The document discusses integrating buy-side and sell-side contracting processes and systems. It argues that integrating the two sides can provide benefits like streamlined processes, executive visibility, automated reporting, and linking supplier and customer relationships. Some key benefits mentioned include savings from aligned processes, complete contract data access, and strategic governance of standard terms. It recommends ensuring representation from both sides during implementation and choosing the first side to launch based on factors like readiness and budget.

1. Buy and sell can go side by side
GREGG BARRETT
THERE is tremendous activity in the healthcare sector at the moment. In South Africa there
is action on the labour front, in the UK there are challenges in implementing electronic
patient records and in the US there is fierce debate about the government’s plan to provide
universal healthcare access.
What are some organisations in the healthcare sector doing to better position themselves to
deal with this changing and challenging environment? OptumHealth, a division of
UnitedHealth Group, one of the largest health and wellness companies in the US has made
investments in Contract Lifecycle Management (CLM) and “integrating” buy-side and sell-
side agreements.
Do you want to integrate buy-side and sell-side agreements? Here is the rationale. Typically,
buy-side and sell-side contract departments are separated in organisations and use different
processes and systems to obtain the same outcome – an executed contract.
However, the more important goals include management of the performance, delivery,
payment and compliance obligations agreed to. The obligations relating to buy-side or sell-
side agreements are managed in a similar manner so it makes sense to have them in a
centralised system. Also, when it comes to the data, one company’s buy-side contract
management is another’s sell-side so there is no compelling reason to separate the two.
If you take the approach of integrating all your enterprise contracts into a CLM solution, the
benefits you’ll immediately recognise are savings associated with:
1. Having closely aligned and streamlined processes for buy-side and sell-side contract
management that align with overall corporate strategy.
2. Providing executive-level visibility into every contract enterprise-wide.
3. Integrating contract data with customer relationship management (CRM) or financial
systems to automatically maintain master supplier and customer profile records thus ensuring
accuracy of data and elimination of duplicate data entry.
4. Automated event management and other date-driven “action items” that can be driven and
managed uniformly in a single solution.
5. Business intelligence/streamlined reporting that will provide management with the right
operational and strategic data to make better decisions (seeing the whole picture, not just one
side of the business).
6. A complete book of business in a single CLM solution for reporting and retrieval purposes
to reduce the costs associated with looking disjointed to customers, suppliers and corporate
executives when searching for contracts data real-time.

2. 7. Complete and accurate data for sales forecasting and expenditure budgeting.
8. Value created by linking buy-side and sell-side relationships and transactions when your
suppliers’ goods and services are transactionally linked to your customers through contracts:
- For example, it will be extremely valuable to know which suppliers are also your
customers.
- Where a specific part/product/service from a supplier is refined by your firm and made into
a deliverable consumed by the same entity.
- When there are issues in a buy or sell relationship, it’s critical to know the full impact.
9. The ability to strategically govern and manage adherence to approved standard terms and
conditions and templates at an enterprise level for buy-side and sell-side contracts.
10. Having complete and accurate data to identify and monitor business relationships and
sensitive or high-profile relationships and their key metrics, ultimately to renew and
capitalise such high-value contracts.
It’s sometimes easier said than done to integrate these two sides of contracting. However, it is
important to ensure that from a project structure standpoint, the steering committee comprises
members from the buy and sell sides of the organisation.
But the chairperson must be chosen from the finance department since this sector has a big
stake in the success of both groups.
There’s also the question of which goes live first – buy-side or sell-side?
Traditionally, buy-side has seen a higher return on investment than sell-side but more
recently, the metrics are similar for both groups. It doesn’t really matter which side goes live
first, but perhaps deciding who does could be based on the following.
- Which group is ready?
- Which group wants to go first?
- Which group has the budget?
- Which group’s deployment appears to be simpler? (It’s better for Phase 1 to be simple, not
complex.)
Irrespective of which group goes live first, it is strongly recommended that both groups’
requirements are taken into consideration before you move forward. More importantly,

3. ensure that the full scope of the deployment (i.e. all the requirements and objectives) is
known upfront as it will affect the design and deployment, even for the first group.
By combining buy-side and sell-side contracts into a single repository, you can provide
tremendous value to your executive leadership in the areas of compliance, reporting and
savings.