ACQUISITION SPOTLIGHT: MR. JAMES A. DAILY A front-row seat at acquisition history MR. JAMES A. DAILY


COMMAND/ORGANIZATION: Joint Program Office for Joint Light Tactical Vehicles, Program Executive Office for Combat Support and Combat Service Support


TITLE: Procurement analyst


ACQUISITION CAREER FIELD: Contracting


YEARS OF SERVICE IN WORKFORCE: 10


EDUCATION: B.S., human resource development, Oakland University


DAWIA CERTIFICATIONS: Level III in contracting


AWARDS: Commander’s Award for Civilian Service; Achievement Medal for Civilian Service


L


ooking for a position that offered stability along with the chance to use his contracting skills, James Daily began his career in acquisition roughly 10 years ago. In that time, he’s had a front-row seat as the Joint Light Tactical Vehicle (JLTV) Program moves through its life cycle and has earned praise


from the program office for his support of that progress.


Te JLTV Program, a joint effort involving the Army and the U.S. Marine Corps, is intended to restore light tactical mobility to the Army’s fleet and fill the gap between legacy High Mobility Multipurpose Wheeled Vehicles and the larger, less mobile Mine Resistant Ambush Protected vehicle fleet. Te Army plans to buy approximately 50,000 JLTVs, and the Marine Corps 5,500. Te program comes under the Joint Program Office for Joint Light Tactical Vehicles in the Program Executive Office for Combat Support and Combat Service Support (PEO CS&CSS).


Daily played an instrumental role in developing the JLTV request for proposals for low-rate initial production (LRIP) and full-rate production (FRP), slated for award in the fourth quarter of FY15. He led an integrated product team (IPT) for the LRIP/ FRP scope of work (SOW), which involved investigating possible approaches to SOW development with functional leads—including business management, logistics, test and quality—and documenting the agreed-upon approach, structure and sched- ule. Creating, leading and managing the IPT involved close collaboration with the TACOM Life Cycle Management Command’s Acquisition Center and its legal staff to fully address the complexities of writing an SOW for an eight-year period. Te SOW covers vehicle production, system technical support, interim contractor support and total package fielding requirements.


“Getting everyone on the same page—including the functional areas within our office as well as the stakeholders outside of it—can be a challenge, as is making sure that requirements don’t conflict or overlap,” Daily said. “Also, since this is a joint project, we need to make sure we’re working well with our Marine counterparts in


10


Army AL&T Magazine


July-September 2015


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