A CASE STUDY IN ACQUISITION CENTRALIZATION


To effectively manage a global portfolio of emerging, complex requirements, P2E leadership had to change the way it managed business. It needed a leaner, more agile approach to the acquisition process.


CENTRALIZING FOR SAVINGS


P2E serves Army customers around the globe. Efficient, cost-effective acquisition was challenging in a decentralized environment, so P2E reorganized, creating a new, centralized Acquisition Directorate to reduce duplication and maintain institutional knowledge about global IT acquisition. (Photo courtesy PM P2E Pacific Directorate)


In this capacity, and aligned to Bet-


shop for all acquisition-focused efforts. Having the team in a single time zone would reduce artifact development times, decrease delays, reduce cycle times and increase predictability of contract award outcomes—enabling better commu- nication and quicker


decision-making


for each acquisition. PM P2E would then have a skilled onsite workforce for real-time solution development where cross-functional teams share resources, information and lessons learned across procurements—irrespective of size, scope and complexity. Tis team became the P2E Acquisition Directorate.


Since its inception in 2013, the PM P2E Acquisition Directorate has moved for- ward on all fronts. It is now the official


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liaison to contracting centers, working in a straight line with contracting offi- cers and specialists where, before, contact with the contracting centers came from multiple sources and information was not always communicated across the entire team. PM P2E is efficiently incorporat- ing continuous process improvement and building customizable acquisition tool- kits to facilitate quicker contract awards, and introducing significant cost savings by reducing the need for frequent and expensive travel to the Pacific, Europe, Africa and southwest Asia, creating operational efficiencies and increasing leadership support of standardizing network architectures across enterprise.


the Army


ter Buying Power (BBP), the directorate can now provide streamlined “cradle to grave” support across theaters from pre- award activities such as scope definition, acquisition artifact development, market research, funding coordination and indus- try proposal evaluation, to post-award performance monitoring and project closeout activities. Tese offerings have produced high-quality throughput in developing acquisitions and have allowed the directorate to target affordability and control cost growth while incentivizing productivity and innovation to improve the tradecraft across the portfolio.


Centralizing the directorate has enabled team members to work in partnership, following DOD guidance,


to ensure


acquisition documentation- streamlining stays on path with BBP—thus meeting the Army’s expectations to actively and aggressively look at ways to achieve afford- able programs, control costs throughout the product life cycle, incentivize


Army AL&T Magazine October-December 2015


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