The document discusses preferred supplier programs between insurance companies and restoration contractors. It begins by explaining that traditionally, contractors have relied on marketing directly to policyholders while insurers focus on negotiating costs. However, this arrangement has led to erosion of value over time. Insurers are now looking to the auto repair industry model of centralized networks to help manage restoration contractor relationships and costs. The document outlines best practices for effective preferred supplier programs, including open communication, agreed upon metrics and collaboration to improve services and reduce costs for all parties. It emphasizes focusing on results rather than tasks to build sustainable long-term partnerships.
Knutson Construction's presentation from One Minneapolis: A Call to Action! conference December 2, 2011 hosted by the Minneapolis Department of Civil Rights
In this post recoverability era, what should we keep in mind when applying fo...Demi Edmunds
Matthew Williams answers the following question: My corporate client is bringing an action for breach of contract. I have discussed with the directors options on funding and the potential for ATE insurance. They have expressed an interest in applying for cover ‘at some point’. In this post recoverability era, what should we keep in mind?’
Everyone loves profits. Everyone loves to talk about profits per partner. We will restrain ourselves and not talk about the value of profits per partner as a metric, as hard as it is. Instead, let’s focus on how people stare endlessly at the eye-popping numbers of the top reported firms. BTI's analysis of more than 330 law firms reveals the firms with best profits (reported or not) exhibit these key traits. To learn more, please visit www.bticonsulting.com/themadclientist
Knutson Construction's presentation from One Minneapolis: A Call to Action! conference December 2, 2011 hosted by the Minneapolis Department of Civil Rights
In this post recoverability era, what should we keep in mind when applying fo...Demi Edmunds
Matthew Williams answers the following question: My corporate client is bringing an action for breach of contract. I have discussed with the directors options on funding and the potential for ATE insurance. They have expressed an interest in applying for cover ‘at some point’. In this post recoverability era, what should we keep in mind?’
Everyone loves profits. Everyone loves to talk about profits per partner. We will restrain ourselves and not talk about the value of profits per partner as a metric, as hard as it is. Instead, let’s focus on how people stare endlessly at the eye-popping numbers of the top reported firms. BTI's analysis of more than 330 law firms reveals the firms with best profits (reported or not) exhibit these key traits. To learn more, please visit www.bticonsulting.com/themadclientist
We think the traditional vendor engagement model is flawed. For certain IT organizations, an iterative engagement works to improve vendor performance. This whitepaper explores the pros and cons of taking a more innovative approach to IT consulting engagements.
1.) All the below are tools and techniques of conduct procur.docxjackiewalcutt
1.) All the below are tools and techniques of conduct procurement, except
bidder's conferences, negotiations, and advertising.
analytical techniques, expert judgments, and evaluation techniques.
estimates, bidder's conferences, and evaluation techniques.
negotiations, make-or-buy decisions, and advertising.
2. Proper selection criteria are critical for a successful project. All of the below would be considered good selection criteria for a buyer to use to select a seller, except
managerial approach of seller, references of seller, and ability of seller to make a reasonable make-or-buy decision.
past work done by seller, intellectual property rights, and risk associated with a given seller.
technical capability of seller, understanding of work by seller, and business type of seller.
financial capacity of seller, overall cost, and warranty offered by seller.
3. Why are the project scope statement and WBS inputs of plan procurement?
4. A seller's financial capacity is often one of the buyer's selection criteria. Why is this an important consideration for a buyer?
5.Awards and incentives are commonly used in contracts. Are these simply just two different way of saying the same thing, or are awards and inventive contracts different?
6. Compare and contrast competitive and noncompetitive approaches to contracting.
7. You have been assigned the task of creating an RFP. Your project sponsor insists you do market research before writing the procurement SOW. How might this market research contribute to the procurement SOW?
8. You have received back the bid proposals from prospective sellers. You are ready for source selection. What is source selection, and why is it important
9. What are the five ways that a contract can end? Please provide an example of each.
10. Describe and explain the four processes in the procurement management process from the buyer perspective, as shown in the PMBOK® Guide.
11. You are a potential seller for a large project. You have just exited the bidder's meeting. What are some items you would likely consider before making your bid or no-bid decision?
12. Fixed-price, cost-reimbursable, and time and material contracts are all potential agreements that could be reached between organizations. Describe each type of contract, and explain the range of risk for each of these types of contracts.
13. You are reviewing procurement models and you notice that there are three types of procurement statements of work. What are the three types of procurement statements of work? When is each appropriate for a given contract?
14. Explain whether procurement documents should be rigorous, flexible, or a combination of the two, and justify your answer.
15. You are the project manager for a major IT project. You believe your contractor in a fixed-price contract is behind schedule. You decide to do an unannounced inspection of the work ...
Supplying innovation: Unlocking innovative behaviours in the supply chainKeith Wishart
IBM in conjunction with the researchers and other industrial partners at the Cambridge Services Alliance have been looking into ecosystem collaboration and how to put in place incentives to drive innovation and performance. Thinking about alliances with common objectives rather than traditional client-supplier relationships can unlock new value. Here is a short management summary of some of the work the team have done to date and some simple pointers to the keys to this value:
4 Areas of Operations to Review for Financial OverspendCBIZ, Inc.
Few things can make you more of a hero in your organization than uncovering hidden sources of cash. Accessing savings doesn’t have to mean draconian measures. By taking a comprehensive and creative approach to potential sources of refunds, credits and reductions, you may be able to generate cash that can help your organization prepare for what comes next. Discover four places cash could be hiding in this article.
Buyers have a new obsession. It is called 'benefits realization', or alternatively 'benefits delivery'. They have lost faith that promises made before the sale will actually materialize and are determined to intervene to ensure that they do. But if buyers are focused on benefits realization, then sellers must be too. In this article we will show you how you can use this important concept to boost your sales success.
We think the traditional vendor engagement model is flawed. For certain IT organizations, an iterative engagement works to improve vendor performance. This whitepaper explores the pros and cons of taking a more innovative approach to IT consulting engagements.
1.) All the below are tools and techniques of conduct procur.docxjackiewalcutt
1.) All the below are tools and techniques of conduct procurement, except
bidder's conferences, negotiations, and advertising.
analytical techniques, expert judgments, and evaluation techniques.
estimates, bidder's conferences, and evaluation techniques.
negotiations, make-or-buy decisions, and advertising.
2. Proper selection criteria are critical for a successful project. All of the below would be considered good selection criteria for a buyer to use to select a seller, except
managerial approach of seller, references of seller, and ability of seller to make a reasonable make-or-buy decision.
past work done by seller, intellectual property rights, and risk associated with a given seller.
technical capability of seller, understanding of work by seller, and business type of seller.
financial capacity of seller, overall cost, and warranty offered by seller.
3. Why are the project scope statement and WBS inputs of plan procurement?
4. A seller's financial capacity is often one of the buyer's selection criteria. Why is this an important consideration for a buyer?
5.Awards and incentives are commonly used in contracts. Are these simply just two different way of saying the same thing, or are awards and inventive contracts different?
6. Compare and contrast competitive and noncompetitive approaches to contracting.
7. You have been assigned the task of creating an RFP. Your project sponsor insists you do market research before writing the procurement SOW. How might this market research contribute to the procurement SOW?
8. You have received back the bid proposals from prospective sellers. You are ready for source selection. What is source selection, and why is it important
9. What are the five ways that a contract can end? Please provide an example of each.
10. Describe and explain the four processes in the procurement management process from the buyer perspective, as shown in the PMBOK® Guide.
11. You are a potential seller for a large project. You have just exited the bidder's meeting. What are some items you would likely consider before making your bid or no-bid decision?
12. Fixed-price, cost-reimbursable, and time and material contracts are all potential agreements that could be reached between organizations. Describe each type of contract, and explain the range of risk for each of these types of contracts.
13. You are reviewing procurement models and you notice that there are three types of procurement statements of work. What are the three types of procurement statements of work? When is each appropriate for a given contract?
14. Explain whether procurement documents should be rigorous, flexible, or a combination of the two, and justify your answer.
15. You are the project manager for a major IT project. You believe your contractor in a fixed-price contract is behind schedule. You decide to do an unannounced inspection of the work ...
Supplying innovation: Unlocking innovative behaviours in the supply chainKeith Wishart
IBM in conjunction with the researchers and other industrial partners at the Cambridge Services Alliance have been looking into ecosystem collaboration and how to put in place incentives to drive innovation and performance. Thinking about alliances with common objectives rather than traditional client-supplier relationships can unlock new value. Here is a short management summary of some of the work the team have done to date and some simple pointers to the keys to this value:
4 Areas of Operations to Review for Financial OverspendCBIZ, Inc.
Few things can make you more of a hero in your organization than uncovering hidden sources of cash. Accessing savings doesn’t have to mean draconian measures. By taking a comprehensive and creative approach to potential sources of refunds, credits and reductions, you may be able to generate cash that can help your organization prepare for what comes next. Discover four places cash could be hiding in this article.
Buyers have a new obsession. It is called 'benefits realization', or alternatively 'benefits delivery'. They have lost faith that promises made before the sale will actually materialize and are determined to intervene to ensure that they do. But if buyers are focused on benefits realization, then sellers must be too. In this article we will show you how you can use this important concept to boost your sales success.
1. August 2009 • Vol. 46 No. 8 Published by the Restoration Industry Association
Risk Management
Inside:
Explaining Safety in
any Language
Preventing Employee
Theft – Part 2
Preferred Supplier
Programs
Preparing Your
Business for Sale
$9.00
2. 2 Cleaning & Restoration • August 2009 • www.restorationindustry.org
E
verybody wants to pay less for goods and services, but nobody wants a corresponding reduction
in value. Imagine what would happen if negotiating a series of price reductions on a vehicle
with a car dealer meant progressively losing the wheels, windshield, fenders, seats, heating system and
so on. Few buyers would negotiate because they would immediately see an erosion of tangible value.
It’s different with services. The value embedded in services is often less visible, less dissectible and,
therefore, more eagerly negotiated. Some services deliver a physical product such as restoration work.
Contractors offer a service to provide a tangible product.
Preferred
Supplier Programs
Preferred
Supplier ProgramsBy Kabir Shaal