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 Contractor’s Association (CDCA) Webmaster, CDCA Website (; Charleston Small Business Portal ( 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 SB’s 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”). “I’ll negotiate the workshare up front, that way I’m 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, it’s 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. It’s ok to “want” – just follow every “want” with a “how”. Always be prepared to “No Bid”.

5. Even if you think you don’t 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 processes—incorporating 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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