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Supplying Principles and Practices > USPS Supplying Practices Process Step 2: Evaluate Sources
Develop Purchase Plan and Best Value Parameters
A purchase plan provides the overall strategy for accomplishing and
managing a purchase and is usually prepared under the general direction of
the Commodity Sourcing Strategy Plan (CSSP). Information regarding the
CSSP can be found in the Develop Commodity Strategy topic of the General
Topics. The purchase plan helps define the type, size, and phasing of the
purchase to comply with the Postal Service's Supply Management Principles,
after having made a decision on the most-appropriate sourcing option. The
complexity of the purchase plan depends on the nature of the purchase and
its effect on the Postal Service's business and competitive objectives. A
purchase plan should set forth the Postal Service's objectives and tactics to
obtain the best value in a specific purchase. Purchase planning also focuses
the Purchase/SCM team on aspects of best value that the Postal Service is
seeking.
Developing the purchase plan is an ongoing process, and therefore the
components of the purchase plan are discussed throughout Process Step 2:
Evaluate Sources. The purchase plan will be considered complete when all
applicable tasks of Process Step 2: Evaluate Sources have been addressed.
The purchase plan is designed as a stand-alone document that provides
sufficient information so that someone unfamiliar with the project can
understand what is being proposed. Depending on the nature of the
purchase, the purchase plan does not need to be lengthy; a concise, clear
statement of the facts, the best value the Postal Service is seeking, and
rationale supporting the proposed purchase are all that is necessary.
The purchase plan should be general enough to allow some project
management flexibility, but be specific enough to give coordinating and
approving officials adequate information with which to base their decisions on
the technical and business merits of the purchase. The plan should be
viewed as a living document subject to periodical updating and revision
during the course of the purchase. It should keep the Purchase/SCM Team
focused on the process and to communicate the status to management and
other internal stakeholders. It should also reflect the relevant Commodity
Sourcing Strategy Plan (CSSP).
Defining best value is the process of comparing quality, prices, and
availability to provide an overall benefit to the Postal Service. Obtaining best
value is the goal of every Postal Service supplying activity and the basis for
award of Postal Service contracts. To develop the parameters for evaluation,
what will constitute best value is defined before the solicitation process.
Customer satisfaction and business success are equally important for the
Postal Service and will help define best value. A best value definition is made
by the Purchase/SCM Team.
Determining a preliminary sourcing strategy - that is determining whether the
purchase should be made through multiple sourcing, single sourcing, or sole
sourcing - is another basic component of the purchase plan. The complexity
of the sourcing strategy will depend on the size and scope of the purchase,
but at this point in the process, the Purchase/SCM Team should make a
preliminary decision regarding which type of sourcing strategy will in fact
provide the Postal Service with the best value. In doing so, the
Purchase/SCM Team must specifically consider whether any sourcing
strategy may potentially negatively impact the Postal Service's commitment
to establish a strong and competitive supplier base by putting small, minority
or women-owned businesses at a competitive disadvantage. In these
instances, the purchase/SCM team should gather and analyze the pertinent
data supporting the preliminary sourcing strategy and make a preliminary
determination that the strategy is justified. Depending on the nature of the
purchase, the proper data and analysis to determine the appropriate strategy
may be obtained through:
• Conducting spend analysis
• Market research
• Determining the extent of competition in the market place
Again, this is only a preliminary determination. Further analysis and
justification for a particular strategy may be necessary when the
Purchase/SCM Team makes its final sourcing decision, especially if the
decision is to go with a single source. More information on this subject is
contained in the Develop and Finalize Sourcing Strategy in Process Step 2,
Evaluate Sources.
A purchase plan should include the following:
• Purpose of the purchase
• Statement of objectives (SOO), statement of work (SOW),
specifications, or product descriptions
• Item purchase history
• Special considerations (e.g., compatibility with other equipment;
cost, schedule, or performance constraints; compatibility or
conformance with Postal Service-approved items;
environmental issues; or security requirements)
• Resource availability (including funding)
• Preliminary total cost of ownership (TCO) estimate
• Delivery schedule or period of performance requirements
• Risk management
• Preliminary sourcing strategy
• Contract type
• Supplier prequalification plans
• Any proposal-specific performance evaluation factors that will
help determine best value
• Proposal evaluation strategy, if proposal evaluation factors will be
used
• A written description of the purchase method to be used; whether
the purchase will be competitive or noncompetitive (if
noncompetitive, the business case for this decision must be
included in the plan)
• Quality assurance plan (QAP)
• Supplier reporting requirements
• Clarification of data rights and intellectual property issues
• Life cycle support plan overview
• Supplier diversity considerations
• Postal Service property or facilities that will be furnished to the
supplier
• Possible conflicts of interest
In addition to the elements above, and depending on the complexity of the
purchase, the purchase plan must include a project plan that clearly identifies
significant key milestones critical to the success of the purchase (e.g.,
publicizing the purchase, issuing the request for proposals [RFP], receiving
proposals, evaluation, discussions, and any reviews or approvals needed),
schedule, and resources required. The Purchase/SCM Team is responsible
for developing the project plan, as well as development and finalization of the
purchase plan.
Develop Commodity Strategy topic, General Practices
Develop Preliminary Total Cost of Ownership (TCO) Estimate topic,
Conceptualize Need task, Process Step 1: Identify Needs
Revisit/Update Resource Assessment topic, Decide on Make vs. Buy task,
Process Step 1: Identify Needs
Manage Risks topic, Decide on Make vs. Buy task, Process Step 1: Identify
Needs
Develop and Finalize Sourcing Strategy topic, Develop Sourcing Strategy
task, Process Step 2: Evaluate Sources
Start Request for Proposals (RFP) Development topic, Prepare Project task,
Process Step 2: Evaluate Sources
Conduct Spend Analysis topic, Develop Sourcing Strategy task, Process
Step 2: Evaluate Sources
Develop Life Cycle Support Plan topic, Develop Sourcing Strategy task,
Process Step 2: Evaluate Sources
Clarify Data Rights and Intellectual Property Issues topic, Develop Sourcing
Strategy task, Process Step 2: Evaluate Sources
Select Contract Type topic, Develop Sourcing Strategy task, Process Step 2:
Evaluate Sources
Prequalify Suppliers topic, Perform Solicitation-Related Activities task,
Process Step 2: Evaluate Sources
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