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This report has focused on the terms and conditions developed in QRC and their importance in sourcing noted. The terms and conditions identified are used in sourcing for secondment services by QRC as part of their operations in Qatar Railway sector. The focus is on the success of the terms and conditions in ensuring risk of poor quality achieved, time extension, costs increase and unethical strategies. Additionally, part of this research has focused on evaluating the performance measures monitoring process and management by use of terms and conditions which have been identified and summarised. The different terms and conditions as evidenced in appendix section are detailed and holistic. This is with battle of the forms being embraced to come up with common agreement based on terms and conditions set. The use of the identified terms and conditions in QRC are informed by need for use of various resources, ordering process, risks management and demands specified. The main findings in this report highlight the different terms and conditions as holistic to ensure high-level quality services provided by QRC organisation. This is at the same time making sure supply strategy is on-time and ethical sourcing pursued. This is in terms and conditions applied in resolving challenges with performance and monitoring success levels. The key findings in this report similarly highlight that the different terms and conditions are used in resolving performance challenges owing to differences in their representation. This has been identified to be regarded as battle of the forms. The main findings is that before the process of negotiation is initiated, it is essential to benchmark to identify their core differences. The different findings in this report have been obtained by using different tools and techniques in line with the CIPS Module Notes. These key findings informed on the following recommendations;

• Broadening terms and conditions successfully
• Enhancing suppliers involvement in offering services for avoiding battle of the forms
• Terms and conditions integrating Qatar government laws and policies
• Benchmarking high performers in Qatar
• Improving experiences and knowledge of PS&M teams for terms and conditions successful management

 

• This was established after the post-negotiation review which brought out fundamental lessons about the supplier and our company’s negotiation pattern.
• As for certain important aspects, we indeed secured favourable financing conditions; yet, problems arose in attempting to synchronize delivery schedules since such conditions are affected by external supply chain factors.
• The supplier had the better BATNA and acted in a cooperative but very assertive way, and elaborated why the correct approach to negotiations is more equal.
• Further, the experience showed how flexible one has to be, how innovative, and how it pays to be more interested in long-term partnership rather than quick profit. Therefore, it will be useful in the future to improve the techniques of negotiation, improve the knowledge about the actions of suppliers, and improve intercompany and supplier cooperation.
• This will ensure that in future procurement negotiations; better outcomes are achieved.

Recommendations

• ROSHN should ensure that all negotiations within the next 6 months include specific metrics for delivery timelines, quality standards, and service levels, aiming for a 90% satisfaction rate in supplier compliance with these criteria. This approach will help secure more balanced and sustainable agreements.
• Over the next 12 months, ROSHN should develop a supplier relationship management program with bi-annual assessments to track and improve partnership quality. Target at least a 15% increase in supplier engagement scores by the end of the year to gain favorable bargaining positions during market downturns.
• Within 1 month of each major negotiation, conduct debriefing sessions to analyze performance, identify strengths, and address weaknesses. The goal is to improve negotiation effectiveness by at least 10% in the subsequent quarter through targeted adjustments based on these evaluations.
• Within the next 4 months, involve at least 80% of key stakeholders in sourcing strategy meetings to ensure alignment and gather input on critical decisions. This engagement aims to reduce misalignment issues by 20% within the year, resulting in smoother implementation of sourcing strategies.

Solution Sources of Feedback Line Manager Comments Considering point 2.3, it is evident I was involved in supporting career fair