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Who is the Leader in the Army Acquisition Workforce? I think most of us involved in any federal procurement process know that individual is the Contracting Officer (KO). In this article, first in the Introduction I will summarize how the Defense Acquisition Regulation (DAR) and the Army Procurement Procedure (APP), define a KO, how he is selected, his required qualifications, and major responsibilities. After the DAR and APP summaries, in the Text of the Paper I will point out a number of weakness I see in the present system and then make personal Recommendations for Improvement. In the Conclusions I will synopsize the benefits that can result from the overall upgrading of the KO position. (Author).
The Army Acquisition Officer lacks proficient experience needed to fill key leadership positions within the Acquisition Corps. The active duty Army officer is considered for the Acquisition Corps functional area between their 5th and 9th years of service as an officer--after completing initial career milestones. The new Acquisition Corps officer is the rank of senior Captain or Major when he arrives to his first acquisition assignment with a proficiency level of novice (in acquisition). The Army officer may be advanced in his primary career branch, but his level decreases when he is assigned into the Acquisition Corps functional area. The civilian grade equivalent to the officer is a GS-12 or GS-13 whose proficiency level is advanced in his career field. The purpose of this study is to use a systems analysis approach to decompose the current acquisition officer professional development system, in order to study how well the current active duty officer flow works and how well it interacts or influences an acquisition officer's professional development; and to propose a potential solution to assist in the management of Army acquisition officers, so they gain proficiency through not only education and training, but also the hands-on experience that is needed to fill key leadership positions in the Army Acquisition Corps. An increased proficiency and proven successful track record in the acquisition workforce is the basis to positively affect acquisition streamlining processes within the Department of Defense by making good decisions through quality experience.
The Pres. has announced his intention to improve the acquisition process, particularly given the half a trillion dollars the fed. gov¿t. spent in FY 2009 on acquiring goods and services. The DoD spent $384 billion in FY 2009 on goods and services -- double what it spent in 2001. A high-quality workforce with the right competencies and skill sets will be critical to improving DoD acquisitions. This report determined the efficacy of DoD¿s certification training for its acquisition workforce. It assessed: (1) DoD¿s capability to provide certification training; (2) the extent that such training reaches members of the workforce; and (3) the extent that previous training recommendations have been implemented. Charts and tables. A print on demand publication.