Roche Diagnostics Netherlands works with service contracts for the installation, maintenance and support of its laboratory systems. For Berrie Weijenberg, Chapter Lead Customer Care Service, this is part of everyday practice.
When more and more academic hospitals began opting for a single, uniform service contract format, Berrie wanted to understand how that format is structured and which principles underpin it.
“Academic hospitals want a single format. That format has been accredited by Nevi. If I want to provide value, the best thing I can do is align with what Nevi has accredited.”Berrie Weijnenberg
That is why the Nevi programme Contract and Supplier Management was a logical choice. From the very first lesson, Berrie noticed that he entered the programme with a different background than many of the other participants. They mainly work as contract managers on the client side, whereas he sits at the table as a supplier when service contracts are concluded. That position provided a valuable perspective in discussions and assignments.
In addition to fostering greater mutual understanding and gaining insight into how the service contract format came about, Berrie expected the programme to help him develop relevant recommendations and identify improvement opportunities within his organisation.
The programme covers many topics, but participants are asked to choose one specific issue to work on throughout the trajectory. That is quite a challenge, Berrie admits.
“You receive broad training and encounter all sorts of things that make you think: this could be improved or done differently. But in the end, you have to choose one topic.”Berrie Weijnenberg
He chose lifecycle management because it is directly related to both cost control and the agreements Roche makes with its customers. The systems Roche supplies have a lifespan of around ten years. In practice, contracts are sometimes tacitly extended, even though service costs increase as a system ages and the risks grow.
In addition to lifecycle management, Berrie also saw that the process side requires attention. Contracts at Roche often run for seven to ten years. He wants Roche to place greater focus on how such contracts are concluded and which agreements apply when a contract is extended. This requires clear documentation.
The internal division of roles also plays an important part. Commercial agreements are made by Sales, while his department is responsible for execution. As a result, he wants to be involved earlier in the process so he can indicate what is feasible.
The Nevi Contract and Supplier Management programme was recently updated. Berrie’s cohort was the first group of participants to follow this revised structure.
Berrie began the programme with a concrete research question. Thanks in part to the programme, he has now been able to answer it. During the course, he discovered several ways to make the value of service more explicit through their contracts.