From Silos to Synergy: 11 Keys to Structuring Relationships That Drive Contract Delivery

Jim Bergman

Contracts don’t deliver themselves. People do.

Behind every successful contract is a web of relationships—internal and external, formal and informal, strategic and operational. These relationships determine whether deliverables arrive on time, whether issues are resolved quickly, and whether value is truly realized. Yet too often, relationship-building is left to chance. Teams operate in silos. Vendors are treated as outsiders. Communication is reactive. And when things go wrong, everyone scrambles.

The solution? Structure. A deliberate, disciplined approach to relationship-building that turns collaboration into a core capability. When relationships are intentional, contracts become more than agreements—they become engines of performance.

Here are eleven keys to building strong, structured relationships that facilitate delivery and elevate contract outcomes.

1. Start with a Relationship Map

Before the contract kicks off, map out the key players—internally and externally. Who owns the contract? Who manages delivery? Who approves invoices? Who escalates issues? This map becomes your blueprint for engagement.

Tip: Include names, roles, contact info, and preferred communication channels.

2. Schedule Regular Touchpoints

Don’t wait for problems to arise. Establish a rhythm of communication—weekly check-ins, monthly reviews, quarterly strategy sessions. These touchpoints build trust, surface issues early, and keep everyone aligned.

Why it works: Consistency breeds confidence.

3. Clarify Roles and Expectations

Ambiguity kills accountability. Use kickoff meetings and onboarding materials to define who does what, when, and how. Internally, clarify responsibilities across procurement, operations, and finance. Externally, define supplier roles and escalation paths.

Best Practice: Document expectations and revisit them as the contract evolves.

4. Foster Two-Way Communication

Relationships aren’t built on status updates—they’re built on dialogue. Create space for suppliers to share feedback, raise concerns, and propose ideas. Internally, encourage cross-functional collaboration and open channels.

Impact: Dialogue builds trust. Trust drives performance.

5. Use Structured Review Frameworks

Performance reviews shouldn’t be ad hoc. Use structured frameworks—scorecards, dashboards, SLA reports—to guide discussions. Include both quantitative metrics and qualitative feedback.

Example: “Let’s review delivery accuracy, responsiveness, and end-user satisfaction this quarter.”

6. Align Relationship Management with Contract Governance

Relationship-building isn’t separate from contract management—it’s part of it. Embed relationship roles into your governance model. Assign relationship owners. Include relationship health in performance reviews.

Tip: Treat relationship management as a KPI, not a soft skill.

7. Document Interactions and Decisions

Keep a record of meetings, decisions, and action items. Use shared folders, CRM tools, or contract management platforms. Documentation ensures continuity, especially during staff transitions.

Why it matters: Memory fades. Records don’t.

8. Celebrate Successes Together

Delivery isn’t just about fixing problems—it’s about recognizing wins. Celebrate milestones, acknowledge contributions, and share success stories. Internally, highlight cross-team collaboration. Externally, recognize supplier excellence.

Impact: Recognition reinforces commitment.

9. Invest in Relationship Skills

Train your teams in stakeholder engagement, supplier management, and conflict resolution. Provide toolkits, playbooks, and coaching. Relationship-building is a skill—and it can be learned.

Best Practice: Include relationship modules in contract management training.

10. Adapt Relationships as Contracts Evolve

Contracts change. So do relationships. Revisit your relationship map and engagement strategy periodically. Adjust roles, touchpoints, and expectations as scope shifts or teams change.

Tip: Use contract amendments or governance updates to formalize changes.

11. Anchor Relationships in Shared Purpose

Contracts aren’t just transactions—they’re partnerships. Anchor relationships in shared goals, values, and outcomes. For faith-based organizations, this might include mission alignment. For commercial teams, it’s about strategic value.

Why it works: Shared purpose turns compliance into collaboration.

Final Thought: Structure Builds Trust. Trust Delivers Results.

Strong relationships don’t happen by accident. They’re built—deliberately, consistently, and strategically. When internal and external relationships are structured, contracts move faster, issues resolve smoother, and delivery becomes a shared success.

This isn’t just about being nice—it’s about being effective. It’s about turning contracts into collaborations, vendors into partners, and teams into allies. It’s about building a network of trust that supports every clause, milestone, and deliverable.

So here’s your call to action:

Audit your current relationship practices. Are they structured? Intentional? Aligned with delivery? If not—start building the framework.

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Published by Jim Bergman

Jim Bergman is a commercial contract professional with global experience spanning the USA, Latin America, UK, Europe, China, South Korea, Japan, India, SE Asia, the Middle East, Africa and Australia. He has worked on a wide range of direct and indirect spend categories in numerous sectors, developing a deep knowledge of services, goods and technology procurement and sales. Across this wide array of commodity and services experience, Jim has found the keys to success in maximizing value for money through customer-supplier relationships founded on innovative category management and strategic sourcing practices, key performance metrics and measures, as well as Total Cost of Ownership principles and collaborative contracting tenets. He has shared his knowledge through advisory engagements, as well as in developing and delivering training programs both on-line and in classrooms, in both open-enrollment and internal environments. Jim has assisted his clients through all phases and steps of contracting, negotiation, strategic sourcing and bidding processes, demonstrating value generation in excess of $250 million. His audiences and clients have included over 7,000 attorneys and commercial professionals students from over 1,000 corporations and public-sector entities.

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