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conducted for each change, variant, or vendor. Additionally, it helped create a long term partnership rather than the win-lose adversarial relationship that can occur with traditional negotiations.

The multiple-award, IDIQ, test and production acquisition strategy effectively implemented the concept of “competitive prototyping” to expedite vehicle delivery, foster competition and innovation, and provide the maximum amount of ordering flexibility available. In short, competitive prototyping sped delivery of MRAP vehicles to warfighters and led to an ever-improving product. Recognition of the advantages produced by competitive prototyping have since resulted in a mandate by the USDAT&L, John Young (2007), that all acquisition strategies requiring USDAT&L approval will require competitive, technically mature prototyping through the milestone B decision.

In spite of the contracting strategy successfully employed for the MRAP program, the lead JPO contracting officer pointed out the challenges involved. Primarily, the

program lacked enough trained people do to contract Frazier, personal communication, July 28, 2008). personnel were on staff in the JPO contracting office,

work given the size of the task (L. At peak operation, twenty-three three of whom were administrative

rather

than

contracting

specialists.

After

peak

operation,

the

number

dropped

to

14,

putting significant also rotated in and

work

load on

out of

the JPO

the remaining personnel. Navy contracting personnel assignment every two months (Mann, 2008, slide 6). In

an effort to assist with getting trained and JPO employed contract specialists under

competent people in the contracting office, contract from two different organizations.

the In

addition space.

to

providing

personnel,

these

contractors

also

provided

buildings

and

office

Another challenging aspect of the contracting process involved managing amendments (L. Frazier, personal communication, July 28, 2008). The dynamic nature of the program required numerous amendments in three broad categories of logistics, testing, and ECPs. These three amendment categories, combined with five different manufacturers, each with multiple variants, increased the amount of contract work

dramatically. Examples of contract amendments for the MRAP program were as follows: 37

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