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the Securities Exchange Commission (SEC) | |
the state's Labor Board | |
the Occupational Safety and Health Administration (OSHA) | |
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the Employee Health Safety and Welfare Commission (EHSW) |
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ECE 214 AU Week 5 Social and Emotional Development in Young Children Discussion
When we think about overall well-being, it is important to consider our children and families. In this discussion, you wil ...
ECE 214 AU Week 5 Social and Emotional Development in Young Children Discussion
When we think about overall well-being, it is important to consider our children and families. In this discussion, you will summarize a way to help families learn more about social and emotional development in young children.In your initial post,Describe one idea, activity, or game about a topic related to the behavioral, social, and emotional development of young children. This activity would eventually be placed into a “thematic” backpack to be sent home with students and families for learning about the topic. Explore how families can learn together, and be sure to discuss what supplies you would include (if any would be needed) for families to engage in the activity.Construct a family-friendly and visually appealing introduction letter (no longer than one page) that explains the backpack’s purpose. You may wish to use colored fonts, graphics, or pictures for a fun and engaging tone.
6 pages
Issc341 Assignment 2 Week Two
The given figure shows that Room B is located at the center of the area and that is the reason it will be used as a networ ...
Issc341 Assignment 2 Week Two
The given figure shows that Room B is located at the center of the area and that is the reason it will be used as a networking closet.
explain how the court should decide in this case, management homework help
Complete analyses on the case study. Answer all questions in the case study and write 600 words or more for each question. ...
explain how the court should decide in this case, management homework help
Complete analyses on the case study. Answer all questions in the case study and write 600 words or more for each question. Please make sure you use proper academic resources and proper APA standards for each answer. A minimum of two outside sources are required per question.Read the case study and then explain how the court should decide in this case. Please include a full justification for your decision.Gail Davis worked as an executive assistant to Motown legend Diana Ross. After about a year, the woman voluntarily resigned. About a year later, Diana Ross wrote and distributed the following letter:"To Whom It May Concern:The following people are no longer in my employment. [List of former employees including Gail Davis]. If I let an employee go, it's because either their work or their personal habits are not acceptable to me. I do not recommend these people. In fact, if you hear from these people, and they use my name as a reference, I wish to be contacted."Gail Davis had not used Ms. Ross as a reference, nor had any employer requested information from Ms. Ross about Gail Davis. Ms Davis sued Ms. Ross. What should the court decide? Why? (Davis v. Ross 754 F.2d 80 [2d circ. 1985]). A minimum of 600 words and two outside sources are required per question.2. Read the case study and explain how the court should decide in this case. Please include a full justification for your decision.A truck driver applied for a job. The prospective employer contacted former employers, including another trucking company that had terminated the applicant's employment two years ago. The report from the previous employer indicated that that the applicant had been arrested while he worked for them and he had tested positive for drugs. The office worker who completed the report based on personnel records later acknowledged that the statement about the positive drug test was a "mistake on her part." Regarding the arrest, the company had received several reports that the driver had been involved in an altercation with another truck driver at a truck stop and put the information in his personal file. However, there is no official record of an arrest and no proof that it ever happened. The applicant was not hired and sued his former employer for defamation. What should the court decide? Why? (Black v. Usher Transport, 2011 U.S. dist. LEXIS 32775 [S.D. Ohio]. A minimum of 600 words and two outside sources are required per question.
PNU Circuit City Case Analytical Review
Analogical reasoning is widely used in the analysis of management problems. Analogies draw lessons from one situation to a ...
PNU Circuit City Case Analytical Review
Analogical reasoning is widely used in the analysis of management problems. Analogies draw lessons from one situation to another based on assumptions of relevant (causally important) similarities.In the assignment below, we examine a proposal to expand Circuit City's business beyond consumer electronics into used cars. Your assignment is to evaluate the analogy and make a recommendation for Circuit City in preparation for our live session. In the mid-nineties, Circuit City considered expanding to markets beyond consumer electronics retailing. Using analogical reasoning, an executive at the company proposed that Circuit City enter the used car retailing market as he believed that what made Circuit City successful (at the time) selling consumer electronics products would also make it successful selling used cars.We are looking at such an early example for two reasons. First, it is a great example of analogical reasoning. Second, it allows us to focus on the analysis itself without letting what happened since (e.g., rise of Internet sales, further evolution of the market, etc.) color our analysis. As in any standard case study analysis, focus on the facts presented in the case and don't try to augment them with additional research of analysts' opinions, what happened since, etc.Please read the "Circuit City" case attached below and answer the following questions, which are designed as preparation for our live session:
What were the key conditions that, at the time, led to Circuit City's success in consumer electronics?To what extent were the key conditions you identified in (1) met by Circuit City's possible expansion into used cars?Based on your analysis, what would you advise: Should Circuit City enter the used-car business? Answer Yes or No.Reminder: When you analyze a case study, your analysis should be based on the facts of the case as of the time of the case or the decision. Doing "research" into what happened later deprives you of learning from analyzing the case yourself. For example, Circuit City is gone today, but that's entirely irrelevant for the analysis of the case.
Expectation: Please answer briefly -- there's no need to write a memo or go into details. For example, in your answer to question 1, it's OK to just list the key conditions. In your answer to question 3, a Yes/No answer accompanied by a one-sentence explanation will suffice.
Success Factors in Consumer ElectronicsWhat were the key conditions that, at the time, led to Circuit City's success in consumer electronics? Key Factors Applicable to Used CarsTo what extent were the key conditions you identified in the previous question met by Circuit City's possible expansion into used cars?should Circuit City enter the used-car business?Based on the facts presented in the case and your analysis of those facts, what would you advise: Should Circuit City enter the used-car business? Please enter just one of the following options into the text field:
YesNo Why?Please summarize the reasoning underlying your recommendation to Circuit City in one sentence below.
FAR Applies to The Entire Acquisition Cycle for All Services and Cycles & FPRA Is Mainly an Accord Amid a Government Discussion
STUDENT 1 (Jena): Forward pricing rates are rates and factors such as: direct labor rates, various overhead rates, and co ...
FAR Applies to The Entire Acquisition Cycle for All Services and Cycles & FPRA Is Mainly an Accord Amid a Government Discussion
STUDENT 1 (Jena): Forward pricing rates are rates and factors such as: direct labor rates, various overhead rates, and cost and money factors utilized by contractors for pricing proposals for new procurement or changes to existing contracts. According to FAR 15.407-3, “when certified cost or pricing data are required, offerors are required to describe any forward pricing rate agreement (FPRAs) in each specific pricing proposals to which the rates apply and to identify the latest cost or pricing data already submitted in accordance with the FPRA” (para. 1). Contracting Officers (COs) will utilize the FPRA rates as the base line for pricing all contracts & changes that may occur over the duration of the period covered by the agreement. FPRAs have been found to be very usefully for contractors who may do many pricing actions over a specified period of time. However, there are many contractors who are reluctant to enter in to FPRAs. FAR 42.704 explains that’s contracting officers or auditors are responsible for establishing the final indirect cost that will be used to determine billing rates. According to the Federal Acquisition Regulation (FAR) 42.704, “the contracting officer (or cognizant Federal agency official) or auditors shall establish billing rates on the basis of information resulting from recent review, previous rate audits or experience, or similar reliable data or experience of other contracting activities” (para. 2). When establishing billing rates, is essential to ensure that rates are as close to the final indirect cost rates as anticipated for the contractors fiscal year as adjusted for any unallowable costs (FAR). Upon establishment of billing rates, the contracting officer, auditors, or the contractors may request to revise billing rates only when there is a mutual agreement between the parties. If agreement are unable to be reached, the billing rates may be determined by the contracting officer (or cognizant Federal agency official). Final overhead rates are completed by the Administrative Contracting Officer (ACO) within a 27- or 36 month cycle for major and non-major contractors (DCMA Manual 2201-03 Final Indirect Cost Rates, 2019, p. 17). The final overhead agreement utilizes rates and formulas to determine how much will be used to pay and complete the contract. The final overhead agreement is subject to audits and penalties when final overhead proposal do not comply with FAR part 15.407-4. In additional FAR 15.407-4 outlines which evaluated costs are subject to separate audit reports. According to FAR 15.407-4, “The objective of the overhead should-cost review is to evaluate significant indirect cost elements in-depth, and identify and recommend corrective actions regarding inefficient and uneconomical practices. If it is conducted in conjunction with a programs should-cost review, a separate overhead should-cost review report is not required.”ReferencesDCMA Manual 2201-03 Final Indirect Cost Rates. (2019). https://www.dcma.mil/Portals/31/Documents/Policy/DCMA-MAN-2201-03.pdf?ver=2019-02-20-154550-670.FAR. Acquisition.gov. https://www.acquisition.gov/content/part-15-contracting-negotiation.FAR. https://www.acquisition.gov/content/15407-4-should-cost-review.FAR. https://www.acquisition.gov/content/42704-billing-rates.STUDENT 2 (Amy): The FAR, Federal Acquisition Regulation, provides acquisition and procurement guidance and sets rules and regulations for the Department of Defense and Federal agencies. Forward Pricing Rate Agreements (FPRAs) are agreements that are negotiated in advance of a contract award. Direct labor rates and indirect/overhead costs are included in FPRAs per guidance within the FAR. The specific FPRA section in the FAR is 15.407-3 (United States Government, 2020). Negotiations on the forward pricing rates in advance can be difficult since the market and business volume may fluctuate and are not always able to be predicted accurately. Agreeing on rates for future contracts can also be risky. Inflation could be incorrectly accounted for as well as other unforeseen factors (Oyer, 2012).When an FPRA is requested by either the contractor or the contracting officer, the contracting officer is the entity responsible for reviewing the request and determining if the FPRA is a good fit for the contract. If the decision has been made to move forward with the FPRA process, the contractor must include supporting documentation with the agreement. The supporting documentation must include pricing and cost data to support the details contained in the FPRA. However, if there is a significant change in the pricing or cost data that was submitted in support of the agreement, the contractor must submit those altered details to the contracting officer for review. This also includes any other variables that might affect the terms set in the agreement. If deemed necessary, changing conditions may require that a new FPRA be established. The contractor or the contracting officer also have the ability to cancel the agreement (Oyer, 2012). An FPRA can speed up the contract process especially when many contract proposals are involved. The FPRA allows for the opportunity for contractors to skip contract negotiations when an FPRA is already in place since rates have already been agreed upon (Manning, 2019). However, FPRAs can be risky if incorrect rates were estimated or if inflation is not accounted for. Close monitoring of the agreements and making changes when necessary can help reduce the risk involved. ReferencesManning, B. (2019, February 1). Contracts and Legal: Forward Pricing Rate Agreements (FPRA). Retrieved from AcqNotes: http://acqnotes.com/acqnote/careerfields/forward-pricing-rate-agreements-fpra#:~:text=These%20rates%20are%20estimates%20of,audit%20or%20analyze%20the%20rates.&text=FPRAs%20are%20very%20useful%20for,volume%20of%20Government%20contract%20proposals.Oyer, D. (2012). Cost-Based Pricing: A Guide for Government Contractors. Vienna, Virginia: Management Concepts. Retrieved from http://web.a.ebscohost.com.ezproxy1.apus.edu/ehost...United States Government. (2020). Part 15 - Contracting by Negotiation. Retrieved from Acquisition.gov: https://www.acquisition.gov/content/part-15-contra...STUDENT 3 (Thomps): Federal Acquisition Regulation is the primary regulation that is used by all the executive agencies in the acquisition of supplies and services with appropriated funds. It precludes agency acquisition regulations that unnecessarily repeats or restate the FAR. FAR provides for coordination, simplicity and uniformity in the federal acquisition process. Moreover, it also provide for agency and public participation in the development of FAR as well as agency acquisition regulations. FAR provides a number of requirements as far as forward pricing rates is concerned. Forward pricing rates refers to an agreement between a contractor and a government agency in which certain indirect rates are established for a specified period of time (Acquisition, 2020). These rates are often used to price contracts as well as in modifying contracts. Based on FAR requirements, offerors are required to describe any of the forward pricing rate agreements in each of the specific proposal where the rates apply. Additionally, contracting officers are required to use the Forward pricing rate agreements as the bases for all the pricing of all the contracts, modifications and even the contractual actions that are to be performed within the period of agreement (Acquisition, 2020). Additionally, in terms of billing rates, contracting officers are required to establish billing rates that are based on the information from the recent review, rate audits of experience or similar reliable data from other contracting activities (Huntercpa, 2020). Consequently, billing rates should be prospectively revised by mutual agreements of the contracting officers. Overhead rate refers to the percentage of general expenses that consultants can bill to contacting government agencies (Huntercpa, 2020). Thus, based on the FAR requirements, contractors are required to prove that costs are allowable, reasonable and allocable as per the provisions for contracts with commercial organizations. ReferencesAcquisition. (2020). Forward pricing rate agreements. Retrieved from https://www.acquisition.gov: https://www.acquisition.gov/content/15407-3-forwar...Huntercpa. (2020). Overhead Rate Audits Explained. Retrieved from https://www.huntercpa.com: https://www.huntercpa.com/articles/overhead-rate-a...
3 pages
Cost Benefit Analysis Paper
The following table discusses the cost-benefit analysis of the risk management prioritization and rating we completed in t ...
Cost Benefit Analysis Paper
The following table discusses the cost-benefit analysis of the risk management prioritization and rating we completed in the previous activity. The ...
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ECE 214 AU Week 5 Social and Emotional Development in Young Children Discussion
When we think about overall well-being, it is important to consider our children and families. In this discussion, you wil ...
ECE 214 AU Week 5 Social and Emotional Development in Young Children Discussion
When we think about overall well-being, it is important to consider our children and families. In this discussion, you will summarize a way to help families learn more about social and emotional development in young children.In your initial post,Describe one idea, activity, or game about a topic related to the behavioral, social, and emotional development of young children. This activity would eventually be placed into a “thematic” backpack to be sent home with students and families for learning about the topic. Explore how families can learn together, and be sure to discuss what supplies you would include (if any would be needed) for families to engage in the activity.Construct a family-friendly and visually appealing introduction letter (no longer than one page) that explains the backpack’s purpose. You may wish to use colored fonts, graphics, or pictures for a fun and engaging tone.
6 pages
Issc341 Assignment 2 Week Two
The given figure shows that Room B is located at the center of the area and that is the reason it will be used as a networ ...
Issc341 Assignment 2 Week Two
The given figure shows that Room B is located at the center of the area and that is the reason it will be used as a networking closet.
explain how the court should decide in this case, management homework help
Complete analyses on the case study. Answer all questions in the case study and write 600 words or more for each question. ...
explain how the court should decide in this case, management homework help
Complete analyses on the case study. Answer all questions in the case study and write 600 words or more for each question. Please make sure you use proper academic resources and proper APA standards for each answer. A minimum of two outside sources are required per question.Read the case study and then explain how the court should decide in this case. Please include a full justification for your decision.Gail Davis worked as an executive assistant to Motown legend Diana Ross. After about a year, the woman voluntarily resigned. About a year later, Diana Ross wrote and distributed the following letter:"To Whom It May Concern:The following people are no longer in my employment. [List of former employees including Gail Davis]. If I let an employee go, it's because either their work or their personal habits are not acceptable to me. I do not recommend these people. In fact, if you hear from these people, and they use my name as a reference, I wish to be contacted."Gail Davis had not used Ms. Ross as a reference, nor had any employer requested information from Ms. Ross about Gail Davis. Ms Davis sued Ms. Ross. What should the court decide? Why? (Davis v. Ross 754 F.2d 80 [2d circ. 1985]). A minimum of 600 words and two outside sources are required per question.2. Read the case study and explain how the court should decide in this case. Please include a full justification for your decision.A truck driver applied for a job. The prospective employer contacted former employers, including another trucking company that had terminated the applicant's employment two years ago. The report from the previous employer indicated that that the applicant had been arrested while he worked for them and he had tested positive for drugs. The office worker who completed the report based on personnel records later acknowledged that the statement about the positive drug test was a "mistake on her part." Regarding the arrest, the company had received several reports that the driver had been involved in an altercation with another truck driver at a truck stop and put the information in his personal file. However, there is no official record of an arrest and no proof that it ever happened. The applicant was not hired and sued his former employer for defamation. What should the court decide? Why? (Black v. Usher Transport, 2011 U.S. dist. LEXIS 32775 [S.D. Ohio]. A minimum of 600 words and two outside sources are required per question.
PNU Circuit City Case Analytical Review
Analogical reasoning is widely used in the analysis of management problems. Analogies draw lessons from one situation to a ...
PNU Circuit City Case Analytical Review
Analogical reasoning is widely used in the analysis of management problems. Analogies draw lessons from one situation to another based on assumptions of relevant (causally important) similarities.In the assignment below, we examine a proposal to expand Circuit City's business beyond consumer electronics into used cars. Your assignment is to evaluate the analogy and make a recommendation for Circuit City in preparation for our live session. In the mid-nineties, Circuit City considered expanding to markets beyond consumer electronics retailing. Using analogical reasoning, an executive at the company proposed that Circuit City enter the used car retailing market as he believed that what made Circuit City successful (at the time) selling consumer electronics products would also make it successful selling used cars.We are looking at such an early example for two reasons. First, it is a great example of analogical reasoning. Second, it allows us to focus on the analysis itself without letting what happened since (e.g., rise of Internet sales, further evolution of the market, etc.) color our analysis. As in any standard case study analysis, focus on the facts presented in the case and don't try to augment them with additional research of analysts' opinions, what happened since, etc.Please read the "Circuit City" case attached below and answer the following questions, which are designed as preparation for our live session:
What were the key conditions that, at the time, led to Circuit City's success in consumer electronics?To what extent were the key conditions you identified in (1) met by Circuit City's possible expansion into used cars?Based on your analysis, what would you advise: Should Circuit City enter the used-car business? Answer Yes or No.Reminder: When you analyze a case study, your analysis should be based on the facts of the case as of the time of the case or the decision. Doing "research" into what happened later deprives you of learning from analyzing the case yourself. For example, Circuit City is gone today, but that's entirely irrelevant for the analysis of the case.
Expectation: Please answer briefly -- there's no need to write a memo or go into details. For example, in your answer to question 1, it's OK to just list the key conditions. In your answer to question 3, a Yes/No answer accompanied by a one-sentence explanation will suffice.
Success Factors in Consumer ElectronicsWhat were the key conditions that, at the time, led to Circuit City's success in consumer electronics? Key Factors Applicable to Used CarsTo what extent were the key conditions you identified in the previous question met by Circuit City's possible expansion into used cars?should Circuit City enter the used-car business?Based on the facts presented in the case and your analysis of those facts, what would you advise: Should Circuit City enter the used-car business? Please enter just one of the following options into the text field:
YesNo Why?Please summarize the reasoning underlying your recommendation to Circuit City in one sentence below.
FAR Applies to The Entire Acquisition Cycle for All Services and Cycles & FPRA Is Mainly an Accord Amid a Government Discussion
STUDENT 1 (Jena): Forward pricing rates are rates and factors such as: direct labor rates, various overhead rates, and co ...
FAR Applies to The Entire Acquisition Cycle for All Services and Cycles & FPRA Is Mainly an Accord Amid a Government Discussion
STUDENT 1 (Jena): Forward pricing rates are rates and factors such as: direct labor rates, various overhead rates, and cost and money factors utilized by contractors for pricing proposals for new procurement or changes to existing contracts. According to FAR 15.407-3, “when certified cost or pricing data are required, offerors are required to describe any forward pricing rate agreement (FPRAs) in each specific pricing proposals to which the rates apply and to identify the latest cost or pricing data already submitted in accordance with the FPRA” (para. 1). Contracting Officers (COs) will utilize the FPRA rates as the base line for pricing all contracts & changes that may occur over the duration of the period covered by the agreement. FPRAs have been found to be very usefully for contractors who may do many pricing actions over a specified period of time. However, there are many contractors who are reluctant to enter in to FPRAs. FAR 42.704 explains that’s contracting officers or auditors are responsible for establishing the final indirect cost that will be used to determine billing rates. According to the Federal Acquisition Regulation (FAR) 42.704, “the contracting officer (or cognizant Federal agency official) or auditors shall establish billing rates on the basis of information resulting from recent review, previous rate audits or experience, or similar reliable data or experience of other contracting activities” (para. 2). When establishing billing rates, is essential to ensure that rates are as close to the final indirect cost rates as anticipated for the contractors fiscal year as adjusted for any unallowable costs (FAR). Upon establishment of billing rates, the contracting officer, auditors, or the contractors may request to revise billing rates only when there is a mutual agreement between the parties. If agreement are unable to be reached, the billing rates may be determined by the contracting officer (or cognizant Federal agency official). Final overhead rates are completed by the Administrative Contracting Officer (ACO) within a 27- or 36 month cycle for major and non-major contractors (DCMA Manual 2201-03 Final Indirect Cost Rates, 2019, p. 17). The final overhead agreement utilizes rates and formulas to determine how much will be used to pay and complete the contract. The final overhead agreement is subject to audits and penalties when final overhead proposal do not comply with FAR part 15.407-4. In additional FAR 15.407-4 outlines which evaluated costs are subject to separate audit reports. According to FAR 15.407-4, “The objective of the overhead should-cost review is to evaluate significant indirect cost elements in-depth, and identify and recommend corrective actions regarding inefficient and uneconomical practices. If it is conducted in conjunction with a programs should-cost review, a separate overhead should-cost review report is not required.”ReferencesDCMA Manual 2201-03 Final Indirect Cost Rates. (2019). https://www.dcma.mil/Portals/31/Documents/Policy/DCMA-MAN-2201-03.pdf?ver=2019-02-20-154550-670.FAR. Acquisition.gov. https://www.acquisition.gov/content/part-15-contracting-negotiation.FAR. https://www.acquisition.gov/content/15407-4-should-cost-review.FAR. https://www.acquisition.gov/content/42704-billing-rates.STUDENT 2 (Amy): The FAR, Federal Acquisition Regulation, provides acquisition and procurement guidance and sets rules and regulations for the Department of Defense and Federal agencies. Forward Pricing Rate Agreements (FPRAs) are agreements that are negotiated in advance of a contract award. Direct labor rates and indirect/overhead costs are included in FPRAs per guidance within the FAR. The specific FPRA section in the FAR is 15.407-3 (United States Government, 2020). Negotiations on the forward pricing rates in advance can be difficult since the market and business volume may fluctuate and are not always able to be predicted accurately. Agreeing on rates for future contracts can also be risky. Inflation could be incorrectly accounted for as well as other unforeseen factors (Oyer, 2012).When an FPRA is requested by either the contractor or the contracting officer, the contracting officer is the entity responsible for reviewing the request and determining if the FPRA is a good fit for the contract. If the decision has been made to move forward with the FPRA process, the contractor must include supporting documentation with the agreement. The supporting documentation must include pricing and cost data to support the details contained in the FPRA. However, if there is a significant change in the pricing or cost data that was submitted in support of the agreement, the contractor must submit those altered details to the contracting officer for review. This also includes any other variables that might affect the terms set in the agreement. If deemed necessary, changing conditions may require that a new FPRA be established. The contractor or the contracting officer also have the ability to cancel the agreement (Oyer, 2012). An FPRA can speed up the contract process especially when many contract proposals are involved. The FPRA allows for the opportunity for contractors to skip contract negotiations when an FPRA is already in place since rates have already been agreed upon (Manning, 2019). However, FPRAs can be risky if incorrect rates were estimated or if inflation is not accounted for. Close monitoring of the agreements and making changes when necessary can help reduce the risk involved. ReferencesManning, B. (2019, February 1). Contracts and Legal: Forward Pricing Rate Agreements (FPRA). Retrieved from AcqNotes: http://acqnotes.com/acqnote/careerfields/forward-pricing-rate-agreements-fpra#:~:text=These%20rates%20are%20estimates%20of,audit%20or%20analyze%20the%20rates.&text=FPRAs%20are%20very%20useful%20for,volume%20of%20Government%20contract%20proposals.Oyer, D. (2012). Cost-Based Pricing: A Guide for Government Contractors. Vienna, Virginia: Management Concepts. Retrieved from http://web.a.ebscohost.com.ezproxy1.apus.edu/ehost...United States Government. (2020). Part 15 - Contracting by Negotiation. Retrieved from Acquisition.gov: https://www.acquisition.gov/content/part-15-contra...STUDENT 3 (Thomps): Federal Acquisition Regulation is the primary regulation that is used by all the executive agencies in the acquisition of supplies and services with appropriated funds. It precludes agency acquisition regulations that unnecessarily repeats or restate the FAR. FAR provides for coordination, simplicity and uniformity in the federal acquisition process. Moreover, it also provide for agency and public participation in the development of FAR as well as agency acquisition regulations. FAR provides a number of requirements as far as forward pricing rates is concerned. Forward pricing rates refers to an agreement between a contractor and a government agency in which certain indirect rates are established for a specified period of time (Acquisition, 2020). These rates are often used to price contracts as well as in modifying contracts. Based on FAR requirements, offerors are required to describe any of the forward pricing rate agreements in each of the specific proposal where the rates apply. Additionally, contracting officers are required to use the Forward pricing rate agreements as the bases for all the pricing of all the contracts, modifications and even the contractual actions that are to be performed within the period of agreement (Acquisition, 2020). Additionally, in terms of billing rates, contracting officers are required to establish billing rates that are based on the information from the recent review, rate audits of experience or similar reliable data from other contracting activities (Huntercpa, 2020). Consequently, billing rates should be prospectively revised by mutual agreements of the contracting officers. Overhead rate refers to the percentage of general expenses that consultants can bill to contacting government agencies (Huntercpa, 2020). Thus, based on the FAR requirements, contractors are required to prove that costs are allowable, reasonable and allocable as per the provisions for contracts with commercial organizations. ReferencesAcquisition. (2020). Forward pricing rate agreements. Retrieved from https://www.acquisition.gov: https://www.acquisition.gov/content/15407-3-forwar...Huntercpa. (2020). Overhead Rate Audits Explained. Retrieved from https://www.huntercpa.com: https://www.huntercpa.com/articles/overhead-rate-a...
3 pages
Cost Benefit Analysis Paper
The following table discusses the cost-benefit analysis of the risk management prioritization and rating we completed in t ...
Cost Benefit Analysis Paper
The following table discusses the cost-benefit analysis of the risk management prioritization and rating we completed in the previous activity. The ...
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