Guidance
Contract Management - Commercial Lead
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 |
Commercial Lead (Grade 7 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. The role includes the management of activity 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 be expected to work autonomously to ensure effective stakeholder management and work within the commercial and wider business governance framework processes and procedures. You will drive performance management, risk management, issues resolution, financial management, change control and overall contract and statutory compliance whilst being responsible for continuous improvement (service and value). |
| Key Responsibilities | Typically, the key responsibilities in this role will include (but are not limited to): 鈼徛燣eading on contract management for one or more of the organisation鈥檚 most high-profile, complex and strategic contracts 鈼徛燛nsuring effective stakeholder management, governance, performance management frameworks, escalation, risk management, issues resolution, financial management, change control and compliance 鈼徛燤anaging contract variations, providing practical advice and strategic direction 鈼徛燛valuating whether a contract is achieving a successful return on investment, in the light of 鈥榲alue for money鈥� considerations 鈼徛燨verseeing the realisation of benefits achieved as a result of the performance management regime or change control, challenging non-delivery of benefits and escalates when required 鈼徛燚riving innovation and improvement in contracts 鈼徛燤anaging risk and reward mechanisms in contracts and key performance indicators (KPIs) 鈼徛營dentifying where changes in the contract are required and adopting strategies to implement these 鈼徛燩erforming contract exit activity, from pre-emptive action to transactional and process led tasks 鈼徛燛valuating suppliers鈥� performance against specific terms and conditions to ensure delivery of strategic outcomes and high contract performance 鈼徛燗ctively managing strategic relationships to deliver mutual benefit for those involved 鈼徛燞olding both suppliers and customers accountable for their contractual commitments at a delivery level, resolving disputes effectively and efficiently 鈼徛燣eading all planning and strategy for re-procurement and undertaking soft market testing 鈼徛燤anaging the disposal process of assets that are no longer needed once the current contract expires 鈼徛燗dvising on and mitigating risks to the continuity of supply and owning business continuity approach for relevant contract(s) 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, where applicable 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 experience in managing one or more contracts of medium to high complexity/value/risk 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 strong commercial knowledge, understands the need for trade-offs in an area of responsibility and can apply the commercial principles within the boundaries of contract law 鈼徛燚emonstrates the ability to lead on securing 鈥榲alue for money鈥� through achieving good return on investment on commercial projects Risk and Assurance Management: 鈼徛燚emonstrates the ability to analyse risks and understand margins of error in developing recommendations and making effective decisions Commercial Ethics: 鈼徛燚emonstrates the ability to communicate standards to eliminate corruption, fraud and unethical behaviour in supply chains, taking appropriate actions in the event of any alleged breach of standards Team Focus: 鈼徛燚emonstrates the ability to manage and build confidence in a team in order to deal with setbacks, resolve internal issues and can implement change at a local level by working with affected parties to identify and overcome challenges Build Relationships: 鈼徛燞as strong stakeholder engagement skills and can present technical advice successfully in order to influence internal and external decision making 鈼徛燚emonstrates the ability to articulate commercial motivations and expected behaviours of stakeholders, suppliers and networks |
| Civil Service Behaviours | Ability to show examples across all of the following behaviours for level 4 of the : Managing a Quality Service: 鈼徛燚emonstrate positive customer service by understanding the complexity and diversity of customer needs and expectations. Deliver a high quality, efficient and cost effective service by considering a broad range of methods for delivery. Ensure full consideration of new technologies, accessibility and costings. Make clear, practical and manageable plans for service delivery. Ensure adherence to legal, regulatory and security requirements in service delivery. Proactively manage risks and identify solutions. Establish how the business area compares to industry best practice. Create regular opportunities for colleagues, stakeholders, delivery partners and customers to help improve the quality of service 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�Prioritise 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 |