Training - Contract Management
Let’s be frank – contract management isn’t the most exciting aspect of procurement. After all, who likes paperwork and minutia? Most people don’t. For those in the earlier stage of their career understanding legal jargon can be daunting and negotiating the contract with the supplier, harder still. More experienced professionals might not have even been taught this core skill properly and, with a desire to focus on more exciting activities, try to steer clear of contracts whenever possible.
Robust contracts are a key tool to manage your suppliers and minimise risk. So, like them or loathe them, you need to be good at them. Following some simple steps and with a bit of practice, I’ll show you that contract management isn’t nearly as arduous as you might think.
If you’re a Head of Procurement or Procurement Director you might have different needs. Perhaps you’re unhappy with the low level of spend under contract, the poor accessibility of contracts or that the full contract value isn’t derived. As a Procurement Director I’ve had this challenge myself and have some god ideas of how to help you.
Training - Contract Management
Let’s be frank – contract management isn’t the most exciting aspect of procurement. After all, who likes paperwork and minutia? Most people don’t. For those in the earlier stage of their career understanding legal jargon can be daunting and negotiating the contract with the supplier, harder still. More experienced professionals might not have even been taught this core skill properly and, with a desire to focus on more exciting activities, try to steer clear of contracts whenever possible.
Robust contracts are a key tool to manage your suppliers and minimise risk. So, like them or loathe them, you need to be good at them. Following some simple steps and with a bit of practice, I’ll show you that contract management isn’t nearly as arduous as you might think.
If you’re a Head of Procurement or Procurement Director you might have different needs. Perhaps you’re unhappy with the low level of spend under contract, the poor accessibility of contracts or that the full contract value isn’t derived. As a Procurement Director I’ve had this challenge myself and have some god ideas of how to help you.
Course Prospectus
How I like to work
My USP is to train and coach your team whilst delivering strong results.
Locking the skills into the DNA of your business ensures a continued benefit well into the future.
Whilst there are some excellent consultants in the market place, procurement consultancy can get a bad reputation. In some cases, this is self-inflicted and rightly deserved. Savings are sometimes over-stated and projects aren’t delivered through to completion. I intend to change your perspective of any misgivings you may have.
Complicated jargon, unworkable solutions and strategy without delivery is not my style. I prefer to use my energy, passion and enthusiasm (plus a good dose of Frost grit) to motivate teams and deliver results – all of which is underpinned by 20 years of experience, best practice and industry know how.
It may feel a bit clinical listing out my ethics and values. However, it’s the code of conduct by which I work and the standards to which I hold myself.
I promise to:
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Do exactly what I commit to you and to a very high standard
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Never accept any fees that haven’t delivered you value
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Be frank with you if something is beyond my skills set
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Treat you, your business and suppliers in the same way I’d like to be treated myself
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Drive a tough deal but know exactly when to stop
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Always be 100% down the line