Creating mutual benefit in vendor relationships
What problems are we trying to solve with performance-based acquisition?
If you can identify with any of these bullets, we can help.
- The acquisition process is really challenging! How do I get on the same page with my Contracting Officer? How do I know the Contract will meet my needs?
- On my fixed price contract my service provider always says it’s "out of scope" or an expensive change order. Why do I feel like they’re running the show and I have no control?
- No matter what I do, they always have a reason for failing to meet my needs. What can I do about it? How do I hold them accountable?
- It takes so long to run an acquisition! I need better services now! How do I speed up this process?
- I don’t want another poor performer taking control of my service delivery, but I don’t know how to do a performance-based contract nor does my Contracting Officer. How do I do this right?
- They're nickel-and-diming me to death on changes. Why is the contract so full of holes? What can I do to turn things around?
- I have too many service providers running around and all they care about is their corporate agenda. Why won’t they play nice with the other contractors and behave like a team?
- I am getting ready to transition from my current service provider to a new service provider. I worry about the Transition; there are so many things that can go wrong! How do I get organized?
At Octo Consulting we believe our client's success is based on two fundamental principles which underlie our approach to Performance-based Acquisition. First, we take a lifecycle view of Performance-based Acquisition and second, we constantly consider the perspectives of the three primary stakeholders in the acquisition process; the Contracting Officer, Service Recipient, and Service Provider. Our lifecycle view recognizes that the a Contract must be designed with Administration and achievement of performance outcomes in mind and, as such, we maintain that perspective throughout the main facets of our work; Acquisition Strategy formulation, Acquisition Planning, Requirements Development, Solicitation Development, and Post-award Administration. We constantly challenge ourselves and our clients, asking whether each strategy or requirements decision will lead to a contract which can be administered effectively and which will achieve the desired outcomes. We also understand that the success of Acquisition in general, and Performance-based Acquisition in particular, is heavily dependent upon balancing the needs of all three parties; Contracting Officer, Service Recipient, and Service Provider. We understand what motivates each stakeholder and recognize that all three must be successful for the desired outcomes to be achieved.