Contract & Commercial Management Training

Subcontractor Management


Software Development

DPSS have a range of programs specially developed for Contract & Commercial Management, the Management of Subcontractors, Consultancy & Software Development. These are all for both clients and suppliers. Three of our senior training consultants are published authors on this subject “Practical Contract Management” published by Cambridge Media.

Our research and experience has enabled us to develop highly effective training courses all of which can be bespoked to a client’s particular needs. We have delivered courses in the UK and in places such as Middle East, Asia, USA, Australia, Africa & Europe.

We have extensive experience in many areas such as Private & Public Sectors, Charities, FM, Engineering, Marine, Telecommunications, Oil & Gas, Construction, Agrochemicals, Health, Pharmaceuticals and Aerospace.

Some examples of recent bespoke Contract & Commercial Management Courses.

• Introduction to Contract & Commercial Contract Management
• Supplier Relationship Management (SRM)
• Customer Relationship Management (CRM)
• Procurement Fraud
• Stakeholder Relationship Management
• Intellectual Property and IPR
• Update and best practices in Contract Management
• Commercial Contract Management Improvement workshop
• Advanced Contract Management
• IACCM Certified Commercial Contract Management
• Contract preparation and drafting
• ISO 440001
• Commissioning
• Developing Effective Scopes of Work
• Commercial Evaluation
• IACCM Advanced Practitioner and Expert
• Subcontractor Management process
• Creating Statement of Work
• Working with Subcontractors
• Collaborative working
• How to Achieve Effective Working Relationships
• Managing Change

What We Can Provide

At a recent IACCM in event in the USA the following Commercial Contract Management skills were identified as scoring low. Given that these are critical skills in the effective management of contracts, there seems to be a definite need for training and development for both the sell side and the buy side

– Ability to Develop Terms and Conditions
– Commitment to Strategic Thinking
– Understanding of Local and Global Production / Distribution / Logistics /
– Capabilities and Needs
– Relationship Management
– Performance Monitoring and Reporting
– Technology Use and Understanding
– Negotiation
– Leadership
– Risk Management
– Legal Awareness

The Target Audience

In many organisation commercial contracts and commissions are not managed by a dedicate team, but more likely by end users, technical staff and line managers including operations, sales managers, business development managers, customer account managers, maintenance, HR, general services and many others. This course is designed to meet the specific needs of this community.


For us at DPSS, commercial contract management is a critical business process by which a contractor is motivated and enabled to achieve extra value added, over and above that which has been specified originally and assessable against criteria in the original contract. The process should be to the benefit of both parties. This definition includes contracting, which enables an organisation to secure and gain added value from a wide range of externally provided resources, efficiently, safely and effectively and thus achieve its strategic objectives. Commercial contract management differs from Project Management, in that it tends to focus upon the commercial aspects and is essentially a supporting role.

We have delivered bespoke contract management training and development to organisations such as Chevron, RBS, Shell, Total, NHS and PASA throughout the world, over the past 25 years.

Key Messages

Our experience and research in this field identified a number of key issues and challenges faced by contracting organisations and that a series of key messages needed to be emphasised during our courses.

One of the key messages throughout the course is that participants need to appreciate that Contract Management is a critical management process and that they have a key management role. This is reflected in the need for effective planning, organising and controlling.

It was also agreed that the participants need to appreciate the commercial importance to the organisation of effective contract management. It was also identified that effective contract managers need to be skilled in the arts of persuasion and influencing, especially in a matrix style organisation.

We believed that the participants need to be exposed to international best practices, but we must strike a balance between best practice and practical practice in the context of their own organisations.

Participants need a course that will enable them to manage a wide range of contracts related to their specific operations and market places.

Bespoke, Tailored and Customised Courses

In our bespoke, tailored and customised courses, participants are able to link the course directly to their organisations contracting and contract management process. The course takes into account the organisations specific context.


This is achieved in a number of ways, including cross referencing the course content with the organisations process and procedure’s, relevant case studies and guest speakers from key functions.
Our experience shows that participants need access to a range of tools and templates, which DPSS has developed, including the 10 c model, the 6 “S” model and many others. The split between theory and practical in our bespoke courses tends to be 30/70.

Verification and Validation of the Learning Outcomes

We have developed a series of learning outcomes, verified and validated by years of research and experience in the field of contract management, these included:

  • Develop robust contract plans, including ITTs, scope of work and award strategies
  • Develop robust contract execution plans
  • Effective management of contractual risks and to extract extra added value
  • Negotiate effectively with key stakeholders, making use of the key skills of persuading and influencing and to work with stakeholders to improve outcomes, including the effective management of budgets
  • Set up and maintain contract management files and logs
  • Appreciate the legal aspects of contract management
  • Take a proactive approach to managing contracts
  • Make effective use of lessons learned to promote improvements from less than optimal outcomes, using appropriate templates
  • Develop and monitor appropriate and robust Key Performance Indicators to manage the contractor and facilitate improved performance
  • Understand the contracting process and how to develop and present robust propositions to reduce the risk of rejection and delay
  • Make appropriate use of best practice contract management tools, techniques and templates, including the 10 © Model
Linkage to Current Competency Frameworks

It was established that in many organisations commercial contract management is not a recognised job, more a discrete set of competencies that have not always been identified. One of the outcomes of the courses is often the development of such a framework. In situations where a formal set of contract management competencies does exist, we will make a direct linkage to them in the course content.

Delivery Methodology

We adopt a proactive, participative and delegate centred approach with emphasis on the practical application of the tools, techniques and templates. The creation of Action Plans by participants has always been the “experiential” dimension to all our courses. We appreciate the need to ensure that the learning is embedded into the fabric of the organisation.

The KPI of Success

We believe that all of our courses should aspire to deliver real value to the participant and the client, To enable us to measure this value, we have devised four key performance indicators (KPi) to measure the success of the course, classified under the following heading:

  • Immediate participant feed back in terms of relevance, quality, delivery etc
  • The number of participants that are awarded the Certificate of Competence
  • A follow up request for feedback in terms of the impact the course had on participants ability to manage contracts more effectively
  • Overall improvements in the management of contracts, in terms of quality, time and cost.
Contract Management Software Development

We are able to develop bespoke and tailored contract management and administration software and applications specifically designed to meet unique requirements.

These program and applications can store and manage contracts with suppliers and contractors. Our contract management software is designed to streamline tasks and reduce costs by providing a robust and complete overview.

Contract management and administration applications can be used to:

  • Schedule new contract request
  • Capture data related to the contract and documents
  • Contract creation
  • Progress the contract through the review and approval process
  • Provide documentation for digital signatures and execution of contracts
  • Post-execution tracking and commitments management

If you would like more information, please contact

Contract Management Consultancy

We are to provide bespoke and tailored contract management consultancy and support, this can include:

  • Independent Advice
  • Acting as a “critical” friend
  • Development of processes and procedures
  • Managing large tender exercises
  • Contractor selection
  • Contract award

Our ethos
For us, contract management is a process by which a contractor is motivated, enabled and empowered to achieve extra value added, over and above that which has been specified originally and assessable against criteria in the original contract. This extra added value can include process innovation, cost reduction and service improvement. The emphasis is on the contractor as an asset and business partner rather than a liability. The process should be to the benefit of both parties.

For further information please contact