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SRP Multi Functional Printers RFP NO. FF320058FLC

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Title: SRP Multi Functional Printers RFP NO. FF320058FLC


1
SRP Multi Functional PrintersRFP NO. FF320058FLC
Kenneth T. Sullivan PhD, MBA Brian Stone
MBA Performance Based Studies Research
Group School of Sustainable Engineering and the
Built Environment Arizona State University
www.pbsrg.com
2
This presentation is for educational purposes
only.Please refer to the solicitation/RFP for
specific instructions
3
What If You Are Going In For Brain Surgery
  • Would you?
  • Find the cheapest surgeon?
  • After you found the surgeon you wanted to hire,
    then ask that surgeon if he/she could lower their
    price a little?
  • Would you tell them that they should do it
    faster?
  • Would you tell them how to perform the surgery /
    what tools they can use?
  • Would you tell them that you have a better way of
    doing the surgery?
  • Would you tell them which nurses/doctors they can
    use?
  • Would you hire other individuals to tell/direct
    the surgeon how to do the surgery?
  • Would you be nervous if?
  • The surgeon asked you how you would like him/her
    to do the surgery?
  • The surgeon asked how long you would like the
    surgery to take?
  • If the surgeon knew you had asked for the wrong
    procedure, but did it any way, because hey, the
    customer is always right?

4
What If You Are Going In For Brain Surgery
  • Wouldnt you rather?
  • Find the best surgeon available?
  • Let the surgeon ask you the right questions so
    he/she can gather the right info?
  • Let the surgeon tell you how long it should take
    to perform the surgery?
  • The surgeon let you know what the potential risks
    are and what he/she is going to do about them,
    but what could happen even if he/she does
    everything they canand all this before he/she
    starts?
  • The surgeon pick out the best nurses/doctors to
    assist him/her?
  • Let the surgeon tell you what to do after the
    surgery so it all works out like it is supposed
    to?
  • Let the surgeon let you know of some possible
    alternatives that could be better in the long
    term?
  • Wouldnt you feel better if?
  • The surgeon found something different during the
    operation that he/she used their expertise and
    took the best course of action?
  • The surgeon would just sedate you and then wake
    you up when it was over?

5
What are we trying to accomplish?
Question If Purchasing wants to buy a green
circle, in which scenario is hiring the right
green circle easiest to justify?
6
What makes our research message unusual..
  • Simplistic
  • Uses logic
  • Efficiency less decision making, less
    management, and better results (best value and
    high profits)
  • It is more important for the vendor who does the
    work to know what to do than it is for clients
    representative to know what the vendor should do
  • Measurement

7
Industry Structure
High
III. Negotiated-Bid
II. Value Based
Best Value (Performance and price
measurements) Quality control by Vendor
Vendor minimizes risk
Performance
I. Traditional/Price-Based
IV. Unstable Market
Specifications, standards and qualification
based Management Inspection Vendor reactive to
Owner
Client minimizes risk
High
Low
Perceived Competition
8
Impact of Minimum Requirements Expectations
High
Low
High
Low
Vendor 1
Vendor 2
Risk
Risk
Performance
Performance
Vendor 1 Vendor 2 Vendor 3 Vendor 4
Vendor 3
Vendor 4
Low
High
Low
High
9
Problem with Traditional Systems
Owners The lowest possible quality that I
want
Vendors The highest possible value that you
will get
Maximum
Minimum
10
Industry Structure
High
III. Negotiated-Bid
II. Value Based
Qualified vendors invited Owner selects
vendor Negotiates with vendor Vendor performs
Win-win Efficient/Performance-Based Quality
control/preplanning Information
environment Vendor minimizes risk
Performance
I. Traditional
IV. Unstable Market
Inefficient Relationship-based Allows
nonperformance Maximized management Technical
data Confusion Client minimizes risk
High
Low
Competition
11
PIPS Objectives
  • Outsource to experts (not just transfer
    risk...but minimize risk)
  • Minimize risk of non-performance
  • Complete on time
  • Complete with no cost change orders
  • Customer satisfaction / No complaints
  • No Finger pointing
  • Minimize client management, direction, and
    decision making.
  • In return, the vendors can maximize profit by
    being more efficient

WIN WIN
12
The Performance Information Procurement System
(PIPS)
13
PIPS is Not Just a Selection ToolBut a Program
to Increase Accountability and Efficiency.
14
The Performance Information Risk Management
System (PIRMS)
15
Best Value System PIPS PIRMS
PHASE 1
PHASE 2
PHASE 3
Measurement of Deviation from the Expectation
Pre Planning and Risk Management
Identification of Potential Best-Value
PIRMS
PIPS
Performance Information Procurement System
Performance Information Risk Management System
15
16
Evaluation Criteria
  • Past Performance Information
  • Vendor Generated Solution
  • Technical Risk Plan
  • Risk Assessment Value Added Plan
  • Transition Milestone Schedule
  • Comparison Financial Submittal
  • Cost Proposal for the Vendor Generated Solution
  • Interviews

17
PIPS Process
Filter 2 Current Project Requirements
Filter 3 Interview Key Personnel
Filter 1 Past Performance Information
Filter 4 Prioritization (Identify Best Value)
Filter 5 Pre-Planning Phase
Filter 6 Weekly Report Post-Rating
High
Quality of Vendors
Award
Low
Time
18
Filter 1 Past Performance Information
Filter 6 Weekly Report Post-Rating
Filter 1 Past Performance Information
Filter 2 Current Project Information
Filter 4 Identify Potential Best Value
Filter 5 Pre-Award Phase
Filter 3 Interview
High
Quality of Vendors
Award
Low
Time
19
Past Performance Information (PPI)
  • PPI will be collected on all vendors and their
    critical team components.
  • Once the PPI is collected, it is stored in a
    database.
  • The data collection is a one-time process (the
    vendor can reuse the PPI on future projects).

20
Critical Individuals
  • Past Performance Information will be collected on
    all critical team components, which includes
  • 3 Components
  • The Vendor (Firm)
  • Regional or Area Representative (Individual)
  • On-Site Operations Manger (Individual)

21
Reference List
  • MS Excel Spreadsheet
  • Each Critical Team Component will create
  • Contains a list of the vendors past projects that
    will be surveyed
  • The maximum number of surveys that Vendors will
    receive credit for is 10 for each firm and 5 for
    each individual
  • A template is available online to download

21
22
Past Project Information
  • Each Critical Team Component will create a
    Reference List (which identifies all projects
    being surveyed)

22
23
References
  • The reference list must contain different
    projects
  • You may submit multiple jobs for the same past
    client

24
Vendor / Individual Reference List
  • All individuals and firms must have separate
    reference lists.
  • Each individual will be treated as a separate
    entity.
  • If the individual leaves a firm, their PPI will
    follow them to the next firm.
  • Vendor must keep track of who their individuals
    are.

25
PPI / Data Collection Process
  • The vendor is responsible for sending out a
    survey questionnaire to each of their past
    clients (on the Reference List).
  • The vendor should contact each reference to make
    sure that they complete and return the survey by
    the due date.

25
26
Survey Form
27
Survey Must Match Reference List
28
Dont Forget to Add Your Fax
29
All Surveys MUST Be Signed
30
PPI / Data Collection Process
Client Evaluates and Faxes Back
  • The vendor is responsible for collecting all
    surveys
  • The survey must be faxed back to the vendor
  • The vendor will submit all surveys with their
    submittal.

31
Example Survey (Firm and Individuals)
32
Surveys Returned to Vendor
Client Evaluates and Faxes Back
33
What To Submit
Reference List Analysis Table
Reference List Analysis Table
34
PPI Analysis Tables
Vendor / Firm
Region Manager
Operations Manager
35
Calculating the Overall Score
36
PPI Summary
  • PPI is a one time step. The vendor and
    individual do not need to repeat on every
    project.
  • Critical individuals may also be evaluated along
    with the vendor.
  • The vendor and individual must create a
    Reference List and prepare and send out survey
    forms.
  • The vendor should pick their own references
  • The vendor should collect all surveys
  • The PPI database can be updated at any time by
    submitting additional projects and surveys.

36
37
Filter 2 Current Information
Filter 6 Weekly Report Post-Rating
Filter 1 Past Performance Information
Filter 2 Current Project Information
Filter 4 Identify Potential Best Value
Filter 5 Pre-Award Phase
Filter 3 Interview
High
Quality of Vendors
Award
Low
Time
38
The Vendor Generated Solution (Scope Plan)
  • The objective of the Vendor Generated Solution is
    to explain the vendors proposed optimal solution
    based upon what they know about the clients
    expectations and constraints
  • What is the solution/program and what does it
    look like? of devices, breakout of types of
    devices, locations, sustainable, cost
    effectiveness, etc.
  • Why is it the best solution? Any assumptions?
  • Describe what would be the optimal financial
    arrangement
  • Describe what would be the best length of a
    contract in terms of years.
  • Describe the optimal transition strategy for
    changing from SRP current environment into your
    new proposed environment or model.

38
39
The Vendor Generated Solution (Scope Plan)
  • The Plan must
  • Do not exceed 2 page limit
  • Contains no names (be anonymous)
  • Contain no marketing (be kept succinct and
    objective)
  • Be created using an unaltered version of the
    template provided

39
40
Vendor Generated Solution (Scope Plan Template)
40
41
Transition Milestone Schedule (For the Vendor
Generated Solution)
  • 1-page Milestone schedule for all phases needed
  • Anonymous
  • No template follow your own preference

42
Technical Risk Plan
  • Outlined in section 1.15.2.2 Attachment C
  • The Technical Risk Plan must prioritize the major
    technical risks that exist within the service,
    its delivery, and the client expectation and how
    those risk are minimized through the vendors
    expertise.
  • Identify major Technical risks
  • Explain why the risk is a risk
  • How it is minimized with the vendors expertise
  • Should be a risk that is specific to the current
    project
  • An as example, a technical risks to consider may
    include integration with SRPs IT platform and IT
    Network.
  • No names, two pages, no marketing, part of final
    contract

43
Technical Risk Plan
  • Outlined in section 1.15.2.2 Attachment C
    (2-Page Limit)

44
RAVA PlanRisk Assessment Value Added Plan
(RAVA)
  • The Risk Assessment Plan (RA) is to identify
    risks, plans to minimize risk
  • The Value Added (VA) options (changes in scope).
  • The RAVA Plan provides the vendor with an
    opportunity to prove their level of expertise
    differentiate themselves from their competitors .

45
Risk Assessment Value Added (RAVA)
  • Risk Assessment Section (RA)
  • Identify major Non-Technical risks
  • Explain why the risk is a risk
  • May cause cost increases, transition delays,
    change orders, or cause dissatisfaction to SRP
  • Should be non-techinical
  • Should be a unique risk to the current project
  • Identify solution to avoid / minimize the risk
  • Non-technical explanation
  • Must explain how risk is avoided or minimized
    from occuring

46
Risk Assessment Value Added (RAVA)
  • Value Added Section (VA)
  • Propose any options that could increase the value
    (expectation, cost, delivery, satisfaction) of
    the work.

47
RAVA Plan Template
48
Format of the Plans
  • In order to minimize any bias, the Plans must NOT
    contain any names that can be used to identify
    who the vendor is (such as vendor name, personnel
    names, project names, etc).
  • A template is provided and must be used. Vendors
    are NOT allowed to re-create, re-format, or
    modify the template.
  • The plans should not contain marketing material.
  • The Vendor Generated Solution must NOT exceed 2
    pages.
  • The Technical Risk Plan must NOT exceed 2 pages.
  • The RAVA Plan must NOT exceed 2 pages.

48
49
Things to Avoid
  • Marketing data
  • Our company is known worldwide as a leader in
    online education.
  • We will use our long history to make sure the
    project is a success.
  • We will use state-of-the-art process to make it a
    success.
  • Overly Technical data
  • The system we propose has 200 increase in PRX
    bandwidth modularity.
  • Transferring risk back to client
  • We will work with the owner to resolve issues
  • We will have team meetings / partnering meeting
    with the owner
  • General risks and/or general solutions
  • We will plan ahead to coordinate activities
  • We will plan ahead to get classes scheduled and
    created

50
Example of Solutions Risk Concrete
EscalationType Non-Technical (RAVA)
  • Plan 1
  • The owner can be assured all risks associated
    with material escalations will be eliminated
    because we offer the benefit of an experienced
    project team that includes the most detailed,
    prequalified and extensive list of subcontractors
    and suppliers, from around the world.
  • Plan 2
  • The cost of concrete has been rising drastically.
    Since this project requires a substantial amount
    of concrete, cost is a risk. To minimize this
    risk, we have secured and signed a contract with
    a local concrete manufacturer to prevent any
    increase in cost during the duration of this
    project.

MARKETING INFORMATION
51
Example of Solutions Risk Loss of Radio
Flagship in Major MarketType Non-Technical
(RAVA)
  • Plan 1
  • We will work very hard to maintain excellent
    affiliate relationships. If we lose a radio
    station (e.g. it changes its format) we will move
    quickly to replace the lost station. If we
    cannot quickly replace a flagship station, we can
    be very creative and could even consider
    purchasing all local inventory from a new
    flagship station.
  • Plan 2
  • We own and will maintain two radio contracts
    covering the Phoenix area with were signals can
    be switched if required. The flagship station
    will be the station with the stronger signal and
    greater coverage. If a station is lost we will
    have a equal replacement within 2 months. If
    within two months a replacement is not contracted
    we will purchase inventory from another station
    or discount the cost of an inventory purchase and
    add it to our payments to ASU.

52
Example of SolutionsRisk Noise from
Demolition Type Technical Risk
  • Plan 1
  • We will work with the user to minimize the impact
    of noise from demolition.
  • Plan 2
  • We have planned to demolition during off hours
    and weekends. This will have a slight impact on
    our cost (less than 1), but the impact to
    customer satisfaction justifies this. We will
    also install rubber sheets on the floors to
    diminish noise and vibrations. Both solutions can
    be performed within your budget.

53
Example of Solutions Risk Safe Food Supply/Food
Born Illness Type Non-Technical (RAVA)
  • Plan 1
  • Our internal food safety standards are recognized
    as being far more stringent than government
    regulatory requirements. In the unlikely event
    of a food-borne illness, our strong relationships
    with local, state, and national health agencies
    will ensure and 24-hour response.
  • Plan 2
  • If a food safety issue arises, vendor will
    effectively minimize the clients risk of
    exposure by
  • 1) Vendors system will issue a safety alert and
    related directives to 10,000 units and all ASU
    email accounts in less than 15 minutes.
  • 2) The vendor will place a lock within in its
    foodservices purchasing system on any food with
    risk so it cannot be purchased,
  • 3) The vendor will remove all potentially harmful
    products within the first hour of notice.
  • 4) The vendor will identify as many purchasers as
    possible through credit receipt names and the
    client system to notify them individually.
    Warnings will be placed around campus within two
    hours of discovery.

54
Example of Solutions Risk Getting water to the
site Type Technical Risk
  • Plan 1
  • Coordination with water company is critical.
    We will coordinate and plan with water company
    as soon as the award is made to make sure that we
    get water to the site to irrigate the fields.
  • Plan 2
  • We will coordinate and schedule the water with
    water company. However, based on past
    experience there is a high risk they will not
    meet the schedule. We will have temporary
    waterlines setup and ready to connect to the
    nearby fire hydrant to irrigate until water
    company is ready. We will also have water
    trucks on-site if there is problems with
    connecting the lines.

55
Example of Value Added
56
Example Value Added Items
  • Reroofing this building will not stop all water
    leaks. The majority of the leaks are caused by
    cracks in the parapet walls, broken/missing
    glass, and poor caulking. For an additional 20K
    and 3 weeks in schedule we can replace and repair
    all of these items.

57
We are Looking for Vendors Who Can Think Ahead
And Act In Our Best Interest
57
58
How Many Risks Value Added Options Can You
Submit?
As many as you can fit within the 2-page limit!
59
Vendor Generated Solution Plans Summary
  • The All Plans are 2 pages maximum each
  • The Plans must NOT contain any names.
  • No marketing / No technical information
  • Avoid general risks / solutions
  • Identify value added options (and explain why)
  • The Plans becomes part of the final contract.
  • The Plans provide a high performing vendor an
    opportunity to prove their expertise prove they
    are not a commodity.
  • If nobody can clearly differentiate themselves in
    the Plans, the prioritization will be based on
    other factors.

59
60
Comparisons Financials
61
Cost Proposal for Vendor Generated Solution
62
Summary of Submittal
  • Summary
  • Past Performance Information
  • Sent in by past clients to the vendor
  • Vendor collects and submits with proposal
  • Submit 3 separate Excel files
  • Firm, Region Rep, Ops Mgr.
  • 3 worksheet per file
  • Profile
  • Reference List
  • Analysis Table
  • Vendor Generated Solution (Up to 2 Pages)
  • Technical Risk Plan (Up to 2 Pages)
  • Risk Assessment Value Added Plan (RAVA) (Up to
    2 pages)
  • Schedule (1 page)
  • Comparison Financial Proposal
  • Cost for Vendor Generated Solution
  • Proposal Form
  • Any additional required forms

63
Proposal Form
64
Proposal Form
  • Proposal Form is stapled (or fastened) to the
    Proposal Documents

65
How The Submittal Process Works
Average Score
Evaluation Members
65
66
Shortlisting
  • If necessary, depending on the number of
    proposers, shortlisting will be conducted
  • We may shortlist to 3-5 teams

67
Filter 3 Interviews
Filter 6 Weekly Report Post-Rating
Filter 1 Past Performance Information
Filter 2 Current Project Information
Filter 4 Identify Potential Best Value
Filter 5 Pre-Award Phase
Filter 3 Interview
High
Quality of Vendors
Award
Low
Time
68
Interview Format
  • The client will actually interview each
    critical individual. This is not a
    presentation
  • All vendor individuals will be interviewed
    separately. The client will not allow group
    interviews with the vendors team. The client
    will not allow any other individuals to be
    present during interviews
  • Generally, interview times will last about 15-25
    minutes per individual
  • A standard set of questions will be generated and
    asked to each individual.
  • The client has the option to clarify any answers
    (or ask additional questions to clarify an
    answer).
  • No substitutions will be allowed. Individuals
    listed on Proposal Form must be present. If a
    team member is not present for the interview,
    they will jeopardize the teams competitiveness.

69
Primary Questions
  • Why were you selected for this project?
  • How many similar projects have you worked on?
    Individually and as a Team?
  • Describe a similar project you have
    developed/worked on to the current project.
  • What is different about this project from other
    projects that you have worked for?
  • Draw out the process for this project by major
    milestone activities.
  • Identify, prioritize, and how you will minimize
    the risks of this project.
  • What risks dont you control? How will you
    minimize those risks?
  • What do you need from the client and when do you
    need it?
  • How are you going to measure your performance
    during the project?
  • What value do you bring to the project in terms
    of differences based on dollars, quality,
    expertise, or time?

70
Filter 4 Identify the Potential Best Value
Filter 6 Weekly Report Post-Rating
Filter 1 Past Performance Information
Filter 2 Current Project Information
Filter 4 Identify Potential Best Value
Filter 5 Pre-Award Phase
Filter 3 Interview
High
Quality of Vendors
Award
Low
Time
71
Assessment based on actuals
72
Identifying the Potential Best-Value
Proceed to highest ranked proposal within budget
Best-Value is within budget
Best-Value is the lowest price
Best-Value is within 10 of next highest ranked
firm
Best-Value can be justified based on other factors
73
Filter 5 Pre-Award
Filter 6 Weekly Report Post-Rating
Filter 1 Past Performance Information
Filter 2 Current Project Information
Filter 4 Identify Potential Best Value
Filter 5 Pre-Award Phase
Filter 3 Interview
High
Quality of Vendors
Award
Low
Time
74
PIPS Best Value System
PHASE 1
PHASE 2
PHASE 3
Measurement of Deviation from the Expectation
Pre Planning and Risk Management
Identification of Potential Best-Value
75
Pre Award PeriodWhat is it / Why is it important
  • Period of time allotted to potential best value
  • Why is it important
  • Allows the vendor to preplan the entire project
    in detail
  • Allows the vendor to minimize surprises to the
    client
  • Allows the vendor to clarify if their proposal is
    accurate
  • Allows the vendor to place client at risk for
    risks outside of their control

75
76
Pre Award (PA) Phase Components
77
PA Kick-Off Meeting
  • Vendor is notified that they are potential best
    value
  • The client will coordinate a meeting with all
    critical parties
  • Purpose of the meeting is to educate all parties
    of the PA requirements
  • Vendor will be given
  • All other proposers risks from RAVA plans, no
    solutions, no VA, no scope
  • Any technical concerns, issues, or risks,
    identified by client
  • Contact list of critical individuals
  • All parties will review online PA Tutorial

78
Non-Detailed vs. Detailed
Filter 6 Weekly Report Post-Rating
Filter 1 Past Performance Information
Filter 2 Proposal RAVA Plan
Filter 4 Prioritize (Identify Best Value)
Filter 5 Pre-Award Phase (Pre-Plan)
Filter 3 Interview
High
Quality of Vendors
Award
Low
Time
79
No NegotiationYes for Clarification Adjustment
Filter 6 Weekly Report Post-Rating
Filter 1 Past Performance Information
Filter 2 Proposal RAVA Plan
Filter 4 Prioritize (Identify Best Value)
Filter 5 Pre-Award Phase (Pre-Plan)
Filter 3 Interview
High
Award
Quality of Vendors
Negotiation
Clarification Adjustment
Low
Time
79
80
Pre Award Document(RM Plan)
  • The PA Document should contain the following
  • Scope
  • Clear and Detailed Project Scope (what is and
    what is not included) Set Baseline Expectation
  • Uncontrolled Risks List
  • A list of Risks Proposer does not control with
    plans to minimize
  • Identified Risks List
  • A list of all client/user risks with plans to
    minimize all proposers risks
  • Milestone schedule
  • Client Action Item List
  • Weekly Risk Report
  • Performance Metrics
  • Fee
  • Other Agreed to Value Adding Options, Original
    RAVA Plan, Interview Minutes, etc

81
Pre Award Summary Meeting
  • Is not a QA meeting
  • All issues resolved
  • All coordination complete
  • All risks that are not in vendors control have
    been identified
  • All value added options have been addressed
  • PA Meeting is to summarize all of the
    coordination that has been complete and walk
    through the PA Document
  • Upon successful completion of the PA Meeting, the
    client will make the award

81
82
Award
Filter 6 Weekly Report Post-Rating
Filter 1 Past Performance Information
Filter 2 Current Project Information
Filter 4 Identify Potential Best Value
Filter 5 Pre-Award Phase
Filter 3 Interview
High
Quality of Vendors
Award
Low
Time
83
Filter 6 Weekly Risk Report
Filter 6 Weekly Report Post-Rating
Filter 1 Past Performance Information
Filter 2 Current Project Information
Filter 4 Identify Potential Best Value
Filter 5 Pre-Award Phase
Filter 3 Interview
High
Quality of Vendors
Award
Low
Time
84
Weekly Reporting System
  • Excel Spreadsheet that tracks only unforeseen
    risks on a project
  • Client will setup and send to vendor once
    Award/NTP issued
  • Vendor must submit the report every week
    (Friday).
  • The final project rating will be impacted by the
    accuracy and timely submittal of the WRS

85
Measurement of Deviation from the
ExpectationManagement by Risk Minimization
Unforeseen Risks
86
Post Project Rating
Filter 6 Weekly Report Post-Rating
Filter 1 Past Performance Information
Filter 2 Current Project Information
Filter 4 Identify Potential Best Value
Filter 5 Pre-Award Phase
Filter 3 Interview
High
Quality of Vendors
Award
Low
Time
87
Final Rating
  • After the project is complete, the client will
    evaluate the project.
  • The Final Rating will be heavily impacted by
  • Change in Cost
  • Project delays
  • Poor service
  • Owner surprises
  • Complaints
  • Ability to submit accurate and timely weekly
    reports
  • In Best-Value Procurement, the vendors goal is to
    get a high rating in order to stay competitive.

87
88
50 Modification
88
89
Schedule
90
Website www.pbsrg.com
91
All Proposal Questions Must Be Emailed Using the
Proposer Inquiry Form to Lonnie Cunico
atLonnie.Cunico_at_srpnet.comCc Brian stone
atbhstone2_at_mainex1.asu.edu
92
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