Category Archives: March-April 2016

Defense AT&L: March – April 2016


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Defense Acquisition Workforce Awards: Workforce Development Awards

Roy Wood, Ph.D.

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Our Theme for 2016—Sustaining Momentum


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Author: Frank Kendall

It’s hardly a secret that we are headed toward a change in administration next year. I’ve been through these transitions several times, as have most acquisition professionals. During my previous experience in the Pentagon organization of the Under Secretary of Defense for Acquisition, Technology, and Logistics, I worked for a total of eight Under Secretaries in as many years, and I went through one same-party and one other-party administration change.

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The Competitive, Crowdsourced Investment (CCI) Initiative


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Col. Scott T. Wallace, USAF

This article proposes an initiative for consideration by the acquisition community. The suggestion is not endorsed by the Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics or any other organization of the Department of Defense.

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Performance Based Logistics … What’s Stopping Us?


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Authors: Jim Davis, Dean Newman, and Mike Kotzian

Nearly everyone agrees that performance based logistics (PBL) solutions can be effective logistics support vehicles that can improve both readiness and deliver real savings. So, then why aren’t the majority of our weapon systems supported under PBL arrangements? To address this question, let’s look to identify the key qualities of successful PBL teams as well as the vital ingredients that go into a successful arrangement.

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Something for Nothing–“Cash Flow” as a Contract Incentive


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Authors: John Pritchard and John Krieger

During our combined 70 years in acquisitions, we often have wondered why the government believes it needs to devote additional resources for incentives to achieve a benefit. The government actually has complete control over one of the strongest contract incentives possible—cash flow. Most important, in our fiscally constrained, sequestration-challenged environment, this incentive wouldn’t require additional resources: It uses funds already budgeted or obligated. Unfortunately, we haven’t really tried to exploit it as we should. So let’s get to it.

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Keeping Naval Guns Ready


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Author: David L. Rogers

Close a major maritime chokepoint and “the price of gasoline would quadruple in six weeks,” Secretary of the Navy Raymond Mabus said. Therefore, U.S. naval ships operate forward, partnering with other navies to protect maritime routes and the global economy.

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Defense Technology and Trade Initiative: Ashton Carter’s Strategy in India


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Author: Amit K. Maitra

In early June 2015, Defense Secretary Ashton B. Carter met with senior Indian officials to work on initiatives that were set in motion during President Obama’s January 2015 visit to India. During that visit, Obama and Indian Prime Minister Narendra Modi focused on shared concerns ranging from maritime security and cooperation and joint training on aircraft carrier and jet engine technology.

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Common Feedback to Unsuccessful Bidders


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Author: Anthony J. Davis

The Federal Acquisition Regulations (FAR) allow several opportunities for the government to provide feedback to bidders during or after competitions. The post-award debriefing of offerors is one of those opportunities, and can be a very valuable tool for companies seeking feedback on their proposals. The government is required by the FAR to provide a post-award debriefing to any offeror who requests one in writing within 3 days of notification of contract award.

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Should Cost: A Strategy for Managing Military Systems’ Money


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Author: Jennifer A. Miller

Constituents gawk at the costs that intermediaries sometimes report that the Department of Defense (DoD) spent on goods and services. “A toilet, hammer, toner, etc., shouldn’t cost that much,” we exclaim. Where and when did we begin to focus on should cost? Great question!

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Personal Services Contracts: Is It Time to Lift the Ban?


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Author: Steven A. Fasko

It is no surprise to those of us in the Department of Defense (DoD) acquisition workforce that contractors are well integrated into our daily routine. The integration of contractors into our DoD workforce has blended it dramatically, changing the landscape of how we provide and manage services. Over the many decades during which this workforce blending has occurred, we have needed to tread lightly in our relationship with contractors in our offices. In fact, Presidents Eisenhower and Kennedy warned of possible difficulties that may occur in contractor integrated offices. One issue has remained unchanged: the risk of creating a de facto personal services contract due to this relationship.

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