Strategic contract management

3-4 May 2017

Strategic contract management

Full details below or download course outline.

This unique two-day programme enables participants to better manage (and lead and direct others in) a wide range of strategic contracting activities as defined by their value and risk – from initiation, development, and sourcing right through to negotiation and award.

Learning objectives

By the end of the programme participants will be able to:

  • Develop robust and complex bespoke contracting strategies, framed around risk and value
  • Develop and manage the seven key steps in the strategic contracting process, including developing the business case, defining requirements, undertaking supply market analysis, developing contract terms and using ITT and RFP options
  • Undertake the benchmarking of current contracting practices against best-in-class and implement best practices
  • Negotiate (including virtually), and effectively engage, with key stakeholders and contractors, suppliers, and vendors
  • Fully understand and manage complex contractual risks and develop mitigation strategies
  • Develop and monitor appropriate and robust key performance indicators to manage the contractor and facilitate improved performance
  • Make appropriate use of best practice contracting tools, models, techniques, and templates
Who should attend?

This course is designed for those who have direct or indirect responsibility for the management of advanced, complex, and strategic contracts. This could include end-users, technical experts, proponents, project managers, finance staff, internal customers, and other key stakeholders who need to collaborate with contracting and contracting to develop robust contracting strategies. This could also include those seeking a refresher in this subject.

Course format

The expert trainer for this practical one-day programme adopts a proactive, participative, and participant-centred approach with emphasis on the practical application of the tools, techniques and templates discussed. The learning needs to be embedded into the fabric of the organisation and the trainer uses context-based case studies and other tasks to achieve this.

Special features

The content of this course has been cross-mapped with the IACCM competency framework and other international standards.

Certificates of attendance provided on request.IACCM logo

Most of the training we deliver is either tailored or completely bespoke. This workshop can therefore be delivered entirely as advertised, or it can be tailored to your particular requirements, or we can simply take it as a starting point for a conversation with you before we draft a completely bespoke programme for you – the choice is yours.

Expert trainer

Ray runs his own international training and development consultancy, made up of 25 specialist consultants. A prolific author, his fourth book, Practical Contract Management, with Steve Kirby and Alan Oxenbury, was published in 2012. He has also had numerous articles and papers published in journals such as Supply Management and the Centre for Advanced Procurement’s Praxis publication.

Ray is Chairman of the Procurement Best Practice Forum, which is made up of many large blue-chip organisations, the purpose of which is to identify and disseminate supply chain management best practices. Ray’s now famous ‘10 Cs’ of supplier evaluation model, first published in 1995, has become an accepted model for the evaluation of suppliers and contractors and has been adopted by many organisations. It is also part of the CIPS level 4 syllabus.

In recent years, he has undertaken training and consultancy assignments across the UK and around the world for organisations such as DWP, NHS, Shell, Lucas Engineering and Systems, the Chartered Institute of Purchasing and Supply, BRC, Nederlandse Aardolie Maatschappij.B.V, Abu Dhabi Company for Onshore Oil Operations (ZADCO), NDC, UK Intervention Board, Ericsson, British Aerospace, Marconi, BBC, Magnox, Ordnance Survey, Chevron, Caspian Pipeline Consortium, Tengzichevroil Company, Medway Council, Coca-Cola and Shell International BV.

Strategic contract management – course outline


1 Welcome

  • Introductions, aims and objectives and plan for the day

2 Strategic contracting

  • Introduction to the concept
  • Strategic v operational contracting
  • Strategic v project-based contracting

3 Category management

  • The role
  • The 8-step process

4 The supplier base

  • Management of the supply market
  • Use of market structures
  • Tools of analysis
  • Using Porter’s 5 forces et al

5 Strategic cost reduction

  • How to undertake strategic spend analysis
  • Calculating the total cost of ownership
  • Seeking aggregation and cooperation

6 Stakeholders

  • How to engage with strategic stakeholders in the strategic contracting process to ensure cooperation and effective delivery of outcomes

7 Contracting strategy

  • Using risk and reward analysis to determine the appropriate contracting strategy


8 Strategic contracting options

  • How to develop strategic contracting options
  • Leverage
  • Partnerships
  • Outsourcing
  • Devising the means of effective implementation

9 Staying on top

  • Develop processes to keep abreast of new developments across the supply chain

10 Globalisation

  • Understand the global context of strategic contracting
  • Making use of the Hofstede Model

11 Technology

  • Reviewing the role of e-commerce strategy…
  • … and e-contracting strategy
  • … and e-auctions

12 Strategic negotiation

  • Developing negotiation positions in the context of strategic contracts with key suppliers

13 Strategic relationships

  • Forming and managing relationships with strategic partners and contractors

14 Change

  • The management of change
  • The effective implementation of strategic contracting

15 Close

  • Review of key learning points
  • Personal action planning