The CIPS Contract Management guide is intended to cover all those activities associated with contract management. The activities themselves are divided into two distinct but interdependent phases, upstream and downstream of the award of the contract.
The principles in this guide could be applied to all contracts, from a simple order, through framework contracts, to complex construction or service contracts. It should also be relevant for contracts in both the private and public sectors.
What is Contract Management?
Contract management encompasses everything from establishing the business case and confirmation of need through to relationship management and reviewing performance. It can be divided into two phases: upstream and downstream of the contract being awarded.
The most successful contract management plan is one which includes a focus on upstream – or pre-award – activities.
"Often an overlooked key skill, contract management is not something to be handed...to another department such as legal...contract management is the engine that drives true value across the supply chain and should stay with dedicated professionals."
Hear from Duncan Brock on Contract Management, listen to the podcast (24.50)
Contract Management Cycle
This guide covers all activities associated with contract management from the establishment of the business case and the confirmation of need, through contract administration and relationship management to the review of contract performance.
CIPS CONTRACT MANAGEMENT CYCLE
Why You Need an Effective Contract Management Process?
There are a number of reasons why organisations in both the public and private sectors need an effective contract management process:
- Increasing pressure to reduce costs
- The need to optimise financial and operational performance
- New regulatory requirements
- Increasing contract volumes and complexity
- Growing need to automate and improve contractual processes
- Increasing compliance and analytical needs.
A Successful Contract Management Strategy
The growing recognition of the need to automate and improve contractual processes and satisfy increasing compliance and analytical needs has also led to an increase in the adoption of more formal and structured contract management procedures and an increase in the availability of software applications designed to address these needs.
Your contract management plan should ensure:
- Arrangements for service delivery satisfactory to both parties
- The expected business benefits, efficiencies and value for money are delivered
- The supplier is co-operative and responsive
- Your organisation understands its obligations under the contract
- There are no disputes or surprises
- Professional and objective debate over changes and issues.
Upstream or Pre-award Activities
The foundations for effective and successful contract management rely upon careful, comprehensive and thorough implementation of pre-award activities. The focus should be on why the contract is being established and on whether the supplier will be able to deliver in service and technical terms. Careful consideration must be given to how the contract will work once it has been awarded.
Downstream or Post-award Activities
After the contract has been formulated and awarded, the process turns to three main post-award activities:
Service Delivery: Ensuring service is delivered in accordance with the agreed performance and quality levels.
Supplier Relationship: Maintaining and developing an open and constructive relationship.
Contract administration: Formal management of the contract.
Contractual arrangements may commit the organisations to its supplier(s) for some time and to varying degrees of dependency. It is therefore important to make the relationship work effectively by developing mutual trust and understanding, creating an open and constructive environment and contributing to the joint management of the contract delivery.
It is primarily through the development of mutual trust and confidence that the other elements for success are created. As the supplier gains greater understanding of the organisation’s business needs and style and develops a level of confidence and trust, it will be more willing to be proactive and innovative in bringing forward improvements and savings to mutual benefit, more willing to share problems, plans and concerns, more willing to negotiate and more confident in investing for the longer term.
The organisation also benefits by gaining a greater understanding of the strengths and weaknesses of the supplier, enabling it to concentrate its management and development support in those areas.
The guide covers several factors that can inhibit the development of a successful relationship as well as factors that encourage the development of a successful relationship.
Contract Management: Read the Full Guide
This guide is a comprehensive resource for CIPS members to use for all activities associated with contract management from administration through to relationship management and performance review.
DOWNLOAD THE FULL GUIDE
Contract Management Podcast with Duncan Brock, Chartered FCIPS Professional, Group Director, Chartered Institute of Procurement & Supply
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Contract Management Resources for Members
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More Contract Management Resources
Contract Management Training
Enhance your knowledge of contract management and how to use it for competitive advantage.
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The largest global institue for procurement. CIPS membership grants access to resources, networking, support and discounts.
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Podcast on Contract Management
Hear from Duncan Brock on Contract Management podcast.
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The CIPS Global Standard for Procurement and Supply is a competency framework used to enhance efficiency and performance.
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