Managing and Negotiating with Consultants, Contractors and Suppliers

Much of the value lost with consultants, contractors and suppliers is lost before and after the contract is signed: in weak scopes, bids evaluated on price alone, negotiations without preparation and performance that nobody measures. This programme gives practitioners a practical approach to evaluating offers, negotiating sound terms and managing performance through to close-out.

11 - 15 October 2026 Location

Vienna

5 Days

USD 5,500

Organisations spend a large share of their budgets through third parties, yet the relationship is often managed in fragments. Procurement runs the tender, a technical team writes the scope, legal reviews the clauses and an operational manager inherits the contract. Scopes are unclear, evaluation criteria reward the lowest price, key protections are missing, and negotiations are conducted without a clear walk-away position. Once work starts, performance problems are handled informally until they become disputes.

This programme follows the full external spend cycle as one connected process. It moves through five stages: defining the need and the sourcing strategy, evaluating bids and proposals, drafting the key commercial terms, preparing for and conducting negotiations, and managing performance, change and the relationship through to close-out.

Built on recognised practice. The programme references the Kraljic portfolio approach to supply positioning, principled negotiation as developed at the Harvard Program on Negotiation (interests, options, BATNA and objective criteria), ISO 44001 on collaborative business relationship management, ISO 20400 on sustainable procurement and the contract administration principles found in widely used international contract forms such as FIDIC. They are applied as practical tools rather than studied in the abstract.

Decisions this programme improves. Which sourcing and contracting approach fits each purchase; how to weight quality and price in an evaluation; which clauses and incentives to insist on; what to concede, what to trade and when to walk away; how to respond when a supplier underperforms; and when to renegotiate, escalate or exit.

How it is delivered. Twenty hours across five sessions, built around one running case: a consultancy assignment and a services contract that move from scope and tender through evaluation, negotiation and a mid-contract performance problem. Participants score competing proposals, draft key clauses, prepare a negotiation plan and take part in negotiation role plays with feedback.

In-house option. For organisations, the programme can be tailored to your own procurement regulations, contract templates, approval limits and supplier base, and delivered to procurement, technical and contract management staff together so that all functions follow the same approach.

Who Should Attend

Procurement professionals: buyers, category managers, tendering and sourcing officers

Contract managers and administrators responsible for consultancy, service and works contracts

Project and technical managers who define scopes and manage consultants and contractors

Legal and commercial staff involved in contract drafting and negotiation

Finance and budget holders who approve and monitor external spend

Objectives

Position purchases by value and supply risk and choose an appropriate sourcing strategy

Write scopes of work and terms of reference that can be priced, measured and enforced

Design bid evaluation criteria and score technical and commercial proposals objectively

Identify the key clauses needed to protect the organisation, including liability, payment, change and termination

Select and structure incentive and payment arrangements that reward the right outcomes

Prepare a negotiation plan setting out interests, priorities, BATNA, targets and concessions

Apply principled negotiation techniques to reach agreements that last

Set key performance indicators and service levels and monitor supplier performance

Manage variations, disputes and underperformance through structured contract administration

Build supplier relationships that balance collaboration with commercial control

Course Outline

Getting the Basis Right: Needs, Scope and Sourcing Strategy

The external spend cycle: from need to close-out
Supply positioning with the Kraljic matrix
Make, buy or partner decisions for consultancy, works and supply
Scopes of work and terms of reference that can be measured
Market engagement and supplier pre-qualification
Sustainability and local content considerations in sourcing

Evaluating Bids and Proposals

Evaluation models: lowest price, quality and cost based, best value
Setting and weighting technical and commercial criteria
Detecting abnormally low bids, qualifications and hidden assumptions
Clarifications and post-tender discussions within procurement rules
Evaluating consultants: methodology, team and capacity
Documenting decisions for audit and integrity

Contract Terms That Protect the Organisation

Key clauses: scope, price, payment, time, change and termination
Liability, indemnities, insurance, warranties and securities
Intellectual property and confidentiality in consultancy contracts
Incentive arrangements: fixed price, reimbursable, target cost and performance-based payment
Service levels, KPIs and remedies
Dispute resolution clauses and governing law considerations

Negotiation Planning and Strategy

Positional and principled negotiation
Interests, options, BATNA and objective criteria
Preparing the negotiation plan: targets, limits and concessions
Power, information and timing in supplier negotiations
Managing tactics, pressure and deadlock
Cross-cultural and team negotiation; negotiation role plays

Managing Performance, Change and the Relationship

Contract mobilisation and handover from procurement to operations
Monitoring and measuring consultant, contractor and supplier performance
Performance reviews, corrective action and escalation
Controlling variations and scope creep
Supplier relationship management and collaboration under ISO 44001 principles
Close-out, supplier evaluation and lessons learned

Competencies

Supply positioning and sourcing strategy

Scope of work and terms of reference drafting

Bid and proposal evaluation

Key contract clauses and risk allocation

Incentive and payment arrangement design

Negotiation planning and principled negotiation

Supplier performance measurement and KPIs

Variation and contract change control

Supplier relationship management

Vienna

Elite Academy can deliver its complete portfolio of professional training programs in Vienna. With a major international center for business, diplomacy and professional services, the destination suits both scheduled learning and tailored arrangements for organizations or individual professionals. As an Elite Academy training destination, Vienna provides access to our full portfolio rather than a city-specific set of specializations. The city is a major international center for business, diplomacy and professional services, creating a suitable environment for organizations developing their teams and for professionals attending independently. Upcoming scheduled courses are listed on this page, while any other Elite Academy program can also be requested for delivery in Vienna, subject to scheduling and delivery requirements. Explore the schedule or browse our training areas to find the right option.

Managing and Negotiating with Consultants, Contractors and Suppliers

Who Should Attend

Objectives

Course Outline

Getting the Basis Right: Needs, Scope and Sourcing Strategy

Evaluating Bids and Proposals

Contract Terms That Protect the Organisation

Negotiation Planning and Strategy

Managing Performance, Change and the Relationship

Competencies

Vienna

Related Topics

Contract Administration: Obligations, Disputes and Close-Out

Managing Contractual Claims and Disputes

Certified Purchasing Professional Preparation