Introduction

A project, which gets along without achievements of external suppliers, is almost inconceivable. Beside the selection of the performances long the standards of the achievement contribution moved with the suppliers in the field of vision. The achievement does not count alone as eigenvalue with a specific use, but the supplier as guarantor of this use is evaluated and taken increasingly into the obligation.

Suppliers are thereby on a narrow burr between maximum flexibility and maximum standardisation of the achievement contribution for customer requirements, which can present themselves in the process of the project suddenly changed. Therefore as promptly as possible contracts closed, which protect on the one hand suppliers and customers against such surprises, and on the other hand a conception of the result of the achievement and the proceeding to there to outline. Check lists and the study of the AGB von Lieferanten can help to put such contracts on step by step more professional.

The procurement management must estimate, contractually secure the life cycle of an externally furnished achievement correctly and to be documented those externally as internally made agreements. An example clarifies:

Procurement contracts can have different titles. They are exhausted in all rule however in the following three categories:

Advisor contracts

Services are measured this, in working hours or pre-defined results. Hereby special know-how is procured, which flows into the project result. Such achievements can be regarded in the scope for discretion of the revenue offices as part of a plant, are however as sellable property very problematic to be estimated.

Purchase or leases

With tangible assets an investment volume is usually held within one period or to a deadline. In the simplest case this is an order immediately on basis (negotiated) of the general trading conditions (AGB). With leases against it no tangible assets are acquired, but only one right to use against fee with or without temporal special case are license agreement, which refer to immaterial goods, which are booked however nevertheless as plant.

Servicing contracts

Maintenance and support are proven now and then as separate achievements. Meant are however more or less planned preservation procedures, which represent an investment protection to preceding procurements of tangible assets. The value of such achievements can be measured in actualization rhythms or rights to receive assistance in emergencies. Opposite only the risks can be estimated, a project is exposed to which, if such safeguards are not met.

In individual cases these components of the supplier can be submitted as combined contract, about which however regarding flexible notice possibilities is to be advised against.

To the task of the procurement management it belongs to bring these parts of contract into a form which gives maximum economic scope of action in the process of the life cycle of the achievement contribution.

Problematic usually not the expressly made regulations, but those in the process of the life cycle of the external achievement contribution, whose valid adjustment was missed, are.

By examples:

A liable to pay the costs software maintenance should be able to be in former times quit, when the actual employment of the software licence lasts. A connection of the service life to the maintenance duration assigns Einsparungspotenziale for the end of the software use.

Likewise a maintenance achievement should not be after conclusion of a project contractually to the same hourly rate fixed, as an advisory activity at the beginning of a project. To the fact of dependence between supplier and customer must be considered. --149.226.255.199 13:56, 30. September 2005 (CEST)

Processes

Procurement management worries about the procurement of resources outside of the sponsor organization. To it belong material, Zulieferleistungen, and persons (project workers). Many large enterprises (sponsor organizations) established for this firm of processes, which to be considered to have.

The PMBOK Guide plans for this six main cases:

• Procurement planning

In the procurement planning one determines, which services or materials are to be procured. This becomes often from an alignment of the result types (definition of contents and extent) and internally available resources resulted in.

• Offer planning

In offer planning the performance specifications for the offers which can be caught up are provided. In addition the potential suppliers must be identified. In addition the criteria will be defined, by those the suppliers be judged are (e.g. price of the commodity or service, technical authority, the good experiences/reliability, financial stability of the enterprise, availability, etc.)

• Assessment of tenders

Afterwards the offers are caught up by the potential suppliers.

• Selection of suppliers

During the process of the selection of suppliers the defined criteria for choice are used (or again adapted, if no supplier is able according to the performance specification to supply).

• Conclusion of the contract

Conclusion of the contract means the continuous support/examination of the supplier in this connection. A goal is the Sicherstellung of the correct and punctual supply of the ordered service. If difficulties appear, the project manager escalates with the supplying enterprise.

• Contract completion

After conclusion of the supply the source of supply is terminated properly. For this - depending upon project - e.g. the payment of the closing statement could be, execution of a conclusion discussion (Lessons Learned), agreements over the denomination of the project as reference project for the supplier, etc.

Sources

• http://www.pmqs.de - knowledge platform to project management in the Internet
• http://www.pmifc.de/ - PMI, Frankfurt Chapter

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