This question comes up very frequently, yet the two professions are very different (and complementary).

A long answer combining detail and subtlety would be in order, but to put it clearly and concisely, let’s say that contract managers focus on the operational management of contracts, both in the pre-contract phase and after they have been signed, ensuring their smooth and optimal execution, while legal experts deal mainly with the legal side, i.e. compliance with the texts, laws and other regulations in force.

There’s no right or wrong time to call in a contract manager. A contract management consultant can be called in at the start of a project, for example, to assist all stakeholders in preparatory activities (definition of objectives, means, etc.), or at the end of a project, once it has been implemented.

In short, the contract manager must intervene whenever he or she can add value!

That’s the €1,000,000 question! However, you may find our answer disappointing, as our experience has shown that there is no single or ideal link between contract management and the rest of the company.

Indeed, depending on the organization, its culture, sector of activity and history, the contract manager may be attached to finance, sales, legal affairs, project management, general management, digital transformation, and so on.

In short, we believe that the most important thing is to ensure that it is present to optimize the life cycle of contracts, and not to know who it pays out to!

And why not 🙂

More seriously, because it is the link between numerous functions within the organization (sales, finance, management control, legal, project, etc.) and makes it possible – like a project manager – to ensure that a contract is well put together and well executed to generate profitability!

As with any young function, there is (as yet) no standard career path leading to the position of contract manager.

In practice, we often find two types of profile: on the one hand, ex-engineers who are interested in contractual matters, and on the other, ex-lawyers who are interested in the operational side of contracts.

In short, you become a contract manager by cultivating an open mind and taking an interest in subjects that go beyond your initial job description!

As is the case for many professions, what distinguishes a professional from a “good” professional is the ability to listen, adapt and transpose know-how to a specific situation.

To find out more about the 5 essential qualities of a contract manager, go to: https://primeconseil.com/5-qualites-essentielles-du-contract-manager/

There’s no magic formula for winning a tender (otherwise we wouldn’t have a job).

However, it is certain that 3 elements will significantly increase your probability of success:

1. Take the time to qualify your opportunities by analyzing the content of calls for tender. There’s no need to waste time on specifications that you can’t answer properly.
2. Understand the buyer’s needs: reading the title of the invitation to tender or the first paragraph of the specifications is often not enough to understand what is really at stake. Read the whole file, search the net and call the buyer when you can!
3. Based on your needs, draw up your “SWOT”. It’s a basic marketing tool that can be widely applied to calls for tender! Identify your strengths and weaknesses so you can capitalize on them in your response.

Invitations to tender” and “RFP” are often used synonymously.

However, in our view, the term “invitation to tender” is more encompassing, encompassing different stages in the procurement process. The RFP stands for “Request For Proposal” and is a step in the bidding process.

Have you ever been faced with a consultation file? Have you ever felt extremely alone when faced with a CCAP, CCTP, BPU or DPGF?

If so, then I don’t need to tell you why you should hire a bidding consultant.

For the others, let’s just say that a tender consultant can help you identify opportunities, qualify them so that you fight only for the most relevant ones, and win them by drafting the response documents for you, whether technical, commercial or administrative.

Have you ever been faced with a consultation file? Have you ever felt extremely lonely reading CCAPs, CCTPs, BPUs, RCs and other DPGFs?

If so, then I don’t need to explain the role of a tender consultant.

For the others, let’s just say that a consultant can help you :

• Identify and qualify new opportunities, so that you can participate in tenders that you can actually win;
• Write technical briefs and prepare response files (administrative, commercial, etc.).
• Train you and help you improve your internal bid management and bid response organization processes

With a pen or a keyboard, ingenuity… but above all, method!

It’s normal to find yourself baffled (or even lost) when faced with your first technical briefs, even when a technical brief framework is imposed.

It’s true that between blank sheet syndrome and the difference in method and presentation with a commercial offer in PPT format, there’s a lot to lose.

Our advice: take the time to fully understand the issues and needs, draw up a detailed plan, assign the various parts and actions to your teams, and off you go!