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National Synchrotron Light Source II

Procurement MethodologyDavid Dale

NLSL II Procurement Manager

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Procurement Strategy

FORMULA for SUCCESS

•Dedicated Procurement Support at the Project Level•Incorporated Laboratory Management Commitment to Procurement

•Advanced Procurement Planning•Close Communication with Project and Technical Staff•Communication with Procurement Counterparts from other DOE Laboratories

•Procurement Planning •Procurement Milestone Plans developed•Utilize “Best Value” Methodology and Full and Open Competition to the Maximum Extent Possible

•Procurement schedules include consideration for procurement methods and progressive and parallel approvals

•Procurement schedule and status reports to track procurement activities

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A&E Design Team Selection

Experienced and Proven A & E Design Team

• Source Selection pursuant with FAR 36-602-1 and DEAR 936.602-70• Utilizes Traditional A&E Procurement process, (Standard Form 330)

– Professional qualifications – Specialized experience and technical competence – Abilities in overall project coordination and management– Experience in working together as a team;– Proposed project organization– Experience and qualifications of proposed consultants and subcontractors– Ability to assign adequate qualified personnel from the proposed organization– Capacity to accomplish the work in the required time;– The volume of past and present workloads– Past performance on contracts in terms of cost control, quality of work, and compliance

with performance schedules; – Location in the general geographical area of the project and knowledge of the locality of

the project;• Scheduled Award – January 2007

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Construction Manager (Agent) Selection

Experienced and Proven Construction Management Team

• Utilizes Traditional A&E Procurement process, (Standard Form 330)•Source Selection pursuant with FAR 36-602-1 and DEAR 936.602-70

– Professional qualifications and Experienced Managers– Specialized experience and technical competence – Abilities in overall project coordination and management– Experience in working together as a team;– Proposed project organization– Experience and qualifications– The volume of past and present workloads– Past performance on contracts in terms of cost control, quality of work, and compliance

with performance schedules – Location in the general geographical area of the project and knowledge of the locality of

the project

• Schedule Award – April 2007

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Experienced and Proven General Contractor

• Conventional Construction is planned as a “Best Value” procurement. • Comparative weighing of the evaluation factors and sub-factors identified in the Request for

Proposals (RFP). –What are the major factors?

• Employs a trade off process permitting award to other than the low priced offeror or to the highest technically rated offeror.

• Involves selecting the most advantageous offer based upon an integrated assessment of both non-cost & price factors, taking in their assigned relative importance.

• Greatest overall cost & performance benefit to BSA/BNL.

Conventional Construction Procurement

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Experienced and Proven General Contractor

• Draft Evaluation Criteria• Experienced Project Manager and Superintendent• Specialized large complex project experience and technical competence • Abilities in overall project coordination and management• Past performance on contracts of similar complexity in terms of cost control, quality of work, and

compliance with performance schedules; • Experience and qualifications of proposed subcontractors• The volume of past and present workloads• Safety record better then Industry Average• Location in the general geographical area of the project and knowledge of the locality of the

project• Scheduled Award – January 2009

Conventional Construction Procurement

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• The NSLS II Project must achieve the Critical Construction Schedule Award Date of January 31, 2009.

• Progressive and parallel reviews of draft documents, Comment Resolution and team work between NSLS II Project and DOE is essential in meeting this mission critical schedule need.

CONCLUSION