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1、Offer Evaluation,1,LeRoy H. Graw, EdD, C.P.M., CPCM, CPP, CPPM,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/
2、bid),The Decision Process,2,Steps in Evaluation and Selection,Steps in Evaluation and Selection,Establish technical and cost/price evaluation teams and brief evaluation teams on evaluation methodology.,Receive, log, and abstract technical and cost/price proposals.,Perform technical 2.Previous cost e
3、stimates 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 planned expenditures.,Technical (Quantitative) Analysis of the Suppliers Cost Proposal,
4、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 recognize the patterns in the incidence of different types of labor. Each phase of
5、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 other.,Technical (Quantitative) Analysis of the Suppliers Cost Proposal,The reasonable
6、ness 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 efficiency of operation. The tests for labor hour reasonableness will include conside
7、ration 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 estimating methods employed, and the suppliers knowledge of the task.,Technical (Quant
8、itative) 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 consolidated lists or bills of materials based upon some sort of takeoff from existing pla
9、ns 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 such plans, the supplier may have to rely on historical experience.,Technical (Quanti
10、tative) 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 fall within the classification of direct labor or direct material. Examples include
11、 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 suppliers accounting system, and the backup data in support of the costs are valid, cu
12、rrent, 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 a recommended profit or fee, it can render an opinion on the inherent technical, m
13、anagement, 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 rates) evidence an unwillingness by the supplier to assume risk. .,Accounting/Rate Ana
14、lysis,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, the offer letters may be reviewed to determine rates. Lacking this evidence, wage a
15、nd 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.,Accounting/Rate Analysis,Proposed Material Prices On contracts with incumbent firms, the
16、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 contracts, 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,
