Acquisition Team - Research Paper Example

?Running head: Acquisition Team Acquisition Team Insert Insert Insert 17 October Acquisition Team Introduction The term acquisition, which is the improved version of procurement, was adopted in 1970, and remains a characteristic and parcel of Department of Defense (DoD) contracting activities (Engelbeck, 2002). Acquisition is part of Federal Acquisition Regulation (FAR) that was established in 1984. primarily, acquisition constitutes a process that functions and bears results based on interdependence and cooperation of various aspects in the contracting process (Engelbeck, 2002). Furthermore, acquisition team is what makes the process of acquisition succeed, based on the set goals. Moreover, formation of the team should reflect aspects of integration, interrelation, cooperation, and collaboration with enhanced communication networks. Business Opportunity Opportunity Title: Z-Full Seepage Blanket Extension, Bolivar Dam, Ohio Solicitation Number: W91237-11-B-0006 Agency: Department of the Army Office: U.S. Army Corps of Engineers Office Location: USACE District, Huntington URL: https://www.fbo.gov/?s=opportunity&mode=form&id=c88569da75a9388b1203f6f44e4a9fc7&tab=core&_cview=0. This is one of the projects owned by the Department of Army, and solicitation for the project awaits posting of notice for contractors. The project largely involves contractors initiating an action-plan of placing fill material on the downstream side of the Bolivar Dam in Bolivar, Ohio State. Included in the work to be performed are base contract plus two options. On the part of Base Contract, construction of a portion will take place at downstream seepage blanket, a terrace filter blanket extension, 450’ of storm sewer, and tree and brush clearing around the left abutment of the dam (FedBizOpps, N.d). On the part of two options, option (1) will involve construction of remainder of the downstream seepage blanket and 530’ of storm sewer. Option (2) will involve construction of the right abutment seepage blanket (FedBizOpps, N.d). The process of constructing seepage blankets will largely involve borrow material from an on-site borrow area, whereby, the portion of material will be purchased by the contractor from commercial source (FedBizOpps, N.d). Construction to be done will take place on government owned-land, which will be the same thing happening for borrow and spoil areas. Research has indicated that there will be need for roads (Haul roads) connecting borrow and spoil areas and subsequently linking them to seepage blankets. The whole project is estimated to cost between $5,000,000 and $10,000,000 (FedBizOpps, N.d). The delivery (completion) of the project is estimated will take 635 calendar days after the initial date when authorization of the project commencement notice is received. Sections of FAR Act will guide some of the operations of the project such that, 25% of total contract performance incurred for personnel should be expended for employees of the prime contractor. Acquisition Team Engelbeck (2002) observes that Acquisition needs to be perceived as the process that connects the needs of customers and overall satisfaction derived by the customers. Further, Acquisition is a process of steps and activities involving identifying requirements (needs), acquisition planning, preparation of the solicitation, source selection, negotiation, and contract award, performance and closeout (Engelbeck, 2002). Success of acquisition process has been attached to ability to institute acquisition team that is multi-organizational as well as cross-functional in nature. Therefore, given the nature of the above project, the following experts are deemed critical to the success of the acquisition process. Program Manager (PM) The acquisition process only succeeds or fails from efforts, skills, and knowledge of the PM. This is a professional whose shoulders hold the entire work-process of acquisition, and the direction the PM takes will greatly define the success, failure or progress of the project (Engelbeck, 2002). PM is vital and critical in developing exemplary and winning acquisition strategies, and encouraging and promoting full and open competition (Engelbeck, 2002). Also, PM is important in sustaining effective competition between alternative major weapon system concepts and sources, given that such activities take place within the limits of agency budget. Contracting Officer (CO) CO plays critical role in the acquisition process, where the expert enables the process of entering into contract possible. CO establishes and gauges the viability of the contract and subsequently administers or terminates the contract based on identified reasons (Engelbeck, 2002). Furthermore, CO acts as the link between the agency and the outside, where the agency is able to get supplies and services from the initiatives and efforts of CO (Engelbeck, 2002). At the same time, CO works relentlessly to ensure that contracting practices do not deviate from the limits and aspects of contract while further promoting and also safeguarding the interests of the agency (Engelbeck, 2002). Given the role CO plays, it has been expressed that the profession needs to develop and establish good communication channels, cooperate with others, and enhance operationability of cross-functional integrated acquisition team and commercial contractors (Engelbeck, 2002). Logistics Officer Formulation of contract, its subsequent processing and ultimate execution requires wide array of logistic activities. Identifying customer needs, planning, developing and implementation process cannot function if there is no accurate logistics information and data. Therefore, logistics officer in liaison with CO ensures the process of contracting operates on accurate data, market research needs and viability of the process in the wider multi-faced environment. Planning and Control Officer Contract involves resources and not just meager resources but huge resources. There is always emphasis on appropriate use of taxpayers’ money on projects that are of value, needs-based and economically viability. In acquisition process, planning and control officer comes in handy to ensure that contracting process reflects all aspects of planning needs. The officer participates in market research, customer needs assessment and identification of requirements based on the available budget allocation. The officer further ensures control measure mechanisms are in place to ensure efficiency in the use of allocated resources on the designated and authorized projects. Engineering Officer The functionality of the project requires structural planning, development and management that only Engineering Officer can provide. Engineering officer‘s role is manifested in the overall efforts to create and advise on the structural capability of the project and ensure only viable structures meet the available budget (General Service Administration-USA, N.d). Information Systems Officer Technology is becoming key element that modern contracting and acquisition process is taking place (Engelbeck, 2002). For instance, more information about acquisition today is available on the internet and many people are turning to internet as avenues to initiate, negotiate, and close deals. Therefore, the role of information systems officer will be to integrate the acquisition process and related activities into website technologies, thus enabling acquisition of information faster. Financial/cost estimate Officer The process of acquisition involves huge projects with huge financial and cost aspects. Projects estimated to be worthy dollars require involvement of qualified and experienced financial and cost expertise whose ability and role fulcrums on the need to make financial estimates of the project more realistic and ensure costs are minimized, efficiency achieved, and financial prudence maintained throughout the process of acquisition. Legal Officer Acquisition process cannot progress without the input of a legal officer, who interprets the various Acts and laws touching on acquisition and contracting. Legal officer is well equipped to provide clear roadmap as to how the process should proceed, what should be done, and how all legal obligations should be fulfilled. This ensures that the process and ultimate operations on the project is not stalled by legal battles. Steps to ensure solicitation is accurate The first step should involve needs identification, and this can be achieved through market research and related specific surveys (Engelbeck, 2002). Next is to identify the various stakeholders involved and how each stakeholder has a direct link to the solicitation process Thereafter, an integrated acquisition team should be assembled and input, contribution and overall suggestion of every member incorporated in the solicitation process. After this, the project should be evaluated based on the available budget and reframed in accordance with the generated information from the acquisition team. The notice thereafter should be developed, refined, and taken back to the integrated acquisition team for pre-assessment. After this step, the next thing will be to inform all concerned and relevant authorities or administrative units in the agency about the notice and after authorization, the next process/step should involve submission for posting. Conclusion For effectiveness in the solicitation of the above project, there is need for selection and establishment of an Acquisition team that possess necessary expertise in diverse areas concerning the project. An integrated acquisition team performs better in projects such as the one above. At the same time, the integrated acquisition team should be premised on the need for teamwork, unity of purpose and open communication among the members and this emerge from sharing the vision of the agency and the set goals (General Service Administration-USA, N.d). Therefore, forming a result-oriented, dedicated and coordinated Acquisition team is necessary in contracting process. References Engelbeck, R. M. (2002). Acquisition Management. VI: Management Concepts Inc. [Attached Notes]. FedBizOpps. (N.d). Z-Full Seepage Blanket Extension, Bolivar Dam, Ohio. Retrieved October 18, 2011, from https://www.fbo.gov/?s=opportunity&mode=form&id=c88569da75a9388b1203f6f44e4a9fc7&tab=core&_cview=0. General Service Administration-USA. (N.d). “Federal Acquisition Regulation”. Retrieved October 18, 2011, from https://www.acquisition.gov/far/current/html/Subpart%201_1.html. Read More