Contract and Commercial Management - The Operational Guide ebook
International Management(IACCM)
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Contract and Commercial ManagementThe Operational Guide
This book is dedicated to the memoryof Margaret Carey who inspires us allby planting small seeds of partnershipsand friendships worldwide.
Colophon
Title:
Contract & Commercial Management – The Operational Guide
Lead Authors:
Tim Cummins, Mark David and Katherine Kawamoto
Contributory Authors:
IACCM
Copy Editor:
Jane Chittenden
Publisher:
Van Haren Publishing, Zaltbommel, www.vanharen.net
ISBN Hard copy:
978 90 8753 627 5
ISBN eBook:
978 90 8753 628 2
ISBN ePub:
978 90 8753 972 6
Print:
First edition, first impression, October 2011
First edition, second impression, February 2012
First edition, third impression, January 2014
Design and Layout:
CO2 Premedia bv, Amersfoort – NL
Copyright:
© Bmanagement 2011
For any further enquiries about Van Haren Publishing, please send an e-mail to: info@vanharen.net
Although this publication has been composed with most care, neither Author nor Editor nor Publisher can accept any liability for damage caused by possible errors and/or incompleteness in this publication. Th is guidance is not intended as a substitute for specifi c professional advice, which should always be sought where required.
No part of this publication may be reproduced in any form by print, photo print, microfi lm or any other means without written permission by the Publisher.
Foreword: By the Board Members of IACCM
As executives and senior managers in some of the world’s major corporations, each of us has had direct oversight for aspects of contract and commercial management within our business. Individually, we have observed the growing role and complexity associated with contracting and this has been reinforced through our experience as elected members of the IACCM Board of Directors.
It is clear that contract management is an increasingly diverse and important organizational competence and this demands greater consistency and efficiency in its management. It also requires more creativity and the tools and techniques that are necessary to improve the quality of judgment and decision-making. Each of us is aware of the difficult balance between control and compliance on the one hand, and agility and flexibility on the other.
While such tools and techniques are fundamental building blocks, the skills, competence and professionalism of the people who work in and around the contract management space are also key. This book represents an important contribution to that heightened competence, offering as it does the first comprehensive view of contract and commercial operations from a cross-industry, bi-partisan, worldwide perspective. It is an ambitious work that seeks to rise to the challenge of managing business relationships in today’s complex global markets and equipping the practitioner with a robust ‘body of knowledge’ that reflects leading practices.
Dave Barton
Director of Contracts
Agilent Technologies
Adrian Furner
Commercial Director
BAE Systems
Diane Homolak
Global Legal Operations Quality and Strategy Manager
Hewlett-Packard
Monu Iyappa
Executive Vice President Legal
GMR Infrastructure Ltd
M.C. McBain
Vice-President Global Alliances & Contract Development
IBM
Steve Murphy
Vice President, Contracts
Raytheon Integrated Defense Systems
Nancy Nelson
Global Contracts Director
CSC
Gianmaria Riccardi
Director, Commercial Business Management Europe
Cisco Systems
Alan Schenk
VP Common Process, Contracting & Compliance
BP
Craig Silliman
Senior Vice President & General Counsel
Verizon
Margaret Smith
Executive Director Contract Management
Accenture
Peter Woon
VP, Procurement and Supply Chain
Marina Bay Sands Pte Ltd
Preface
About this book
All around us is rapid change and growing complexity. The demands on contract negotiation and management have never been greater. There is an urgent need for sustainable practices that support flexibility and dynamic change.
Those who are responsible for contract management must heed the calls for greater collaboration, more innovation, greater readiness to simplify the rules and procedures that will allow management to address turbulent market conditions. At the same time, we must achieve increased rigor, greater compliance and improved controls in our contracts and relationships.
Making sense of these conflicting issues demands a more consistent view of contracts – their purpose, their structure and the terms we use within them. It demands the use of common methods and techniques, common terminology and attitudes to risk and opportunity.
To add to these pressures, we are witnessing a steady increase in the influence of emerging markets and newly powerful economies that cause us to question some of the well-established traditions of contract management and the law. This means we must engage in dialog between different business, legal and social cultures to establish clear and mutually acceptable first principles.
It is in this environment that we offer this Operational Guide, to equip those who must manage the complex contracting requirements demanded by today’s global markets.
About the authors
The International Association for Contract & Commercial Management (IACCM) is a non-profit organization that owes its origins to the growing complexity of world trade and the consequent need for increased and more consistent skills, knowledge and procedures in the field of contract and commercial management.
The Association was founded in 1999 to fill the gap in international understanding and competence in contracting. Its purpose is to explore and disseminate ‘best practice’ in the formation and management of trading relationships, as well as equipping business managers and negotiators with the knowledge required to navigate within today’s environment.
Through ongoing research, IACCM provides many of today’s top corporations and government agencies with the knowledge they require to develop the process and skills that ensure the integrity and success of their contracts and commercial practices. IACCM is unique in representing both buyers and sellers, ensuring a consistent body of knowledge and reducing the risk of unsuccessful outcomes through the promotion of mutual understanding and more collaborative working.
This book is an operational guide to those practices and methods. It has been compiled and reviewed by a wide variety of professionals and academics, representing multiple industries, countries and commercial disciplines. The book is therefore a practical resource for anyone involved in contracts, their negotiation or management.
Tim Cummins,
CEO, International Association for Contract & Commercial Management
www.iaccm.com
Acknowledgements
We would like to thank the team of experts who contributed in such a major way to this ground-breaking publication. They have spent much time and kindly given their expertise to encourage better practices and understanding worldwide.
First of all we thank the Lead Authors: Tim Cummins, Mark David and Katherine Kawamoto for pulling together the structure, the approach and much of the text. They inspired the most professional approaches from the supporting teams as well as dedicating much time to drafting, refining and re-refining the final work. Their persistence, patience and humor is greatly appreciated.
We also wish to thank the international team of experts who contributed to and reviewed the manuscript. Respected experts world-wide have been kind enough to spend hours supporting other team members, reviewing text and also sharing invaluable experience. Always positive and professional, these experts demonstrate the true strengths that can be found in this area.
Team
Ravindra Abhyankar
Purwa
Natarajan Balachandar
TECHNIP INDIA LIMITED
Gerlinde Berger-Walliser
ICN Business School
Guillaume Bernard
Schneider Electric
Alexander Beyer
complon
Chris Caro
IBM
Arthur Cohen
Praxis Consulting, LLC
Jacqui Crawford
BP
Arvind Dang
Central Park Estates Private Limited
Xavier Darmstaedter
DACOTA Consulting
Alvaro de Leon
Transcom
Vivek Durai
tman Law Partners
Eric Esperne
Dell Healthcare & Life Sciences
Jesús Álava Fernández
INITEC TR Group
Jean-Marc Fraisse
NNEPharmaplan
Ernest Gabbard
Allegheny Technologies
Claudia Gerlach
Nokia Siemens Networks
Max Gutbrod
Baker & McKenzie – CIS, Limited
Margo Lynn Hablutzel
CSC
Roselle Harde
Accenture
Robert J Hatfield
Improvement Advisory Services
Phoebe He
Avnet
Jan Heidemann
Consultant
Paul Carter Hemlin
Contract Management Direct
René Franz Henschel
Aarhus University
Christof Höfner
Nokia Siemens Networks
Diane Homolak
Hewlett-Packard Company
Linda Hopkins
Accenture
Doug Hudgeon
Operating Efficiency
Monu Iyappa
GMR Group
Agustín Garzón Jordán
Agilent Technologies
Amit Kapoor
Mahindra Satyam
Tiffany Kemp
Devant Limited
Anton Klauser
Nokia Siemens Networks
Ingo Köhler-Bartels
Dimension Data Germany
Mireille Lafleur
Alstom (China Investment Ltd.)
Tom Larkin
Solathair Management Consulting, LLC
Ashif Mawji
Upside Software Inc.
Tim McCarthy
Rockwell Automation
Peter McNair
SEA Business Management Pty Ltd
Stefan Moecking
Unisys Outsourcing Services GmbH
Daniel Nagel
BRP Renaud & Partner
Jamie Napper
Best Buy Europe / Carphone Warehouse
George Neid
Raytheon Company
Nancy Nelson
CSC
Viv Nissanka
BBC
Jeanette Nyden
J. Nyden & Co
Thomas Oswald
Booz & Company
Makarand Parkhi
Aquatech Systems
Elekanyani Phundulu
Transnet Freight Rail
Carlos Pistone
Alcatel-Lucent
Philippe Poisson
BT Global Services
Ramakrishna Potluri
SAP
Gianmaria Riccardi
Cisco Systems
Ignacio Romera
INNOKEY
David Ross
BT
Greg Russell
Project Advice Services Limited
Ronnie Sefoka
Sasol
Satender Sharma
Petrofac International
Jan Ole Similä
Nord-Trondelag University College
Abhishek Singh
Adhani Institute of Infrastructure Management
Nigel Spink
Thales Rail Signalling Solutions Inc
Kokkula Srinivas
Bharat Biotech International
Mark Swarthout
CSC
Anita Thussu
Infosys Technology
Rajeev Thykatt
Infosys BPO Ltd
Mike Tremblay
HP
Amina Valley
SAIC
Daniel Vohrer
The Linde Group
John Weiss
The Highland Group
Lyndon White
Dial Before You Dispute Pty Ltd
Joginder Yadav
Nokia Siemens Networks
Alexander Yavorchuk
Oracle Inc.
Edwin T Y Yeo
The views expressed in this title by the contributors are personal and it should not be assumed that they represent the formal views of their employers or organizations.
We would also like to thank Jane Chittenden, Copy Editor, for her work in finalizing the manuscript.
Contents
Foreword: By the Board Members of IACCM
Preface
Acknowledgements
1 Introduction: contractmanagement - a global context
1.1 The challengeof choice
1.2 Impacts upon contracting
INITIATE PHASE
2 Understanding markets and industry
2.1 Identifying potential markets
2.2 Market segmentation
2.3 Competitive analysis
2.4 Product definition
2.5 Contracts role in PLM
2.6 Identifying risks
2.7 Matching the agreement to the market
2.8 Summary
3 Understanding requirements
3.1 Why requirements matter
3.2 Early involvement
3.3 Defining the role of requirements
3.4 Factors driving improved specifications
3.5 Increased frequency of volatility and change
3.6 Managing inevitable change
3.7 Strategic and cultural fit
3.8 What goes wrong
3.9 Five key milestones
3.10 Tools and techniques for ensuring milestones are met
3.11 Common causes for delay or failure
3.12 Summary
4 Financial considerations - understanding cost and setting charges
4.1 Introduction
4.2 Bid strategy: why does cost matter?
4.3 The role of the contracts professional
4.4 Bid strategy: the importance of cost analysis
4.5 Contract standards as cost management tools
4.6 Contract terms as a cost management tool
4.7 Contract terms that can potentially reduce cost
4.8 Dependencies
4.9 Bid strategy - how to set your charges
4.10 Contract terms - differences that may have financial impact
4.11 Bid strategy - differences that may have financial impact
4.12 Pre-bid phase: cost-benefit analysis
4.13 Summary
5 Aligning risk through financial modeling
5.1 Introduction
5.2 The importance of economic alignment
5.3 The basics of financial modeling
5.4 The MediaCity case study
5.5 Making judgments
5.6 Financial model elements
5.7 Some basic principles and terms
5.8 Pricing mechanisms
5.9 Gainshare and shared benefits
5.10 Other factors
5.11 Summary
6 Routes to market - partnerships, alliances, and distribution and sourcing options
6.1 Primary types of contracts used in large businesses
6.2 Use of agents and representatives
6.3 Local, national and international laws
6.4 Identifying potential suppliers and relationships
6.5 Evaluating project scope
6.6 Options for contracting
6.7 Summary
7 Request for Information
7.1 Request for Information - Pre-Bid phase
7.2 Selecting and assembling the RFI team
7.3 Beginning the RFI
7.4 RFI content
7.5 Change control and support
7.6 Experience and stability
7.7 Functional, technical and business requirements
7.8 Software and hardware requirements
7.9 Budgetary pricing
7.10 Support
7.11 Security requirements and considerations
7.12 Review, validation and distribution
7.13 RFI conclusion
7.14 Alternatives to an RFI
7.15 Supplier’s perspective
8 Undertaking a Terms Audit
8.1 Reasons for undertaking a Terms Audit
8.2 Purpose of a Terms Audit
8.3 Consequences of inappropriate terms
8.4 When to audit
8.5 The warning signs
8.6 Understanding impacts
8.7 Undertaking a Terms Audit
8.8 Sample audit
8.9 Summary
BID PHASE
9 Bid process and rules
9.1 Introduction
9.2 Bidding process preliminaries
9.3 Bidding vehicles and when to use them
9.4 Supplier’s requirements response
9.5 Scoring and ranking the suppliers
9.6 Managing the RFx process
9.7 Evaluating responses - overall score
9.8 Supplier notification and the BAFO process
9.9 BAFO process and final contract
9.10 Supplier award notification
9.11 Supplier post-award issues
9.12 Summary
10 Request for Proposal preparation and content
10.1 Introduction
10.2 Defining, managing content and drafting bid requirements
10.3 Pricing information (seller only)
10.4 Security, health and safety requirements and consideration
10.5 Managing the evaluation process (buyers)
10.6 Summary
11 Responding to a Request for Information or Request for Proposal
11.1 Introduction
11.2 Background: the procurement process
11.3 Identifying an opportunity
11.4 Execution of non-disclosure agreements
11.5 Contracts professional involvement
11.6 Why have a bid process?
11.7 Key elements of a bid process
11.8 The role of the contracts organization
11.9 Contract management - adding commercial value
11.10 The bid goes on
11.11 Approvals
12 Request for Proposal management
12.1 Introduction
12.2 Role of the contracts professional
12.3 The RFP document
12.4 Supplier selection and RFP distribution
12.5 Contract negotiations
12.6 Notifying unsuccessful suppliers
13 The influence of laws on the bid process
13.1 Introduction
13.2 Basic principles
13.3 The influence of laws: international summary
13.4 The influence of laws: UNCISG
13.5 Offer and acceptance
13.6 Conditional offers and revocation of offers
13.7 Problems with preliminary arrangements
13.8 Closing the deal
13.9 Pre-contractual negotiations
13.10 Arbitration and alternative dispute resolution
13.11 Local law: civil code versus common law
14 Costs identification
14.1 Cost overview
14.2 Activity-Based Costing
14.3 Tax consequences
14.4 Allocations
14.5 Opportunity costs
14.6 Cost of poor quality
14.7 IT systems costs
14.8 Hardware costs
14.9 Software costs
14.10 Infrastructure costs
14.11 Personnel costs
14.12 Other costs
14.13 Consensus on approach
14.14 Credibility of assumptions
14.15 Risk assessment
15 Opportunity evaluation
15.1 Introduction
15.2 Involvement
15.3 Preparation
15.4 Evaluating the scope
15.5 Assessing the risk
15.6 Avoiding reference pitfalls
15.7 Evaluating the relationship
15.8 Judging customer sophistication
15.9 Evaluating future opportunity
16 Proposal preparation
16.1 Introduction
16.2 Is it worth bidding? The four critical questions
16.3 Understanding the customer
16.4 Understanding the customer - buying criteria
16.5 Understanding the competition
16.6 Reviewing and assessing risks
16.7 Working with the pursuit team
16.8 Responding to the RFP documents
16.9 Responding to the RFP documents
16.10 Characteristics of successful bidders
16.11 Customer contact
16.12 Green Team review
16.13 Red Team review
16.14 The Executive Summary
16.15 Bid submission
16.16 Negotiations and pricing
16.17 Relationship selling
17 Evaluating the proposal
17.1 Overview
17.2 The evaluation framework
17.3 Primary categories
17.4 Product evaluation criteria
17.5 Intangible criteria
17.6 Other evaluation components
17.7 Implementing the evaluation framework
17.8 Alternative approaches
17.9 Factors for success
17.10 Summary
DEVELOPMENT PHASE
18 Contract and relationship types
18.1 Introduction
18.2 The importance of relationships
18.3 Primary types of contracts used
18.4 Product and services contracts
18.5 Contracts for services
18.6 Solutions contracts
18.7 Outsourcing
18.8 Turnkey contracts
18.9 Summary
19 Contract terms and conditions overview
19.1 Overview
19.2 Start right
19.3 Purchase contracts and why they matter
19.4 Areas that the contract should address
19.5 Types of contract and some issues
19.6 Separating business and legal terms
19.7 Key elements in contracts
19.8 Summary
20 Technology contract terms and conditions
20.1 Introduction
20.2 A specialized discipline
20.3 Definitions
20.4 Scope of Use
20.5 License types
20.6 Assignment and rights to use
20.7 License versus ownership
20.8 Audits and compliance
20.9 Software maintenance services
20.10 Hardware contracts: overview
20.11 Performance
20.12 Support and maintenance services
20.13 Upgrades
20.14 Compatibility
20.15 Services contracts: overview
20.16 Statements of Work (SOWs) and milestones
20.17 Termination
20.18 Summary
21 Term linkages, managing cost and risk
21.1 Overview
21.2 The challenges of term linkages, managing cost and risk
21.3 Contract structure
21.4 Negotiated terms
21.5 Active versus passive terms
21.6 Terms Audit
21.7 Term analysis
21.8 Shifts have impact
21.9 Paradigm shifts
21.10 Legitimate terms that miss the point
21.11 Performance cost of the deal
21.12 Acceptance provisions
21.13 Preferences - supplier versus buyer
21.14 Multi-country projects
21.15 Contract pricing arrangements
21.16 Summary
22 Statement of Work and Service Level Agreement production
22.1 Introduction
22.2 What is an SOW?
22.3 Why is an SOW required?
22.4 Basic process for developing an SOW
22.5 How do SOWs and SLAs relate?
22.6 Service Level Agreement (SLA)
22.7 IACCM outsourcing survey
22.8 What is included in an SLA?
22.9 Other SLA considerations
22.10 Summary
23 Drafting guidelines
23.1 Introduction
23.2 Clarity
23.3 Contracting transformation
23.4 The contract document
23.5 Why a written contract?
23.6 What form should be used?
23.7 Rules of contract interpretation
23.8 Other contract interpretation guidelines
23.9 Background to contract drafting
23.10 Drafting best practice
23.11 Before you start
23.12 Drafting a complete agreement
23.13 Amendments and attachments
23.14 Drafting techniques
23.15 Contract terminology
23.16 Writing style
23.17 Tools
23.18 Summary
NEGOTIATION PHASE
24 Approaches to negotiations - framing, strategy and goals
24.1 Negotiations overview
24.2 Introduction to framing, strategy and goals
24.3 Framing
24.4 Goals
24.5 Strategy
24.6 Stages of negotiation
24.7 Leveraging your experience
24.8 Planning and tactics
24.9 Tools for establishing a negotiation foundation
24.10 Summary
25 Negotiation styles - positional versus principled negotiations
25.1 Introduction
25.2 Perspective and precedent
25.3 Negotiation options: positional versus principled
25.4 Factors that influence your choice
25.5 Positional versus principled negotiation
25.6 Characteristics of positional negotiating
25.7 Characteristics of principled negotiation
25.8 Recognizing positional negotiation
25.9 Advantages and disadvantages of positional negotiating
25.10 Advantages and disadvantages of principled negotiating
25.11 Non-negotiable issues
25.12 Countering the positional negotiator
25.13 Is principled negotiation worthwhile?
25.14 Summary
26 Negotiating techniques
26.1 Introduction
26.2 Preparation
26.3 Negotiation power
26.4 Abuse of power
26.5 Opening offers
26.6 Physical/logistical considerations
26.7 Connecting with the other side
26.8 What happens if there is no agreement?
26.9 Technological challenges
27 Tactics, tricks and lessons learned
27.1 Introduction
27.2 The last gap
27.3 How to cross the last gap in negotiations
27.4 Competitive tricks and ploys
27.5 Another perspective
27.6 Summary
MANAGE PHASE
28 Manage phase overview
28.1 Introduction
28.2 Manage phase overview
28.3 Contract management activities
28.4 Contract management software
28.5 Contract management resource planning
28.6 Communication
28.7 Summary
29 Transition
29.1 Introduction
29.2 Contract management after signature
29.3 Contract analysis
29.4 What is ‘the contract’?
29.5 Analyzing and understanding terms and conditions
29.6 Core contract elements analysis
29.7 Setting priorities
29.8 Transition meeting
29.9 Transition and organization
29.10 Transition - meeting goals
29.11 Summary
30 Risk and opportunity
30.1 Introduction
30.2 Understanding risk and opportunity
30.3 Understanding and managing opportunity in contracts
31 Monitoring performance, tools and techniques
31.1 Introduction
31.2 The contract management role
31.3 Post award contract management activities
31.4 Status reviews: internal
31.5 Status reviews: external
31.6 Typical issues and problems
31.7 Summary
32 Change control and management
32.1 Introduction
32.2 The realities of change
32.3 Designing a change control procedure
32.4 Contract claim
32.5 When parties do not want a change control and management process
32.6 Case studies
32.7 Summary
33 Dispute handling and resolution
33.1 Introduction
33.2 What is a dispute and what causes a dispute?
33.3 Common operational disputes causing ongoing problems
33.4 What does the contract say about dispute resolution?
33.5 Possible consequences of a formal dispute
33.6 How to avoid a dispute
33.7 Dispute handling and resolution: recovery
33.8 Resolution steps: from least to most complex
33.9 Solutions to disputes: negotiation
33.10 Solutions to disputes: mediation
33.11 Solutions to disputes: arbitration
33.12 Solutions to disputes: litigation
33.13 Case study: an actual dispute and how it was resolved
33.14 Summary
34 Contract close-out and lessons learned
34.1 Introduction
34.2 Types of termination or close-out
34.3 Final acceptance
34.4 Final acceptance: actions
34.5 Expiry of term
34.6 Termination
34.7 Expiry of term or termination: actions
34.8 Close-out - key risks after the delivery of the contract
34.9 Continuing obligations
34.10 Lessons learned
34.11 Summary
Annex A Glossary
Annex B IACCM training
CHAPTER 1
Introduction: contract management – a global context
The concept of trade is a characteristic unique to the human species. With each advance in human communications, the complexity of trade has increased1.
It is this growth in complexity that drove the need for contracts, as a written record to ‘memorialize’ the negotiation that had taken place and which committed the parties to some future exchange of value.
Over time, the knowledge gained from past transactions led to a body of experience which became enshrined in laws or customs, influencing the process by which trading relationships were formed, the parties involved in their formation and the means by which they were recorded.
Today, we are at the beginnings of a new era for communications – a world connected via electronic networks that allow unparalleled speed, enabling relationships to be formed and managed in ways that were never previously envisaged. It is the unknown nature of this networked world that represents a new level of complexity for society as a whole, but especially for the politicians who are charged with its regulation and the business leaders who must navigate through the risks and opportunities that it represents.
A survey by IBM Corporation2 revealed that 79 percent of Chief Executive Officers (CEOs) see ‘increased global complexity’ as a major challenge over the coming years. Of course, mastering complexity has been a key trait of humanity over the centuries, but at this time it has taken on a new intensity. At its heart, according to these CEOs, is the difficulty created by ‘the growth of interconnections and interdependencies’. What do they mean by this – and how does it relate to the world of contract management?
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