The Federal Government has spoken about using non-traditional sources for their products for some time. The idea behind this shift in thinking is that technology is progressing at a rapid rate and smaller, more nimble commercial companies (think Silicon Valley) are more adept at staying on the leading edge of technological advances. Rightly or wrongly, traditional military contractors are perceived as large, slow-moving behemoths that cannot react to changing technology trends as quickly as smaller, more agile venture-backed companies. Continue reading “The DoD Is Putting Their Money Where Their Mouth Is About Using Non-Traditional Contractors” »
Rumors have been floating for months – and now everyone knows they are true.
The Army is shifting $25B within its Science & Technology (Research) and Acquisition (Development and Procurement) accounts to fund its highest priority areas. This shift will coincide with the 2020 Budget and affect FY 2020 and the subsequent four years.
Given the Army’s 2019 budget for these two accounts was roughly $30B, it’s a significant realignment in resources. Continue reading “Seismic Shift in Defense Spending” »
We’ve all been here before … your firm has been tracking a planned Request for Proposal (RFP) that meets your business development objectives and growth plans. The Government recently hosted an Industry Day and then released a Draft RFP (DRFP) for industry review and comment.
As Capture / Proposal Manager, after your final analysis, you made a pitch to your leadership to make a pre-release “GO” decision and they agreed for you to convene your proposal team early and start your proposal now to get ahead. Believing that the final RFP is imminent, your team begins its prep work and is actively working against the DRFP. Then, anywhere from weeks, to immediately prior to the anticipated release date, the Government issues a delay pushing back the final RFP more than 90 days.
What do you do?
The Government routinely conducts Market Research (MR) on their industrial base; it’s good business for the Government to understand its suppliers and their capabilities for current and future needs. However, did you know that MR is required by the Federal Acquisition Regulations (FAR) prior to conducting a procurement? Government MR approaches range from passive (no industry involvement) to active (high industry involvement). Passive methods include government personnel conducting keyword searches on the internet or seeking potential vendors using the System for Award Management. Active methods involve sending surveys to their known vendor base, making pre-solicitation announcements via FedBizOps, holding Industry Days, or directly contacting and visiting potential vendors. Continue reading “Sources Sought Notices: Don’t Just Answer the Mail…treat them like a proposal, or you just might close the door on a business opportunity.” »
Avoid Renewal Delays … take these two steps now.
Starting 01 July 2018 there are two important changes to your SAM.GOV registration – you need to:
- Create a Login.gov account and use that for accessing your SAM record (see the yellow banner at the top of SAM.GOV)
- Submit a notarized letter to SAM.GOV designating an “authorized Entity Administrator” who can make changes to your account (see the red ‘Alert’ text just below the blue menu banner on SAM.GOV)
Upon your next registration anniversary, your renewal may be held up until you submit your notarized letter; any new registrants must submit the letter to open a SAM.GOV account.
You can read all about these changes on SAM.GOV; however, note that these two issues are dealt with separately on the website. It’s wise to get ahead of this and prevent an avoidable renewal delay – which could impact future contract awards.
Please note there are many companies offering to handle this on your behalf … for a FEE. There is no need to pay anyone to do this – the process is relatively simple and FREE.
Not just your win/loss record, but how well does your process support proposal creation and production? Proposal best practices and lessons learned are important enterprise assets that you should be capturing – and leveraging. After all, proposals offer hard and sometimes expensive lessons – and you should benefit from them every time.
Reviewing your internal proposal performance is one step to increasing your win probability. Ask yourself: how well did you handle team mobilization, task assignment, color team output, completion, and submission, etc.?
These are among the key focus areas for what did, and did not, go well.
by Steve Anderson
Last May I wrote about the importance of understanding your customer’s organization in a potential service relationship, i.e., how will your customer interface with your organization as you perform work? It’s not only important to get this right to be an effective contractor, it’s essential to winning the work initially. Continue reading “Be a Student of Your Customer” »
Are You Preparing for SDI-NG2?
The U.S. Patent and Trademark Office (USPTO) has an ongoing requirement for software development and integration professional IT services.
Software Development and Integration – Next Generation 2 (SDI-NG2) is the USPTO’s $1.7B follow-on contract for software development and integration services for Commercial off the Shelf (COTS) products with customized software applications, database applications, and other solutions. Continue reading “SDI-NG2 Draft RFP Coming Soon” »
Congress recently passed the 2018 National Defense Authorization Act which authorizes programs and funding for the Department of Defense, and addresses certain other policy and fiscal matters important to Government Contractors. Continue reading “Congress Passes 2018 NDAA” »
By Paul McTaggart
Hearing you won a major Government contract usually brings tremendous satisfaction! — all the sacrifice and long hours needed to put together a compelling proposal have paid off. But once the well-deserved celebration winds down, the reality often sets in that now you MUST do ALL of the things you promised in the proposal! You wrote a winning proposal that proves you can do the job. Now you get to prove it all over again by actually doing it.
During the proposal effort, every statement of work requirement had to be addressed or the proposal would be judged non-compliant. Even if there were areas where you did not have the required in-house expertise, you still addressed those areas in the proposal – such as systems engineering, reliability, logistics, Government contracting, compliance, scheduling, planning and reporting. You may have included a plan to demonstrate compliance by using subcontractors or outside consultants, or building an internal capability so that you can eventually do the work in-house.
In the Government’s eyes, performing these disciplines are as important as delivering the product.
If you find yourself needing to build an internal capability, or provide short-term crossover support, we can help.
ClientView assists our clients by bringing a wide range of capabilities to your organization, allowing you to be compliant in areas that you don’t have internal capabilities. With staff members that have previously held high-level roles in the Government and industry, we can bring our in-house resources and our network of partner organizations to your team, adding whatever additional capabilities that you require to win. We can also help you build internal capability in new areas, transitioning our expertise to your staff once the new capabilities are in place and operational.