CC-502  Contracting Functions Under Deployed Conditions

(a)  In providing contingency contracting support, CCOs will perform tasks required by established OPLANs, contingency support plans, and this appendix. Generally, contracting support of deployment operations takes place in four phases. Each of the phases is described below. The activities normally associated with a particular phase can be found in the accompanying Informational Guidance section:

(1)  Initial Deployment. This is normally the first 30-45 days of a deployment and is characterized by an extremely high operating tempo, confusion, and controlled chaos. The contingency contracting officer's (CCO) first priority will be to respond to basic life support requirements. During this phase, CCOs may find themselves in the undesirable position of being the requestor, approving official, certifying officer, and transportation office for deliveries. Detailed planning can preclude some of these additional duties; however, physical limitations on the number of support personnel deployed in the early stages of a contingency will require a high degree of flexibility on the part of the CCO. Contracted support will generally be used to provide basic life support and other selected functions. The actual mix of contracting or other support mechanisms such as HNS will be based on risk, reliability, and availability of these various sources of support. Maximum use of existing "peacetime" contracting arrangements should be considered. Contracting at this time of the operation is generally focused on expediting contract award. For specific activities associated with the Initial Deployment Phase, go to IGCC-502 (a)(1);

(2)  Build-up/Employment of Forces. Also known as reception, staging, onward movement, and integration (RSOI). During this phase, contracting personnel (military and civilian) and contractor personnel will continue to arrive, though not necessarily at a rate commensurate with the number of troops to be supported. In major operations, a mix of theater support and external support contracts, including AFCAP, and DLA prime vendor contracts may be extensively utilized. At this time, the comptroller may implement a formal acquisition review board process to review and make recommendations for common use logistics support requirements to include determining the specific source of support and provide prioritization of these requirements to the appropriate organization required to provide this support. During this period, a more rigid purchase request system should be established. Theater support contracting efforts will still be heavily involved with the acquisition of basic troop support requirements that are not covered by CAP task orders or other means of support. Contracting should move from the SF44 to more long-term contracting arrangements such as SF1449, Solicitation/Contract/Order for Commercial Items, or blanket purchase agreements. For specific activities associated with the Build-up/RSOI Phase, go to IGCC-502 (a)(2);

(3)  Sustainment. The sustainment stage of the contracting support covers the period from RSOI until redeployment begins. This stage is characterized by a focus on file documentation, cost reduction, and establishing business efficiencies. At this stage, the contracting officer's role may change from a strict focus on requirements fulfillment to a role of a business advisor. During this stage customers should proceed with a deliberate plan of action to attempt to move away from cost-plus award-fee CAP task orders and emergency procurement towards long-term contracts, such as indefinite delivery/indefinite quantity or requirements contracts. Requirements will become more defined and consolidated and the use of performance based contracting methods will be maximized when possible. The transition of CAP task orders to long-term theater support contacts is dependent on specific mission factors such as threat-level and the availability of reliable, local commercial vendor base. It is also important to note that this transition away from CAP task orders is very manpower intensive and may quickly over task the deployed contracting unit's capabilities. For specific activities associated with the Sustainment Phase, go to IGCC-502 (a)(3);

(4)  Termination/Redeployment. At this point in the contingency, long-term business arrangements with contractors should become evident in a transition to either final contract closeout or what would be considered normal peacetime business practices. This phase is characterized by significant pressure and urgency to send the troops home. Typical new requirements include packing, crating and freight services; construction and operation of wash racks for vehicles. The CCO will be required to terminate and close out existing contracts/orders. Ratifications and claims must be processed to completion. Contracting for life support services and base operations must continue until the last troop leaves. Often, the CCO can expect to be one of the last persons to leave the area. To the extent any contracts remain open at the end of an operation, arrangements should be made to transition them to successor organizations such as permanent organizational elements. For specific activities associated with the Termination/Redeployment Phase, go to IGCC-502 (a)(4).