Module 16

After Award: Performance, Invoicing, and Administration

Understand what happens after a contractor wins and how to manage the contract responsibly.

2 lessons3 min read

Beginner Summary

This topic matters because winning a contract creates obligations that must be managed from day one.

Module Overview

This topic matters because winning a contract creates obligations that must be managed from day one.

By the end of this module, learners should be able to explain the topic in plain English and apply it to a real opportunity or business decision.

Lesson 1

The Contract Starts After Award

Winning a contract creates obligations. The contractor should review the full contract, confirm CLINs, period of performance, deliverables, points of contact, reporting requirements, invoicing instructions, and special requirements.

A kickoff meeting can clarify roles, communication, deliverables, acceptance, security access, invoice process, and issue escalation. Contractors should know that the COR may monitor performance, but the contracting officer is the person with authority to modify the contract.

Why This Matters

This lesson matters because award creates performance obligations, not just revenue.

How This Works in Practice

Example: A contractor wins and starts work, but does not confirm invoice process. The first invoice is rejected because it lacks required receiving documentation. Payment delay could have been avoided at kickoff.

Reality Check

Award creates a job to manage, not a trophy to celebrate and forget. The first days after award should be about confirming scope, contacts, deliverables, invoicing, and authority.

Key Takeaways

Award is the start of performance, not the end of the process.
The full contract must be reviewed carefully.
The contracting officer controls formal contract changes.
Good administration protects performance and payment.

Common Mistakes

Starting work without reviewing the full award.
Taking extra scope from unauthorized personnel.
Failing to track deliverables and communications.
Ignoring reporting requirements.

Practical Checklist

Review award and contract documents.
Confirm start date and period of performance.
Identify CO, COR, and customer contacts.
Hold kickoff meeting.
Track deliverables, quality, and issues.
Review the full award package.
Hold a kickoff meeting.
Track deliverables, quality, communications, and invoices.
Plan cash flow and payment timing.
Save the final signed contract and all incorporated attachments.
Build a deliverables calendar immediately.
Confirm who can accept deliverables and who can approve invoices.
Document all kickoff decisions and open questions.

Mini Quiz

Why is award not the finish line?

Because award starts the contractor’s obligations to perform, document, invoice, and manage compliance.

Lesson 2

Invoicing and Payment

Government payment depends on proper invoice submission, satisfactory performance, and acceptance or approval according to the contract. A proper invoice generally includes information such as contractor name and address, invoice date and number, contract number, description, quantities, prices, and other required details.

Contractors must understand the required invoicing system, approval process, supporting documentation, payment timing, and how invoice rejections are handled. Cash flow must be planned because costs may occur before payment arrives.

Why This Matters

This lesson matters because correct performance does not automatically create immediate payment.

How This Works in Practice

Example: A company performs a month of service but submits an invoice without the required CLIN detail and acceptance documentation. The invoice is rejected, but payroll is still due.

Reality Check

Doing the work and getting paid are related but not identical. A rejected invoice, missing acceptance, wrong CLIN, or wrong system can delay payment even when performance was good.

Key Takeaways

Doing the work is not enough; the invoice must be proper.
Payment timing depends on contract terms, invoice receipt, and acceptance.
DoD contracts may use PIEE/WAWF.
Cash-flow planning is part of contract readiness.

Common Mistakes

Submitting incomplete invoices.
Ignoring CLINs or required supporting documents.
Assuming payment will be immediate.
Failing to plan payroll and subcontractor payments.

Practical Checklist

Identify required invoice system.
Confirm invoice frequency and approving officials.
Include all proper invoice details.
Attach required support.
Track invoice status and payment.
Review the full award package.
Hold a kickoff meeting.
Track deliverables, quality, communications, and invoices.
Plan cash flow and payment timing.
Match each invoice line to the correct CLIN.
Include the period of performance covered by the invoice.
Attach acceptance, timesheets, delivery receipts, or reports if required.
Track submission date, approval status, rejection reason, and payment date.

Mini Quiz

A contractor completes the work but submits an invoice missing required supporting documentation. What may happen?

The invoice may be rejected or delayed, affecting cash flow.

Why should payment timing be considered before bidding?

The contractor may need to cover payroll, materials, equipment, and subcontractors before government payment arrives.

Key Terms

AwardKickoff meetingCOCORDeliverableAcceptanceInvoiceProper invoiceCLINPIEEWAWF

Action Steps

Review award and contract documents.
Confirm start date and period of performance.
Identify CO, COR, and customer contacts.
Hold kickoff meeting.
Track deliverables, quality, and issues.
Review the full award package.
Hold a kickoff meeting.
Track deliverables, quality, communications, and invoices.

Important Cautions

Starting work without reviewing the full award.
Taking extra scope from unauthorized personnel.
Failing to track deliverables and communications.
Ignoring reporting requirements.
Submitting incomplete invoices.
Ignoring CLINs or required supporting documents.
Assuming payment will be immediate.
Failing to plan payroll and subcontractor payments.