Download Free Streamlining The Acquisition Process Book in PDF and EPUB Free Download. You can read online Streamlining The Acquisition Process and write the review.

Streamlining the acquisition process is a goal of every procurement command. Less lead time to provide a system to the customer can only lead to better customer satisfaction and customer relations. This thesis investigates and explores some of the various ways DOD is working to incorporate improvements and adapting to a changing environment through acquisition streamlining and acquisition reform. The main thrust of this thesis is an analysis of an initiative the Naval Air Systems Command has named "Alpha Acquisition." Alpha Acquisition is an initiative to streamline the acquisition process by the coordination of the Government and the contractor into one organized group with the objective of getting under contract for a specific procurement in the shortest time possible and at a fair and reasonable price. This thesis analyzes the advantages and drawbacks of Alpha Acquisition and where it stands in the streamlining and reform process.
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 purpose of this thesis is to identify and discuss the viable methods associated with streamlining the acquisition process at Fleet and Industrial Supply Center (FISC) Oakland. Findings were that the implementation of Competition in Contracting Act (CICA) and the Acquisition Streamlining Initiative (ASI) of 1986 have not affected Procurement Administrative Lead Time (PALT). This research identifies several measures undertaken by FISC Oakland to streamline the acquisition process. Recommendations include issuance of a draft Statement of Work (SOW)/Request for Proposal (RFP), utilization of early synopsis and development of a management information system.
Acquisition streamlining is enjoying increased attention since procurement of weapon systems has become more complex and lengthy from identification of a Mission Need Statement (MNS) to deployment of the system. Streamlining is required by directives governing the acquisition process for the Department of Defense, yet procurement remains quite cumbersome in execution. This thesis goes beyond streamlining the acquisition cycle and provides methods of accelerating the procurement process within current laws and directives. Using the Marine Corps' Advanced Amphibious Assault Vehicle Program as an example, the researcher discovered that strategies exist which can specifically be tailored to accelerate procurement of the AAAV without adding prohibitive program risk. To implement these methods tailoring of the acquisition cycle to specifically fit the unique characteristics of the AAAV is required. While there is no prohibition against tailoring the acquisition cycle to specific programs, the Department of Defense tends to be very risk averse with respect to acquisition of weapon systems. The AAAV represents a weapon system that is uniquely poised for acceleration of the acquisition cycle through tailoring. Recognition by DOD that there is a legitimate need for accelerating procurement of the AAAV, and that program risk will not increase because of acceleration must occur prior to utilizing the recommendations of this study.
In 1986, Deputy Secretary of Defense W.H. Taft IV, established an Acquisition Streamlining Initiative (ASI) which addresses and attempts to streamline the acquisition process and mandated requirements. This research reviews efforts of one Hardware Systems Command--the Space and Naval Warfare Systems Command (SPAWAR)--to implement ASI. In reviewing the five major programs streamlined thus far at SPAWAR, it was found in which savings were achieved, however, is the primary focus of this study.