![]() Justifications for the use of brand-name specifications must be completed and approved at the time the requirement for a brand-name is determined. A justification is required unless a justification covering the requirements in the order was previously approved for the contract in accordance with 6.302-1(c) or unless the base contract is a single-award contract awarded under full and open competition. (ii) Requirements for use of items peculiar to one manufacturer shall be justified and approved using the format(s) and requirements from paragraphs (b)(2)(ii)(A), (B), and (C) of this section, modified to show the brand-name justification. ![]() Brand-name specifications shall not be used unless the particular brand-name, product, or feature is essential to the Government’s requirements and market research indicates other companies’ similar products, or products lacking the particular feature, do not meet, or cannot be modified to meet, the agency’s needs. A brand-name item, even if available on more than one contract, is an item peculiar to one manufacturer. (i) The contracting officer must justify restricting consideration to an item peculiar to one manufacturer ( e.g., a particular brand-name, product, or a feature of a product that is peculiar to one manufacturer). (4) The following requirements apply when procuring items peculiar to one manufacturer: (3) Performance-based acquisition methods must be used to the maximum extent practicable, if the contract or order is for services (see 37.102(a) and subpart 37.6). Orders shall be within the scope, issued within the period of performance, and be within the maximum value of the contract. ![]() (2) Individual orders shall clearly describe all services to be performed or supplies to be delivered so the full cost or price for the performance of the work can be established when the order is placed. But you may find that others are just good policy, no matter the economic climate-and they'll put you in a better position to weather the next crisis.(1) In general, the contracting officer does not synopsize orders under indefinite-delivery contracts except see 16.505(a)(4) and (11), and 16.505(b)(2)(ii)(D). Some of these changes may be temporary band-aids to hold your business together until the economy climbs back out of the hole it’s in. Once you have a better understanding of both the fixed and variable costs associated with your business, you can manage them more effectively and identify opportunities for expense reductions to help improve your cash flow and bottom line. Doing so will require extra time on your part, but if your priority is cash flow it might be worth it. And if you’re currently paying a social media manager, see if there’s anything you can take on yourself. If social media is already your sole marketing channel, look at what you’re spending on paid promotions and consider using unpaid posts that rely on organic interest. Moving your promotional efforts from legacy media - TV, radio and newspapers - to social media can be a way to cut expenditures while continuing to engage with your customers. When you’re looking for variable costs to reduce, you don’t want to end up underfunding the things that bring in sales, but a shift in marketing tactics can pay big dividends down the line. Here are five ways to manage variable costs to keep the cash flowing: When you’re steering your business through an economic crisis, you can look to variable costs to guard against cash flow problems. Variable Costs – expenses that are directly tied to sales or production levels within your business Some of the most common types of fixed and variable costs include:įixed Costs – predetermined expenses that remain relatively constant for a specified period Conversely, your variable costs are directly associated to the activity or production levels within your business. No matter how high or low your sales are, your fixed costs will remain unchanged. Fixed costs are predetermined expenses that remain relatively constant throughout a specific time period. Understanding the differences between your business fixed costs versus variable costs is key to identifying opportunities to unlock cash flow, particularly during lean times or times of crisis.
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