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It links contract and supplier management activity to the Council’s Corporate Plan and Procurement Strategy, describing roles, responsibilities, governance, implementation steps, and contract review routines. The framework emphasizes measurable performance via KPIs, structured contract modification and exit planning, comprehensive reporting and monitoring, and risk management to support best value and service delivery outcomes for citizens.",{"@graph":63,"@context":118},[64,80,101],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":41,"@type":70,"position":76},"https://docshare.wps.com/template/letters/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/corporate-contract-supplier-management-framework-11-november-2021-section-contents/239713/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/corporate-contract-supplier-management-framework-11-november-2021-section-contents/239713.png","ImageObject",442,249,{"name":88,"@type":89},"Chumphorn","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-22","2026-09-11",true,{"@type":98,"interactionType":99,"userInteractionCount":8},"InteractionCounter",{"@type":100},"ViewAction",{"@type":102,"mainEntity":103},"FAQPage",[104,110,114],{"name":105,"@type":106,"acceptedAnswer":107},"What is the main purpose of the Corporate Contract & Supplier Management Framework?","Question",{"text":108,"@type":109},"To provide a consistent approach for managing and monitoring suppliers, helping service areas meet corporate priorities while supporting best value, service quality, and contract performance.","Answer",{"name":111,"@type":106,"acceptedAnswer":112},"How does supplier management differ from contract management?",{"text":113,"@type":109},"Supplier management covers activities across a supplier’s whole portfolio and is typically more strategic and longer term. 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Contract and Supplier Management activity is important in delivering service provision that has the greatest positive impact upon the citizens of West Lothian. The Corporate Contract and Supplier Management Framework provides a consistent approach to managing and monitoring suppliers that supports all service areas to meet the priorities outlined in West Lothian Council's Corporate Plan.  \n1.3 The Councils Corporate Procurement Strategy 2019-2023, Outcome One, is focused on ensuring that all spend that can be positively influenced through contract and supplier management.  \n1.4 The Contract and Supplier Management Framework allows Contract Managers to work closely with suppliers, internal customers and service end users to maximise the quality of service delivery, minimise the total cost of ownership and to maximise Supply Chain efficiencies throughout the life of a range of contracts across the procurement and commissioning of Supplies, Services and Works. It provides evidence to the Council, its external partners and regulators to support best value as well as ensuring the delivery of outcomes for people living in West Lothian.  \n1.5 Contract and Supplier Management should result in contract procedure and process improvements and should ensure that the contract and, therefore the service is delivered to the required standards, provides value for money, enhances service delivery to end users, proactively identifies and manages any risks e.g. which may impact on a supplier’s service delivery / fulfilment of the contract requirements, improve and develop contract and supplier performance across the Council.  \n1.6 A consistent approach will maximise efficiencies and promote added value across the supply base, appropriately influence supplier activity and decisions, improve value for money over and above cost savings , and ensure the contract is effectively administered, supporting change management.  \n1.7 Contract & Supplier Management can be considered successful when:  \n• the arrangements for service delivery continue to be satisfactory to both parties, and the expected business benefits and value for money are being achieved or exceeded;  \n• the supplier is efficient, co-operative and responsive;  \n• the organisation understands its obligations under the contract;  \n• there are no sur","cbCaiaw4LqTK5SOg","https://ap.wps.com/l/cbCaiaw4LqTK5SOg","pdf",1249450,118,"English","# 1 Introduction\n## 1.1-1.4 Spend, pressures, and alignment to corporate priorities\n## 1.5-1.7 Purpose, benefits, and indicators of success\n## 1.8-1.10 Scope and relationship to legislation and procurement methodology\n# 2 Definition\n## 2.1 Differences between contract management and supplier management\n# 3 Purpose and Benefits of Contract and Supplier Management\n# 4 Roles and Responsibilities\n# 5 Determining the Level of Contract and Supplier Management\n# 6 Contract Implementation\n# 7 Contract Review Meetings\n# 8 How to Measure Key Performance Indicators (KPIs)\n# 9 Modification of Contracts During Their Term\n# 10 Contract Exit\n# 11 Reporting and Monitoring\n# 12 Risk Management\n# 13 Reviewing the Corporate Contract and Supplier Management Framework\n# Appendices","[{\"question\":\"What is the main purpose of the Corporate Contract \\u0026 Supplier Management Framework?\",\"answer\":\"To provide a consistent approach for managing and monitoring suppliers, helping service areas meet corporate priorities while supporting best value, service quality, and contract performance.\"},{\"question\":\"How does supplier management differ from contract management?\",\"answer\":\"Supplier management covers activities across a supplier’s whole portfolio and is typically more strategic and longer term. Contract management focuses on a specific contract for the goods or services being procured.\"},{\"question\":\"When can contract and supplier management be considered successful?\",\"answer\":\"When service delivery remains satisfactory to both parties, business benefits and value for money are achieved, suppliers are efficient and responsive, obligations are understood, and disputes or surprises are avoided.\"}]","CORPORATE CONTRACT & SUPPLIER MANAGEMENT FRAMEWORK - 11 November 2021 - SECTION CONTENTS | PDF",1789152317,41]