How do you handle a vendor who is not delivering goods or services on time?

First, be sure that the initial contract you signed is encompassing of all of the goods and services that you are requesting. When it comes to events, items are added fairly quickly and at times you may be requesting something that is not apart of the agreement. With that being said, referencing the contract on calls, specifically the timeline of project and expectations are crucial. Make sure to proactively communicate any changes and or feedback. Always come to vendor calls with agendas, where both can add questions/comments during and after each call. This allows for as little room as possible for misalignment.

Address delays with a proactive approach. Communicate concerns promptly, seeking reasons for delays and proposing solutions. Establish clear expectations and deadlines. If issues persist, escalate communication to higher management levels. Review contract terms, penalties, and dispute resolution mechanisms. Explore alternative suppliers to mitigate risks. Document all interactions for future reference. If necessary, consider legal action but prioritize resolution through negotiation. Maintain open lines of communication to foster a collaborative and mutually beneficial relationship.

Start from a place of understanding. Also, in a vendor relationship, just as it is in a personal relationship, certain boundaries are deal breakers. Be aware of those and ensure they are always communicated early on; otherwise, it becomes an ultimatum.

Guarde todos os e-mails e outros documentos relacionados ao seu contrato com o fornecedor, caso se você precisar tomar medidas legais. Entre em contato com o fornecedor, explique a situa??o e exija uma explica??o para o atraso e um cronograma de entrega atualizado. Se o atraso causar algum tipo de prejuízo a você, você pode ter direito a alguma forma de compensa??o. Como um desconto, reembolso, upgrade gratuito ou outra forma de compensa??o. Esteja disposto a encontrar um novo fornecedor. é importante ser razoável e realista sobre o que você pode pedir e o que o fornecedor pode oferecer.

Depending on the vendor, your contract may spell this out (and if you're in process of choosing vendors, this is something to consider getting into each contract). Your vendor has said they'll deliver, and if they are not, assuming you're exhausting all options through communication, you can determine to what extent you don't have to hold up your end of the deal. Discuss delayed payment until services are rendered or goods are delivered, and if not in time for your event, see what refunds are possible.

Se o atraso foi causado por circunstancias além do controle do fornecedor, como clima, tráfego ou falha de equipamento, você pode ser mais tolerante e cooperativo. Fa?a uma lista de seus requisitos: O que você precisa exatamente do fornecedor? Quanto tempo você precisa dos bens ou servi?os? Pesquise outros fornecedores. Você pode ser capaz de improvisar uma solu??o alternativa que n?o envolva um novo fornecedor também. Adquira os mesmos bens ou servi?os ou servi?os semelhantes de outro fornecedor. Empreste ou alugue os bens ou servi?os de um colega ou parceiro. Ajuste sua agenda ou layout de eventos para acomodar o atraso. N?o tenha medo de pensar fora da caixa e encontrar uma solu??o que funcione para você.

I was at an event with this very young guy, and he was supplying hospitals. He said that close to 90% of all orders are delivered the same day if ordered before 10:00. He can do that because he has multiple vendors for each item. That sounds like a good idea. Keep in mind the effort of maintaining too many vendor relationships. That can be a drag on your time as well.

That is a breach of the contract, not unless this clause was not included, your business is bound to lose when your partners are not reliable. Peruse the consequence ladder and nullify the contract.

Cada evento é uma oportunidade de aprender e melhorar. Ao identificar o que deu certo e o que deu errado, você pode melhorar suas habilidades e processos de planejamento de eventos para que seus próximos eventos sejam ainda mais bem-sucedidos. Logo após o evento, reserve um tempo para refletir sobre o que aconteceu. Os participantes s?o uma ótima fonte de feedback sobre o evento. Você pode solicitar feedback por e-mail, mídia social ou questionários. Se você tiver dados sobre o evento, como números de participantes, feedback do cliente ou dados financeiros, analise-os para identificar tendências e oportunidades de melhoria.

If there was a personal issue with a vendor, ask yourself how you might have contributed to the situation. Also, sit down with the legal team, look at hiccups and see how contracts can be adjusted. Be careful that contracts do not become massive volumes of text over time.

En mi experiencia sobre eventos, a nivel general son correctas las recomendaciones. Ahora, quizás sea necesario profundizar algunos puntos. Lo primero es tener un contrato con clausulas en las cuales se contemplen posibles incumplimientos y cual será el resarcimiento en cada caso (para quedar cubiertos sobre costos extra por tener que abastecernos de otro proveedor y con otros precios). Lo segundo es tener planes de contingencia, siempre varios proveedores por cada bien o servicio de emergencia. Y por último, contar con el suficiente lugar de almacenamiento (incluyendo lo refrigerado y congelado) para poder recibir con antelación los bienes necesarios (servicios: generador o grupo electrógeno). Saludos.

A little trick I like to use when I ask someone to do something for me, and it can also be applied in this vendor situation. After the instruction, I asked them how they would do it. This way, you can spot gaps where you might not have clearly communicated something critical. It is not judging how they do things, we all do things in our own way, but the delivery of certain things will always be critical.

Often times, vendors will include late fees in their SOW when a client doesn't meet their deliverable dates. Examples of this can include submitting packaged artwork or providing approvals for exhibit renders after the due date. I've seen this late management fee range anywhere from 5% to 15% depending on how much it impacts dependencies. I would consider taking the same approach with your vendor. Make sure both parties understand their deliverables and when they need to be met to keep planning on track. Include a breakdown of the project timeline in your contract so both parties are held accountable and aware. Prior to starting any working or signing any agreements, discuss how any late deliverables will be managed by both parties.