Presentation on theme: "In association with Welcome all Small Businesses."— Presentation transcript:
In association with Welcome all Small Businesses
In association with House Rules Safety First Exits Restrooms Refreshments.
In association with Agenda Welcome Introduction of Team Presentations: Bidding Style Mike Rood More than Hard HatsClark Peterson Project InformationKurt Thomas Trevor Kelly &Audra T. Iturbe Networking
In association with Regional Connector Constructors
In association with Estimating April 24, 2013 Presented By: Mike Rood Bidding Style: Design- Build
In association with Estimating What is the Definition of a Good Estimate? Quantity Take-offs How do You Break it all Down? What Happens if You Miss Something in Your Bid? What Documentation do You Need? What are Bid Items? What are Indirect Costs? How do You Handle Material, Equipment, and Labor Escalation? What Will the Primes Expect to Get From Your Company? How Do You Validate You Got it Right? Ethics and Integrity
In association with A “Good Estimate” More than just a number Relationships, relationships, relationships – Design-Build becomes Bid-Build Patience and understanding – Request feedback – Prime(s) can only say so much – Keeping it fair, ethics & integrity
In association with A “Good Estimate” Costs are covered Specifications are understood Schedule is understood Scope of work is complete Risks are analyzed and shared (Owner/Prime or Prime/Sub)
In association with Quantity Takeoffs Are you measuring the right things? – Alignment with scope and what you’ll track in the field Are you performing checks? How are you coordinating with the Prime? – Share your information – Don’t take their “word” for the quantities
In association with Break It All Down Defining your scope Standard inclusions & exclusions Get involved early with the Prime – Stay involved with questions and clarifications
In association with Are You Missing Something? Are you confident with your quantity takeoff? Do you have a list of assumptions maintained during your estimating process? Defining Risk – What might go wrong / well? – How can you mitigate? – What is the potential impact? – What is the probability of occurrence? Have you covered your share of the risk? – Relationships lead to less confrontation at the project site
In association with Required Documentation Specifications and Drawings – There is always some kind of Standard SBE / DBE Certification Previous project experience or references Project-specific requirements?
In association with Bid Items Direct costs Used to track project progress and PAYMENTS Packages & Splitting – Size and scope of work – Can you provide more value? – Can you split work out? Help the Prime understand your capacity
In association with In directs Costs that span various Bid Items Do you have histories? Can you develop them? How will your indirect costs be impacted by growth or reduction in scope?
In association with Escalations Fuel, materials, labor, etc. How is your bid qualified? – Are you assuming the right level of risk? Does the Contract allow for payment for escalation? – Are there limitations? How long does your pricing need to be valid? – Communicate with the Prime
In association with What do Primes Expect? A “Good Estimate” Something you are willing to stand behind, and are excited to build Plan to put the effort/work into your proposal – How many man-hours is reasonable? Timely scope letters and pricing – Open & honest communication – We aren’t “shopping”
In association with Validate Your Efforts You receive the contract – Competitive pricing – Complete scope – Commensurate risk assumed You made money at the end Contact the Prime for feedback – Not at 3pm on bid day – How could my proposal have been better? – What you can expect to hear
In association with Ethics & Integrity This is the start and the conclusion Skanska, Kiewit and Traylor have built their businesses on these core values Don’t sacrifice yours for the almighty dollar!
In association with Q1 An indirect cost is: a.A cost that is only incurred on some projects. b.A cost that is spread against all bid items on a project. c.A cost that is reimbursable regardless of final quantities. d.A cost that does not get paid for.
In association with Q2 The best time to call to discuss how your bid went with the Prime is: a.20 minutes after the official bid time. b.At least 2 weeks after bid day. c.The day after bid day. d.10 minutes before the bids are due.
In association with Q3 Prime contractors should provide you with a breakdown of the three lowest bids received and where your bid stood. a.True b.False
In association with Q4 A good relationship with a Prime will get you a job, regardless of your price. a.True b.False
In association with Q5 Your inclusions/exclusions list should be: a.All-encompassing. Leave nothing to chance. b.Complete, but not a novel. c.Standardized for your business. d.Both a. and c. e.Both b. and c.
In association with Q6 Your pricing should be valid for a.At least 30 days b.At least 90 days c.The life of the Contract d.The time requested by the Prime
In association with Q7 Your scope letter should arrive a.about a week before the due date. b.at least two weeks before the due date. c.with your pricing on bid day. d.when the Prime asks for it.
In association with Q8 A quantity take-off for self-performed work should be a.independently double-checked for accuracy. b.compared with the Owner’s pay quantities. c.completed under a standardized process. d.based on the Owner’s plans and specifications
In association with Q9 Primes that share pricing information about other subcontractors are a.good to speak with. You can get information to help with your pricing. b.generally interested in your success. c.probably going to be the low bidder. d.Probably sharing your pricing with someone else, too.
In association with Safety Information Beyond the Hard Hat Clark Peterson, H&S Director of Western Region
In association with Beyond the Hard Hat Policies / Specifications Procedures IFE Leadership
In association with Beyond the Hard Hat What are the barriers to Safety Excellence?
In association with Project Information Regional Connector Corridor Pursuit
In association with Project Overview Regional Connector Corridor Project Issued by LACMTA, Contract #0980 Design-Build, Firm Fixed Price Purpose to provide a one-seat ride from the East Side through to Long Beach or Santa Monica, visa-versa
In association with Project Overview 1.86 Miles of Twin Tunnel 1,350 feet of cut/cover construction 4,800 feet of bored tunnel 2,270 feet of track reconfiguration 3 Underground Stations Approximately 400 feet each cut/cover Utility relocation and temporary support Street improvements, reconfigurations, signal mods New and integration of electrical and systems Other misc work in Red Line Yard
In association with Project Overview Major Challenges Wye Intersection 2 nd St. Storm Sewer Relocation LA Times Building Project Staging, MOT, Bus-Arounds Systems and electrical integration/tie-in Utility Relocations and Coordination
In association with Project Overview Procurement Schedule Deadline for Questions/RFI about RFP May 28, 2013 Proposal Due Date June 18, 2013 Oral Presentations (if any) Approximately the week of July 8, 2013 Issue Notice of Intent to Award (tentative) October 11, 2013 Award of Contract October 29, 2013 Notice to Proceed December 2, 2013
In association with Project Overview Metro’s Construction Schedule Notice to Proceed December 2, 2013 Begin Systems TestingMarch 6, 2019 Substantial CompletionJune 20, 2020 Contract CompletionOctober 28, 2020
In association with Project Overview Subcontracting Opportunities Timeline Receive Invitation to BidMid-May, 2013 Provide PricingBeginning of June, 2013 Participate in design processCommencing December 2013 Work commences in the fieldSpring 2014 through to end of contract
In association with Project Overview Subcontracting/Supply Opportunities -Steel/Rebar -Concrete -Architectural Finishes -Landscape/Hardscape -Trucking/Hauling -Construction Supplies -Project Staff -Environmental -Design
In association with Design Build Procurement Be patient Agencies talk about the projects 1 to 2 years in advance of RFQ Industry Review Documents 3 to 6 months RFQ takes 3 to 5 months from start to shortlisting RFP takes 5 to 6 months to respond Agency takes 3 to 4 months to decide LNTP issued 3 months to execute documents for NTP NTP issued 8 to 12 months for meaningful construction packages to be issued 42 Understanding the Timeline
In association with Presented by: Audra Tiemann Information available: Project Brochure Project Announcements Join Our Bidder’s List Team Information Contact Information The Skanska Traylor Kiewit JV team is committed to improving the process for subcontractor, vendors, suppliers and consultants to find and use upcoming project information. Our team has developed a SharePoint website that allows interested firms to gather information and be a part of our JV team 43 Outreach Website www.teamrcc.com
In association with Follow steps 1-3 below: 1.Fill out “Join Our Bidder’s List” Questionnaire in full 2.Submit 3.Review your inbox for the Invitation to Bid email. Questions: Info@teamrcc.com 44 How to Get Informed
In association with Contract Documents To assist our subcontractors, vendors, and suppliers, we will be posting sample contract documents and other helpful information to include: PLA Sample Subcontract Bonding Information Metro Certification Link Labor Compliance Manual DBE Manual & Specs Buy American Program Info Drug & Alcohol Program 45 Items that will be available to Subs and Vendors: − Scope specific bid packages − Subcontracting Requirement information − Important dates − Announcements Bidder Instructions
In association with Are you prepared to bid? 46 Bid Preparedness What is a Good Estimate? Quantity Take-Offs What Documents Do You Need What are the Subcontracting Requirements to be considered in your Bid? Insurance Bonding
In association with 47 Bid Preparedness cont. − How do you handle Material, Equipment and Labor Escalation − What will the Primes expect to get from your company − How do you validate you got it right − Ethics and Integrity
In association with Perform a commercially useful function Risk Analysis for the scope of work Understand the bid requirements and specifications for your scope Make your bid competitive How do you Submit your bid and When Sub/Vendor Proposals Due: June 6, 2013* *pending any additional owner postponements On a Design-Build project, every subcontractor/vendor must understand the time line involved in the process. I can be close to a year following the owner award before final bid packages are ready and construction begins. The estimated project start date is set for October 2013. Actual construction should start approximately 8 months after that. 48 Sub/Vendor Bidding Process