Monthly Archives: March 2014

Engaging with people interested in procurement, risk and negotiation here at Brian Farrington is a challenging yet exciting activity we do – behind consultancy and training that is – and I’ve always enjoyed doing it. From social media (Twitter and Linkedin), website management, speaking at events and everything in between. What made me think hard and more than twice […]

A shocking wake-up call on Partnering from the DVLA, Fujitsu, IBM United Kingdom (and not forgetting PwC)? This trial of preliminary issues arises out of a claim brought by Fujitsu Services Ltd against IBM United Kingdom Ltd [2014] EWHC752 (TCC).  There is to be a full trial in 2015.  The situation arose out of a […]

Reading a cemetery contracting audit report – we really do love procurement here at Brian Farrington:) – can confirm that procurement principles apply in all situations where third party expenditure is involved. The audit comments are thought-provoking – here are 6 examples: 1.       “We found that due to the City’s weak contract management and oversight over […]

Our previous emphasis (read part 1 here) was on financial outcomes, which, of course, take place within the context of the contract. Typically, contracts are negotiated and, when signed, will be meticulously managed by whoever is accountable on the project team. In regard to the lump sum price, the contract specified, “no amounts whatsoever, other […]

There is an excellent report titled, ‘Report to the Nations on occupational fraud and abuse’ published by the Association of Certified Fraud Examiners. It is directly relevant to auditing and directing the engagement and management of your suppliers and contractors.  The “corruption scheme” category addresses  activities in which an employee misuses his or her influence in a business transaction […]

This IT procurement involved replacing the existing integrated control system (ICS) and its computer components for the Montreal metro lines. The audit report argues that replacing the computer components was justified by their obsolescence. It would, from a risk point of view, be interesting to know what the supplier’s contractual obligations were for component obsolescence […]

We regularly encounter failures in contract management. The problems are not focused on any type of organisation or what they purchase. A report to the Montana Legislative, “Contract Management- Department of Military Affairs”, reference 11P-06 is enlightening. All contracts designate a contract liaison. This person serves as the department’s representative for the duration of the contract […]