22 respondents
Yes, they do execute this task.
The majority of the respondents said they definitely execute this task. Some added to their answers that they monitor by using KPI’s or by carrying out inspections.
In the theoretical framework chapter performance indicators were shown in the racing car model (Veeke & Gunning, 1993). Both the (internal) customers and the supplier market or supplier are supported by the performance indicators. Moreover, Schurgers (2017) showed the
importance of KPI’s in contract management. Therefore, in order for this task to be executed by the contract manger he or she needs to take into account the performance of both the contracted supplier and internal customers under contract.
Minority 3 respondents
No, they do not execute this task.
In two of these cases this task was not yet executed because they were still in the beginning phase of contract management.
In one case it was not the task of the contract manager but of the internal organisation. They monitor the performance of the contract.
9. Guiding outsourcing processes
10 respondents Yes, they do execute this task.
However, most of these respondents did add that outsourcing processes only occur sometimes.
9 respondents No, they do not execute this task.
Some respondents added that this task is conducted by purchasing. One respondent said the contract manager is not guiding but providing input.
6 respondents Five of these respondents answered that this task is not applicable in their organisation. One respondent did not give a clear yes or no answer.
10. Making management reports Majority
19 respondents
Yes, they do execute this task.
These respondents explained that contract managers are periodically making management reports about the progress of contracts. It differed per organisation whether these reports are made monthly or quarterly. In some cases only sometimes management reports were made since the reports are often provided by the supplier. In one case mainly reports were made about strategic suppliers.
Minority 6 respondents
No, they do not execute this task.
In three of these cases it was the task of someone else, purchasing or a function dedicated for this. One respondent explained that it is not yet a task of the contract manager but it will be in the future. In one case the
contract manager only conducted this task during the purchasing process. In another case management reports were provided by the supplier so it was not the task of the contract manager to make them.
During the interviews additional tasks or important aspects were mentioned which were lacking on the list of tasks used from the literature review. Some of these tasks are
overlapping to what was mentioned in the description of the function of a contract manager. The following aspects were mentioned:
Both the supplier and internal customer were also named in the racing car model by Veeke & Gunning (1993) and appear to be missing in the task list in literature but are relevant and were mentioned during the interviews.
- Relationship with supplier
The aspect of the relationship with supplier was not emphasized in the tasks list. Subsequent tasks mentioned during interview were: managing relationships with the supplier,
communicating with the supplier, planning and leading meetings with the suppliers, acting as a mediator between the internal organisation and the supplier. Communication with the supplier is regarded as significant and a task for contract manager. The following tasks are related to this: designing consultation structures with the supplier, setting up governance and ensuring governance compliance of the contract.
The relationship with the supplier was also mentioned in the literature review and mentioned in the function description during the interviews. Therefore, it seems to be relevant to include the aspect of the relationship with the supplier in the tasks list for a contract manager.
- Internal organisation
The internal organisation was often mentioned by respondents but is missing in the task list. In some organisations the contract manager has the task of advising and signalling the internal organisation about contracts. The contract manager needs to conduct internal stakeholder management. A task of the contract manager is collaborating with the business and the contract owner. Other tasks mentioned are communicating with the internal organisation and collecting information.
In the literature review several advantages related to the internal organisation have been mentioned. Moreover, some respondents named internal stakeholders in the function
description of contract managers. Therefore, it seems to be reasonable to add tasks to the task list related to the internal organisation.
- Implementation of the contract
Respondents named a few times that the implementation of the contract is an important task of the contract manager which is missing on the list of tasks.
The implementation of the contract was not named in the literature review. - Legality and effectiveness
Once the balancing of legality and effectiveness was mentioned by a respondent, an important task in the public sector.
This aspect was also mentioned by some respondents in the function description of the contract manager. Nevertheless, this aspect did not come forward in the literature review. - Tendering process
When a contract manager is also involved and taking part of tendering processes and already included in the contracting phase, then the following tasks were mentioned: preparing the tendering process, providing input for new contracts and involvement in the tendering process.
It could be that this task is also applicable for the purchasing process, so not particularly in the tendering processes. This aspect also came forward in the previous section of this chapter, in the function description by respondents.
5.1.3. Responsibilities of contract manager
During the interview the respondents were asked about the responsibilities of a contract manager. Again a checklist of responsibilities was discussed with them like with the tasks. The results of the responsibilities will be presented in the following tables.
1. The supplier delivering the performance in full accordance with the contractual