You need to exit a failed strategic supplier relationship/contract and project quickly and safely. Follow our 10-step guide in this FREE download.

Exit Failed Strategic Supplier Relationship

If you’re considering how to exit a failed strategic supplier relationship, this guide outlines ten key steps to minimise risk and accelerate a successful exit, whilst maintaining BAU.

What’s in the eBook?
Achieving fit-for-purpose business outcomes from large projects can be challenging. In this paper is the experience of what works really well to achieve your objectives, having handled more than 500 projects.

In this eBook we show you:

  • How to self-diagnose if termination is truly right for you
  • How to circumvent contractual clauses that will hinder your exit
  • The ‘unwritten’ contractual obligations all specialist suppliers have
  • 4 actions to reduce safe termination and exit costs by up to 50%
  • What 3 actions make the termination process riskier and how to avoid them.

ABOUT THE AUTHOR, ALLAN WATTON

Chief Executive of Best Practice Group.

Allan has worked on 500+ strategic partnerships that have required re-alignment and re-shaping. Of these, many have been ‘problematic’ Projects. With so much at stake, and with so much potential for things to go wrong, it’s unsurprising that many strategic commissioning projects run into trouble.

Allan’s worked in the Strategic Service Commissioning, Business Process Outsourcing and Technology fields for nearly 30 years. He is regarded as one of the UK’s foremost authorities on strategic service provider relationships and developing practical contract structures for complex projects and programmes that involve multi-vendor, multi-source relationships.

He has recently advised on a public sector £5.4bn strategic service commissioning arrangement covering over 200 business process services that delivered £15m direct cash savings in its first 12 weeks, and a Section 75 agreement for a £3.5bn local authority/NHS Trust adult social care integration shared service that is anticipated to save £20m per annum.

An experienced service owner and practitioner who has also read contract law, Allan’s experience in understanding how client side delivery behaviours in complex vendor relationships undermine vendor contractual responsibilities, makes him a recognised specialist in advising on the implied (undocumented) contractual obligations of expert vendors.

Chief Executive and Co-Founder, Allan