Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32service is in no way compromised with this increased spending, and the value to the small business is not only beneficial to WSSC, but also to the growth and development of the business,” states Lodhi. “This creates local jobs, puts money back into the communities we serve and enables small businesses to develop their own internal portfolios, which ultimately benefits the community through improved delivery of better enterprise solutions elsewhere.” Lodhi also believes that “small, diverse companies are willing to go above and beyond when it comes to customer satisfaction. Where large companies will provide a solid foundation of systems and services, it is often the small business operators that can significantly enhance the value of those tools in unique ways toward the creation of new business value.” Lodhi states that the key to long-term success includes “a hunger for business, which shows in performance and delivery character.” He also believes that small businesses should have “a willingness to adapt, innovate and suggest methods or technologies beyond the current scope that might educate WSSC personnel on early stage opportunities to excel.” He recommends that “partnering with other firms where each of your weaknesses is complemented” is important. Lodhi shared, “by encouraging our contractors in this way, we are benefitting internally and helping to establish a model where small businesses can flourish in their communities and enhance their growth prospects with dramatic potential.” WSSC’s Chief Procurement Officer, David Malone shared his view that the key to long-term Strategic Sourcing success can be executed in four ways: “1) to provide competitive and reliable sources to acquire all goods and services; 2) to promote equity, fairness and economic inclusion in our supply base; 3) to positively impact the cost structure of the organization in support of our ratepayers and stakeholders; and finally 4) to promote continuous improvement as a way of doing business perpetually.” Malone states that “smaller firms may be limited in the amount of working capital and bonding available, which could make them vulnerable to interruption of cash flow. These limitations affect their ability to respond to complex or large solicitations and to fund large contracts. Smaller firms have to be very selective as to which opportunities and customers they will pursue. On the other hand, small firms can be much more responsive, agile and customer focused because they do not have the layers of management, decision-making and bureaucracy that plague large organizations. Often, they are more attuned to local and regional needs, resources and solutions. Small firms can also be very innovative and efficient and provide products and services at a lower cost due to lower operating overhead.” “The use of small, diverse firms has often proven to be critical to success in terms of their flexibility and adaptability. By unbundling the contracts and using BOA’s, I.T. has maximized SLMBE participation up to 70 percent on many projects, with 30 percent or more going to larger firms where they can best serve the Commission. We have also seen substantial discounts relative to GSA schedules or list prices of 50 percent to as much as 85 percent.” Mujib Lodhi Chief Information Officer, WSSC Omar Boulware, WSSC Commissioner; Mujib Lodhi, WSSC’s Chief Information Officer; and the Honorable Rushern L. Baker, III, County Executive, Prince George’s County 16 WSSC SLMBE Program Performance Results Report FY 2016