DRIVING CHANGE IN DEFENSE ACQUISITION
they are and what motivates them, is critical for establishing criteria and acquisition strategies that will attract nontraditional contractors.
DIU’s hybridization program manager—who led the negoti- ation—had substantial commercial electric vehicle working experience, and the agreements officer has worked on several non-FAR, commercial contracts. Te members of the DIU team were also current or former military officers. Collectively, these experiences gave the team unique insights into both sides of the agreement process and helped build an equitable contract for all parties.
CARRYING THE LOAD
The Family of Medium Tactical Vehicles A2 fleet performs a range of duties, from supporting combat missions and relief efforts, to logistics and supply operations.
information that will inform future decisions and save taxpayer dollars in the long run.
LEARN TO SPEAK COMMERCIAL Traditional contractors that work with DOD on a regular basis are considerably different from those that work primarily in the private sector. Today’s contracting officers are taught about FAR-based contracting principles, policies and procedures, but most have limited experience in commercial contracting and private industry best practices. Defense program and contracting managers must constantly evaluate existing and rapidly changing industry products and services, but this is mostly limited to the government’s traditional contractors. Nontraditional enterprises creating innovative technology for commercial or nondefense markets may be excluded.
DOD program and contract personnel at all levels must learn to apply strategic and tactical market research approaches from private industry on a continual and routine basis. Exist- ing commercial best practices and market research tools must be re-disseminated and re-emphasized to DOD acquisition personnel. We must all learn to value market research in order to accomplish the short-term results as well as the long-term program acquisition plans required by DOD to attain technolog- ical and mission superiority. Understanding who they are, where
72 Army AL&T Magazine Fall 2022
PLAN FOR FOLLOW-ON ACTIVITIES DIU’s acquisition best practices highlight that government teams should plan for follow-on work for prototyping and production contracts from the beginning of prototype projects. Tis allows for potential scaling of successful efforts to a broader adoption of these emerging technologies. For the hybridization proj- ect, follow-on production and scaling were planned early on. Specifically, follow-on production requirements were listed in the original solicitation, as well as the statement of work and the terms and conditions.
CONCLUSION In mid-July, the DIU team announced that the first proto- type vehicle was delivered for evaluation, just nine months after the first contracts were officially awarded. Other transactions can provide the government with increased flexibility to solicit sources and award agreements in a way that attracts nontra- ditional sources and leverages commercial capabilities. Good teams resolve conflicts quickly and constructively. Ongoing and frequent communication and collaboration among the govern- ment team and contractors will enhance the likelihood of a successful award. DIU has had success these past seven years by helping to grow the national security innovation base, attracting companies that would have otherwise passed on working with DOD. Te flexibility, transparency and agility of the commer- cial solutions opening play an important part.
For more information, go to
https://www.diu.mil.
CHARLES PARK is a mobilized DIU Army Reservist and a U.S. Air Force civilian contract and ethics attorney. He holds a Juris Doctor from the University of South Dakota, a Master of Public Administration from the University of South Dakota and a B.A. from the University of California, Santa Barbara.
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