Benchmarking; Performance Measurements

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* 1. What geographic region are you based in?

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* 2. Which industry do you belong to?

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* 3. Do you represent:

Buy side

Sell side

Both buy side and sell side

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* 4. What is your job role?

Individual Contributor - No direct reports

People Manager with direct reports (i.e. manager of a team, business unit or area)

Director or above

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* 5. Your function:

Combination Sales / Procurement

Contract Management/commercial management buy side

Contract Management/commercial management sell side

IS / IT Procurement

Legal

Procurement / Strategic Sourcing

Other

Other (please specify)

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* 6. Please express your company's annual revenue in US$:

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* 7. If you are answering this from a procurement perspective, what is the value of your sourcing spend in US$:

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* 8. Please indicate any of the following areas where you undertake regular measurements of performance related to contracting or negotiation: these measures could be related to the relevant organization or to the overall process.

Compliance with standards / scorecards by other parts of the business or by trading partners

Compliance with standards/scorecards by your staff

Cost reductions achieved

Cycle times for process phases (eg bid to contract; purchase to pay)

Cycle times to manage changes or disputes

Frequency and nature of contract changes

Frequency and source of disputes / claims

Frequency with which specific terms are negotiated (or rejected by other side)

Improvement initiatives (business value)

Initiatives to improve user effectiveness

Management reporting - strategy initiatives

Margin improvements or deterioration

Monitor satisfaction of customers

Monitor satisfaction of internal user groups

Monitor satisfaction of vendors

Performance Benchmarks with similar groups in other corporations

Revenue improvements / contribution

Risk management indicators (management dashboards)

Risk mapping

Salary benchmarks (with external companies)

Skill and knowledge improvements

Skill levels: benchmarks / improvements

Volume of contracts / deals / negotiations per professional

Other

Other (please specify)

In this section we explore organization and resources.

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* 9. Is the contract/commercial role within your company primarily undertaken by dedicated contract/commercial staff?

Yes

Varies by business division

Varies by country

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* 10. If there is a dedicated contract/commercial staff, what is the approximate headcount?

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* 11. If you don't have a contract/commercial staff or you indicated that it varies by country or division, please indicate where the role is performed:

It is part of the procurement /category management role

It is performed by the business unit with support from legal

It is performed by project management

Other

Other (please specify)

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* 12. Contracting is a complex activity, involving stakeholders from a variety of functions. Based on your knowledge/judgment, approximately what headcount equivalent is being absorbed by contract-related activities? (For example, obtaining reviews / approvals, assembling contract documents, overseeing contract performance.) Please answer this question whether or not you have a dedicated contracts / commercial group. Leave blank if you have no idea.

We now move to a series of quantitative and qualitative indicators of performance which will assist in benchmarking relative efficiency and effectiveness of contract / commercial operations. We appreciate that you may not have precise data and that you may have to make 'best estimates' of the answers.

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* 13. For medium and high complexity contracts, what is the typical contract term (i.e. the number of years duration)?

	Term
Medium	Medium Term menu
High	High Term menu

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* 14. Has the average term (duration) of your contracts changed significantly over the last 2 years?

Yes, it has tended to increase

Yes, it has tended to decrease

It has stayed the same

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* 15. Please indicate in which of the following areas you undertake market research, or would like to undertake research related to commercial / contract operations.

	Yes, regularly	Yes, occasionally	No	Would like to
competitive terms and conditions	competitive terms and conditions Yes, regularly	competitive terms and conditions Yes, occasionally	competitive terms and conditions No	competitive terms and conditions Would like to
supporting new market entry	supporting new market entry Yes, regularly	supporting new market entry Yes, occasionally	supporting new market entry No	supporting new market entry Would like to
trends in commercial offerings	trends in commercial offerings Yes, regularly	trends in commercial offerings Yes, occasionally	trends in commercial offerings No	trends in commercial offerings Would like to
pricing / charging models	pricing / charging models Yes, regularly	pricing / charging models Yes, occasionally	pricing / charging models No	pricing / charging models Would like to
'best practices’ in offering design or contract structure	'best practices’ in offering design or contract structure Yes, regularly	'best practices’ in offering design or contract structure Yes, occasionally	'best practices’ in offering design or contract structure No	'best practices’ in offering design or contract structure Would like to
organizational benchmarking	organizational benchmarking Yes, regularly	organizational benchmarking Yes, occasionally	organizational benchmarking No	organizational benchmarking Would like to
performance benchmarking - for example 'ease of doing business'	performance benchmarking - for example 'ease of doing business' Yes, regularly	performance benchmarking - for example 'ease of doing business' Yes, occasionally	performance benchmarking - for example 'ease of doing business' No	performance benchmarking - for example 'ease of doing business' Would like to

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* 16. Please indicate what volume of contracts / negotiations you feel it is reasonable for one professional to be handling at any one time. For this purpose, please consider professionals who are reasonably experienced (5 years plus):

	1	2-5	6-10	11-15	15 or more
For contracts covering standard products or services, but where some negotiation occurs:	For contracts covering standard products or services, but where some negotiation occurs: 1	For contracts covering standard products or services, but where some negotiation occurs: 2-5	For contracts covering standard products or services, but where some negotiation occurs: 6-10	For contracts covering standard products or services, but where some negotiation occurs: 11-15	For contracts covering standard products or services, but where some negotiation occurs: 15 or more
Contracts covering standard products or services, where the professional's role is to manage post-signature contract management:	Contracts covering standard products or services, where the professional's role is to manage post-signature contract management: 1	Contracts covering standard products or services, where the professional's role is to manage post-signature contract management: 2-5	Contracts covering standard products or services, where the professional's role is to manage post-signature contract management: 6-10	Contracts covering standard products or services, where the professional's role is to manage post-signature contract management: 11-15	Contracts covering standard products or services, where the professional's role is to manage post-signature contract management: 15 or more
Contracts covering standard products and services, where the contract is based on a document provided by the other side:	Contracts covering standard products and services, where the contract is based on a document provided by the other side: 1	Contracts covering standard products and services, where the contract is based on a document provided by the other side: 2-5	Contracts covering standard products and services, where the contract is based on a document provided by the other side: 6-10	Contracts covering standard products and services, where the contract is based on a document provided by the other side: 11-15	Contracts covering standard products and services, where the contract is based on a document provided by the other side: 15 or more
For multi-product / services / solutions contracts (bid and negotiation phase):	For multi-product / services / solutions contracts (bid and negotiation phase): 1	For multi-product / services / solutions contracts (bid and negotiation phase): 2-5	For multi-product / services / solutions contracts (bid and negotiation phase): 6-10	For multi-product / services / solutions contracts (bid and negotiation phase): 11-15	For multi-product / services / solutions contracts (bid and negotiation phase): 15 or more
For multi-product / services/ solutions contracts (post-signature phase):	For multi-product / services/ solutions contracts (post-signature phase): 1	For multi-product / services/ solutions contracts (post-signature phase): 2-5	For multi-product / services/ solutions contracts (post-signature phase): 6-10	For multi-product / services/ solutions contracts (post-signature phase): 11-15	For multi-product / services/ solutions contracts (post-signature phase): 15 or more
For high-complexity, high-value projects - bid and negotiation phase	For high-complexity, high-value projects - bid and negotiation phase 1	For high-complexity, high-value projects - bid and negotiation phase 2-5	For high-complexity, high-value projects - bid and negotiation phase 6-10	For high-complexity, high-value projects - bid and negotiation phase 11-15	For high-complexity, high-value projects - bid and negotiation phase 15 or more
For high-complexity, high-value projects - post-signature phase	For high-complexity, high-value projects - post-signature phase 1	For high-complexity, high-value projects - post-signature phase 2-5	For high-complexity, high-value projects - post-signature phase 6-10	For high-complexity, high-value projects - post-signature phase 11-15	For high-complexity, high-value projects - post-signature phase 15 or more

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* 17. What are your primary sources of training? Please rate the following in order of their relative contribution to your typical training and skills development approach.

	Not significantly used	Sometimes used	Regularly used	Always used (primary method)
on-the-job learning from colleagues and work experience	on-the-job learning from colleagues and work experience Not significantly used	on-the-job learning from colleagues and work experience Sometimes used	on-the-job learning from colleagues and work experience Regularly used	on-the-job learning from colleagues and work experience Always used (primary method)
mentoring (from management or peers within the company)	mentoring (from management or peers within the company) Not significantly used	mentoring (from management or peers within the company) Sometimes used	mentoring (from management or peers within the company) Regularly used	mentoring (from management or peers within the company) Always used (primary method)
internal web-based or e-learning	internal web-based or e-learning Not significantly used	internal web-based or e-learning Sometimes used	internal web-based or e-learning Regularly used	internal web-based or e-learning Always used (primary method)
external web-based or e-learning	external web-based or e-learning Not significantly used	external web-based or e-learning Sometimes used	external web-based or e-learning Regularly used	external web-based or e-learning Always used (primary method)
internal (physical) classes	internal (physical) classes Not significantly used	internal (physical) classes Sometimes used	internal (physical) classes Regularly used	internal (physical) classes Always used (primary method)
external (physical) classes	external (physical) classes Not significantly used	external (physical) classes Sometimes used	external (physical) classes Regularly used	external (physical) classes Always used (primary method)
other	other Not significantly used	other Sometimes used	other Regularly used	other Always used (primary method)

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* 18. Apart from formal training, please identify the primary sources of professional information and subject area knowledge that you believe to be used by contract / commercial staff to support their work:

	Infrequent	Occasional	Frequent
Internal colleagues	Internal colleagues Infrequent	Internal colleagues Occasional	Internal colleagues Frequent
Formal feedback and recording database (lessons learned)	Formal feedback and recording database (lessons learned) Infrequent	Formal feedback and recording database (lessons learned) Occasional	Formal feedback and recording database (lessons learned) Frequent
Internet search	Internet search Infrequent	Internet search Occasional	Internet search Frequent
Law firms	Law firms Infrequent	Law firms Occasional	Law firms Frequent
Profesional associations	Profesional associations Infrequent	Profesional associations Occasional	Profesional associations Frequent
Informal on-line networks (e.g. Facebook, LinkedIn)	Informal on-line networks (e.g. Facebook, LinkedIn) Infrequent	Informal on-line networks (e.g. Facebook, LinkedIn) Occasional	Informal on-line networks (e.g. Facebook, LinkedIn) Frequent
Informal personal networks (e.g. personal contacts)	Informal personal networks (e.g. personal contacts) Infrequent	Informal personal networks (e.g. personal contacts) Occasional	Informal personal networks (e.g. personal contacts) Frequent
Surveys, focus groups etc.	Surveys, focus groups etc. Infrequent	Surveys, focus groups etc. Occasional	Surveys, focus groups etc. Frequent
Competitive research	Competitive research Infrequent	Competitive research Occasional	Competitive research Frequent
Newapapers, magazines, books	Newapapers, magazines, books Infrequent	Newapapers, magazines, books Occasional	Newapapers, magazines, books Frequent
New employee interviews	New employee interviews Infrequent	New employee interviews Occasional	New employee interviews Frequent

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* 19. Please check any of the following where your organization undertakes regular performance measurement for purposes of reporting or to assist on-going improvement:

Adherence to contracted specifications or scope

Average time spent on customer relations (#)

Average value of deals or contracts supported

Contract compliance (use of standards)

Contract compliance (performance)

Contract leakage and cause analysis(failure to achieve forecast value / contribution)

Contribution of contract / commercial process to cash flow

Cost avoidance

Cost of errors

Cost per contract type (processing cost)

Department Cost / Total Operational Cost

Direct contacts with customers

Negotiated cost reduction / savings

Number of contract / commercial staff vs. No. of contracts or projects

Number of contracts negotiated

Number of purchase orders and contracts issued

Number of suppliers with contract

On-time delivery

Out of stock instances

Per capita annual cost of training

Return on Investment

Risk management indicators (portfolio analysis)

Sales lost - cause analysis

Supplier performance (price, delivery, quality, service, etc.)

Service levels to the internal client

Time in training (#)

Total cost of ownership

Volume of enquiries / support requests received - total

Volume of enquiries / support requests received - by type

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* 20. THIS QUESTION APPLIES ONLY TO THOSE WHO ARE ANSWERING FROM THE BUY-SIDE; all others, please skip to Question 21. Which of the following statements apply within your organization in respect of supplier relationship management?

	True	Not true	Partly true
We have defined Sourcing Groups and know the global spend for each group (spend analysis).	We have defined Sourcing Groups and know the global spend for each group (spend analysis). True	We have defined Sourcing Groups and know the global spend for each group (spend analysis). Not true	We have defined Sourcing Groups and know the global spend for each group (spend analysis). Partly true
We have categorized our spend (for example, Leverage, Strategic, Bottleneck, Standard)	We have categorized our spend (for example, Leverage, Strategic, Bottleneck, Standard) True	We have categorized our spend (for example, Leverage, Strategic, Bottleneck, Standard) Not true	We have categorized our spend (for example, Leverage, Strategic, Bottleneck, Standard) Partly true
We have identified our strategic suppliers and wecollaborate with them to improve mutual performance.	We have identified our strategic suppliers and wecollaborate with them to improve mutual performance. True	We have identified our strategic suppliers and wecollaborate with them to improve mutual performance. Not true	We have identified our strategic suppliers and wecollaborate with them to improve mutual performance. Partly true
We have identified our bottleneck suppliers and have a contingency plan in case of failure.	We have identified our bottleneck suppliers and have a contingency plan in case of failure. True	We have identified our bottleneck suppliers and have a contingency plan in case of failure. Not true	We have identified our bottleneck suppliers and have a contingency plan in case of failure. Partly true
We have identified the percentage of our total spend for which we have a clear strategy defined and in place.	We have identified the percentage of our total spend for which we have a clear strategy defined and in place. True	We have identified the percentage of our total spend for which we have a clear strategy defined and in place. Not true	We have identified the percentage of our total spend for which we have a clear strategy defined and in place. Partly true
We have analyzed our total acquisition costs (TAC) compared to total revenues.	We have analyzed our total acquisition costs (TAC) compared to total revenues. True	We have analyzed our total acquisition costs (TAC) compared to total revenues. Not true	We have analyzed our total acquisition costs (TAC) compared to total revenues. Partly true
We know the percent of customer contract terms (contract value based) that are being met through supplier performance(feedback from sales/ops).	We know the percent of customer contract terms (contract value based) that are being met through supplier performance(feedback from sales/ops). True	We know the percent of customer contract terms (contract value based) that are being met through supplier performance(feedback from sales/ops). Not true	We know the percent of customer contract terms (contract value based) that are being met through supplier performance(feedback from sales/ops). Partly true

The following questions seek numeric data regarding the types of contracts and relationships handled within your business. We appreciate that many organizations lack precise data, but please endeavor to answer these questions since without them, meaningful benchmarks are almost impossible. An understanding of comparative volumes and complexity is fundamental to a comparison of efficiency or effectiveness.

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* 21. Approximately how many contracts are currently live and under management in your company? (The data should reflect transactions or relationships that are currently active)

Buy side

Sell side

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* 22. Does your group/function have direct involvement with the formation and management of the following types of contracts? (By 'direct' we mean having regular involvement at a transactional level)


Low complexity (transactions or relationships that use standard forms of contract and require little or no negotiation and limited oversight of performance)	Low complexity (transactions or relationships that use standard forms of contract and require little or no negotiation and limited oversight of performance) menu
Medium complexity (transactions or relationships that require significant review and / or negotiation and continued oversight of performance)	Medium complexity (transactions or relationships that require significant review and / or negotiation and continued oversight of performance) menu
High complexity (transactions or relationships representing substantial business risk, requiring highly skilled commercial negotiators and dedicated oversight of performance)	High complexity (transactions or relationships representing substantial business risk, requiring highly skilled commercial negotiators and dedicated oversight of performance) menu

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* 23. Approximately what percentage of your function's resources are used to support each type of contract? (please put a number in each of the boxes. The sum of numbers should be 100)

Low complexity (transactions or relationships that use standard forms of contract and require little or no negotiation and limited oversight of performance)

Medium complexity (transactions or relationships that require significant review and / or negotiation and continued oversight of performance)

High complexity (transactions or relationships representing substantial business risk, requiring highly skilled commercial negotiators and dedicated oversight of performance)

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* 24. Please indicate the approximate percentage of each contract type within your company or organization (please put a number in each of the boxes. The sum of numbers should be 100).

Low complexity (transactions or relationships that use standard forms of contract and require little or no negotiation and limited oversight of performance)

Medium complexity (transactions or relationships that require significant review and / or negotiation and continued oversight of performance)

High complexity (transactions or relationships representing substantial business risk, requiring highly skilled commercial negotiators and dedicated oversight of performance)

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* 25. Please indicate the approximate percentage of your company's or organization's total revenue (if you are on the sell-side) or expenditure (if you are on the buy-side) that is covered by each contract type: (Please make sure that the choices add up 100)

	Buy side	Sell side
Low complexity (transactions or relationships that use standard forms of contract and require little or no negotiation and limited oversight of performance)	Low complexity (transactions or relationships that use standard forms of contract and require little or no negotiation and limited oversight of performance) Buy side menu	Low complexity (transactions or relationships that use standard forms of contract and require little or no negotiation and limited oversight of performance) Sell side menu
Medium complexity (transactions or relationships that require significant review and / or negotiation and continued oversight of performance)	Medium complexity (transactions or relationships that require significant review and / or negotiation and continued oversight of performance) Buy side menu	Medium complexity (transactions or relationships that require significant review and / or negotiation and continued oversight of performance) Sell side menu
High complexity (transactions or relationships representing substantial business risk, requiring highly skilled commercial negotiators and dedicated oversight of performance)	High complexity (transactions or relationships representing substantial business risk, requiring highly skilled commercial negotiators and dedicated oversight of performance) Buy side menu	High complexity (transactions or relationships representing substantial business risk, requiring highly skilled commercial negotiators and dedicated oversight of performance) Sell side menu

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* 26. What is the average cycle time from the initiation of the bid to contract signature for each contract type:

	Domestic contracts	International contracts
Low complexity (transactions or relationships that use standard forms of contract and require little or no negotiation and limited oversight of performance)	Low complexity (transactions or relationships that use standard forms of contract and require little or no negotiation and limited oversight of performance) Domestic contracts menu	Low complexity (transactions or relationships that use standard forms of contract and require little or no negotiation and limited oversight of performance) International contracts menu
Medium complexity (transactions or relationships that require significant review and / or negotiation and continued oversight of performance)	Medium complexity (transactions or relationships that require significant review and / or negotiation and continued oversight of performance) Domestic contracts menu	Medium complexity (transactions or relationships that require significant review and / or negotiation and continued oversight of performance) International contracts menu
High complexity (transactions or relationships representing substantial business risk, requiring highly skilled commercial negotiators and dedicated oversight of performance)	High complexity (transactions or relationships representing substantial business risk, requiring highly skilled commercial negotiators and dedicated oversight of performance) Domestic contracts menu	High complexity (transactions or relationships representing substantial business risk, requiring highly skilled commercial negotiators and dedicated oversight of performance) International contracts menu

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* 27. Approximately what percentage of your contracts are transacted using your company's standard terms and conditions?

	Percentage
Without amendments	Without amendments Percentage menu
With amendments	With amendments Percentage menu

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* 28. If you would like to receive a copy of the results of this survey, please enter your e-mail address here (you will not be quoted and your input will not be shared with any third party)