Contract management is the core of everything EQP does. It’s where we developed our proprietary methodology and built the technical depth that underpins our entire portfolio.
Over nearly 20 years, we have structured, audited, and optimized contracts in complex operations, translating contract management into financial and operational results.
Companies with a high volume of contracts and third parties, in practice, do not have structured management throughout the contractual life cycle.
What usually exists is the bare minimum: a signed contract, after which each department fends for itself.
The main problems are:
In practice, the contract stops being a management instrument and becomes just a document that only appears when there is a problem.
The impact is direct:
It is the creation of a structured department within the company: the Contract Management Office, or CMO. The CMO is staffed by specialists who connect the areas involved in third party contract management, support contract owners, and help ensure compliance with contract obligations, internal standards, procedures, and applicable law.
Coordinate and standardize contract administrative processes, acting as the link between contract owners, contract inspectors and support departments
Formally represent the contracting party and ensure full contract compliance across technical, administrative and legal aspects
Act on the front line of contract execution inspection, ensuring adherence to clauses and service quality
It is the creation of a structured area within the company, CGC (Contract Management Office (CMO)), responsible for ensuring that contracts function as real management instruments throughout their entire life cycle.
This office acts as an interface between operations, procurement, legal, finance, and other departments, ensuring:
More than a support team, it implements a dedicated contract management value chain that covers the full cycle:
And it closes this cycle with continuous improvement by identifying improvement opportunities.
This is not software.
It is the construction of real operational capability, based on:
People + Processes + Tools
Financial
Savings of approximately US$ 25 million in the first 6 years after the model was implemented.
Savings of US$ 10 million in just one unit during the model's first year of operation. CMO implemented in more than 20 units, including Norway and France.
Savings of approximately US$10 million in the first 3 years after completion of the work.
Savings of US$1 million captured during the months of model implementation. In an audit carried out 10 years later, 83% adherence to the model was maintained by the client without support from EQP.
US$ 1.5 million in savings identified in the contracts absorbed by CGC in the first year. Structured area with 8 dedicated professionals, all value chain processes implemented and 276 people trained in contract management in the units.
US$ 3 million in value identified between billing disallowances, avoidable values and opportunities in contract review. Value chain processes developed, 47+ contracts absorbed by the new area and 76 people trained in contract management.
Savings of approximately US$ 25 million in the first 6 years after the model was implemented.
Savings of US$ 10 million in just one unit during the model's first year of operation. CMO implemented in more than 20 units, including Norway and France.
savings of approximately US$10 million in the first 3 years after completion of the work.
savings of US$ 1 million captured during the months of model implementation. In an audit carried out 10 years later, 83% adherence to the model was maintained by the client without support from EQP.
US$ 1.5 million in savings identified in the contracts absorbed by CGC in the first year. Structured area with 8 dedicated professionals, all value chain processes implemented and 276 people trained in contract management in the units.
US$ 3 million in value identified between billing disallowances, avoidable values and opportunities in contract review. Value chain processes developed, 47+ contracts absorbed by the new area and 76 people trained in contract management.
Largest open pit gold mining company in Latin America: savings of approximately US$ 25 million in the first 6 years after the model was implemented.
One of the five largest mining companies in the world: savings of US$ 10 million in just one unit during the model’s first year of operation. CMO implemented in more than 20 units, including Norway and France.
Global client with operations in Brazil and Peru (non ferrous metals mining and metallurgy): savings of approximately US$10 million in the first 3 years after work completion.
World leader in silver production: savings of US$ 1 million captured during the months of model implementation. In an audit carried out 10 years later, 83% adherence to the model was maintained by the client without support from EQP.
Ferroalloy operation in Brazil: US$ 1.5 million in savings identified in contracts absorbed by CGC in the first year. Structured area with 8 dedicated professionals, all value chain processes implemented and 276 people trained in contract management in the units.
Mining operation in Mexico: US$3 million in value identified between billing disallowances, avoidable values and opportunities in contract review. Value chain processes developed, 47+ contracts absorbed by the new area and 76 people trained in contract management.
