With an extensive military background, William Feyk has senior executive expertise in securing and fulfilling technology-focused government contracts, particularly in the training, logistics, and transportation sectors. One aspect of operational management that William Feyk finds essential in securing high-profile government procurement contracts involves accurately assessing and deciding whether to pursue opportunities
The judicious manager puts together a capture team based on a multiplicity of factors that include relevance to the company’s mission and technical capacities, and an honest assessment of competition. Developing a successful strategy also involves knowing customers’ requirements and goals intimately. A competitive assessment gives the capture team an accurate idea of where they stand vis-a-vis other companies in the field.
A specific shortcoming of many contract managers and capture management specialists during the proposal phases involves allocating too many resources towards projects that they cannot realistically obtain. At every stage in the process (before engaging fully in the capture effort), reassess the opportunity at hand and make an objective decision as to whether it is in the company’s best interests to continue pursuit.
If chances of attaining the procurement are marginal, the management team should have no qualms about shutting down the effort, which consumes significant time and resources. In many cases, companies define contracts as “must win” when they are not likely to achieve victory. In the process, they demoralize team members and take attention away from equally valid, and more attainable, procurement opportunities.
By William Feyk
In an increasingly global economy, logistics management continues to be a major focus for any businesses that provide a physical product to its clients or consumers. After all, logistics management encompasses every activity associated with delivery of a company’s products. This includes inventory control and planning, handling of materials, administration of transportation, fleet management, purchasing and sourcing, customer and account service, and warehouse operations.
By maintaining efficient procedures and policies for logistics management, companies ensure that they will have an adequate inventory to meet their customers’ needs. These systems facilitate immediate access to products, on-time distribution to customers, efficient packaging, and oversight of outbound and inbound transportation via land and sea. In addition, logistics management develops schedules for shipment of raw materials used in production, manufacturing timetables, and the acceptance of supplies. Logistics managers work closely with an organization’s sales force, financial officers, information technology, and marketing team.
About the Author: William Feyk is highly experienced in the areas of team building, leadership development, and strategic planning. He earned a Master of Science degree at Central Michigan University and later completed specialized training in business development and strategic leadership. A former Brigadier General in the United States Army, William Feyk has proven himself as an effective manager of resources and personnel.
By William Feyk
Businesses, particularly information technology-driven companies, require constant reevaluation of their operating and production systems in order to maintain or improve overall performance. However, change, if not implemented correctly, can actually result in a loss of performance through decreased efficiency, reduced morale, and other effects. Therefore, change management plans can be vital tools to helping ensure a business’s proposed change accomplishes the goals for which it was developed.
Simply put, a change management plan is a process, typically tailored specifically to a company’s size and resources, that monitors past changes and performs cost-benefit analyses on proposed changes before deciding which changes to perform. Once a decision is made, the change management plan helps determine the most efficient, effective way to implement the change, using available staffing and other resources. Thus, the multi-step process provides a standardized metric to use when deciding on which changes to make to a system, as well as the best way to put the change into practice. However, for a change management process to work well, businesses must have open, clear communication between key departments involved in the change process, as well as a change manager who is able to act as a bridge between those departments. However, with strong communication and a well designed change management plan in place, businesses can avoid many of the problems inherent in most large-scale changes.
About the author: William Feyk is the Vice President of Business Development at L-3 MPRI, an international training provider. His experience includes team building, capture management, and change management.
These days, business development and expansion can accelerate at breakneck speed. Both small business and large corporations benefit from being flexible and perceptive to the need for change. Many companies, however, struggle with the process, and some choose to employ a management plan to facilitate major changes.
Changes may be influenced by external factors, such as political shifts, economic situations, suppliers, customer demands, feedback, criticism, action from a competitor, or press and media representation. Internal changes to an organization also require careful planning, such as business expansion, globalization, alteration to management structure, introduction of new technology or software, mergers, or acquisitions. Whatever the size of a business, major changes can have enormous impacts on operations, employee relations, and customer satisfaction. Implementing a solid and well-constructed change management plan will maximize the benefits of proposed changes while minimizing potential resistance and any unexpected consequences.
About the Author:
A highly respected business executive, William Feyk holds several decades of leadership and business development experience. While working as a U.S. Army officer, Mr. Feyk gathered a wide range of management expertise, which he has successfully brought to his current role as the Vice President of L-3 MPRI.
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