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IACCM Annual Europe Forum 2015 - London

Join us at the 2015 IACCM Europe Forum! Visit www.iaccm.com/europe for program and speaker details. Pricing Details:*Corporate Member rate includes a 30% discount on the standard Full Member rate Registration Options Individual Member Rate   Corporate Member* Rate   Non-Member Rate (includes 1 year IACCM Membership!) Full Event Pass (Incl. optional Workshops) £1176 inc. VAT £828 inc. VAT £1316 inc. VAT Qualified Academic Pass** (incl. Full event pass) £708 inc. VAT NA £852 inc. VAT *A 30% discount applies to those who are part of an active corporate membership. The discounted price will automatically be listed when you register. If in doubt about your membership status, please contact info@iaccm.com. Contact Diane Kilkenny to learn more about starting a Corporate Membership. **Discounts available to FULL-TIME Academics only, please contact info@iaccm.com for details.

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Thought Leadership Webinar - Benchmarking Research Findings

Join us for a Thought Leadership Webinar hosted by Tim Cummins, CEO, open exclusively to those that have completed the Bennchmarking Surveys. If you would like to join the call, please complete the suvereys via the links below.We are exploring three areas of organisation and performance:1. Performance Measurements:  This survey looks at headcount, contract complexity, measurements used to gauge both individual and functional performance and a range of efficiency indicators (e.g. cycle times, number of contracts per professional etc.)  www.iaccm.com/services/research/survey/?id=842. Primary Areas of Activity: This survey looks at scope of role, where responsibilities are performed, time allocated to different activities and use of outsourced or offshore services. www.iaccm.com/services/research/survey/?id=853. Value Proposition: The survey you are about to complete focuses on the value that you deliver to the business. It looks at reporting line, objectives, challenges you are facing, the use of automation and skills. www.surveymonkey.com/s/BValueProposition2014?

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Thought Leadership Webinar - Benchmarking Research

Join us for a Thought Leadership Webinar hosted by Tim Cummins, CEO, open exclusively to those that have completed the Bennchmarking Surveys. If you would like to join the call, please complete the suvereys via the links below.We are exploring three areas of organisation and performance:1. Performance Measurements:  This survey looks at headcount, contract complexity, measurements used to gauge both individual and functional performance and a range of efficiency indicators (e.g. cycle times, number of contracts per professional etc.)  www.iaccm.com/services/research/survey/?id=842. Primary Areas of Activity: This survey looks at scope of role, where responsibilities are performed, time allocated to different activities and use of outsourced or offshore services. www.iaccm.com/services/research/survey/?id=853. Value Proposition: The survey you are about to complete focuses on the value that you deliver to the business. It looks at reporting line, objectives, challenges you are facing, the use of automation and skills. www.surveymonkey.com/s/BValueProposition2014?

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What is best practice in Most Favored Customer clauses?

An IACCM member posted this question on the IACCM Forum. I am not a fan of such clauses: they always were open to manipulation and today they are even more so. They strike me as a lazy and ill-considered approach to a legitimate issue - and they carry various dangers that can undermine value.

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Training, what training?

Contract and commercial management may be increasingly important to business success, but that is not translating to significant investment in training or raising skills. The bottom line seems to be, if you want to improve your knowledge, watch your colleagues and learn 'on the job'.

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The evolution of relational contracts

As we all know, too many contracts fail to deliver expected results. Growing complexity, market volatility, increased interdependence - there are multiple factors that contribute to those failures and are forcing change in the way that organizations interact. Relationships are often too vague, too reliant upon individual memory, to be sustainable ways of managing the performance of commitments and obligations. Contracts, on the other hand, are often too limited in the ground they cover and too difficult to understand and interpret. Traditional approaches to relationship management and contract management are no longer 'fit for purpose'.

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Procurement leadership in a time of flux

Telkom's chief procurement officer Ian Russell took up the mantel a year ago, at a time of great change for the telecommunications giant. Facing industry disruptions and aggressive competition, Telkom is looking to improve its offerings and provide better customer care - all while meeting ambitious cost savings goals. Enter a revamped procurement strategy to the rescue.

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Doom and Gloom: a path to nowhere

am always surprised by the volume of 'doom and gloom' mail that I receive. Yes, there are many problems to be solved and some days they can feel quite overwhelming, but I have yet to see an instance where doom and gloom made them any better.

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social media

We are looking for experiences and recommendations for using social media for procurement in the public sector. Please post a response in this forum or send to rharde@iaccm.com. All comments and suggestions are welcomed. Thanks.

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FOIA / EIR in International Contracts

As a government body engaging in international (Gov-to-Gov) trade, what is the position on the Environmental Information Regulations 2004 and Freedom of Information Act 2000? Do the Act and Regs have effect on Clients and Bodies outside the UK? Thanks for your help!

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Public versus Private Sector Contracting: A Contrast in Values

IACCM REPORT FINDING: Private sector personnel are almost 80% more likely to be influenced by the need to promote competition and minimize operating costs -Please share your thoughts. Hoping this generates some activity. When I read IACCM article, I was perplexed by the statement above and therefore I offer the following thoughts: In the U.S. public sector procurement is the intersection between three interconnected non-complimentary forces; law, public policy, and industry. Public policy combined with Federal law dictates that competition is the single most important aspect of the U.S. Federal procurement process. In accordance with the law contracting professionals in the U.S. Government are required to consider/ research 7 different socioeconomic categories before they can compete an opportunity in a full and open environment. At each layer acquisition professionals make a business decision about the capability of industry to perform the work at hand for a reasonable price. Contracting professionals are required to do this for simple procurements and large strategically sourced contract vehicles. In fact, at the Department of Homeland Security (DHS) the initial market research described above has helped create an industry base of 15,000 current contractors 11,000 of which are small and medium sized business. Each year over 3,000 new companies win a contract with the Department. This ensures that the Department has a highly competitive marketplace that is constantly competing to meet mission objectives and win contract awards. Although the Government incurs additional labor costs to perform the market research the cost savings from the robust market place and constant competition is tremendous. Furthermore, the companies that survive in the marketplace have a keen understanding of the mission and how to achieve it at the lowest cost. At DHS, performance metrics include rate of competition on each individual procurement ( 76% in FY 12) and operational cost savings (approximately $330M from strategic sourcing alone). The interesting point here is that the level of competition is so high that contracts tend to be awarded to industry partners that have determined the best way to meet the mission at the lowest cost. This is much different than the goal of helping a corporation maximize shareholder wealth. In the public sector (many times in my experience) we are contracting for services that would normally be an individual company’s competitive advantage. Meaning that many of the contracts we write are to perform a service that many companies would never outsource. The survey results posted above seem to indicate that public sector professionals do not value competition as a way to minimize operating costs. However, I believe public sector procurement professionals value competition just as much and work in a more complex environment that challenges them to think beyond a single value proposition (maximizing shareholder wealth). I am wondering if the way the question is written generated misunderstanding. If not, then I believe we need to resuscitate the discussion around minimizing operating costs and promoting competition to ensure that public sector employees understand how valuable this can be. Thoughts? Jose

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FAR/DFARs

Does anyone have or know of a resource that summarizes each of the FAR/DFAR clauses?  I am looking to develop a quick-reference guide that will identify the substantive requirements.  Thanks!

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Community Members
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Pavlick, Keith  
Seal Software
 
Davis, Donna  
Paychex, Inc
 
Arora, Preeti  
Sopra Steria Limited
 
Norton, Rachel  
Ministry of Justice
 
Weir, Ashley  
Cheetah Transportation
 
Hall, William  
ASI Government, Inc.