Improving The Collective Acquisition Outcome: DCMA, Industry Panel

Transcription

1 Improving The Collective Acquisition Outcome: DCMA, Industry Panel Presented by: Michael E. Shields, Jr. Executive Director, Quality Assurance 14 Mar

2 Mission, Vision, and Values Mission We are the independent eyes and ears of DoD and its partners, delivering actionable acquisition insight from the factory floor to the front line around the world Vision Values Integrity Committed to the highest standards of ethical and moral behavior at all times Service Working for the benefit of our nation and putting professional responsibilities before self-interests Excellence Committed to exceptional performance in everything we do 2

3 DCMA Mission and Vision Inform and contribute to cost control and affordability Influence RFP development Increase FPRAs Commercial Item Centers Improve Prime control of subs More timely Program Assessments Detection to Prevention Examine Review Thresholds Create an agile learning organization and culture Shape the workforce of the future Develop leaders-culture of caring Strengthen technical training The Vision One team, one voice delivering global acquisition insight that matters. The Mission We are the independent eyes and ears of DoD and its partners, delivering actionable acquisition insight, from the factory floor to the front line around the world. Optimize mission execution through agile business practices Define multi-functional policy and processes Establish new CONOPs following delayer and MHA reductions Close MICP feedback loop for learning and improvements Good fiscal stewardship Achieve and sustain audit readiness Determine workload and manpower requirements Reduce facility costs by 30% 3

4 Scope of Work and Span of Control Scope of Work Total Contract Amount $6.5T Obligated Amount $2T Serviced Contractor Locations 19.5K Active Contracts 345.2K Contract Unliquidated Obligations $227.4B ACAT I (IAC, IC, ID) & II Programs 168 Aircraft Accepted 1,295 Aircraft Acceptance Flying Hours 18.1K Oversight of Government Property $162B Progress Payments $20.3B Performance-based Payments $11.2B Span of Control Civilians On-Board 11,761 Military (Active Duty 398, Reserve 114) 512 Operations Components 5 Global Locations ~1,000 Contract Offices 47 Budget Authority $1.4B Reimbursable Target $219.5M Authorize $455M in contractor payments daily FY16 Data 4

5 Presence in the U.S. DCMA Western Region: Headquarters Carson, CA DCMA Eastern Region: Headquarters Boston, MA Contract Offices: - Boeing Huntington Beach, CA - Denver, CO - Lockheed Martin Denver, CO - Lockheed Martin Sunnyvale, CA - Los Angeles, CA - Palmdale, CA - Phoenix, AZ - Raytheon, Tucson, AZ - Santa Ana, CA - Stockton, CA - NPO (NASA Product Operations), San Antonio, TX DCMA Central Region: Headquarters Chicago, IL Contract Offices: - Bell Helicopter, Forth Worth, TX - Boeing, St. Louis, MO - Chicago, IL - Dallas, TX - Dayton, OH - Detroit, MI - Huntsville, AL - Lockheed Martin, Forth Worth, TX - Twin Cities, MN - AIMO (Aircraft Integrated Maintenance Office) Operations), St. Augustine, FL Contract Offices: - Atlanta, GA - Baltimore, MD - Boeing, Philadelphia, PA - Boston, MA - Garden City, NY - Hartford, CT - Lockheed Martin, Marietta, GA - Lockheed Martin, Moorestown, NJ - Lockheed Martin, Orlando, FL - Manassas, VA - Orlando, FL - Philadelphia, PA - Raytheon, Tewksbury, MA - Sikorsky Aircraft, Stratford, CT - Springfield, NJ - APO (Aircraft Propulsion Operations), Hartford, CT - NSEO (Naval Special Emphasis Operations), Philadelphia, PA 5

6 Accomplishing Our Role: Capabilities Model Primary Product Acceptance and Proper Payment Integrating Program Support Enabling Facilities Indirect Cost Control Corporate Assessment Talent & Skills Development Contractor Effectiveness Negotiation Intelligence Mission Assurance and Industrial Base Viability Assessment Stewardship Information Technology Contract Maintenance Planning & Programming 6

7 Primary Capabilities Activities & Products 7 Primary Product Acceptance and Proper Payment Indirect Cost Control Contractor Effectiveness Negotiation Intelligence Contract Maintenance Major Activities Contract surveillance, MRBs, interim contract finance support/progress, packaging and transportation support Contractor/Insurance Pension Review, establishing final indirect cost and billing rates, review of proposals, cost analysis Analysis of accounting, EVMS, cost estimating, MMAS, property management, purchasing systems TSN work, should-cost analysis, pre-award and proposal analysis CRR, post-award orientations, administrative changes, disposing of government property, archiving files Major Products Receiving reports, payment authorizations, PQDRs, demand letters, criminal/fraud investigations FPRAs, FPRRs, Final close-out rates, billing rates, OHSCRs, cost allocations Business System Assessments TSNs, Should Cost reports, preaward surveys, proposal analysis reports Deficiency reports, contract mods, novation agreements, closed contracts Activities and Products are NOT all inclusive 7

8 Mission Demand: DCMA Across the Contract Lifecycle Business Mission: Forward Pricing Rates Cost & Pricing Support Proposal Reviews Financial Capability Reviews Pension Cost Analysis Commercial Item & Pricing Recommendations Business System Review & Approval (Accounting, Estimating) Overhead Should Cost Reviews Contract Business Analysis Repository Contract Close Out # Technical Mission: Acquisition Risk Mitigation Technical Pricing Support Quality Assurance Manufacturing/Supply Chain Risk Assessment Product Acceptance Safety Assessment Transportation Coordinator 8

9 D2P Overview Collaborative Partnerships Background: The DoD acquisition enterprise needed to make a culture change to better support the conceptual design of Better Buying Power Objective: Remove barriers which hinder effective contracting actions and to move process efficiencies up the value stream, ultimately improving the cost, performance, and schedule throughout the DoD acquisition enterprise. Solutions: Reengineer agile business processes to integrate stakeholders equities, identify inherent and performance risk, and utilize enhanced data sharing and analysis, which will result in synthesizing data in order to improve understanding and validate decision making activities Form strategic partnerships to remove barriers which hinder effectiveness and efficiencies and ultimately impact the cost, performance, and schedule throughout the DoD acquisition enterprise Develop and implement an assessment architecture that identifies D2P maturity and rewards success 9

10 Collaborative Relationships: D2P Maturity Model for CMO, Buying Command and Specific Contractor DCMA Business Capabilities Rewards: Increased authority Pilot site testing Performance awards Contractor Effectiveness Product Acceptance & Proper Payment Indirect Cost Control Quality (AS-9100) Accounting system Earned Value system Estimating system Material & Accounting system Property system Contractor Business Systems Rewards: Reduced Surveillance Increased cash flow Alignment w/commercial practices Negotiation Intelligence Contract Maintenance Resource Information Cost Savings Cost Avoidance Operational Readiness Inventory Level Back Orders Reduced Product Deficiencies Purchasing system Manufacturing (AS-6500) Buying Command/ Program Office Outcomes Rewards: Enhanced acquisition insight Improved cost/schedule/ performance 10

11 QUESTIONS 11