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.
Reimagining the education and training that our legal profession sorely requires which is managing complexity.
An exceptional day in Kuwait - with Sally Guyer, CEO, along with speakers from Kuwait Oil, Fluor, Pinsent Masons, Capgemini and others who discussed hot topics around how to Create Value Through Change.
When Dell originally selected FedEx, in 2005, to handle all aspects of its hardware return-and-repair process, the companies drew up a traditional supplier contract. The 100-page-plus document was filled with 'supplier shall' statements that detailed FedEx's obligations and outlined dozens of metrics for how Dell would measure success. For nearly a decade, FedEx met all its contractual obligations-but neither party was happy in the relationship. Dell felt that FedEx was not proactive in driving continuous improvement and innovative solutions; FedEx was frustrated by onerous requirements that wasted resources and forced it to operate within a restrictive statement of work. Dell's attempts to lower costs, including bidding out the work three times during the eight-year relationship, ate into FedEx's profits.
n today's digital market, agility is the magic ingredient. Businesses know they need to become nimbler and more responsive to market signals, accelerating development and pivoting quickly when required. Nearly eight in ten UK CEOs agree they need to act with agility to survive, and over half are actively seeking to disrupt the sector in which they operate rather than be disrupted.
Hi Would anyone be happy to have a discussion with me, or give me some pointers on managing a JV where you are both a customer, supplier and a shareholder? It would be good to understand how other companies navigate this tricky relationship and if there is any IACCM best practice I should adhere too? I have different contract managers who are responsible for the customer and supplier side to eliminate any conflict of interest, but the whole governance is so much more complex than a straight commercial arrangement. Therefore, if anyone has any experience or observations they would be happy to share, I would really appreciate your help. Kind Regards Jan
The International Association for Contract and Commercial Management Inc (IACCM) announces its acquisition of Global SRN LLC.
I like the idea of asking new employees what their learning style is during the onboarding training period. I too am a visual learner, so by seeing and doing the work first-hand during training helps me to learn better and faster. Good idea as it helps promote inclusion and diversity and increase employee morale as not everyone's learning style is the same and should make the employee comfortable in a new environment.
I note that the post is from November 2015. Would you say that the statistics for these 10 have remained the same in 2019? Is it possible to get more information about the survey that was conducted, where did the input come from? For example, what is the 9.2% financial benefit / Erosion based on?
For Agreement between the Parties of differnet origin , the aurgument starts up on Jurisdiction and governing law for the AGreement. while both the Parties are interested in proposing law of their respective country to be made applicable to the AGreement, I want to know whether there is any list of prioritised or ranked Jurisdiction/ Govering law like World bank ranks each country a ranking for " ease in doing business" and almost 190 countrites are listed. For example, I propose indian law and other Party would prefer Laws of Singpore to be governing law. Can parties choose England and wales as nuetral or any other preferred law.
My company is looking into a new CLM solution, and I'd love to hear from other companies what experiences they faced in the RFP/RFI phase or selecting a CLM vendor, implementation experiences, and post deployment user experiences. What went well and what didn't go well? Which specific areas did the CLM not meet your or your stakeholders expectations?
I like the preventive attitude to make the contract process simple for both parties. Good continuous improvement design ideas to inspire us all to start looking at how we manage our own contracts.
Jacko mentions there are 8 different payment schemes - do we know which?
Templates are good to have however, there is no "One Size Fits All" approach every template requires some amount of tailoring as every deal is different. Having said that templates definitely save lot of time and energy which otherwise would have been spent in typing and proof reading. The bottom line is that organizations must have templates but they cannot be considered as panacea to all the legal drafting problems.
I am starting this discussion for community awareness and brainstorming, the possible use cases of Smart Contract in our Contract Management world. I will post use cases that I believe will take benefit of the blockchain technology. I will also share use cases that are currently in deployment, although on a small scale, since this technology itself is in its nascent stage. For those who are not familiar with what Smart Contracts are, please search this or other forums first, before posting any questions here.
Hello - We have a very large contingent work force and are continually renewing short term rate cards due to the dynamics of business needs. I am sure you can imagine that this take a lot of legwork with regard to processing renewals and keeping up with Master Agency Agreements on a regular basis. I also work closely with the Accounts Payable group and what we also find a challenge is the back end processing to get those vendors/agencies paid. We currently use purchase orders (really contract numbers from our CLM system) but these tend to be time consuming as well, I just wanted to see what everyone else was doing out there?
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