...Future Solutions, Inc. Case Study Fact Future Solutions Inc., (FSI) is protesting the award by the Environmental Protection Agency (EPA) of a blanket purchase agreement (BPA) for office supplies to Corporate Express pursuant to request for quotations (RFQ) No. DC-03-00233. FSI, a small business concern, argues that the requirements should be set aside for small business concerns and that it was not given an equitable opportunity to compete for this requirement. FSI also contends that the consolidation of the agency’s office supply requirements into the BPA constitutes improper bundling. The RFQ contemplated award of a BPA for the procurement of office supplies, with an emphasis in environmentally preferable products (EPP) and products of organizations for the blind or other severely handicapped as authorized by the Javits-Wagner-O’Day Act, 41 U.S.C. 46-48c (2000). These products will be provided to approximately 70 EPA facilities, located in the contiguous United States. The vendor selected for award of the BPA was required to be a current holder of the contract under the GSA , FSS 75IIA, Office Supplies Products and Equipment. The items covered by the RFQ included all general office supplies offered under Special Item Number 75 200. The base term of the BPA was 1 year, with four 1 year options, and a maximum 15 months of award-term incentive options. In 2003, the EPA obtained and evaluated the quotations and oral presentations of four large business FSS 75 IIA contractors...
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...v Chapter 1 Introduction................................................................................... 1 GROWTH OF TEAMING .................................................................................................. 1 GROWTH OF CONTRACT CONSOLIDATION ....................................................................... 1 PURPOSE .................................................................................................................... 2 STRUCTURE OF THIS GUIDEBOOK .................................................................................. 2 Chapter 2 Challenges of Consolidation and Bundling to Small Business............................................................................................... 4 CONSOLIDATION ........................................................................................................... 4 BUNDLING .................................................................................................................... 5 Diversity, Size, and Specialized Nature of the Requirement................................. 6 Aggregate Dollar Value ........................................................................................ 6 Geographical Dispersion of the Contract Performance Sites ............................... 6 Combination of Factors ........................................................................................ 6 SUMMARY ...................................................................................
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...Case Study 2 1. Title and Citation Future Solutions, Inc. 2. Facts of the Case The RFQ contemplated award of a BPA for the procurement of office supplies, with an emphasis on environmentally preferable products (EPP) and products of organizations for the blind or other severely handicapped as authorized by the Javits- Wagner-O’Day Act, 41 U.S.C. § 46-48c (2000). These products will be provided to approximately 2,000 purchase cardholders, within approximately 70 EPA facilities, located in the contiguous United States. The vendor selected for award of the BPA was required to be a current holder of a contract under the General Services Administration’s (GSA) Federal Supply Schedule (FSS) 75 IIA, Office Supplies Products and Equipment. The items covered by the RFQ included all general office supplies offered under Special Item Number 75 200. The base term of the BPA was 1 year, with four 1-year options, and a maximum 15 months of award-term incentive options. In January 2003, the EPA obtained and evaluated the quotations and oral presentations of four large business FSS 75 IIA contractors. On May 22, the agency issued a “sources sought” notice seeking information on the capability of small business FSS 75 IIA contractors for consideration for the BPA. Capability statements were limited to 5 pages, and were to address the BPA’s statement of work and 10 other specific capabilities. EPA received capability statements from nine small business FSS contractors...
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...Subject Code | |MM577 | | |Subject Title | |Marketing Economics | |Level | |5 | |Credit(s) | |3 | |Mode of Study | |Lecture |42 Hours | |Normal Duration | |1 Semester | |Pre-requisite(s) | |Nil | |Exclusion(s) | |Nil | |Consecutive Subjects | |Nil | |Assessment | |Continuous Assessment |100% | |Minimum Pass Grade | |Continuous Assessment |D | | | |OBJECTIVES ...
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...Journal of International Business Studies (2009) 40, 1432–1454 & 2009 Academy of International Business All rights reserved 0047-2506 www.jibs.net Down with MNE-centric theories! Market entry and expansion as the bundling of MNE and local assets Jean-Francois Hennart ¸ CentER and Department of Organization and Strategy, Tilburg University, The Netherlands Correspondence: J-F Hennart, Professor of International Management, CentER and Department of Organization and Strategy, Tilburg University, PO Box 90153, 5000 LE Tilburg, The Netherlands. Tel: þ 31 13 466 2315; Fax: þ 31 13 466 8354; E-mail: j.f.hennart@uvt.nl Abstract Both Anderson and Gatignon and the Uppsala internationalization model see the initial mode of foreign market entry and subsequent modes of operation as unilaterally determined by multinational enterprises (MNEs) arbitraging control and risk and increasing their commitment as they gain experience in the target market. OLI and internalization models do recognize that foreign market entry requires the bundling of MNE and complementary local assets, which they call location or country-specific advantages, but implicitly assume that those assets are freely accessible to MNEs. In contrast to both of these MNE-centric views, I explicitly consider the transactional characteristics of complementary local assets and model foreign market entry as the optimal assignment of equity between their owners and MNEs. By looking at the relative...
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...Introduction By Paul Andrisani and Simon Hakim Co-Directors Center for Competitive Government Richard J. Fox School of Business and Management Temple University Privatization of public services to reduce cost and improve quality has a long history. Peter Drucker, the Austrian born management professor, was the first to suggest contracting out of local services to private companies. Indeed many municipal services were already contracted out by 1980 in Great Britain. But the most significant drive for privatization in Great Britain, which signaled the way to the rest of the world, came about with the election of Margaret Thatcher in 1979. In the following decade a host of state owned enterprises were privatized including British Petroleum, British Aerospace, Jaguar, Rolls Royce, National Freight Corp., Cable and Wireless, British Airways, British Gas, British Telecom, several water and electric utilities. In addition, public housing was sold to the residents and compulsory competitive bidding of local services was initiated. By the late 1980’s, Mexico, Brazil, Chile, and Argentina elected presidents who adopted privatization initiatives. But the trend toward privatization was not confined to western countries. The collapse of Communism in the Soviet Bloc prompted the sale of many state owned enterprises as well as other forms of privatization. Even earlier, China in 1978 allowed private farming and later private sector manufacturing and...
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...industry in Sydney, Australia Prepared by 9-5-014 Introduction The Australian Transport and Logistics (T&l) industry is the soul of our country's financial well‐being, creating 14.5% of Australia's GDP and giving more than 1 million employments over 165,000 companies1. Without it our blossoming assets trades, our rural yield, the merchandise on our general store racks and our workers can't achieve their ends of the line, whether that be China, Tamworth or George Street in Sydney. Australia's rail industry has encountered a remarkable time of change and re-organizing over the previous decade, beginning with making of the National Rail Corporation in 1993 and the split and privatization of Australian National in 1996. With few special cases, the institutional and possession courses of action that had since a long time ago portrayed Australian lines until the early 1990's are to a great extent unrecognizable today. Close by these real changes, there have been critical changes in the rail possession base and staffing, most prominently an extreme decrease in the business' specifically utilized workforce to around one-third today of what it had been approximately 20 years prior. Australian rail is no more the work escalated and totally unionized industry that it had generally been, with numerous capacities outsourced to authority suppliers and others having vanished altogether. All around, the business can now be viewed as having get to be moderately capital escalated. The way...
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...Applying the Regulations .59 Appendix 63 This page intentionally left blank. CON 090 Course Syllabus A. Course Title: Federal Acquisition Regulation (FAR) Fundamentals B. Course Number: CON 090 C. Course Prerequisites: None D. CLPs/CEUs/Number of ACE-Recommended Credits: CLPs 141/CEUs 14.1/ 3 Graduate-Level Credits E. Course Manager: Don Mansfield, (619) 524-5474 a. Phone: (619) 524-5474 b. E-mail: donald.mansfield@dau.mil Performance Learning Director (HQ DAU): James W. Malloy, Jr. a. Phone: (703) 805-4365 b. E-mail: james.malloy@dau.mil F. Course Description: FAR Fundamentals (CON 090) is a resident Defense Acquisition Workforce Improvement Act (DAWIA) Level I contracting course for newly hired GS-1102 contracting personnel. This course is four (4) weeks in length and provides foundational knowledge of the Federal Acquisition Regulation (FAR) System. Specifically, the course provides immersion training into the FAR; Defense Federal Acquisition Regulation Supplement (DFARS); the DFARS Procedures, Guidance, and Information (PGI); and Department of Defense (DoD) class deviations from...
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...Teaching Methods Discussion involving an entire class. Group (3 to 5 students) discussion. Team presentation (2 to 3 students). There are several key issues and problems in this case that can be revealed through discussions by students who have different backgrounds and/or interests. Class discussions will provide opportunities to formulate a clear outline for the case and gather diverse opinions toward different key points. Those viewpoints can become the foundation for more detailed discussion during further analysis of the case. Small groups of three to five students can be applied as a second discussion format, with each group focusing on a specific issue. In those small groups, students have the chances to share their opinions more successfully with one another, thereby narrowing the scope of the problems before developing viable alternatives or solutions. A two to three person team presentation allows students to participate by preparing a presentation agenda and developing effective communication styles. It also enables experienced students to sharpen their communication skills. Discussion Questions 1 Using Michael Porter’s Five Forces Model as an evaluation tool, is the U.S. videogame industry attractive to Microsoft? 2 What are Microsoft’s chief resources and core competencies? What can Microsoft do to establish unique competitive advantages against Sony or Nintendo? 3 What entry wedges can be adjusted to promote Xbox more effectively and efficiently...
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...potential roles of intermediaries in electronic markets and we articulate a number of hypotheses for the future of intermediation in such markets. Three main scenarios are discussed: the disintermediation scenario where market dynamics will favour direct buyer-seller transactions, the reintermediation scenario where traditional intermediaries will be forced to differentiate themselves and re emerge in the electronic marketplace, and the cybermediation scenario where wholly new markets for intermediaries will be created. The analysis suggests that the likelihood of each scenario dominating a given market is primarily dependent on the exact functions that intermediaries play in each case. A detailed discussion of such functions is presented in the paper, together with an analysis of likely outcomes in each case. Page 1 of 1 1. Disintermediation in Electronic Markets: A Historical Perspective...
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...[pic] Student Guide for Performance Based Service Acquisition And The Seven Step Process (ACQ 265) Nov 2009 Table of Contents UNIT 1 Introduction UNIT 2 Form the Team, Review Current Strategy, Market Research Step 1: Form the Team Step 2: Review the Current Strategy Step 3: Market Research UNIT 3 An Industry Perspective: Approaching an Acquisition UNIT 4 Requirements Definition Step 4: Requirements Definition UNIT 5 Develop your Sourcing Strategy Step 5: Sourcing Strategy UNIT 6 Execute the Strategy Step 6: Execute the Strategy UNIT 7 Performance Management Step 7: Manage Performance Appendices I Acronym List II Glossary | | | |Course Title |Performance Based Service Acquisition (ACQ 265) | | | | | | | |Lesson Title | Course Introduction | | ...
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...office achieves success through the key relationship criteria it exhibits and apply these key components by choosing appropriate methods of dealing with your customers in a practice scenario. This lesson will help you build a foundation for good decision making based on the core principles of power and responsibility and give an opportunity to apply the Seven-step Path to Better Decisions in a practice scenario. Mission Support Strategy The mission support strategy is a systematic plan of action that aligns the organization's activities with its mission and objectives. The Terminal Learning Objective is: Given a customer need, reinforce areas of mutual interest within an acquisition environment (requiring activity, contractor, contracting office, others). The Enabling Learning Objectives are: * Apply the factors in development of your mission support strategy. * Apply the key characteristics for successful customer relationships. * Apply the Seven-step Path to Better Decisions. The Mission Support Strategy In learning about the organization's mission, you will discover: * What is a strategy? * What is my organization's mission? * How does acquisition fit into my organization's mission? * How do I fit into this mission? The dictionary defines the term strategy as an elaborate and systematic plan of action. Several key words are:...
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...leading cause of death in this country. A few years ago, Shaw, an engineer by training, decided he wanted to do something to help solve this problem and quickly homed in on the mechanics of needle-less IV catheters. Rather than using needles to inject drugs into IV systems, most hospitals have moved to a new design, which involves screwing the threaded tip of a needle-less syringe into a specially designed port. The problem is that if the tip brushes against a nurse’s scrubs, or a counter, or the railing of a hospital bed, it can pick up bacteria. And the rugged threaded surface makes it difficult to get rid of the germs once they’re there. Often, the bacteria go straight into the patients’ bloodstream—which explains why, according to some studies, the rate of bloodstream infections is three times higher with needle-less systems than with their needle-based counterparts. After months of trial and error, Shaw hit on the idea of surrounding the tip of the syringe with six petal-like flanges, which could flare open to make way for the catheter port. Unlike some of the solutions floated by big medical device makers, such as coating the ports with silver, Shaw’s innovation added only a few pennies to the cost of production....
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...Proceedings of the International MultiConference of Engineers and Computer Scientists 2010 Vol I, IMECS 2010, March 17 - 19, 2010, Hong Kong Supply Chain Integration: Definition and Challenges Hussain A.H Awad, Mohammad Othman Nassar Abstract—Ever Since the Council of Supply Chain Management Professionals (CSCMP) Defined Supply Chain Management and the Council of Logistics Management (CLM) adopted the definition of logistics in 1984, the integration of a supply chain processes or activities became obligatory definition. Many firms have extended their chain from upstream and downstream to include other vendors, agents of vendor, and customers. These firms have successfully implemented the concept of supply chain integration with spectacular results after they recognize and manage the integration challenges of supply chain. This research is a humble scientific attempt to shed more on the challenges and the obstacles that those companies faced during their success journey stand behind finding integration in their supply chain. By reviewing the available literature about the supply chain integration challenges we didn’t find a single source able to present all these challenges that may face the organization during its implementation of supply chain integration. The main contributions for this paper are integrating all the of supply chain integration challenges in one source. These contributions will be very helpful for the organizations that establish the integration in their...
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...Copyright © Oxford Management Publishing 2009 Corporate Strategy Analysis: General Electric Co. (1981–2008) – A Case Study Stanislav Bucifal Introduction The General Electric Company (GE) is widely regarded as one of the world’s most successful corporations of the 20th century. This paper aims to analyse critically the corporate strategy of GE during the period from 1981 to 2008 under the leadership of two very different but equally influential CEOs—Jack Welch and Jeff Immelt. The paper is organised in four sections. The first section describes GE’s corporate strategy from 1981 to 2001 with Jack Welch as CEO, followed immediately by a critical analysis of Welch’s strategic approach in the second section. The third section then describes GE’s corporate strategy from 2001 to 2008 with Jeff Immelt as CEO, followed again by a critical analysis of Immelt’s strategic approach in section four. Keywords: General Electric, Corporate strategy, Leadership, CEOs. 1. The Jack Welch Period (1981–2001) When Jack Welch took up his post as GE’s CEO in 1981 he embarked on a radical transformation of GE’s strategy, ushering in a new era of performance management and internal efficiency. Welch’s profit guidance aimed for earnings growth of 1.5 times to double of the GDP growth rate and his management philosophy found its articulation in GE’s slogan—Speed, Simplicity, Self-Confidence (GE 1995). These values would reflect not only in the organisation’s systems and processes but also in GE’s...
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