Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (19)
Ähnlich wie Fundamentals of Contractor Qualification
Ähnlich wie Fundamentals of Contractor Qualification (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
Fundamentals of Contractor Qualification
- 1. Fundamentals of Contractor Qualification Michael D’Aversa Manager | Cost Analysis Cherry Logistics Corporation
- 2. In the next 20 minutes… • The Objective of Contractor Qualification • Strategic Considerations • Identification Scenarios • Qualitative and Quantitative Validation • Results
- 3. The Objective of Contractor Qualification • Identify and validate a viable pool of qualified Facilities Maintenance contractors • Aligned with your company’s specific needs • by trade specialty • by geographic location • Essentially available prior to having a specific need • Having the potential for developing a sustained, long-term business relationship
- 4. Strategic Considerations • Best time to evaluate a potential contractor • Pre-relationship • Research • RFI • Dialogue • Throughout relationship • Direct providers vs. management companies
- 5. Identification • Scenario: They find you • Lead generation vs. diligent, interested party • Initial evaluation, RFI form, etc. • Scenario: You have to find them • Internal reference • Trade organizations • Local chambers of commerce • Non-competing local reference • Internet research
- 6. Validation • Quantitative • Establishment • Competency • Capacity • Pricing/rate structure • Risk management factors • Qualitative • Dialog • Visual evaluation • That which is important though not easily counted or measured
- 7. Quantitative — Establishment • Business structure • Number of years in business • Current iteration • Previous iteration(s) • Number of years at location(s) • Proximity • Potential time sensitivity • Physical distance from provider start point(s) to site(s) • Verifiable history of growth
- 8. Quantitative — Competency • Licensing • Degrees, certificates, etc. • Verifiable training • Past performance • Internal (vendor score, documented issues) • External (BBB or other published rating data)
- 9. Quantitative — Capacity • Concerns may vary by trade type • Number and types of equipment • Trade-related • Business-related • Ownership of trade-related equipment • Human Resources
- 10. Quantitative — Pricing/Rate Structure • Buyer Perspective • Seller Perspective • Hourly rate information • Quote on sample project
- 11. Quantitative — Risk Management Factors • Insurance • Levels and types • Endorsements • Safety • Policies and procedures • Record • Litigation
- 12. Qualitative — Dialog • Indicators of suitability • Experience matched to your business • Clients/References • Competitors • Communicative ability • Likelihood of compliance • Barriers to communication • Intentional phone conversations and e-mail threads
- 13. Qualitative — Visual Evaluation • Contractor facility visits • Verify equipment • Observe conditions • Observe staff • Face-to-face meetings • Deeper dialog • Clearer understanding • Long-term suitability
- 14. Effective Contractor Qualification • Strategic methodology • Pre-relationship and ongoing • Quantitative and qualitative validation • Our results • Contractor pools in markets not yet served • Contractor relationships that span our 10 years in business • Contractor turnover/termination rate < 4%
- 15. Additional Resources • Search trade associations at www.asaecenter.org (American Society of Association Executives) • Search complaints at www.bbb.org • Search litigation at law.justia.com and www.leagle.com • White papers available on www.cherrylogistics.com: – Emergency Response Case Study – Risk Management – The 8.5 Best Practices For Facilities Maintenance
- 16. Q&A Michael D’Aversa Manager | Cost Analysis Cherry Logistics Corporation MichaelD@CherryLogistics.com
- 17. PRSM Resources White Papers: •Keys to Successful Request for Proposals •Vendor Relations Management Best Practices Books •2012 Best Practices Book (Vendor Management and Communications) •2010 Best Practice Book (Vendor Management)
Hinweis der Redaktion
- BRIEF INTRODUCTION With company since 2009 Most recent work in contractor relations and cost analysis/bidding Over 25 years on either side of the buyer/vendor desk
- Quickly cover the key points to be made in this session.
- What is the desired outcome of our contractor qualification efforts? Address short, intermediate and long-term goals: Short: create pre-need, by trade and location Intermediate: pave the way for smooth execution as opportunities arise Long: potential for sustained relationship
- In general, the best time to acquire many things in life is before you need them (cars, jobs, etc). Emphasize that the majority of the more difficult work should be done in the pre-relationship. BUT evaluation and validation can be continued and enriched throughout the business relationship. This strengthens relationships with the more viable contractor. Regardless of whether service providers are selected directly or via a management company, the same principles apply.
- There are two ways that contractors get found — they come to you or you go find them. Touch briefly on the key ways to find contractors by trade/location.
- The purpose of validation is to filter out non-viable contractor prospects. Quantitative data, by definition, can be counted and measured. Qualitative data isn’t packaged as neatly, but is still quite important.
- In theory at least, established businesses are more likely to have all of their systems in place and most of their bugs worked out. The implication of a well-established businesses is that they are likely to be around for a while.
- Competency (or competence) deals with the ability to do a given job properly. While licenses and certificates do not guarantee competence, they do give indications. Since actual performance ultimately proves competency, this is particularly relevant to existing contractors. You can examine internal data on past performance.
- AVAILABLE Capacity — can they handle the opportunity that you hold? Office capacity matters, too. Does this contractor prospect have the necessary stuff to comply with ALL aspects of doing business with your company? What about HR capacity?
- The perspective of where price comes in the pecking order can differ greatly between buyer and seller. (examples) What kind of pricing data can you collect at a very early stage?
- This has become a much more prominent topic in recent years. Insurance concerns are usually discussed in terms of levels and types, but there is more to the story. At what point does coverage apply? More importantly, when does it not apply? (example) Ask about safety records. Companies with good ones may like to talk about it. Past litigation can, to a point, be researched — often for free.
- Does serving your type of business entail a learning curve? How much experience does the prospect have serving your type of business (client list)? References — There is often a limit to what they are wiling to convey, but we still check them. A reference with whom you already have a relationship may be willing to tell you a lot more than would a perfect stranger. Who the prospect considers as competition may reveal more about the types of customers they currently serve. Language barriers can present a unique set of issues (example).
- Some things need to be seen in order to be fully understood. Equipment example Office example Deeper dialog will reveal things you might not otherwise learn at this stage (example).
- Wrap-up and a light overview of our results from using this practice. Your mileage may vary.
- Places to go for more information.
- Last page — invite further dialog from anybody interested.
- Last page — invite further dialog from anybody interested.