SMC’s Acquisition Center of Excellence

Trends & Upcoming Activity

19 Apr 12

Col Chuck Helwig SMC/PID

I Didn’t Get to Go to the National Space

Symposium

Now What?

Agenda

  Acquisition Strategy Sight Picture

  Emerging Trends

  Upcoming SMC Acquisitions

SMC

IS GP MC WM RN SD IS Staff

ACE

SY

SMC Organization Structure

Historic View of Acq Strategy Development

  Lengthy, bordering on interminable   Ambiguity in Executive Director, Vice Commander and Program

Integration Director roles in strategy process   E.g., the “Vector Check”

  Lack of sight picture for PEO   Quality “inspected in” (e.g., Independent Program Assessments)

  ACE focused on process, not content

Approach

  Summer ‘11: Value stream mapped existing process   Sep: Discussed potential opportunities, stakeholder feedback, and plans

to put together a top-level process to address findings

  Oct: Presented a top-level process and how it attempts to address the findings/feedback   Made some structural updates to top-level process

  Nov: Finalized to level mature enough for a 90-day piloting period   Identified pilot program: GPS IIF Control Segment Sustainment

  Multiple programs currently utilizing parts of the new process

Pilot

  GPS IIF Control Segment Sustainment (GCS) acquisition pilot started in Nov 11

  New process includes:   ESIS – PEO involvement up-front was very helpful   Review Boards – more timely resolution of comments   Risk assessment – helped define top-level program concerns   Cadre concept – varied involvement; members had other priorities   Timing of events needing HAF approval needs to be piloted

Pilot

  GPS IIF Control Segment Sustainment (GCS) acquisition pilot started in Nov 11

  New process includes:   ESIS – PEO involvement up-front was very helpful   Review Boards – more timely resolution of comments   Risk assessment – helped define top-level program concerns   Cadre concept – varied involvement; members had other priorities   Timing of events needing HAF approval needs to be piloted

Pilot data indicates the process is not fundamentally flawed; however, more programs need to go through

Ac#vity  Plan (week) 

Actual (week)  Variance 

Go‐Ahead  1  1  0 3‐Ltr Review Board  3  3  0 

ESIS  3  4  ‐1 ASD/ASP Comple@on  7  9  ‐2 3/2‐Ltr Review Board  9  12  ‐3 

PEO ASP  10  12  ‐2 ASD 2‐Ltr Sign‐off  11  15  ‐4 

PEO ASD Sign‐off (no HAF)  12  16  ‐4 

  Process time of ~112 days   Traditional process time: 479-day

average

What’s Next

  PEO approval (imminent)   Stand up the Cadre   Instill similar discipline in solicitation development (underway

now)   Improve Source Selection process (later this year)

Recurring Themes

  Fixed price acquisitions for supplies and services  Conversions from CP to FP during Period of Performance

  Public Private Partnerships   Efficiencies   Small Business concerns   Incentive structures

Upcoming Supplies Acquisitions

  FAB-T   SBIRS GEO 5 & 6 Long Lead   Space Fence   JMS Increment 2   Net-Centric Sensors & Data Services   Eastern Range Comm Upgrade   Weather Satellite Risk Reduction (BAA)   CSM Engineering Studies   TriG (Tri-Global Nav Sat sensors)

19 acquisitions, ranging from $25M to $3.5B

Upcoming Services Acquisitions

  LISC   SMORS   OSP-3   SBIRS OS&S   SE&I for GPS and MILSATCOM   Sustainment-related efforts for GBS, WGS, GMT, AITG   Aging Surveillance   GPS IIR Sustainment Follow-On

16 acquisitions, ranging from $23M to $3.3B

Questions

Backup

Recent RFP Releases

  Supplies  AEHF 5/6 amendment  EPS – CAPS  CPASC  MILSATCOM Affordability Demo (BAA)  MGUE

  Services  SAFS  SLISS  SE&I Bridge (GP)  SE&I Bridge (MC)