Contract Closeout Procedures The Surface Force Logistics Center, Medium Endurance Cutter Product Line (SFLC-MECPL: all future references will be sighted as SFLC-MEC) is the glue that is holding our cutters together; however, we are failing to meet adequate closeout times with current and prior year contracts. SFLC-MEC Purchasing Agents need more efficient closeout procedures for contracts. The biggest areas of weakness are: failure to closeout contracts, no standard in closeout procedures, and lack of awareness within upper management. This trend has cost the Coast Guard hundreds of thousands of dollars and cannot continue on future contracts.
The first area of weakness that Purchasing Agents are running into is with proper closeout procedures.
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There is no common ground or standard for GS and Contract employees to follow when closing out the books. The world Purchasing Agents at SFLC-MEC work in is fast paced, on a grand scale. They have multiple dry-dock contracts to set up, CASREP’s throughout the year to deal with, last minute changes to contracts, and contracts that last multiple years. As soon as they finish up one year, they are back at it all over again for the new fiscal year. It is almost impossible to keep up with the tasks at hand; especially when you add the issue of employees leaving for new jobs. Employees’ leaving with no immediate replacement is causing problems to emerged, such as, files being shuffled with no tracking of final placement, leading folders to sometimes get “lost” until the Open Obligation Validation Accountability (OOVA) Reports brings them back into question for closeout. Regardless of how extremely busy the office is, Purchase Agents still have an obligation to our vendors, ensuring payments are made in a timely a fashion, as well as, upholding the integrity of the Department Of Homeland Security and Coast Guard by being good stewards of funds, by making sure to close the books properly. One solution to the problem would be to create a set of standards for the Purchasing Agents, which would give them a dedicated time frame when all procurements must be closed out by, depending on the type of
The sales staffs has already voiced their frustration because the customers informtion is not being passed along to the designers. If they don’t fix the problem it can lead to the programmers and designers having to redo the work they completed because it isnt what they want. The customer could wind up finding a new company because they did not do what they requested. The Carmichael’s could start to lose revenue due to losing customers or having to pass on jobs due to being behind because of the staff having to go back and correct. Lack of communication can easily ruin a
Recommendations Based on the data that I have collected both from the WJ III assessment and the CBA that I conducted, I would recommend that the focus of Brian’s help should be on applied problems with focus on math fluency. There were other areas where performed below grade equivalency but I feel that the focus should be on math fluency because there is a chance that once he has mastered math fluency, his performance in the area of applied problems may come up as a result. I recommend that Brian be tutored at least twice a week, every week for thirty minutes per session in order to help him with his math fluency and applied problems.
Do we have a backup power system for our offices? Protection of customer personal information (in addition to security measures stated elsewhere in this audit checklist) 54. Do we only giving access to personal information to a person who is verified to be able to receive that information? 55.
While many in the industry are surprised to see that the nightmare scenario they anticipated has not occurred, some significant issues have emerged. Some of these issues including: long wait times for billers, lack of customer service personnel training, a
The CAASC seeks to provide high standards of integrity while providing great flexibility
They continued to try to settle and finally on May 9, 2006, Expro and SPS submitted a third purchase order. The third purchase order did not fulfill all of WPS’s requirements, but gave them permission to proceed with the manufacturing of the goods and confirmed that Expro and SPS would pay any cancellation costs. WPS began to work on the third order. Expro and SPS soon after cancelled the order; therefore WPS sent them an invoice for the cancellation costs. Expro and SPS however refused to pay the costs arguing that the contract was not enforceable because the additional terms in WPS’s acceptance had materially altered the contract.
The three most important tasks I regularly perform is taking care of SWPPP (Stormwater Pollution Prevent Plan), creating weekly work plans, and running the daily huddles with all the subcontracotrs. It’s my responsibily to make sure to do SWPPP inspections twice a week, and fix any problems that can lead to violations. As for weekly work plans, I have to collect every subcontractors’ tasks for the following meek, and put it into an excel sheet so we can go over it at the foreman’s meeting with the senior superintendent. Using the weekly work plans, I go through every single task and ask each subcontractor’s foreman if they completed it during the daily huddles. All three tasks are assigned by the senior superitendent.
Mark Caylor, president of enterprise and chief strategy officer stated that the company created his position to have someone who oversees and connects supply chains in various divisions to leverage the company’s supply chain capabilities and enhance Northrop Grumman’s competitive advantage. In 2005, Northrop Grumman were in the decision making of whether they wanted to start offshore outsourcing. In their decision they decided that they would enter an offshore engagement if and only if it has pinpointed all the controls required to meet export requirements, identified the infrastructure required and can still foresee significant cost
To: Richard Sullivan From: Team Odyssey Date: 15 January 1992 Subject: Detroit Plant- Heavy Equipment Division Wriston Manufacturing Corporation is loosing sales from last three years. This has put pressure on its HED to perform well. With nine plants on stream and tenth under construction, the management is scrutinizing the company’s investment proposals for these plants very carefully.
The traditional ABC of sales was “Always Be Closing”. That has since changed to “Attunement, Buoyancy, and Clarity”. Attunement in selling is the capacity of putting yourself in your client’s mindset and understanding their perspective. This means being able to level with them and understand when they don’t need the product or service. This also ties into the next part of the updated ABCs of sales.
The lack of competitive environment lead to the incompetence in this contracting company. They would send out their worst people to come work with us, because they knew if their company
The manufacturing is done with help of skilled labor. The skilled labor is one of the major strengths for Olympia, they not only carry out the painting job, various operations on the floor (the floor workers) but also manage the mate assembly line operations (called the assemblers). The operating expense of all the machines, raw material costs and overheads and the Labor costs and overheads are mentioned in the EXHIBIT 2. The expenses for all the assembly lines are given separately except for the case of Interior Assembly Machine assembly line, which also includes the cost of labor that is being used to operate on these machines.
Responsible for importing and distributing lawn and garden supplies, Wave North America, Incorporated requires a delicate sense of negotiating and diplomacy. To appropriately establish a connection with its suppliers, this company needs good purchasing managers. Wave N.A., a small company, employs two people: Jeff Schipp and Michael Kane. The two men are the sole purchasing managers of the international company. THESIS STATEMENT HERE
Each of these six steps all had the same primary drawbacks: too many variables for success measures, inefficient data processing, highly manual processes, excessive paper used for transactions, on time complete shipment issues, low billing system accuracy with only 55 % of perfect orders, and high payment deductions on an increasing rate. What improvements are made to the old process? The OSB rewrite initiative was a huge undertaking and investment, improvements upon the old process were centered around the speed and accuracy of communication from consumer sales to warehouse distributions. The creation of a database for pricing structure and product specifications streamlined several processes.
As a result of the events of Dremliner, Boeing has improved their supply chain management process by incorporating continuous improvement strategies and implementing ways to encourage open lines of communication amongst their supply base. Boeing 's supply chain management places emphasis on on-time deliveries and streamlining common standard processes across their suppliers. Boeing has developed several tool to not only monitor and audit the best practices and overall performance of the supplier, but aid in collaborative communication amongst their entire supply base.