conduct Compliance Audits on Key accounts to assess compliance (d) Share lessons learnt back to Sales/Operations etc. (e) Use Self assessments by Operations where we can't reach them due to bandwidth issues Any Suggestions on how this can be made better ?
A great document on the 6 key elements for robust governance of a commercial relationship.
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