First, whether it is required to have at least nine (9) senior experts, compared to the nine (9) elements of the TEFCEL Model, in order to manage oil and gas industry contract via this model, it seems that it’s not about the number of experts that may be required to manage oil and gas contracts negotiation, but it is all about effectiveness, efficacy and sufficiency. So called “cross-fertilization of knowledge‟ shall occur where there is a good level of communication and coordination between those members of the TEFCEL team in order to best professionally manage such negotiation.
Secondly, whether the less number of individual in the TEFCEL team of negation is ab initio better than more number of such people, is debatable. Where there is a good leadership in managing the relationship of the TEFCEL members and where is a good communication, internally and externally, between the TEFCEL members; where there is an efficient and effective coordination among the TEFCEL members, then, the number of TEFCEL team shall not have negative impacts on the positive and successful outcome of the team negotiation.
Third, one can designate numbers of the TEFCEL team in any specific delegation to produce better fruitful results for the best interests of the team negotiation. For instance, in Japanese style of negotiation, more people will be mobilized to manage the difficult oil and gas negotiations, but every individual is allocated for a particular purpose, thus, to be able to identify, assess and mange any and all possible risks in this process.