Government & Public Sector

Community Updates

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   Trial or 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 £798 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.


Ask The Expert - Suppliers are not expenses - they are assets!

Most of us know that relationships between OEMs and suppliers thrive in a trusting, collaborative environment. But just how much can a supplier contribute to the buyer's business? Join us for this one hour webinar where our expert, John Henke, shares the findings of a conclusive study by Planning Perspectives Inc (PPI) examining the financial contribution that suppliers make to their OEM customers - and it is substantial. The findings show that this contribution extends far beyond cost reduction, highlighting the many 'soft' benefits that suppliers can bring to a customer that they trust and prefer. And 'trust' is the keyword - because it leads to more mutually beneficial, collaborative relations between the buyer and supplier. John Henke will also share the results of PPI's 2015 study of the Big 3 Detroit and Big 3 Japanese automakers - and which companies left millions 'on the table' because of poor supplier relations.


Innovation and the role of commercial management

In a fast-changing world, new ideas abound. Many will go nowhere. Others will be a raging success. What sets them apart?


IACCM Member Welcome and Update Webcast

IACCM Welcome and Update Conference Call recording. We are here for you and in that spirit our IACCM team will be available during these sessions to answer your pressing questions about who we are, what we do and how you can get the most value from your membership. Although this will be an interactive event for those that attend, we'll be prepared to address the following: What is IACCM and how can I gain the most benefit from my membership? How can IACCM assist my career? How can the Association help me deliver greater value to my company? What are IACCM's other offerings; research studies, learning programs and current initiatives? Are there opportunities for greater involvement with the Association?


A need for self-surgery

25 years ago, management guru Gary Hamel was telling CEOs about the need for self-surgery. Facing the chill winds of globalization, he explained their need to urgently reassess many of the structures and policies that had come with their former greatness. Among these were the need to rethink the management systems that had been fundamental to their success, such as operating with multiple profit centers and promising 'employment for life'. Practices like these stood in the way of lean, efficient operations and collaborative, skill-based delivery systems. They faced the choice of self-surgery or the mortician - and in the subsequent 25 years, more than half the Fortune 500 have disappeared or left the list.


The cost of compliance

Once again, a group of major banks face massive fines for illegal trading practices. And once again, a cynical public has its disillusionment with the business world reinforced.


Coupa or Ariba

Hi, Which one is better for a Public Sector organization? Can any of these handle Contract Management? Thanks,


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.


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!


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



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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Smith, Heather  
Intergraph Canada Ltd.
Beadles, Matthew  
Elbit Systems of America
Chekar, Sid Ali  
GE Oil & Gas
Pham, Christine  
Bennett Jones LLP
Woolston, David  
Assent Flight Training