Today, the typical contract creation process looks something like this: Brent, the major accounts representative at a large manufacturing firm, needs to enter into a sales agreement with a customer. He begins the process by sending an e-mail to his company's corporate legal counsel with the proposed details of the contract. A few days later, the attorney sends a first draft of the contract back to Brent, who then sends it to his vice president for approval. The vice president makes a few changes, approves the contract and e-mails it back to both Brent and the corporate counsel. The attorney then replies to the vice-president's e-mail with one small change and gives her approval. Finally, with all of the necessary approvals in place, Brent sends the contract to Julie, his customer contact. Julie reviews the contract, makes a couple of changes and sends it out to her review team, which includes her supervisor, the corporate legal counsel and the CFO. Each of them sends edits back to Julie by e-mail, copying the group. Now, Julie has her version plus three other versions in her e-mail. She goes through all of these different versions one by one and manually types or pastes the changes into her main file. Next, she e-mails the edited version to the group again and receives even more comments for the final version. After making the final changes, she sends the approved contract back to Brent. Brent reviews the document line by line to see what changes Julie has made to the contract and sends it back out to his group for final approval. They approve it, and the contract is finally signed. With so many different parties involved, it's no wonder that this process is so chaotic, inefficient and error prone. With so many disconnected versions of the contract in circulation, it's far too easy to miss an edit, spend time working on the wrong version, or accidentally send out the wrong version to be signed. |