One type of government contract — the firm-fixed-price, level-of-effort (FPLOE) contract — specifically relates to research and development. But some agencies are using FPLOE contracts for unauthorized purposes, and that’s not innovative, says one GovLoop featured contributor: It’s abuse.
Supply chain disruptions can have devastating consequences on our daily lives. So how can agencies prepare for worst case scenarios? What questions should they ask?
In the world of government contracting, “customer” is a somewhat complicated term that applies to various parties involved in the process. A GovLoop featured contributor breaks it all down.
Most government contracts need to be modified at least once during their performance timeframes. That involves teamwork, with different functional jobs responsible for different tasks.
The thoughtful creation of agency acquisition teams is an innovative way to ensure that acquisition policies, practices and attitudes lead to timely mission success.
A seemingly innocuous 6-digit NAICS procurement code should be more than an afterthought. It has big implications for federal agencies and acquisition teams, especially when seeking out small business entities.
Federal regulations prefer that agencies use firm-fixed-price (FFP) contracts, which place all performance costs and risks on the contractor. That may sound like a good thing but, in practice, the FFP approach can be a problem.
In federal contracting, a post-award orientation is commonly called a “kick-off” and is an important way to ensure that contractors perform the work they should.
Sometimes common words become terms of art with specific meanings in a specific context. In government contracting, “amendment” and “modification” are narrowly defined — and they aren’t interchangeable.
While generative AI (GenAI) presents a unique opportunity to streamline operations and improve citizen engagement, it’s not a mature technology. How can you overcome internal skepticism and help your leaders consider a practical GenAI project?
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