DOING BUSINESS WITH US

Lingual Information System Technologies, Inc.
Master Subcontract & Supplier Diversity Corporate Plan
Fiscal Years 2007 - 2010

LinguaLISTek uses a series of sourcing processes to capture supply data and knowledge to build a dynamic supplier base, thereby ensuring continuous improvement of the entire supply chain.

Each category team develops, implements, and maintains a written strategy for each major spend category for which the team is responsible. A strategy ensures the use of systematic processes to achieve supply chain management targets that fully support business objectives.

Strategies are developed by a thorough understanding of the external supplier environment and internal business partner requirements. The team applies supply chain management business practices to both strategic sourcing and individual purchases and examines demand trends, the marketplace, and the supplier community to determine how to achieve best value.

The purchase team must specifically consider whether any considered sourcing strategy will impact LinguaLISTek’s commitment to establish a strong, competitive supplier base by putting SB/SDB/WOSB/VOB/SDVOSB/HUB-Zone/HBCU/MIs at a competitive disadvantage. Guided by the Principle of ‘Best Value’, the team will gather and analyze the pertinent data supporting the sourcing strategy and make a determination to justify the strategy as part of the purchase planning process.

Market Surveillance — We will continuously assess the marketplace for drivers of market segments, industry trends, impact of new technology, competitive dynamics, supplier characteristics, and suppliers (national or regional) in a market.

When appropriate, LinguaLISTek will:

• Use the latest in print and electronic resources (industry reports, supply periodicals, databases, etc.) to identify leading edge suppliers in an industry.

• Use supplier and industry resources, such as trade associations, to obtain data on the structure of the industry, supplier value-chain analysis, supplier economics and total cost of ownership (TCO) of items and services.

• Analyze the sourcing history of an item or service to determine the level of competition, prices, and performance results of existing suppliers to determine if a new supplier would better meet LinguaLISTek needs.

• Investigate to determine what goods or services are available to satisfy the service need or whether products or requirements can be modified or customized.

• Attend and host industry briefings to identify potential suppliers to meet LinguaLISTek needs.

• Participate in business opportunity and trade fairs to research commercially available products and services, pricing and potential suppliers.

• Evaluate products that appear to be the same across suppliers (beyond branding) to determine real differences in the product or services and identify the supplier with the most competitive advantage.

• Obtain source lists of proven suppliers from trade and industry associations, government agencies, business development groups, and purchasing organizations.

• Conduct Industry-specific research to identify diverse sources to be included in supplier development initiatives.

Publicizing Opportunities—When it is determined that doing so will enhance competition, we will announce potential business opportunities in the most appropriate and effective media to identify new sources that will improve the quality of the supply base.

When appropriate, LinguaLISTek will:

• Issue Requests for Information (RFI) to obtain general information on the market, products, services, or suppliers.

• Issue pre-solicitation notices (also called “sources sought” notices) to identify suppliers based on the business and competitive needs of LinguaLISTek.

• Publicize opportunities for suppliers to be pre-qualified for commercially available goods or services purchased routinely, whether for an individual purchase or for a series of purchases.

• Announce contract awards, competitive or noncompetitive, having significant subcontracting opportunities to promote competition in subcontracting.

Purchase Card Buys — Purchase card policies support the local business community and encourage economic development of all diverse groups. When operational needs cannot be satisfied through eBuy or other electronic ordering systems, area contracts and ordering agreements, which generally represent our lowest total cost of acquiring equipment, supplies and services, the purchase card serves as the primary means of buying and paying. Cardholders are encouraged to seek out and use SB/SDB/WOSB/VOB/ SDVOSB/HUB-Zone/HBCU/MIs when making credit card buys to meet their day-to-day operational needs.

Cardholders must strive to obtain the best value for LinguaLISTek on each purchase. Best value is obtained by evaluating the price, quality, and any other factors necessary to meet the need. Obtaining best value is the objective of every LinguaLISTek supplying activity and the basis for award of LinguaLISTek contracts.


Subcontract Management...