...Request for Proposal Inventory Control System Blooming Tyler’s 123 Flower Street Miramar, FL 12345 Distribution List Samantha Smith (CFO) Lisa Panera (CIO) Alfred First (Marketing) TABLE OF CONTENTS 1. INSTRUCTIONS TO BIDDERS 3 1.1. General Description of Work 3 1.2. What Must Be Included with Bid 3 1.3. Schedule of Bid Period Activities 5 1.4. Location of Work 5 1.5. Pre-Bid Meeting 7 1.6. Owner Contact for questions 7 1.7. Pre-Award Surveys 7 1.8. Sealed Bid Requirements 7 1.9. Basis for Bid Evaluation 7 1.10. Ethical Standards 8 1.11. Responsibility for Surety Bonds 8 1.12. Proposal Format 8 1.13. List of Bidders 8 1.14. Letter of Acknowledgment 8 2. DESCRIPTION OF WORK 8 2.1. Engineering Contracts 9 2.2. Construction Contracts 9 3. PROPOSAL 10 3.1. Breakdown of Bid Price 10 3.2. Revisions and Extra Work 11 3.3. Escalation Formulas 11 3.4. Scheduled Completion Dates 11 3.5. List of Subcontractors 11 3.6. Key Supplier or Contractor Personnel 11 3.7. Length of Time Bid Is Valid 11 3.8. List of Bid Document Addenda Reviewed by Bidder 11 3.9. Notice of Conflicts or Errors in Bid Documents 11 3.10. Clarifications of Bids 11 3.11. Bidder Signature 12 4. SPECIFICATIONS AND DRAWINGS 12 5. SPECIAL CONDITIONS 12 6. GENERAL CONDITIONS AND CONTRACT AGREEMENTS 13 Appendix A 14 Appendix B 15 Supplier/Bidder List 15 Note: Click somewhere within your table of contents, press F9, select the “update entire table”...
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...PM598 – Contract and Procurement Management RFP Template: Template notes: ------------------------------------------------- The formats of RFP's used by companies and government agencies are seldom the same. The organization of the technical, management, and commercial information included in RFP's varies. There are six commonly used sections of information that procurement groups include in RFP's. We will use these six sections as a template for your RFP’s. ------------------------------------------------- 1. Instructions to Bidders 2. Description of Work 3. Proposal 4. Specifications and Drawings 5. Special Conditions ------------------------------------------------- 6. General Conditions and Contract Agreement The Instructions to Bidders provide sufficient information to bidders to allow them to prepare a responsive bid proposal. Most of this information is not required in the final contract for the work. The information in the Description of Work, Proposal, Specifications and Drawings, Special Conditions, and the General Conditions and Contract Agreement sections is included in the final contract for the work. The remainder of this template discusses each of these sections included in RFP's. Please feel free to type “N/A” under sections that are not applicable to your project and to add sub-sections as desired. Also, you will want to delete the description information (in blue) after you have added your data under each section of the template. How...
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...Instead, management at Corwin allows the 5-year profit sharing incentive to influence negatively its decision making process. If Corwin had of followed its policy and process, the project might never have been accepted. Corwin agreed to a fixed price contract. In a fixed price contract, the vendor takes on the majority of the financial risk. Fixed price contracts work well in situations where the requirements are clear and the vendor is confident that they can meet the requirements for the agreed price. However, the Peters project did not fit the criteria for a fixed price contract. Peters was only able to provide a rough draft of product specifications. Incomplete specifications are at high risk for change. Changes to product specifications can affect the cost, which can negatively affect Corwin in a fixed price contract. In addition, the contracts manager at Corwin was unfamiliar with fixed price contracts resulting in his inability to watch out for the best interests of the organization. If Corwin had followed its normal pricing process, they might have proposed a might higher cost for the project and Peters might never have accepted the proposal. Senior management failed to engage in and support the project. Three of the four decisions makers were out of town during the proposal process. Due to the short turnaround requirements for the proposal presentation, senior management was unable to participate in the proposal process. In addition, senior management stayed at...
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...Conclusion………………………………………………………………………17 References………………………………………………………………………18 2 Executive Summary K. Schwalbe (2012) has provided a basic understanding of what project management is and explains that it requires planning and use and management of organizational resources in order to complete a project within the required time, scope and cost. Project managers must understand that one of the most important aspects of project management is to complete a project with a successful delivery of the product while ensuring that it is within the required timeline and within the resources allocated to the project. Therefore, it is imperative that the managing of a project makes efficient use of time, resources, cost, risk, quality and scope. By understanding these constraints, the project manager will be able to successfully complete the project. In reviewing the Orion Shield project case, it is very clear that the Scientific Engineering Corporation did not apply these methods. This paper will compare Scientific Engineering Corporation’s (SEC) project management techniques to the five project management process groups and the nine project management knowledge areas that are detailed in the a Guide to the Project Management Body of Knowledge (PMBOK), 5th ed., 2013. PMBOK has identified five project management...
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...Orion Shield Project is an example of a project without such a plan in place, and an inexperience manager as lead. Gary Allison was impulsively appointed to the position of Project Manager for the Orion Shield Project by Henry Larsen, the Director of Operations. This paper will analyze the the technical, ethical, contractual/legal, and program management related issues that Gary Allison encountered while managing the Orion Shield project. The paper will outline the history and specifics of the project but it will mainly focus on the actions and reactions of Mr. Allison, and what steps he could have taken to result in a different outcome for the project. Gary’s lack of management experience and lack of ethical judgement led to a failed project mission, which could have been easily avoided. Introduction The Orion Shield Project has the mission to improve the structural capabilities of NASA’s Shuttle Launch booster by 3 years. Research found that the Booster showed signs of fatigue failure after six years in the field, where as the desired and originally specified time was nine years. This project was by NASA to find/create new materials that can support a longer life in the field for the Shuttle Launch Booster. Since the DoD/NASA contracting criteria changed recently, companies that win the Research and Development (R&D) and Qualification phases of a program, are proposed to have a competitive edge when the Production contract is finally awarded, the SEC decided to employ...
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...Chikkonahalli Villages, Maddur Taluk, Mandya District, Karnataka. The existing plant is having Consent to operate from KSPCB which is valid till 30 th June, 2011. The existing distillery plant is producing 45 KLPD of Rectified spirit/ ENA/ Ethanol with Molasses as raw material. We have obtained the Environmental Clearance earlier for expansion of Distillery plant from 45 KLPD Molasses based to a total capacity of 120 KLPD with installation of 75 KLPD of cane juice based or 37.5 KLPD of Grains based to manufacture RS/ENA/Ethanol from the Ministry of Environment & Forests, New Delhi wide Letter no. F.No.J11011/499/2006-IA II (I), dated 24th October, 2008. Now as a part of proposal of Change feed stock with Molasses based distillery production capacity to manufacture Rectified Spirit/Extra Neutral Alcohol/Ethanol from 45 KLPD to 60 KLPD without any major changes in the equipment with a provision to use cane juice to generate 60 KLPD and installation of a 60 KLPD grain based distillery so that the total production capacity of Rectified Spirit/Extra Neutral Alcohol/Ethanol will be 120 KLPD (No change in the total capacity as per EC obtained in 2008) the existing plant premises only. Total land in possession of the management is 110 acres. Surveys Numbers of the plant consisting of 110 acres are 60 to 62, 88 to 98 & 100 to 105 of Chikkonahalli village and Sy Nos 55, 78 to 83 & 86 of Hurugalawadi. The additional capital investment for the proposed change in feed stock composition project...
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...12 Introducing Project Procurement Management 2 Chapter 12: Introducing Project Procurement Management P rojects routinely require procurements. Projects need materials, equipment, consultants, training, and many other goods and services. Project procurement management is the process of purchasing the products necessary for meeting the needs of the project scope. Procurement management involves planning, soliciting sources, choosing a source, administering the contract, and closing out the contract. Procurement management, as far as your PMP exam is considered, focuses on the practices from the buyer’s pointof-view, not the seller’s. The seller can be seen as a contractor, subcontractor, vendor, or supplier. When buying anything from a vendor, the buyer needs a contract. A contract becomes a key input to many of the processes within the project. The contract, above anything else, specifies the rules and agreements for the project. Here’s a neat twist: when the seller is completing its obligations to supply a product, PMI treats those obligations as a project. In other words, if ABC Electricians were wiring a building for your company, ABC Electricians would be the performing organization completing its own project. Your company becomes the customer of their project—and is, of course, a stakeholder in their project. In the scenarios described in this chapter, the seller will be outside of the performing organization. The buyer will be managing a project and procuring...
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...any company. Although specific audit procedures are different from one engagement to the next, the following steps are involved in every engagement. The first step in the audit process for any engagement is to make contact with the potential client. The goal of this step is to obtain new audit business. This is often times is done through the submittal of a general proposal that includes details on the nature of services provided, the qualifications of the firm’s auditors, anticipated fees, and other pertinent information to persuade the client to choose the firm. If the potential client is a publicly held company, arrangements for the audit are made through the audit committee. The proposal and oral presentations are made to provide a basis for selection. If the potential client is a private company, a partnership, or a smaller company, arrangements are made through the owners, a partner, or an executive of the company. This initial contact will often lead to oral discussions, negotiations, and other fact-finding topics before a final formal proposal is written and the audit is accepted. The proposal will also include a mention of contacting the previous auditor of the potential client. This is important because the potential client will have to give consent to the previous auditor to discuss confidential information. This way all parties involved have full disclosure. The outcome of the initial contact is proceeding to the next step in the process, communicating with...
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...Running Header: SMALL BUSINESS OPPORTUNITIES – EDUCATIONAL SERVICES Small Business Opportunities – Educational Services In APA Style School Name Here BUS 505 – Business Strategies and Proposals Professors name here May 20, 2011 INTRODUCTION The Fudge Education Center (FEC) is a woman owned small business located in Charleston, SC, that provides educational support services to both military and civilians that qualify based on a financial need. FEC is currently seeking opportunities under North American Industry Classification System (NAICS) code 611710 and 611430 – for Educational Services. These services will support military and civilians in areas such as study sessions, test preparation, coaching, educational development, job training, to include resume writing, interviewing skills and job placement. The criteria for qualifying to participate in FEC’s program will be based on household income per family. For example, a family of three earning no more than $25,000 per year will qualify to participate in these programs based on a financial need. However, a family of three earning $50,000 or more will not qualify to participate in the FEC program as they do not demonstrate a financial need based on household income. FEC is in the process of seeking contracting opportunities within the small business. We are currently researching our options to see which social economic small business category will best fit FEC’s small business status. FEC’s ideal...
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...Contracts Just because the contractor has been selected as the winner does not mean the contractor can start doing the work. Before the project can proceed, a contract must be signed between the customer and the contractor. A contract is a vehicle for establishing good customer–contractor communications and arriving at a mutual understanding and clear expectations to ensure project success. It is an agreement between the contractor, who agrees to perform the project and to provide a product or service (deliverables), and the customer, who agrees to pay the contractor a certain amount in return. The contract must clearly spell out the deliverables the contractor is expected to provide. For example, a contract will state that the project result will meet certain specifications or that certain documentation will be provided. The contract must also state the terms by which the customer will make payments to the contractor. There are basically two types of contracts: fixed-price and cost-reimbursement. FIXED-PRICE CONTRACTS In a fixed-price contract, the customer and the contractor agree on a price for the proposed work. The price remains fixed unless the customer and the contractor agree on changes. This type of contract provides low risk for the customer because the customer will not pay more than the fixed price, regardless of how much the project actually costs the contractor. However, a fixed-price contract is high risk for the contractor because if the cost of completing...
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...Project has multiple problems to include those of technical, ethical, legal, contractual, and managerial. Introduction In order to be a well-rounded project manager one must not only have the technical, but administrative and organizational background. Another imperative characteristic a project manager, especially those in the research and development (R&D), is that they “work well under pressure and are comfortable with Change and complexity in dynamic environments (Who are Project Managers, pmi.org).” A good outline to follow in project management is known as the project management triangle, consisting of scope, cost, and time, and in the instance of the Orion Shield Project, all three areas were botched. In order to understand the points of failure, one must have a background of the project. Space Technology Industries (STI) won a contract from NASA called the Orion Shield Project, in turn STI sent out a request for proposal (RFP) for subcontractors for the sub parts of the contract. The RFP was for a Research and Development (R&D) contract, was Fixed Price Incentive Fee (FPIF), a 10...
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...Sidst opdateret: 12. oktober 2015 EXAM PLAN WINTER 2015/16 – INTERNATIONAL UNDERGRADUATE EXCHANGE PROGRAMME - BUSINESS ECONOMICS COURSE TEST DATE Business Research Methods 8822602 Chih-Cheng Lin Research proposal individually or in groups of two. Max. 10 pages for individual proposals and 15 pages for group proposals. Oral exam with preparation. 20 min. prep. 20 min. exam. (All study materials and private computer with internet access allowed.) Strategic Management Accounting 9426112 Iver Poulsen Strategic Management Accounting 8822702 Iver Poulsen Human Resource Management 9009812 Leif Andersen Human Resource Management 9009802 Leif Andersen Environmental Economics 9426312 Stefan Borsky Environmental Economics 9426302 Stefan Borsky Presentations in class During the semester Oral exam without preparation 20 min. exam. 07.12.15 Written proposal. Approx. 3 pages 27.11.15 Individual essay Max 15 pages 11.01.16 Mandatory presentation and participation in class During the semester 20.10.15 Energy economics 9426512 Brooks Kaiser Mandatory seminar Business Strategy 9348002 Leif Andersen Individual 24-hour take-home assignment. PLACE/TIME EVALUATION 08.01.16 Must be uploaded in Black Board via SDU Assignment before 12 o’clock noon. Internal grading 01.12.15 03.12.15 04.12.15 Time: Look at BB Exam room: Look at BB Preparation room: Look at BB Examination order...
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...dismissed prioritizing the customer’s contractual protocols. Gary did not have a full understanding of the three constraints facing a project: time, cost, and scope. Gary was told upon promotion that most trained managers care most about time and cost. He assumed that his main focus should be on the scope. In actuality, all three constraints must be adhered to. The contract was poorly timed-managed, causing his team to work overtime while he failed to properly juggle his assigned duties. Cost overruns also took place due to poor planning, and it threatened the profitability of the project. Gary failed in identifying and implementing each process group of project management: initiating; planning; executing; monitoring and controlling. He initiated the project by intentionally placing false information on the proposal that resulted in a misappropriate amount of time and funds to be...
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...• The PMBOK phases of Project Procurement Management: Procurement Planning, Solicitation Planning, Solicitation, Source Selection, Contract Administration, and Contract Close-Out • Be familiar with Input, Tools and Techniques, and Output for each phase) • VERY IMPORTANT: Understand the viewpoint of the PMBOK. Project Procurement Management is discussed from the perspective of the buyer in the buyer-seller relationship. The buyer is the organization seeking the service or product. The seller is the provider of the service or contract and is referred to as the vendor, the supplier, or the contractor. Project Management should be done by both the buyer and the seller. • Understand the definitions and terms. (buyer, seller, express and implied warranties, "fitness for a particular use", invitation to bid, request for proposal, etc.) • Understand the viewpoint of the reading material. Is procurement management discussed from the viewpoint of the buyer (the organization or person seeking to outsource) or the seller (the person or organization selling their services / products)? • Understand the different types of contracts: fixed price, cost plus percentage, cost plus fixed fee, cost plus incentive fee, and fixed price plus incentive fee. Know who assumes the most risk (buyer or seller) in each type of contract. Study examples of each type of contract so that you are comfortable with the different types and can adequately distinguish between each type of contract (especially the...
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