Procurement and Contract Management

The role of a contract is to set out the roles, rights and obligations of both parties
in a transaction or relationship. A contract implies an intention to “enter into legal
relations”: that is, both parties agree to be legally bound by the specified roles and
responsibilities.
It may take the form of a spoken agreement or understanding (e.g. based on a
regular trading relationship that has developed over time), but more complex contracts
are usually formalized in writing.
Once contracts are signed it is not as simple as saying: “the supplier will now do
that”, as there will be obligations to be followed up on either side. If contingencies arise,
the contract may or may not lay down what happens next.
If the supplier’s performance falls short in any way, there will be a variety of
options for pursuing the dispute, enforcing the terms of the contract or gaining the
remedies (such as compensation). Circumstances and requirements may change, and
contract terms may have to be adjusted accordingly. This is an ongoing process through
the life of the contract – which is where contract management comes in.
In this article, we will briefly survey what is contract management, the key
processes and activities involved in it, and at the end we will explore the benefits of
having effective contract management in your procurement department.
Contract Management Definition:

Contract management is a process designed to ensure that both parties to a

contract meet their obligations, and the intended outcomes of a contract are delivered.
It also involves building a good working relationship between the buyer and supplier,
continuing through the life of the contract.
The key processes and activities involved in contract management are described
as follows:
 Contract development: includes the formulation of a legally binding
agreement, setting out detailed terms and conditions of business, and the
specification or requirements.
 Contract manager or contract management teams: for smaller contracts,
a single individual may be able to carry out all contract management
 responsibilities. However, for larger contracts, a team may be required, especially
in the early stages, which are often more demanding in terms of management
time.

 Contract administration: this is concerned with the implementation of

procedures, by buyer and supplier, in order to ensure that contract obligations
are fulfilled.

 Managing contract performance: service level agreements (SLAs) and

performance measures may be developed to express the desired outputs from the
contract: The said documents will form an operational tool with which the
respective contract managers can monitor performance on a day-to-day basis.

 Relationship management: developing the working relationship between the

purchaser and supplier, through regular contracts, communication and
information-sharing; developing and applying supplier incentives; managing and
resolving conflicts; developing approaches to collaboration and mutual support;
and so on.

 Contract renewal or termination: towards the end of the contract period,

the buyer’s contract manager should review the success of the contract, the
relationship, and the status of the supply need. If an ongoing need remains, and
the contract has been satisfactorily fulfilled, it may be renewed. If the need has
been met, or performance has been unsatisfactory, it may be terminated.
Benefits of Effective Contract Management:

Many of the cost savings and improvements available from supplier management are
achieved by how buyer and supplier work together after the contract has been awarded.
If contracts are not well managed by the buying organization, the following adverse
outcomes may occur:
 The supplier may be obliged to take control of contract performance and
problem-solving, resulting in unbalanced decisions that definitely do not serve
the purchaser’s interests.

 Decisions may not be taken at the right time (or at all).

 Buyers and suppliers may fail to understand – and fulfill – their obligations and
responsibilities.

 There may be misunderstandings and disagreements, and too many issues may
be escalated inappropriately, damaging the relationship.

 Progress may be slow, or there may be an inability to move forward.

 The intended benefits from the contract may not be realized.

 Opportunities to improve value for money and performance may be missed.

On the other hand, the benefits of positive contract management include:

 Improved risk management in developing and management contracts.

 Improved compliance and commitment by the supplier.

 Incentives and momentum for ongoing relationship and performance

improvement.

 Achieving better value for money, which arising from efficient contract
administration and performance.

In the next article, we will look in more detail at the role of “Contract Manager” on both
buyer’s and suppliers’ side, and will explore the main types of contractual agreements as
typically made between buyers and suppliers.