On average, the cycle time to conclude many contracts is increasing. This is counter to business needs and strategies. So what can you do about it? Here are three easy steps - at least easy to explain, but often harder to get through the innate resistance to change that’s endemic to so many organizations.
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Topics:
contract /commercial management,
communication,
legal & regulatory,
IACCM
Read most corporate strategies and words like ‘speed’, ‘accelerate’ and ‘velocity’ jump from the page. Boards and executives understand the importance of rapid change, the ability to be adaptive to unpredictable events and market conditions.
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Topics:
contract /commercial management,
communication,
IACCM
The Blavatnik School of Government at Oxford University recently released
a report containing its 2019 assessment of International Civil Service Effectiveness. Within this, it included a series of specific assessments, one relating to public procurement.
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Topics:
contract /commercial management,
communication
The use of ‘supplier panels’ is relatively widespread in modern procurement, especially in categories such as professional services. The concept behind them is that they bring greater speed and efficiency to supplier selection and - in theory - reduce costs. In practice, some argue, they undermine value, stifle innovation, threaten integrity and more likely increase costs.
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Topics:
contract /commercial management,
procurement,
communication,
legal & regulatory,
supplier platforms,
IACCM
Twice in the last week I have had conversations with people who think that Procurement functions today are ‘dumbing down’ contracts. If true, that’s a big mistake and will undercut the stated ambition of the function to raise its profile and value. It is also at variance with what we see happening in at least some IACCM member organizations.
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Topics:
procurement,
relationship management,
commercial management,
communication
My title is a quote from an executive at contract management provider
Icertis
and helps explain the growing momentum and interest in contract-related technologies.
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Topics:
contract /commercial management,
communication
Big organizations have traditionally seen little need to collaborate. Their size gives them power - power over suppliers, customers, distribution networks, even over government and public policy. When it comes to negotiation, they simply don't do it. Contract terms are imposed on the counter party. Why be reasonable when you can instead exercise control (and call it ‘compliance’)?
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Topics:
contract /commercial management,
relationship management,
IACCM Webinar,
strongertogether
Key Performance Indicators - or KPIs - are held up as critical elements for driving contract success. They bring clarity and discipline to complex situations, allowing both supplier and customer to monitor progress and performance.
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Topics:
contract /commercial management,
performance management,
communication
I am observing a growing trend for Procurement teams to adopt the title ‘Commercial’. While I understand the reasons for this, it is typically misleading and misrepresents the true purpose of Commercial Management.
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Topics:
contract /commercial management,
organization & people,
communication
CAPS Research issued a study result that ‘only’ 72% of companies offer supply management training within the first 12 months after hiring a new employee. The commentary implies this is a problem; but is it?
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Topics:
organization & people,
communication,
management training
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