Source Selection Step by Step
Charles D. Solloway Jr.
- 430 Seiten
- English
- ePUB (handyfreundlich)
- Über iOS und Android verfügbar
Source Selection Step by Step
Charles D. Solloway Jr.
Über dieses Buch
The path to successful source selection begins with Source Selection Step by Step: A Working Guide for Every Member of the Acquisition Team. Whether you are new to the acquisition team or an experienced practitioner looking to sharpen your skills, this comprehensive, highly readable handbook will guide you through the entire acquisition process, from designing an effective source selection plan, to preparing the solicitation, evaluating proposals, establishing a competitive range, and documenting the source selection decision. With clarity and frankness, Charles Solloway presents government source selection in a step-by-step guide that offers readers quick access to needed information. In addition to guidance about the process, the book includes: • Techniques to streamline the process and reduce time and expense
• Ways to avoid common pitfalls
• Alternatives to common procedures that yield better results
• Methods to involve contractors more effectively
• Definitions of the key terms associated with government source selection. Make this book your first stop for quick and easy guidance on all aspects of government source selection.
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Information
PART I
THE FOUNDATIONS OF SOURCE SELECTION
CHAPTER 1
BASIC REQUIREMENTS FOR AWARD OF A CONTRACT
- The contractor is responsible. In general terms, this means the contractor has a satisfactory record of perseverance and integrity and that the contractor either has, or has made provision to obtain, the necessary resources to do the job.As a part of the responsibility determination, contracting officers must consult the Federal Awardee Performance and Integrity Information System (FAPIIS). This relatively new online system gathers information from various government databases. This includes past performance information from the Past Performance Information Retrieval System (PPIRS) and information on contractor integrity or perseverance from the Excluded Parties List System (EPLS), which contains suspension and debarment information on contractors.When appropriate, the government may establish special standards of responsibility for any particular acquisition, provided that contractors are so notified when they are solicited for bids, offers, or quotes.
- The proposed contractor (offeror, bidder, or quoter) is responsive. In general terms, this means that the contractor has followed the instructions in the solicitation and has agreed before award to meet all the requirements of the proposed government contract. In negotiated procurements, as described in FAR Part 15, competing contractors that are initially found to have a nonresponsive proposal may be given an opportunity to become responsive through proposal revision if discussions (negotiations) are held and revisions are permitted.
- The price (or cost) has been determined by the contracting officer to be fair and reasonable.
- Money has been appropriated for the purpose of the contract, and the contracting officer has received the proper notification from agency fiscal authorities that the funds are available for use in awarding a contract. This notification of availability is often referred to as fund certification.
CHAPTER 2
THE SOURCE SELECTION PROCESSES
- They prepare the appropriate justifications, get required approvals, and award a contract on a noncompetitive basis.
- They award a contract on the basis of competition.
- Award to the responsible, responsive offeror or bidder with the lowest price when only a price has been requested and there are no accompanying written or oral proposals.
- Award to the lowest offer among those responsible offerors that, in addition to a price, have submitted a written or oral proposal (or both) that has been found to be acceptable. This method is called lowest-price technically acceptable (LPTA).
- Award to the responsible contractor offering the best value to the government (which may or may not be the lowest price), considering both price/cost factors and those non-price factors identified in the government solicitation and addressed in the contractor’s proposal. This is called the tradeoff process.
- Identify the requirement.
- Planning begins; assign responsibilities.
- Market research begins.*
- Prepare the acquisition plan (AP) and the source selection plan (SSP).
- Issue the draft request for proposal (RFP), if any, and conduct other presolicitation exchanges.**
- Issue a synopsis of the requirement at www.fedbizopps.gov, the governmentwide point of entry (GPE). This notifies the public that a solicitation is to be issued and often occurs at the same time as activity 7, preparation of the solicitation.
- Prepare the solicitation. A request for proposal is used for most source selections other than simplified acquisitions. Simplified acquisitions often are accomplished using a request for quotation (RFQ).
- Issue the solicitation.
- Conduct the preproposal conference or site visit, if any.
- Receive proposals.
- Evaluate proposals.
- Obtain clarifications, where appropriate.
- Select the source, document the rationale, and make the award.***
- Notify competitors, and offer debriefings.
- Hold debriefings.
- Identify the requirement.
- Planning begins; assign responsibilities.
- Market research begins.*
- Prepare the acquisition plan and the source selection plan.
- Issue the draft RFP, if any, and conduct other presolicitation exchanges.**
- Issue a synopsis of the requirement at www.fedbizopps.gov, the governmentwide point of entry (GPE). This notifies the public that a solicitation is to be issued and often occurs at the same time as activity 7, preparation of the solicitation.
- Prepare the solicitation. A request for proposal is used for most source selections other than simplified acquisitions. Simplified acquisitions often are accomplished using a request for quotation.
- Issue the solicitation.
- Conduct the preproposal conference or site visit, if any.
- Receive proposals.
- Evaluate proposals.
- Conduct communications, where appropriate.
- Establish the competitive range.
- Notify those not placed in range; offer debriefings.
- Hold debriefings at a time determined by the contracting officer. They may be delayed until after award at the request of a competing contractor or if the contracting officer chooses to do so.
- Hold discussions with those in the competitive range.
- Receive interim proposal revisions, if permitted or required.
- Request and receive final proposal re...