Government & Public Sector

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IACCM and EY Leaders' Forum - Improving Contract Management: Accountability, Relationships and Performance

        IACCM and EY will be hosting a Leaders’ Forum: Improving Contract Management: Accountability, Relationships and Performance. This event is by invitation only and is exclusive to executive level attendees. Please email Laura at lnewbery@iaccm.com if you are interested in attending.The event takng place on 17 September, 2015 will be an evening of Panel discussions focusing on the business impact achievable from improved contract management and how to maximise value out of your contracts.  Discussions will be chaired by Tim Cummins, IACCM CEO, with panellists including: Jane Macleod, Post Office, General Counsel Graeme Bellingham , Supply Chain Director, EDF Energy Liz Walker, General Counsel, BT Global Services Dan Bishop, Head of Commercial Air Support, MOD Paul Rodgers, Director, Finance & Commercial, Department for Transport Heather Rodgers, Former Chief Procurement Officer of Centrica and now Non-Executive Director on various Boards Panel discussions will include:  The number one cause for value leakage Moving beyond risk,  what purpose should your contracts serve in delivering value and business success? Are today’s Contract Management Software offerings sufficient?  In a world where Artificial Intelligence is imminent, what does the future hold? With its major investments in building commercial capability, is UK Government poised to become ‘more commercial’ than the private sector?’17.00 – 18.00 – Registration, refreshments and networking18.00 – 19.00 – Discussion Part 1 19.00 – 19.15 – Coffee and networking 19.15 – 20.00 – Discussion Part 220.00 – 20.15 – Q&A20.15 onwards – Drinks, canapés and networkingThis event is hosted in the EY Auditorium – 25 Churchill Place, Canary Wharf, London, E14 5RBIf you wish to attend this exclusive evening,  please email Laura on lnewbery@iaccm.com


Top 5 tips to maximise value in public sector contracts

While the economic outlook for the UK looks set to improve, the pressure on public finances continues. With significant further public spending restraint expected until 2017/18, this pressure is unlikely to fade away as the 'new' conservative government beds in during the rest of 2015 and beyond.


23 fascinating diagrams reveal how to negotiate with people around the world

You can't expect negotiations with the French to be like negotiations with Americans, and the same holds true for every culture around the world.


Don't Let Innovation Get Lost in Presentation

The fact is that the best innovation ideas, when poorly communicated, don't get the attention they deserve.


Do corrupt companies have contract managers?

Continuing revelations about corrupt contracting practices at Brazilian oil giant Petrobras continue to hit the headlines. It is interesting that they are one of the few major oil and gas producers which does not have active membership in IACCM. Might there be a connection between these two facts?


Getting Paid for Exports to China

'Any sale is a gift until you have been paid!' This practical business insight is especially true for international transactions where the buyer and seller could be 12,000 miles away. Therefore, be sure to undertake appropriate due diligence when qualifying your Chinese buyers. While it is prudent to make use of the various credit reporting companies active in China, you also should ask for trade references, especially for other U.S. firms that you could easily contact. Only letters of credit from well established banks in China should be accepted.


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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