Strategic providers will often claim that you should bear the cost of transferring the service from your hands to your provider or to another provider. You may have a number of arguments as to why this is reasonable, but in reality, the question of who should bear the costs of exit management boils down to two simple questions: most providers who provide critical services and who have had to bear the very significant cost of a formal and very extensive tendering procedure argue that if you terminate a contract prematurely for reasons of convenience. in contrast to poor performance), compensation should be due for costs incurred, such as staff transfer costs, inconveniences, offer costs, employment commitments, etc. The use of a standard assessment also allows companies to improve the process consciously and continuously. A less successful contract could raise new questions or factors in order to improve the likelihood that a better supplier relationship will be developed in the future. If something goes wrong with a service partnership, your provider can quickly blame your internal team for not supporting them properly. If you don`t do what they ask for at any time, you can use it as an excuse for not being able to achieve the project`s goals. Procurement Services recognizes that academic departments have unique product and service requirements. To meet these requirements, Procurement Services has contracts with local, national and international suppliers.
Each supplier has a contract page containing information about their good or service, as they use contracts, and contacts for suppliers and designated university contract administrators. Contract administrators are assigned to strategic contracts to monitor vendor performance standards and compliance requirements. Contract administrators also assist the university`s faculty and staff in finding products and suppliers, as well as with contractual issues and problems. The key is to make your strategic supplier understand that there are certain terms that need to be incorporated into all future projects/work orders. Also let them know that employment contracts based on standard contractual terms and not on the terms you have negotiated are not accepted. But the real question is: should you really do what they ask of you? The key to answering this question is to ensure that your roles and responsibilities in the contract are clearly delineated based on the advice you have received from your strategic supplier. In this case, you can reasonably say that the treaty reflects a fair and equitable balance between roles and responsibilities. The strongest supplier relationships are a reciprocal conversation. Organizations that can treat supplier relationships as a partnership may be in a better position to work together at the best opportunities for both parties. Finally, suppliers often have more know-how than the organization in their niche field. Establishing a strong supplier relationship rests on several pillars: a simple communication failure can lead to costly delays.. .