they and/or their suppliers are performing in relation to their strategic goals and objectives. Examples can be found . Management Information (MI) It is important that your MI requirements are clearly defined and communicated to the supplier. MI is used to monitor the supplier or contract performance and to ensure management have the information necessary to facilitate effective strategic and operational decisions. An example of MI can be found . Escalation: Performance issues should be addressed immediately, and escalated within the supplier organisation if not resolved promptly. If you find that the supplier is not delivering the agreed level of service, you should raise this with them immediately. For expediency, this can be done by telephone but should be followed up in writing. The supplier should be asked for an action plan to ensure that the required levels of service re-commences in a short time frame. Depending on the severity of the issue, it may also be necessary to hold a face-to-face meeting with the supplier. All discussions/meetings etc. should be minuted to ensure an audit trail exists. If resolution of the issue is not completed within the timescales agreed then the issue should be escalated (see below) and your procurement contact notified of the problem. If the issues raised are not resolved to your satisfaction, then they should be escalated within the supplier organisation, and an early face-to-face meeting arranged where actions and timescale to remedy the situation should be agreed and implemented. The recovery actions should be monitored on a regular basis to ensure that the agreed recovery / resolution dates do not slip. All discussions/agreements should be noted in writing. Contract Managers should ensure the escalation process is clearly defined, understood and communicated to all stakeholders and End Users. Incentives and Sanctions Incentives and sanctions should be used appropriately to maintain/improve the contract /supplier performance. There are specific contract terms and conditions that can be used to help drive contract compliance/performance, and these should incorporated into the Ts & Cs. You should ensure that you understand the specific contract terms and conditions, and that any incentives and sanctions considered are appropriate and legally enforceable. It is recommended to seek legal advice if in doubt as to the wording, appropriateness or legality of a proposed condition. Examples of incentives and sanctions which could be considered are listed below, but must not be applied autonomously. Appropriate internal approval must be sought and received prior to implementation. Incentives could include; Contract Extension options
they and/or their suppliers are performing in relation to their strategic goals and objectives. Examples can be found . Management Information (MI) It is important that your MI requirements are clearly defined and communicated to the supplier. MI is used to monitor the supplier or contract performance and to ensure management have the information necessary to facilitate effective strategic and operational decisions. An example of MI can be found . Escalation: Performance issues should be addressed immediately, and escalated within the supplier organisation if not resolved promptly. If you find that the supplier is not delivering the agreed level of service, you should raise this with them immediately. For expediency, this can be done by telephone but should be followed up in writing. The supplier should be asked for an action plan to ensure that the required levels of service re-commences in a short time frame. Depending on the severity of the issue, it may also be necessary to hold a face-to-face meeting with the supplier. All discussions/meetings etc. should be minuted to ensure an audit trail exists. If resolution of the issue is not completed within the timescales agreed then the issue should be escalated (see below) and your procurement contact notified of the problem. If the issues raised are not resolved to your satisfaction, then they should be escalated within the supplier organisation, and an early face-to-face meeting arranged where actions and timescale to remedy the situation should be agreed and implemented. The recovery actions should be monitored on a regular basis to ensure that the agreed recovery / resolution dates do not slip. All discussions/agreements should be noted in writing. Contract Managers should ensure the escalation process is clearly defined, understood and communicated to all stakeholders and End Users. Incentives and Sanctions Incentives and sanctions should be used appropriately to maintain/improve the contract /supplier performance. There are specific contract terms and conditions that can be used to help drive contract compliance/performance, and these should incorporated into the Ts & Cs. You should ensure that you understand the specific contract terms and conditions, and that any incentives and sanctions considered are appropriate and legally enforceable. It is recommended to seek legal advice if in doubt as to the wording, appropriateness or legality of a proposed condition. Examples of incentives and sanctions which could be considered are listed below, but must not be applied autonomously. Appropriate internal approval must be sought and received prior to implementation. Incentives could include; Contract Extension options
PJ%20Route%202%20Live%20back%20up.docx