Part 1:Getting Ready for Competition
Getting ready for a competitive source selection can be a daunting task. It helps to follow the adage that advises you to "eat an elephant" one bite at a time. The best way to conduct a competitive source selection is by taking one step at a time, and this book will guide you through that process.
Contracting professionals in both government and industry must prepare themselves for competition, which begins with the request for proposals (RFP) or the proposal itself. Part I covers the initial steps needed to get ready for these stages in the process—the first bite of the elephant.
CHAPTER 2 PLANNING THE ACQUISITION
Chapter 2 explains the planning process—conducting market research and preparing the acquisition plan and source selection plan, if necessary—and offers suggestions to make it less painful.
Chapter 2 covers the following important steps in the planning process:
Conducting market research
Understanding acquisition planning requirements
Selling to the government
Recognizing the different methods of acquisition
Understanding contract types.
Conducting market research is an important first step in which both the government and industry participate. The government seeks contracting resources that can meet its requirements, and industry contractors want the government to consider their products and services. This section of Chapter 2 explains how the government conducts market research; what the Federal Acquisition Regulation requires; and how industry participates in the process.
After conducting market research, the government begins the acquisition planning process that includes writing an acquisition plan and/or source selection plan. In this step of the planning process, the government defines its acquisition strategy and decides what source selection method and which contract type to use.
While the government conducts these acquisition planning activities, the industry contractors interested in selling products and services to the government are also busy researching opportunities and developing a marketing plan.
Both government and industry acquisition professionals must understand the different methods of acquisition and the different contract types available. Chapter 2 reviews these essential elements of the acquisition process.
After the government determines the method of source selection and contract type, it writes the RFP’s evaluation factors.
CHAPTER 3 WRITING EVALUATION FACTORS
Chapter 3 explains mandatory evaluation factors and the steps involved in selecting evaluation factors; structuring and limiting factors; evaluating risk; and expressing the relative importance of evaluation factors. The chapter also describes how the statement of work (SOW) and the work breakdown structure can be used to establish evaluation criteria; the three basic requirements for writing evaluation factors; and how to limit evaluation factors to those that will actually help discriminate among the submitted proposals.
The government uses the results of its market research to help write relevant evaluation factors. After receiving proposals, it uses the evaluation factors to determine which company should win the contract. Industry contractors use the evaluation factors in their bid/no-bid decision-making process to determine if they have a chance of winning the contract. If the government emphasizes factors a particular contractor has strengths in providing, that company should submit a proposal. On the other hand, if the government emphasizes factors a particular contractor is limited in its ability to provide, that company probably should not submit a proposal.
CHAPTER 4 SCORING PLANS AND RATING METHODS
A scoring plan or rating system is the internal guideline an agency uses to apply the evaluation criteria and denote the degree to which proposals meet the standards for the non-cost evaluation factors. Chapter 4 explores the various rating and scoring methodologies used by different agencies—e.g., adjectival, color coding, numerical, or a combination of these methodologies. The chapter also discusses the importance of documenting the evaluation with thorough narratives that explain the decision- making process.
Using a scoring plan or rating system helps the government consistently apply evaluation criteria and focus its source selection on the most critical evaluation factors. (This internal guideline is not available to contractors responding to the RFP; rather, the government’s requirements are presented to the contractor in the RFP.)
After conducting market research, preparing the acquisition plan and source selection plan, and writing evaluation factors, the government writes the rest of the solicitation.
CHAPTER 5 WRITING THE REST OF THE SOLICITATION
Chapter 5 explains what goes into the rest of the RFP, also called a solicitation, including the SOW, the proposal preparation instructions, terms and conditions, evaluation factors and subfactors, instructions to offerors, and other exhibits and 0 attachments.
The Uniform Contract Format helps both the government and industry contractors find important information in the solicitation. It provides a structured approach for formatting information that both parties need to know, so both parties can find it easily. For example, the evaluation factors are always in Section M, and the proposal preparation instructions are always in Section L.
The statement of work is the most important part of the RFP. The SOW drives the market research, evaluation factors, and eventually contract performance. Combined with the evaluation factors, contractors use this information to determine if they should participate in the competition.
Proposal preparation instructions tell offerors what the government wants to see in proposals and how to assemble proposals. Having a consistent format from each offeror facilitates the evaluation process because government evaluators know what to expect in the proposal and where to find particular information.
The contracting officer may decide to release a draft RFP to potential offerors at a pre-solicitation conference. Offerors can review the draft RFP and provide comments to the government. This is an optional but recommended step in the planning process. It not only helps the government fine-tune the RFP, but it also tells interested companies the government’s requirements and allows those companies to ask questions before the final RFP is released. Chapter 5 reviews the processes for releasing a draft RFP and conducting a final review of the RFP before releasing it to industry.
Following these planning steps is critical to successfully completing a competitive acquisition. Taking shortcuts in the planning process to save time will most likely cause problems later by effecting poorly written proposals, schedule delays, or protests after contract award. Taking the time to properly plan will help the competitive acquisition process run more smoothly.