Working with SAIC

Contract Connections

Transcript

1. E N E R G Y • E N V I RON ME N T • N A T I ON AL S E C U R ITY • HE A LT H • C RITICA L I N FR A ST RUCTU RE © SAIC. All rights reserved. Victoria Vo and Michael Townsend March 15, 2013 Working with SAIC
2. SAIC.com SAIC PROPRIETARY © SAIC. All rights reserved. SAIC Business Overview Competitive Strengths • Commitment to advanced research and development • Platform independence • Rapid development and deployment of solutions • Breadth and depth of technology, domain expertise and advanced best practices • Proven performance and speed to benefit for our customers • Customer-centric approach for deeper understanding of mission 2 Approximately $10.6 billion in Revenue (Fiscal Year 2012) Civil and Other U.S. Government 17% Commercial and International 6% U.S. Department of Defense 77%
3. SAIC.com SAIC PROPRIETARY © SAIC. All rights reserved. SAIC’s Strategic Focus • Strong demand • Rapid technology innovation • Multi-technology solutions • Technical and scientific strength • Domain expertise • Customer and user affinity Intelligence, Surveillance and Reconnaissance Energy Health Logistics, Readiness and Sustainment Cybersecurity 3
4. SAIC.com SAIC PROPRIETARY © SAIC. All rights reserved. The Current Environment • The Good - government customers are serious about small business participation – Increased small business set-aside contracts (larger dollar values, more contract actions) – Large businesses realize the value small businesses can bring – Increased small business subcontracting goals for prime contractors – Emphasis on prime contractors being able to meet small business goals • The Bad – market challenges that affect small businesses – Competition is stiff at all levels – Primes are more selective in terms of subcontractor selection for a variety of reasons – Acquisitions driven by price (budget) – Opportunities taking longer to be awarded – Increased use of indefinite delivery/indefinite quantity vehicles (including GSA schedules) • The Ugly – Budget challenges resulting in reduced discretionary dollars are forcing hard choices • Existing programs are being scaled back or in rare instances discontinued • Ability to start new programs is severely shunted – Sequestration 4
5. SAIC.com SAIC PROPRIETARY © SAIC. All rights reserved. Ways to Engage a Large Business (Big Picture) • Too little, too late – Inquiry regarding teaming opportunities following press release of contract award – Identifying open job positions on large business website • Passive (“just enough”) – Registering on CCR and SBA websites – Registering on large business small business website – Generic email to company small business office • Active – Marketing federal agency customers to: • Identify upcoming opportunities • Learn and become familiar with the contractor landscape at customer location – Identify opportunities through forecasts and other market research tools 5
6. SAIC.com SAIC PROPRIETARY © SAIC. All rights reserved. Ways to Actively Engage a Large Business • Use of a prime’s existing contract vehicle to facilitate business – Business has marketed opportunity and customer is receptive with caveats • Customer is constrained/prefers to use certain IDIQ vehicles (e.g., DHS EAGLE) • Customer prefers GSA schedules/GWACs (Schedule 70, Alliant, etc.) – Critical step is to match opportunity to: • Contract scope • Terms and conditions unique to contract • Teaming/Subcontracting – Your firm has knowledge of the opportunity – Firm has demonstrated past performance and customer knowledge – Relationship formalized well in advance of the opportunity being competed through teaming agreement • Meeting prime contractor personnel – Presenting capability briefing – Discussing opportunities Time and Effort Required 6
7. SAIC.com SAIC PROPRIETARY © SAIC. All rights reserved. Teaming – What Does SAIC Look For? • Skills – What is it that you do best? – Niche technical and functional expertise – Key skills and certifications – PMP®, ITIL®, ISO®, CMMI® • Past Performance – Proven past performance/strong CPARS – Prime and subcontracting performance on related efforts • “Marketability”/Customer Knowledge – Customer intimacy and familiarity – Understanding customer culture, challenges, and needs – Understand the length of the acquisition/proposal life cycle and the diversity of contracting vehicles • Other Key Factors – Location and ability to support various geographical areas – Appropriate clearances – Established rates and related financial controls – Financial stability • Type of Business – SB/SDB/WOSB/HUBZone/SDVOSB/VOSB Remember SAIC teams upfront well in advance of opportunities release 7 PMP is a registered trademark of the Project Management Institute in the United States and/or other countries. ITIL and IT Infrastructure Library are registered trademarks of the United Kingdom’s Office of Government Commerce (OGC) in the U.S. and/or other countries. ISO is a registered trademark of the International Organization for Standardization in the U.S. and/or other countries. CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.
8. SAIC.com SAIC PROPRIETARY © SAIC. All rights reserved. Things to be Mindful of and Strategies to Consider • Teaming Discussions – Make sure an NDA (non-disclosure agreement) is in place before meaningful negotiations – Secure a signed teaming agreement to ensure being on the team – Assign points-of-contact to effort and know prime POCs including: • Capture manager (and possibly proposal manager) • Procurement/subcontracts • Program manager • “Blocking & Tackling” – Proposal phase – Be responsive to all data calls during proposal phase and any down-select/BAFO efforts – Share any market intelligence you come upon – Continue to place an emphasis on stellar performance on current contracts – Retain your key employees • Post award – Secure a signed subcontract – Get to know the program manager – For IDIQ contracts: • Plan to actively market • Understand how task orders will be shared/disseminated • Avenues to differentiate yourself from other subcontractors – Consider investing in technical certifications for the organization or employees – Know the customer and target your teaming activities – Develop a competitive cost structure – cost has at times been the only factor 8
9. SAIC.com SAIC PROPRIETARY © SAIC. All rights reserved. Where You Can Play – The Big Picture • Defense Solutions – C2/C4/C5 – System integration – Distributed networks and operations – Modeling and simulation • Intelligence, Surveillance, & Reconnaissance (ISR) – Information processing, exploitation and dissemination – Sensors and phenomenology – Airborne and maritime systems integration – Geospatial intelligence and imagery – Intelligence analysis – Language services • Health Solutions – Clinical health information technology (EHR) – Health analytics and data management (bioinformatics) – Health infrastructure and exchanges – Public health (disease surveillance, preparedness) – Health services • Logistics, Readiness and Sustainment – Supply chain integration – Product support integration – Fleet management and support – Asset visibility and tracking • Energy and Environment – Smart grid planning, design and implementation – Energy efficiency and management – Renewable and clean energy – Energy transmission and distribution – Environmental management and compliance – Architecture and engineering Design-build • Cybersecurity – Network security operations – Information assurance – Identity and access management solutions – Trusted infrastructure solutions – Digital forensics and analytics 9
10. SAIC.com SAIC PROPRIETARY © SAIC. All rights reserved. Points of Contact Victoria Vo • Email: vov@saic.com Michael Townsend • Email: townsendm@saic.com SAIC Corporate Small Business Development Program: www.saic.com/sbp 10