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Version Number #1
8 December 2017
Ms Rebecca WeirickExecutive Director
U.S. Army Contracting Command - Redstone
HAMA LuncheonHuntsville Aerospace Marketing Association
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Agenda
AMC/AM
• Mission
• Vision
ACC-RSA
• Mission
• Vision
• Strategic Initiatives
• Aviation (Challenge & Solution)
• ACC-RSA Team Development Initiatives
Deliberate Development, Green Platoon, Leadership Training, Re-Organization
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Readiness is a Team Sport
3
Unified Action
TRUST
TEAM
ATTITUDE
RELATIONSHIPSReadinessEndstate: Increase
Strategic and Unit
Readiness through
synchronization and
prioritization of
efforts across the
Aviation and Missile
Portfolio
BG Thomas H.
Todd, III
PEO AVN
Mr. Barry Pike
PEO M&S
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AMC Mission and Vision
AMC Mission: Army Materiel Command develops and delivers materiel readiness
solutions to ensure globally dominant land force capabilities.
AMC Vision: Army Materiel Command sustains the current to future force by utilizing
state of the art technologies, materiel life cycle support and integrated logistics while
ensuring materiel and technological overmatch.
AMCOM Mission: AMCOM develops and delivers responsive aviation, missile and
calibration materiel readiness to the United States Army in order to optimize joint
warfighter capabilities at the point of need.
AMCOM Vision: Mission First, People Always, enabling synchronized aviation, missile
and calibration materiel enterprises providing unmatched capability for the Army and
the Nation.
Operationalize Our Essential Functions to Enable Readiness
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ACC RSA Mission & Vision
Contracting Professionals
partnering with Customers to
enable the most Efficient and
Effective delivery of
Capability to the Soldier.
VisionMission
Supporting Soldiers is our Mission,Acquisition Excellence is our Focus!
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ACC-RSA Strategic Objectives Phase
IV
“The Shield”
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Operationalizing Contracting
Army Identified Problem: Total contracting process takes too long…which impacts readiness.
Goal: Accelerate the total contracting cycle-time to shorten the overall weapon system acquisition process
while adhering to oversight requirements and maintaining quality at the best cost.
• Early engagement between customer &
contracting
• Improve customer’s ability to prepare contract
request documents & reduce changes
• Increase approval thresholds for PARC
• Standardize/consolidate/eliminate policy
• Eliminate or combine contract file documents
• Simplify evaluation preparation and processes
• Standardize peer review process among centers
• Engage early/reduce delays in OSD peer reviews
• Eliminate excessive reporting requirements
• Gather/utilize meaningful metrics
• Evergreening
• Next Gen IDIQs
Army Contracting Process
Review (CPR) Key InitiativesACC Completed Efficiency Initiatives
• PEO/Program Portfolio Reviews
• Standardized Contract Requirements Package (CRP) Checklist & Matrix
• Increased delegation levels to Chief of Contracting Offices
• Consolidated Acquisition Instruction (Procedural Only)
• Compliance Review Liaisons (CRLs)
• Policy Stand-Down Day
• Streamlined Peer Review/Business Clearance with Standardized Briefing
Templates
• Procurement Administrative Lead Time Program (PALT)
ACC-R Analytics & Metrics Cell: Real time
metrics with the ability to track issue resolution
Quality
Control/
V&V
Change
Facilitation
Root
Cause
Analysis
Data
Collection
Report
Generation/
Integration
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FY16/FY17 over $17.6B obligated Aviation Contracting executes and manages over
$9B in contracts annually and expectation is to increase to $10.8B in FY18
#1 Challenge Aviation Contracting Faces:
• Timely delivery of contract awards
Best Practice Implemented to Solve:
Use of Long term contracting vehicles
• Multi-Years (Apache & Blackhawk)
• IDIQs (Chinook, International Non-Standard A/C MD530)
• Each PM have access to long term contracting vehicle
Stand up of OTA/Quick Contracting Center of Excellence (COE)
Operationalized Contracting
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ACC-RSA
Pivoting
Speed to Award (Reduce Procurement Administrative Lead Time (PALT)
Critical to have good Communication with Customer and Industry
Partner:
Pre-sweep early versus waiting
Start proposal at DRFP versus waiting until RFP is issued
30 day and 45 day proposal turn around vice 4 to 6 months for qualified proposal
Resourcing proposal and capture staff to reduce number of unqualified proposals
Operationalizing Contracting
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Contracting – Years of Experience
As of 6 Dec 17
0
50
100
150
200
250
300
0 0-5 yrs 6-10 yrs 11-15 yrs 16-20 yrs 21-25 yrs 26-30 yrs 31+ yrs 0
ACC-RSA (FY 15) ACC-RSA FY 16 ACC-RSA FY17
Early Career
0-10 yrs of exp
Mid Career
11-20 yrs of expSenior Career
20+ yrs of exp
ACC-RSA (FY17) 45.7%
ACC-RSA (FY16) 45.8%
ACC-RSA (FY15) 56.6%
ACC-RSA (FY17) 29.9%
ACC-RSA (FY16) 21.2%
ACC-RSA (FY15) 16.5%
ACC-RSA (FY17) 24.4%
ACC-RSA (FY16) 33%
ACC-RSA (FY15) 26.9%
Contracting – Years of Experience Distribution
* Data based on SCD Civ
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ACC-RSA FY18 Goals – Invest in our Workforce
Deliberate Development for all Team Members (Individual Discussion)
Green Platoon (Integrated on the Job Training)
Invest in Quality Leadership Training (Stephen Covey)
Re-alignment of Competition Management Office (CMO), Small
Business (SB) and Legal
Keep Morale and Work Ethic high (Listen & Utilize good Ideas)
ACC-RSA Team Development Initiatives
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Next Generation
Questions?
