The focus should be on the reason for which the contract is concluded and on the supplier`s ability to deliver in terms of service and technology. Careful consideration should be taken of the functioning of the contract after the award. Contractual agreements can bind organizations to their suppliers for a period of time and to varying degrees. It is therefore important to make the relationship work effectively by developing mutual trust and understanding, creating an open and constructive environment and contributing to the common management of contract execution. The cips contract management guide aims to cover all activities related to contract management. The activities themselves are divided into two distinct but interdependent phases, which are upstream and downstream of the award of contracts. The growing awareness of the need to automate and improve contracting processes and meet increasing compliance and analytics requirements has also led to the introduction of more formal and structured contract management procedures and an increased availability of software applications tailored to these needs. There are a number of reasons why organizations, in both the public and private sectors, need an effective contract management process: the principles of this guide could apply to all contracts, ranging from a simple order to systems contracts to complex works or service contracts. . . .