...head: SENIOR LEADERSHIP CHALLENGE Performance Based Service Contracting Impediments POINT PAPER PERFORMANCE BASED SERVICE CONTRACTING PROBLEM In last 10 years, the priority of the Federal Government has been to expand the use of Performance Based Service Acquisition (PBSA). Unfortunately, as whole, the Federal Government has been unable to achieve any of the PBSA targeted quotas as set forth by the Office of Management and Budget. BACKGROUND Performance Based Service Acquisition is a procurement method of contracting. It is structured around performance outcomes, objectives and measurable goals. The strategy of PBSA arose as a result of evolving Government practices to align with commercial business practices. PBSA employs a number of techniques, strategies and frameworks for the definition of program requirements, acquisition planning, competition management, performance measurement, contract structure, payment structure, and post-award contract monitoring and management. (“SARA Panel Draft Report,” 2006) In PBSA, the contractor is provided a Performance Work Statement (PWS) or a Statement of Objectives (SOO) in which the Government describes the end result. The contractor is also provided a Quality Assurance Surveillance Program (QASP) which specifies how and when the Government will assess the contractor’s performance of the tasks set forth in the PWS or SOO. (“Performance Based Service Acquisition,” 2009) In some cases, the contractor...
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...from the contractor. If you select contractor, then you will complete the assignment as if you are a contractor employee submitting a proposal to the government. Write a four to six (4-6) page paper in which you: 1. Examine the types of contracts and performance-based acquisition. Select the type of contract you would like to use for the vehicle purchase. (Dr. Vic’s Tips: This assignment is very close to the Db for Week 3, so I will offer similar tips and hints: You will also want to review Feldman, Ch. 16 and Compton Ch. 6. You will need to list, define, discuss and provide examples of the main three offered within the article: Fixed-Price, Cost-Reimbursement, Time-and-Materials (T&M), AND the two offered within Compton p.p. 66-70: Letter Contracts and Indefinite Delivery Contracts – this is a graduate level class…I will be looking for you to discuss all five! Please do so! Please include research from both of our textbooks [interpret, cite and reference]). For Performance-based acquisition, [Compton Ch. 7] you can also use information from your Week 3 DB as well). Finally, as the question requires, select and explain, the best type of contracts for the trucks and cars for DHS). 2. Evaluate the pros and cons of sealed bidding contracts and...
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...2013 season. This report will analyze and compare the four alternatives available and identify the recommendation that will not only allow Coast4Life to remain profitable in the short-term but strengthen the business in the long-term by focusing on its core capabilities. Financial assessment The financial performance of Coast4Life over the past three years has been impressive (See Appendix 1). The ability of the firm’s ability to meet current obligations (current ratio) and long-term obligations (Debt to equity) has steadily improved. Profitability (Return on sales, Return on assets, and Return on Equity) has also increased consistently while maintaining a steady gross margin as a percentage of sales. However, accounts receivable turnover has decreased over the past three years but is still at a healthy level. Also, the degree of operating leverage is 2.1 and degree of total leverage is 2.5 and both have improved over the last couple of years. This means that if sales decrease by 35% then operating income will decrease by 70% and earnings after taxes will decrease by 87.5%. Analysis of the issues and the related alternatives Alternative 1: Divesting the Fraser dry dock Pros: a) Allows Coast4Life to focus on its core business b) Decreases fixed costs and improves operating leverage which is important is a time of declining revenues to maintain profitability c) Cash from sale can be used to pay for Coastal Native’s hull repairs d) Divesting is financially a better...
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...with a concentration on the federal system. Based on online resources, students cover the organization of the Federal Acquisition Regulation and how to interpret relevant subject coverage. Current reforms in the acquisition field will be incorporated into the course and emerging controversies will be highlighted to provide students with an up-to-date view of the profession. INSTRUCTIONAL MATERIALS Required Resources Compton, P. B. (2010). Federal acquisition: Key issues and guidance. Vienna, VA: Management Concepts, Inc. Feldman, S. W., & Keyes, W. N. (2011). Government contracts in a nutshell (5th ed.). St. Paul, MN: Thomson Reuters. Supplemental Resources Brown, T. L., Potoski, M., & Van Slyke, D. M. (2009). The challenge of contracting for large complex projects: A case study of the coast guard’s Deepwater program. IBM Center for the Business of Government. Retrieved from http://www.businessofgovernment.org/sites/default/files/deepwater_magazine_0.pdf Rendon, R. G. Critical success factors in government contract management. Retrieved from http://www.ippa.org/IPPC4/Proceedings/19Others/Paper19-2.pdf Schwartz, M. (2009). Defense Acquisitions: How DOD Acquires Weapon Systems and Recent Efforts to Reform the Process. Retrieved from http://assets.opencrs.com/rpts/RL34026_20090710.pdf COURSE LEARNING OUTCOMES 1. Analyze the source of government funding to determine a cost estimate for the acquisition requirements. 2. Given a defined requirement...
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...effective and time efficient. The pros of the Lean model include eliminating majority, if not all forms of waste. Another pro to this model is it helps organizations to increase competitiveness and reduces operation cost. A con to this model is that support has to come from every level within the organization and because people do not adapt to change very well, this can be a difficult task, especially in larger corporations. Another QI tool is the FADE model. FADE stands for Focus-define process to be improved, analyze-collect and analyze data, develop-develop action plans for improvement, execute-implement the action plans, and Evaluate-measure and monitor the system to ensure success. Six Sigma is a business strategy that seeks to identify and eliminate causes of errors or defects or failures in business processes by focusing on outputs that are critical to customers (Snee, 1999). It is also a measure of quality that strives for near elimination of defects using the application of statistical methods. A defect is defined as anything which could lead to customer dissatisfaction. The fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction. The pros to the Sigma Six model it that it defines and identifies a bottom-line impact for the organization that has both a measurable and quantifiable financial return for the organization. Another pro the Sigma Six is that is also...
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...Quality Metal Service Center Group 2 Araojo, Oscar Jan Asis, Alvin Magboo, Mike Raniel Manzano, Krystele Ann Peralta, Diana Marie Rodriguez, Jerelleen EXECUTIVE SUMMARY Quality Metal Service Center has shown its resilience in the industry through its century old existence banking on industry knowledge and high quality products. The company is doing well and would like to maximize its potentials by looking into its control system. Analysis has shown that potentially profitable projects may not be pushed through due to some inefficiencies in their performance evaluation and incentives system. The company is currently using ROA as the sole criterion of evaluation. However, ROA will be lower on companies with newer assets that those with older ones. This will lead managers to reject proposals of new projects with large capital outlay. The Economic Value Added is a more appropriate measure in this situation. In light of the application of the EVA, the issue with the Columbus District manager will be resolved, and the proposed project should be accepted. INDUSTRY ANALYSIS The Metal Distribution Industry is highly competitive and fragmented industry which composed of fewer companies because of the high costs of establishing and maintaining this kind of business. It is on its mature stage that improved efficiency on production is the priority in order to beat the competitors in the industry. End users still have different needs which are unmet by the market players...
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...problem | PoliticalEuropean acquisition of US firms | * This put pressure on the American firms. * Created the “War For Talent” | Economic * Surge in the financial sector. * Many companies were going public. * There was an increase in the acquisitions in the financial services industry. * Lucrative overseas market. * IPO markets were growing, generating continuous revenues. | * Change in the financial sector, changed the way organisations functioned. * Opportunities and resources became global in scope. * Expansion forced institutions to expand their workforce. * The increased workforce called for more capable leaders throughout the organisation. * New industries and upcoming companies presented attractive opportunities for key employees from traditional companies like Goldman Sachs. This placed stress on the employee retention ability of these older companies. * Companies like Goldman Sachs hence had to look deeper into the adequacy of their training and development programmes. | SocialNot Relevant | | Technological * Dot Com Boom * Emergence of new media, telecommunication & technology industry. | Development of technology enabled the following: * Design of unique training programmes. * Better performance evaluation systems. * Delivery of training programmes over the internet to several locations at once. * Employee centric abilities were not critical anymore. | Cultural * European acquisition changed the work culture...
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...Gucci Group N.V. Case Brief Group: Synergy BI4242 Global Strategic Management Section 404 Submitted to A. Pattana Boonchoo November 25, 2005 Mission: The mission of the company is to be a successfully managed multi-brand group in the fashion industry, producing luxury products that will be enjoyed by affluent, style-conscious consumers. Internal analysis: Performances: After the new CEO get on the stage, the company starts increase its revenue. Now the company use acquisition strategy to growth. And now they already acquire 2 companies YSL and Sergio Rossi. Current strategies: At the corporate level, the company operates in two directions, which is vertical and horizontal. Horizontally, the company purchased companies in the same industry such as YSL Beaute, Sergio Rossi and YSL couture. This acquisition not only broadens the product lines the company carries; it also provides the company with more specific targets with each of its brands. Vertically, the company has integrated both forward and backwards. It established partnering relationships with some of its suppliers and also tried to gain more control over its DOS (directly operated stores). In integrating vertically, the company is able to more control the entire value adding process, thus able to provide the most value to its customers. Also, they will be able to control costs and the overall image of the brand. Although there are a lot of positive reasons for integration, the company still has to...
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...company must decide whether to maintain status quo and keep the current strategy with strong financial performance or pursue a more aggressive strategy to reach it’s future revenue goal of $2.5 billion dollars. The main challenge is successfully growing the business through all the acquisitions Cervus has obtained. The company has challenges with early stage international growth and internal barriers such as confliction with decentralized management philosophy. Technology in the agricultural industry is evolving dramatically in relation to government regulations thus leading the need to maintain and develop bio energy friendly products. Company Overview: Cervus is primarily in the business of acquiring and managing agricultural, industrial, and commercial equipment. The company started as a partnership between Peter Lacy and Graham Drake in 1990. In their first 13 years of business, they had accumulated 55 wholly and partially owned equipment dealerships (36 representing John Deere and the remaining 19 representing construction equipment). Cervus now owns major brands in diversified industries such as Bobcat and JCB in construction, JLG and Clark in forklift and material handling, and Peterbilt trucks in the transportation industry. Internal Analysis: SWOT Analysis Strengths | Weaknesses | * Leader in farm equipment technology * Brand Reputation → Acquisitions * Diversification among sectors with reputable brands * Strong relationships with dealerships and...
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...Strategic Rise, Decline, and Renewal Carina Gruber(S124586@student.hb.se) Yin Wang(S125066@student.hb.se) Silvia Abendaño Delgado(S124778@student.hb.se ) Introduction In this paper, we research the five solutions to the case of ABB: strategic rise, decline, and renewal. We conduct our solutions by analysis of the kinds of CEOs’ strategies and structures from 1988 to 2008. We completed our solutions by identifying the ideas and factors, which cued key areas to go awry and affect the performance of the business; discussing the key strategic initiatives implemented by the various CEOs appointed; analysis of the pros and cons of matrix structures and compare and contrast with the structures; assessing ABB’s current corporate culture; commenting on some strategic options. Our solutions were based on the book called International Management Managing Across Border and Cultures. 1. Identify Percy Barnevik´s ideals and discuss the factors which caused key areas to go awry and effect the performance of the business. Percy Barnevik´s management had a goal, the goal was to build a company that could lead business in each of the major areas of the world, for this he was focused on the next seven points: * The development of a group-wide umbrella culture: ABB established a common set of values, policies and operational guidelines. * The development of core technologies and core competencies: being a technology leader and market share leader. * The development and use...
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...advantage. However, intense competition may lead to pricing pressures, thereby adversely affecting the operating margins and market share of the company. Best Practices for CSC for conducting market research The following are the five best practices in case of CSC in order to conduct market research- * Practice 1 CSC needs to conduct a primary research in order to understand the customer likings. The research process may be in the form of a questionnaire based survey which can be prepared by experts in the field and in consultation with the thought leaders in the event center industry. The main objectives of the primary research should be to know the demographics of its customer and their frequency in the availing the products/services. Moreover the company should also find out the ways (through this research) of attracting the non customers by knowing their needs (Paige Baltzan, 2009). * Practice 2 The company should hire a third part market research agency in order to know better about the Federal acquisition market. It can also do well to hire a PR agency in order to promote itself at the same time. * Practice 3 The company should also go about doing the secondary research by mining the internet and...
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...B2B marketing Abstract Columbia Industries is a large manufacturer of code-approved products for the construction industry. The company’s products include couplings, flex-seal couplings, inflatable plugs and a board array of specialty couplings. On September 16, 1997 the Plant Manager (Jacques Debré), Industial Engineer (Stuart West), and the Plant Engineer (Sadra Ogrosky) are in the final meeting to discuss the final recommendation for the acquisition of 7 forklifts that are necessary for the warehouse operations. The team needs to find the forklifts that meets the company’s requirements which are low down time, safety, stability, better service and maneuverability. Problem Recognition Company needs to purchase 7 forklifts because its operations are growing and they need to provide on time service to their clients. Situation Analysis: Strengths * Support of Mr. Jacques Debré to adquire new equipment that contributes with company’s productivity * Support of Sandra Ogrosky due the poor performance and productivity in the company originated y downtime because repairs * Good relationship with company’s suppliers (Yale) * Necessary number of quotations that allows the company take better deisions Weaknesses * Lack of product expertise about forklifts Opportunities * Create new relationships with new suppliers * Acquire better forklifts that allows the company to increase productivity and safety * Gain support and approval...
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...AKESH KHANDELWAL (159278005) BOOPATHI RAJA P R (159278021) CHANDRAKANT KHETAN (159278022) JAYESH PARDESHI (159278053) SANDEEP PATTANAIK (159278084) Q1: Do HRM SWOT? Answer: HRM SWOT Analysis Strength Weakeness •Promoted its top leaders from its own rank •Meritocracy-based practices •Emphasis on education (on/off-the-job training) at all levels •Decentralization of authority and responsibility •Ease of switching division/business, location •Good mentoring programs •Can attract good talent because of good brand name •Vitality Curve forced performance classification, which may not always give the true picture •Depandency on talent from America •Strongly performance-driven appraisal system •Strong sacking policy for under performers •Less weightage given to experience and position for appraisal and promotion •In more hierarchial business cultures, like India, it is difficult to attract & retian managers Opportunity Threat •Aggressive international approach for recruiting •Better candidates could be hired for top positions if GE were open to hiring from external sources (just not focus on internal progression) •Have more external talent acquisition engagements to attract industry experts rather than shifting people from within to leadership roles from different verticals. •Initially, post MBA the top talent preferred to go to Wall Street •People with ambition to become chairman/CEO in their early days, left the organisation ...
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...CASE EXAMINATION EmRen Publishing Incorporated MAY 2013 © 2014 The Society of Management Accountants of Canada. All rights reserved. ®/™ Registered Trade-Marks/Trade-Marks are owned by The Society of Management Accountants of Canada. No part of this document may be reproduced in any form without the permission of the copyright holder. May 2013 Case Examination TABLE OF CONTENTS May 2013 Case Examination Page Case Question: Backgrounder ................................................................................... 1 Additional Information ..................................................................... 15 General Comments on Performance ....................................................... 30 Steps for Approaching Business and Corporate Strategy ........................ 41 Marker Assessment Guide ....................................................................... 48 Solution Notes for Markers....................................................................... 58 Sample Response – Successful Attempt #1 ............................................ 79 Sample Response – Successful Attempt #2 .......................................... 111 Sample Response – Unsuccessful Attempt ........................................... 152 May 2013 Case Examination May 2013 Case Examination Backgrounder The background information relating to the Case Examination (Backgrounder) is provided to candidates in advance of the examination date. The...
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...products, EuroClean vacuum cleaner and AquaGuard water purifier. The image of a Eurochamp, wearing a white shirt and a dark tie, with a demo kit in his bag, going from door to door, has been ingrained in the minds of Indian consumers permanently. This goes with the motto of the company to consider the customer as “A Friend for Life”. By late 2003, however, the company was faced with multiple issues like declining sales volumes, falling sales closure rates and high sales rep attrition. The company also witnessed a declining performance of the sales force across many of EFL’s territories. There were instances of missing sales and other such irregularities by the Eurochamps. To counter this, Mr. Suresh Goklaney, the CEO of the company, came up with a new sales representative evaluation and compensation system called “Bettering the Best”. The new system called for rewarding sales reps for process adherence and sales both, in contrast to the earlier system based on sales only. The key decision facing the EFL management team is to assess the effectiveness of the new system and decide whether to rollout the system nationwide and across all product lines. The company will also have to determine the manner of rollout of the new system. Theoretical Framework The case revolves around maximising the...
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