Know what your supplier agreement actually asks for.
Supplier contracts often distribute responsibility across a master agreement, statement of work, policy and service schedule. ContractIQ helps procurement and legal teams trace those commitments before signature, with findings grounded in the draft rather than in a generic checklist.
Evidence-backed review prompts. A human decides what to accept, clarify or escalate.
Test the operating model in the wording
Start with the service the business is buying. Identify inputs the supplier needs, milestones that depend on your team, acceptance criteria, reporting duties, subcontracting and continuity arrangements.
Then examine what happens when delivery slips: notice, cure, service credits, replacement performance, suspension and termination should be read as one chain. A remedy that only applies after an undefined event may not match the operational risk.
- Service levels: definition, measurement window, exclusions and remedy.
- Commercial mechanics: indexation, pass-through costs, invoicing and disputed charges.
- Exit and resilience: transition assistance, data return, dependencies and surviving duties.
Evidence that helps procurement conversations
A cited finding gives the category owner a concrete starting point: which sentence needs an owner, a number, a process or a decision. It can also expose when an important protection appears only in a schedule that the main agreement makes secondary.
ContractIQ does not decide whether a supplier is acceptable. It makes the assumptions visible so the procurement, legal and operational teams can make that call deliberately.
Read the cited wording with the people who own the commercial and operational outcome.
Example: a service credit is not the whole remedy
“Service credits are Customer’s sole and exclusive remedy for any failure to meet the Service Levels.”
The sentence may limit recovery even where the failure is repeated or operationally serious. Check the definition of Service Levels, the credit cap, carve-outs, termination rights and any liability language before treating the credit as adequate protection.
A low credit can be acceptable for a low-impact service and inadequate for a critical dependency. That is a business risk decision informed by the complete contract.
A focused next step
- Map each critical service to its measurable commitment and owner.
- Read remedy caps alongside liability exclusions and termination rights.
- Confirm the operational exit plan is reflected in binding wording.