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We evaluate the Department of Defense (DOD) Procurement Acquisition Lead Time (PALT), as it produces a vital role toward the fielding weapon systems to support our warfighters at the speed of relevance. We examine the roles of the contracting processes and associated PALT by gaining knowledge based off previous topic-related research including but not limited to: peer-review articles, theses, governing regulations, and real-life PALT data provided by a Naval Surface Warfare Center. We discuss the impact on actual real-world situations such as political agendas and worldwide events similar to the pandemic, and how it plays a role on PALT today and the influence that may arise as a nation. We studied the acquisition professional’s duties at the higher-level DOD Program Objective Memorandum (POM) and the Planning, Programming, Budgeting, and Execution (PPBE) process. From this analysis, we developed recommendations for acquisition professionals to effectively and efficiently navigate within the constraint of the POM and PPBE five-year cycle.

We evaluate the Department of Defense (DOD) Procurement Acquisition Lead Time (PALT), as it produces a vital role toward the fielding weapon systems to support our warfighters at the speed of relevance. We examine the roles of the contracting processes and associated PALT by gaining knowledge based off previous topic-related research including but not limited to: peer-review articles, theses, governing regulations, and real-life PALT data provided by a Naval Surface Warfare Center. We discuss the impact on actual real-world situations such as political agendas and worldwide events similar to the pandemic, and how it plays a role on PALT today and the influence that may arise as a nation. We studied the acquisition professional’s duties at the higher-level DOD Program Objective Memorandum (POM) and the Planning, Programming, Budgeting, and Execution (PPBE) process. From this analysis, we developed recommendations for acquisition professionals to effectively and efficiently navigate within the constraint of the POM and PPBE five-year cycle., Civilian, Department of the Navy, Civilian, Department of the Navy, Civilian, Department of the Navy, Approved for public release. Distribution is unlimited.

The purpose of this research is to analyze and measure the effectiveness of the guidance for identification, development, certification, and management of contracting officer’s representatives (CORs) within the Department of Defense (DoD) in comparison to Federal Acquisition Certification for Contracting Officer’s Representatives (FAC-CORs). The research team utilized responses from the DoD COR Competencies Survey and provided recommendations on its findings to improve training and technical competency structures in order to leverage best practices from the FAC-COR structures. Although the research did not demonstrate a statistically significant difference in proficiencies between DoD-CORs and FAC-CORs, the results demonstrated a strong correlation between time-spent and proficiencies, which allows for areas of further research. Regarding the proficiencies of the DoD-CORs and FAC-CORs, it is evident that there are areas the DoD can improve through coordination with FAC-CORs and Federal Acquisition Institute., http://archive.org/details/acomparativeanal1094562859, Civilian, Department of the Navy, Civilian, Department of the Army, Approved for public release; distribution is unlimited.

The purpose of this research is to analyze and measure the effectiveness of the guidance for identification, development, certification, and management of contracting officer’s representatives (CORs) within the Department of Defense (DoD) in comparison to Federal Acquisition Certification for Contracting Officer’s Representatives (FAC-CORs). The research team utilized responses from the DoD COR Competencies Survey and provided recommendations on its findings to improve training and technical competency structures in order to leverage best practices from the FAC-COR structures. Although the research did not demonstrate a statistically significant difference in proficiencies between DoD-CORs and FAC-CORs, the results demonstrated a strong correlation between time-spent and proficiencies, which allows for areas of further research. Regarding the proficiencies of the DoD-CORs and FAC-CORs, it is evident that there are areas the DoD can improve through coordination with FAC-CORs and Federal Acquisition Institute.

PR, IFPRI3; ISI, PHND