22 May 2014: CDE Guidance for completing cde research proposals

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Defence and Security Accelerator

Technologie Formation

27 May 2014
Guidance for
completing CDE
research proposals

Proposal content
Proposal format
Exemplars
27 May 2014 © Crown copyright 2013 Dstl
Your feedback

© Crown Copyright MOD 2011
Presentation aims
“Square the circle”
Content & Format
Fit with the PAF

The Idea
Clarity!!!
Innovation!!!
Low TRLs

The Idea
Science
History
Proposal = Contract

The Idea
Defence Users
Scenario
Conditions of use

The Idea
Multiple uses
Limitations
Graphics

The Idea
Capabilities
Improvements
YOUR vision!!!

The Benefit
Valued benefit(s)
Significant levels
Commitment

The Benefit
Wider applications
Large businesses
Performance

The Benefit
Measurements
Justification
High-level VFM

The Impact
Game changing?
Push boundaries!
Barriers

The Impact
Benefits
Body of Evidence
Roadmap

The Approach
Strong outputs
Clear descriptions
Logical/progressive

The Approach
Time & resources
Dependencies
Credibility

The Approach
Access to facilities
GFX
Assumptions

The Deliverables
Clear offerings
Differences – rivals
Performance

CDE Assessment
Performance
Assessment
Framework (PAF)

CDE Assessment
On-line links
PAF Guide
All Competitions

Likelihood of Exploitation
Make it happen
Delivery

Building Critical S&T for UK
Future capabilities
Future visions

Scientific Quality/Innovation
Innovative science
Feasibility

Technical Risk
Assess feasibility
De-risk decisions
Push S&T limits

Great proposals!
Evidence required
Contribution

Online bid submission
Portal – one route
Low overheads
Control of IP

Technical tabs - advice
Options
Use carefully..
(ANY) option

Proposal - Front Cover
Title
Innovation Desc.
Careful thought

Military Scenario
Where used?
Multiple Uses?
Constraints

Military Organisation
Land – Sea – Air?
Type of role
Activities

Military Capability
Do we need it?
Performance
How measured?

Attachments
Complexity
1mb max
MS Word format

Requirements
Functions
Steps
Diagrams


Solution
Logical/progressive
Scientific Principles
Diagrams.

Solution
History
Stand-alone
Assessors shoes…

Critical Parameters
Availability
Barriers
Openness

Performance Assessment
Experimentation
Detailed design
Reliable data

Performance Assessment
Builds confidence

Intellectual Capital
Ownership of IP
Level of maturity
Approach

Stakeholder Management
Other stakeholders
Downstream
Stakeholder map

Contract Scenario
Planned activities
Future vision
Attachments!

Supply Organisation
Who's involved?
Alliances
Don’t rely on GFX..

Supply Capability
Resources?
Other GFX!
Commercial routes

Resource Scheduling
Known FY “bug”
Be specific!
Overheads

Contracting Terms
Contract Type
Justify choice
Reasonable Profit

Deliverables
Clearly defined
Clear links

Payment Schedules
Advanced funding
Stage Payments
Contract set up

Final reminders!
The 5 key factors!
Clear & concise!
Use (ANY) option

Final reminders!
Innovation Desc.
On-line form
Graphics

Final reminders!
Avoid GFX
Early submissions!
Contract set up

Proposal health check
Proof read
Remove ambiguity
Weed out TLAs!

Effective proposals
Content
PAF
Structure

Questions?
Centre for Defence Enterprise
01235 438445
cde@dstl.gov.uk
www.science.mod.uk/enterprise

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Supplier Evaluation and Selection Chapter 7 OSCM 3660:002 Strategic Sourcing Spring 2016 Sandeep Jagani PURCHASING & SUPPLY CHAIN MANAGEMENT, 5e © 2012 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publically accessible website, in whole or in part. 1 Chapter Overview Supplier evaluation and selection process Key supplier evaluation criteria Developing a supplier evaluation and selection survey Reducing supplier evaluation and selection cycle time Purchasing & Supply Chain Management, 5e 2 © 2012 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publically accessible website, in whole or in part. Evaluation and Selection Process No “one best way” Overall objective is to reduce sourcing risk and maximize value to buyer Need to select suppliers for long-term Can involve intensive effort and major commitment of resources Many issues and decisions Purchasing & Supply Chain Management, 5e 3 © 2012 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publically accessible website, in whole or in part. Selection and Evaluation Process Purchasing & Supply Chain Management, 5e 4 © 2012 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publically accessible website, in whole or in part. Recognize need for supplier selection Identify key sourcing requirements Determine sourcing strategy Identify potential supply sources Limit suppliers in selection pool Determine method of supplier evaluation and selection Select supplier and reach agreement Evaluation and Selection Decisions During new product development Due to poor existing supplier performance At end of existing contract Buying new equipment Expanding into new markets or product lines Receiving internal user requisitions Purchasing & Supply Chain Management, 5e 5 © 2012 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publically accessible website, in whole or in part. Evaluation and Selection Decisions Performing market tests Facing countertrade requirements During outsourcing analyses Consolidating volumes Conducting a RFQ or reverse auction When current suppliers have insufficient capacity Reducing size of supply base Purchasing & Supply Chain Management, 5e 6 © 2012 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publically accessible website, in whole or in part. Identify Key Sourcing Requirements May be determined by internal and external customers Supplier quality Cost Delivery performance Vary widely from item to item Purchasing & Supply Chain Management, 5e 7 © 2012 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publically accessible website, in whole or in part. Determine Sourcing Strategy Single vs. multiple sourcing Short-ter ...

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