‘MoB’ RULES


alternatives from which to choose and/or few criteria to evaluate, and the stakes are high if the project fails.


Te next step is to calculate cost criteria scores using the raw data. Obvious statistical outliers, which include bids that do not account for basic hardware costs or are more than twice the IGCE, are immediately removed from the analysis. Offers then are judged based on their relation to the IGCE and each other. Te raw numbers are converted to percentages (percentage above and percentage


below the IGCE baseline)


and into whole numbers. Scores that are more than 25 percent above or below the baseline are considered risky and are penalized heavily in the final analysis.


Te product team calculates perfor- mance and schedule criteria scores by totaling the quantified answers to the SS/RFI questionnaire, and translates scores into their RDVs for direct com- parison to other offerors’ scores in the final analysis.


Final offeror scores are calculated based upon the PdM’s criteria weighting. (See Figure 3 on Page 105.) Raw data entered into the matrix automatically provide a recommendation


BASE SUPPORT


SPC David Ceballos, a welder and machinist with 201st Brigade Support Battalion, 3rd Brigade Combat Team, 1st Infantry Division (3-1 ID), welds a metal piece to a base plate at Forward Oper- ating Base Apache, Afghanistan, Aug. 7, 2013. PdM SKOT manages metalworking, machining, cutting and welding devices among its broad portfolio of SKOTs. (U.S. Army photo by SGT Kandi Huggins, 3-1 ID)


for the program


to either buy commercially or make organically. Te PdM team reviews the process for accuracy and makes a for- mal recommendation to the Milestone Decision Authority (MDA) based on the matrix findings.


CONCLUSION Tis new process represents a positive, useful step in better understanding and leveraging the industrial base. In the past, we did not have a good process to consider using organic manufactur- ers, instead soliciting only commercial industry for work. Tis path routinely


106 Army AL&T Magazine


provided—and often still provides— appropriate capability, competition and a successful program. However, it often left acquisition professionals unable to even consider organic options that take advantage of facilities already owned by DOD. Organic options can help to ensure a more ready workforce at each arsenal and depot as needed for


specialized, surge or production missions.


To date, multiple PdM SKOT new- start programs have been designated as


“make” items under this process because of the ability to analyze competition better. Competition, after all, is the acquisition professional’s greatest tool to drive best value.


PdM SKOT’s new process enhances competition by improving the Army’s ability to understand the broader


January–March 2014 contingency


industrial base and compare its organic manufacturing facilities with commer- cial industry. Commercial sources will still often prove the more economical option, but today’s acquisition profes- sionals have a new tool to competitively seek the best value for our taxpayers and best capability for our Soldiers.


For more information, go to www.peocscss. army.mil.


MR. STEVE LE FEBVRE is a systems acquisition manager for PdM SKOT. He holds a B.S. in philosophy from Illinois State University, and master’s


degrees


in business administration and supply chain management


from Indiana Uni-


versity. LeFebvre is Level III certified in program management and in life-cycle logistics. He is a member of the U.S. Army Acquisition Corps.


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