The document provides an overview of preparing for a Contractor Purchasing System Review (CPSR). It discusses the background and criteria for CPSRs, including the 24 criteria in the Defense Federal Acquisition Regulation Supplement that purchasing systems must meet. It also outlines the general policies and procedures that reviewers will examine, such as competition requirements, price analysis techniques, and contract formation guidelines. The document gives advice on how to approach a CPSR, including starting with the criteria and ensuring the review is properly scheduled.
This whitepaper presents the key elements that ought to be in place in order to increase sales and profitability through improved store performance. Effective daily management enables stores to tackle the issues appropriately and to take immediate actions to handle them.
The document discusses inventory control, which involves maintaining desired inventory levels to balance economic and production needs. It describes different types of inventory like raw materials, work in progress, and finished goods. Effective inventory control requires planning inventory levels, ordering, receiving, storing, and recording inventory. Key aspects of inventory control include determining maximum and minimum inventory levels, reorder points, and economic order quantities.
All matter is composed of either elements or compounds. Elements are made of only one type of atom, while compounds contain two or more elements chemically bonded together. Matter can also exist as substances, which are either elements or compounds, or as mixtures of multiple substances. Mixtures are not uniform and their components can be separated, while substances cannot be decomposed further. There are two main types of mixtures: homogeneous mixtures which are uniform, and heterogeneous mixtures where the components are not evenly distributed and can be seen separately.
The document discusses measured numbers and significant figures. It provides examples of reading measurement tools like metersticks and explains how to estimate digits. Measured numbers are obtained through measurement, while exact numbers come from counting or definitions. The document also distinguishes between exact and measured numbers, giving examples like temperature, length conversions, and counted items.
This document discusses minority influence and the three key behaviors (CCF) that a persuasive minority requires according to Nemeth (2010): consistency, commitment, and flexibility. It provides examples of studies that show minorities are most influential when they remain consistently expressing their opinion over time (Wood et al, 1994). It also discusses how minorities must show commitment to their position while also demonstrating some flexibility in negotiations. An example study from Moscovici et al (1969) found a consistent minority had more influence than an inconsistent one in a color judgment task.
This document summarizes a workshop on effective communication. It outlines four types of communication - passive, aggressive, passive-aggressive, and assertive. For each type, it provides examples of behaviors and impacts. It also discusses common mistakes in communication and effective skills, such as dealing with issues directly, listening, compromise, and expressing emotions appropriately. The goal is to teach participants to communicate assertively and resolve conflicts respectfully.
This whitepaper presents the key elements that ought to be in place in order to increase sales and profitability through improved store performance. Effective daily management enables stores to tackle the issues appropriately and to take immediate actions to handle them.
The document discusses inventory control, which involves maintaining desired inventory levels to balance economic and production needs. It describes different types of inventory like raw materials, work in progress, and finished goods. Effective inventory control requires planning inventory levels, ordering, receiving, storing, and recording inventory. Key aspects of inventory control include determining maximum and minimum inventory levels, reorder points, and economic order quantities.
All matter is composed of either elements or compounds. Elements are made of only one type of atom, while compounds contain two or more elements chemically bonded together. Matter can also exist as substances, which are either elements or compounds, or as mixtures of multiple substances. Mixtures are not uniform and their components can be separated, while substances cannot be decomposed further. There are two main types of mixtures: homogeneous mixtures which are uniform, and heterogeneous mixtures where the components are not evenly distributed and can be seen separately.
The document discusses measured numbers and significant figures. It provides examples of reading measurement tools like metersticks and explains how to estimate digits. Measured numbers are obtained through measurement, while exact numbers come from counting or definitions. The document also distinguishes between exact and measured numbers, giving examples like temperature, length conversions, and counted items.
This document discusses minority influence and the three key behaviors (CCF) that a persuasive minority requires according to Nemeth (2010): consistency, commitment, and flexibility. It provides examples of studies that show minorities are most influential when they remain consistently expressing their opinion over time (Wood et al, 1994). It also discusses how minorities must show commitment to their position while also demonstrating some flexibility in negotiations. An example study from Moscovici et al (1969) found a consistent minority had more influence than an inconsistent one in a color judgment task.
This document summarizes a workshop on effective communication. It outlines four types of communication - passive, aggressive, passive-aggressive, and assertive. For each type, it provides examples of behaviors and impacts. It also discusses common mistakes in communication and effective skills, such as dealing with issues directly, listening, compromise, and expressing emotions appropriately. The goal is to teach participants to communicate assertively and resolve conflicts respectfully.
The basic components of employee compensation and benefitshiya1
Employee compensation and benefits typically include four categories: guaranteed pay such as base salary, variable pay such as bonuses contingent on performance, benefits such as health insurance and retirement plans, and equity-based compensation like stock options. Guaranteed pay includes base salary paid at regular intervals. Variable pay is non-fixed compensation paid based on discretion, performance or results achieved. Benefits supplement employees' compensation with programs for paid time off, insurance, and retirement. Equity-based compensation ties an employee's rewards to the long-term success of the company through stock and stock-related programs.
Dental elevators and forceps are instruments used in tooth extractions. Elevators have a handle, shank, and blade and are used to loosen teeth from bone. Forceps have handles, a hinge, and beaks shaped to grip tooth roots. They come in various styles for different tooth types and procedures, such as removing broken roots. Straight, cryer, and winter elevators as well as anterior, molar, cowhorn, root and third molar forceps are designed for specific extraction needs. Proper tool selection and technique are important for safe and effective extractions.
Contextual intelligence deals with the practical application of knowledge and information to real-world situations, and can be defined as:“the capacity to exploit business moments and operational events in a way that enables to make informed decisions and take effective action in varied, changing and uncertain situations”.
The future business value will accrue to those who are able to lever contextual intelligence and build sustainable intelligent enterprises and ecosystems.
The document discusses conceptual models for understanding conflict processes and management. It defines conflict as the opposition of goals between interdependent parties. Conflict occurs at different levels like intergroup and interorganizational. Conflict progresses through phases from latent issues to manifest disputes. Common conflict management styles are competing, collaborating, compromising, avoiding, and accommodating. Effective strategies also involve bargaining, negotiation, and third-party resolution. Personal, rational, and cultural factors influence how individuals approach conflict.
Coronary angiography remains the gold standard for detecting coronary artery disease. The technique was first performed in 1958 and is used to visualize the coronary arteries and assess for stenosis. It can determine treatment options and prognosis. Complications are rare but include vascular injury and contrast reactions. Proper angiographic views are important for evaluating different coronary artery segments.
This document provides an overview of credit risk management practices from a banker's perspective. It discusses the key types of banking risks including credit, market, and operational risk. It describes credit risk measurement techniques such as credit scoring models and models based on stock prices. It also outlines the importance of internal credit risk rating processes and how rating systems can be used for risk-based pricing, portfolio management, and capital allocation. Finally, it discusses lessons learned from bank failures during the financial crisis, including the need for effective liquidity and balance sheet management and stress testing.
The document defines and describes the crash cart, which contains emergency equipment and medications needed to treat cardiac emergencies. It outlines the crash cart's history, contents, and proper arrangement according to hospital policy. The crash cart must be checked regularly by nurses to ensure it is fully stocked and functional. It provides a mobile station containing defibrillators, airway equipment, intravenous drugs, and other supplies to quickly respond to life-threatening situations.
1. JS, a 74-year-old man with COPD, heart failure, and pneumonia, presents with shortness of breath and fever. His medical history and physical exam reveal severe COPD and risk factors for exacerbation.
2. Chest X-ray confirms right lower lobe pneumonia. ABG results show respiratory acidosis. The patient is treated with antibiotics and oral steroids in the hospital with improvement.
3. Proper management of COPD includes educating patients about self-care, monitoring for exacerbations, promoting smoking cessation, and referring to pulmonary rehabilitation.
Many people call a company's ERP system its "backbone." It certainly is the backbone, but it's also the heart, soul and lifeblood of a company. Let's play "ERP Operation" and dissect the perfect manufacturing ERP solution for small to medium-sized manufacturers.
This document discusses the diagnosis and radiological analysis of various cystic bone lesions. It provides details on 7 key questions to ask during radiological analysis of lytic bone lesions, including location, size, effect on bone, bone response, matrix type, cortex status, and soft tissue extension. It then summarizes the characteristics, presentation, diagnosis, and treatment of various specific cystic bone lesions such as solitary bone cyst, aneurysmal bone cyst, fibrous dysplasia, enchondroma, chondromyxoid fibroma, and others. Radiological findings, pathology, and management approaches are described for each condition.
Stimolare e orientare il comportamento d’acquisto dei Consumatori sfruttando leve di marketing: location, assortimento, format, private label, format distributivo, promozioni e pubblicità, merchandising, pricing, crm e loyalty.
Radiographers are medical professionals who perform diagnostic imaging examinations and procedures to help physicians diagnose and treat diseases. They work under the supervision of radiologists to operate X-ray, CT, MRI, ultrasound and other medical imaging equipment and must have a strong understanding of human anatomy and pathology. Radiographers are responsible for correctly positioning patients, ensuring proper imaging techniques are used, and evaluating the quality of the resulting images.
Just The Fax Ma'am. An Insider Guide To Bulk Fax MarketingSimplyCast
Fax marketing might be seen as old news to some people, but savvy marketers know that fax can be the perfect tool to make to make your message stand out.
In this free fax marketing guide, you will learn about:
Why Fax Marketing Works
Fax Marketing Best Practices
Building a Fax List
Tracking Success
Download this free guide to begin using fax marketing to your advantage.
This presentation is part of our continuing series of training modules for the Financial Services Industry. The Insurance Industry Overview module provides a quick look at products offered by insurance companies and how insurance companies are organized. We provide training in a wide range of topics targeted at the business lines of financial services companies. Contact us for a quote or a needs analysis. Please email me at: Floyd.saunders@yahoo.com.
Customer Satisfaction VS. Customer RetentionAhmad Heshmat
it explains the difference between retention and satisfaction, and typed of loyal customers, and also discuss reasons behind churn, specially for telecom industry. (if you want to download,it is open now :)
This document discusses various approaches and considerations for valuing technology transfer opportunities (TTOs). It begins by outlining key environment factors and valuation approaches like rules of thumb, comparables, and scientific methods. Examples of specific technologies are provided for demonstration. The challenges of long-tail distributions for valuations are discussed, emphasizing that most valuations will be wrong and money comes from outliers. Process control and negotiations are addressed. Uncertainty in assumptions is a major limitation for valuation precision.
This document provides an overview of procurement procedures for food service operations. It discusses housekeeping, introductions, why procurement is a focus, and expected changes. The document then explains the procurement process, including forecasting needs, selecting procurement methods, developing solicitations, advertising, evaluating bids, awarding contracts, and contract management. It discusses procurement thresholds and methods such as micro-purchases, small purchases, and formal procurement. Key aspects like specifications, evaluation criteria, contracts, and monitoring performance are also summarized.
Government contractors are under more scrutiny by the DCAA to effectively manage their contracts and stay compliant in a very competitive environment. The challenge for government contractors is adhering to the DCAA regulatory environment while maintaining profitability on your contracts. Understanding the regulatory environment is critical to running profitable contracts that comply with the changing landscape of the DCAA, FAR and CAS regulations. Accounting for key details of a project or contract, including measuring the degree of project completion, remains a huge challenge for government contractors. Join the Raffa Technology team for an update on the regulatory landscape and the best practices for keeping your organization DCAA compliant.
Presentation titled, 'More Than Just Buying Stuff: New Procurement Regime,' delivered by Peter Gough JP, Cayman Islands Government at the Conference, 'Project Cycle Management Conference - A Cornerstone of Implementation and Delivery,' September 2019 in St. George's Grenada.
The basic components of employee compensation and benefitshiya1
Employee compensation and benefits typically include four categories: guaranteed pay such as base salary, variable pay such as bonuses contingent on performance, benefits such as health insurance and retirement plans, and equity-based compensation like stock options. Guaranteed pay includes base salary paid at regular intervals. Variable pay is non-fixed compensation paid based on discretion, performance or results achieved. Benefits supplement employees' compensation with programs for paid time off, insurance, and retirement. Equity-based compensation ties an employee's rewards to the long-term success of the company through stock and stock-related programs.
Dental elevators and forceps are instruments used in tooth extractions. Elevators have a handle, shank, and blade and are used to loosen teeth from bone. Forceps have handles, a hinge, and beaks shaped to grip tooth roots. They come in various styles for different tooth types and procedures, such as removing broken roots. Straight, cryer, and winter elevators as well as anterior, molar, cowhorn, root and third molar forceps are designed for specific extraction needs. Proper tool selection and technique are important for safe and effective extractions.
Contextual intelligence deals with the practical application of knowledge and information to real-world situations, and can be defined as:“the capacity to exploit business moments and operational events in a way that enables to make informed decisions and take effective action in varied, changing and uncertain situations”.
The future business value will accrue to those who are able to lever contextual intelligence and build sustainable intelligent enterprises and ecosystems.
The document discusses conceptual models for understanding conflict processes and management. It defines conflict as the opposition of goals between interdependent parties. Conflict occurs at different levels like intergroup and interorganizational. Conflict progresses through phases from latent issues to manifest disputes. Common conflict management styles are competing, collaborating, compromising, avoiding, and accommodating. Effective strategies also involve bargaining, negotiation, and third-party resolution. Personal, rational, and cultural factors influence how individuals approach conflict.
Coronary angiography remains the gold standard for detecting coronary artery disease. The technique was first performed in 1958 and is used to visualize the coronary arteries and assess for stenosis. It can determine treatment options and prognosis. Complications are rare but include vascular injury and contrast reactions. Proper angiographic views are important for evaluating different coronary artery segments.
This document provides an overview of credit risk management practices from a banker's perspective. It discusses the key types of banking risks including credit, market, and operational risk. It describes credit risk measurement techniques such as credit scoring models and models based on stock prices. It also outlines the importance of internal credit risk rating processes and how rating systems can be used for risk-based pricing, portfolio management, and capital allocation. Finally, it discusses lessons learned from bank failures during the financial crisis, including the need for effective liquidity and balance sheet management and stress testing.
The document defines and describes the crash cart, which contains emergency equipment and medications needed to treat cardiac emergencies. It outlines the crash cart's history, contents, and proper arrangement according to hospital policy. The crash cart must be checked regularly by nurses to ensure it is fully stocked and functional. It provides a mobile station containing defibrillators, airway equipment, intravenous drugs, and other supplies to quickly respond to life-threatening situations.
1. JS, a 74-year-old man with COPD, heart failure, and pneumonia, presents with shortness of breath and fever. His medical history and physical exam reveal severe COPD and risk factors for exacerbation.
2. Chest X-ray confirms right lower lobe pneumonia. ABG results show respiratory acidosis. The patient is treated with antibiotics and oral steroids in the hospital with improvement.
3. Proper management of COPD includes educating patients about self-care, monitoring for exacerbations, promoting smoking cessation, and referring to pulmonary rehabilitation.
Many people call a company's ERP system its "backbone." It certainly is the backbone, but it's also the heart, soul and lifeblood of a company. Let's play "ERP Operation" and dissect the perfect manufacturing ERP solution for small to medium-sized manufacturers.
This document discusses the diagnosis and radiological analysis of various cystic bone lesions. It provides details on 7 key questions to ask during radiological analysis of lytic bone lesions, including location, size, effect on bone, bone response, matrix type, cortex status, and soft tissue extension. It then summarizes the characteristics, presentation, diagnosis, and treatment of various specific cystic bone lesions such as solitary bone cyst, aneurysmal bone cyst, fibrous dysplasia, enchondroma, chondromyxoid fibroma, and others. Radiological findings, pathology, and management approaches are described for each condition.
Stimolare e orientare il comportamento d’acquisto dei Consumatori sfruttando leve di marketing: location, assortimento, format, private label, format distributivo, promozioni e pubblicità, merchandising, pricing, crm e loyalty.
Radiographers are medical professionals who perform diagnostic imaging examinations and procedures to help physicians diagnose and treat diseases. They work under the supervision of radiologists to operate X-ray, CT, MRI, ultrasound and other medical imaging equipment and must have a strong understanding of human anatomy and pathology. Radiographers are responsible for correctly positioning patients, ensuring proper imaging techniques are used, and evaluating the quality of the resulting images.
Just The Fax Ma'am. An Insider Guide To Bulk Fax MarketingSimplyCast
Fax marketing might be seen as old news to some people, but savvy marketers know that fax can be the perfect tool to make to make your message stand out.
In this free fax marketing guide, you will learn about:
Why Fax Marketing Works
Fax Marketing Best Practices
Building a Fax List
Tracking Success
Download this free guide to begin using fax marketing to your advantage.
This presentation is part of our continuing series of training modules for the Financial Services Industry. The Insurance Industry Overview module provides a quick look at products offered by insurance companies and how insurance companies are organized. We provide training in a wide range of topics targeted at the business lines of financial services companies. Contact us for a quote or a needs analysis. Please email me at: Floyd.saunders@yahoo.com.
Customer Satisfaction VS. Customer RetentionAhmad Heshmat
it explains the difference between retention and satisfaction, and typed of loyal customers, and also discuss reasons behind churn, specially for telecom industry. (if you want to download,it is open now :)
This document discusses various approaches and considerations for valuing technology transfer opportunities (TTOs). It begins by outlining key environment factors and valuation approaches like rules of thumb, comparables, and scientific methods. Examples of specific technologies are provided for demonstration. The challenges of long-tail distributions for valuations are discussed, emphasizing that most valuations will be wrong and money comes from outliers. Process control and negotiations are addressed. Uncertainty in assumptions is a major limitation for valuation precision.
This document provides an overview of procurement procedures for food service operations. It discusses housekeeping, introductions, why procurement is a focus, and expected changes. The document then explains the procurement process, including forecasting needs, selecting procurement methods, developing solicitations, advertising, evaluating bids, awarding contracts, and contract management. It discusses procurement thresholds and methods such as micro-purchases, small purchases, and formal procurement. Key aspects like specifications, evaluation criteria, contracts, and monitoring performance are also summarized.
Government contractors are under more scrutiny by the DCAA to effectively manage their contracts and stay compliant in a very competitive environment. The challenge for government contractors is adhering to the DCAA regulatory environment while maintaining profitability on your contracts. Understanding the regulatory environment is critical to running profitable contracts that comply with the changing landscape of the DCAA, FAR and CAS regulations. Accounting for key details of a project or contract, including measuring the degree of project completion, remains a huge challenge for government contractors. Join the Raffa Technology team for an update on the regulatory landscape and the best practices for keeping your organization DCAA compliant.
Presentation titled, 'More Than Just Buying Stuff: New Procurement Regime,' delivered by Peter Gough JP, Cayman Islands Government at the Conference, 'Project Cycle Management Conference - A Cornerstone of Implementation and Delivery,' September 2019 in St. George's Grenada.
The document provides information on debriefings and protests for government contracts. It discusses the types of protests that can be filed, including bid protests, size protests, and status protests. It also outlines the key aspects of pre-award and post-award debriefings, including the minimum information that must be provided, such as evaluation scores and the overall ranking of offerors. Sample questions for debriefings are also presented to help contractors learn how to improve future proposals and determine if a valid protest exists.
This document discusses the four main processes involved in project procurement management: plan procurement, conduct procurement, administer procurement, and close procurement.
It provides details on the inputs, tools and techniques, and outputs for each process. For plan procurement, it describes making make-or-buy decisions and developing procurement documents. Conduct procurement involves selecting sellers and awarding contracts. Administer procurement is managing contract performance through inspections, payments, and change requests. Close procurement completes each project procurement.
The document provides an overview of services offered by the Small Business and Technology Development Center (SBTDC) and Procurement Technical Assistance Center (PTAC). The SBTDC offers confidential business counseling services across North Carolina, including assistance with general business issues, exporting, technology, and government contracting. The PTAC assists small businesses with selling to federal, state, and local governments by providing guidance on registrations, bidding opportunities, and proposal writing.
Please join Amy Hernandez, CPA, JD, Principal at Strategic FAR Advisors, LLC, as she provides invaluable insight on navigating the DCAA waters.
On this webinar you will hear the topics below:
1. Trends in DCAA audits
2. Why certain audits are performed
3. Discussion on the top three audits types
Pre-Award to include the Accounting System audit
Forward Pricing
Incurred Cost
4. How to approach an audit should you have one upcoming
5. How Unanet helps companies by providing a compliant purpose-built Project ERP solution
Please join Amy Hernandez, CPA, JD, Principal at Strategic FAR Advisors, LLC, as she provides invaluable insight on navigating the DCAA waters.
On this webinar you will hear the topics below:
1. Trends in DCAA audits
2. Why certain audits are performed
3. Discussion on the top three audits types
Pre-Award to include the Accounting System audit
Forward Pricing
Incurred Cost
4. How to approach an audit should you have one upcoming
5. How Unanet helps companies by providing a compliant purpose-built Project ERP solution
Please join Amy Hernandez, CPA, JD, Principal at Strategic FAR Advisors, LLC, as she provides invaluable insight on navigating the DCAA waters.
On this webinar you will hear the topics below:
1. Trends in DCAA audits
2. Why certain audits are performed
3. Discussion on the top three audits types
Pre-Award to include the Accounting System audit
Forward Pricing
Incurred Cost
4. How to approach an audit should you have one upcoming
5. How Unanet helps companies by providing a compliant purpose-built Project ERP solution
Learn more at: https://www.unanet.com/news/demand-webinars
This document provides an overview and agenda for a conference on pricing-related events, trends, and developments in government contracting. It discusses several key topics, including the Section 809 Panel's recommendations to streamline the defense acquisition process and make compliance oversight more efficient. Recent National Defense Authorization Acts are aiming to reduce the backlog of incurred cost audits, clarify the definition of commercial items, and increase thresholds for submission of certified cost data and use of Lowest Price Technically Acceptable criteria. Takeaways include upcoming reports from the Section 809 Panel and implementation timelines for provisions in the annual NDAA legislation.
The document provides information on selling goods and services to the federal government of Canada. It outlines the role of the Office of Small and Medium Enterprises (OSME) in assisting small businesses through the procurement process. It describes opportunities for small and medium enterprises, how to find and bid on procurement opportunities, and the evaluation process for bids. Key points include how to build relationships, understand procurement procedures, and best practices for submitting competitive bids for contracts over $25,000 Canadian dollars.
This document provides tips for small businesses to improve their proposals for government contracts. It outlines the key steps in the procurement process including types of solicitations, understanding the federal contracting process, and avoiding common mistakes. It emphasizes understanding the solicitation requirements, providing specific responses aligned with evaluation factors, and demonstrating relevant past performance and experience. Overall, the document advises small businesses to prepare thoroughly, start by pursuing smaller opportunities, conduct market research, highlight their strengths, and learn from any past failures in order to build a winning strategy for securing government contracts.
The document provides tips for small businesses to improve their proposals for government contracts, advising them to fully understand the solicitation process, focus on demonstrating relevant experience and qualifications for evaluation factors, and develop competitive pricing and technical approaches rather than superficial proposals. It also outlines the different types of solicitations, evaluation criteria, and resources for finding contracting opportunities.
STRATEGIC IMPORTANCE OF SOURCING AND IT’S IMPACT ON SUPPLY CHAINKeshar Khadka
Strategic sourcing is a collaborative process that leverages spend across locations and suppliers to create value for the customer-supplier relationship based on long-term business goals. It focuses on total cost of ownership, not just price, and aims to standardize terms, share best practices, and control spend across an organization to improve quality while reducing costs. The strategic sourcing process involves analyzing spend, identifying requirements, assessing the market and suppliers, developing a sourcing strategy, awarding contracts, and implementing the strategy to track performance metrics and communicate value.
Cost and Price Analysis: Requirements and Techniques Karl Fultz
The document summarizes a presentation on cost and price analysis requirements, techniques, and industry trends. It defines cost analysis and price analysis, outlines when each is required, and describes various techniques used for each including analyzing labor hours and rates, materials, indirect rates, and profit. It also discusses common roadblocks in cost analysis and emerging trends in the industry. Contact information is provided for follow up questions.
The document discusses key aspects of purchasing management in supply chains. It describes purchasing management as the process of acquiring goods and services from outside organizations, including procurement planning, solicitation, source selection, contract administration, and close-out. The document outlines the main purchasing processes, including procurement planning, solicitation planning, solicitation, source selection, contract administration, and close-out. It provides details on tools used in each process, such as statements of work, evaluation criteria, and techniques for source selection.
Governmental Updates - Uniform Guidance and GASBDiane Bradley
The document provides an overview and updates on Uniform Guidance (UG) and GASB pronouncements. It discusses key changes in UG including revisions to internal controls, procurement, and cost principles. It also summarizes new GASB statements including Statement 72 on fair value measurement, Statement 76 on the GAAP hierarchy, and Statement 75 on accounting for other post-employment benefits similar to pensions. The document concludes with an overview of the GASB's standard-setting process and major projects.
The document discusses world-class procurement strategies and processes. It outlines key elements like defining requirements, strategic sourcing, spending analysis, and establishing efficient procurement operations. Effective strategic sourcing requires analyzing spending, consolidating data, identifying savings opportunities, and managing procurement and payment processes on a global scale. Continuous improvement relies on developing long and short-term plans with measurable goals and action steps to achieve procurement objectives.
Similar to Preparing for the CPSR - A Practical Guide (20)
The document provides an overview of key aspects of submitting an adequate incurred cost proposal (ICP). It discusses who needs to submit an ICP, what attributes make an ICP adequate, and consequences of inaccurate or late submissions. The presentation covers required schedules and information for an ICP, such as direct and indirect costs by contract, subcontractor information, and cumulative costs claimed and billed. It emphasizes starting preparation early, using the ICE model and DCAA checklist, and thoroughly reviewing all schedules.
Health care reform continues with implementation of the Affordable Care Act. Starting in 2014, employers face new requirements and penalties related to health insurance coverage for employees. Exchanges will offer individuals and small businesses the ability to purchase qualified health plans, and individuals will be subject to penalties if they do not obtain compliant coverage. Reporting of health plan costs and coverage will also be required of employers.
Over the last 4 years, the NFP sector has changed how it manages and reports finances due to factors like the recession, increased governance, and competition. NFPs now face greater transparency, influence from watchdog groups, and new accounting standards. The financial reporting of NFPs is evolving rapidly and will see more significant changes in the next 3 years than the previous 15-20 years. Leading NFPs will be those able to identify and react to trends in real-time.
This document discusses G&A (general and administrative) bases and the rules around them. It defines what is included in the G&A pool according to CAS 410, such as executive management costs and finance functions. It also discusses the different acceptable G&A bases of total cost input, value added cost input, and single element cost input. The document provides guidance on where to find the rules, such as in the FAR, CAS, DCAM, and DCAA publications. It notes that smaller companies tend to use the total cost input base while larger companies that subcontract more work often use the value added base.
12 helpful ways to better prepare yourself for 2013 brought to you by Watkins Meegan professionals themselves! If you have any questions or would like further guidance, please email Samantha.Locke@watkinsmeegan.com and she will connect you to the right person!
The document summarizes a presentation given on November 8, 2012 about tax changes set to take effect at the end of the year as a result of the recent election. It discusses upcoming changes to income tax rates, capital gains taxes, estate and gift taxes, and opportunities for tax planning in light of these changes, such as capturing capital gains at the lower 15% tax rate before it expires or using the higher lifetime gift/estate tax exemption amount. The presentation was given by experts from Alliantgroup, US Trust, and Watkins Meegan to advise on wealth protection and transferring strategies in light of the upcoming tax law changes.
Learn The Difference Between Winning a Contract or Walking Away Empty-Handed!
There are two types of government contractors: those that have been a party to a bid protest and those that will soon find themselves involved in a protest.
As federal budgets continue to shrink, the competition between contractors' increases and the number of bid protests will rise.
Boardroom dynamics continue to evolve and change in response to increased regulatory requirements, complex business environments, globalization, economic challenges, and shareholder activism. Whether your company is privately held, publicly traded, or a non-profit organization, our program will help you assess and strengthen your current leadership teams in today’s challenging business landscape.
Government contractors use different teaming arrangements to best position themselves for a future award. Frequently a key element should be a clear appreciation of the relationship between the teaming arrangement and the desired business outcome. The best approach is to put “a planning team” in place (lawyers and CPAs) before putting “your business team” in place for a proposal. Join us as we help you understand:
•JV’s versus teaming agreement – which is preferable—and when?
•Small business set aside concerns
•Pitfalls – poorly written or nonspecific agreements
•To consolidate or not to consolidate – a look at the financial statement impact
With good planning, you can position yourself to respond to RFP’s effectively, create a positive business relationship, and know what to expect at year-end.
The document summarizes a panel discussion on the Woman-Owned Small Business Set-Aside Program. The panelists included representatives from the U.S. Small Business Administration and organizations that assist woman-owned small businesses. They discussed the background and eligibility requirements of the program, ways contracting officers have used set-asides under the program, and key findings on industries and agencies that have seen the most success with set-asides for woman-owned businesses. The panel debated whether program requirements and usage were restrictive or broad enough, and how to further encourage the use of set-asides to benefit eligible woman-owned small businesses.
This document summarizes the key differences between International Financial Reporting Standards (IFRS) and U.S. GAAP. It provides an overview of IFRS including its endorsement worldwide, convergence efforts between IFRS and U.S. GAAP, and differences in financial statement presentation and accounting treatments between the two standards. Additionally, it introduces IFRS for Small and Medium-sized Entities (SMEs) as a simplified version of IFRS for private companies and resources for additional IFRS information.
This document discusses strategies for winning new business in a difficult market, focusing on federal contracting. It addresses establishing a marketing culture, developing value propositions, managing competition through processes and tools, developing win strategies, and determining price to win bids. The key strategies discussed are focusing on client value, understanding customer needs, developing structured marketing plans, specializing in industries rather than just expertise, and balancing capability and price in proposals.
This document summarizes regulations and guidance around travel costs for government contractors. It discusses the FAR and JTR regulations regarding reasonable and allowable travel costs, including per diem rates, partial travel days, and airfare limitations. It also outlines potential DCAA audit procedures focusing on travel policies, cost documentation, and compliance with FAR cost principles. Record retention requirements and treatment of unallowable travel costs are addressed as well.
The document discusses CFO M&A strategies and experiences, including:
- How ICF sourced deal opportunities through investment bankers and expanding contacts.
- ICF's reliance on internal due diligence of contracts/backlog and external experts for accounting/legal/HR reviews.
- ICF's M&A process of due diligence, negotiating deals to closing, and post-closing integration.
- Key aspects of ICF's integration process including identifying teams, addressing culture/communication, and focusing on value drivers.
1. Preparing for the CPSR –
A Practical Guide
Mark Hijar, Founder, ProcureLinx LLC
Rich Wilkinson, Director, Watkins Meegan LLC
2. Session Content
Session Content
• Background
B k d
• Where to Start (And, It’s Not Where You Think)
• Procurement Policies and Procedures
• The Process
The Process
• A Look Forward
• Questions
Q ti
Proprietary and Confidential 2
4. Background
• The Contractor Purchasing System Review (CPSR) has been
The Contractor Purchasing System Review (CPSR) has been
around since the early days of DCAA
• DCMA has had primary responsibility for the review at
Major Contractors (>$50M of ADV) since 1990 (DCAA did
M j C t t ( $50M f ADV) i 1990 (DCAA did
the smaller firms if and when they were reviewed)
• DCMA now has sole responsibility for the CPSR under the
final DFARS Business Systems Rule (Feb 2012)
• DCAA may assist at the request of DCMA (Price?Cost
Analysis, Other Than FFP awards, etc.)
Analysis, Other‐Than‐FFP awards, etc.)
• Purchasing System adequacy determination is the sole
purview of the Administrative Contracting Officer (ACO)
Proprietary and Confidential 4
5. The Business Systems Rule
The Business Systems Rule
• DFARS defines six (6) contractor systems subject to
DFARS defines six (6) contractor systems subject to
determination of adequacy (subject to applicability)
• Three are audited by DCAA
– Accounting(1)
– Estimating(1)
– Material Management Accounting System (MMAS)(2)
• Th
The remaining three are reviewed (not audited) by DCMA
i i th i d ( t dit d) b DCMA
– Purchasing(3)
– Government Property(2)
– Earned Value Management(2)
(1) Always applicable
(2) Applicable only when system is required
( ) pp
(3) Applicable, but reviewed only above a threshold or on request
, y q
Proprietary and Confidential 5
6. More on Business Systems
More on Business Systems
• Authority for adequacy determinations vested solely in the
Authority for adequacy determinations vested solely in the
ACO
g ,
• DCMA issues findings and can recommend, but not
determine
• DCMA will report findings in subsequent reports as if it was
making a determination – nearly the same effect
ki d t i ti l th ff t
• Threshold for Purchasing System review currently set at
$25M in qualified purchasing volume on Federal contracts
$25M in qualified purchasing volume on Federal contracts
(administrative and subject to revision without notice)
Proprietary and Confidential 6
7. How Do Contractors Get Selected for a
CPSR?
• They Make the News (Good or Bad)
• Upon Contracting Officer Request
• Prime Contract Requirement
Prime Contract Requirement
• You Had a CPSR More Than Three Years Ago
• By Contractor Request
B C t t R t
Proprietary and Confidential 7
9. The Adequacy Criteria
The Adequacy Criteria
• The Business Systems Rule sets forth 24 system
The Business Systems Rule sets forth 24 system
criteria that must be present in all contractor
p
purchasing systems in order for a purchasing system
g y p g y
to be “acceptable” (see DFARS § 252.244‐7001(a))
• DCMA CPSR “checklist” contains 61 items to be
examined (specific policies) with space to indicate
presence (or absence) and adequacy
• The system criteria of the DFARS and the review
checklist have NOT YET BEEN RECONCILED
Proprietary and Confidential 9
10. General Company Policies
General Company Policies
• Organization plan that establishes clear lines of
Organization plan that establishes clear lines of
authority and responsibility;
• Policy to ensure that all purchases are based on
Policy to ensure that all purchases are based on
authorized requisitions and include documentary
support for vendor selected, price paid, and files
support for vendor selected price paid and files
which are subject to Government review;
• Internal audits or reviews training and policies
Internal audits or reviews, training, and policies
for the purchasing department to ensure the
g y y
integrity of the system
Proprietary and Confidential 10
11. General Procurement Policies
General Procurement Policies
• S t
System description including policies, procedures,
d i ti i l di li i d
and purchasing practices that comply with the
requirements of the FAR and DFARS
i t f th FAR d DFARS
• Organizational and administrative structure to
ensure effective and efficient procurement of
requirements at the best value from responsible
and reliable sources
Proprietary and Confidential 11
13. DFARS Adequacy Criteria Deep Dive
DFARS Adequacy Criteria Deep Dive
• Procurement Planning/Market Research (2 Criteria)
Procurement Planning/Market Research (2 Criteria)
• Conflict of Interest/Misconduct (1 Criterion)
• Competition (2 Criteria)
Competition (2 Criteria)
• Negotiated Procurement (1 Criterion)
• Cost or Pricing Data and Price Reasonableness (5 Criteria)
g ( )
• Source Selection (3 Criteria)
• Contract Formation and Content (3 Criteria)
• Foreign Purchasing and Performance (3 Criteria)
• Procurement Administration (4 Criteria)
Proprietary and Confidential 13
14. Procurement Planning/Market Research
Procurement Planning/Market Research
• A l
Apply a consistent make‐or‐buy policy that is in
it t k b li th t i i
the best interest of the Government
• Ensure proper type of contract selection and
prohibit issuance of cost‐plus‐a‐percentage‐of‐
cost subcontracts
• Compete to the Maximum Extent Practicable
(FAR 52.244‐5)
Proprietary and Confidential 14
15. COI/Misconduct/Subcontractor Quals
(FAR Part 9)
(FAR P 9)
• E f
Enforce adequate policies on conflict of interest,
d t li i fli t f i t t
gifts, and gratuities, including the requirements
of the Anti‐Kickback Act
f th A ti Ki kb k A t
• Procurement is the Sole Authority to Bind the
Company
• Proactive Review / Reporting
• Reps and Certs, EPLS, OCI Cert, Financial
Responsibility
Proprietary and Confidential 15
16. Competition
• U
Use competitive sourcing to the maximum extent
titi i t th i t t
practicable
• Subcontractor Competition is documented via
Adequate Price Competition
• Require management level justification and
adequate price analysis, with negotiations, for
any sole or single source award
Proprietary and Confidential 16
17. Price Analysis
Price Analysis
• D
Documenting pricing as fair and reasonable to
ti i i f i d bl t
the Government
• Seven (7) FAR approved price analysis techniques
[FAR 15.404‐1(b)(2)]
• X / Y = Z; If Z ≤ 1.0, then X is Fair and Reasonable
• If Z > 1.0, then X is subject to Negotiation
If Z 1.0, then X is subject to Negotiation
Proprietary and Confidential 17
18. Negotiations
• A
A practice of documenting negotiations
ti fd ti ti ti
(when Z > 1.0) in accordance with the FAR
requirements for neg memo (FAR 52.244‐2)
i t f (FAR 52 244 2)
• CPSR Teams assume Noncompetitive
Procurements Will Be Negotiated
• Successful Negotiation = Lower Price or Revised
and Validated Basis of Estimate
Proprietary and Confidential 18
19. Truth In Negotiations Act & CAS
Truth In Negotiations Act & CAS
• C tif S b t t C t P i i D t t
Certify Subcontractor Cost or Pricing Data to
Avoid Defective Pricing
• Submit Required Notices for CAS covered
subcontracts
• Commercial Item Procurements are Exempt from
CAS and TINA
• Competitive Procurements And Small Businesses
Exempt from CAS
Exempt from CAS
Proprietary and Confidential 19
20. Source Selection
Source Selection
• Use competitive sourcing to the maximum extent
Use competitive sourcing to the maximum extent
practicable, and ensure debarred or suspended contractors
are properly excluded from contract award
• E l t
Evaluate price, quality, delivery, technical capabilities, and
i lit d li t h i l biliti d
financial capabilities of competing vendors to ensure fair
and reasonable prices
• Establish and maintain selection processes to ensure the
most responsive and responsible sources and to promote
competitive sourcing so that purchases are reasonably
p g p y
priced and from sources that meet quality requirements
• Small Business Participation / Plans
Proprietary and Confidential 20
21. Contract Formation and Content
Contract Formation and Content
• E
Ensure purchase orders and subcontracts contain
h d d b t t t i
all flowdown clauses, including terms and
conditions, and any other clauses needed to carry
diti d th l d dt
out the requirements of the prime contract
• Selection of Contract Type / Determination of
Accounting System Adequacy
• Flowdowns for DPAS Rated Contracts /
Acknowledgement
Proprietary and Confidential 21
22. Notice and Consent
Notice and Consent
• Ad
Advance Notice and Consent – FAR 52 244 2
N ti dC t FAR 52.244‐2
(Rules)
• Advance Notice and Consent – Prime Contract
• EEO Pre‐Award Clearance
• Foreign Subcontractor Reporting (2 Notices)
• CAS Notice
CAS Notice
Proprietary and Confidential 22
23. Foreign Purchasing and Performance
Foreign Purchasing and Performance
• E
Ensure compliance with all relevant domestic
li ith ll l td ti
preference requirements
• Ensure compliance with export control
regulations
• Ensure agreements are not executed with
prohibited parties
• Notification
Proprietary and Confidential 23
24. Procurement Administration
Procurement Administration
• Maintain subcontract surveillance to ensure timely
Maintain subcontract surveillance to ensure timely
delivery and procedures to notify the Government of
potential subcontract problems that may impact
delivery, quantity, or price
d li i i
• Document and justify reasons for subcontract
changes that affect cost or price
changes that affect cost or price
• Maintain a Vendor Rating System
• Establish and maintain procedures to timely notify
Establish and maintain procedures to timely notify
the Contracting Officer, in writing, of excessive pass‐
through concerns
Proprietary and Confidential 24
26. Process Basics
Process Basics
• Begins with a request by the ACO to perform a
Begins with a request by the ACO to perform a
review
– Should ALWAYS be scheduled, never unannounced
Should ALWAYS be scheduled, never unannounced
– Should be reasonably convenient for both parties
– Unless you KNOW you are well prepared, get as much lead
time as you can
• Plan on one to two weeks on‐site (your facility) for
two or more people (based on recent experience)
t l (b d t i )
• One of the participants is often from DCAA
Proprietary and Confidential 26
32. Process Results
Process Results
• Draft report to the ACO on findings
Draft report to the ACO on findings
– Report is a DCMA document, NOT DCAA
– Does NOT come under the DCAA Rules of Engagement
– DCMA usually cooperative on getting contractor input
DCMA usually cooperative on getting contractor input
• No set time frame for issuance of determination by ACO
– Often issued first as a formal draft report with a request for a
reponse
– ACO will sometimes permit follow‐up review before issuing final
• Once issued, DFARS Business Systems Rule controls “clocks” for
the process
the process
• Pass Rate for First Time CPSR: <1%
Proprietary and Confidential 32
33. Typical CPSR Findings
Typical CPSR Findings
• File Findings
File Findings
– Inadequate Price Analysis
– High Dollar Value Public Law Violations
High Dollar Value Public Law Violations
– Selection of Subcontract Type
• Enterprise Findings
Enterprise Findings
– Organizational Structure
– L d Ti
Lead Time
– Accuracy of Data Call Response
Proprietary and Confidential 33
34. Typical File Findings
Typical File Findings
Inadequate Price Analysis
I d t Pi A l i
• Competition = Adequate Price Analysis. Lack of
Competition = Inadequate Price Analysis
• Noncompetitive Procurements Should Be
Negotiated.
• Everything Should Be Documented
Everything Should Be Documented
Proprietary and Confidential 34
35. Typical File Findings
Typical File Findings
Inadequate Price Analysis
I d t Pi A l i
• Documenting Competition
• Competition Among Resellers is a Competitive
Procurement
• ID/IQ Team Member Rates Must be Competitively
Evaluated (Using Target Rates)
• Using Best Value Procurements to Increase
Competition on SME, “COTR‐Directed” Procurements
Proprietary and Confidential 35
36. Typical File Findings
Typical File Findings
High Dollar Value Public Law Violations
Hi h D ll V l P bli L Vi l ti
• EEO Pre‐Award Clearance – Christian Doctrine
• TINA – NOT Christian Doctrine
• If 52.215‐12 & 13 are flowdowns, subcontractor certified
cost or pricing data is independent requirement.
cost or pricing data is independent requirement
• Noncommericial + Noncompetitive + >$700,000.00 +
52.215‐12/13 flowdown = Certificate of Current Cost or
Pricing Data Requirement
Proprietary and Confidential 36
37. Typical File Findings
Typical File Findings
Inadequate Documentation of Selection of
q
Subcontract Type / Determination of Accounting Adequacy
• FAR 16.104 Considerations Must Be Taken Into Account
FAR 16.104 Considerations Must Be Taken Into Account
• Documentation Requirements
• Other Than Firm Fixed Price Memorandum (FAR Part 16)
Other Than Firm Fixed Price Memorandum (FAR Part 16)
• Determination of Accounting System Adequacy
• Adequacy Depends of Contract Type Awarded
• Labor Hour Requirements Significantly Less Than Cost Reimbursable
• Flowdown 52.232‐7 and/or 52.216‐7 when appropriate
Proprietary and Confidential 37
38. Typical Enterprise Findings
Typical Enterprise Findings
• O
Organizational Structure That Supports
i ti l St t Th t S t
Procurement Autonomy / Authority
– The Procurement Structure Must Retain Structural
Integrity and Autonomy
– OOrganizational Structure Protects Autonomy
i i lS P A
– Question – Can An Operational Employee Fire a
Procurement Professional Without Oversight?
P tP f i l With t O i ht?
Proprietary and Confidential 38
39. Typical Enterprise Findings
Typical Enterprise Findings
Shared Service Model
Preferred
Proprietary and Confidential 39
40. Typical Enterprise Findings
Typical Enterprise Findings
Dotted Line Model
Acceptable
Proprietary and Confidential 40
44. Typical Enterprise Findings
Lead Time: Fixing The Patchwork Approach
Lead Time: Fixing “The Patchwork Approach”
• Replace Informal RFQ Requests With Purchasing
System Requisition (PSR)
• Document and Capture Lead Time
• Add Efficiency to Requisition Process
Add Efficiency to Requisition Process
Proprietary and Confidential 44
46. Typical Enterprise Findings
Typical Enterprise Findings
• A
Accuracy of Data Call Responses
f D t C ll R
– CPSR Requires Accurate, Timely, Reliable Responses to
DCMA (Government) Requests for Information
DCMA (G t) R t f I f ti
– Effectively Include AND Exclude – Too Much
Information Is a BAD THING
Information Is a BAD THING
Proprietary and Confidential 46
47. Typical Enterprise Findings
Typical Enterprise Findings
• H D Mi t k H
How Do Mistakes Happen? “The Patchwork
? “Th P t h k
Approach”
– Accounting System Reports Used for Data Call
– Accounting System Is Not Required to Track
Purchasing System Data Points
P h i S D P i
– Manual Edits + 1000’s Lines of Data + Tight
Deadline/Panic = Mistakes
D dli /P i Mi t k
Proprietary and Confidential 47
48. Typical Enterprise Findings
Typical Enterprise Findings
• Data Call Mistakes Can Result in a finding of a
Data Call Mistakes Can Result in a finding of a
Significant Deficiency. How?
• Defense FAR Supplement (DFARS) 252.242‐7005(b),
pp ( ) ( ),
“Contractor Business Systems,” provides the
following definition:
• “‘Significant deficiency ’ in the case of a contractor
“‘Significant deficiency,’ in the case of a contractor
business system, means a shortcoming in the system
that materially affects the ability of officials of the
Department of Defense to rely upon information
produced by the system that is needed for
management purposes.
management purposes.”
Proprietary and Confidential 48
49. Typical Enterprise Findings
Typical Enterprise Findings
• D t C ll A
Data Call Accuracy: H t Fi “Th P t h
How to Fix “The Patchwork
k
Approach”
– Track Purchasing System Data Points In Accounting
System
– R i PO/S b
Revise PO/Subcontract Numbering Process
N b i P
– Track PSRs
Proprietary and Confidential 49
51. Near Term Outlook
Near Term Outlook
• DCMA h
DCMA has undertaken a large number of CPSRs in
d t k l b f CPSR i
2012
• DCAA is participating heavily, but may not
continue given agency workload
• DCMA current backlog estimated at more than
one year
Proprietary and Confidential 51
52. Longer Term Outlook
Longer Term Outlook
• Purchasing System status now tracked by DCMA in
Purchasing System status now tracked by DCMA in
Business Systems database
g
• Contractors meeting threshold for review will be shown
with a (purchasing) system status of “Unassessed” if…
– Never reviewed
–L t d
Last adequacy determination more than 3 years old
d t i ti th 3 ld
• Status of unassessed may adversely affect eligibility for
contracts that require an approved purchasing system
contracts that require an “approved” purchasing system
• Growing backlog of CPSRs may put many contractors in
exactly that position
Proprietary and Confidential 52
55. Contact Us
Contact Us
8000 Towers Crescent Drive, Suite 950
Vienna, VA 22182
www.WatkinsMeegan.com
Rich Wilkinson, Director
(703) 847‐4435
(703) 847 4435
Rich.Wilkinson@WatkinsMeegan.com
Mark Hijar
(202) 288‐5405
Mark@ProcureLinx.com