Contracting Out Government Procurement Functions: An Analysis

Proceedings Paper (for Acquisition Research Program)The Deputy Assistant Secretary of the Navy for Research, Development & Acquisition (DASN (RDA) (Acquisition Management)), asked the Naval Postgraduate School (NPS) to analyze the contracting out of procurement functions currently being accomplished by Navy, Marine Corps, and other Department of Defense (DOD) Activities. The request specifically focused on assessing the degree of effectiveness and shortcomings of such contracting out efforts. This research sought to answer these questions: Which contracting functions are now being contracted out by Navy and other DOD organizations? How effectively have contractors performed on these contracts? What metrics are being used and could be used to assess the quality of contractor performance? Although the primary focus of this study is the effectiveness of contracts used to procure contracting services, several interrelated subjects have been explored. Aspects of inherently governmental functions, personal service relationships, conflicts of interest, and legal/ethical issues were included. Further, questions regarding the impact on the contracting system, the development of Contracting Officers, the participation of competing companies in the marketplace, training and experience qualifications, and agency procurement decision-making and policies were also examined.Naval Postgraduate School Acquisition Research ProgramApproved for public release; distribution is unlimited

Phase Zero Contracting Operations - Strategic and Integrative Planning for Contingency and Expeditionary Operations

Contracting in expeditionary operations is not new. What is new is the scope and magnitude of the roles that contracting and contractors play in today’s military operations. Lack of planning and sound contract integration at the strategic level leads to inefficiencies, ineffectiveness, and, in many cases, outright fraud. Annex W, Operational Contract Support Plan, is the overall operations plan for Geographic Combatant Commands and the Services within the Adaptive Planning and Execution System framework. The authors propose an Integrated Planner and Executor (IPE) model for operational contract support and its integration into Annex W and existing war planning systems by congressionally mandating, authorizing, and funding IPE positions within Service structures. The IPE would be vested with the authority to establish, monitor, and manage Annex W

Global urban environmental change drives adaptation in white clover

Urbanization transforms environments in ways that alter biological evolution. We examined whether urban environmental change drives parallel evolution by sampling 110,019 white clover plants from 6169 populations in 160 cities globally. Plants were assayed for a Mendelian antiherbivore defense that also affects tolerance to abiotic stressors. Urban-rural gradients were associated with the evolution of clines in defense in 47% of cities throughout the world. Variation in the strength of clines was explained by environmental changes in drought stress and vegetation cover that varied among cities. Sequencing 2074 genomes from 26 cities revealed that the evolution of urban-rural clines was best explained by adaptive evolution, but the degree of parallel adaptation varied among cities. Our results demonstrate that urbanization leads to adaptation at a global scale

The Yoder three-tier model for optimal planning and execution of contingency contracting

The following article is taken as an excerpt from the proceedings of the annual Acquisition Research Program. This annual event showcases the research projects funded through the Acquisition Research Program at the Graduate School of Business and Public Policy at the Naval Postgraduate School. Featuring keynote speakers, plenary panels, multiple panel sessions, a student research poster show and social events, the Annual Acquisition Research Symposium offers a candid environment where high-ranking Department of Defense (DoD) officials, industry officials, accomplished faculty and military students are encouraged to collaborate on finding applicable solutions to the challenges facing acquisition policies and processes within the DoD today. By jointly and publicly questioning the norms of industry and academia, the resulting research benefits from myriad perspectives and collaborations which can identify better solutions and practices in acquisition, contract, financial, logistics and program management. For further information regarding the Acquisition Research Program, electronic copies of additional research, or to learn more about becoming a sponsor, please visit our program website at: www.acquisitionresearch.org. For further information on or to register for the next Acquisition Research Symposium during the third week of May, please visit our conference website at: www.researchsymposium.org.;Contingency efforts in Iraq, Afghanistan, and several other countries in the last few years have been subjected to close scrutiny and critique. Contingency Contracting operations are increasingly the major source of support and provisioning in forward theaters, especially in light of reductions in organic (non-contracted) support capabilities. Recently, theater combatant commanders have come to rely on contingency contracting officers to support coalition forces, and concurrently, to achieve a transformation of the economic landscape essential for achieving theater objectives. But, critics of recent operations cite deficiencies in DoD's ability to effectively and efficiently conduct a coordinated contracting support effort that integrates the combatant commander's theater objectives with the myriad stakeholders deemed essential for success. Can we, the military, achieve better results? The author contends that with proper understanding of integrated planning and execution, contingency contracting operations can, and will, provide significant leverage for achieving the combatant commander's objectives. The author formally presented, on August 7th, 2003, a Yoder three-tier model for contingency contracting operations to the faculty of the Naval Postgraduate School. Subsequent to the NPS faculty presentation, the author published a synoptic interest article in the Army AL&T Magazine's January-February 2004 edition, entitled, Contingency Contracting Operations--Achieving Better Results. Because of continued interest in the Yoder three-tier model expressed by academics, force planners, and contracting offices from several agencies, the author believes a more comprehensive write-up of the Yoder three-tier model is appropriate. The NPS Acquisition Symposium provides the in-depth coverage, broad dissemination and recognized avenue for open dialogue of the model and its potential efficacy. As such, this paper proposes the Yoder three-tier contingency contracting officer model structure for Army, Navy, Marine Corps, and Air Force support of theater contingency contracting operations. The creation of this Yoder three-tier model and its employment will allow for better planning and coordination; likewise, it will allow for better tactical, operational, and theater objective support.Second Annual Acquisition Research SymposiumApproved for public release; distribution is unlimited

The Yoder Three-tier Model for Optimal Planning and Execution of Contingency Contracting

MBA Professional ReportAcquisition research (Graduate School of Business & Public Policy)Contingency efforts in Iraq, Afghanistan, and several other countries in the last few years have been subjected to close scrutiny and critique. Contingency Contracting operations are increasingly the major source of support and provisioning in forward theaters, especially in light of reductions in organic (non-contracted) support capabilities. Recently, theater combatant commanders have come to rely on contingency contracting officers to support coalition forces, and concurrently, to achieve a transformation of the economic landscape essential for achieving theater objectives. But, critics of recent operations cite deficiencies in DoD's ability to effectively and efficiently conduct a coordinated contracting support effort that integrates the combatant commander's theater objectives with the myriad stakeholders deemed essential for success. Can we, the military, achieve better results? The author contends that with proper understanding of integrated planning and execution, contingency contracting operations can, and will, provide significant leverage for achieving the combatant commander's objectives.Approved for public release; distribution is unlimited

An Analytical Synopsis of Dr. Ashton Carter's "Should-Cost" Initiatives

Disclaimer: The views represented in this report are those of the authors and do not reflect the official policy position of the Navy, the Department of Defense, or the federal government.Excerpt from the Proceedings of the Tenth Annual Acquisition Research Symposium Cost EstimatingThe research presented in this report was supported by the Acquisition Research Program of the Graduate School of Business & Public Policy at the Naval Postgraduate School. To request defense acquisition research, to become a research sponsor, or to print additional copies of reports, please contact any of the staff listed on the Acquisition Research Program website (www.acquisitionresearch.net).Prepared for the Naval Postgraduate School, Monterey, CA 93943.Approved for public release; distribution is unlimited

VT-136 market research and sourcing case exercise

Acquisition research (Graduate School of Business & Public Policy)Market research is essential for Government and private commercial buyers to make qualified decisions in purchasing goods and services. While arguably a necessary component of all acquisition and contracting offices, the understanding, conduct and exercise of sound market research practices is often neglected or omitted as a precursor to effective and efficient market actions. What really is market research? Simply stated, market research is the process utilized to collect, organize, maintain, analyze, and present data for the purpose of maximizing the capabilities, technologies, and competitive forces of the market place to meet an organization's need for supplies and services. Market research is done to optimize the potential for the Federal Government to acquire and utilize commercial items, commercial services, and non-developmental items to meet its needs. Additionally, market research may enhance our capability to elicit greater competition within the market place.Approved for public release; distribution is unlimited

READ @your library Cory Yoder (bookmark)

A project of the Dudley Knox Library at the Naval Postgraduate School

READ @your library Cory Yoder (poster)

A project of the Dudley Knox Library at the Naval Postgraduate School

Award-term contracts: Good for business?

The use of award-term contracts doesn’t seem to represent the best interests of the U.S. taxpayer—rather, it smacks terribly of the government acquisition environment of two decades ago that pre- ceded the passage of the Competition in Contracting Act