$
upfront man-hours even before a sin- gle proposal is received from industry. Maximum flexibility was necessary to respond to emerging OCO require- ments, as the Army’s stockpile of mortar and artillery ammunition items was rap- idly decreasing.
To streamline the acquisition pro- cess, an innovative solution was needed that would:
Enhance competition. Minimize acquisition cycle time. Reduce man-hours and costs.
An efficient buying approach would, in fact, require a cultural change from our traditional processes.
AN INNOVATIVE STRATEGY PM CAS reached out to the U.S. Army Contracting Command (ACC) buying offices, competition advocates, small business offices, and legal offices at Pica- tinny Arsenal, NJ, and Rock Island, IL, to collaborate in developing a single acquisition strategy that all offices could support. With the assistance and part- nership of these organizations, an agile acquisition strategy was born.
Te result: A multiple-award, Indefinite Delivery/Indefinite Quantity best value, 100 percent
small business
set-aside, long-term (10-year) strategy was developed and implemented for recurring production of ammunition components. Although IDIQ contracting is not new, its implementation for the buying of ammunition was a major paradigm change from the traditional five-year approach (base year plus four one-year options).
Extensive market research identified all PM CAS ammunition component requirements that were eligible to be set aside for small businesses. Tis unique
procurement procedures whereby
contractors were required to submit pro- posals on all items.
A single acquisition strategy was success- fully implemented for the procurement of 53 artillery and mortar components totaling $2.7 billion. nificant
It contract flexibility
included sig- to
cover
unplanned surge and FMS require- ments. Tis strategy was executed by issuing only two Requests for Proposal
Tis approach eliminated the need for more than 100 separate market surveys, synopses, acquisition strategies, and RFPs, while enhancing small business partici- pation and competition. Te outcome of this innovative agile acquisition strategy was to establish a flexible, efficient buying approach that has been delivering cost- effective ammunition to the warfighter, offers fair opportunity to many small busi- nesses, and will meet or exceed customers’ required delivery dates for the next decade.
ASC.ARMY.MIL 157 (IDIQ), approach enhanced small business
participation by providing suppliers the opportunity to bid on only those items that they were capable of pro- ducing, marking a shift from normal
(RFPs): one from ACC – Rock Island and the other from ACC – New Jersey, located at Picatinny. Industry submitted 167 proposals; 68 IDIQ contracts have been awarded.
MEETING THE DEMAND FOR ARTILLERY
The increased ammunition demands of the U.S. Marine Corps and the Army, along with Foreign Military Sales, exceeded planned production requirements for artillery and mortar items, quickly depleting the traditional five-year production contracts. Here, 155 mm artillery rounds for the M777 howitzer await use by artillerymen of 2nd Battalion, 8th Field Artillery Regiment Oct. 25 during a live fire exercise at the Yukon Training Area near Eielson Air Force Base, AK. (U.S. Army photo by CPT John Farmer, 1st Stryker Brigade Combat Team, 25th Infantry Division)
EFFICIENCIES
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