Several pathways, not one process
Defense acquisition is organised around pathways set in statute, each built for a different kind of need. For urgent operational needs, the Secretary of Defense prescribes procedures for the urgent acquisition and deployment of the capabilities needed 1.
The middle tier covers programs or projects intended to be completed in a period of two to five years 2. Its rapid prototyping pathway uses innovative technologies to rapidly develop fieldable prototypes that demonstrate new capabilities and meet emerging military needs 3; its rapid fielding pathway uses proven technologies to field production quantities of new or upgraded systems with minimal development required 4.
Software has pathways of its own, for the efficient and effective acquisition, development, integration and timely delivery of software and covered hardware 5.
Then there are major defense acquisition programs (MDAPs). A program can be one because the Secretary of Defense designates it 6 or because of the expenditure the Secretary of Defense estimates it will require 7. The statute excludes programs or projects carried out on the middle-tier rapid fielding or rapid prototyping pathway 8, so the pathway a program uses changes which major-program rules apply to it.
Decisions, phases and the person who makes them
Programs move in phases, and someone decides each move. The milestone decision authority is the official designated with overall responsibility and authority for acquisition decisions for the program or system, including authority to approve entry into the next phase of the acquisition process 9.
The FAR's major system policy shows why the early phases matter most to a supplier. Agencies acquiring major systems express needs and program objectives in terms of the agency's mission, not specified systems 10; focus resources and special management attention on the initial stage of major programs 11; and sustain effective competition between alternative system concepts and sources for as long as it is beneficial 12.
Engaging a program office the right way
Talk to the government early, inside the rules. General information about agency mission needs and future requirements may be disclosed at any time 13, and one-on-one meetings with potential offerors are among the techniques FAR 15.201 names for early exchanges 14. After the solicitation is released, the contracting officer must be the focal point of any exchange with potential offerors 15.
Use data to find the conversation. Bids2Bank's Contracts Ending Soon tab lists contracts about to be re-competed 16, and Where the Money Goes accepts a DIBBS supply class because USAspending files that class as the PSC 17. Treat a same-buyer contract ending soon as a lead on who holds the work today, not proof 18.
Worked example. Contractor L makes a ruggedised power module. Its map shows that one target program is on the rapid fielding pathway, buying proven items in production quantity, while another is still comparing concepts. It offers the first program a qualified product with delivery data, and offers the second a short demonstration and a white paper framed around the mission need, not a part number.
Indented paragraphs are invented worked examples. Tool links open Bids2Bank and need a free account.
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