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Welcome all Small Businesses. House Rules. Safety First Exits Restrooms Refreshments. Agenda. Welcome Introduction of Team Presentations: Bidding Style Mike Rood More than Hard Hats Clark Peterson Project Information Kurt Thomas Trevor Kelly & Audra T. Iturbe

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House Rules

  • Safety First
  • Exits
  • Restrooms
  • Refreshments.


Introduction of Team


Bidding Style Mike Rood

More than Hard HatsClark Peterson

Project InformationKurt Thomas

Trevor Kelly & Audra T. Iturbe



Bidding Style: Design- Build


April 24, 2013

Presented By:

Mike Rood

  • What is the Definition of a Good Estimate?
  • Quantity Take-offs
  • How do You Break it all Down?
  • What Happens if You Miss Something in Your Bid?
  • What Documentation do You Need?
  • What are Bid Items?
  • What are Indirect Costs?
  • How do You Handle Material, Equipment, and Labor Escalation?
  • What Will the Primes Expect to Get From Your Company?
  • How Do You Validate You Got it Right?
  • Ethics and Integrity
a good estimate
A “Good Estimate”
  • More than just a number
  • Relationships, relationships, relationships
    • Design-Build becomes Bid-Build
  • Patience and understanding
    • Request feedback
    • Prime(s) can only say so much
    • Keeping it fair, ethics & integrity
a good estimate1
A “Good Estimate”
  • Costs are covered
  • Specifications are understood
  • Schedule is understood
  • Scope of work is complete
  • Risks are analyzed and shared (Owner/Prime or Prime/Sub)
quantity takeoffs
Quantity Takeoffs
  • Are you measuring the right things?
    • Alignment with scope and what you’ll track in the field
  • Are you performing checks?
  • How are you coordinating with the Prime?
    • Share your information
    • Don’t take their “word” for the quantities
break it all down
Break It All Down
  • Defining your scope
  • Standard inclusions & exclusions
  • Get involved early with the Prime
    • Stay involved with questions and clarifications
are you missing something
Are You Missing Something?
  • Are you confident with your quantity takeoff?
  • Do you have a list of assumptions maintained during your estimating process?
  • Defining Risk
    • What might go wrong / well?
    • How can you mitigate?
    • What is the potential impact?
    • What is the probability of occurrence?
  • Have you covered your share of the risk?
    • Relationships lead to less confrontation at the project site
required documentation
Required Documentation
  • Specifications and Drawings
    • There is always some kind of Standard
  • SBE / DBE Certification
  • Previous project experience or references
  • Project-specific requirements?
bid items
Bid Items
  • Direct costs
  • Used to track project progress and PAYMENTS
  • Packages & Splitting
    • Size and scope of work
    • Can you provide more value?
    • Can you split work out?
  • Help the Prime understand your capacity
in directs
In directs
  • Costs that span various Bid Items
  • Do you have histories? Can you develop them?
  • How will your indirect costs be impacted by growth or reduction in scope?
  • Fuel, materials, labor, etc.
  • How is your bid qualified?
    • Are you assuming the right level of risk?
  • Does the Contract allow for payment for escalation?
    • Are there limitations?
  • How long does your pricing need to be valid?
    • Communicate with the Prime
what do primes expect
What do Primes Expect?
  • A “Good Estimate”
  • Something you are willing to stand behind, and are excited to build
  • Plan to put the effort/work into your proposal
    • How many man-hours is reasonable?
  • Timely scope letters and pricing
    • Open & honest communication
    • We aren’t “shopping”
validate your efforts
Validate Your Efforts
  • You receive the contract
    • Competitive pricing
    • Complete scope
    • Commensurate risk assumed
  • You made money at the end
  • Contact the Prime for feedback
    • Not at 3pm on bid day
    • How could my proposal have been better?
    • What you can expect to hear
ethics integrity
Ethics & Integrity
  • This is the start and the conclusion
  • Skanska, Kiewit and Traylor have built their businesses on these core values
  • Don’t sacrifice yours for the almighty dollar!

An indirect cost is:

  • A cost that is only incurred on some projects.
  • A cost that is spread against all bid items on a project.
  • A cost that is reimbursable regardless of final quantities.
  • A cost that does not get paid for.

The best time to call to discuss how your bid went with the Prime is:

  • 20 minutes after the official bid time.
  • At least 2 weeks after bid day.
  • The day after bid day.
  • 10 minutes before the bids are due.

Prime contractors should provide you with a breakdown of the three lowest bids received and where your bid stood.

  • True
  • False

A good relationship with a Prime will get you a job, regardless of your price.

  • True
  • False

Your inclusions/exclusions list should be:

  • All-encompassing. Leave nothing to chance.
  • Complete, but not a novel.
  • Standardized for your business.
  • Both a. and c.
  • Both b. and c.

Your pricing should be valid for

  • At least 30 days
  • At least 90 days
  • The life of the Contract
  • The time requested by the Prime

Your scope letter should arrive

  • about a week before the due date.
  • at least two weeks before the due date.
  • with your pricing on bid day.
  • when the Prime asks for it.

A quantity take-off for self-performed work should be

  • independently double-checked for accuracy.
  • compared with the Owner’s pay quantities.
  • completed under a standardized process.
  • based on the Owner’s plans and specifications

Primes that share pricing information about other subcontractors are

  • good to speak with. You can get information to help with your pricing.
  • generally interested in your success.
  • probably going to be the low bidder.
  • Probably sharing your pricing with someone else, too.

Safety Information

Beyond the Hard Hat

Clark Peterson, H&S Director of Western Region

beyond the hard hat
Beyond the Hard Hat
  • Policies / Specifications
  • Procedures
  • IFE
  • Leadership
beyond the hard hat1
Beyond the Hard Hat

What are the barriers to Safety Excellence?


Project Information

Regional Connector Corridor Pursuit


Project Overview

  • Regional Connector Corridor Project
  • Issued by LACMTA, Contract #0980
  • Design-Build, Firm Fixed Price
  • Purpose to provide a one-seat ride from the East Side through to Long Beach or Santa Monica, visa-versa

Project Overview

  • 1.86 Miles of Twin Tunnel
    • 1,350 feet of cut/cover construction
    • 4,800 feet of bored tunnel
    • 2,270 feet of track reconfiguration
  • 3 Underground Stations
    • Approximately 400 feet each cut/cover
  • Utility relocation and temporary support
  • Street improvements, reconfigurations, signal mods
  • New and integration of electrical and systems
  • Other misc work in Red Line Yard

Project Overview

  • Major Challenges
  • Wye Intersection
  • 2nd St. Storm Sewer Relocation
  • LA Times Building
  • Project Staging, MOT, Bus-Arounds
  • Systems and electrical integration/tie-in
  • Utility Relocations and Coordination

Project Overview

  • Procurement Schedule
  • Deadline for Questions/RFI about RFP May 28, 2013
  • Proposal Due Date June 18, 2013
  • Oral Presentations (if any) Approximately the week of July 8, 2013
  • Issue Notice of Intent to Award (tentative) October 11, 2013
  • Award of Contract October 29, 2013
  • Notice to Proceed December 2, 2013

Project Overview

  • Metro’s Construction Schedule
  • Notice to Proceed December 2, 2013
  • Begin Systems Testing March 6, 2019
  • Substantial Completion June 20, 2020
  • Contract Completion October 28, 2020

Project Overview

  • Subcontracting Opportunities Timeline
  • Receive Invitation to Bid Mid-May, 2013
  • Provide Pricing Beginning of June, 2013
  • Participate in design process Commencing December 2013
  • Work commences in the field Spring 2014 through to end of contract

Project Overview

  • Subcontracting/Supply Opportunities
  • -Steel/Rebar
  • -Concrete
  • -Architectural Finishes
  • -Landscape/Hardscape
  • -Trucking/Hauling
  • -Construction Supplies
  • -Project Staff
  • -Environmental
  • -Design
design build procurement
Design Build Procurement

Understanding the Timeline

  • Be patient
  • Agencies talk about the projects 1 to 2 years in advance of RFQ
  • Industry Review Documents 3 to 6 months
  • RFQ takes 3 to 5 months from start to shortlisting
  • RFP takes 5 to 6 months to respond
  • Agency takes 3 to 4 months to decide
  • LNTP issued
  • 3 months to execute documents for NTP
  • NTP issued
  • 8 to 12 months for meaningful construction packages to be issued
presented by audra tiemann

Outreach Website

Presented by: Audra Tiemann

Information available:

  • Project Brochure
  • Project Announcements
  • Join Our Bidder’s List
  • Team Information
  • Contact Information

The Skanska Traylor Kiewit JV team is committed to improving the process for subcontractor, vendors, suppliers and consultants to find and use upcoming project information.

Our team has developed a SharePoint website that allows interested firms to gather information and be a part of our JV team


How to Get Informed

Follow steps 1-3 below:

  • Fill out “Join Our Bidder’s List” Questionnaire in full
  • Submit
  • Review your inbox for the Invitation to Bid email.


contract documents

Bidder Instructions

Contract Documents

Items that will be available to Subs and Vendors:

  • Scope specific bid packages
  • Subcontracting Requirement information
  • Important dates
  • Announcements

To assist our subcontractors, vendors, and suppliers, we will be posting sample contract documents and other helpful information to include:


Sample Subcontract

Bonding Information

Metro Certification Link

Labor Compliance Manual

DBE Manual & Specs

Buy American Program Info

Drug & Alcohol Program

are you prepared to bid

Bid Preparedness

Are you prepared to bid?

What is a Good Estimate?

Quantity Take-Offs

What Documents Do You Need

What are the Subcontracting Requirements to be considered in your Bid?




Bid Preparedness cont.

  • How do you handle Material, Equipment and Labor Escalation
  • What will the Primes expect to get from your company
  • How do you validate you got it right
  • Ethics and Integrity

Sub/Vendor Bidding Process

  • Perform a commercially useful function
  • Risk Analysis for the scope of work
  • Understand the bid requirements and specifications for your scope
  • Make your bid competitive
  • How do you Submit your bid and When

Sub/Vendor Proposals Due:

June 6, 2013*

*pending any additional owner postponements

On a Design-Build project, every subcontractor/vendor must understand the time line involved in the process. I can be close to a year following the owner award before final bid packages are ready and construction begins.

The estimated project start date is set for October 2013.

Actual construction should start approximately 8 months after that.