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COMMERCIAL ENTERPRISE OMNIBUS Support Services

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COMMERCIAL ENTERPRISE OMNIBUS Support Services

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    1. COMMERCIAL ENTERPRISE OMNIBUS Support Services

    2. April 12, 2012 CEOss FY06 Vendor Workshop 2 Welcome CEOss Industry Partners

    3. April 12, 2012 CEOss FY06 Vendor Workshop 3 Schedule of Events Staff Introduction What We Know (the whole brief on one slide) FY06 Overview (48 more slides) Domain Specific Performance Topics of Interest Proposal Evaluation Trends Guest Speakers Q&A CEOss Workshop Agenda

    4. April 12, 2012 CEOss FY06 Vendor Workshop 4 Schedule

    5. April 12, 2012 CEOss FY06 Vendor Workshop 5

    6. April 12, 2012 CEOss FY06 Vendor Workshop 6 Marines still don’t like to Read….. ……nor write………. Neither do Civilians GED / 8-yrs experience = Ph.D. ….and that’s why they’re “minimum” qualifications Anyone can be an engineer Everyone is an SME Why couldn’t he do that when he worked here? We actually do expect those people to show up The “cut & paste” function is a quality process Punctuation can be both useful and fun What We Know So Far

    8. April 12, 2012 CEOss FY06 Vendor Workshop 8 CEOss Results

    9. April 12, 2012 CEOss FY06 Vendor Workshop 9 CEOss FY06 Volume

    10. April 12, 2012 CEOss FY06 Vendor Workshop 10 CEOss Award Distributions

    11. April 12, 2012 CEOss FY06 Vendor Workshop 11 CEOss FY06 Market

    12. April 12, 2012 CEOss FY06 Vendor Workshop 12 CEOss FY06 Pricing Trends

    15. April 12, 2012 CEOss FY06 Vendor Workshop 15 CEOss ALA Domain

    16. April 12, 2012 CEOss FY06 Vendor Workshop 16 ALA Task Orders

    17. April 12, 2012 CEOss FY06 Vendor Workshop 17 32 FY06 TOs / 120 Total TOs Ave. FY06 winning score for ALA competition: 97 / Blue FY05 - 94.8 / High Green 3 Firms control ~90% of ALA work in FY06 Same Firms had ~75% of work within ALA last year Discounts average ~9%, with significant spot reductions SB prime revenue accounts for 35% of ALA total volume Contractors need to accomplish meaningful “due diligence” Winning proposals provide bona fide solutions - not superficial discussion, stated intent to comply, over-reliance on past performance Companies effectively marketing the PGs are having the highest levels of success - word spreads quickly Discriminators are limited among Offerors – ref: Priorities Focus on emerging Trend Areas and Strength of your Team / Workforce ALA Performance Trends

    19. April 12, 2012 CEOss FY06 Vendor Workshop 19 CEOss BA Domain

    20. April 12, 2012 CEOss FY06 Vendor Workshop 20 BA Requirements

    21. April 12, 2012 CEOss FY06 Vendor Workshop 21 7 FY06 TOs / 47 Total TOs Ave. winning score for BA competition: 99 / Blue FY05 - 96.4 / Blue 1 Firm controls ~75% of work effort within BA to date Discounts average ~6%, with various conditional reductions SB prime revenue accounts for 75% of BA total volume Need to Stimulate work with target PGs Might want to Consider setting up Combined Investment Strategies Ad hoc LCCE Investment is all going to SAP Tasks Opportunities may exist with MCCDC in support of JCIDS Don’t have a lot of Ideas to put Forward in this area BA Performance

    23. April 12, 2012 CEOss FY06 Vendor Workshop 23 CEOss ES Domain

    24. April 12, 2012 CEOss FY06 Vendor Workshop 24 ES Requirements

    25. April 12, 2012 CEOss FY06 Vendor Workshop 25 23 FY06 TOs / 114 Total TOs Ave. winning score for ES competition: 98 / Blue FY05 - 95.7 / Blue 3 Firms control ~80% of work effort within ES to date Greatest Opportunity for Incumbent Turnover / New Work Common Requirements emerging from C4-centric PGs SB prime revenue accounts for 22% of ES total volume ES Performance Skills and Training of the work force are more critical in ES Domain Joint requirements support is an emerging capabilities set CINS and MC2I will likely experience some Program Growth NMCI will continue to dominate ISI program Requirements PM Qualifications are more Critical in ES Domain than Others Most frequent “qualifications” inflation occurs in this Domain

    27. April 12, 2012 CEOss FY06 Vendor Workshop 27 CEOss SE Domain

    28. April 12, 2012 CEOss FY06 Vendor Workshop 28 SE Requirements

    29. April 12, 2012 CEOss FY06 Vendor Workshop 29 21 FY06 TOs / 90 Total TOs Ave. winning score for SE competition: 97 / Blue FY05 – 97.5 / Blue 4 Firms control ~90% of work effort within SE to date Least cost restrictive of all CEOss domains Significant Opportunity for New Work Requirements SB prime revenue accounts for ~20% of SE total volume Companies need to educate PG sponsors as to the range of services available in the domain Potential in JCIDS, IT Services, Intel and Related Commodity Areas Some Opportunity for External MCSC Expansion Rates and Labor are Closely Scrutinized against Requirements Most Aggressive Discounting occurs in this Domain Substantial “Strategic” Teaming Relationships Forming SE Performance

    30. April 12, 2012 CEOss FY06 Vendor Workshop 30

    31. April 12, 2012 CEOss FY06 Vendor Workshop 31 Don’t ask the Program Sponsor “what do you want” during “due diligence” Develop and employ WBS and Quality Plans for your tasks Do not abuse the ODC CLIN SBT Roles & Involvement are Diverse across Command PGs Task Development & Execution is at the PO Level Use your Team Members effectively / limit ODC Labor ODC Labor is capped at NTE 5% of total task order labor Discounting is going to become much more aggressive Invoices – Ensure correct payment office / SLIN / monthly amount Certify <72-hrs. / Pay <30-days Ensure pre-approval of ODCs by ACSS in writing Adhere to Joint Travel Regs Monitor the Cost Reimbursable CLINs – Notify ACSS at 75% Proposals are incorporated by reference – unilateral awards Act within 90-days on task order closeouts Interface Issues

    32. April 12, 2012 CEOss FY06 Vendor Workshop 32 Due Diligence

    33. April 12, 2012 CEOss FY06 Vendor Workshop 33 Orientation Intent

    34. April 12, 2012 CEOss FY06 Vendor Workshop 34 CEOss Discounting Policy

    35. April 12, 2012 CEOss FY06 Vendor Workshop 35 ODC Approval

    36. April 12, 2012 CEOss FY06 Vendor Workshop 36 FY06 Invoicing Trends

    37. April 12, 2012 CEOss FY06 Vendor Workshop 37 Contract Closeout

    38. April 12, 2012 CEOss FY06 Vendor Workshop 38 ACSS – SBT Survey Results

    40. April 12, 2012 CEOss FY06 Vendor Workshop 40 Solid Understanding of Requirements Customer Challenges are Clearly Addressed Objectives / Solutions are Discernable Logical Strategy to Attain Objectives Due Diligence / Research is Evident (e.g., DETAILS!!) Supporting Business Strategy WBS / Staffing Detail is Provided Preliminary Schedule and Staff Priorities are Clear Strategy v. Body Shop Approach Activity Schedule / Flexibility What Sells to Evaluators

    41. April 12, 2012 CEOss FY06 Vendor Workshop 41 Lack of Coherent Presentation Excessive Emphasis on Past Performance Superficial (101-level) Discussion / No Strategy Discussion is Irrelevant to Priorities of Work No Concept of Sponsor’s Priorities (e.g., LACK of DETAIL!!) Lack of Relevant Business Strategy WBS / Staffing Strategy is Missing, or Convoluted Poor Management / Quality Discussion Excessive Reliance on By-Name, Contingent Hires Poor Quality Control / Mistakes What Doesn’t Sell to Evaluators

    42. April 12, 2012 CEOss FY06 Vendor Workshop 42 Lack of Quality in Proposal Cut & Paste - Poor Editing - Incoherent Text Wrong names - Mix & Match Fonts – Spelling 75%+ of the Staffing is “Contingent” Too Much Text - Too Little Content Graphics & Flow Charts work Better than Text Preliminary WBS & Schedule are Essentials Avoid “blah, blah, blah” - (e.g., OBJECTIVE, RISK, SOLUTION) So, what are you doing for “ME” ???? Solve the Problem Considerations

    43. April 12, 2012 CEOss FY06 Vendor Workshop 43 Fit the Staffing to the Solution By Name Staffing is not Required Balanced Solutions / Matrix and Dedicated Support Be Careful with “Minimum Qualifications” Match “Key Skills” with “Objectives” Avoid Top Heavy “Experience” vice “Skills” Manage the Solution Management Approach should reflect Objectives Schedule of Activities / WBS are Essential Use your Team Members What Sells to Evaluators

    44. April 12, 2012 CEOss FY06 Vendor Workshop 44 Staffing doesn’t Match Task Priorities Excessive Emphasis on “By Name” Individuals Inflated Resumes and “Relevant Experience” GSA Labor Categories don’t Fit Qualifications Over Reliance on one, or two Individuals Management Approach Weak PM / Lack of detail in Staffing Buildup Worthless, or Minimal Management Detail Staff Selection / Labor Categories are not Matched Pricing is excessively Deviated from Estimates Lack of Rationale for using Higher Priced Labor What Doesn’t Sell to Evaluators

    45. April 12, 2012 CEOss FY06 Vendor Workshop 45 Resumes are Not Required Synopsis of Relevant Skills / Tabular Format Works We do Match the Resume to the Labor Category Dilution of Qualifications = Risk = Lowered Ratings Improve your Due Diligence Sessions Management / Leadership Provide a Solution, not just Staffing Address the Metrics and Quality Requirements Discuss your Solution during the Due Diligence Provide a Logical use of Labor / Pricing Considerations

    46. April 12, 2012 CEOss FY06 Vendor Workshop 46 Past Performance Quality Tangible, Quantified CEOss Metrics are Used Previous Work mirrors TO Objectives Discussion presented as “Risk Mitigation” Bullets vice Verbiage - Keep it Short / Relevant CEOss Specific Work - Recommendations Address your Staffing and Personnel Retention Cite your Performance Scores and Sources Standardize and Address Quality Ensure your Performance Discussion is Specific What Sells to Evaluators

    47. April 12, 2012 CEOss FY06 Vendor Workshop 47 Irrelevant Past Performance “Blah, blah, blah, we’re great, blah, blah” “Blah, blah - we were great two years ago” Ships and Planes ? Marine Stuff Overstated Past Performance No Key Staff Involved in Previous Work Ensure the Work Effort is Analogous Prime work trumps Sub work Adjectives are better used sparingly What Doesn’t Sell to Evaluators

    48. April 12, 2012 CEOss FY06 Vendor Workshop 48 Lowest Rated Evaluation Factor BPAs have already been awarded Teaming relationships are unconstrained If you screwed up your approach, nobody cares that you did it well previously Evaluators Discount Value Inflated, filled with superlatives Does not mitigate performance risk Limited relationship with requirements Considerations

    50. April 12, 2012 CEOss FY06 Vendor Workshop 50 What to Expect More Competition Total Performance will be Emphasized Higher Standards for Selection / Performance Quality / Consistency will become more Prominent Incumbent Turnover will Continue Low Performers will be Eliminated Annually More Opportunities Your Efficiency allows us to Sponsor more Work We will be less tolerant of Performance Failures You Need to have a Business Strategy to Succeed We will Continue to Raise the Bar on Performance

    51. April 12, 2012 CEOss FY06 Vendor Workshop 51 Questions

    52. April 12, 2012 CEOss FY06 Vendor Workshop 52

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