Contract Administration: While federal contracts are similar to commercial contracts, they are different in some ways. They contain many general contract provisions unique to the government. These provisions implement statutory or regulatory requirements that only apply to federal contracts. We specialize in the following ones: 

• Subcontracting Opportunities
• Minority Business Enterprises certification (MBE)
• Disadvantaged Business Enterprise (DBE)
• 8(a) SDB Certification
• GSA Schedules
• FAR Guidelines
• Proposal Preparation

Contract Management is a strategic management discipline employed by both buyers and sellers whose objectives are to manage customer and supplier expectations and relationships, control risk and cost, and contribute to organizational profitability/success. Procurement and contract management are actually mirror images of each other. Both professions describe the broader process of sales or acquisition between two parties. Some objectives of buyers and sellers are distinctly different, while others are surprisingly similar. A mutually beneficial contract can often be challenging to craft. Buyers want the lowest price, whereas sellers want to maximize it. Both, however, should strive to meet the quality, delivery, and performance expectations of each other. Working together, they form a group of professionals under the "procurement" umbrella.

• Procurement consists of evaluation and selection of suppliers based on availability, reliability, and price to obtain the highest quality products at the lowest price. Buyers attend trade shows and conferences and they visit suppliers' plants to examine products and stay abreast of industry trends. They must develop a working technical knowledge of the goods or services they buy. Often, they forge a strong working relationship with their supplier counterparts--the contract managers--to optimize the outcome for both parties.
• Contract management is a niche within the procurement profession, but it has a very broad perspective in terms of the responsibilities assigned to a contract manager. The job scope ranges from the administrative skills of managing, organizing, and planning, to the excitement and challenge of negotiating a major contract.

Contract Compliance

• Includes standards for a uniform program that ensures nondiscrimination by contractors and grantees.
• Requires agencies to develop agency contract compliance programs, plans, reports, and procedures that are consistent with the DGS contract compliance policies.
• Includes monitoring and reporting systems to measure the effectiveness of agency contract compliance programs.
• Offers leadership, training and assistance to agencies in conducting contract compliance program audits including periodic on-site audits.
• Involves investigations and the preparation of reports relating to the administration of contracting programs and operations.
• Requires contractors and grantees to agree, as a condition in their contracts or agreements, not to discriminate in the award of subcontract or supply contracts or in hiring, promotion, or other labor matters on the basis of race, gender, creed, or color

Database Management: A strategic asset for many organizations, driving smarter decisions, improved operational efficiencies and better customer service. The traditional ideas about centrally managed data have evolved. Today's data management challenges now span a broad spectrum, including:

• Extreme transactions
• Mission-critical analytics and data warehousing
• The need to leverage data at the frontlines of the business

Strategic Planning: An organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. Various business analysis techniques can be used in strategic planning, including SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) and PEST analysis (Political, Economic, Social, and Technological analysis) or STEER analysis involving Socio-cultural, Technological, Economic, Ecological, and Regulatory factors and EPISTELS (Environment, Political, Informatics, Social, Technological, Economic, Legal and Spiritual)

Strategic planning is the formal consideration of an organization's future course. All strategic planning deals with at least one of three key questions:

1. "What do we do?"
2. "For whom do we do it?"
3. "How do we excel?"

In business strategic planning, the third question is better phrased "How can we beat or avoid competition?"

In many organizations, this is viewed as a process for determining where an organization is going over the next year or more -typically 3 to 5 years, although some extend their vision to 20 years.

In order to determine where it is going, the organization needs to know exactly where it stands, then determine where it wants to go and how it will get there. The resulting document is called the "strategic plan".

It is also true that strategic planning may be a tool for effectively plotting the direction of a company; however, strategic planning itself cannot foretell exactly how the market will evolve and what issues will surface in the coming days in order to plan your organizational strategy. Therefore, strategic innovation and tinkering with the 'strategic plan' have to be a cornerstone strategy for an organization to survive the turbulent business climate.