FINDING CLOSURE
CLOSING A 13-YEAR CHAPTER
Jake Adrian, chief of ACC-RI’s Reachback Division, and Andrea Kalb, chief of the Contract Closeout Branch, visit the contract closeout warehouse at Rock Island Arsenal. These contract files originated in Iraq and Afghanistan and were shipped to the arsenal for processing, closeout and storage. (Photo by Liz Adrian, ACC-RI)
Another example of maximized resources was the combination of approximately 35 non-tactical vehicle leasing purchase orders for vehicles leased in Kuwait into four IDIQ contracts using multiple-award task order competitions. Tis replace- ment of purchase orders, completed in January 2008, resulted in increased com- petition, fewer contracts to manage and economies of scale saving $36.6 million over the five-year life of the contracts.
After receiving requirements from indi- vidual units, the Area Support Group – Kuwait combined them to give ACC- RI a total number of vehicles for contract execution. ACC-RI then competed the entire requirement and in the process negotiated quantity and volume dis- counts, while also locking in the vendor
base. Te result was a competition among just four vendors versus doing a whole new competition with different ven- dor bases every time we had a vehicle requirement.
CONCLUSION Te war in Southwest Asia has had a clear impact on the contracting func- tion performed at Rock Island. In turn, ACC-RI’s support of wartime mis- sions has made it a recognized center of acquisition excellence. Te center has postured itself to readily and effectively support contingency environments as requirements arise.
Te Gansler Commission report and the Commission on Wartime Contracting both highlighted the fraud, waste and
abuse that can occur during contingency contracting. ACC-RI has demonstrated that it can perform contingency contract- ing from a U.S. location. Te support of robust pricing and policy divisions along with Army Materiel Command – Rock Island Office of Counsel greatly reduces fraud, waste and abuse.
ACC-RI recommends that DOD or DA establish a program manager (PM) contingency (PM C) to work in con- cert with the PM for the Logistics Civil Augmentation Program (LOGCAP). To work effectively, PM C would be charged with having 100 percent visibility into all DOD agencies executing contracts in the area of responsibility, and be the overall requiring activity.
One key lesson from the past decade of contingency contracting is that contracts should not be limited to a single country. Rather, they should be set up to allow use either theaterwide or worldwide.
110 Army AL&T Magazine April–June 2015
Te PM would be responsible for an inte- grated acquisition strategy that would be responsive to Soldiers’ needs and not re- create the process. It would decide—along with the LOGCAP PM—whether the effort should be placed under LOGCAP, use other existing contracts or be a new effort. Tis would greatly reduce redun- dancies in contracting efforts, decrease overlap of the same services at the same location and enhance responsiveness. Ide- ally, it would operate very much like the
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