Skip Ribbon Commands
Skip to main content
One Source
SECNAV Latest
  
  
  
  
RDA Document Page
  
RDA Section
  
RDA Document Description
  
pbsaguide0102011.pdf2.8Performance-Based Services Acquisition (PBSA) Guidebook,
  
Handbooks, Guides & Reports
DoD has developed this guidebook to help the acquisition team , and any other stakeholder, better understand the basic principles of PBSA and better implement the performance based methodologies into services acquisitions. The guidebook has the following goals: to promote performance-based strategies for services acquisitions throughout the Department of Defense; to educate acquisition workforce and highlight the key elements of performance-based services acquisition; to encourage innovative business practices within the DoD acquisition process; to promote use of the commercial market place; and to increase awareness that performance-based services acquisitions require paricipation from all stakeholders (the users, acquisition workforce personnel, and industry) to ensure the requirement is adequately satisfied.
navyilahandbooknavsop3692sep061.pdf2.8NAVSO P-3692 Independent Logistics Assessment Handbook (SEPT 2006)
  
Handbooks, Guides & Reports
This handbook outlines the Navy process and checklist for conducting an Independent Logistics Assessment (ILA).
navaloacontractguidebook25oct2007.pdf2.8Naval Open Architecture Contract Guidebook (25 October 2007)
  
Handbooks, Guides & Reports
The Naval Open Architecture Contract Guidebook is recommended for Program Managers (PMs) who are incorporating Naval Open Architecture (NOA) principles into National Security System (NSS) acquisition programs as defined by 40 U.S.C § 11101 et seq. These same principles, described later in this document, can be tailored to apply to the acquisition of any system, including those not considered to be “information intensive.”
This Guidebook contains only recommendations and is offered with the understanding that individual Program Executive Offices (PEOs) and programs must have the flexibility to adapt its principles and guidance to meet their needs. This document is intended to augment, rather than replace, existing contractual source materials such as the Federal Acquisition Regulations (FAR), the Defense Federal Acquisition Regulation Supplement (DFARS). Readers are also advised to review Assistant Secretary of the Navy (Research, Development and Acquisition)’s Memorandum on "Software Process Improvement Initiative Contract Language," dated November 17, 2006, for additional information on Navy's basic software process improvement focus. The Memo provides guidance on language to be used in a Request for Proposal (RFP) to “provide confidence to the Navy that software integrator and development contractors for Naval software systems have well-documented, standardized software processes as well as continuous software process improvement practices, equivalent to that articulated by Capability Maturity Model Integration (CMMI®) capability level 3. Further, this Memo directs that the language contained therein be included in all contracts that contain software development, acquisition, and life cycle support beginning with Request for Proposals (RFPs) issued after January 1, 2007. This version of the Naval Open Architecture Contract Guidebook contains this language.
mil20731.pdf2.8MIL-STD-2073-1C Transition Guide
  
Handbooks, Guides & Reports
Guide to assist in updating simplify packaging requirements in contracts.
implman.pdf2.8Implementation of Acquisition Reform
  
Handbooks, Guides & Reports
A 108-page manual that provides a detailed, consolidated overview of the changes and progress up to AR week 1998. Background information as well as a description of the topic areas is provided. Current web site addresses and directives are cited within the topic areas and points of contact are listed to facilitate access to additional information.
dsacbroc.pdf2.8Into the 21st Century: A Strategy for Affordability
  
Handbooks, Guides & Reports
An 8 page report on the activities and results of the Defense Systems Affordability Council. The report states DoD policy is to field high quality defense products quickly and support them responsively. Three goals have been identified to achieve this objective: (1) The average systems acquisition cycle time (measured from program start to initial operating capability) for all programs starting in FY 1999 and beyond will be 50% shorter than historical averages. (2) Reduce Logistics response time from an average of 36 days (in FY 1997) to under 18 days by FY 2000, with a stretch target of five days by FY 2005. (3) Reduce the repair cycle times for end items and repairable parts by 10% by FY 2000 and by 25% by FY 2001 compared to FY 1997 baselines.
deskguide.pdf2.8JACG Performance Risk Assessment Group Desk Guide (Aug 31, 1995)
  
Handbooks, Guides & Reports
For many years, the tri-service acquisition community has recognized that the quality of a contractor's performance on previous contracts is a good indicator of how they will perform in the future. Therefore, past performance should be an evaluation criteria on most competitively negotiated contracts. To maximize the benefits associated with using past performance information, we should not be constrained by the references contractors provide in their proposals- we should use other sources of past performance data and develop disciplined methods of collecting and sharing data among DoD services and agencies.
The first step in this process is the Joint Aeronautical Commander's Group (JACG) Performance Risk Assessment Group (PRAG) Desk Guide, which was developed under the Non-Governmental Standards Integrated Process Team by the Past Performance Subpanel. This guide incorporates the expertise reflected in existing Army and Air Force PRAG guides and in the Air Force CPARS system. The information contained in this guide is based on the "lessons learned" from years of source selections. We do not intend for the guide to be "written in stone." Acquisition practices evolve over time in response to changes in the contracting environment. Therefore, we will review the guide periodically and update it as necessary. Policy and procedures, no matter how well intentioned and carefully crafted are not substitutes for the exercise of good business judgment within the source selection process. Therefore, this desk guide is provided as a roadmap to help you obtain products and services that represent the best value to your customers and the American taxpayer -- to select contractors who will deliver quality products and services on time at reasonable prices.
cosasep011.pdf2.8Phase I Commercial Opportunity Screening Approach Results For The AN/AQS-14A (V1) and MK-105 (Mod 2/4) (September 2001)
  
Handbooks, Guides & Reports
Study Prepared For The Acquisition Reform Office And PMS 210 By Unified Industries, Incorporated September 2001
The Department of Defense (DOD) acquisition reform initiative emphasizes finding Best Value alternatives to support systems and sub-systems over their lifecycle. The Navy Acquisition Reform Office (ARO) is engaged through Program Assist Visits and in other undertakings to provide guidance on this subject. The AN/AQS-14A (V1) and MK-105 Mods 2 and 4 systems have been selected to be reviewed as candidates for Alternative Logistic Support (ALS) under the Best Value Acquisition Process. As part of the support and guidance, ARO tasked Unified Industries Inc. (UII) (via Atlantic Management Consultants) to use the NAVICP developed Best Value Opportunity Screening Process (BVOSP) on these systems and to provide a recommendation based on the results of the BVOSP. If pursuit of commercial support is indicated by the BVOSP, a Business Case Analysis (BCA) would be conducted to further evaluate the commercial support opportunities.
This report represents the findings for Phase I of the NAVICP BVOSP. Phase I consists of using the Commercial Support Screening Tool (CSST) to screen specific systems/subsystems for the potential to provide alternative logistic support through commercial sources. Essentially, this tool provides a method to analyze whether or not pursuit of commercial logistic support makes sense.
blueprnt.pdf2.8Partnering for Success: Blueprint for Promoting Government-Industry Communication and Teamwork
  
Handbooks, Guides & Reports
A guidebook published by US Army Materiel Command that discusses four steps in detail: Getting Started, Communicating with Industry, Conducting the Workshop and Developing the Charter, and Making it Happen. This model has been used successfully by several AMC procuring activities. When using the Partnering process, the participants are free to tailor this methodology as necessary to achieve the objectives of their particular program. However, each basic step of the process is important and should not be overlooked.
acq05rptimpl.pdf2.8Implementation of the Acquisition Workforce 2005 Task Force Recommendations (March 2002)
  
Handbooks, Guides & Reports
This report is being submitted in response to the National Defense Authorization Act for Fiscal Year 2002, Public Law 107-107, Section 825, which asked the Secretary of Defense to report to the Committees on Armed Services of the Senate and the House of Representatives on the extent of the implementation of the recommendations set forth in the final report of the Defense Acquisition 2005 Task Force, entitled “ Shaping the Civilian Acquisition Workforce of the Future.”
94gao.pdf2.8Partnerships: Customer-Supplier Relationships can be Improved through Partnering
  
Handbooks, Guides & Reports
A study to look at various cooperative, private sector business relationships called "partnering." A partnership among organizations is a relationship that requires an understanding of each other¿s needs, common goals, commitment, trust, communication, and a willingness to work through problems. Specifically, the study was to identify (1) the decision making process for forming partnerships, (2) the practices used in managing these relationships, including the contract terms that govern these relationships and the safeguards needed to ensure accountability and minimize risks and (3) the benefits achieved from private sector partnerships and the potential for benefits in the Department of Defense (DOD). The study also determined whether companies in successful partnerships have common characteristics.
2012111ilahandbookfinal4.pdf2.8Independent Logistics Assessment Handbook - NAVSO P-3692 (Sept 2012)
  
Handbooks, Guides & Reports
Use of this guide to conduct ILAs on all DoN Acquisition Category (ACAT) programs will help ensure supportable, sustainable and cost effective systems are acquired and fielded with the required support systems fully in place for the warfighter to effectively conduct their mission.