The United States government is the largest single purchaser of goods and services in the world. Even during times of economic hardship, the US continues to dump billions into the private sector. The federal procurement spending rate of growth has surpassed the rate of U.S. inflation every year, since 2000. With annual federal procurement budgets of more than $400 billion, it is no surprise that the competition for government contracts has increased tremendously. Consequently, more and more companies are trying to get a piece of the action. When these companies adhere to all of the required regulations and statutes, they expect their proposals to be evaluated and the contract awarded in
As Intel’s facilities organization worked to transition the entire structure of how we contracted and executed construction projects on Intel’s Ronler Acres campus, I made countless judgement calls. One in particular stands out. I needed to decide if we would use cost based incentives as part of the contracting strategy and execution processes, and if we decided to use them, how it would
However, the fact remains that the Trident submarine is a new ship, and the shipbuilders could be faced with unrealized production challenges, such as mirror welds, which could slow down the build time and increase labor costs. These types of unexpected costs are the basis for the cost-reimbursement contract approach and remain a risk within every fixed cost contract. Fixed cost contracts also run the risk of reducing the quality of work in favor of remaining under budget.
The Truth in Negotiations Act was passed on December 1, 1962 requiring government contractors to submit cost or pricing data if the procurement met specific requirements in order to establish that the offer is fair and reasonable. The history of The Truth in Negotiations Act will set the stage for its significance in the twenty-first century. Prior to World War II, the United States government conducted its bidding process for procurement in an open bid environment. What was required for a bid was a complete description of the requirement, two or more suppliers capable and willing to complete the requirement, a selection based on price competition and sufficient time to prepare a complete statement of the government’s needs and terms.
A contract has been awarded under competitive negotiated procedures and an unsuccessful offeror wanted to know why they were not the winner. The Federal Acquisition Regulation (FAR) provides an approach to this issue by offering an organized correspondence with the unsuccessful offeror and the government. An unsuccessful offeror may submit a request to the contracting officer for clarification on why they did not win the award. This request is called a debriefing. The debriefing provides feedback from the government on the unsuccessful offeror’s proposal explaining the process in depth as to why they were not selected. Only certain information is shared and will vary depending on whether the debriefing is conducted prior to or after
Tracked, validated and recommended payment of invoices paid through a third party institution verifying cost and fee distribution status and funding availability for German funds disbursement. Meticulously researched and resolved long standing closeout issues on two overage firm fixed price contracts leading to final closeout. Provided extensive cost and pricing analysis on $25M Foreign Military Sales modification. The evaluation included profit and fee determination and review/incorporation of Defense Contract Management Agency (DCMA) pricing report, Defense Contract Audit Agency (DCAA) audit and technical report on direct material and labor costs, as well as, application of indirect rates. Assisted the Administrative Contracting Officer in development of the government’s position, drafted pre-negotiation memorandum for headquarters approval and provided negotiation support. Assisted in Major Program Support management review process and identified areas for improvement. Evaluated Earned Value Reports for contract compliance resulting in timely submittal of corrections. Submitted three process
Fast changes in environmental market place such as social development (globalization and development of social networks), economic unsteadiness (crises), technological progress, fast growing competitive world and strict marketing regulatory directly affect work of most of marketing companies or marketing and brand image divisions of the companies. I order to implement a successful campaign or increase sale and consumer awareness companies have to stay in pace with recent marketing environment and take into consideration every possible detail that might help or ruin image of a company or product.
Mark Cuban is an American Entrepreneur, investor, and owner of the NBA’s Dallas Mavericks. Cuban is also an investor on the reality television show Shark Tank, in which potential investors consider offers from aspiring entrepreneurs. Cuban’s book How to Win at the Sport of Business” is a collection of his most popular blog posts on his blog “Blog Maverick”, in which he provides insight on his knowledge and secrets of becoming a successful entrepreneur. His book is based on his personal experiences, from working small jobs to his success and failures in starting his own businesses. He describes his unique and extravagant way of becoming entrepreneur of a multi million dollar business and owner of the Dallas Mavericks. Within his entertaining blog posts it is clearly portrayed how Cuban’s intelligence, persistence and hard work lead him to become a successful businessman. In his book he provides rules and tips on how to start your own business and stay successful in it, often making comparisons between sports and businesses.
Nike’s management understands how important a relevant strategy is in the global environment, as Don Blair, Nike’s CFO, stated “...we are refocusing our efforts, increasing our investments in innovation, using our voice for stronger advocacy and looking at how we incubate new, scalable business models that enable us to thrive in a sustainable economy.”
As the Director of Long Island and Cypress Hills National Cemeteries, I prepare, justify, and administer a combined operating of $9,259,500.00. Planning and evaluating contracting and procurements can be difficult if not coordinated and monitored correctly. LINC is currently under a large renovation period there are 12 multi-year contracts being managed valued at over $25 million. I oversee three National Shrine Concrete Beam System contracts. The first at Cypress Hills National Cemetery valued at $6,324,083.66, a second contract at Long Island National Cemetery valued at $3,686,856.50 and a third valued at $3,382,940. In addition to these Raise and Realign Millennium contracts valued at $13.3 million, I manage several internal maintenance contracts. The grave repair and fine-tune alignment contracts valued at $715,700.00. LINC’s mowing contract valued at $810,152.00, a mowing contract at Cypress Hills valued at $1,001,355.60, Headstone Setting and cleaning contract valued at $339,815.00, and a trimming contract for Cypress Hills and Long Island valued at $35,661.00. I maintain oversight and manage these contracts through my staff; I have five staff members that are Contracting Officer Representatives (COR). Though they are managing each contract, I conduct contract review and inspections on a weekly basis. To accomplish this I require each COR to complete and forward to me a weekly observation sheet. This sheet tracks all actions related to each contract on a weekly basis to ensure any errors by the contractors are documents and retained. I personally manage two of the larger contracts to provide my employees with a positive example of how to manage contracts. Managing a large number of contracts has provided me with the
Mark Cuban was born July 31, 1958 in Pittsburgh, Pennsylvania. His parents are Shirley (Feldman) and Norton Cuban. Mark was always a businessman, since he was 12 Mark was selling garbage bags from door to door. The trash bags helped him pay his way through college at Indiana University, and then his junior year he used chain mail to pay for college. Two years after finishing his degree, Mark moved to Dallas and got a job selling personal computers. It didn't matter that he didn't know anything about them because Cuban taught himself by reading the manuals. After convincing a customer to loan him $500, he launched Micro Solutions, a reseller of local-area network and connectivity products.
“Only one reporting entity, if any, is expected to be identified as the primary beneficiary of a VIE. Although more than one reporting entity could have the characteristic in (b) of this paragraph, only one reporting entity if any, will have the power to direct the activities of a VIE that most significantly impact the VIE’s economic
NIKE, Inc., is a company that was founded in by William Jay Bowerman and Philip H. Knight in 1964, and was originally called Blue Ribbon Sports, Inc. It’s name was changed to Nike, Inc. in 1971. It’s base of operation is located in Beaverton, Oregon. NIKE, Inc., is the world’s leading designer, marketer and distributor of authentic athletic footwear, apparel, equipment and accessories for a wide variety of sports and fitness activities worldwide. Entirely owned Nike subsidiaries include Converse Inc., a brand that develops, advertises, and sells athletic apparel and accessories; and also Hurley International LLC, which designs, markets and sells surf and youth lifestyle clothing and many different accessories. Its athletic footwear products are designed primarily for specific athletic use, although a large percentage of the products are worn for casual or leisure purposes. Nike offers products in many different categories such as men’s/women’s training, running, basketball, golf, and more. The company also sells products designed for children and youth athletic activities such as baseball, cricket, lacrosse, outdoor activities, football, tennis, volleyball, walking, and wrestling. Also, Nike sells sports apparel and accessories; and markets apparel with licensed college and professional team and league logos. Further, it sells a line of performance equipment and accessories, including sports bags, balls, eyewear, digital devices, bats, gloves, protective equipment, golf
Stock Evaluation: According to our calculation: Tottenham will see a hike in its share price by 0.48% for every point increment and it can expect a 7 point increment per season which will result in a 3.35% hike in its share price.