by: Stephanie Hoback
TIF - Transportation Industry Fundamentals
A training class for new sales personel, channel partners & dealers to understand how the industry works, who the players are, and how money flows from federal to local levels.
(c) 2026 - Eco Partnering Innovations
Why This Training Matters
Sell Effectively
Sales Professionals and Channel partners must understand the industry to compete and win in a complex market.
Get Specified Early
Knowing how agencies plan, fund, and buy helps you get specified before the bid is even issued.
Navigate Every Level
This class gives you the foundation to navigate federal, state, and local transportation systems with confidence.
The Big Picture: How Transportation Works
A Multi-Layered System
Transportation in the U.S. is built on overlapping layers of authority, funding, and execution.
  • Federal, state, and local agencies each play a distinct role
  • Each level has unique planning, funding, and purchasing authority
  • No single agency controls the entire network so cooperation is essential

Understanding each layer is the key to identifying where your opportunities live.
Knowledge Check: Transportation Basics
Quiz card with 3 multiple choice questions testing understanding of the intro section. Use a clean, engaging quiz layout.
1
Which of the following best describes the U.S. transportation system?
A) A single federal agency controls all roads and transit
B) A multi-layered system involving federal, state, and local agencies
C) States operate independently with no federal involvement
D) Local municipalities own and manage all infrastructure
2
Why is it important for channel partners to understand how agencies plan and fund projects?
A) To fill out paperwork faster
B) To get specified before the bid is even issued
C) To avoid attending industry events
D) To reduce the number of contacts needed
3
Which level of government provides the largest share of surface transportation funding nationally?
A) Federal (~21%)
B) State (~43%)
C) Local (~36%)
D) Private sector
Chapter 1
The Federal Level
How federal agencies fund and shape transportation infrastructure across the nation.
The Federal Highway Administration (FHWA)
Agency Overview
  • Agency within the U.S. Department of Transportation
  • Supports state and local governments in design, construction, and maintenance of the national highway system
  • Provides financial and technical assistance to ensure roads remain safe and technologically sound

The FHWA is your ultimate upstream funding authority — everything traces back here.
The Highway Trust Fund
Funding Source
Federal taxes on motor fuel and other highway-user taxes flow directly into the Trust Fund.
Established 1956
Has provided a stable, dedicated funding source for highway programs for nearly 70 years.
What It Funds
Authorized by Congress for construction, reconstruction, and improvement of eligible highways and bridges.
Federal-Aid Highway Program
Legal Framework
  • Principal statutes found in Title 23, United States Code (23 U.S.C.)
  • Regulatory requirements in Title 23, Highways, of the Code of Federal Regulations (23 CFR)
  • Federal Lands Highway Program funds access to National Forests, Parks, Indian Lands, and other public lands

Title 23 is the legal backbone of every federally funded transportation project. Know it.
Knowledge Check: The Federal Level
Quiz card with 3 multiple choice questions. Label as "Knowledge Check."
1
What is the primary funding source for the Highway Trust Fund?
A) Income taxes collected by the IRS
B) Federal taxes on motor fuel and highway-user taxes
C) State bond proceeds
D) Tolling revenue from private operators
2
Which federal code contains the principal statutes for the Federal-Aid Highway Program?
A) Title 49, United States Code
B) Title 23, United States Code (23 U.S.C.)
C) Title 7, Code of Federal Regulations
D) Title 10, United States Code
3
What does the FHWA primarily do?
A) Operates toll roads across the country
B) Provides financial and technical assistance to state and local governments for highway design, construction, and maintenance
C) Manages all transit and rail systems nationally
D) Sets local zoning laws for transportation corridors
Chapter 2
The State Level
How state Departments of Transportation plan, fund, and implement projects across all modes.
What Is a State DOT?
Who They Are
Each U.S. state, Puerto Rico, and D.C. has its own Department of Transportation — 52 agencies in total.
What They Do
Responsible for transportation planning, programming, and project implementation statewide.
Multi-Modal Scope
May oversee air, water, and surface transportation modes depending on the state.
Key State DOT Functions
Three Core Responsibilities
1
Long-Range Plan
Develop and maintain a statewide transportation plan — broad policy direction or specific project lists.
2
STIP
Statewide Transportation Improvement Program — a funded program of projects aligned to state goals.
3
Public Involvement
Engage the public and all affected constituencies in planning decisions before committing funds.
How State Transportation Budgets Are Funded
Where the Money Comes From
  • States collect motor vehicle taxes, fees, tolls, and bond proceeds
  • State revenue ≈ 43% of total surface transportation funding nationally
  • Federal share ≈ 21% | Local share ≈ 36%
  • Local option sales taxes are an increasingly popular supplement — often require voter referendum

Local sales taxes capture revenue from non-residents who use local transportation facilities.
Knowledge Check: The State Level
Quiz card with 3 multiple choice questions. Label as "Knowledge Check."
1
What does STIP stand for?
A) State Transportation Infrastructure Plan
B) Statewide Transportation Improvement Program
C) Standard Transit Investment Protocol
D) State Tax and Infrastructure Program
2
Which of the following is NOT a typical State DOT responsibility?
A) Developing a long-range statewide transportation plan
B) Engaging the public in planning decisions
C) Setting federal fuel tax rates
D) Programming projects in the STIP
3
Approximately what percentage of surface transportation funding comes from state sources?
A) 21%
B) 36%
C) 43%
D) 57%
Chapter 3
The Local Level
Metropolitan Planning Organizations, local agencies, and how local funding fills the gaps.
What Is a Metropolitan Planning Organization (MPO)?
The MPO Defined
An MPO is a transportation policy-making body made up of local government and agency representatives.
  • Required by federal law for any urbanized area with a population over 50,000
  • Ensures spending is based on a continuing, cooperative, and comprehensive (3-C) planning process

If you're selling into an urban area, there is almost certainly an MPO governing transportation investment there.
MPO Responsibilities
Long-Range Plan
Develop a long-range metropolitan transportation plan that guides investment for 20+ years.
Transportation Improvement Program (TIP)
Create a TIP, incorporated directly into the statewide STIP, that identifies near-term funded projects.
Federal Fund Allocation
Channel federal funding to local transportation projects and programs across the metro area.
Stakeholder Engagement
Actively bring in agencies, community groups, and other stakeholders to participate in planning.
MPO Variations: Know Your Territory
MPOs Don't All Look the Same
  • Some MPOs operate within Regional Planning Organizations (RPOs) or Councils of Governments (COGs)
  • State DOT staff may serve on MPO boards — blurring the line between state and local
  • State DOTs consult separately with local officials outside metro areas — documented in the STIP process

Don't assume all MPOs have the same structure. Research the specific body governing your territory.
How Local Agencies Are Funded
Local Option Sales Taxes
Fill gaps in state revenue — often earmarked for specific projects or corridors.
Transit Funding
Especially important for funding rail and transit projects where federal dollars fall short.
Non-Resident Capture
Sales taxes capture revenue from non-resident users of local transportation facilities — a key advantage.
Knowledge Check: The Local Level
Quiz card with 3 multiple choice questions. Label as "Knowledge Check."
1
What is an MPO?
A) A federal agency that manages highway construction
B) A transportation policy-making body of local government and agency representatives
C) A private company that operates toll roads
D) A state-level budget office for transportation
2
Federal law requires an MPO in any urbanized area with a population over:
A) 10,000
B) 25,000
C) 50,000
D) 100,000
3
What does the "3-C" planning process stand for?
A) Coordinated, Comprehensive, and Compliant
B) Continuing, Cooperative, and Comprehensive
C) Centralized, Controlled, and Consistent
D) Collaborative, Competitive, and Cost-effective
Chapter 4
The Relationships Between Agencies
How federal, state, and local entities share authority and why no single agency owns the whole system.
No Single Agency Owns the Whole System
Interstate Highways
Maintained by state DOTs under federal standards set by FHWA.
County Arterials & City Streets
Designed and operated by local municipalities — often with minimal state involvement.
Transit Systems
Often built and operated by a separate transit authority — distinct from road agencies entirely.
Understanding this division of ownership is critical — it determines who you need to sell to and which procurement process applies.
The Agency Ecosystem at a Glance
Five Entities — One Network
  • FHWA: Federal funding and standards
  • State DOT : Statewide planning, design, construction, and maintenance
  • MPO: Metropolitan planning and federal fund allocation
  • Cities/Counties: Local roads, transit, and special districts
  • Tolling Authorities: Often private entities with separate procurement processes

Each entity is a potential customer — and each has its own buying process.
Knowledge Check: Agency Relationships
Quiz card with 3 multiple choice questions. Label as "Knowledge Check."
1
Q1: Who maintains interstate highways?
A) The FHWA directly
B) Private contractors under federal contract
C) State DOTs under federal standards
D) Local municipalities
2
Q2: Which entity is often a separate organization from the state DOT and local government?
A) The FHWA
B) Transit systems
C) County road departments
D) The MPO
3
Q3: Which agency is responsible for metropolitan planning and federal fund allocation at the regional level?
A) FHWA
B) State DOT
C) MPO
D) Tolling Authority
Chapter 5
Buying Influences in Transportation
Who drives a project, who makes the call, and how to find them before the bid drops.
Who Drives a Transportation Project?
A Complex Cast of Characters
Transportation projects involve multiple individuals from inception through maintenance — each with influence over what gets specified and purchased.
Buyer
The agency or authority with budget authority.
User
The people who operate or are affected by the system.
Technical Buyer
The designer or consultant writing the specs.
Contractor
Who installs — and often purchases — the product.
Coach
An internal champion who guides your approach.
Finding Buying Influences: Where to Look
1
Design Ad Awards
Identify technical buyers — pre-qualified engineers and consultants writing the specs.
2
Bid Advertisements
Reveal agency contacts, scope of work, and timeline for procurement.
3
Bid Awards
Show who won, what was specified, and which contractor to follow up with.
4
Plan Holders List
Firms that pulled bid packages — an excellent real-time intelligence source.
Industry Organizations to Know
Build Your Industry Network
Joining and attending industry organizations gets you in front of buyers, specifiers, and decision-makers before any bid is published.
  • National: ATSSA, IBTTA, ITE, ITS America, IMSA, TEAM
  • Regional: State and territory affiliates, attend shows and set up booths for exposure
  • Research: RITA (Research and Innovative Technology Administration)

Showing up at these events signals market presence and builds the relationships that lead to specifications.
Knowledge Check: Buying Influences
Quiz card with 3 multiple choice questions. Label as "Knowledge Check."
1
Q1: Which role is considered the "technical buyer" in a transportation project?
A) The contractor who builds the project
B) The agency budget officer
C) The designer or consultant who writes the specifications
D) The end-user maintenance crew
2
Q2: What is a "Plan Holders List"?
A) A list of approved vendors on the APL
B) A list of firms that pulled bid packages — an excellent intelligence source
C) A record of all projects awarded in the past year
D) A directory of state DOT district offices
3
Q3: Which of the following is a national industry organization relevant to transportation?
A) AICPA
B) ATSSA
C) SHRM
D) NFIB
Chapter 6
The Procurement Process
How government agencies buy and how to position your products to win.
How Government Agencies Buy
1
2
3
1
Micro-Purchases
Below threshold: Simplified, informal purchase process. Minimal documentation required.
2
Simplified Acquisition
Mid-range purchases: Still streamlined but with more formal vendor selection criteria.
3
Competitive Procurement
High-dollar projects: ITB, RFP, or ITN required. Governed by the Federal Acquisition Regulation (FAR).
Three Main Bid Types
ITB / Sealed Bid
Invitation to Bid: Lowest responsive and responsible bidder wins. Price is the primary decision factor.
RFP
Request for Proposals: Most advantageous proposal wins as both price and value are considered.
ITN
Invitation to Negotiate: Agency negotiates with top-ranked vendors for best overall value.

Knowing which bid type is used tells you how to structure your offer — price-first vs. value-first.
The Letting Process: Step by Step
Understanding this sequence tells you exactly when to engage, who to target, and how to stay compliant throughout the process.
Cone of Silence
Know the Rules — or Pay the Price
Once a project is advertised, a "cone of silence" takes effect immediately.
  • No party may discuss project particulars with any agency department member until award
  • Violations can disqualify a bidder, even if the product is superior
  • Know the rules before you reach out to any agency contact

One inappropriate call after a bid is advertised can cost you the entire project. Don't risk it.
APL/QPL: Getting Your Products Pre-Approved
1
What Is APL/QPL?
Most state DOTs maintain an Approved Products List (APL) or Qualified Products List (QPL) the gate to being specified.
2
Why It's Critical
Many states won't consider a product that isn't on the list. Get on it before the bid not after.
3
Testing Costs
Independent testing may be required. Costs range from $500–$10,000 depending on the product type and state requirements.
Vendor Registration: Your Entry Point
Register Before You Can Sell
  • Register with each state, county, city, and tolling authority you intend to sell to
  • Select the correct NIGP commodity codes, Agencies issue RFPs and RFQs based on these codes
  • Use DemandStar, BidNet, BidClerk, or direct agency sites to track bid notifications

Missing the right NIGP code means missing the bid notification entirely — your competitors won't make that mistake.
Knowledge Check: The Procurement Process
Quiz card with 3 multiple choice questions. Label as "Knowledge Check."
1
Q1: In an Invitation to Bid (ITB), who wins the contract?
A) The vendor with the best technical proposal
B) The vendor the agency has worked with longest
C) The lowest responsive and responsible bidder
D) The vendor with the most certifications
2
Q2: What is the "Cone of Silence"?
A) A confidential product testing process
B) A restriction on discussing project particulars with agency staff once a project is advertised
C) A period when no bids can be submitted
D) A federal rule requiring sealed packaging for product samples
3
Q3: What is the purpose of an APL or QPL?
A) To list all registered vendors in a state
B) To pre-approve products before they can be specified in a bid
C) To track bid awards and protest outcomes
D) To document warranty claims on past projects
Chapter 7
Territory Planning & Strategy
How to treat every territory like a new market and allocate resources where they create the most value.
Why Strategic Territory Planning Matters
Treat It Like New
Selling direct requires treating every territory even existing ones as a brand new market. Assumptions are costly.
Allocate Right
A sound plan ensures resources are directed to the right priorities and aligned with real business goals.
Stay on Target
Without a plan, teams risk chasing the wrong opportunities and missing funded projects entirely.
What Goes Into a Strategic Territory Plan
Current Situation Analysis
Historical sales data, market penetration, and transition intelligence.
Detailed Agency Info
DOT org charts, mission/values, budget, and district/regional structure.
Business Goals
S.M.A.R.T. objectives — Specific, Measurable, Achievable, Realistic, Timely.
Required Resources
Headcount, materials, and budget needed to execute the plan.
Territory Metrics: Blue Sky & Beyond
$?
Blue Sky Metric
The estimated total value if all available business in the territory is captured your ceiling.
→$
Weighted Opportunity
Apply probability weighting to each opportunity to set realistic sales goals and measure true market penetration.
📋
Documented Method
Formulate a rational, documented approach to count units/systems then assign a dollar figure per unit.
SWOT Analysis: Know Your Position
Use SWOT to Define Your Starting Point
Before you can build a winning territory plan, you need an honest assessment of where you stand internally and externally.
  • Strengths: Internal assets, people, value proposition, competitive advantages
  • Weaknesses: Internal gaps, processes, financial, and resources
  • Opportunities: Funding availability, new markets, weak competition, new partners
  • Threats: Funding cuts, new competitors, legal issues, loss of key customers
Competitive Matrix: Stay Ahead of the Market
Track Every Competitor
A competitive matrix gives you an at-a-glance picture of your position in the marketplace updated regularly.
  • Track by manufacturer, product/model, detector type, application, and feature threats
  • Identify where competitors are strong and where you can win
  • Update regularly: technology and competitive landscapes shift quickly

A stale competitive matrix is worse than no matrix at all. Schedule quarterly updates.
Maintaining the Territory Plan
1
Quarterly Review
Update the Strategic Sales & Marketing Plan at minimum once per quarter set a recurring calendar reminder.
2
Event-Driven Updates
Revisit immediately when goals drift off track, new competitors emerge, or internal changes occur.
3
Living Document
The plan grows over time it should expand to include Large Account Management (LAMP) as accounts mature.
Knowledge Check: Territory Planning & Strategy
1
Q1: What is the "Blue Sky Metric"?
A) The number of bids submitted in a quarter
B) The estimated total value of the territory if all available business is captured
C) A weather-related risk factor in project planning
D) The percentage of market share currently held
2
Q2: How often should the Strategic Sales & Marketing Plan be updated at minimum?
A) Annually
B) Every two years
C) Once per quarter
D) Only when a new competitor enters the market
3
Q3: What does SWOT stand for?
A) Sales, Wins, Opportunities, Targets
B) Strengths, Weaknesses, Opportunities, Threats
C) Strategy, Workflow, Operations, Tactics
D) Scope, Work, Output, Timeline
Chapter 8
Marketing Strategy & the 7 P's
How to communicate value, target the right customers, and build a marketing engine that drives growth.
Marketing Is More Than a Logo
Marketing = Value Communication
Marketing communicates a company's core values and the value of its products to customers consistently, across every touchpoint.
  • A strong marketing strategy focuses on specific customer groups to outperform competitors
  • It should address unmined customer needs to maximize potential profit
  • Every tactic should ladder up to a clear strategic objective

The best channel partners market with EPI not just alongside it. Leverage co-marketing resources.
The 7 P's of Marketing
Product
Rational and emotional attributes that influence customer perception.
Price
Total cost to the customer — list price plus all related costs.
Place
When and where is the product available to the customer?
Promotion
How the company communicates with customers across all channels.
People
Key human contact points between company and customer.
Process
How products and services are delivered to the customer.
Physical Presence
All physical areas customers encounter — from reception to field personnel.
From Strategy to Tactics
Tactical Planning Defined
Tactical planning turns marketing strategies into day-to-day actions that the team can execute within real resource and authority constraints.
  • The tactical plan tells the team what to do, when to do it, and how to do it
  • Key question: "How can strategic goals be accomplished within the limits of resources and authority?"

If your strategy is the map, your tactical plan is the turn-by-turn directions. You need both.
Large Account Management (LAMP)
Focus on the Top 20%
Target the accounts that generate the most strategic value or revenue.
Draft a Charter Statement
Define the strategic purpose and goals for each major account.
Coordinate Goals
Align qualitative and quantitative objectives across the account team.
Optimize Resources
Apply the right level of investment to the accounts with the highest strategic return.
Deliver Customer Value
Ensure every touchpoint delivers tangible value that strengthens the long-term relationship.
Knowledge Check: Marketing Strategy & the 7 P's
1
Q1: Which of the 7 P's refers to all physical areas customers see from reception to field personnel?
A) Process
B) Promotion
C) Physical Presence
D) Place
2
Q2: What is the purpose of LAMP (Large Account Management)?
A) To manage all accounts equally across the territory
B) To systematically manage and grow the top 20% of strategic accounts
C) To track competitor activity in key markets
D) To automate the bid submission process
3
Q3: Tactical planning answers which three questions?
A) Who, What, and Why
B) What, When, and How
C) Where, When, and Who
D) How, Why, and How Much
Chapter 9
CRM & Opportunity Management
How to track, manage, and grow your pipeline — and why accurate data is your most valuable sales asset.
What Is a CRM and Why Does It Matter?
Your Single Source of Truth
A CRM (Customer Relationship Management) system tracks every opportunity through the full sales funnel from first contact to closed order.
  • A storage place for valuable customer data and market insight — shared across departments
  • Without a CRM, territory planning and forecasting are unreliable and costly to growth

If it's not in the CRM, it doesn't exist. Undocumented relationships and opportunities cannot be managed, measured, or transferred.
CRM Best Practices: Accounts & Contacts
Full Agency Names Only
No abbreviations , enter "Utah Department of Transportation", not "UDOT". Abbreviations break search and reporting.
City/County Format
List city name first, then designation, then state: "Provo, City, UT" , consistent formatting is critical for filtering.
Contacts Tied to Accounts
Always identify the primary buying influence for each opportunity ,contacts without a role are just names.
Tracking Opportunities in CRM
Every Project Is an Opportunity
An opportunity = any project where your products could be used even if a competitor is currently specified.
  • Track competitor-specified projects through the funnel to find influence opportunities before the next bid cycle
  • Lost opportunities should be closed with notes on why and who won. This data shapes future strategy

Losing a bid is valuable data. Closing it properly in the CRM makes you smarter for the next one.
Knowledge Check: CRM & Opportunity Management
1
Q1: When entering an agency into the CRM, which format is correct?
A) UDOT
B) Utah DOT
C) Utah Department of Transportation
D) UT-DOT
2
Q2: What qualifies as an "opportunity" in the CRM?
A) Only projects where your product is already specified
B) Any project where your products could be used even if a competitor is currently specified
C) Only projects with a confirmed PO
D) Projects with a budget over $1 million
3
Q3: What should you do with a lost opportunity in the CRM?
A) Delete it to keep the pipeline clean
B) Leave it open indefinitely
C) Close it with notes on why you lost and who won. This data shapes future strategy
D) Move it to a separate spreadsheet
Chapter 10
Project Management & Order Process
How to manage orders from receipt through delivery — and keep customers coming back.
Project Management Is Half the Job
01
Order Received
Project management begins the moment an order is received not after shipment. Start the clock immediately.
02
Turn-Over Meeting
A project turn-over meeting ensures the PM understands plans, specs, warranty terms, and PO requirements fully.
03
Exemplary Service
Customer perception is their reality exemplary service before, during, and after shipment is non-negotiable.
Order Status Tracking: Know Where Every Project Stands
1
Hold for Release
PO received; awaiting approved data sheets from the customer before moving forward.
2
Released w/ Ship Scheduled
Approved submittals received; ship date confirmed and customer notified.
3
Shipped Waiting on Invoice
Material delivered to the job site; invoice pending completion.
4
Invoice Complete
All material shipped and invoiced per customer PO. Job file ready for close-out.
Invoice & Shipping: Get It Right the First Time
Accuracy Protects Cash Flow
  • All invoice items and amounts must match the customer's PO exactly mismatches delay payment
  • Give 24–48 hour advance delivery notice with carrier name, bill of lading, and contact number
  • Include project number, location, county/district, and PO number on every invoice for lien protection

A single invoice error can delay payment for weeks on a government project. Double-check every line item before sending.
Knowledge Check: Project Management & Order Process
1
Q1: When does project management begin?
A) After the product ships
B) When the invoice is sent
C) The moment an order is received
D) After the Notice to Proceed is issued
2
Q2: What must all invoice items and amounts match exactly?
A) The original bid estimate
B) The customer's purchase order (PO)
C) The project manager's internal budget
D) The APL product listing
3
Q3: How much advance notice should be given before delivery?
A) Same day
B) 12 hours
C) 24–48 hours
D) One week
Chapter 11
Lien Rights & Warranty
How to protect your financial position on every project and manage warranty obligations correctly.
Protecting Your Position: Notice to Owner
File Within 45 Days
File a Notice to Owner/Contractor within 45 days of first furnishing labor, materials, or services, no exceptions.
Protects Your Bond Position
Protects the vendor's position in the surety bond chain critical on large transportation construction projects.
Notice of Non-Payment
Serve within 90 days of final furnishing miss this window and you lose the right to file suit entirely.
Lien Releases & Job Close
Two Types of Releases : Know the Difference
Keep the job file open until the project is completely out of warranty and complete a Post Mortem checklist at close.
Partial Release
Waives lien rights through a specific date only. Verify payment has been received before signing and issuing.
Final Release
Waives all lien rights permanently. Only issue after confirming full payment has been received in full.
Warranty: Know Your Obligations
5-Year Standard
Many states require manufacturers to warranty products for 5 years after final project acceptance. Plan accordingly.
Document Deviations
Note any warranty deviations in the bid or quotation. Failure to do so creates significant liability exposure.
Post-Construction Transfer
After construction, warranty typically transfers to the end user or state maintenance contractor. Clarify this in writing.
Knowledge Check: Lien Rights & Warranty
1
Q1: Within how many days of first furnishing must a Notice to Owner be filed?
A) 30 days
B) 45 days
C) 60 days
D) 90 days
2
Q2: When should a Final Lien Release be issued?
A) When the product ships
B) When the invoice is submitted
C) Only after confirming full payment has been received
D) At the start of the warranty period
3
Q3: How long do many states require manufacturers to warranty products after final project acceptance?
A) 1 year
B) 2 years
C) 3 years
D) 5 years
Chapter 12
Roles & Responsibilities
Who does what in a direct territory and how to structure your team for success.
Key Personnel in a Direct Territory
Territory Account Manager
Manages regional sales, fosters customer relationships, and grows EPI brand presence in the market.
Territory Application Engineer
Technical support, customer training, and complex project sales support the technical voice in the field.
Estimator
Analyzes plans and specs, prepares quotations, and maintains the cost database for accurate pricing.
Project Coordinator
Tracks APL status, manages warranty sheets, and coordinates bid submissions across active projects.
The RACI Matrix: Who Does What
Clarity Prevents Costly Mistakes
The RACI model ensures every task on a project has clear ownership — eliminating confusion and duplication of effort.
  • R – Responsible: Who does the work
  • A – Accountable: One person who owns the outcome , never shared
  • C – Consulted: Those whose input is needed before decisions are made
  • I – Informed: Those kept in the loop via email or IM, not meetings

Accountability must always be singular. If everyone is accountable, no one is.
Administrative Setup: Getting Legal to Do Business
01
Register as a Foreign Entity
Register in each direct state before transacting business . Allow 6–8 weeks for processing. Start early.
02
Federal & State Tax Setup
Obtain an EIN, register with the Department of Revenue, and secure a Registered Agent in each state.
03
Local Licenses
Local business/occupational licenses may be required at the city and county level. Fees typically range from $25–$250.
Knowledge Check: Roles & Responsibilities
1
Q1: In the RACI matrix, who is the "Accountable" person?
A) Everyone on the team shares accountability
B) The person who does the actual work
C) One person who owns the outcome — never shared
D) The person who is kept informed via email
2
Q2: How long should you allow when registering as a Foreign Entity in a new direct state?
A) 1–2 weeks
B) 2–4 weeks
C) 6–8 weeks
D) 3–6 months
3
Q3: Which role is responsible for analyzing plans and specs and preparing quotations?
A) Territory Account Manager
B) Territory Application Engineer
C) Project Coordinator
D) Estimator
Chapter 13
Key Takeaways
What every channel partner must carry out of this training and put into practice immediately.
What Every Channel Partner Must Remember
Know the Funding Flow
Federal → State → Local. Money shapes every project. Trace the funding chain to understand where decisions are made.
Map Your Buying Influences
Find the designer, contractor, and internal coach early before the bid is advertised and the cone of silence descends.
Get Pre-Approved
APL/QPL status and vendor registration are the entry ticket. You cannot win work you're not approved to bid on.
Track Bids Proactively
Use bid services and agency sites. Don't wait for the ITB. By then, the specification fight is already over.
Your Next Steps
Take Action This Week
1
Research Your State DOT
Find the STIP, APL/QPL process, and district contacts on your state DOT's website.
2
Identify Your MPO
Find your territory's MPO and attend their next public meeting to get on their radar.
3
Register with Agencies
Register with state, county, and city agencies; select the correct NIGP commodity codes.
4
Join an Industry Organization
Join at least one national organization : ATSSA, ITE, or ITS America — for market intelligence and visibility.
Sources
  • Transportation Industry Direct and Channel Operational Sales Handbook.pdf