Be certified by IACCM
- Understand and manage discussions about contracts in a commercial context
- Manage supplier and customer relations to achieve a positive trading environment
- Contribute to pre-contract signature activities, increasing the chances of successful contract outcomes
- Understand how to manage both risk and opportunity in contracts
- Know enough about contract law to avoid basic errors and when to involve experts
- Be aware of the steps required to support contract implementation
- Know how to engage in contract change with positive outcomes for both customer and supplier
Who Must Attend
The seminar will involve discussions, presentations and individual question and answer sessions.
Martin has wide ranging experience, from supplier relationship management, sourcing strategy development, commercial management to service delivery and performance management. His main driver is looking at the commercial opportunity available to an organisation and ensuring that they achieve value for money spent.
Martin has worked with clients across many industries including oil and gas corporations, clean energy, airports, telecommunications, systems integrators, printing and office equipment, tax authorities, international charities, local and national government, construction, engineering and rail, environment agencies, research organisations.
Some examples of Martin’s client engagements are;
Supplier Relationship Management / Commercial management – Martin has a keen interest in the way in which the supply chain is viewed and managed by client organisations. This is not just from an Business Unit perspective, but across the entire supply chain and Martin is the co-author of the IACCM’s internationally recognised training course in Supplier Relationship Management.
Contract Management Training – Martin developed the e-learning materials of the IACCM’s Certified Contract Management course into an on-site equivalent and has delivered that course in several locations across the Middle East, West Asia and Central Africa. He has also created a “lite” version of the same course for delivery to a UK audience.
Engagement in the O&G sector –Martin has worked closely over the last 30 months with a number of IACCM clients in the O&G sector. These clients include repeated engagements with Kazakhstan’s three largest oilfield development collaborations, each having significant Republic Government oversight, to ensure clarity and uniformity in the application of process, governance regimes and adherence to international Best Practice standards. He has also undertaken repeat engagements in Angola again with the National Oil Company’s exploration and production division, again to lift contracting standards and embed a mentality of enhancing growth at a national level.
Joint Venture Business Case Assurance – Martin provided the critical insight, cost and resource modelling and governance structure to support the development of the business case for the establishment of a joint venture shared service company between multiple government agencies.
Contract assessment for a regulated health care body – Martin assessed contract documents against current industry normal practices, assessing performance targets against benchmark norms and identifying and reporting key areas that presented a risk to the agreement.
Procurement planning and exit strategy creation – An uncertainty in value for money in a contractual relationship between a government entity and its existing IT outsource supplier required Martin to develop a fully costed, activity driven exit strategy from that relationship (for the outsource supplier the contract was its largest by value in the UK). Martin also developed the subsequent procurement plan and defined the role responsibilities of the delivery groups.
Development and creation of Outline Business Case for a contract renegotiation in an existing government outsource relationship – building and analysing all aspects of the outline business case, ensuring specific improvement in value for money could be achieved during contract renegotiation.
Development of Business Case (examining operating model and sourcing options) for a new Government agency - detailing benefits analysis and examining the likely financial costs, commercial impact and business opportunity for the creation of the a new Government Agency formed from merging the ICT and business process of 3 existing government organisations.
IT Shared Services strategy development, from a sourcing and architectural approach, for three London Councils embarking on a radical, ground-breaking programme of change whilst delivering improved value for money for their residents. The three Councils are the City of Westminster, Royal Borough of Kensington and Chelsea and the London Borough of Hammersmith and Fulham.
Future Operating Model and sourcing options analysis for a UK Government Charitywith a global focus. This charity faces significant IT support challenges, however Martin identified opportunities for IT to increase business capacity for revenue generation from its global operations.
Cost Avoidance and Sustainability – Martin has delivered exec board level sponsored sustainability and cultural engagement programs. The program instigated an attitude of cultural change across a major not for profit agency and resulted in significant reduction in operational expenditure.
Martin holds a Masters in Research degree, a Bachelor of Science and Warwick Business School’s CPD award in Front Line Leadership
Martin has trained companies around the globe, to name a few:
Serco Middle East, DP World, Kosmos Energy, Tengizchevroil, Wood Group, Agip, Saudi Telecom, Saudi Electricity Company, Foxconn, Saudi Aramco, Weatherford, Oman Airports Management Company, Savola, Rolls Royce, Gazprom, Saudi Arabian Airlines, Emirates Nuclear Energy Corporation, Gulf Bank, Bank of Muscat, SAP, Rolls Royce, King Abdullah University of Science and Technology, STFA, Eurojet Turbo GMBH, Turkish Aerospace Industries, Worley Parsons Turkey, Saudi Chevron Phillips, Sadara Chemical Company, Panda Retail Company, SABIC, General Motors, PMD Group Azerbaijan, Dimension Data, Al Rajhi Bank, Nokia, Northrop Grumman Mission Systems Arabia Ltd, Qatar Foundation, IKEA, Ma’aden, Saudi Stock Exchange, Abu Dhabi Investment Authority, BAE Systems, Kuwait Fund
We have a faculty of specialist and can cater to your organisation's different levels and specific needs.
For training and advisory services, feel free to contact us at firstname.lastname@example.org or call us at +603 8082 3707 | +603 8074 9056 | +6012 6869 628 | +6018 2175 123
I’ve enhanced the organisation’s perception of the contacting function
“You have shown me that there is so much more that the contract function does than initially meets the eye. Yes, it’s true that we implement compliance and rigour into the commercial process, but actually the department is the beating heart of our business.”
Why is that? Very quickly we learn that without proper contracts, an organisation has little notional value. Contracts are tangible assets and represent the worth of the company. Poor contracts result in high value leakage, which is often readily apparent, causes frustration, disputes, delays and excess cost. The course highlights how to identify common sources of value leakage and how to fix them. Many students tackle these leakages on returning to the office.
Mahmoud El Jacques, Commercial Manager, Leighton Middle East Construction
Our contracts now do so much more than manage risk
“The course streamlined our knowledge about how a contract represents different facets of a company. I’ve realised it’s more than a legal document discussing risk management and mitigation. It actually supports all departments.”
The contract is many things. For some it’s an operational tool used by the project manager, technical, delivery and resourcing teams. To others it’s a finance tool, regulating the financial aspects of the deal. And it’s also a reputational tool as the contract states much about who we are as a company. CCMP shows you how to make it easy to do business with your organisation whilst maintaining governance and corporate oversight. We can be rigorous without creating an adversarial environment.
Rami Kalamouni, Country Procurement Manager, IKEA Saudi Arabia and Bahrain
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