Pharmaceutical and life sciences organizations have a lot on their plate. Unfortunately, many organizations lack an efficient process to handle a myriad of contracts, clinical trials, promotions, supplies/goods, regulations, and compliance. Consequently, these organizations may leave themselves unprotected from potential increased risk, delays, compliance violations, wasted time, and squandered revenue. Here’s how to improve life sciences and pharmaceutical contract management with accelerated contracting.
U.S. Federal Contractors - no matter which government agency or department they are contractually involved with - can face several challenges throughout the contract lifecycle. With many different tasks to perform, there is a lot of room for errors or missteps that may lead to contract lifecycle bottlenecks, compliance challenges, regulatory violations, wasted time, and lost revenue. Luckily, government contract management software can help. Here’s how.
Vendor, customer, and employee compliance management are essential for organizations to maintain adherence to compliance standards, mitigate risk, and uphold their reputation. However, as contract volume grows, it can be difficult for organizations to track the records of vendors, customers, partners, and employees regularly. To achieve and maintain compliance, it is paramount that organizations, regardless of industry, remain aware of violations committed by entities they are performing business with. Such violations include failure to adhere to economic and trade sanctions under The Office of Foreign Assets Control (OFAC). Contract management software with intelligent national sanction compliance checks and risk analysis snapshots can help organizations to avoid these issues by providing them with a comprehensive and centralized OFAC search process.
Why Communication can Make or Break a Successful Acquisition and Improve Contract Management
Improving Contract Management is not an easy process. There are numerous steps that are involved with the acquisition process. From identifying the initial needs, all the way down to monitoring performance once a contract has been awarded will require multiple people – sometimes from different departments – to get involved. If too many people are contributing to the acquisition process, but aren’t making the effort to communicate with one another internally then the process can be unsuccessful from the start. This creates a communication gap. Not only is effective communication imperative to a successful acquisition process and improving contract management, but an open dialogue with the industry and potential vendors is too.