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Maximizing Your Veteran-Owned Business Alliances: Joint Ventures & Teaming
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Maximizing Your Veteran-Owned Business Alliances: Joint Ventures & Teaming

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This presentation is targeted at businesses who have already begun looking at teaming arrangements and wondered whether it was a good route for them. Teaming arrangements can be simple or complex. …

This presentation is targeted at businesses who have already begun looking at teaming arrangements and wondered whether it was a good route for them. Teaming arrangements can be simple or complex. As a VOB or SDVOB you bring certain assets to the arrangements that work to your advantage if you know how to leverage them. Some business have had bad experiences and questions can be asked so mistakes are not repeated.

By: Kenn Quick, Acquisition Management Resources

Published in: Business
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  • 1. BOOTS TO BUSINESS WORKSHOP October 23, 2012
  • 2. MAXIMIZING YOUR VETERAN-OWNED BUSINESS ALLAINCES JOINT VENTURES AND TEAMING
  • 3. REGULATIONS-MUST HAVE THEMFAR Subpart 9.6—Contractor Team Arrangements9.601  Definition.“Contractor team arrangement,” as used in this subpart, means an arrangement in which—(1) Two or more companies form a partnership or joint venture to act as a potential primecontractor; or(2) A potential prime contractor agrees with one or more other companies to have themact as its subcontractors under a specified Government contract or acquisition program.9.602  General.(a) Contractor team arrangements may be desirable from both a Government andindustry standpoint in order to enable the companies involved to—(1) Complement each other’s unique capabilities; and(2) Offer the Government the best combination of performance, cost, and delivery for thesystem or product being acquired.(b) Contractor team arrangements may be particularly appropriate in complex researchand development acquisitions, but may be used in other appropriate acquisitions, includingproduction.(c) The companies involved normally form a contractor team arrangement beforesubmitting an offer. However, they may enter into an arrangement later in the acquisitionprocess, including after contract award.
  • 4. MORE REGULATIONS 9.603  Policy. The Government will recognize the integrity and validity of contractor team arrangements; provided, the arrangements are identified and company relationships are fully disclosed in an offer or, for arrangements entered into after submission of an offer, before the arrangement becomes effective. The Government will not normally require or encourage the dissolution of contractor team arrangements.  9.604  Limitations. Nothing in this subpart authorizes contractor team arrangements in violation of antitrust statutes or limits the Government’s rights to— (a) Require consent to subcontracts (see Subpart 44.2); (b) Determine, on the basis of the stated contractor team arrangement, the responsibility of the prime contractor (see Subpart 9.1); (c) Provide to the prime contractor data rights owned or controlled by the Government; (d) Pursue its policies on competitive contracting, subcontracting, and component breakout after initial production or at any other time; and (e) Hold the prime contractor fully responsible for contract performance, regardless of any team arrangement between the prime contractor and its subcontractors.
  • 5. SPEAKING TO THE CUSTOMER IN THEIR LANGUAGE IS HARD. AS A TEAM (MANY COMPANIES, ONE VOICE) IT IS MUCH MORE DIFFICULT For Example: If You Tell a DoD Customer to “Secure a Building” … YOU GET DIFFERENT REACTIONS The Navy Will Turn off the Lights and Lock the Door The Army Will Occupy the Building So No One Can Enter The Marines Will Assault the Building, Capture It Using Suppressive Fire and Close Combat, and Defend It The Air Force Will Take Out a Three Year Lease With an Option to Purchase
  • 6. Common Sense, Common Courtesy-- Not So Common People do business with those whom they know and trust-  You should too; Work with agencies/people you know and trust Focus your call/capture plans-  Determine realistic timelines and expectations  Expect delays  “Define you parameters of capability/improve your probabilities of success” Learn the system-  It’s different the day after you retire/separate  It changes daily, it requires help, perseverance, and continued training  You, not the system, determine your success or failure
  • 7. Questions Open ForumNOTES ___________________________________________ ___________________________________________ ___________________________________________ ___________________________________________ ___________________________________________ ___________________________________________ ___________________________________________ ___________________________________________ ____________________________________
  • 8. Kenn Quick, CPCM, Senior Acquisition/Management Consultant Mr. Quick provides consulting services and functional training programs on business development, business capture, contract compliance, change management, procurement and acquisition management for the public and private sectors. He works in consulting and training capacities with local, state, and federal agencies and with clients that include AT&T, Boeing, Chevron, General Dynamics, HP, IBM, KPMG, Lockheed/Martin, Microsoft, Northrop/Grumman, SAIC and URS Corporation. Kenn is a senior member of the State of Colorado Procurement Technical Assistance Center (PTAC) Capture Team, providing guidance and training to the PTAC director, its counselors and clients. A rated pilot with a BBS degree in Business from Tulane University, Kenn has thirty years of domestic and international experience in acquisition, business development, contract law, contract administration & management, cost & price analysis, contract negotiations, research & development, marketing, organizational coaching & development, RFP/proposal preparation & evaluation, project implementation, risk management and technology transfer. A graduate level instructor at the University of Colorado, he has trained on multiple aspects of the acquisition, marketing, implementation, and management of information technology, defense, and space systems for Government agencies and defense and technology contractors. A former contracting officer, contracts manager, and commercial and government transactions professional, Mr. Quick has prepared, evaluated, reviewed, and scored proposals and contract/tender statements of work from the perspective of both buyer and seller. Organizations: Plank Member & President of the Pikes Peak Chapter of the National Contract Management Association (NCMA) Former Director of the NCMAs International Organizations Group Member, Region VIII Small Business Advisory Council Member, Denver Chapter of the Association of Proposal Management Professionals (APMP) Member, Armed Forces Communications Electronics Association (AFCEA) President, National Defense Industrial Association (NDIA) Mile High Chapter Lead member of the governor’s capture team for the Colorado PTAC During his U.S. Air Force career, Kenn served at the Directorate of Contracting, Air Force Computer Acquisition Center (AFCAC), Hanscom AFB, MA and Headquarters U.S. Air Force Space Command, Colorado Springs, CO. His responsibilities included the performance of all contractual actions leading to the acquisition, implementation, and post award administration and management of intelligence, technology, space, and communications systems for worldwide support of the U.S. Air Force, other DOD components and numerous federal agencies.

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