Mr. Ted Koufas Program Executive Officer SERVICES

Transcription

1 SPECIAL OPERATIONS FORCES INDUSTRY CONFERENCE Win Transform People Mr. Ted Koufas Program Executive Officer SERVICES

2 PEO MISSION Provide Rapid and Focused Acquisition to Special Operations Forces. VISION Trusted Experts PRINCIPLES Deliver Capability to user Expeditiously; Exploit Proven Techniques and Methods; keep Warfighters Involved Throughout Process; take Risk and Manage it! 2

3 SOF AT&L Lines of Effort Acquisition Executive Guidance LOE #2 Team with SOF Enterprise LOE #4 Exceed Agile Acquisition Expectations LOE #1 Elite Workforce LOE #3 Drive the Industry & Intellectual Network in support of SOF 3

4 FY17 Portfolios FY17 Total Dollars Internally Contracted $3,311,220,099 Product/Service Breakdown Products $1,105,610,768 33% $2,205,609,331 67% Facility Related $6,277,784 1% Construction Related $204,048 0% Logistics Management $642,846,785 29% Electronic & Communication $437,572,937 20% Equipment Related $203,187,247 9% Knowledge Based $702,674,743 32% R&D $159,895,633 7% Medical $48,586,054 2% Transportation $4,364,099 0% Total Dollars by Portfolio Category FPDS-NG data reporting 30 Sep

5 Operating Environment Policies for Management of DoDI Changes in Inventory of Contracted Level ($3M and Above) Changes to the IT Environment Brings the DODI up to date ( Definitions and Thresholds) according to Statute Traceability of Contract Execution Expenditures for as defined by the Requirements Review Boards (SRRB) NDAA 2020 Electronic Contractor Manpower Reporting (ecmra), 28 Nov 12 DepSecDef Acquisition Reform Initiatives Category Management Roles & Responsibilities for Accountability of Goods and Dynamic Environment Operational and Mission Driven FY12 and FY13 Contracted Cap, 3 Jun 12 Limited to no more than FY10 funding level for services Drives offsets for any new services or growth to existing requirements Cap is still valid 5

6 Operating Environment Transition to a data driven, managed spend model Increase transparency of requirements, performance, schedules and spend Enable better make/buy decisions Use policies and best in class training to effect positive acquisition outcomes Introduce and train acquisition workforce on new tools, capabilities and processes Enable cross-functional visibility, alignment and prioritization of requirements with commander s priorities Identify savings for mission reprioritization 6

7 SOF AT&L Acquisition Team USSOCOM ENTERPRISE Taxonomies Knowledge Based Research and Development Medical Facility Related Knowledge Based Operating Environment SWMS A Full and Open B SB Set Aside C SDVOSB GSA OASIS FEDSIM PSS Stand-Alone Contracts POTFF UEWTEP Care Coalition Provided Enablers PEO Oversight - Strategic View of Enterprise Tools & Support - Acquisition Strategy Coordinate Collaborate Synergize 22 USSOCOM Contracting HQ USSOCOM SOFSA TAKO USASOC Contracting MARSOC Offices WARCOM (E) WARCOM (W) SOJTF-A ROCs AID, RDA, POPE, Bragg, Joint SOCCENT / SOCCENT FWD 5 Commands/ 6 TSOCs AFRICOM - SOCAFRICA EUCOM - SOCEUR PACOM - SOCPAC - SOCKOR CENTCOM - SOCCENT SOUTHCOM - SOCSOUTH THREE PHASE SERVICES TRAINING Government / Contractor Relationships Training Currently Training in the HQ Requirements Writing: Understanding Best Value (Performance Trade Offs versus LPTA Manpower Augmentation) Contractor Performance Assessment Reporting System (CPARS) for CORs 7

8 Procurement Activity Levels FY17 4,500 4,000 $M Total Dollars Actions $4,063 $3,656 3,500 3,000 $3,209 16,962 $3,342 $3,148 $3,028 $3,374 2,500 15,250 13,716 2,000 11,480 11,341 11,530 11,670 1,500 1, FY11 FY12 FY13 FY14 FY15 FY16 FY17 Reporting Through 30 September

9 SOF AT&L Funding (MFP-11) 18 President s Budget $6,000 $5,000 $ Millions $4,000 $3,000 $2,024 $2,239 $2,255 $1,090 $1,190 $1,218 $1,247 OM PROC RDTE $2,000 $1,862 $2,000 $2,223 $1,840 $1,879 $1,850 $1,790 $1,000 $0 $552 $548 $644 $505 $489 $492 $478 FY16 FY17 FY18 FY19 FY20 FY21 FY22 Does not include non MFP-11 in support of SOF 9

10 SOCOM Service Requirements & Acquisition Continuous Process Mission Requirements Policy/Process HQUSSOCOM Per USSOCOM Policy: - 100% review of all service contracts by CoS/AE - Efficiencies reinvested for emerging Capability Gaps, Urgent /Emergent Requirements, and Directed Workload SOF Acquisition, Technology & Logistics Per USSOCOM Policy: - 100% Requirements/Contracts by AE reviewed annually for validation and future year resourcing requirements - Service Contracts reviewed in Execution and AE/PEO Portfolio Reviews monthly - Efficiencies reinvested for emerging Capability Gaps, Urgent /Emergent Requirements, and Directed Workload - Command Enterprise Service Contracts utilized for greater Efficiency/Effectiveness Users Stakeholders QA Reps Proj. Mgr CORs Buyers Acquisition Resource Mgt Legal PEOs Tech SB PCO Operational Commands Per USSOCOM Policy: 100% Requirements/Contracts reviewed by DCDR/CoS annually for validation and future year resourcing requirements - COMPONENT COMMANDS and TSOCs review all contracts annually 100% Review of All Contracts, Requirements & Resources* Execution 10

11 Program Executive Office - Strategic view of Enterprise & Strategic sourcing Acquisition Strategy Development Leverage HQs Contracting Framework Work With Requiring Activities To Reduce Gaps and Delays Procurement / Requirements Package Requirements Refinement Independent Government Cost Estimate (IGCE) Facilitate the Technical Evaluation Process Serve as the MDA / SSA for selected requirements Program Oversight for Cost / Schedule / Performance of Contract / Execution Trusted Provider with Responsive and Transparent Service 11

12 Best Value Continuum Analysis FY 16 Data SOCOM Contracts: Product vs Service SOCOM FY 16 Data PRODUCT SERVICE LPTA Trade-off SWMS A&B Best Value SWMS A & B Best Value FY 16 Data 37% 17.82% 63% 82.18% LPTA Tradeoff LPTA Trade-Off Data as of March

13 We are PEO Mission Support Specialist/ Executive Assistant PEO DPEO SV & PM SWMS SOF AT&L J2 / J5 TSOCs Components UEWTEP J7 J3X J1 / J3 J6 / J8 SOCS TSOCs POTFF LREC / SOFLO JSOU / SOFM Policy PCOR 13