AN EXHIBIT HALL FULL OF EQUIPMENT –WHAT TO BUY?
i. Perform a cost-benefit analysis. This step forces you to examine the overall financial impact of implementing a new system. This analysis must include the following: Direct costs such as equipment, installation and associ- ated civil work and network requirements. Indirect costs such as staff training / replacement and outsourcing (if needed), and revised audit / administra- tive practices, revised operational / maintenance prac- tices and adjustments to costs of consumables. (The last three could result in cost savings.) Anticipated revenue improvements such as decreased “shrinkage,” potential reduction in labor, increase in facility usage due to amenity programs, reduction in cost of owner- ship and flexibility to address future business practices. The result of this analysis will determine financial feasi-
bility. This may be the only decision threshold to be met. However, project influences other than financial consider- ations may provide prevailing decisive components. This is the Go/No-Go step. j. Determine the proper procurement process for your organization. You have now developed a list of performance criteria, determined budget parameters, and moved past the Go / No-Go threshold. Now you will enter into a formalized procurement process. Depending on the procurement guidelines within your organization, you will convey to potential bidders the technical and performance require- ments you seek. You also must include any contractual requirements of your organization, any MBE-WBE-DBE requirements, and your intended award criteria to be used in the RFP response analysis. (Note: The more clarity and detail provided in your issued RFP document, the more focused, concise response you will receive.)
k. Issue the procurement documents to potential respondents. During your analysis associated with step g. and step h., you will come to realize which potential respondents are
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interested in your project; can meet most or all your intended performance goals; and are technically capable of implementing the system in a satisfactory manner.
l. Before receipt of proposals, determine a clear and objec- tive response evaluation process. You need to determine the evaluation team that will review the RFP responses. This team comprises members initially convened in step a. of this process. In this manner, the evalu- ation takes place with full knowledge of the underlying goals and intentions of the anticipated implementation.
m.Review responses and schedule a “Final Response” interview. Sometimes known as a “Best and Final Offer,” engage those firms that have best responded to your RFP process. In this manner, you can clarify any component of the submitted bids and allow the vendors an oppor- tunity to describe their intended solutions.
n. Award based on your team’s conviction. If you have received one or more responses that meet your performance goals, have met with the responding vendors in Final Response interviews, and reached con- sensus as to the team’s choice, move forward with the award in a fully committed manner. This will foster a partnership environment crucial to the overall project success. However, if you have not received one or more responses that meet your goals or your Final Response interviews were not satisfactory, or you do not have a consensus from your team, do not award. If the fit is not there, do not force it.
It’s not unusual to engage a consulting firm in a parking
and revenue control system procurement endeavor. They can add value and experience to the process. However, as the project “owner” and ultimate primary system constituent, do not abrogate your role in this process. You need to invest the time and effort if you hope to achieve the ultimate results you seek. It is an investment well spent.
Thomas Wunk, CAPP, Vice President of Operations for Scheidt & Bachmann USA, can be reached at
Twunk@msn.com.
PT 17
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