PROCUREMENT GUIDANCE

Contract Management
General Principles
September 2017
 Published September, 2017, First Edition

Copyright © 2016
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Common abbreviations and defined terms
Common abbreviations and defined terms

This section explains the common abbreviations and defined terms that are used in this guidance.
Defined terms are written using capital letters.

Abbreviation / term Full terminology / definition

Bank IBRD and/or IDA (whether acting on its own account or in its
capacity as administrator of trust funds provided by other
donors).
Borrower A Borrower or recipient of Investment Project Financing (IPF) and
any other entity involved in the implementation of a project
financed by IPF>
CMP Contract Management Plan.

KPIs Key Performance Indicators, critical measures that are included

in a contract to monitor performance, and to ensure deliverables
are met.
PDO Project Development Objectives.
Project Procurement A Project-level strategy document, prepared by the Borrower,
Strategy for Development that describes how procurement in IPF operations will support
(PPSD) the project development objectives and deliver VfM.

SMART Specific, Measurable, Attributable, Relevant, and Time-bound.

Refers to the principle that when KPIs or other contract
measures are set, they should be SMART so they actually help the
Borrower to measure real results, in the most efficient, insightful
manner.
SRM Supplier Relationship Management. A modern procurement
technique that focuses on building strong business relationships
between critical suppliers and their key clients – generally of
most benefit when there are situations of mutual dependency
between buyer and supplier.

VfM Value for Money.

Contents

Section I. Introduction ...................................................................................................... 1

Purpose .................................................................................................................................. 1
Section II. Overarching Principles.................................................................................. 3
Contract Management good practice (including VfM)..................................................4
Section III. Fit-for-Purpose Contract Management.................................................... 5
Section IV. Balanced Scorecard Approach ....................................................................7
Balanced Scorecard Structure (example)........................................................................ 7
Balanced Scorecard KPIs ................................................................................................... 8
Section V. Contract Management Challenges, Risks and Potential Mitigations .. 11
Section VI. Contract Management Plan (CMP) .......................................................... 19
Section VIII. Supplier Relationship Management ...................................................... 23
 Guidance – Contract Management

Section
Section I.I.Introduction
Introduction

Purpose
This Guidance serves as an introduction for Borrowers on the general principles of Contract
Management, its links to program management, and the connection to broader Supplier
Relationship Management (SRM).
This Guidance is not a comprehensive “how to” guide for contract management – such
approaches need to be determined on a contract by contract basis, reflecting the agreed
contract terms.
This Guidance should be read with reference to the World Bank Procurement Regulations for
IPF Borrowers, the Guidance on Project Procurement Strategy for Development (Long Form
Detailed Guidance), and the Guidance on Value for Money. This guidance is non-mandatory. It
provides advice only and demonstrates good practice. It is subject to the Regulations, which
take precedence.
Effective Contract Management is critical for ensuring the supplier/contractor/consultant,
and the Borrower meet their contractual commitments to time, cost, quality and other agreed
matters. It requires systematic and efficient planning, execution, monitoring, and evaluation
to ensure that both parties fulfil their contractual obligations with the ultimate goal of
achieving VfM and contractual results. It involves:
• tracking and monitoring cost, time, quality and deliverables;
• collaborating to improve performance and promote opportunities for ongoing
innovation e.g. value engineering in appropriate contracts;
• being clear on roles and responsibilities of both Borrower and
supplier/contractor/consultant;
• managing relationships with the supplier/contractor/consultant and key
stakeholders;
• managing payments in accordance with agreed terms;
• being proactive throughout the contract to anticipate problems and issues before
they arise; and
• managing problems and issues as they arise, quickly, effectively, fairly, and in a
transparent manner.
From the Borrower’s perspective, effective Contract Management also:
• ensures the supplier/contractor/consultant delivers upon its commitments;
• obtains best Value for Money (VfM) during the life of the contract;
• manages supply risks for the duration of the contract;
• continually challenges to drive best value in its contracts;
• ensures effective contracts that continue to deliver the requirements;
• demonstrates best procurement practice in the management of contracts; and
• provides evidence to support any audits.

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 Guidance – Contract Management

While Contract Management is typically positioned within a Procurement and/or Project

Management/Delivery function in a Borrower’s organization - it has significant upstream and
downstream effects to an organization’s broader operations and finance groups (Figure I). In
addition to managing individual contracts, many Borrower organizations have programs of
multiple contracts that also need to be managed in a joined-up manner. Therefore, a robust,
integrated Contract Management program can be used to increase contract standardization
and visibility across the entire Borrower organization – ensuring no contract expires
unintentionally, and is managed appropriate to deliver VfM (securing supply and value for the
Borrower, in a planned and coherent manner on an ongoing basis).

Figure I – Borrower Programmatic Contract Management Overview

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 Guidance – Contract Management

Section
Section II.II.Overarching
Overarching Principles
Principles

Effective Contract Management enables Borrowers to holistically manage contracts from

planning, through to execution and beyond. The key value Contract Management provides is
the ability to look at the end-to-end lifecycle of a given contract. Contract Management
directly impacts a Borrowers delivery of services to its citizens, the cost, degree of compliance,
and reporting of results. Contract Management primarily focuses on creating, executing and
managing contracts across three (3) key implementation phases:
• Plan contract
• Execute contract; and
• Manage contract.

The “Plan” phase enables the successful execution of contracts. During the “Execute” phase,
Borrowers engage the supplier/contractor/consultant following an agreed procurement
process. Lastly, in the “Manage” phase, Borrowers monitor and manage
supplier/contractor/consultant performance to ensure that contractual commitments made
are actually delivered, and that benefits are optimized (monitoring, may also include Bank
supervisory activities). Figure II below outlines the contract management framework with the
three (3) phases with defined capabilities and associated functions.

Contract Management Framework Overview

• Contract Management is an essential element of the World Bank’s fit for purpose
procurement approach
• It helps ensure that contracts deliver the intended project outcomes and Manage Plan
procurement objectives Contract Contract
• A Contract Management Framework therefore enables increased operational
efficiency and effectiveness, through improved compliance, awareness, visibility
and control over contracts
• A Contract Management Framework consists of three major components that Execute
allow contracts to be considered through the full delivery cycle Contract

Contract Management Phase Capability Functions

• Understand procurement needs
Ensures organization readiness to execute its
1. Plan Contract contracts successfully
• Identify ownership, approval and metrics
• Define processes, standard terms and templates
• Plan for risk mitigation

• Select contract template

Ensures timely and effective contract delivery
2. Execute Contract • Prepare contract draft
• Undertake bidding, negotiation, etc
• Finalize and execute contract

Ensures maximized benefit through continuous • Maintain contract management system

3. Manage Contract improvement • Maintain compliance (compliance set up and
compliance reporting)
• Update contract and schedules as necessary to
formalize agreed changes

Figure II – Contract Management Lifecycle Framework

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 Guidance – Contract Management

Contract Management good practice (including VfM)

Figure III below highlights good contract management practice that Borrowers may wish to
consider as part of developing a Contract Management program across either a specific
project, or across multiple activities. Specifically, figure III highlights good international
practice that organizations with high performing Contract Management programs have
typically employed.

Figure III – Contract Management Leading Practices

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 Guidance – Contract Management

Section III.Fit-for-Purpose
Section III. Fit-for-Purpose Contract
Contract Management
Management

To determine the optimum, fit-for-purpose approach to Contract Management, the Borrower

should utilize the following tools in the PPSD Guidance:
• Supply positioning – to inform how critical the procurement is to the Borrower/overall
project, and therefore to inform how much resource/effort the Borrower should spend
on contract management; and
• Supplier preferencing – to inform the Borrower about focused/committed the
supplier/contractor/consultant is likely to be in practice in delivering the contract,
resolving unanticipated problems, and working with the Borrower in a collaborative
manner.
In particular, the supply positioning model (see PPSD) provides a useful guide to inform the
Borrower how best to establish the approach and frequency of contract management
meetings - see figure IV below:

Figure IV – Supplier Positioning interlink with Contract Management approach

As illustrated in figure IV above, the Borrowers contract management approach and effort
should link to the degree of criticality of the procurement to the project financed by the World
Bank and/or others. However, the Borrowers contract management approach must also be
proportional (based on supplier positioning matrix and nature, size, complexity, risk and value).
Critical contracts, or those with greater degrees of unknowns (e.g. performance based
contracts, design build operate contracts etc.) will require more active contract management,
including the setting of key performance indicators (KPIs). Whereas lower risk contracts, or
those with very clearly defined requirements will require less active contract management.

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 Guidance – Contract Management

Section IV.Balanced
Section IV. Balanced Scorecard
Scorecard Approach
Approach

Borrower’s may wish to consider applying a balanced scorecard approach as part of their
contract management plan. A balanced scorecard involves both quantitative, as well as
qualitative measures. A balanced scorecard is a modern management technique to monitor,
track, visualize, rate and benchmark the supplier/contractor/consultant performance, see
Figures V, VI and VII below:

Figure V – Balanced Scorecard Key Features

Balanced Scorecard Structure (example)

Figure VI – Balance Scorecard Structure example

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 Guidance – Contract Management

Balanced Scorecard KPIs

KPIs are measures of contract performance that are aligned to the key outcomes that the
procurement approach has been designed to deliver. The KPIs should be “SMART” indicators
(Specific, Measurable, Attributable, Relevant, and Time-bound). They should also be directly
linked to the Project Development Objectives (PDO), and the Procurement Objectives - this
will help ensure contract delivery is fully aligned with the desired outcomes. The KPIs should
be included in the Contract Management Plan (CMP), and if they link to incentive
mechanisms/payment decisions, they will need to be agreed and included as part of the
contract before it is signed. To effectively manage a contract, it is best practice for the
Borrower to develop a CMP with KPIs, and milestone events (critical stages that will be used
to measure and judge progress – usually linked to payments). The Borrower should monitor
the performance and progress of contracts, in accordance with the CMP, and provide timely
reports to the Bank on progress (as agreed by the Bank). Figure VII below details example KPIs
a Borrower may wish to consider as part of a balanced scorecard approach:

Key Performance Area KPI Description KPI Measurement

1. Delivery a. On-Time Provide contractually obligated • On time delivery of contractually obligated

Delivery deliverables and outcomes on deliverables as per mutually agreed plans
agreed dates
b. Documentation Information is managed (shared, • Deliverables uploaded to knowledge system
of Deliverables stored and communicated) in line according to agreed timeframe.
with expectations defined in • Supporting/ working documents uploaded
contract or as agreed between the (Templates, weekly status reports, minutes of
parties meetings, training manual, project progress etc.)
2. Support a. SLA Successfully meets contractual • Number of SLA breaches, based on contractually
Performance requirements relating to agreed agreed limits (e.g. service/hardware calls are
SLAs. completed on time)
b. SLA Information is managed (shared, • Deliverables uploaded to knowledge system
Documentation stored and communicated) in line according to agreed timeframe.
with expectations defined in • Supporting/ working documents uploaded
contract or as agreed between the (Templates, weekly status reports, minutes of
parties meetings, training manual, project progress etc.)
3. Quality a. Delivery Product/service meets quality • Number of deliveries that have met acceptance
Quality acceptance criteria criteria (e.g. Number of defects, functionality of
application, User Interface )
b. Supplier Teams are made up of members • Number of people proposed, rejected or replaced
Personnel with expertise relevant to our due to performance issues or not meeting the
business including input from expectations
Subject Matter Resource (SMR) • Number of key project resources leaving and
joining for the contracted services
c. Customer Level of satisfaction received from • Rating received by service recipients / business
Satisfaction service recipients / business users users

4. Partnership a. Relationship Committed to building and • Number of no shows of supplier senior executives
& Innovation maintaining effective relationships in steering committee meetings etc.
with senior executives. • Number of dedicated supplier account
management visits
b. Flexibility & Demonstrates willingness and • Number of requests met without raising CRs
Responsiveness ability to respond to non- • Timely response to sourcing and ad-hoc
forecasted demand and ensure requirements "
timely response to sourcing
requirements
c. Continuous Improved processes, products and • Number of improvement and innovation
Improvement and services that are credible and recommendations that are accepted
Innovation implementable (quick wins). New • Adherence to supplier development plan

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 Guidance – Contract Management

Key Performance Area KPI Description KPI Measurement

product development (services)

and innovative ideas for discussion
and strategic decision making
5. Governance a. Governance Adheres to supplier performance • Number of missed deadlines for inputs (agenda
& Risk management principles and meets and pre-reads) and outputs (reports)
requirements for governance • Actions closed from previous review meeting as
agreed timeline
• Disputes resolved amicably as per dispute
resolution framework
b. Risk Understands and adheres to • Risks are communicated as part of governance
Management requirements for risk management. process. Risks raised with effective mitigation
Compliance Establishes and implements plans:
adequate controls to mitigate risks o Project related risks
o Supplier related risks
c. Contractual Successfully meets legal • Number of contractual breaches identified
Compliance contractual requirements and
statement of work specification
6. Financial a. Invoicing Contractually compliant with the • On time submission of invoices with supporting
time and quality for submission of documents as agreed
invoices • Number of invoice errors identified in the past
period
b. Cost Supplier provides transparency • Cost (invoices, financial proposals) is provided
Transparency into its cost breakdowns with a detailed breakdowns of activities, services,
products, quantities, etc.
c. Travel Spend Amount spent on travel with • Amount spent on travel using qualified and/or
and/or Partner Airlines. Partner Airlines.

d. Price Price reductions/ discounts/ • Number of instances of price reductions/

Reduction/ savings are consistently applied discounts/ savings and the amount
Discount/ Saving • Identified volume discounts and other price-
Opportunities reducing options
e. Penalties Financial penalties applied due to • Number of instances of financial penalties applied
non-compliance to SLA, delivery and the amount
schedule, product quality, etc.
f. Change Number and value of CRs/ • Total number of CRs raised/ Contract
Requests/ Contract Amendments initiated Amendments, value & scope of each CR /
Contract since the previous scorecard or Contract Amendment
Amendments over the reporting period

Figure VII – Balanced Key Performance Indicators example

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 Guidance – Contract Management
Section V. Contract Management Challenges,
RisksChallenges,
Section V. Contract Management and Potential Mitigations
Risks and Potential Mitigations

Without effective Contract Management, Borrowers can struggle to deliver projects e.g.
Borrowers will need to manage multiple contracts in order to construct a civil engineering
project to time, quality and cost expectations. Figure VIII highlights typical challenges that
Borrowers may encounter when developing an effective contract management approach:

Figure VIII – Contract Management Challenges

To help avoid and/or to mitigate the risks associated with these Contract Management
challenges, a risk management plan should be developed by Borrowers. The following are risk
factors and mitigating actions that Borrower may consider for their risk management plan as
part of a PPSD, and to monitor during the duration of the contract:

RISK 1 – LACK OF UPFRONT SETTING OF CONTRACT MANAGEMENT

REQUIREMENTS:
Poor contract preparation and management leads to ongoing substandard delivery of goods,
works, non-consulting services of consultants, with increased costs, and other inefficiencies.

RISK 1 - Example mitigations:

A. Start-up implementation:
• Current and proposed contracts are reviewed to ensure proper preparation and
implementation, for example:
o procedures, controls and working instructions and documentation;

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 Guidance – Contract Management

o systems and data access control (administrative, operational, technical,

reporting, financial etc.);
o management performance reports;
o nomination of contact persons from both the Borrower side and supplier
o training of supplier, as required; and/or
o getting supplier/consultant/contractor staff familiar with the site, factory,
installations and Code of Conduct.

B. Monitoring and control:

• Supplier/consultant/contractor work is frequently inspected and audited on
compliance to contract terms and conditions;
• Borrower’s organization management monitor (standard) performance and Borrower-
contractor working relationship and satisfy themselves that the management control
system is efficient and effective;
• Meetings are organized in line with contract specifications to prevent avoidable loss or
delay without consuming excessive time; actions and agreements resulting from
meetings are documented;
• Management minimizes the opportunity for and cost of contract variations.
• Deviations and modifications are contractually settled according to the agreed
contractual change procedure and are authorized correctly;
• Services outside the scope of the contract are not provided without prior written
costing and agreement (using agreed contractual change procedure) and are then
controlled in accordance with the contract; and/or
• A Borrower complaints or disputes procedure is in place as agreed with the Bank, which
documents grievances and incidents where contract requirements have not been
fulfilled. Appropriate action is taken in time to recover losses or to mitigate future
claims as agreed with the Bank.

C. Performance management:
• The Borrower sets contract performance KPI’s/objectives in the contractual
agreement, and monitors the achievement based on actual results and developments
e.g.:
o efficiency and effectiveness improvements;
o budget or cost reductions; and/or
o realization of more fixed prices/tariffs and jobs in a specified time etc.

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 Guidance – Contract Management

RISK 2 – LITTLE OR NO ENFORCEMENT OF CONTRACT

DELIVERABLES, RESULTING IN PAYMENTS NOT APPROPIATELY
CONTROLLED OR MANAGED:
Borrower incurs avoidable loss by not appropriately enforcing terms and conditions of
contract during the contract period, and there is insufficient monitoring of incorrect or over-
payments.

RISK 2 - Example mitigations:

A. Goods, Work, Non-Consulting Services and Consulting quotation
• Assignment and quotation of individual jobs within the contract are properly
compared;
• Responsibilities and authorities of new jobs are identified in accordance with the
change control procedures of the agreed contract; and/or
• Job engagements are properly documented and confirmed.

B. Break-down, purchase and preparation

• Agreements are made on calculations, planning, inspections/maintenance and final
preparation timing;
• Supplier/contractor/consultant performs a sufficient breakdown of contracted work,
which may include:
o applied concept or framework;
o specified performance standards;
o analysis of activities;
o functional and technical specifications;
o consideration of relevant regulations and warranties;
o failure/malfunction solving procedures;;
o decision scheme of rules with cost-benefit analyses;
o research into modification or improvement possibilities; and
o concept evaluation, review and improvement.
• Purchasing by contractor, where applicable, complies with agreed contract conditions:
o specified services and performance specifications in line with top-level
contract;
o service adjustment/change control procedure;
o testing and storage requirements for materials and goods;
o compliance to order specifications (type, regulations, procedures and
standards);
o inspection of purchasing documents; and/or
o verification of specifications of purchased goods.

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 Guidance – Contract Management

• Contractor performs sufficient work or job preparation to avoid subsequent

safety/competence claims, incidents or other inefficiencies:
o ESHS briefings and relevant “authority-to-work” permits are given or issued to
contractor staff prior to commencement of work;
o required staff headcount and competences are determined; and/or
o required sequence and critical path of activities (incl. inspections) are
determined and assigned.

C. Execution
• Borrower’s organization staff monitors supplier / contractor / consultant activity to
ensure that all work is carried out in accordance with the agreed order/contract
specification and to avoid losses to Borrower’s organization or contractor and
subsequent contractor claims;
• Logistics arrangements and procedures, where applicable, at worksite are in place and
actively managed to avoid congestion, downtime/demurrage and claims. Consider:
o transport and distribution;
o goods receiving and inspection on conformity with purchase order;
o stock control (physical and administrative);
o packing and storage of (repaired) products; and/or
o goods shipping.
• Contract assets are recorded on receipt in a standard data system and tracked to avoid
unauthorized use or disposal. Consider:
o general goods supplied;
o critical and/or chemical consumable goods;
o items removed from site for repair or storage;
o contractor equipment and/or hired plant brought onto site; and/or
• Hours worked by contractor / consultant staff are accurately recorded.

D. Inspection and release

• Before handover and release occur, the work performed and assets delivered are
formally:
o checked, inspected or tested to ensure that they comply with functional and
technical specifications; and/or
o then authorized and released by a responsible official.
• Inspection and verification work performed by contractor complies with contract
specifications. Consider that:
o specified inspection and verification methods and instruments are used;
o checks, inspection and tests are formally recorded; and/or
o inspection and test instruments are registered, calibrated and comply with
applicable standards and regulations.

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 Guidance – Contract Management

E. Invoicing and payment

• Supplier/contractor/consultant claims for payment are adequately verified by
Borrower’s organization in accordance with the agreed contract, for example:
o work invoiced is confirmed by Borrower’s organization via comparison with
activity and progress measurements (e.g. Gantt charts, milestone charts or
time sheets);
o contractor / consultant time sheets and claims for labor are reconciled to
adequate records, then signed off for authorization at the agreed level;
o invoices for work performed are checked prior to payment by;
 (1) comparison with supporting documentation authorized by a
responsible party; and
 (2) verification that amounts charged/quality delivered etc. are as
specified in the agreed contract; and/or
o a responsible party, who checks that the previous controls have been fully
performed and that contractor / consultant has provided all necessary
documentation as specified in contract, approves payments.
• Auditor/Controller/Oversight function ensures that procedures have been followed and
that Borrower’s organization does not pay unjustified charges:
o an up-to-date specimen signature listing is available to persons responsible for
processing invoices and credit notes;
o adequate procedures ensure that all rebates due are received;
o invoices and credit notes are accurately coded/recorded;
o a contract control account exists to record all related costs and is reconciled
on a regular basis;
o costs associated with the contract and payments are properly reported for
management’s attention; and/or
o a process exists to agree on retention amounts for disputed items which are
charged unfairly or are still outstanding.

RISK 3 – NO CONCLUDING CONTRACT REVIEW, SO ACTUAL

RESULTS ARE NOT CLEAR:
No final review of contract before it expires so the final result is unclear, no benchmarks of
supplier/contractor/consultant performance lead to poor continued execution of future
contracts - and thus more avoidable losses for the Borrower continue.

RISK 3 - Example mitigations:

• Final contract reviews aimed are performed before the contract has expired, focusing on
achievement of any KPI’s and agreed deliverables;
• Interim and post-completion contract reviews are carried out; lessons learned are defined
and demonstrably implemented; and/or

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 Guidance – Contract Management

• Borrowers benchmark their practices against other similar organizations and can
demonstrate that this has improved local contract (administration) practices.

RISK 4 – POOR CONTRACT REPORTING AND COMMUNICATION

PROCESS LEADS TO CONFUSION, POOR PERFORMANCE AND
MISSED OPPORTUNITIES:
Significant internal and external contract information may not be captured, reported and
communicated in a productive, consistent, confidential and timely manner.

RISK 4 - Example mitigations:

• Borrower has determined and scheduled the format, content and frequency of reported
information in accordance with defined business plans (objectives, KPIs and actions) to
ensure effective, efficient, consistent, confidential and/or timely management reporting
(information model or reporting structure);
• Proper reports are timely available to enable employees and managers to carry out their
duties and responsibilities;
• Borrower acts promptly on problems regarding proper reporting (as planned) to enable
adequate communications and process performance control;
• Communication plans and procedures are in place to facilitate and control the overall
communication process; and/or
• Borrower has implemented various communication channels to enable:
o communication of all significant business plans that impact the contract,
organizational performance results and issues as appropriate (top-down)
o promotion of an open/free and safe environment for employees to raise issues,
opinions, improvement ideas etc. (bottom-up).

RISK 5 – POOR CONTRACT MANAGEMENT MEETINGS LEAD TO

CONFLICT, MISUNDERSTANDING, AND BAD RESULTS:
Inefficient and ineffective contract management meetings may frustrate the monitoring and
achievement of objectives, cause avoidable conflict between parties, and frustrate the overall
communication process.

RISK 5 – Example Mitigations:

• Borrower has implemented a contract management meeting structure to enable efficient
and effective communications and process performance control, covering:
o all relevant departmental or process participants;
o appropriate frequency;
o standard agenda listing in line with defined procurement strategy and policy
plans;
o required management reports and business/action plans; and

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 Guidance – Contract Management

o required minutes and ‘action & decisions overview’.

• Proper meetings are held in a timely manner to enable employees and managers to carry
out their duties and responsibilities in accordance with the agreed contract; and/or
• Borrower acts promptly on problems regarding ineffective and inefficient meetings to
ensure proper communications and process performance control.

RISK 6 – POOR SENIOR MANAGEMENT CONTROL REINFORCES POOR

CONTRACT MANAGEMENT PRACTICE ON THE GROUND:
The specific contract management approach is not effectively monitored or controlled against
agreed/expected organizational performance objectives and standards.

Example mitigations:
• Borrower senior staff (and the Bank as appropriate) supervise the process operations in a
sufficiently detailed manner to ensure adherence to applicable policies, procedures and
contracts/Service Level Agreement’s;
• Borrower senior staff (and the Bank as appropriate) frequently reviews actual
performance against (budgeted) objectives and standards (including analyses of
deviations) to ensure the achievement of objectives; and/or
• Borrower senior staff (and the Bank as appropriate) reviews and maintains a detailed
action plan (which includes complete indication of the responsible person, due dates, follow
up etc.) to ensure effective follow-up of any improvement actions to achieve objectives.

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 Guidance – Contract Management

Section VI.Contract
Section VI. Contract Management
Management Plan (CMP)
Plan (CMP)

CMP definition
Per Annex V, Procurement Regulations for IPF Borrowers, Section 3. Specific Elements of the
PPSD. The PPSD provides the basis for the Borrower to prepare the Procurement Plan and the
subsequent CMP. The PPSD will identify those contracts requiring a CMP. For contracts
identified in the PPSD, the Borrower shall develop a CMP with KPIs and milestone events. The
Borrower shall monitor the performance and progress of contracts, in accordance with the
CMP, and provide timely reports to the Bank. The Bank may use the information gathered to
benchmark performance.

Typical content of a CMP

As described in Annex XI, Procurement Regulations for IPF Borrowers, for contracts identified
in the PPSD, the CMP shall typically contain:
• identified potential risks (such as delays in the contractor’s right of access to site,
payment delays, and other defaults in the Borrower’s contractual obligations that
could potentially lead to contractual disputes), and their mitigation;
• key contacts and roles and responsibilities of the parties:
• the names and contact details of the key contacts for each party;
• ensuring that each party has established the necessary authorizations and delegations
for its personnel at the beginning of the contract is an important prerequisite to
ensuring that all contracting decisions are valid and enforceable;
• communication and reporting procedures;
• key contractual terms and conditions;
• contractual milestones, including critical path (identified to ensure early detection and
mitigation of issues), and payment procedures consistent with contractual provisions;
• key contract deliverables, identified and properly described, and updated to account
for change orders during the execution of the contract;
• KPIs and a description of the measurement process (if required);
• contract variation/change control mechanisms; and
• record-keeping requirements.

Timeframe for a CMP

A CMP should be initiated during the period when the contract is being written, and be fully
complete at the time the contract is signed. This is important so that all parties fully
understand and are clear on how measurements will be applied (in particular KPI’s and any
linkages made to payment decisions).

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 Guidance – Contract Management

Section VII.
Section VII. Contract
Contract Management
Management Governance
Governance

Figure IX, based on the Borrower’s determination of the criticality of the contract (using the
supply positioning model in the PPSD Guide, see also section IV), illustrates the approach that
may be used to set the overall contract management governance agenda on an annual, bi-
annual, quarterly or monthly basis as appropriate. This example is only a guide and should be
adjusted to meet the Borrower’s needs on a project case by case basis.

Figure IX – Example topics for Contract Management Governance meetings with indicative frequencies based on
criticality

Records
The Borrower shall retain all Procurement Documents and records of procurements financed
by the Bank, as required in the Legal Agreement.

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 Guidance – Contract Management

Section VIII.Supplier
Section VIII. Supplier Relationship
Relationship Management
Management

As part of an organization wide and/or Government integrated approach to contract

management, some Borrowers may wish to consider adopting a broader Supplier Relationship
Management (SRM) approach.
SRM is a modern, strategic procurement approach that some organizations, and Governments
use to improve the overall performance of their key strategic
suppliers/contractors/consultants. There are many examples of countries using SRM to
improve the overall performance of public procurement, by targeting their largest and most
significant suppliers for specific improvement programs (usually focused on cutting
unnecessary costs, improving procurement arrangements, and adopting agile procurement
processes). SRM is often part of a broader procurement development. modernization or
reform program – as to deliver it effectively requires resources, commitment and high degree
of procurement maturity. If Borrowers are interested in SRM, then they should contact their
local World Bank representative to discuss opportunities.
SRM involves among other things, effective communication of contract management metrics
used to measure and manage the supplier’s/contractor’s/consultant’s performance across all
key performance dimensions including cost, quality, and delivery. Evaluating performance
enables shared return and operational excellence. It also enables performance to be integrated
into future procurement decisions (by the supplier/contractor/consultant citing relevant
references/previous experience in their bid documents).
Key objectives of an SRM approach may include:
• Defining and updating KPIs for various supplier/contractor/consultant services and
monitor performance against agreed KPIs;
• Identifying areas where the supplier/contractor/consultant is not performing to
expectations and working/partnering with the supplier/contractor/consultant to identify
improvements;
• Providing a standard, comprehensive view of supplier/contractor/consultant performance
across the Borrower’s organization and/or country as a whole;
• Improving visibility of strategic supplier/contractor/consultant engagement across the
Borrower’s organization and/or country as a whole;
• Setting clear roles, accountability and responsibilities for owning, managing and driving
innovation and quality performance; clear ownership of the relationship with strategic
suppliers/contractors/consultants;
• Effective and open communication and collaboration with suppliers; regular meetings and
performance reviews; and/or
• Defining the appropriate escalation routes to address issues/ disputes in
supplier/contractor/consultant performance; and effective risk management.
Key SRM activities may include:
• Continuously and automatically monitor supply base performance and compare to
established targets and benefits based on balance scorecard;

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 Guidance – Contract Management

• Proactively manage supplier/contractor/consultant performance with emphasis on

improvement (in particular eliminating unnecessary costs/processes);
• Mandate policy and procedures regarding measurement of contract compliance and
penalties for non-conformance;
• Establish clear visibility into negotiated contract price/service level agreements and
identified resources are responsible for ensuring performance levels are being met;
• Utilize balanced scorecards and metric dashboards developed mutually with
suppliers/contractors/consultants and use it to communicate performance expectations
and opportunities for corrective /preventive actions;
• Compare supplier/contractor/consultant execution data from procurement activities to
contract data for performance evaluation;
• Conduct periodic meetings with top level supplier/contractor/consultant officials to
review and/or reward performance;
• Centralize electronic storage of contract performance history, meetings and current
agreements; and/or
• Automate data input from reliable data sources to drive the reporting of aggregate
supplier/contractor/consultant performance.
SRM is a complex topic, and must be managed carefully to avoid any perceptions, real or
otherwise of conflict of interest, or fraud and corruption. However, when managed
appropriately SRM can deliver significant improvement benefits to the buyer and
supplier/contractor/consultant. The World Bank has many examples of SRM approaches, if
Borrowers are interested in SRM they should contact their local World Bank representative to
discuss opportunities.

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 For additional information about the World Bank Procurement
Framework, including Standard Procurement Documents (SPDs),
Guidance, briefing, training and e-learning materials see
www.worldbank.org/procurement