Contract Details and Management Contracts are exchange of promises or obligations between two or more organizations, is the key aspect of any encompassing critical business functions. In this case Bharthi Airtel and IBM, both these organisations agree on aspects like terms, pricing , service level agreements, human resources management, dispute resolution procedure , acceptance strategy and procedures ,Exit strategy, Non dis-closure agreements. As a procedure, Bharthi Airtel went through contract management process for finalizing contractual terms with IBM during sourcing lifecycle. Sourcing Life Cycle: IBM and Bharti airtel sourcing lifecycle , explains about the process carried out during each phase. Bharti Airtel came up with an sourcing strategy , of outsourcing all of its Non-core IT related systems to a single vendor. The next step was to select an successful vendor from IT field. The vendor selection process of Airtel follows several steps as shown below. • Vendor Identification • Request for Information • Request for Quotation • Partner Evaluation • Negotiaions • Award of business Airtel evaluates /prefers vendors on the basis of factors like cost, quality, Previous delivery records, Innovation/New Technology, Scalability, SLA. IBM satisfied all the expectations/constraints of Airtel and proceeds with next phase called Contract Management. Contract Management: Pre-Contract Phase: Before entering into Contract management, Airtel had its own principles which defined its approach towards the future outsourcing deal with IBM. Principles: 1. Agreement should be an well planned and thought out arrangement. 2. Planning and Frequent reviews to be on track. 3. Transition management adherence. 4. Win-... ... middle of paper ... ...supplied and payment made and/or at the end of a pre-agreed period of time. This situation, however, does not remove the need to develop a contract exit strategy as part of the process of risk identification and reduction, and reinforces the importance of establishing the foundations of sound contract management.It is important to identify the circumstances under which early contract exit may be required or indeed desired.The following is merely a list of examples and is certainly not an exhaustive list: major default by your organisation;this may include contractual breaches or changed circumstances - market,political ,economic, funding resulting in major procurement need changes,financial resulting in non-payment of supplier’s invoices • major default by the supplier; this may include breaches, technical inability,capacity, and so on • frustration of the contract.
Any time the company is looking into software project, there are areas associated with risk such as cost, time and relationship with suppliers. However, for Harley-Davidson, “collocation of suppliers with production facilities and their integration into company’s development process was the essential part of long-term relationship development”. Through a continued focus on collaboration and strong supplier relationships, the company could position itself to achieve strategic objectives and deliver cost and quality improvement over the long-term. Since, at that time company had no centralized system in place to handle relationship with suppliers and consequently, most of company’s time was spent on supplier management activities. For example, reviewing inventory, expediting and data entry. Furthermore, each supplier had different information systems for “Maintenance, Repair, and Operations (MRO), Original Equipment (OE), Parts and Accessories (P&A), and General Merchandising (GM) purchasing activities”. The systems, already provided by supplier, had to be further modified to meet individual need at each location, such as “the OE system at Harley-Davidson’s York, Pennsylvania site was different from the OE system in Kansas City”. However, due to long-standing tradition of gradual change implementation and focus on quality, quick transitions were unwelcome and did not come easy for the company. The size of the project determined how much risk was involved in terms of cost, time, and supplier relationships. The idea of switching to global purchasing system was seen as a threat not only in supplies and production flow interruption, but also in damaged dealer/customer relationships and lost sales. Furthermore, failure of the sy...
On 20th December 2013, it was announced that BlackBerry and Foxconn had agreed a 5 year strategic alliance whereby Foxconn will design, manufacture and sell consumer BlackBerry devices in Indonesia and other emerging markets (Taylor and Mishkin, 2013). To develop our understanding of this alliance, one must view it in the context of both BlackBerry’s and Foxconn’s recent performance in the markets.
2. What is the difference between a'smart' and a What is an appropriate capital structure for MCI? 3. What is the difference between a'smart' and a How has MCI raised external funds in the past? How sensible have these decisions been? 4.
6. What is the difference between a'smart' and a'smart'? Proper training is also provided to the team members by the company. 7. What is the difference between a'smart' and a'smart'?
...ide whether it should be getting better at what it is already good at or whether it should be looking toward higher order capabilities that are beyond the old. The strategic vision of AT&T must be adjusted to reflect their intent of being ‘boundaryless’ and to become the leader in the infocom industry. It must become the companies culture.
Leadership: How upper management leads the organization toward best practices. 2. What is the difference between a.. Strategic planning: How the organization sets strategic goals and determines action plans. 3. What is the difference between a'smart' and a'smart'?
What is the difference between a'smart' and a'smart'? Helps in planning It helps in planning and forecasting. Ratios can assist management, in its basic functions of forecasting. Planning, co-ordination, control and communications. 4.
To give customers more flexibility through decreasing the price of its handset, changing the length of the O2 contract and offering customers more options
Blackberry lost focus on its core business and consequently lost its position as the “Business phone” market leader. Its Market-Share of the smartphone shrank from>21% to below 1%.
Globally, Bharti Airtel is the 3rd largest in-country mobile operator by subscriber base, behind China Mobile and China Unicom and with 139 million subscribers it is the largest mobile operator in the country. ...
AirAsia Berhad (AirAsia) is a leading Low-Cost Carrier in the Association of Southeast Asian Nations (ASEAN) region. AirAsia focuses on providing high-frequency services on short-haul domestic and international routes. The main goal of this paper is to analyse the business strategy of AirAsia as a low-cost airline. This paper aims to apply the management process of strategy and analyse the three levels of strategy by which AirAsia is able to maintain its reputation as the top Low-Cost Carrier (LCC) in Asia. This paper will then show how innovation is a key aspect in AirAsia’s strategy, and will finally consider the external environment framework in which AirAsia is succeeding.
The changes in the technological can influence many part of societies. When the AT&T Company introduce their new product and services which is wireless and wire line technology will effects occur primarily through the new products, processes, and materials. Thus, changes in technological also often can achieve higher market share and earn higher return because, newly emerging technology from AT&T could derive competitive advantages. For example, internet today becoming more remarkable capability to provide information easily, quickly, effectively, and also can create more value for customer in the future and to anticipate future trends.
Assessment of Nokia Nokia is a world leader in mobile communications, driving the growth and sustainability of the broader mobility industry. Nokia connects people to each other and the information that matters to them with easy-to-use and modern products like mobile phones, devices and solutions for imaging, games, media and businesses. Nokia provides equipment, solutions and services for network operators and businesses. Nokia is a broadly held company with listings on four major exchanges. In 2004, Nokia’s net sales totalled EUR 29.3 billion.
A disciplined approach to management eying leading employees, improving the management team and building the business strategy. Instead of treating each problem as a one off. They design systems and structures that make it easier to handle in the future. (Techrepublic, 2015) 2.2. Risk of exposing confidential data: When an organization outsources HR, Payroll and Recruitment services, it involves a risk if exposing confidential company information to a third-party Synchronizing the deliverables: Some of the common problem areas include stretched delivery time frames, sub-standard quality output and inappropriate categorization of responsibilities. At times it is easier to regulate these factors inside an organization rather than with an outsourced partner Hidden costs: Although outsourcing most of the times is cost-effective at times the hidden costs involved in signing a contract while signing a contract across international boundaries may pose a serious threat Lack of customer focus: An outsourced vendor may be catering to the expertise-needs of multiple company at a time. In such situations vendors may lack complete focus on your organization 's tasks. 2.3. 1.Know the
...ub principles of consideration, which is also known as one of the most important methodical processes of a formation of a contract. Overall, this may be seen as the essence of a legal contract, the exchange of consideration, which if excluded, will contain nothing more than an unenforceable promise.