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The purpose of system acquisition and its personnel, as described by the Defense Acquisition Guidebook (DAG), is to:

…manage the Nation's investments in technologies, programs, and product support necessary to achieve the National Security Strategy (NSS) and support the United States Armed Forces…to rapidly acquire quality products that satisfy user needs with measurable improvements to mission capability at a fair and reasonable price. (DoD, 2006)

The primary role of Procurement Contracting Officers (PCOs), Administrative Contracting Officers (ACOs), contract negotiators, contract specialists and contract

major system (ACAT II), or automated information system (ACAT III). Air Force system programs fulfill numerous mission requirements through the development, enhancement or sustainment of new or existing fighters, bombers, tankers, electronic systems, human systems, armament, and reconnaissance systems. Figure 8 lists examples of Air Force MDAPs.

Figure 8. MDAP Program List 2011. From (DoD, 2011)

In determining requirements to support the National Military Strategy (NMS) and NSS, the Department of Defense (DoD) uses three major decision-support systems to acquire or modify existing materiel or services to meet its needs. These processes, as shown in Figure 9, work in conjunction with and in parallel to one another to assess the

capability needs, plan and allocate resources, and ultimately acquire the materiel or services needed to execute the operations and missions delegated to the military Services (DoD, 2006).

Figure 9. Department of Defense Acquisition System. From (DoD, 2006)

The Defense Acquisition System (DAS) is a “highly complex” framework that consists of various stages, milestone decision points, documentation, and disciplines, all of which revolve around the acquisition of a system or system of systems (CRS, 2010). The main focus of the personnel directly responsible for acquiring the system(s) is to obtain the system(s) at or below cost, while meeting or exceeding schedule and performance requirements within the parameters of the Integrated Defense Acquisition, Technology, and Logistics Life Cycle Management System, as shown in Figure 10.

Figure 10. Defense Acquisition Lifecycle Framework. From (DoD, 2010)

Defense system programs (technology or acquisition) are assigned specific Acquisition Category (ACAT) designations according to their size, complexity, and risk and are categorized according to their “location in the acquisition process, dollar value, and [Milestone Decision Authority] MDA special interest” (USD[AT&L], 2008). Each ACAT designation has specific reporting requirements, rules and procedures that must be strictly adhered to in the planning and execution of the program. Acquisition professionals are required to be cognizant of their program’s ACAT designation and how it affects the outcomes of their program in relation to the DAS (USD[AT&L], 2008).

Contracting professionals working in the field of major systems acquisition should become familiar with Department of Defense Directive (DoDD) 5000.01 and DoD Instruction 5000.02. These documents provide the policies, principles, instruction, statutory and regulatory reports and other information necessary to govern and operate

the DAS. In addition to DoDD 5000.01 and DoDI 5000.02, contracting professionals should also be familiar with the Federal Acquisition Regulation, specifically Part 34— Major System Acquisition, Part 35—Research and Development Contracting, Part 39— Acquisition of Information Technology, as well as agency and other applicable guidance and regulations specific to the acquisition strategy and acquisition category of the program (FAR, 2011).

Due to the many facets of systems acquisition that differentiate it in complexity compared to basic procurement, the DoD has directed the establishment of multidisciplinary Integrated Product Teams (IPTs). These teams work together in the DAS with the contractor (and their IPTs) to design, develop and acquire the systems necessary to support the warfighter and meet NMS/NSS objectives. A conceptual model of typical IPTs and team members is presented in Figure 11.

program, are generally established in the program’s charter. While the contracting officer’s responsibilities will vary depending on the stage or phase of the program’s lifecycle, some general responsibilities, as described by Acquisition Management System (AMS), are shown in Table 4.

Table 4. Contracting Officer Responsibilities in Systems Contracting. From (FAST, 2002)

Ensures, as applicable, conflict of interest documentation is obtained from all IPT members, and determines, with legal counsel review, if any conflicts of interest exist.

Ensures that IPT members are briefed on the sensitivities of the source selection process, the prohibition against unauthorized disclosure of information (including their responsibility to safeguard proposals and any documentation related to the IPT's proceedings), and the requirements pertaining to conflicts of interest.

Coordinates communications with industry.

Participates during the screening, selection, and debriefing phases of source selection to ensure fair treatment of all offerors.

Issues, as required, solicitation amendments and letters, screening information requests (SIRs), and SIR amendments to industry.

Controls all written documentation issued to industry related to the source selection and contracting process.

Ensures the contract is signed by an official with the authority to bind the company.

With guidance from legal counsel, assures that all contractual documents are in compliance with applicable laws and regulations.

Serves as the Source Selection Official when delegated responsibility by the IPT leader.

Executes, administers, and terminates contracts, and makes related determinations and decisions that are contractually binding.

While this section focused primarily on the acquisition of defense systems, contracting personnel are also needed to support individual base operations, often referred to as operational contracting.

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