understanding of emerging require- ments and priorities.
Te pros for this model are that it: º Creates rapport with the cus- tomer and familiarity with emerging requirements.
º Often leads to more com- plete PR packages.
º Can create a proactive environ- ment in which personnel seek to get in front of acquisitions.
Te cons for this model are that it: º May lose efficiencies gained from tailoring the organization based on requirement type.
º Requires KOs and specialists to truly understand and be proficient in the entire range of contracting.
Te following three models are less tradi- tional and often appear similar, with only subtle differences.
• Geographical. A model based upon location can help differentiate and visualize the contracting environment.
In its simplest form, this model dedi- cates one team to X province, state or region; the team handles all require- ments to be performed or delivered in that region.
Te pros for this model are that it: º Allows KOs to become famil- iar with their vendor base and capabilities, reducing PALT.
º Enables each team to bet- ter advise its customers.
Te cons for this model are that it: º May make equitable division of workload a challenge.
º May require increased man- agement oversight to ensure proper use of resources.
• Appropriation type. Purchase requests entering the office are divided by “pots” or “color” of money. For example, one team may handle all Operations and Maintenance, Army requirements (including supplies, services and con- struction), while another team handles all Afghanistan Security Forces Fund or similarly appropriated requirements. Tis approach often resembles a cus- tomer-aligned model; the discerning element is the “color” of money rather than the customer.
Te pros for this model are that it: º Enables development of com- petency or expertise in the requirements or limitations of different types of money.
º Can create a rapport, familiar- ity and understanding with particular resource managers.
Te con for this model is that: º Te workload may not be equal across the types of money, result- ing in large and small divisions.
• Vendor-based (inside the wire or out- side the wire). Tis model distributes the workload based primarily on the subset of vendors that are likely to per- form the work. In Afghanistan, one regional contracting center divided work based on where it was to be performed. Because of security considerations and camp pass requirements, the on-camp vendor pool was much shallower than the off-camp set of contractors. As such, requirements were divided into inside- the-wire and outside-the-wire (on-camp and off-camp) groupings. Tis model did not relieve the KOs from attempt- ing to generate competition and expand vendor bases. Tis example is subtly dif- ferent than the money-based and the geographical models; in fact, it is a sort of hybrid of the two.
• Special teams. It may be necessary or advantageous to assemble and staff special teams to leverage their exper- tise or handle a significant volume of specialized contracting. For example, specialty contracting teams may be necessary in information technology, construction, source selection or com- plex buys, or contract closeout.
REALIGNMENT DECISIONS Te decision to reorganize any contract- ing office
should not be undertaken
lightly. Change can be disruptive, and contracting professionals within the office may experience a learning curve before achieving or recapturing peak efficiency. Te office also can expect an initial decrease in performance before realizing any of the expected benefits.
Tere also may be unforeseen third- and fourth-order effects. Terefore, any realign- ment should offer more benefits than the current organizational model. Some rea- sons to realign may include seeking:
• Faster turnaround time for the customer.
• Greater savings in cost or performance. • More opportunities to employ or develop the KO’s skills.
• Increased contract oversight or administration.
• Ability to accomplish or focus on spe- cific areas that need attention.
Conversely, realignments can also create opportunities for contracting profession- als to learn or gain experience in various procurement types and rebalance the current workload. Some examples of possible realignment needs would be establishing a construction division if an office is expecting a substantial increase in construction; or a specialized branch for services if requirements for them are increasing.
ASC.ARMY.MIL 127
CONTRACTING
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