to manage contractors on the battlefield. We did incorporate some of the lessons of these experiences into BBP and will con- tinue to do so.


For example, one of the BBP 1.0 and 2.0 initiatives is “Improve requirements definition.” Over the past two years, sig- nificant effort has been made to establish a database of performance work state- ments that are available to deployed customers. Tis is extremely helpful for new units coming into the theater that have new requirements similar to others that have been executed in the past.


Another BBP 2.0 initiative that applies in contingencies and elsewhere is


“Strengthen contract management outside the normal acquisition chain” (i.e., instal- lation commanders and others). In these operations, commanders in theater often lacked the necessary visibility over the full range of contracted spend executed in support of their mission requirements. To the extent that they lacked such vis- ibility, their ability to make timely, resource-informed operational decisions was constrained.


What was needed was a process to


ensure that commanders were aware of existing contracts in the AOR [area of responsibility] that could be used to satisfy requirements in lieu of awarding new contracts.


Such fact that the a concept responsibility has


been demonstrated to be effective, and under BBP 2.0 we are recognizing the


to manage contracted services is a duty


that falls on the commanders who are ultimately accountable for the success or failure of


the mission requirements


under their purview. GEN [David H.] Petraeus [(USA, Ret)], when he was the commander in Afghanistan, put out a memo stating that “contracting is commander’s business.” So it is.


IT’S ALL FOR THE WARFIGHTER


As with BBP 1.0, the key to the success of BBP 2.0—defined as identifying ways to produce more capability, save money and improve the delivery of products and services to the warfighter—will be in the execution of initiatives and the follow-up. Here, SPC Austin Weyermann and fellow Sol- diers assigned to 2nd Battalion, 23rd Infantry Regiment provide security March 3 outside a village with a suspected weapons cache during a joint mission with Afghan forces in the Spin Boldak dis- trict, Kandahar province, Afghanistan. (U.S. Army photo by SSG Shane Hamann, 102nd Mobile Public Affairs Detachment)


INTEGRATING CONTRACT AUDITS


Among numerous areas of progress on BBP 1.0 initiatives, DOD has made significant strides in aligning Defense Contract Management Agency and Defense Contract Audit Agency processes to ensure that contract management and auditing are complementary. Here, SSG Jason Marlow of the 1487th Transportation Company, shift leader at the Kandahar Transit Yard, walks and talks with civilian contractors from the U.S. Army Audit Agency and MAJ Casey Miner, the inspector general from the 311th Sustainment Command (Expeditionary) (311th ESC), March 16 at Kanda- har Airfield, Afghanistan. (U.S. Army photo by SGT Phillip Valentine, 311th ESC)


ASC.ARMY.MIL


23


ACQUISITION


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