to put the right process in place to iden- tify
the right strategic sourcing
potential opportunities. Q. What is EAGLE?
INSTALLATION SUPPORT
The Army uses its services contracting dollars, mostly from the Operation and Maintenance, Army account, to run all of the installations, including dining facilities (DFACs) such as the Lancer Consolidated DFAC on Joint Base Lewis-McChord, WA, scheduled to reopen May 1 after being closed for 18½ months while 2nd Brigade, 2nd Infantry Division Soldiers were deployed to Afghanistan. (U.S. Army photo by SGT Sarah E. Enos, 5th Mobile Public Affairs Detachment)
A. EAGLE is the name for the Enhanced Global Logistics Enterprise program. It is the Army’s transformational initiative to transfer installation logistics manage- ment and acquisition from U.S. Army Installation Management Command to U.S. Army Materiel Command to achieve greater efficiency and cost savings. Tis program is a good example of BBP in action. EAGLE will provide Armywide, global,
installation logistics service with U.S. Army Sustainment Command:
logistics at the installation level, where you do maintenance and transporta- tion. Tere are about 70 of those, called DOLs—directors of
logistics—whereby
each one had their own set of contracts. So you can imagine that each contract office was doing its own thing. Tis is in place today as our first enterprise solution to try to get more efficient. Sustainment Command at Rock Island, IL, projects about $19 million in savings.
Q. With BBP 2.0, is there anything you are looking forward to?
A. For 2.0, it is really to continue the way ahead with market research and identi- fying requirements that we can really be more efficient with. Tis relates to stra- tegic sourcing and opportunities and another phase of where the department wants us to look at things. I will tell you we are doing strategic sourcing, but we have not been able to tell that story yet.
Q. Small business strategy, no?
is a part of this
A. Yes, it is, because small business is really important—those requirements below $250 million. A key component is the opportunity of small business. We’ve got some mandates from OSD on how to increase small business opportunities. In fact, we work closely with the small busi- ness office and Ms. Tracy Pinson; you have the opportunity on the subcontrac- tor side, based on the dollar threshold. Tere’s also a way ahead to direct small business as a prime, and in one instance since I have been here, INSCOM [U.S. Army Intelligence and Security Com- mand] has put together a requirement. Teir
acquisition strategy and their
large business competition, their market research show us that there are enough small businesses out there that can com- pete and have the capability to do the job. Te overall contract management and administration procedures are designed
locally tailored task orders to replace for- mer multiple, separate installation-level contracts. Te program has a five-year acquisition strategy valued at up to $23 billion. It is now in place with initial task order solicitations underway. AMC proj- ects up to $19 million in cost avoidance over the life of the program. A total of 112 basic ordering agreements will be executed for task order competition among 65 small businesses and 47 large businesses.
I and my staff are fully committed to executing the Army’s Services Optimization
Implementation
DOD’s Better Buying Power initiative and related congressional mandates. All of the objectives in these directions are about three general imperatives: increase efficiency, improve services
right. Doing
that we get these these
things is and
Plan,
delivery
and lower costs. In these times of fiscal uncertainty and reduced funding, it is especially important things
imperative if we are to provide truly essential services to our Soldiers and their families and to maintain our installations and equipment.
For more information, contact Mr. Tommy L. Marks at
tommy.l.marks.civ@
mail.mil.
ASC.ARMY.MIL 87
CONTRACTING
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