Management Reviews. The Contractor reserves the right to call monthly Program Review meetings or other meetings as needed or required by providing 15 days written notice to Subcontractor. The Subcontractor will support these meetings with appropriate personnel, data, reports, or other information stated in the notice.
Management Reviews. After receipt of the information set forth in Section 16.1, Blue Coat and Vendor shall, when Blue Coat requests, meet (by telephone, videoconference or in person) to discuss Vendor’s performance, prices and other issues relating to this Agreement, including but not limited to Vendor’s performance with regard to technology, quality, cost, availability and ease of doing business (collectively “TQCAB”). At each such meeting, Product prices shall be reviewed for adjustments, and the parties shall agree on the appropriate price adjustments and the manner and the timing of their implementation, on a fair and reasonable basis. The parties will mutually agree upon and set price reduction targets for each of the new two (2) calendar quarters based on Forecast and other factors affecting price, including without limitation those listed in Product Information Documents and identify actions and corresponding responsibilities of the parties Design & Manufacturing Services Agreement required to achieve the target price reductions. If Vendor fails to implement previously agreed targets with respect to Vendor TQCAB, then Blue Coat and Vendor will cooperate to identify the cause of such failure in order for both parties to achieve the target price reductions afterward.
Management Reviews. Reviews will be held on a quarterly basis, after the close of Blue Coat’s fiscal quarter, to assess the performance of Synnex against the mutually established objectives and criteria. Reviews will include the resetting of standards for subsequent periods as well as establishing and measuring Synnex’s performance record at Blue Coat. The location and/or meeting method will be mutually agreed upon by the parties. If on-site meetings are determined to be appropriate, the intent will be to alternate periodically between Blue Coat and Synnex sites.
Management Reviews. Xxxxxxxx agrees to participate in regular management reviews, which may include, but not be limited to, discussion regarding each party’s financial progress under the Agreement, a review of training classes attended or required, support cases, and industry trends.
Management Reviews. Reseller agrees to participate in regular management reviews with Tableau management to discuss topics including: account reviews, lead status, forecast, market plan and other relevant business issues.
Management Reviews. The Project Team shall present quarterly reviews, in a mutually acceptable format, to senior management of both parties which shall cover progress on the Research Project, performance to budget, and planned activities and expenses in connection with the Research Project.
Management Reviews. The contractor shall participate in the following management reviews at GSFC: Logistics Staff Meeting - The contractor shall provide an overview of GLTIC operations, including accomplishments, problems, corrective actions and other details. The meetings will be held monthly, or as otherwise scheduled, and shall be attended by cognizant contractor and ILMD personnel. The contractor shall also provide a performance indicators summary report for discussion at the staff meeting. The contractor shall provide an agenda in advance of the meetings to ILMD management. Program Review - The contractor shall conduct a program review on a quarterly basis. The program review shall cover all aspects of GLTIC operations, both technical and business, including a summary of accomplishments in each functional area. The review shall be attended by the ILMD and GLTIC management team, and other division or contractor representatives as required. Project Support Meeting - The contractor shall conduct a review for ILMD management on a bi- monthly basis to report on the status of support activities for each project supported by the contractor. The contractor shall provide an updated matrix at the review, which includes pertinent information about the project, including type of support being provided, points of contact, schedule dates, and changes since the last review. Division Staff Meetings - The contractor shall attend these weekly staff meetings with the ILMD managers, and provide status as necessary on current activities/problems that are important to the management team.
Management Reviews. GTEDS will schedule and manage meetings with Genuity to review the performance criteria defined in the SLA. These meetings will occur Monthly or at some other interval as agreed to by GTEDS and Genuity. The purpose of these meetings is to evaluate GTEDS' performance. Topics discussed include: . Response/coverage relative to hardware/software down time, resource availability, or general coverage. . Follow-through relative to what GTEDS is doing about lingering open problems. . Critical situations (existing or potential services) that may affect Genuity's service. . What the business partner can do to help GTEDS improve its service. . General comments and/or questions. . Date, time, and place of the next meeting.
Management Reviews. Navigating VERYSchool project management is crucial to making real-time and appropriate adjustments as technological, human and organization challenges require prompt or immediate information and feedback to respond with necessary course corrections. Within a closed-loop for establishing a competitive environment, VERYSchool management reviews performance information routinely, with a frequency determined by the nature of the objectives being measured, the level of review, the tightness of milestones and other sensitive factors. Generally speaking, performance measures of on-going work is foreseen each three months, with the internal audit reporting from each Partner to the Coordinator. Prompt responses will avoid delays in productivity (development) or incompleteness of contents or non-compliance or low quality products (i.e. milestone, deliverables) or late remedial reactions to act upon obligations and requirements. Each time shortfalls are evident in VERYSchool management or development, a commitment to the corresponding actions of the recovery plan and in monitoring the progress towards recovery is of utmost importance. Partners throughout the Consortium will respond in concert with management’s rigor. End-to-end process and improvement are dependent on the performance of all Partners along the value chain of VERYSchool development. Timeliness, accuracy and dependencies between Teams and sub-work organizations are absolutely crucial to help management for assessing the effectiveness, and therefore the usefulness, of the project outcomes within an unique structure. As a regulator, the Coordinator is a supplier of guidance and requirements to all partners, while maintaining and sharing performance metrics on the effectiveness of both of these concepts. As performance information is gathered and analyzed, opportunities for reorganizing and improved allocation of resources will become more clear. Determination of the largest gaps in performance between the organization’s current level of work and the identified improvement targets makes selection of opportunities much more effective.
Management Reviews. Tapout and 7Base shall, when Tapout requests, meet (by telephone, videoconference or in person) to discuss 7Base’s performance, prices and other issues relating to this Agreement, including but not limited to 7Base’s performance with regard to technology, quality, cost, availability and ease of doing business (collectively “TQCAB”). At each such meeting, Product prices shall be reviewed for adjustments, and the parties shall agree on the appropriate price adjustments and the manner and the timing of their implementation, on a fair and reasonable basis. If 7Base fails to implement previously agreed targets with respect to 7Base TQCAB, then Tapout and 7Base will cooperate to identify the cause of such failure in order for both parties to achieve the target price reductions afterward.
