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Space and Missile Defense

Working Group. 21 May 2015. UNCLASSIFIED. Ms. Rebecca Weirick. Executive Director. Army . Contracting Command - Redstone. Agile – Proficient – Trusted . 1. Agenda. Mission and Vision. Definitions.

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Space and Missile Defense

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Presentation on theme: "Space and Missile Defense"— Presentation transcript:


Space and Missile DefenseWorking Group21 May 2015


Ms. Rebecca WeirickExecutive DirectorArmy Contracting Command - Redstone

Agile – Proficient – Trusted


AgendaMission and VisionDefinitionsOrganizationACC RSA CustomersProcurement AuthorityContract Directorate/ Division Structure Major Principles of Federal AcquisitionProcurement Life CyclePath of a ProcurementCompetitive Contracting Process

Contracting InteractionsThe Procurement TeamBetter Buying Power (BBP)Building Better Relationships with Gov’t





Agile – Proficient – Trusted Slide4


Able Workforce – Customer Satisfaction – Effective

& Efficient4


a Strategic Communications Plan (Industry, Internal and Customer)

Implement the Plan



throughout the Center/Stakeholders (Horizontal/Vertical)

Develop a

Human Capital Plan

Implement the Plan

Improve Morale

Professional, Motivated Workforce


existing IT


Expedite knowledge


Become data driven

Fully Leveraged IT Capabilities

Establish a program to manage/view incoming work (manage 1N list)

Improve CALT

Ecstatic Customers



plan to manage future budgets

Implement the Plan (**Workload Analysis)


, plan, and manage

to future budgets


Prepared and agile; ready for the future

Establish internal PMR and Self Inspection Program

Develop a Training Plan

Policies & Procedures

Quality & Timely Contracts; On Cost, On Schedule, Outstanding Performance



Ms. Stangle


Mr. Farrior

Ms. Rodriguez

Human Capital


IT Solutions

Ms. Day

Ms. Wilson

& Ms. Jordan

Work Quality

Mr. Hayes

Future Budget


Reduce Contract Lead Times; Improve Business Deals;

Comply with Laws and RegulationsSlide5

DefinitionsAcquisition / ProcurementAcquiring, by contract with appropriated funds, supplies or services by and for the use of the Federal Government It begins at the point when agency needs are established and includes those technical and management functions directly related to the process of fulfilling agency needs by contractContractingpurchasing, renting, leasing, or otherwise obtaining supplies or services from nonfederal sourcesSlide6

Army Materiel Command (AMC)General Dennis L. ViaCommanding General4 Star GeneralHeadquartered at Redstone ArsenalArmy’s premier provider of materiel readiness:

Major Subordinate CommandsTank and Automotive (TACOM) Life Cycle Management Command (LCMC)Research, Development & Engineering Command (RDECOM)

Army Contracting Command (ACC)Army Sustainment Command (ASC)Aviation and Missile (AMCOM) LCMCCommunications Electronic (CECOM) LCMCJoint Munitions and Lethality (JM&L) LCMCJoint Munitions Command (JMC)Military Surface Deployment and Distribution Command (SDDC)US Army Security Assistance Command (USASAC)Slide7

Army Contracting Command (ACC)Major General Theodore C. HarrisonCommanding General2 Star GeneralHeadquartered at Redstone ArsenalMission: Provide global contracting support to

Warfighters through the full spectrum of military operations. Six Contracting Centers and Two Subordinate CommandsSlide8

Army Contracting Command – Redstone ArsenalRebecca WeirickExecutive Director (PARC/HCA)COL Michelle SannerDeputy Executive Director (Alt. PARC)Oct. 2014 - Jun. 2015Lisa Stangle

Acting Deputy Executive DirectorJun. 2015

Located in Huntsville, AL17 Buying Directorates Slide9

We Contract For:Major Weapon System Production/Services 

Sustainment & Support of Sys

25 ACAT 1 and 8 ACAT 2 Programs  Foreign Military SalesResearch Development Technology & Engineering

Quality of LifeOver 75 systems, programs & organizations  Operational SupportSystems Engineering and Technical Assistance  Range SupportCounter Narcotics Deterrence

 Contingency Support

Concept Development, Prototyping & Limited Production Capability

The Magnitude:


24.7B in FY12 contract obligations


over 24,600 contract actions in FY12


in FY13

contract obligations & over 22,000 contract actions in


$17.6B in FY14 contract obligations & over 20,100 contract actions in FY14



PEO Aviation

PEO Missiles & Space

Army Space &




PEO Combat Support


Missile Defense Agency


PEO Command & Control


PEO Armored Systems

IMA - Redstone Garrison


OSD Quality of Life


RDE Command








& Bio

Army Asymmetric Warfare GroupPEO Soldier


Contracting (or Procurement) AuthorityThe United States Constitution provides the Federal Government with authority to maintain a militaryTo do so, procurement of supplies and services is necessaryContracting authority for the Army flows as follows:PresidentSecretary of DefenseSecretary of the Army

Commander, Army Materiel Command (AMC)Head of Contracting Activity (HCA)

Principle Assistant Responsible for Contracting (PARC)Contracting OfficersSlide11

Authority to Award ContractsContracting Officers are given the authority (via a warrant) to award contracts on behalf of the Federal GovernmentThey alone have the authority to award, modify, or terminate contractsContracting Officers rely on several groups of people in making contract awards and follow-on administrationContract SpecialistsCost/Price AnalystProgram OfficeOther members of the acquisition team Slide12

Directorate Structure

Team Leaders and above possess Procuring Contracting Officer


Division Chief DutiesOversee all requirementsEnsure mission is carried outBrief senior leadership on effortsStrategic leadership view of organizationEnsure division pursues organizational goalsWork with program/requirements officeWork with other division chiefs on organizational challengesRegular communication with COCOs, team leaders, customers and industryServe on special projects – source selections, interview panelsPersonnel concernsManage personnel and workload

Ensure training and development for division and themselvesSlide14

Contracting Officer DutiesOversee all requirementsBrief Division Chief on effortsDaily contact with program/requirements office to strategize and resolve contract issuesDaily contact with contract specialists to review work and resolve issuesRegular communication with division chief, group chief, buyers, customers and industryEnsure training and development for team and themselvesServe as acting Division Chief as necessarySlide15

Contract Specialist DutiesOversee all assigned requirementsDaily contact with Contracting OfficerWork with program/requirements office on contract issues and requirementsProposal analysisContract negotiationsWork with offices such as legal, small business, competition advocate, DCAA, DCMADaily interaction with teammates to resolve issuesServe on special projects Contract Specialist training and development Slide16

Major Principles of Federal AcquisitionCompetition (vs. sole or limited source)Transparency (open to the public—synopsis)Best value decisionsPreference for commercial itemsFair and reasonable priceEthical conductSocial/industrial base goals SBs, SDBs, SDVOSBs, WOSBs

Multiple sources to maintain industrial baseSlide17

Procurement Life CycleSlide18

The Path of a ProcurementEstablishment of a bona-fide needFunding is committed for the needRequirement is refinedRequirement is advertised to public

Solicitation released to publicContractors submit proposals

Proposals are evaluatedNegotiations may be heldContract AwardedSlide19

Competitive Contracting ProcessSlide20

Other Reviews Prior to AwardOperations Security – review of information that will be released to the public, if there are concernsOfficial pricing Review – Contractor submits cost and pricing data > $700KField Pricing Support – DCAA Audit – fixed price >$10M and cost type > $100MPre Award Survey – review of contractor’s financial, organizational and operational status before award to determine responsibility and eligibility for awardSubcontracting Plan > $650K and large business, must go to small business office for review

Equal Employment Opportunity > $10M, ensure the contractor is in compliance with nondiscrimination regsCongressional Notification for Award > $6.5MSlide21

Contracting Interactions

PCO/ Contract Specialist

PricingLegalDCAA DCMA

Program Requirements Office


Regulations: FAR


Competition Advocate

Small Business


Program OfficeDefines the requirementResponsible for acquisition planningConducts market researchCoordinates with customers/end usersMonitors contractor performance after awardNominates Contracting Officer Representatives (COR)Slide23

Reports to the PresidentProvides financial, contractual and training/counseling help to small businesses

Screens proposed Federal acquisitions for small business set-aside suitability

Oversees more agencies then TACOM LCMCOffice ofSmall Business Programs

Small Business Administration

Procurement Center Representative (PCR)Offices are located at

each Federal Contracting Activity

Advises small businesses and conducts a Small Business outreach program

Reviews and evaluates all varieties of acquisition planning documents

Monitors and reports on performance against the activity’s Small Business goalsSlide24

Competition AdvocateThe Competition in Contracting Act (41 U.S.C. 253) requires that Federal Government contracts be awarded through the use of full and open competitionLimited exceptions are permitted, provided a justification is approvedEach Head of the Contracting Activity must appoint a Competition Advocate to review proposed noncompetitive actionsCompetition Advocate coordination and/or approval is required for all such actions >$650K Slide25

General Counsel (Legal Office)FAR requires legal review of contracting actionsEach activity coordinates with General Counsel as to which actions require reviewTypical documents reviewed are acquisition plans, solicitations, contracts, unauthorized commitments, protests, and terminationsSlide26

DCAAResponsibilities and Duties:Perform all needed contract audits for DoDProvide accounting and financial advisory services to DoD (and civilian agencies when requested) acquisition and contract administration components during all contract phases:Pre-awardContract execution

Settlement (contract closing)Slide27

DCAA Audits Through Various Phases ContractPre-award

Accounting System

Estimating System

Proposal Review

- Labor Rates

- Indirect Rates

- Materials

- ODCs


Contract Life

Annual Incurred Cost Reviews


Time Labor

Provisional Billing Rates

Progress Payments


Accounting System

Contract Completed

Contract ClosingSlide28

DCMAProvides Administrative Contracting Officer (ACO) servicesHelps develop Requests for Proposals (RFPs) other solicitation packages, and contractsSupports source selection actionsEvaluates contractor proposal and pricing dataSupports contract negotiationsConducts formal and informal Pre-award surveysSlide29

Better Buying Power (BBP)Frank Kendall III, Undersecretary of Defense for Acquisition, Technology and Logistics.The Pentagon is looking for new ways to partner with industry to help improve the procurement process thereby benefitting both parties.Office of the Secretary of Defense introduced BBP initiatives in 2010 aimed at improving the productivity of the Defense Department’s acquisition of both products and services.Understand BBP is not a magic overnight fix; rather the goal is continuous, incremental improvement. Slide30

Better Buying Power“Defense acquisition is a complicated business, with many independent actors and actions that all need to be executed professionally and with sound judgment to achieve success across the wide variety of product and service types DOD acquires.”“Better Buying Power is at heart a pragmatic and ongoing search to identify and reinforce all the many actions that contribute to increased productivity.”________________________________Better Buying Power 4 Years On: Is It Making a Difference? Frank Kendall, Defense One, April 2014.Slide31

Better Buying PowerThere have been three BBP initiatives released by OSD:Develop critical thinking skills and better decision making toolsStreamline management and processesDevelop the best defense productsForge better relationships with industryPromote competitionIncentivize productivityControl lifecycle costsImprove professionalismBBP has been successful but this is an ongoing processWe must continue to use the practices and policies that have worked and incorporate new initiatives on the way to being more efficientSlide32

Relationships with the Government……and contractor can be a powerful team.We need each otherSatisfy requirements, build businessesBuild the relationship - trust…must be at an “Arm’s Length.”

Federal law, regulations, rulesEnsure fairness, protect taxpayer…are better the earlier you get involved.

Ask questions to ensure an adequate proposal is submittedCall the Contract Specialist (buyer)Call the Procuring Contracting Officer (PCO)…doesn’t stop with award.Monitor your contractDon’t hide issuesCall the Contracting Officer Representative (COR), buyer and PCO…work better with open communication.Work with the Government to seek resolutionsSlide33