CONTRACTING


A CONTRACT FOR THE FUTURE


Leaders see progress, challenges in growing critical Army contracting professionals


by Ms. Margaret C. Roth and Mr. Steve Stark E 68


very contract is, in a sense, a story. While few read like the latest thriller, every contract tells the story of what all parties to the agreement are legally required to do. Contracts underpin everything we do, and we


cannot tell the story of Army acquisition without recognizing the underlying “stories” that they tell about what the Army Acquisition Workforce does on behalf of the Soldier and the nation. In the same way a thriller creates its own reality, a contract creates a vastly more concrete reality to which every party must adhere.


Tat’s why the Army needs contracting professionals with the skills to go toe-to-toe with industry to get the best products and services for the Soldier and the best deals for the taxpayer. Te Army contracting workforce is now stronger than it has been in 20 years, leaders say—and growing more knowledgeable and professional each year. Tese contracting leaders see it poised to weather the lingering effects of sequestration, continuing attri- tion and the drawdown in Afghanistan.


“I think the prospects are very, very good,” said Harry P. Hallock, deputy


assistant secretary of the Army for procurement (DASA(P)). “Give us another three to four to five years, and I


Army AL&T Magazine July–September 2014


think we will have an amazingly experienced, intelligent and savvy workforce.”


THE RIGHT STUFF What are the qualities of that kind of professional, and how does the Army acquire or develop them?


At a minimum, said Hallock, military or civilian contracting personnel must have an undergraduate degree. “Te degree can be in anything, but you have to have 24 hours of business [classes] as part of that. We look for people who not only have people skills, leadership skills, but [also] some specialty skills like industrial management or accounting, because pricing is a significant part of what we do, especially in the weapon system side of the house.” Being detail-oriented is a good thing, but in addition, “You want someone who knows how to address people, someone who can influence people and a situation,” he said.


Te Army also establishes future contracting professionals as interns, in whom it tries to instill a desire to work for the government early in their careers. According to MG Teodore C. “Ted” Harrison III, commanding general of the U.S. Army Contracting Command (ACC), internships are important “to


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