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TOOL DEVELOPMENT AND CONTRACT FOLLOW-UP

  • Audit
    -Taking into consideration company culture, current teams, and management’s wishes through interviews and the documentation being developed

    -Analysing processes for communication and information-sharing, tools for follow-up and reminders, as well as the practises and habits of the staff involved

    -Reviewing the projects underway and to come

  • Creating, developing and adapting tools, training staff, defining operating procedures and reporting processes
  • Appointing the people in charge of the improvement plan and organisation of follow-up
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CONTRACT KICK-OFF & ESTABLISHING BEST PRACTISES

    • Analysing the contract, the parties and the project status
    • Identifying contract loopholes and strengths by discipline and in a more general way
    • Preparing the Kick-Off Meeting along with the recognised leads from the disciplines involved
    • Beginning, preparing and distribution of the respective contractual responsibilities:
      -Identifying the staff responsible for notifications (events, deadlines, out of scope, etc.) in the given timeframes

      Taking note of the contractual strengths and loopholes for each scope of work

    • Setting up indicators for early detection
    • Drafting DO’s & DON’Ts for the project team
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DISPUTES: FROM RESPONSE STRATEGy TO NEGOTIATION

  • Analysing the contract, the parties and the project status
  • Repositioning the contractual strategy and choice of the operating procedures (standby position, entering into negotiation, etc.)
  • Collecting information and documents, drafting defensive & offensive claims
  • Preparing, participating in or managing meetings for assessment, negotiation, legal counsel, as well as those with representatives of the International Chamber of Commerce Experts or Arbitration
  • Negotiation strategy
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OPERATIONAL MANAGEMENT OF A CLAIM FILE

  • Selecting topics (defence or offense)
  • Collecting information and documents
  • Drafting claim files (line of argumentation, review/reminder of main obligations, chronology of events, etc.)
  • Quantum of damages
  • Preparing, participating in or managing meetings with legal counsel and/or lawyers
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SETTING UP A CONTRACT MANAGEMENT DEPARTMENT

  • Taking into account the existing structure:-Company culture, teams already in place, management’s wishes-Communications and information-sharing processes, existing documentation, tools for follow-up, practises and habits
  • Determining the position of the new department within the company and related communications
  • Defining the organisational chart, the roles of necessary staff (required background and skills)
  • Training the team and upgrading their skills
  • Developing and organising tools, setting up best practises
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