13. Organizational structures within purchasing
Advantages and disadvantages of decentralised purchasing
Advantages
Disadvantages
Direct responsibility of operating
companies
Stronger customer orientation
towards internal user
Less bureaucratic purchasing
procedures/higher operational
flexibility
Less friction costs due to
coordination
Direct communication with
suppliers
Dispersed purchasing power,
lack of economies of scale
No uniform way of handling
towards suppliers
Scattered supply market
research
Limited possibilities for building
up specific expertise on
purchasing, supply markets and
components
Different commercial purchasing
conditions among different
operating companies
46. The activities of a buyer during a
contract period to ensure that all
parties to the contract fulfil their
contractual obligations
Bailey, Farmer, Crocker, Jessop and Jones
(2008) p. 419
47. Fundamentals
The contact is the agreement which is to be managed –
it must be right
‘Battle of the Forms’
The contract must be understood by all those managing
the contract
A supplier can voluntarily add performance standards to
the tender document
It is possible to include supplier improvement plans
within a contract
Contract management approach creates the
environment for determining whether or not the supplier
will want to bid again
55. Performance management
Shaped by the original customer definition of
need
KPIs identified prior to contracting
Likely to be directly linked to tender evaluation
criteria
KPIs should be
Proportionate,
fit for purpose,
easy to support by evidence,
accepted by key stakeholders
55
56. Performance measures
Cost and value obtained
Performance and customer satisfaction
Delivery improvement and added value
Delivery capability
Benefits realised
Relationship strength
Responsiveness
56
60. Managing contract change
Acceptance that change happens
Risk management predicts what might happen and potential
responses
Changes require negotiation
Change management control is essential
Due process
Principles of transparency, fairness, accountability and stewardship
Appropriate record keeping
Due authorisation
Accepted changes require scheduling to minimise adverse impact
Changes need to be communicated
Novation and assignment
60
62. Change Control Form
1.
2.
3.
4.
5.
6.
7.
8.
9.
Reason for change:
Description (giving full description of any specification):
Proposal for implementing the Change:
Timetable:
Likely impact on the Services, the Service Level and
any Charges:
The Price (if any) (including itemised breakdown):
Further clarification of the Change/Charge/additional
information:
Signed for and on behalf of XXX
Signed for and on behalf of XXX
62
64. Contract exit circumstances
Client contractual breach or changed
circumstances
Provider default
Frustration of contract
End of the contract term
64
65. Contract management review
Aims to capture the lessons learnt for improving
procurement
Should include key stakeholders
Complete a post-contract review report
What worked well?
What didn’t work?
What are the lessons for letting this type of contract in
the future?
What are the lessons learnt for improving procurement
performance?
Capture and communicate
65
Change Control Note
This Change Control Note (CCN #XXX) is between XXX of XXX Co # and XXX
CCN XXX is entered into by the Parties pursuant to a Services Agreement between the Parties dated XXX (the Agreement) and is effective as of the date of the later of the Parties signatures to this CNN# (the Effective Date)
WHEREAS
This CNN # and all non-contractual obligations arising out f or in connection with it are governed by the laws of XXX and The Parties submit to the exclusive jurisdiction of the courts of XXX
CCN #: XXX
Title of Change: XXX
Originator: XXX
Date: XXX
Version: v0.1
Priority: H/M/L Cost Impact XXX Schedule Impact: XXX