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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. May 1, 2012 CEOss Operations Overview 2 Introduction Overview of the CEOss Business Model FY09 CEOss Performance Goals Key Business Metrics Open Season Q & A Discussion Agenda

    3. May 1, 2012 CEOss Operations Overview 3

    4. May 1, 2012 CEOss Operations Overview 4 Introduction Patricia A. Mitchell BS Aerospace/Ocean Engineering (Virginia Tech, 1985) Program Management Professional (PMP) (2007) CIO Certificate (2004) DAWIA Level III in Program Management (1999) and Manufacturing and Production (1995) Engineering Related Positions 1985 1986 NUSC (now NUWC); Mechanical Engineer providing ISEA support of ASW training targets 1986 1988 NAVSEA; Project Engineer for ASW training targets 1989 1998 NAVAIR; Industrial Engineer supporting production operations for Tomahawk Cruise Missile Acquisition Related Positions 1998 2003 MARCORSYSCOM; PA&E (now AC PROG) IT program analyst on Assessments Team 2003 2007 MARCORSYSCOM; OCIO IT program manager for TIGER and IDE 2007 Present MARCORSYSCOM; Director ACSS

    5. May 1, 2012 CEOss Operations Overview 5 Many new faces. Stop by ACSS to meet any of our team members the next time you are in our offices, if you are interested. They are back at the office keeping the operation running for us! Of note is that we have a new Contracting Officer, Ms. Vicki Whiteman (point her out if she is there). She is replacing Anita Norris, who is moving on to the MTVR program that is currently part of GTES but will be migrating to the JPEO in the future.Many new faces. Stop by ACSS to meet any of our team members the next time you are in our offices, if you are interested. They are back at the office keeping the operation running for us! Of note is that we have a new Contracting Officer, Ms. Vicki Whiteman (point her out if she is there). She is replacing Anita Norris, who is moving on to the MTVR program that is currently part of GTES but will be migrating to the JPEO in the future.

    7. May 1, 2012 CEOss Operations Overview 7 Actions & Process Flow

    8. May 1, 2012 CEOss Operations Overview 8 Guidance & Objectives

    9. May 1, 2012 CEOss Operations Overview 9 CEOss Customer Process Model

    10. May 1, 2012 CEOss Operations Overview 10 Current MCSC Organization

    11. May 1, 2012 CEOss Operations Overview 11 Why CEOss? Best Value Supports Command Business Processes Supports high volume, quick turn-around Continuity of support to customers Budget-driven Efficiency of Operations Ease of use/availability Mature/streamlined process; well-understood and consistent Ease of contract administration Leverages Best Talent from Local Vendor Pool Selective process for adding vendors Performance monitoring to retain position Smaller vendor base Higher likelihood of success Longstanding partnerships

    12. May 1, 2012 CEOss Operations Overview 12 Why CEOss? Best Value GSA Schedules (basic contracts) already awarded competitively to individual contractors Price already determined to be fair and reasonable at national level Additional volume discounts Reduced procurement lead time and overhead Blanket Purchase Agreement (BPA) enables MCSC to tailor acquisition needs SOWs Agency specific special clauses/provisions Three tier process for determining best technical qualifications and lowest cost Contractors are initially qualified as GSA Schedule holders (technical/cost/past performance) Open Season source selection down-selects from GSA and awards BPAs to most qualified contractors to support MCSC Task order customers down-select from BPA teams to obtain best value decision/award

    13. May 1, 2012 CEOss Operations Overview 13

    14. May 1, 2012 CEOss Operations Overview 14 FYO9 CEOss Performance Goals Sustain/Enhance Performance Levels Maintain Adequate Competition Levels Facilitate Small Business Participation Address Incumbency Concerns Training of Customer Base Improved Planning/Forecasting Evolve Model to Optimize Support to our Constituents (Customers and Vendors) Clear and Open Communications

    15. May 1, 2012 CEOss Operations Overview 15 Sustain/Enhance Performance Levels ACSS Operations CEOss Business Model Integrity and Execution Clear, Performance-Based Requirements Fidelity of Cost Estimates Invoice Processing Compliance with Applicable Regulations Vendor Performance QASP Metrics Compliance Scores Periodic Performance Reports/Reviews Post Award Attrition Rates Customer Satisfaction Customer Survey Exit Interviews

    16. May 1, 2012 CEOss Operations Overview 16 Maintain Adequate Competition Levels 50 % benchmark in 2008 Alternatives Revert Back to Bid Rate/Team Size Relationships Increase Bid Rate Requirement Separate Bid Rate Requirement for New Work vs. Re-competes Increase Vendor Footprint Reduce OCI Drop Out Rate Limit very large TOPRs No supplies vendors in CEOss Consider as factor when selecting new vendors Better Workload Planning to Increase Vendors Ability to Respond Driven by DFARS 208.405-70 and the contracting officer receives offers from at least three contractors that can fulfill the requirements

    17. May 1, 2012 CEOss Operations Overview 17 Bid Rate Analysis Analysis Identifies Minimum Bid Rate Based on: Domain Size Sufficient Confidence in Getting Three or More Offers Random Behavior; Binomial Probability Distribution More Robust Analysis in future Incorporate Non-Random Factors that Influence Decision to Bid

    18. May 1, 2012 CEOss Operations Overview 18 Facilitate Small Business Participation Recommendations: BPA Level Small Business Subcontracting Goals Task Order Level Small Business Subcontracting Goals Small Business Set Aside New work As first option; then to all in domain if insufficient response from SBs Increase Non-Team Allowance to Access SBs Challenges: Definition of SB Getting Sufficient # of SB Primes/subs Cant Force Subs to Participate Setting the Proper Thresholds Ensuring Skill-Sets Available to Support Set-aside Requirement Acquisitions/Graduations Impacting SB Status Customer Resistance; Bundling of Requirements Administration

    19. May 1, 2012 CEOss Operations Overview 19 Address Incumbency Concerns Transition Plan More Lead Time on Re-competes More extensive due diligence period Sufficient transition time from award to start of PoP Overlap with incumbent effort Program Office Training Risks and Benefits of transition Contingency hires Full disclosure during due diligence to level playing field Periodic ACSS (or other independent party) Participation in Re-compete Source Selection Boards

    20. May 1, 2012 CEOss Operations Overview 20 Training of Customer Base Overall CEOss Process Due Diligence Dos and Donts Source Selection Use of Industry Days and Advance Planning SOWs Domain Placement Considerations Right-sizing Task Orders

    21. May 1, 2012 CEOss Operations Overview 21 Improved Planning/Forecasting Quarterly CEOss Planning Conferences with Command Customers Industry Days (larger task orders) Advanced planning SOWs (with ROM IGCE) CEOss Vendor Expo/Marketing Event

    22. May 1, 2012 CEOss Operations Overview 22 Evolve Model to Optimize Support to our Constituents Joint AC Programs/AC Contracts Offsite Process mapping/improvement Roles and responsibilities Proper balance of rigor and flexibility Customer Survey Ongoing dialog with vendor community Mailbox: acss@usmc.mil

    23. May 1, 2012 CEOss Operations Overview 23 Clear and Open Communications ACSS Open Door Policy Partnership We are only successful if our customers and vendors are successful Learning Process What is working? What is not working? How can we improve?

    24. May 1, 2012 CEOss Operations Overview 24 Summary No easy answers; fix in one area may negatively impact another area Find the right balance; need to focus on all stakeholder perspectives (ACSS, Customer, Vendor) Incremental changes to minimize risks; dont rush to solutions that are not completely thought out Ongoing dialogue to leverage collective knowledge, business acumen, and lessons learned

    26. May 1, 2012 CEOss Operations Overview 26 CEOss Results

    27. May 1, 2012 CEOss Operations Overview 27 CEOss FY08 Volume

    28. May 1, 2012 CEOss Operations Overview 28 CEOss Award Distributions

    29. May 1, 2012 CEOss Operations Overview 29 CEOss FY08 Market

    30. May 1, 2012 CEOss Operations Overview 30 CEOss ALA Domain Business Volume $90.3M invested (ytd) 36 Task Orders 35% avg bid rate 86% avg proposal score 8% avg discount rate $89.30 avg domain rate 2% Small Business Ave winning score of 94 3 firms control ~85% of ALA work in FY08

    31. May 1, 2012 CEOss Operations Overview 31 CEOss BA Domain Business Volume $16M invested (ytd) 14 Task Orders 80% avg bid rate 86% avg proposal score 5% avg discount rate $97.55 avg domain rate 0% Small Business (no SB primes in this domain) Ave winning score of 96 2 firms control ~98% of work effort within BA to date

    32. May 1, 2012 CEOss Operations Overview 32 CEOss ES Domain Business Volume $86.6M invested (ytd) 33 Task Orders 38% avg bid rate 82% avg proposal score 11% avg discount rate $89.94 avg domain rate 1.4% Small Business Ave winning score of 95 3 firms control ~76% of work effort within ES to date

    33. May 1, 2012 CEOss Operations Overview 33 CEOss SE Domain Business Volume $35.8M invested (ytd) 26 Task Orders 40% avg bid rate 73% avg proposal score 11% avg discount rate $97.02 avg domain rate 0% Small Business (no SB primes in this domain) Ave winning score of 92 3 firms control ~73% of work effort within SE to date

    34. May 1, 2012 CEOss Operations Overview 34 CEOss Performance Metrics

    35. May 1, 2012 CEOss Operations Overview 35

    36. May 1, 2012 CEOss Operations Overview 36 Considerations Prime Vendor Role Can You Do It? Manage a Team Meet CEOss Cycle Times Meet Competition Levels React to / Resolve Problems below ACSS Competitive Schedule Competitive Pricing for the Domain Understand the Command Understand your Competition Team Member / Partner What Can you Offer? Niche / Broad Capabilities Competitive Pricing Key Skills / Qualifications Market Position Command Presence Reciprocation You cannot levy unrealistic expectations where the economy does not support the performance Skills in demand by SYSCOM are in greater demand by the commercial sector DC-Metro Areas extends all the way to Stafford we are affected by the wage rates and demand curve ______________________ Support contracts need to (1) recognize the changes in the acquisition rules and environment; (2) leverage the economic conditions; (3) understand the conditions that affect businesses in the area; and (4) plan for, and manage projects based upon desired results not the execution of hours. You cannot levy unrealistic expectations where the economy does not support the performance Skills in demand by SYSCOM are in greater demand by the commercial sector DC-Metro Areas extends all the way to Stafford we are affected by the wage rates and demand curve ______________________ Support contracts need to (1) recognize the changes in the acquisition rules and environment; (2) leverage the economic conditions; (3) understand the conditions that affect businesses in the area; and (4) plan for, and manage projects based upon desired results not the execution of hours.

    37. May 1, 2012 CEOss Operations Overview 37 Open Season Process Existing Vendors Letter of Intent 2 Pages Team Composition Changes Rationale for new team composition Ability to meet prescribed competition thresholds Discounting Policy Revised Proposal GSA Schedule Rates (September 2008-2010) Unilateral update of BPA

    38. May 1, 2012 CEOss Operations Overview 38 Existing Vendor Schedule

    39. May 1, 2012 CEOss Operations Overview 39 Open Season Process New Vendors Federal Business Opportunities Request for Information (RFI) Capabilities Statement 5 Pages Domain of Prime Interest Business Size Team Composition Corporate/Team Capabilities in Relation to Domain Functional Areas Business/Management Strategy Relevant Experience Discount Policy GSA Schedule Request for Quotation (RFQ) (provided to selected vendors) Proposal Combined business and technical quotation, including sample task order response and Past Performance Excel spreadsheet of labor rates for Prime and all team members Competitive award of BPA; best value

    40. May 1, 2012 CEOss Operations Overview 40 New Vendor Schedule

    41. May 1, 2012 CEOss Operations Overview 41 Crafting your RFI Response

    42. May 1, 2012 CEOss Operations Overview 42 2009 Open Season Schedule (tentative)

    43. May 1, 2012 CEOss Operations Overview 43

    44. Back Up

    45. May 1, 2012 CEOss Operations Overview 45 CEOss vs. Seaport-e Summary Comparison

    46. May 1, 2012 CEOss Operations Overview 46 CEOss vs. Seaport e Summary Comparison (continued)

    47. May 1, 2012 CEOss Operations Overview 47 CEOss vs. Seaport-e Summary Comparison (concluded)

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