Procuring Revenues and Benefits Systems:

The key mistakes everyone makes in procuring Revenues and Benefits Systems.

procuring revenues and benefits

Procuring the right Revenues and Benefits systems has enormous advantages. The right system can cut weeks off your end to end processing time and save many man hours in the production of management reports and integrating into third party systems.

This guide is written in layman’s terms. It explains in clear language what the key issues are you should consider when procuring Revenues and Benefits systems. Some of the key issues are:

  • How do you provide appropriate visibility of your expectations to prospective partners to avoid misunderstandings later in the procurement process?
  • How do you objectively evaluate and select prospective partners in order to ensure you procure the right system?
  • What are the key factors to consider?
  • What contractual issues do you need to be aware of?

These questions and many more are answered in the guide.


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’ IT projects. With so much at stake, and with so much potential for things to go wrong, It’s unsurprising that many IT projects run into trouble as they change hands internally.

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