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1、Offer Evaluation_提提议评估议评估Knowledge/Skill/Ability Evaluate competitive offerings to determine the overall best offer for a product/service.Three Major Tests Responsiveness (of the offer/bid) Responsibility (of the supplier) Reasonableness of Price (of the offer/bid)The Decision Process2Steps in Evalu
2、ation and Selection Is award to be Made to the Lowest Responsive, Resonsible Bidder?If YES, determine Responsibility and Award to Low Responsiive Bidder.If NO, Develop evaluation plan in accordance with The Project Plan & Solicitation Evaluation Criteria. Determine from Project Plan or Solicitation
3、the Basis for AwardSteps in Evaluation and SelectionEstablish technical and cost/price evaluation teams and brief evaluation teams on evaluation methodology. Receive, log, and abstract technical and cost/price proposals. Perform technical & cost evaluation and report results to source selection offi
4、cial. Perform cost (and price) analysis and use in negotiation with suppliers, as necessary. Source Selection Decision and Award Contract.Source Selection Source selection involves: evaluating bidders proposals choosing the best one negotiating the contract awarding the contract It is helpful to pre
5、pare formal evaluation procedures for selecting suppliers.Sample Proposal Evaluation SheetDetailed Criteria for Selecting SuppliersTechnical Evaluation of the Suppliers Technical ProposalThe completeness of the suppliers proposed costs. This assumes the supplier presented a work plan to accomplish t
6、he proposed efforts in its technical proposal.The relationship of the proposed costs to the required work. In this assessment, the technical/management team will determine whether all costs proposed are necessary for the satisfactory completion of the work. Proposed costs for work determined to be u
7、nnecessary should be excluded.Technical Evaluation of the Suppliers Technical ProposalThe degree to which the proposed effort is duplicated. A given cost proposal may contain costs which have been proposed elsewhere in the same proposal or in prior proposals for work that was completed prior to the
8、instant contract.The validity of the estimating techniques employed in the proposal. If historical data is used in projecting future cost, the team should determine if the current contract schedule, workload, and other conditions have been adequately considered as a basis for projecting the historic
9、al costs to the future.Technical Evaluation of the Suppliers Technical Proposal The impact of schedule and workload. This evaluation looks at the time period for the contract scope of work and attempts to determine whether the total quantity of effort proposed is correlated with that scope. The team
10、 will review the cost proposal to assure themselves there is a proper balance of manpower working on a task versus the time span over which the task is performed. Price AnalysisThe comparison of bottom line prices, without consideration of the costs or profit that make up the bottom line.Cost Analys
11、is The review and evaluation of the individual cost elements that make up the suppliers price. Cost elements are typically included in the suppliers cost estimate/proposal, often accompanied by technical or other proposals.Profit Analysis The review and evaluation of the suppliers profit dollars, pe
12、rcentages, and factors included in the suppliers cost estimate/proposal.Cost, Price, and Profit AnalysisThe Sequence in Making the Pricing DecisionAccounting AnalysisTechnical AnalysisCost AnalysisPrice AnalysisProfit AnalysisThe Purpose of Price and Cost Analysis- -Price and CostAnalysisNegotiation
13、Position(s)NegotiateReach AgreementAward ContractPrice AnalysisWhen Conducted?On every procurement!Price AnalysisWhen Conducted?By itself (no cost analysis):Low dollar purchases.Most competitive purchases, even though of a large dollar value.Purchases based upon existing catalog or market prices.Pur
14、chases of items or services for which regulated prices exist (regulated utility services).Cost AnalysisWhen Conducted?High dollar purchases where price competition in the procurement does not exist.Major equipment or service items where the buying organization has specified the items.Where there is
15、no known market or catalog prices existing for the goods or services.When law, regulation, industry practice, company policy, or good business practice require or favor its use and cost negotiation is expected or anticipated.Methods of Price AnalysisComparison with:Competing offers on the instant pr
16、ocurement.Established catalog prices.Established market prices.Prices set by law or regulation.Current prices paid for the same or similar items, past prices paid for the same or similar requirement, and past offers.Producer price and other market indexes.Cost estimating relationships, to include ro
17、ugh yardsticks and parametric relationships. In-house estimates.Prices determined by value and visual analysis.Elements of Cost Analysis1. Determination of the necessity for and reasonableness of proposed costs.2. Projection of the offerors cost trends, on the basis of current and historical cost or
18、 pricing data.3. A technical appraisal of the estimated labor, material, tooling and facilities requirements and of the reasonableness of scrap and spoilage factors.4. The application of audited or negotiated indirect cost rates, labor rates, or other factors. Supplier Cost Elements Compared With1.
19、Actual costs previously incurred by the same contractor or offeror;2. Previous cost estimates from the offeror or from other offerors for the same or similar items.3. Other cost estimates received in response to the solicitation.4. Independent cost estimates by technical personnel.5. Forecasts of pl
20、anned expenditures.Technical (Quantitative) Analysis of the Suppliers Cost Proposal The appropriateness of the proposed skill level and mix. This analysis is important because labor is generally the largest element of cost in many contracts. Part of understanding and evaluating estimated labor is to
21、 recognize the patterns in the incidence of different types of labor. Each phase of a work effort will have its own unique combination of required labor types. The skill, grade, and salary levels proposed must make sense when the phases are compared not only with the job as a whole, but with each ot
22、her.Technical (Quantitative) Analysis of the Suppliers Cost Proposal The reasonableness of proposed direct labor hours. This analysis attempts to determine whether or not the supplier has based the hours on proper planning and that it contemplates the sound use of labor and reasonable economy and ef
23、ficiency of operation. The tests for labor hour reasonableness will include consideration of the necessity of the proposed effort, the adequacy of the work plan, whether any work has been duplicated, the applicability of historical data, the conditions under which the work will be performed, the est
24、imating methods employed, and the suppliers knowledge of the task. Technical (Quantitative) Analysis of the Suppliers Cost Proposal The reasonableness of the proposed material types and quantities. Material can be quite significant as a cost element. Ideally, the supplier will have developed consoli
25、dated lists or bills of materials based upon some sort of takeoff from existing plans and drawings. In that eventuality, the engineer/technical member can readily compare the quantity of proposed material with the quantity of material estimated on the detailed in-house estimate. In the absence of su
26、ch plans, the supplier may have to rely on historical experience. Technical (Quantitative) Analysis of the Suppliers Cost Proposal The reasonableness of the proposed other direct costs (quantities). Other direct costs are those costs which are specifically identified with a project but which do not
27、fall within the classification of direct labor or direct material. Examples include equipment, subcontracts, travel, automatic data processing, consultants, and meetings and conferences. These direct costs are reviewed to determine whether the costs are properly classified in accordance with the sup
28、pliers accounting system, and the backup data in support of the costs are valid, current, and applicable to the work required.Technical (Quantitative) Analysis of the Suppliers Cost Proposal The reasonableness of the proposed profit or fee. Although the technical team should not be asked to develop
29、a recommended profit or fee, it can render an opinion on the inherent technical, management, and cost risk they perceive in the work as well as an opinion on the degree to which the supplier is willing to assume that risk. Generally, higher cost estimates (padding of cost, either in quantity or rate
30、s) evidence an unwillingness by the supplier to assume risk. .Accounting/Rate Analysis Proposed Labor Rates: On contracts with incumbent firms, analyst should review historical payrolls and track specific employees to the proposal. On contracts which require the supplier to acquire new employees, th
31、e offer letters may be reviewed to determine rates. Lacking this evidence, wage and salary survey information available from the American Management Association, the U.S. Department of Labor, and others can be consulted for reasonable, market-based rates in the area of contract performance.Accountin
32、g/Rate Analysis Proposed Material Prices On contracts with incumbent firms, the analyst should review books and records to track prices paid for proposed materials. These prices paid must be extended to the period of contract performance using an appropriate wholesale price index escalator. On all c
33、ontracts, material prices should be pegged to published catalog, or market prices. The analyst must assure that costs are consistently treated in accordance with the normal cost-keeping system of the supplier, that costs are traceable to and can be supported by bills of material, supplier quotes, an
34、d subcontracts, and that costs are reasonable in view of actual prices, adjusted for trade discounts, refunds, rebates, allowances, prompt payment, etc.Accounting/Rate Analysis Proposed Other Direct Cost Prices/Rates Other direct costs generally include a combination of different types of costs, inc
35、luding specialized labor, equipment, and support-type costs. The rates for these types of costs should be analyzed by pegging them wherever possible to the market as well as past history and experience by the supplier and/or contracting organization.Accounting/Rate Analysis Proposed Overhead and G&A
36、 Rates If the supplier is doing business with a governmental entity, he may have had an overhead rate audit by that government entity. Audit results are formalized into a rate agreement that tells the firm what rates will be used for prospective bidding purposes as well as for retrospective (close-o
37、ut) purposes. If no rate audit, the analyst should request the supplier divulge his detailed estimate of the costs included in the overhead and G&A pool projections for the contract period in question, divulge his estimated bases used in calculating his rates for that period, and explain how the rat
38、es were derived. Without that, the analyst should request certified financial information from the company which can be used to do rate approximations. Profit/Fee Analysis Profit/Fee should bear a close relationship to the technical, management, and cost risk of the work and the degree to which the
39、supplier is willing to assume that risk. Generally, higher cost estimates (padding of cost, either in quantity or rates) evidence an unwillingness by the supplier to assume risk. In addition to considering risk and the relative difficulty of the job, the contracting professional should consider the
40、size of the job, the period of performance, the amount of investment being made by the supplier in performing the work, the amount of assistance (project-provided property and financing) being provided by the project, and the amount of subcontracting involved. Differences, Price and Cost AnalysisFac
41、torPriceCostWHEN CONDUCTEDBEFORE AWARDSAMEDETAIL/COMPLEXITYLIMITEDMEDIUM TO VERYTIME REQUIRED MINUTES-HOURSHOURS-WEEKSCOST TO CONDUCTMINIMALSIGNIFICANTPERSONNEL NEEDEDBUYERTEAMSKILLS REQUIREDBASIC ALGEBRAALGEBRA & ACCTWHEN CONDUCTEDALWAYSAS NECESSARYINFORMATION NEEDEDBIDSCOST PROPOSALPROFIT ALSO ANA
42、LYZED NOYESSummary/Conclusions The conclusion that a price is fair and reasonable must be based on some form of price and/or cost analysis. How detailed this analysis will be depends on the dollar value and the nature of the product or service being purchased. Summary/Conclusions Some form of price
43、analysis is required for every purchase. Although this is true, price analysis takes on special importance when employed by itself. Price analysis is generally used without cost analysis for low dollar purchases; for most competitive purchases, even though of a large dollar value; for purchases base
44、d upon existing catalog or market prices; and for purchases of items or services for which regulated prices exist (regulated utility services). Summary/Conclusions To perform price analysis, the contracting professional must have a base or reference to which the quoted price can be compared. That ba
45、sis for comparison must itself be known to be reasonable. To establish comparability one must consider the quality of the items for which prices are being compared; the quantities involved in the sale; the delivery conditions (f.o.b. origin versus f.o.b. destination); and the market conditions. Summ
46、ary/Conclusions Many methods of price analysis are available. Selection of the method to use depends on the specific features of the acquisition situation. In many instances, a combination of methods is best. Price analytical methods include comparison with competing offers on the instant purchase;
47、comparison with established catalog prices; comparison with established market prices; comparison with prices set by law or regulation; comparison with current prices paid for the same or similar items, past prices paid for the same or similar requirement, and past offers.Summary/Conclusions Additio
48、nal methods include comparison with producer price and other market indexes; comparison with cost estimating relationships, to include rough yardsticks and parametric relationships; comparison with in-house estimates; and comparison with values determined by value and visual analysis. The first four
49、 methods listed are sometimes considered primary methods; the next four are secondary methods, while visual and value analysis are considered tertiary or auxiliary methods.Summary/Conclusions Cost analysis is the review and evaluation of the separate cost elements and proposed profit/fee of an offer
50、ors cost estimate or proposal. It includes the verification of cost data, and evaluation of cost elements, including the necessity for and reasonableness of proposed costs; projection of the offerors cost trends, on the basis of current and historical cost or pricing data; a technical appraisal of t