What
had to be done?
Contracts have historically been seen as
purely legal documents that protect against worst-case
contingency scenarios. In today's world, they are, in
addition, instruments that determine a large part of the
ongoing relationship between buyer and seller.
The objective was to ensure processes were
in place to obtain the services as agreed in the contract
and achieve value for money.
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What our consultants did...
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Ensured that standard contracts
included an appropriate focus on defining the outcomes
and how the ongoing contract management
of the services would be conducted;
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Put in place business led process to
pro-actively manage contracts through-out their
life-cycle:
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Service delivery management to
ensure that the service is being delivered as
agreed, to the required level of performance and
quality.
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Relationship management to keep
the relationship between the two parties open and
constructive, aiming to resolve or ease tensions and
identify problems early.
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Contract administration as the
formal governance of the contract and changes to the
contract documentation.
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Promote the intelligent customer
capability: the knowledge of both the customer’s and the
provider’s business, the service being provided, and the
contract itself.
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- Good contract management helped to build better
relationships with the provider based on clear, mutual
understanding, trust, open communications and benefits
to both customer and provider; while
- Risks were mitigated earlier by putting in place
proactive management.
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