Over the last few years, the contract management (or contract lifecycle management) solution space has seen some exciting new innovations, after lagging behind other areas in the supply management space for some time. These new entrants are driving a renewed focus on contract management solutions. Today we talk about Enhanced Services Management and Vendor Performance. Also, be sure to click here for Part 1 of this series on contract solutions.

Enhanced Services Management

There are many implications in moving to an “everything-as-a-service” economy. Chief among them is that a services contract generally requires more effort and focus to manage properly than other contracts. Traditional services contracts tend to be managed more closely by the business stakeholders, but this also happens with on-demand/subscription-based contracts, where the cost is based on usage and/or time and the users are needed to track not only usage but also quality and the other service levels and features that are embedded in the subscription or per-usage cost.

With an ability to extract and present service-level terms to the users, procurement can regain a voice in the overall supplier management discussion and leverage best practices in new RFPs. This is valuable and important because it enables procurement to help the business make smarter decisions when it comes to evaluating subscription renewals or changes and avoid costly and inopportune auto-renewals.

Transforming Vendor Performance

Supplier relationship and supplier performance management have been areas traditionally reserved for the most mature of procurement organizations as most groups struggle to manage their suppliers at the contract level. That has started to change over the last few years with newer, more advanced contract management solutions enabling more procurement teams to launch programs and advance in this area. Today, traditional supplier performance management utilizes stakeholder surveys and scorecards. The reality is that while these tools can give procurement a general sense of how the stakeholders feel about a supplier’s performance, they often fail to capture a more quantified assessment of how a supplier performs against its actual contractual obligations.

Since most business stakeholders never perform detailed reviews of a supplier contract, their supplier evaluations can lack the context needed to fully-assess supplier performance. This means that there can be a wide variance between stakeholder expectations and how a supplier should be performing. For example, as supplier negotiations and their resulting contracts become more complex, the categories and support that suppliers deliver can shift over time outside the view (and understanding) of business users. By capturing contractual terms, including pricing and targeted service levels, and then tracking actual supplier performance, these newer contract systems empower procurement and the business users with richer context to evaluate supplier performance and to communicate issues and successes back to suppliers with greater accuracy and in a more-timely way. By improving the vendor performance feedback loop, procurement can collaborate with suppliers in formal and ad hoc reviews so that poor performance can be addressed before the issue become chronic and good performance can be more clearly identified, rewarded, and repeated.

Tagged in: Chief Procurement Officer, Compliance, contract management, Innovation, Strategy, Technology