Starting a contract DURING a Force Majeure Event
If I am letting a new contract with a vendor and FM is currently in effect how can we guard against either party claiming FM and suspending performance at any time? Most agree that Coronavirus is a Force Majeure Event. In my contracts "Pandemic" is listed. I don't want to exclude pandemic as a cause because what if half of my healthy colleagues go sick, or my vendor who is today, due to the pandemic, working at 50% decides to work at 30% and I'm in the 20% of their capacity (these are just examples, not specific risks I have identified).
Contract Management Systems recently implemented in Melbourne, Australia
Keen to touch base with any other Contract Managers who have recently selected / implemented a contract management system in Melbourne. At my workplace, one of the challenges has been convincing the executive about the value of a CMS and justifying the costs associated with implementing and running this. How did you go about explaining and justifying the value proposition in your business case? Are there any good, local suppliers that we should talk to about their CMS. We are currently considering Open Windows and PORTT, and currently use Zycus for our sourcing - so any feedback on these would be welcome to. I don't mind Nimblex either but corporate are not keen on it. At a recent IAACM member event, Gate Keeper was also mentioned. Suggestions welcome! Thanks. Mark
Legal department approach to risk
I have been having a running battle with the legal department in the company where I work for over nine months, on the need to have a simplified contract document of no more than 10 pages, than the current 72 pages contract document. The general terms of contract are usually the same for all contracts; only the scope of work, vendor details changes. My proposal is that the general terms should be warehoused somewhere, electronically, for the vendors to read and incorporate it by reference in the no more than 10 pages contract we will sign with them. I have observed their opposition is based on the way they see risk: prevent all possible risks. This approach creates more "risks" in the form of not executing the contract document in time, leading to delay in the start and completion of project works. This runs counter to the business environment where speed is required. Risk should be seen as inevitable. Then seek ways to manage it.
Would be interesting to see a research on how affected companies are adapting and changing in current situation. Many new articles about how big companies supporting current situation, which is great. But in parallel we should also focus on building blueprints for small businesses how to adapt, transform if needed in order to survive. For example in Hungary a small company called Meex turned their business portfolio in 48h from event organizing into food delivery. This has allowed them to both stay in the game and to keep their people.
Commercial Management Structure, Model, and Governance in Public Sector
Hi Everyone; Hope you and your loved ones are doing well and staying safe! We are in the process of Commercial Management Function establishment. We do have Material Management (subs: Planning and Inventory Control, Warehouse and Distribution), Project and Category Management (subs: Procurement (capital), procurement (operating)) which both department directly report to finance. How do you add the commercial management to this hierarchy?
COVID19 Response - how are teams coping
Hi everyone. So I'm sure that most if not all members will have been impacted in some way. I just thought maybe it's a time to kick off a bit of a discussion about the good and bad experiences. How about perhaps I start with this one : The good experience is the response by my teams. Experience has taught me that if you get good people and allow them to use their skills and talents, then you get some pretty awesome results at times like these, where people go above and beyond your expectations of performance. The bad, well it's also tied to the above. I think that as managers and leaders, we have to watch out that people might burn themselves out. The response to this horrible situation around the world will not be over quickly, and might come about again. And as easy as it might be, we can't keep relying on people being able to once again respond in the same manner. There. Kicked off. Would welcome anyone else wanting to share their learnings and experiences to benefit the wider IACCM community.
The Cost of a Contract
My employer deals with contract cost by using service level agreements that are well defined, allowing for efficient change control process and mitigating conflict through a robust governance structure with the client.
Government taking steps to provide for the business and job losses
Can we have an update on the actions taken by the government per industry type so that suppliers and customer can take steps to refrain from incurring potential huge losses
Boutique Solutions vs. E2E CLM Solution
Hello All, We are looking to begin our CLM Solution journey (with immediate needs focusing on a contract repository and NDA automation) and I was curious as to any thoughts regarding implementing one vendor solution for a full E2E CLM tool, versus onboarding a subset of boutique solutions (contract creation, workflow, negotiation, repository, etc.) Does anyone have any experience or suggestions as to how one has worked better than the other for your department? I have experience with implementations with both strategies but would love to hear from others. Thanks in advance!
Cultural Differences Contract Management Russia
Hello everyone, I am a Masters student at a French university and am writing a paper on cultural differences in Contract Management between Western Europe and Russia. I was wondering if anyone had any experience of working as a Contract Manager in Russia and could give some examples of differences in what the job entails (for example, is it more a legal job rather than a commercial one?). To what extent is the concept of contract management developed in Russia? Are there any works written on the differences between being a CM in Russia and Western Europe? Any help would be gratefully received. Many thanks
Defining roles for a team - a personal account.
Reflecting on this article, I agree that it's important to set boundaries for the team as outlined, but it also depends on the skill level and experience of the members of the team. For junior or less experienced, you need to set out the outcomes and provide boundaries. For those more skilled, the outcomes need to be defined, but the boundaries less so. It is however, very important that when the team works across boundaries or cross-cultural teams, setting the expectations for collaboration and approach is essential - this requires effective leadership. A helpful read.