CONFIGURACIÓN DE INSTALACIONES DE FRÍO Y CLIMATIZACIÓN
RA 6.Elaborar la documentación técnica y administrativa, interpretando la normativa y
Communication between all stakeholders is a must. Contracting officers should work closely with their program manager/customer. Milestones should be developed to outline the steps from requirement generation to contract execution. Dates should not change unless senior management has reviewed and approved.
Figure 4. DoD Wide Strategic Sourcing Program Stakeholders
(From DPAP Defense Procurement and Acquisition Policy, 2013c)
Senior leadership should be supportive and provide endorsement of strategic sourcing for major programs/projects for those responsible for oversight and execution. The Army should be involved to ensure a DoD leveraged approach to obtaining supplier
have had successes in strategic sourcing and use lessons learned from DoD. Also review best practices from the commercial sector who has been strategic sourcing for the last ten or more years. Walmart is well known for this type of effort. The difference that needs to be recognized is the urgency and need for the services has to be timely due to the mission of the Army.
Recommend conducting supplier risk assessments as part of the strategic sourcing process on an ongoing basis. A relationship should be established with suppliers so that risks can be assessed, achieve a better understanding of the strategic direction of the supplier, and determine financial health of suppliers.
Procurement’s focus needs to shift from lowest cost to best value taking into account the supplier quality and reliability. Procurement should be involved early in the development of product or services. Recommend a process that allows for review and modification as market conditions change or strategy changes.
Recommend utilizing the Prices Paid Tool when it is fully functioning. It is a database, which has been developed as part of the FSSI. The purpose of this database is to provide visibility on the prices paid by government agencies for goods and services. It is currently in the pilot stage. This will be a useful tool in reducing total cost of ownership. This has the potential to assist with market research, negotiations and market behaviors (GSA StrategicSource.gov., n.d.b.).
The Army’s spend is in knowledge-based services which in some categories may have fewer suppliers therefore it may be necessary to negotiate cost drivers to get the best value. The Army is using a large number of Time& Material (T&M) contract type. BBP initiative requires contracting officers to consider incentive type contracts. The contract type must be tailored to each particular product or services acquisition.
The resources that the Army’s Policy and Oversight Directorate has allocated to strategic sourcing must be evaluated to determine if they are sufficient for the Directorate to fulfill its strategic sourcing mission. Establishing metrics by measuring cost savings for progress and success is an area of concern. Capturing all spend data relative to
B. CONCLUSION
Strategic sourcing promotes an acquisition process that meets government needs and ensures that government is getting the best value for taxpayer dollars (GSA StrategicSource.gov., n.d.a).
Strategic Sourcing:
Drives Efficient Government Operations
Provides visibility into spending habits
Lowers Total Cost of Ownership through data analysis
Creates commodity expertise
Enables better and more informed decisions by employees
Minimizes complexity for end-users
Improves Vendor Performance
Increases clarity of requirements
Optimizes supplier relationships
Encourages new and innovative solutions
Improves competition & contract structures
Improves vendor ability to meet performance goals
Supports Administration Goals
Helps agencies achieve the President’s savings target of $40B Enables right sizing of the acquisition workforce by minimizing redundant contracts & activities
Uses Federal acquisitions to drive sustainable and socio-economic goals
Increases transparency & accountabilityWhen implemented government-wide through the Federal Strategic Sourcing Initiative (FSSI), Strategic Sourcing also encourages cross-agency collaboration and allows the government to aggregate requirements and reduce redundant contracting activities.
not having the needed skill sets, program offices reluctance to change, no knowledge to prepare an opportunity assessment, services is difficult to sourced due to fewer suppliers, no senior leadership involvement, and lack of recognition that this is a team effort for all stakeholders.
GAO reported that officials at several agencies noted that the lack of trained acquisition personnel made it difficult to conduct an opportunity analysis and develop an informed sourcing strategy. Army also stated a need for expertise in strategic sourcing and spend analysis data, and OMB officials stated that a key challenge is the lack of strategic sourcing expertise in government. The Army’s savings thus far as a result of strategic sourcing is by far too minimal based on FY2012 data.
In 2012, OMB issued a goal for agencies to strategic source two new products or services in 2013 and 2014, which yields 10% savings (GAO)
.
APPENDIX
EXECUTIVE OFFICE OF THE PRESIDENT OFFICE OF MANAGEMENT AND BUDGET
WASHINGTON, D.C. 20503 May 20, 2005
MEMORANDUM FOR CHIEF ACQUISITION OFFICERS CHIEF FINANCIAL OFFICERS CHIEF INFORMATION OFFICERS FROM: Clay Johnson III
Deputy Director for Management
SUBJECT: Implementing Strategic Sourcing
The federal government spends approximately $300 billion on goods and services each year, and federal agencies are responsible for maximizing the value of each dollar spent. Therefore, agencies need to leverage spending to the maximum extent possible through strategic sourcing. Strategic sourcing is the collaborative and structured process of critically analyzing an organization’s spending and using this information to make business decisions about acquiring commodities and services more effectively and efficiently. This process helps agencies optimize performance, minimize price, increase achievement of socio-economic acquisition goals, evaluate total life cycle management costs, improve vendor access to business opportunities, and otherwise increase the value of each dollar spent.
Each agency’s Chief Acquisition Officer (CAO), Chief Financial Officer (CFO), and Chief Information Officer (CIO) are responsible for the overall development and implementation of the agency strategic sourcing effort, which begins with a spend analysis and the identification of commodities for which strategic sourcing should be implemented. The CAO shall lead the CAO/CFO/CIO development team and will take the following actions:
1. Not later than October 1, 2005, the CAO shall identify no fewer than three commodities that could be purchased more effectively and efficiently through the application of strategic sourcing, excluding software that could be purchased under the SmartBuy program. Agencies may include existing strategic sourcing efforts for this purpose.
2. The CAO shall lead the collaborative development of an agency-wide strategic sourcing plan in coordination with the agency CFO, CIO, representatives from the agency’s Office of Small and Disadvantaged Business Utilization, and other key stakeholders, as appropriate. The plan should reflect the application of sound program
a. Strategic Sourcing Governance—A charter should be developed outlining the members, roles, responsibilities, and operations of an agency-wide Strategic Sourcing Council and any commodity councils to be formed.
b. Strategic Sourcing Goals and Objectives—The Strategic Sourcing Council should establish annual strategic sourcing goals and objectives, by fiscal year. These goals and objectives should include existing strategic sourcing efforts, as well as prioritizing new initiatives. In addition to cost and performance goals, any strategic sourcing plan must be balanced with socio-economic goals for small businesses, small disadvantaged businesses, women-owned small businesses, veteran-owned businesses, service-disabled veteran-owned businesses, HUB-Zone and preference programs (e.g., Javits-Wagner-O’Day), and others, as appropriate.
c. Performance Measures—The agency Strategic Sourcing Council should establish agency-wide performance measures and reporting requirements in order to monitor and continuously improve the strategic sourcing program. d. Communications Strategy—The Strategic Sourcing Plan should also include a
communication strategy that clearly conveys senior management’s commitment to the effort, describes the scope of the effort, and identifies any organizational changes. The communications strategy should also include steps to make agency employees aware of awarded strategic sourcing contracts and how they are to be used.
e. Training Strategy—The plan should identify actions necessary to educate agency personnel to support effective and efficient strategic sourcing implementation and management.
3. Beginning in January 2006, the CAO shall report annually to the Office of Federal Procurement Policy (OFPP) regarding, at a minimum, reductions in the prices of goods and services, reductions in the cost of doing business, improvements in performance, and changes in achievement of socio-economic acquisition goals at the prime contract and, if possible, the subcontract level. Agencies shall develop methodologies for establishing baseline data and subsequent changes to this baseline and shall consistently apply this methodology throughout the strategic sourcing process.
Using information from the agency reports and other data sources, OFPP may identify several commodities that could be strategically sourced government-wide, and will establish an interagency structure for managing the acquisition of these commodities.
To facilitate the development of a strategic sourcing community and build a subject matter expert network, agencies shall identify a strategic sourcing point of contact. Please submit the person’s name, title, telephone number, and e-mail address to Lesley Field at OFPP by July 1, 2005 ([email protected]).
Maximizing value for taxpayers is a top priority for OMB, and I look forward to working with the acquisition community on this important initiative.
LIST OF REFERENCES
Booz Allen Hamilton. (n.d.a). CECOM rapid response—Third generation (R2-3G)
program. Retrieved from
http://www.boozallen.com/about/doingbusiness/contract-vehicles/agency- macs/r23g-es
Booz Allen Hamilton. (n.d.b). Strategic services sourcing (S3). Retrieved from
http://www.boozallen.com/about/doingbusiness/contract-vehicles/agency-macs/s3 Cerar, R. (n.d.). Increasing environmental services buying power through strategic
sourcing. Retrieved from U.S. Army Environmental Command website:
http://aec.army.mil/Portals/3/business/ssenvsvcs.pdf
Chapman, T. L., Dempsey, J. J., Ramsdell, G., & Reopel, M. R. (1997). Purchasing: No time for lone rangers. The McKinsey’s Quarterly, 2, 1.
Dadsetan, A., & Raghavan, S. (2013, June 6). DIIG current issues no. 33. The fight for
reliable federal contracting data. Washington, DC: Center for Strategic &
International Studies.
Defense Acquisition University. (n.d.). Strategic sourcing overview module. Retrieved from http://icatalog.dau.mil/onlinecatalog/courses.aspx?crs_id=254
Department of Defense, Office of Under Secretary of Defense, and Comptroller/Chief Financial Officer. (2012, February). FY2013 budget request. Retrieved from http://comptroller.defense.gov/defbudget/fy2013/FY2013_Budget_Request_Over view_Book.pdf
Department of the Navy Research, Development & Acquisition. (2008, November 18).
Assistant Secretary of Navy (ASN) memorandum, strategic sourcing governance.
Retrieved from https://www.acquisition.navy.mil/home/acquisition_one_source/ strategic_sourcing/don_strategic_sourcing_governance_charter
DPAP Defense Procurement and Acquisition Policy. (n.d.). FY2012 DoD acquisition
status report. Retrieved from the Office of the Under Secretary of Defense for
Acquisition, Technology, and Logistics (OUSD[AT&L]) website: http://www.acq.osd.mil/dpap/ss/reports.html
DPAP Defense Procurement and Acquisition Policy. (2008, May). Report to office of
management and budget. Implementation of strategic sourcing indicatives. FY07 update. Retrieved from the Office of the Under Secretary of Defense for
DPAP Defense Procurement and Acquisition Policy. (2012, August 27). Taxonomy of
services, supplies and equipment, spend analysis.
DPAP Defense Procurement and Acquisition Policy. (2013a). SSLC established to lead
government sourcing efforts. Retrieved from the Office of the Under Secretary of
Defense for Acquisition, Technology, and Logistics (OUSD[AT&L]) website: http://www.acq.osd.mil/dpap/ss/news/index.html
DPAP Defense Procurement and Acquisition Policy. (2013b). Microsoft licensing
agreement will offer IT savings to Army, Air Force, and DISA. Retrieved from the
Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics (OUSD(AT&L)) website:
http://www.acq.osd.mil/dpap/ss/news/index.html#jan23-13
DPAP Defense Procurement and Acquisition Policy. (2013c). DoD wide strategic
sourcing (DWSS). Retrieved from the Office of the Under Secretary of Defense
for Acquisition, Technology, and Logistics (OUSD[AT&L]) website: http://www.acq.osd.mil/dpap/ss/docs/DWSS-CONOPS.pdf
Ellram, L. M., & Carr, A. (1994). Strategic purchasing: A history and review of the literature. International Journal of Purchasing and Materials Management, 30(2), 10–22.
GSA StrategicSource.gov. (n.d.a). Federal strategic sourcing initiative (FSSI). Retrieved from https://strategicsourcing.gov/about-fssi-0
GSA StrategicSource.gov. (n.d.b). Prices Paid Tool. Retrieved from https://strategicsourcing.gov/prices-paid-tool
Handfield, R. (2011, January 11). What is supply chain management? Retrieved from http://scm.ncsu.edu/scm-articles/article/what-is-supply-chain-management Hawkins, T. G., Knipper, M. E., & Reed, T. S. (2013, April 1). In Proceedings from The
Tenth Annual Acquisition Research Symposium Acquisition Management:
Outcome-focused market intelligence: Extracting better value and effectiveness from strategic sourcing. Monterey, CA: Naval Postgraduate School. Retrieved from http://acquisitionresearch.org/files/FY2013/NPS-AM-13-C10P01R018- 047.pdf
Husted, C, & Reinecke, N. (2009, Summer). Improving public-sector purchasing.
McKinsey on Government, 4.
Kendall, F. (2013, April 24). Better buying power (BBP), implementation directive BBP
2.0. Washington, DC: Office of the Under Secretary of Defense for Acquisition,
Kern, D., Moser, R., Sundaresan, N., & Hartmann, E. (2011). Purchasing competence: A stakeholder-based framework for chief purchasing officers. Journal of Business
Logistics, 32(2), 122–138.
Kraljic, P. (1983, September/October). Purchasing must become supply management.
Harvard Business Review. Retrieved from http://hbr.org/1983/09/purchasing-
must-become-supply-management/ar/1
Monczka, R. M., & Petersen, K. J. (2009, December). Supply strategy implementation:
Current state and future opportunities. Tempe, AZ: CAPS Research.
Office of Management and Budget. (2005, May 20). Implementing strategic sourcing. Retrieved from The White House website:
http://www.whitehouse.gov/sites/default/files/omb/procurement/comp_src/imple menting_strategic_sourcing.pdf
Office of Management and Budget. (2009, December). Saving money and improving
government. Retrieved from The White House website:
http://www.whitehouse.gov/omb/assets/reports/2009_acquisition_contracting_im provement.pdf
Office of Management and Budget. (2012, December 5). Improving acquisition through
strategic sourcing. Retrieved from The White House website:
http://www.whitehouse.gov/sites/default/files/omb/memoranda/2013/m-13- 02_0.pdf
Office of the Assistant Secretary of the Army, Acquisition, Logistics, Technology. (2012, March). Strategic plan FY2012–2016.
OSD, Defense Procurement and Acquisition Policy. (2013, May 7). FY2012 Department
of Defense spend analysis, services, supplies and equipment overview.
Oxford Consulting Group. (2011, September 27). The U.S. Army makes a move to improve supply chain management. [Web blog post]. Retrieved from
http://info.oxford-consulting.com/blog/bid/97620/The-US-Army-makes-a-move- to-improve-supply-chain-management
Petty, A. (2013, July 23). Strategic Sourcing could save billions without harming small
businesses. Retrieved from GSA StrategicSource.gov website:
https://strategicsourcing.gov/news-events/strategic-sourcing-could-save-billions- without-harming-small-businesses-govwin
Reese, D. L., & Pohlman, D. W. (2005, Spring). Centralized purchasing, why Air Force leadership should care. Military Module. Air Force Journal of Logistics, 29(1),
Rumple, J. (2010, October 28). Air force established strategic sourcing office. Retrieved from Wright-Patterson Air Force Base website: http://www.wpafb.af.mil/news/ story.asp?id=123228597
Speier, J. (2013, April 3). Letter to director of defense procurement and acquisition
policy & strategic sourcing. Retrieved from
http://speier.house.gov/index.php?option=com_content&id=992:letter-to-director- of-defense-procurement-and-acquisition-policy-a-strategic-sourcing&Itemid=14 Supply Chain Management. (2012). Supplier category management, driving value
through the procurement organization. Houston, TX: APQC.
Turnlevel.com. (2010, April 19). Strategic sourcing on DoD e-mall. Retrieved from https://turnlevel.com/
U.S. Army Environmental Command. (n.d.). Strategic sourcing of environmental
services. Retrieved from http://www.aec.army.mil/Portals/3/business/strategic.pdf
U.S. Department of Defense, and Office of Under Secretary of Defense for Acquisition, Technology and Logistics. (n.d.a.). Department of army annual report on
strategic sourcing FY2006.
U.S. Department of Defense. Office of Under Secretary of Defense for Acquisition, Technology and Logistics. (n.d.b.). Department of defense annual report on
strategic sourcing FY2008.
U.S. Government Accountability Office. (2012, September). Strategic sourcing, Improved
and expanded use could save billions in annual procurement costs (GAO-12-
919). Retrieved from http://www.gao.gov/assets/650/648644.pdf
U.S. Government Accountability Office. (2013, April). Strategic sourcing, leading
commercial practices can help federal agencies increase savings when acquiring
services (GAO-13-417). Retrieved from
http://www.gao.gov/assets/660/653770.pdf
White House, The. (2011, November 9). Executive order 13589—Promote efficient
spending. Retrieved from http://www.whitehouse.gov/the-press-office/2011
/11/09/executive-order-promoting-efficient-spending
Wyche, L. D. (2013, March 4). Global combat support system-army and sustainment
INITIAL DISTRIBUTION LIST
1. Defense Technical Information Center Ft. Belvoir, Virginia
2. Dudley Knox Library Naval Postgraduate School Monterey, California