I appreciate your response very much. I do feel that maybe I wasn't as clear as I should have been on the way we currently process the paperwork for these resources or rather the time periods that we are working with. We currently have terms for these resources that range from one week to 12 months. That said, most of them are over 3 months and the majority run 3-6 months. So thankfully we are also only using PO's for anyone working more than 1 month and usually only the 3-6 month range resources are renewing on a regular basis. I hope that helps to paint a more clear picture of the situation.
I would raise a call off PO so invoices can be processed and hours agreed, I wouldn't raise a PO for each person each week
Yes, there are multiple templates and business cases available for potential outsourcing frameworks. IACCM offers its members access to a wide range of standard templates which can be used as-is, and/or adapted to include elements specific to companies on a case-by-case basis, so we should learn more about the specific requirements, needs and size of your organization prior to analyzing templates for those purposes.
As Pablo has indicated there are multiple options, as a business case will be highly variable and largely depend on the structure a given enterprise expects of their business cases across the enterprise. Plus, the business case will largely depend on the nature of what is being outsourced. With these variables in play, someone else's business case might not be an ideal for your purposes - it will have limitations and should not be treated as the solution. Rather, it is best utilized as a general starting point. Has your enterprise created business cases for other endeavors? Those internal templates should be consulted.
With these caveats aside, you are encouraged to join the IACCM Community of Interest (COI) focused on Outsourcing, as there are probably a few members in the Outsourcing COI who can share some specific examples.
Thank you very much, i will join the IACCM Community of Interest :)
BlueCross BlueShield of South Carolina
It is a good topic to talk about. I struggle with what metrics to report on. It only takes one bad contract to cost the organization lots of money but it is hard for people to grasp it. How do you report on that? Currently, I report on the number of contracts the organization has and the amount of money expected to spend under a contract. Cost savings and cost avoidance is reported by my department through our category managers. I believe the category managers take the first offer from a vendor and then subtract the final number after negotiations to calculate cost avoidance. Cost savings is calculated if the organization will contractually pay less under this contract than it historically has for that same commodity. These definitions were agreed to by both our CFO and our Director.
• Century 21 Vanguard
Patrick, are you familiar with IACCM's "10 Pitfalls" research? This study looks at the top value erosion areas. Flip the erosion perspective and you'll quickly find key areas where by improving your capabilities you will improve ROI. Please reach out to me if you wish to discuss this in detail.
• BlueCross BlueShield of South Carolina
Thank you for the excellent recommendation. I've reviewed the research in the "10 Pitfalls" and it has provided me with concepts that I will research further internally.
Patrick, in addition to this first part of the "ROI of Contract Management", I'd also recommend to continue reading Tim's part two of that blog: blog.iaccm.com/commitment-matters-tim-cummins-blog/the-roi-of-contract-management-part-2 You may have already read how the article describes how the Contract Management role has evolved. Now, in this new section, you will have the chance to identify the benefits that can be achieved when creating and demonstrating value from such a role.
Michelle, you might want to first search the IACCM Library for data that can help you make your case. We have studied many large global companies and believe the average loss for poor contract management is about 9.15% of revenue. Of course this varies depending on industry and your organization's contracting maturity. Please reach out to me if you'd be interested in an assessment of your organization.
You might also wish to look for last year's Innovation Awards, where the Winner Layne Jeffery built a CM department where there was none:
An interview with him and the other award winners is in the library as well.
• Rogers Communications
Thanks to both of you. I'm new here, so my apologies if I'm asking obvious questions.
Michelle, if you are still struggling with this, let me know and I will be happy to arrange a time to talk and help with your questions.
I hesitate to give you a generic answer because it depends a lot on some of the business objectives and management issues that prevail in your company. Your success will depend on making a proposal that aligns with management thinking and priorities.
You can reach me at firstname.lastname@example.org
• EB5 Brics
While you build the business case, if you need technical assistance or perhaps some metrics, I'd be happy to help.
I think the most likely answer is that it will be based on timing - so subsequent agreements may amend the original. However, that also depends on what the core agreement - eg MSA - says regarding the amendment process - for example, does any amendment require formal acceptance? If so, are subsequent documents signed or unsigned? Is acceptance deemed as a result of supply or acceptance?
The Brexit scenario, coupled with COVID-19 are indeed leading to extended negotiating periods.
Given that Brexit will not be finalised for some time, the only practical way to deal with this would be to include provisions for a process to agree changes to customs duties / tariffs / excises etc. in your contracts.
Phyllis we are delighted to know that you enjoyed Rod and Melissa's webinar. I hope that you are also enjoying the first of IACCM's TASK Topics which is all about Remote Work Environment and Balance. There are lots of resources available, podcasts and talks with people sharing their stories and expertise as well as training programs and coaching opportunities to help our members navigate their way through the coming months as we emerge from the immediate crisis.www.iaccm.com/task/remote-work-environment-balance/
Hi Steve, thank you for your question. Pricing trends for major equipment are not something we specialize in unfortunately and in the current circumstances, the answer would, I believe, vary enormously depending on the nature, type, and location of the acquisition.
• GMR Energy LImited
Believe there is no ready made global data base as of now. Each countries Govt. publishes data on whole sale price index/producer price index/purchasers price index( nomenclature varies) on each and every category of product including machinery, equipment etc. year on year and month on month. These data is generally publicly available and can be accessed and down loaded.
For example - there is Bureau of Labour Statistics in USA which pubishes all such data for the products manufactured in USA. In India its published in a bulletin every month by the central bank i.e Reserve Bank of India