M
ission and Installation Contracting Command (MICC) officials are shifting their strategic
approach to Army acquisitions by in- corporating a more meticulous planning process to improve communication, stan- dardize the development of milestones, and increase accountability.
Implementation of the Acquisition Mile- stone Agreement (AMA) process across the MICC is set for January. It will rely on a cooperative partnership of contract- ing experts, requiring activities, and Army leaders to ensure that acquisition strate- gies are executed efficiently and effectively to meet customers’ mission-critical-need dates, officials said.
MICC, a subordinate command of U.S. Army Contracting Command, is respon- sible for planning, integrating, awarding, and administering contracts in support of Army commands, direct reporting units, U.S. Army North, and other orga- nizations to provide the best value for the mission, Soldiers, and their Families. Contracting professionals at the MICC’s subordinate units work with installation leadership throughout the generating
force, or institutional Army, to translate their requirements into contracted mate- riel and services.
“The AMA process kicks off the teaming arrangement early in the acquisition,” said Kimberly Wentrcek, Acting Direc- tor of the Fort Meade, MD, Installation Contracting Office, who is leading the integrated process team (IPT) during implementation of the new process. “The process invites our customers to play a more active role earlier in the acquisition process, which results in better working relationships and customer buy-in.”
The change is a result of a number of missed milestones that necessitated sole-source contract actions to continue services, which increased costs and placed MICC customers’ missions at risk.
ADVANCING TEAMWORK The agreement marks a significant departure from previous procedures by bringing parties to the table much sooner for a back-to-basics approach in developing and managing procurements. Wentrcek said the IPT found that under the previous methodology, teaming typically did not begin until receipt of
an acquisition package at the contract- ing office, which led to a disconnect between the acquisition strategy and evaluators’ perceptions.
“Our efforts resulted in a strategic shift in how the MICC conducts business, by not waiting for acquisition packages to arrive in contracting, but rather proactively plan and team with our customers to generate better acquisition strategies that meet customer mission need dates and reduce costs,” she said.
“The AMA process defines expectations for all parties, provides expert assistance, and identifies and alleviates stumbling blocks to meeting milestones,” Wen- trcek explained. “It symbolizes a culture shift from reactive to proactive contract- ing, while leveraging the resources of the MICC and our customers.”
The change calls for initiating a com- munication and tracking measure much earlier in the process. Contracting experts will create and coordinate the agreement as part of a kickoff meet- ing that documents the customer’s understanding of responsibilities in the acquisition process.
OUR EFFORTS RESULTED IN A STRATEGIC SHIFT IN HOW THE MICC CONDUCTS BUSINESS, BY NOT WAITING FOR ACQUISITION PACKAGES TO ARRIVE IN CONTRACTING, BUT
RATHER PROACTIVELY PLAN AND TEAM WITH OUR CUSTOMERS TO GENERATE BETTER ACQUISITION STRATEGIES THAT MEET CUSTOMER MISSION
NEED DATES AND REDUCE COSTS.”
ASC.ARMY.MIL 107
”
CONTRACTING
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