LAYERS OF CONCERN
Ground Truth: Lessons Learned on Working Effectively with Industry
In addition to thorough top-down, big- picture assessments of the industrial base, there is much to be learned at the program level that will support the health of indus- try and its continued ability to provide critical materiel. Te Army’s Acquisition Lessons
Learned Portal a wealth of valuable (ALLP) offers lessons that relate
directly to preserving the industrial base on a day-to-day basis. Following is a sam- ple of these lessons, with the corresponding reference numbers.
Communication—Be more engaged
than ever with potential suppliers early, and use them to identify future capa- bility needs, assess future technological endeavors and provide feedback at all stages. Communication between DOD and industry will be increasingly impor- tant to achieve these goals.
One Army program reported that early communication with industry is impera- tive to improve responses and competition during contract
source selection. Tis
program’s leadership began discussions 24 months ahead of the anticipated con- tract award date. By starting early, they were able to engage industry on require- ments and gather information about best practices, optimal contract vehicles, labor rates and the context of the perfor- mance work statement (PWS), as well as
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development and deployment methodol- ogies. Trough continued dialogue, they were able to gather information that was instrumental in building a comprehen- sive PWS with sufficient details to ensure that all requirements were addressed. In addition, they generated interest from a wide range of industry partners. Dur- ing their due diligence sessions, a total of 19 companies came to discuss the draft request for proposal, where historically they had only had two. (ALLP LL #49)
Another program reported improving communication by proactively provid- ing avenues for industry to critique the requirements, schedule, funding profile and procurement package for engineer- ing and manufacturing development (EMD) prototypes. Tis allowed indus- try to provide comprehensive feedback on draft EMD requirements. Other oppor- tunities included industry days, inviting industry to comment on various topics through the program’s website, and ask- ing industry to participate in one-on-one meetings with the government
to ask
questions and provide feedback. Tis collaborative effort would benefit other programs about to embark upon a com- petitive phase. (ALLP LL #51)
Yet another program stressed the impor- tance of free and open communication
between the government and the con- tractor, specifically that the government make all documents available to the con- tractor that law or regulation allows to be shared; that all assumptions be com- municated to the contractor; and that biweekly meetings be held between the government and the contractor to ensure that everyone has the same understand- ing of the issues. (ALLP LL #93)
Contracting—Balance cost, schedule and performance along with the need for a capability when negotiating contracts with industry. Attention to contract details can result in superior program sup- port by contractors, along with program cost and schedule savings, by eliminating ambiguities that lead to program delays and cost overruns.
Lessons shared from a recently canceled program reported that selection of con- tract type, content and management are some of the key elements of a successful program. Tis ALLP submission advised that cost contracts have the potential to be mishandled, and recommended rewarding contractors for making prog- ress, not for spending money. In addition, program officials recommended review- ing the contract structure to extend assessment of the risks beyond the prime contractor to the subcontractors, to
Army AL&T Magazine
January–March 2014
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