Working with SAIC. Babak Nouri November 9, 2011

Transcription

1 Working with SAIC Babak Nouri November 9, 2011

2 Overview The Challenge applies to both large and small businesses Government customers have challenges that affect the business environment Budget challenges will force hard choices Limited resources affect the acquisition cycle: Opportunities taking longer to be awarded Increased use of indefinite delivery/indefinite quantity vehicles (including GSA schedules) Crowded space with many, many voices Competition is fierce Contractors have limited resources The Opportunity from a small business perspective Teaming with large businesses represent a chance to: Diversify current revenue/customer base Increase revenue as a subcontractor (at reduced cost/risk) Strengthen competitive position on small business set-asides Large businesses realize the value small businesses can bring (with some caveats) We can t do everything - small businesses can be a force multiplier Customers placing an increased emphasis on agility/rapid solutions Customers placing increased emphasis on price and small business participation

3 Ways to Engage a Large Business (Big Picture) Too little, too late Inquiry regarding teaming opportunities following press release of contract award Identifying open job positions on large business website Passive ( just enough ) Registering on CCR and SBA websites Registering on large business small business website Generic to company small business office Active Marketing federal agency customers to: Identify upcoming opportunities Learn and become familiar with the contractor landscape at customer location Identify opportunities through forecasts and other market research tools Networking attending trade associations, industry days, and other events

4 Effectively Engaging a Large Business Time and Effort Required Use of a prime s existing contract vehicle to facilitate business Business has marketed opportunity and customer is receptive with caveats Customer is constrained/prefers to use certain IDIQ vehicles (e.g., DHS EAGLE) Customer prefers GSA schedules/gwacs (Schedule 70, Alliant, etc.) Critical step is to match opportunity to: Contract scope Terms and conditions unique to contract Teaming/Subcontracting Your firm has knowledge of the opportunity Firm has demonstrated past performance and customer knowledge Relationship formalized well in advance of the opportunity being competed through teaming agreement Meeting prime contractor personnel Presenting capability briefing focused on the specific market/customer Discussing opportunities Articulating key discriminators and next steps

5 Engaging large companies KNOW the business areas, needs and customer sets of the large business KNOW your audience and be specific Who: Program Manager, Business Developer, Subcontracts, etc. What: Specific customer, a specific opportunity, market segment, etc. KNOW what opportunities are present at the customers you are targeting. This includes current and future in terms of your capability KNOW what your strengths unique to the prime and the opportunity KNOW the competitive landscape and your potential weaknesses The only good is knowledge and the only evil is ignorance Socrates

6 SAIC Business Overview Business Areas National Security Energy & Environment 17% Civil and Other U.S. Government 7% Commercial and International 76% U.S. Department of Defense Health Cybersecurity Approximately $11 billion (Fiscal Year 2011)

7 Teaming What Does SAIC Look For Skills What is it that you do best Niche technical and functional expertise Skills that complement SAIC s capabilities as a whole and on specific opportunities Past performance Prime contracting experience/strong CPARS Subcontracting performance on similar/related efforts Marketability customer knowledge Customer intimacy and familiarity Understanding customer culture, challenges, and needs Being an active teammate = marketing of customer Specific certification requirements Organizational certifications - SEI-CMMI, ITIL or ISO Employee technical certifications PMP, CSSP, ITIL **Clearances Agency specific Other relevant factors Location and ability to support various geographical areas Rates Structure Financial Stability Type of Business SB, SDB, WOSB, HUBZone, SDVOSB or VOSB

8 Teaming Decisions A Deeper Dive Scenario 1: Follow-on contract We have an incumbent subcontractor team Small possibility for team adds to cover a niche requirement or small business socioeconomic category Priorities: 1. Candidates known to the customer; 2. Relevant experience in the niche area; 3. Relevant experience on a like contract Scenario 2: New opportunity (SAIC is not a current prime) Same priorities as above but more opportunity for new subcontractors Strong preference given for incumbent subcontractors Scenario 3: MAC IDIQ (or GWAC-type contracts) Larger number of subcontractors Less stringent on selection priorities Opportunities will be at the task order level be proactive and responsive Most teaming decisions are based on an assessment directly tied to the SOW or PWS 8

9 Where You Can Play Defense C2/C4 Tactical Networks System Integration Modeling and Simulation Unmanned Systems Intelligence Information processing, exploitation and dissemination Sensors Geospatial intelligence and imagery Language services Health Solutions Clinical health information technology Health infrastructure Public health Health services Logistics and Product Support Supply chain management Product sustainment Fleet management and support Asset visibility and tracking Information Technology Enterprise management Managed IT services and infrastructure Business planning and transformation Software and data management Areas of Growth Cyber C4ISR Energy Health Logistics, Readiness, and Sustainment

10 Points-of Contact Alexis Tobe, Business Development Specialist Victoria Vo, Business Development Specialist Babak Nouri, Director SAIC Corporate Small Business Development Program: Submit your small business profile: