Yesterday I found myself once more in the midst of a conversation about the relationship between Legal and Procurement. It had all the familiar tones about a lack of empowerment and trust resulting in protracted negotiation cycles and limited contract flexibility. The background (in this case for a major international banking group) carried all the usual hallmarks: standard templates that are not appropriate for the nature of the acquisition; rigid, risk averse terms and conditions; limited dialogue between procurement staf and lawyers; frustrated suppliers and an inability to adequately trade on terms and conditions.
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