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Chapter 14 — Contract Management
1. In global commerce, people assume that the terms of one market are acceptable in another and do not recognize cultural
or legal landmines.
2. Once a contract has been negotiated and signed, the real work is over.
3. It is often easy to go back and negotiate what contractual terms actually mean once the contract has been signed and a
period of time has passed.
4. The assignment and contracting clause of a contract stipulates whether the supplier can assign its rights described in the
agreement to another party and whether subcontracting is permissible.
5. Most commonly used contracts are developed from earlier contracts that are subsequently modified to fit the situation at
hand.
6. The least appropriate method of drafting a new contract is to start with a general form (or forms) and samples of past
contracts for similar situations.
7. It is always a good idea to double-check all attachments to the contract, because many of the technical details are
included here.
8. Technical sections of the contract are typically the least source of misinterpretation of terms and conditions.
9. In the firm fixed price contract, the price stated in the agreement does not change, regardless of fluctuations in general
overall economic conditions, industry competition, levels of supply, market prices, or other environmental changes.
10. Fixed price contracts are the most complex and difficult for purchasing to manage because there is a need for
extensive auditing or additional input from the purchasing side.
Analytic
Chapter 14 — Contract Management
11. In a firm fixed price contract, if the supplier increases its contract price in anticipation of rising costs, and the
anticipated conditions do not occur, then the purchaser has paid too high a price for the good or service.
12. Escalation clauses allow only increases in the base price.
13. In a fixed price contract with escalation, all price changes should be keyed to a third-party price index, preferably to a
well-established, widely published index.
14. Cost-based contracts are inappropriate for situations in which there is a risk that a large contingency fee might be
included.
Chapter 14 — Contract Management
15. Firm fixed price contracts are generally applicable when the goods or services procured are expensive, complex, and
important to the purchasing party or when there is a high degree of uncertainty regarding labor and material costs.
16. There is an incentive, at least in the short run, for suppliers to be inefficient in cost-based contracts because they are
rewarded with higher prices.
17. Cost-sharing contracts are especially important during a period when raw material prices are decreasing.
18. To be most effective, cost-based contracts should include cost productivity improvements in order to drive continuous
cost reduction over the life of the contract.
19. Under a fixed-price contract, increasing factor market prices will place more risk on the purchasing organization
whereas decreasing such prices will shift the contract economic risk to the supplying organization.
20. The longer the term of the purchase agreement, the less likely firm-fixed price contracts will be acceptable to the
supplier.
21. As the total dollar value/unit cost of the contract decreases, purchasers must spend more effort creating effective
pricing mechanisms.
22. Even when there is no contract, most transactions are covered by a “gap filler” known as the Uniform Commercial
Code.
23. Perhaps the most compelling reason to consider a short-term contract, from the buyer’s perspective, is that such
contracts may reduce the level of risk incurred if longer-term contracts are employed.
24. Long-term contracts can help the buyer to gain exclusive access to proprietary supplier technology, and blocking
competitor access can result in a short-term competitive advantage.
Analytic
Chapter 14 — Contract Management
25. Agreeing to a short-term contract frequently allows the buyer to have access to more detailed cost and price
information from the supplier in exchange for the flexible contract term.
26. Long-term contracts should be written to avoid incentive or cost-sharing arrangements.
27. If suppliers are not forthcoming with labor and material cost data, cost models can be developed to improve the
buyer’s negotiating position using material/labor ratios available from industry databases.
28. Once a long-term contract with a supplier has been executed, it is much more difficult (and expensive) to switch
suppliers.
29. To be successful, a good long-term contract needs to only consider the needs of the buyer.
30. A buyer must focus intently on determining an acceptable initial price because over the course of the long-term
contract the price adjustment mechanism will use the initial price as the base for future adjustments.
31. One of the leading causes for failure of systems contracts is that purchasers get locked into price structures that do not
adequately reflect changes that have occurred since the agreement was originally signed.
32. In a systems outsourcing situation, acceptance test criteria can only be determined after issuing the contract as actual
operating conditions cannot be specified until the system is fully operational.
33. A major concern with many outsourced systems contracts today is that much of this work is going overseas to
countries such as India.
34. An important factor to consider when hiring an outside consultant to perform contract services for a company is that
such a person is the purchasing company’s employee, not its agent.
35. There is automatic determination of copyright ownership unless the consultant and the client company execute an
agreement specifically assigning the copyright to the client company.
36. Even if the client company does not withhold income taxes, a consultant will normally be viewed as an employee, not
as an independent contractor.
37. Perhaps the most important clause of a consulting contract to the consultant is the assurance of payment.
38. In construction contracts, penalty clauses are technically called “liquidated damages clauses;” if they are labeled
“penalty” clauses, there is a long line of cases that say they are not enforceable.
Easy
Bloom’s: Understanding
Analytic
Chapter 14 — Contract Management
39. The use of automated online catalogs by major suppliers of MRO items allows users to buy directly from blanket
orders and national contracts from their desktops.
40. A carefully worded and prepared contract is not subject to any form of dispute or disagreement.
41. Generally speaking, the more complex the nature of the contract and the greater the dollar amounts involved, the more
likely it is that a future dispute over interpretation of the terms and conditions will occur.
42. Taking a dispute into the jurisprudence system should be an automatic step in resolving the dispute, and not viewed as
a last resort.
43. Perhaps the simplest method of resolving a contractual disagreement involves straightforward, face-to-face negotiation
between the two parties involved.
44. It is important to ensure that an arbitrator’s opinion will not be binding on both parties to the dispute.
45. Purchasers cannot rely on an arbitration clause contained in their forms, particularly if the suppliers’ forms do not
contain such a clause.
46. In many instances, the alternatives to court adjudication are slower than litigation.
47. _____ involves spending more time in the initial contracting stages to fully understand stakeholder requirements,
expectations, and repeated communication of expectations, to gain a full understanding of elements.
Chapter 14 — Contract Management
48. The _____ clause of a contract defines all of the important terms contained within the contract and is important so
everyone understands exactly what each term means.
specifications, quality, and health, safety, environment
49. The ____ clause of a contract defines what is in and out of scope, which might include the geographical limitations,
the validity or invalidity of prior contracts, preferential treatment by the supplier, or other elements.
key performance indicators and compensation
50. The _____ clause of a contract outlines the relationship between the Agreement and any other purchase orders issued
by the company to the supplier.
specifications, quality, and health, safety, environment
effective date and termination
51. The _____ clause of a contract specifies the terms for supply and delivery of the product or service.
specifications, quality, and health, safety, environment
52. The _____ clause of a contract specifies method of manufacture and quality requirements and may include language
specific to terms of quality.
specifications, quality, and health, safety, environment
assignment and contracting
53. The _____ clause of a contract specifies terms such as “current price,” “prior price,” and other criteria that determine
how or if prices will be adjusted over the course of the contract.
key performance indicators and compensation
54. The _____ clause of a contract generally specifies who is responsible if there are injuries or damage, over the course
of the contract, and any damages to be paid.
key performance indicators and compensation
Chapter 14 — Contract Management
55. The _____ clause of a contract describes the course of events that occur if there are unforeseen calamities such as
earthquakes or hurricanes that prevent a supplier from fulfilling its obligations to the buyer.
56. The _____ clause of a contract stipulates whether either party has the ability to terminate the contract at any time, and
how much advance notice must be given.
effective date and termination
57. The _____ clause of a contract specifies conditions regarding who own any IP rights that comes out of the agreement,
and who owns what IP going into the agreement.
assignment and contracting
58. The _____ clause of a contract stipulates whether the supplier can assign its rights described in the agreement to
another party, and whether subcontracting is permissible.
key performance indicators and compensation
assignment and contracting
59. The _____ clause of a contract specifies whether the buyer, if he or she becomes aware of any technology or cost
improvements of other products in the market, he or she can share this information with the supplier, and how the supplier
should act on this information.
60. The _____ clause of a contract states whether the buyer can expect to receive preferential status over the supplier’s
other customers.
61. The _____ clause in a contract ensures that all information, technology, and so on shared between the parties remains
confidential and is not shared with other customers or suppliers.
assignment and contracting