Guidance
Contract Management - Associate Commercial Specialist
Published 8 July 2024
漏 Crown copyright 2024
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Job Pillar 搁辞濒别听颁辞尘辫辞苍别苍迟 |
CONTRACT AND SUPPLIER MANAGEMENT Contract Management |
|---|---|
| Commercial Professional Level |
Associate Commercial Specialist (Grade 6 equivalent) |
| Role Summary | In this role you will contribute to delivering commercial excellence for your department by leading contract management activity for one (or more) of the organisation鈥檚 complex, high value and strategic contracts. You will be expected to use your commercial expertise to manage a team across multiple activities relating to: mobilising contracts, managing the delivery and performance of the contract, carrying out contract changes, managing risk within the contract and managing contract transition and exit. You will lead a team, building their confidence and commercial capability to drive performance and manage setbacks. The role will also require you to use your commercial expertise to identify opportunities for improvement and implement these changes at a local level by working with affected parties to identify and overcome challenges. |
| Key Responsibilities | Typically, the key responsibilities in this role will include (but are not limited to): 鈼徛燛nsuring control of department spend and specifically critical contracts are continually analysed in order to develop and drive value adding initiatives 鈼徛燛nsuring legal compliance and risk mitigation of contracts 鈼徛燤anaging underperformance to resolution 鈼徛燨verseeing contract management governance and reporting activities such as preparing for contract commencement, justifying and controlling contract changes 鈼徛燨verseeing the realisation of benefits achieved as a result of the performance management regime or change control 鈼徛燩roviding expert advice on relevant regulations and compliance issues 鈼徛燛nsuring business continuity e.g. security of supply extends during any transition period and throughout the entire contract life, including re-procurement and closedown 鈼徛燣eading transition management, exit strategy and contract renegotiations, including driving value from the use of performance metrics and success criteria 鈼徛燤aintaining quality and concurrency of systems, reporting and management information 鈼徛燩roviding performance and day-to-day management of a team to deliver on the category and commercial strategy and contract management activity across the commercial lifecycle 鈼徛燤entoring and providing guidance to junior members of the team 鈼徛燱orking within a secure environment on sensitive projects as required |
| Essential Criteria |
Contract Management: 鈼徛燞as considerable experience in managing high complexity, high value contracts 鈼徛燞as strong understanding of contract management and the principles of end-to-end commercial lifecycle management Commercial Focus: 鈼徛燞as a strong practical understanding of market and commercial drivers as well as contract law 鈼徛燚emonstrates the ability to draw conclusions from a wide range of complex data from different sources 鈼徛燞as a practical understanding of the concept of 鈥榲alue for money鈥� and can articulate what a successful return on investment looks like for a particular project/programme Risk and Assurance Management: 鈼徛燚emonstrates the ability to take calculated risks in an area of responsibility in order to implement efficient and innovative solutions 鈼徛燚emonstrates the ability to conduct analysis of options, risks and margins of error to provide assurance on decisions and manage subsequent trade-offs Commercial Ethics: 鈼徛燗bility to influence stakeholders to take active steps to eliminate corruption, fraud and unethical behaviour in supply chains and take appropriate action in the event of any alleged breach of standards Team Management: 鈼徛燚emonstrates the ability to manage a team, understands their commercial capability and where they have development gaps and can build their confidence to deal with setbacks 鈼徛燞as an understanding of the cumulative impact of implementing change in their business area to include: culture, structure, service and morale Build Relationships: 鈼徛燚emonstrates strong stakeholder engagement skills with the ability to show resilience in interactions with suppliers in order to defend the department鈥檚 position 鈼徛燚emonstrates the ability to present technical issues to senior stakeholders in order to help them arrive at decisions by acting in an advisory capacity |
| Civil Service Behaviours | Ability to show examples across all of the following behaviours for level 4 of the : Changing and Improving: 鈼徛燛ncourage, recognise and share innovative ideas from a diverse range of colleagues and stakeholders. Give people space to take initiative and praise them for their creativity. Create an environment where people feel safe to challenge and know their voice will be heard. Make changes which add value and clearly articulate how changes will benefit the business. Understand and identify the role of technology in public service delivery and policy implementation. Consider the full impact of implementing changes on culture, structure, morale and the impacts on the diverse range of end users, including accessibility needs. Identify early signs that things are going wrong and respond promptly. Provide constructive challenge to senior management on change proposals Making Effective Decisions: 鈼徛燙larify your own understanding and stakeholder needs and expectations, before making decisions. Ensure decision making happens at the right level, not allowing unnecessary bureaucracy to hinder delivery. Encourage both innovative suggestions and challenge from others, to inform decision making. Analyse and accurately interpret data from various sources to support decisions. Find the best option by identifying positives, negatives, risks and implications. Present reasonable conclusions from a wide range of complex and sometimes incomplete evidence. Make decisions confidently even when details are unclear or if they prove to be unpopular Developing Self and Others: 鈼徛燩rioritise and role-model continuous self-learning and development. Identify areas individuals and teams need to develop in order to achieve future objectives. Support colleagues to take responsibility for their own learning and development. Ensure that development opportunities are available for all individuals regardless of their background or desire to achieve promotion. Ensure individuals take full advantage of learning and development opportunities available to them, including workplace based learning. Encourage discussions within and between teams to learn from each other鈥檚 experiences and change organisational plans and processes accordingly Leadership: 鈼徛燩romote diversity, inclusion and equality of opportunity, respecting difference and external experience. Welcome and respond to views and challenges from others, despite any conflicting pressures to ignore or give in to them. Stand by, promote or defend own and team鈥檚 actions and decisions where needed. Seek out shared interests beyond own area of responsibility, understanding the extent of the impact actions have on the organisation. Inspire and motivate teams to be fully engaged in their work and dedicated to their role |
| Department Context | To enhance the generic commercial role profile, additional information can be added by a department to outline the specific nature of the role. This may include: 鈼徛燗n additional short paragraph in the role summary 鈼徛燗dditional key responsibilities based on the department context 鈼徛燘espoke essential skills/experience required for the role |