Affiliate contracts for aggregators are important documents. This report describes how members are appointed as credit officers and examines the need for a contract with accredited agents. The report assumes that aggregators, in addition to a contract with the main broker (usually a company), accredit a number of credit recorders related to the main broker. Strategic alternatives within the service aggregator model. Within this model, there is flexibility for different approaches to determine the scale, degree of management authority delegated to the service aggregator, compensation structures and other operational issues. The member is the credit officer of the Transparency aggregator at Pricing. Customers need access to market price information as well as contract price information. The service aggregator, who acts as an agent and agent for the client, should often meet with the client to manage trends and opportunities for adaptation in sourcing. Prices. Traditional outsourcing service providers aggregate the purchase of technologies and other inputs, wrap them in a proprietary service envelope and provide the package to the customer. Implicitly, in this pooling of goods, technologies and services is a cost saving of mass purchase. In a service aggregator model, such aggregation is done on behalf of the customer, but may have benefits for the service aggregator as credits for purchase volumes that reduce its own costs. Service aggregator claims against the non-subcontracting service provider.
Similarly, in the triangular relationship, there could be claims by the service aggregator against the “under administration” parties. This is generally considered a matter of contractual efficiency and the agreed distribution of risk and liability on a bilateral basis between the client and the service aggregator. Claims from a non-subcontractor service provider against the customer and service aggregator. The service aggregation model creates a new relationship between the service provider (which provides services to the customer) and the “service aggregator,” which only coordinates and supervises these services. By introducing an intermediary, the client asks the question of how the intermediary is or is not held responsible when acting as the customer`s intermediary. Restrictions on competition. Competition law in the United States, Europe and elsewhere is intended to limit the negative economic effects of an abuse of a dominant position or an attempt at monopoly. If a service aggregator is large enough to be subject to the Sherman Act or Clayton Act or is involved in tariff discrimination under the Robinson-Patman Act, the customer could be affected. The well-developed agreement on aggregation of services will address this problem. Knowledge management processes and staff cycles. The service aggregator faces the task of providing consistent quality over time. The replication of quality processes requires a first investment in process design and training.
Replication is at risk to the extent that the service aggregator has acquired unique domain knowledge about the client`s business and that this domain knowledge is in the minds of employees rather than in the digital repositories accessible by effective sorting tools.
