Why Companies Fail to Submit (and Win) a GSA Multiple Award Schedule Contract

May 7, 2025 | Government

When companies come to us frustrated about failing to secure a GSA Multiple Award Schedule (MAS) contract, they often blame the government, the process, or the market. But after years of coaching firms through this, we know the truth: most companies fail before they ever submit — or they give up too soon.

Here’s a hard look at eight reasons why companies stumble — and what operational leaders can address before wasting months (or years) in the GSA process.

1. They’re Overwhelmed and Don’t Know Where to Start
   Many businesses look at the GSA MAS and freeze. With its maze of documentation, past performance demands, price templates, and compliance checks, it’s easy to feel paralyzed. Operationally, these companies fail to break the submission down into manageable, phased tasks — and they never get past looking through the GSA website or talking to their APEX Accelerator about a submission.

2. They Don’t Read (or Follow) All the Instructions
   It sounds basic, but too many companies try to shortcut the process or skim requirements. They miss critical details in the Solicitation, overlook mandatory documentation, or upload incomplete technical responses. In GSA submissions, “almost right” equals rejection. Operational leaders must implement robust internal review processes — including checklists and compliance crosschecks — before submission.

3. They Lack a Pricing Basis (and Can’t Justify Their Rates)
   GSA wants you to prove your prices are fair and reasonable, usually through historical commercial invoices or government-awarded IDIQs or BPAs. If you don’t have these or can’t assemble a clear pricing basis, your proposal stalls. Too often, companies underestimate this step or assume commercial price lists will suffice. Operational teams must proactively gather and organize supporting documentation before pricing ever goes into the template.

4. They Pick the Wrong SINs (Special Item Numbers)
   Choosing SINs isn’t just about what you think you do — it’s about matching your offerings to what GSA buys under specific categories. Many companies try to fit their solutions into a SIN just to “be on Schedule,” but they fail because they don’t align to how the government purchases. Operational leaders should map offerings carefully against the SIN list, backed by market research, rather than making assumptions.

5. They Choose the Wrong Products or Services to Support Those SINs
   Even if you choose the right SINs, you need to back them up with products or services that match the scope and comply with the Trade Agreements Act (TAA). Companies frequently overlook whether their products are TAA-compliant or if their services fully align to the SIN descriptions. Operations should conduct an internal product and service audit early — what qualifies, what doesn’t, and what may require additional supplier documentation or manufacturer letters.

6. They Don’t Set a Deadline and Just “Work on It When They Get Around to It”
   Without a hard internal deadline, teams lose focus. GSA offers are complex, and without disciplined project management, it’s easy to let weeks or months slip by. If you are self-submitting, you should give yourself at least three months to put your offer together and submit it. This timeline should include weekly touch points with your team to check on deliverables, track progress, and raise critical questions. Operational leaders must run the submission like a formal project, not a side task.

7. They Think a Rejection Letter Is the End (When It’s Really the Beginning)
   Many companies treat a GSA rejection letter as a dead end, but it’s actually the start of a smarter, stronger resubmission. The rejection letter gives you a roadmap to correct your offer and get it ready for award. Many contract specialists will even walk through the letter with you in a meeting, explaining where you fell short and what’s needed to fix it. Operational leaders should approach rejection as part of the process, not as failure — using it as a structured guide to move toward a successful resubmission.

8. They Underestimate the Time Commitment
   Submitting a GSA offer isn’t something you hand off to one staff member or tackle “when there’s time.” It requires coordinated effort across business development, finance, legal, and operations. Many companies underestimate the hours needed for compliance checks, pricing justification, past performance packaging, and portal uploads — leading to rushed or incomplete submissions.

Takeaway for Operations Teams
Before you assign this to one overworked staffer or rush into submission, build a structured operational roadmap:

• Break the project into phases (data gathering, documentation, pricing, compliance check).

• Set a realistic internal submission deadline (no less than three months).

• Schedule weekly project check-ins to review deliverables and surface questions.

• Treat a rejection letter not as defeat but as your next phase of improvement and resubmission.

The GSA MAS can be a powerful sales tool — but only if your operations are aligned and prepared from the start.

If your team is stuck or overwhelmed, we recommend bringing in external support or joining a guided program like RSM Federal’s GSA MAS Bootcamp to break the process down and hold your team accountable.

The next Bootcamp starts Tuesday, May 20th at 11 AM. After signing up, you will be given an intake form to complete before the kickoff session, which you will complete by Friday May 16th.

If you sign up by Friday, May 9th, we will include two one-on-one coaching sessions after your MAS submission to help you through the negotiation and catalog upload process — a huge advantage during the final stretch.

The final deadline to sign up is Friday, May 16th. Don’t wait ‘til the last minute. It will fill up soon!

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