Subcontracting 101

Subcontracting 101 PowerPoint PPT Presentation


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David DobryDirector, Business Development, L-3 Command

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Subcontracting 101

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1. An overview of how to better subcontract with area large businesses within the SPAWAR Atlantic community Subcontracting 101

2. David Dobry Director, Business Development, L-3 Command & Control Systems and Software. Board of Directors, Charleston Defense Contractors Association (CDCA) Webmaster, CDCA Website (charlestondca.org); Charleston Small Business Portal (charlestonsb.org) Office: 843-824-2227 x 3916 Mobile: 843-818-9976 [email protected] Subcontracting 101

3. Common Misconceptions My capabilities will win me new business REALITY: Capabilities are a small part of the big picture, which also includes contracts, customers, and capture. My socioeconomic class (SB Status) entitles me to a piece of the action REALITY: No status or class is, or was ever intended to be, an entitlement program. Large Business owes me REALITY: Most LBs are capable of performing 100% of the work. We pick our SBs based on #1 above, as well as responsiveness, agility, and understanding. Everybody should get a set-aside REALITY: SB goals are based on class Set-Asides on responsiveness (The Rule of Two). Ill negotiate the workshare up front, that way Im guaranteed the work REALITY: We live in an IDIQ/CPFF/CPIF world. Nothing is guaranteed.

4. What Can I do to Better my Chances? Be Prepared if the RFP is out, its already too late. Practice sound capture. Know the opportunity, the competitors, the customer, and the history. A sound capture effort begins 3 years before the RFP is released. Target what you can win, not what you want to win. Its ok to want just follow every want with a how. Always be prepared to No Bid.

5. Even if you think you dont You Need a Process

6. Common Impacts of Mergers and Acquisitions Collection of Small Companies mindset No common processes for business development Inability to effectively leverage combined strength of new company Redundant, uncoordinated marketing Blurred brand image in the marketplace Management attention becomes internally focused Cost of business development increases

7. What Other Companies Have Done Formed integrated project teams to assess best business development practices across legacy companies Created new unified business development processesincorporating the best of the best Implemented unified business development processes to achieve CMMI Level 3 - 5 maturity Trained capture and proposal professionals in new unified business development processes

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