What is strategic sourcing for IT?

Strategic sourcing connects organisational objectives to deliberate choices about the market, suppliers, contract models and governance.

What is the difference between contract and supplier management?

Contract management focuses on agreements, obligations, change, risk and performance. Supplier management takes a broader view of the relationship, collaboration, escalation and shared value.

Does Aquizzit support European IT tenders?

Aquizzit supports public-sector organisations with sourcing strategy, market consultation, tendering, competitive dialogue, negotiation, contracting and preparation for implementation and transition.

What does IT legal expertise mean in practice?

IT legal expertise connects technology and delivery with agreements on IT contracts, privacy and data, intellectual property, information security, AI, liability, compliance, continuity and exit.

Aquizzit Intelligence

How healthy is your contract?

Answer 18 focused questions for immediate insight into the governability, adaptability and risks of your IT contract.

Start the check

ContractControlExit

The assessment

Six perspectives. One honest picture.

Choose the option that best fits each statement. The result is an initial indication, not a legal opinion.

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Progress0 / 18 answered

Governance & ownership

Who governs, who decides and how are deviations identified in time?

0 / 3 answered

Roles, responsibilities and decision rights are defined unambiguously.

Consider the contract owner, contract manager, service owner, supplier and escalation levels.

The governance cadence supports operational, tactical and strategic decision-making.

Meetings have a clear purpose, mandate, cadence and demonstrable follow-up.

Changes, disputes and exceptions follow a workable and time-bound process.

Decisions do not stall, and changes are documented both substantively and financially.

Performance & value

Does the contract measure what the organisation genuinely needs?

0 / 3 answered

SLAs and KPIs govern relevant performance and user value.

Not only technical availability, but also quality, end-to-end performance and outcomes.

Reports are reliable, verifiable and lead to concrete decisions.

Definitions, source data and calculations are transparent and demonstrably validated.

Continuous improvement is a measurable part of the service.

Improvement initiatives have an owner, objective, schedule and demonstrable outcome.

Price & financial control

Are costs predictable, explainable and still aligned with the market?

0 / 3 answered

The pricing model is transparent and aligned with actual usage and delivered value.

Volumes, units, licences, additional work and subcontractors are traceable.

Indexation, price changes and reconciliations are bounded and verifiable.

The contractual formula prevents surprises and uncontrolled accumulation.

A workable mechanism exists for benchmarking, savings and periodic market testing.

The organisation can demonstrate whether price and quality remain reasonably balanced.

Flexibility & change

Can the contract adapt without losing control?

0 / 3 answered

Scope changes can be implemented quickly and under control.

Impact on price, risk, planning, architecture and service is assessed as a whole.

Scaling up and down is both contractually and operationally workable.

Volume bands, minimum commitments and lead times do not constrain the organisation unnecessarily.

The contract supports new technology, policy and changing sourcing choices.

There is room for innovation, partial sourcing, cloud switching and changing organisational objectives.

Risk & compliance

Have obligations been translated into demonstrable controls?

0 / 3 answered

Contract risks are kept current, assigned and actively managed.

Risks have an owner, control, deadline and clear acceptance threshold.

Regulation, security, privacy and audit rights are secured concretely and demonstrably.

Consider GDPR, NIS2, DORA, the AI Act, information security and supply-chain accountability.

Critical subcontractors and supply-chain dependencies are known and governable.

The organisation understands the chain, change rights, locations, continuity and liability.

Continuity, dependency & exit

Can the organisation continue, change or disengage in a controlled manner?

0 / 3 answered

A current, testable and financially usable exit and transition plan is in place.

Activities, deliverables, planning, capacity, cost and responsibilities are concrete.

Data, configurations, documentation, assets and knowledge can be transferred on time.

Formats, quality, ownership, access and transfer support are defined.

Supplier dependency and lock-in are consciously accepted or demonstrably limited.

Alternatives, intellectual property, key people and technical dependencies are known.

From score to action

A score is the start of the conversation.

Validate the evidence

Test the answers against contract wording, reports, decisions and day-to-day practice.

Prioritise the leverage point

Do not tackle everything at once. Start where risk, value and adaptability intersect.

Make remediation governable

Translate the outcome into ownership, actions, deadlines and concrete contractual commitments.

In-depth review

From a quick check to contractual certainty.

Aquizzit tests contract, governance, performance and exit against evidence, then translates the outcome into a concrete improvement plan.

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