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How do I effectively structure a 'no-bid' decision for a federal RFP?

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My company is an IT services firm and we receive many federal Request for Proposal (RFP)s, especially for NAICS 541511. I run our bid or no-bid meeting, and I need a more systematic way to decide which ones to pursue. We are seeing everything from small business set-asides to full and open competitions. We've tried a simple go/no-go checklist based on things like the deadline and our past experience, but it often feels like we're still making subjective calls. I want to improve our process for making and documenting a 'no-bid' decision, especially for those RFPs that seem like a long shot. What are the best practices for structuring a no-bid decision, and what key factors should I always consider to make it effective?

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asked Priya S. Verified vendorCapture manager, IT services · Herndon, VA · 594 rep

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To effectively structure a no-bid decision, your firm should establish clear, measurable criteria that align with your company's strategic goals and capabilities, and document the rationale for each decision.

First, consider the solicitation requirements, such as the scope of work, technical specifications, and delivery schedule. Evaluate whether your firm can meet these requirements without excessive risk or investment. Next, assess your competitive position. For a small business set-aside, determine if you genuinely have a strong chance against other small businesses. For full and open competitions, evaluate if you can compete with larger firms. Review the past performance requirements and ensure you have relevant, recent evaluations in CPARS.

Financial considerations are also critical. Analyze the estimated costs of proposal development versus the potential contract value and profit margins. Consider if the contract type, such as a firm fixed price (FFP) contract or a cost-reimbursement (cost-plus) contract, aligns with your risk tolerance. Finally, factor in the strategic value of the RFP. Even if it's a long shot, does winning this contract open doors to new agencies or expand your service offerings? Documenting these factors for each decision creates a consistent process and helps identify patterns for future improvements.

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answered Grace L. Verified vendorGSA Schedule contract holder, office products and services · Chicago, IL · 621 rep

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Sign up to answerCite the FAR clause or procurement code where you can.

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