Best Contractual Practices Report: Latin America

In collaboration with

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This report, drawing on the combined outreach of Worldcc and Webdox, is the first truly comprehensive study into the maturity of contract management in Latin America. It examines the deployment of resources, both human and technology, and allows comparison against other world regions.

The findings show that contract management is an evolving activity, with its growth largely reflecting the region’s increasing engagement with external markets and relationships. As with other parts of the world, international trade is driving a greater need for formal agreements and fresh approaches to the monitoring and management of performance and risk. This is reflected in the primary industries where contract management is taking root(sectors such as oil, gas and energy, and technology and software), together with the countries where it is most established (Brazil, Chile, Mexico and Colombia). Some 55% of survey respondents are working in organisations with more than 1,000 employees.

It is notable that 14% of those responding work in the legal industry, suggesting that contract-related work is often an outsourced activity. The region is also home to a significant number of captive centres, with large international corporations taking advantage of local talent and lower-cost resources. These investments are important accelerators of a growing contract management discipline since they offer attractive job opportunities for recent graduates and also provide ongoing training, which is otherwise notable by its absence.

Technology deployment is generally lagging other world regions, and this currently represents a missed opportunity to streamline processes and avoid the need for extensive hiring or training of dedicated resources. Given the extent to which weaknesses in contract management undermine business performance, executive management should develop a clear strategy for building capability and taking advantage of the tools and systems that are now available. This report offers a concrete action plan for improvement.

Strengthening dedicated roles
With just under half of organisations having full-time contract management roles, there is an opportunity to expand specialised teams and standardise reporting lines.
Enhancing technology adoption
Focus on modular technology implementation: build from e-signature(already widely adopted), gradually introduce CLM modules, especially around post-signature monitoring and risk scoring.
Bridging skill gaps
Conduct formal skills assessments and allocate budget specifically for training in contract management, supplemented by understanding and use of AI-driven tools, advanced workflow automation, and data analytics.
Reducing cycle times
Streamline internal review processes and adopt collaborative technologies to mitigate counterparty delays.
Measuring & improving performance
Establish consistent KPIS around cycletime, compliance, negotiated benefits, risk avoidance and value loss analysis.o Leverage contract analytics (and potential AI solutions) to gain insights into risk trends and negotiation bottlenecks.

These measures seek to improve operational efficiency and enhance the strategic value of contract management within the organization.

Contract management in Latin America is a maturing discipline, with organisations showing growing adoption of technology, but the capabilities offered by CLM and AI remain underutilised, with security, budget, and ROI concerns hindering progress. However, the primary constraint is a lack of executive appreciation of the need for more advanced contract management capabilities. This need is increasing and will be an essential area of competence to support greater levels of cross-border and international trade. Winning and performing on contracts is fundamental to business growth and reputation. It is easier to build that capability in advance of expanded business opportunities than as a reaction to them. Therefore, business leaders should pay attention to the critical steps that are needed to establish organisational readiness, budget allocation, and skill development, and through these, fully leverage the benefits of advanced contract management technologies.

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