Category Archives: Contract Management
3rd-party risk management starts before the onboarding process. One of the things that stood out the most in our recent webinar with Ardent Partners, CPO Rising 2018: The Age of Intelligence, is the critical role that data intelligence needs to play across organizations.In fact, data visibility and improved analytics stands as one of the biggest strategic goals that CPOs see as holding the most potential to drive performance improvement. While CPO Rising 2018 focused more on leveraging data as a … More
If contracts are at the center of commerce and business relationships, then integrated data is at the center of those enterprise contracts. You’ve likely heard variations of the phrase “That contract isn’t worth the paper it’s written on.” In the same vein, a contract is only as good as its contract data.
Integrated contract management (CLM) turns commercial documents into leverageable assets. In planning a webinar with PayStream Advisors, From Isolated to Integrated—Removing Silos in Contract Management, their research survey revealed a lot. Most obvious (and egregious) is the continued divide between organizations that are getting maximum value out of contracts with a CLM solution, and those that can’t get out of the file cabinet. Leveraging contracts means more than just extracting value; it’s also how to mitigate the risks they potentially … More
Understanding compliance needs related to the General Data Protection Regulation. Without fail, my inbox is filled every morning with news, updates, tips and dire predictions about GDPR (General Data Protection Regulation) and the coming impact on companies and their providers. GDPR is an urgent issue, for sure, but the constant barrage of information can be overwhelming. That’s why when I come across a source or article that brings clarity, it’s worth sharing.
Clients, partners, industry analysts and everyone else who knows Determine understands our unrelenting customer focus. It’s just part of our DNA. So staying compliant with the Health Insurance Portability and Accountability Act (HIPAA) and Health Information Technology for Economic and Clinical Health (HITECH) Act through our HIPAA Compliance Program, validated by Schellman & Company examination, isn’t about checking off another box, or adding another accolade. As outlined in our press release, delving into the incredibly rigorous process of compliance … More
Late last month, Sean Delaney, Determine’s VP of Sales, and Mike Behne, VP of Professional Services, presented a webinar with IACCM on taking contract management “Beyond the Expected.” During that event, Sean and Mike discussed how real-life challenges morph into ideas and concepts for contract management innovations. One of the most important areas of focus for companies that want to manage uncertainty, mitigate risk and eliminate obstacles to competitiveness is implementation. After all, the success of any CLM implementation will … More
Financial Services (FinServ) organizations – banks, insurance companies, wealth management firm, wirehouses – are constantly trying to find a balance between regulatory mandates and expectations, and operational efficiency. Massive supplier data breaches seem like they have become an almost regular occurrence (when they’re reported), customer privacy and data laws are becoming more stringent (GDPR), and predatory behavior by suppliers and vendors is an ongoing issue. Certainly, the porous nature of globalization isn’t making things any easier. With all that to … More
Our recent webinar with IACCM, Contract Management – Beyond the Expected, raised a lot of interesting and varied points about the need for contract lifecycle management, and the potential complexity involved. Especially around data visibility – or lack of it, what Sean Delaney, VP of Sales at Determine, called “data disaggregation.” Which is a fancy-pants way of saying your data is a hot mess.
I recently shared my initial thoughts about the news that Carillion, the 2nd largest construction company in the UK, had gone into liquidation because it could not secure the funding required to stay in operation. As a reminder, Carillion is a private sector firm that provided a wide array of public services across Britain. They served lunches in public schools and provided maintenance to prisons; They provided cleaning and foodservice in hospitals, and they maintained roads. Perhaps most importantly, they … More
If January is any indication of the year ahead, it’s going to be a busy one. From GDPR rising to Carillion collapsing, the expanding role of contract management (and the need for alerts) and the changes coming in the realm of procurement technology, we covered a lot of ground this month.
When you think about why a company would invest in a contract lifecycle management (CLM) solution, the first things that come to mind might include improved governance and agreement administration. But is that it? If the ROI of CLM is limited to better dotted I’s and more neatly crossed T’s, the effort to select and implement a solution hardly seems worth it.
There is a constant stream of information coming out about GDPR – the General Data Protection Regulation – most of it with a sense of urgency, if not doom, about it. A recent article by Efficio, one of the valued organizations in the DetermineAlliance Partner Program, laid out a very clear and rational explanation for how to approach GDPR compliance. In essence, you need to see where your risks are so you can plan for them.
Smart and collaborative platforms, unified interfaces, Big Data and Artificial Intelligence: all these developments are forcing source-to-pay solution providers to regroup and adapt their technology offerings.
If you search online for “agility and adaptability,” (or, like in our last blog, ask Alexa), chances are the links shown will be a menu of education, supply chain and leadership topics. Which works perfectly to summarize what we covered this month: Agility is the ability and willingness to learn from experience and apply that to perform successfully in new situations; Adaptability is to embrace change. We strive for both every day, and help our customers do the same.
If you’re anything like me as a procurement practitioner, you think of our end-to-end process in a linear fashion. It usually starts with spend analysis or some other source of information (budget, ERP, BI system output, etc.) and ends with Contract Management and/or Supplier Performance Management. For us, this is completely logical because the sub-processes that we view as the most “active” portions of procurement – strategic sourcing and negotiation – have been dealt with at this point.