BB-300 - Event Cycle 1: Management of the Acquisition Function

Step 1: Acquisition Activity Procedures and Functions.

a.  Are mission and function statements clear and accurate?

b.  Is the contracting office located at a level in the organization where undue pressure will not be placed on contracting personnel?

c.  Are there current published standard operating procedures (SOPs) that govern operations of the organization (i.e. , security, visitors, etc. )? Are SOPs and other local procedural guidance stored in an electronic site that is readily available to staff?

d.  Are Procurement Instrument Identification Number (PIIN) registers maintained and numbered in accordance with DFARS 204.7003?

e.  Is the contracting office distributing the contracts to the applicable parties (e. g. , contractor, requiring activity, transportation office, administration office, finance office, and payment office)?

f.  Does the contracting function receive notification of contracting (e. g. , policy) changes, and, if so, implement the changes? Does the organization have a system in place for the distribution of policy alerts?

Step 2: Requiring Activity Coordination.

a.  Does the contracting office establish and maintain open communication with the requiring activity, and stress the importance of meaningful partnerships with the customers and contractors to ensure goals and objectives of the mission are met to the maximum extent practicable? Does the customer have an acquisition review board in place and if so, does the contracting office participate in an advisory role?

b.  Are requiring activities advised of the lead times necessary to initiate and complete the contractual obligation of funds?

c.  Is requiring activity receiving the proper approvals prior to sending the purchase request to the contracting office (e. g. , Joint Acquisition Review Board (JARB))?

d.  Is teaming a routine practice in preparing contract packages and program strategies? Does the contracting office assist in developing requirements?

e.  Has the contracting office established and maintained training material to train/educate their customers on contracting procedures (e. g. , completing a purchase request, quality assurance, lease versus purchase analysis, blanket purchase agreement (BPA), Governmentwide Commercial Purchase Card (GPC), ratifications, etc. )?

Step 3: Office Automation.

Are there any office automation issues which require Command assistance or support?

Step 4: Staffing, Facilities, and Training.

a.  Is the staffing in contracting offices adequate to support the mission? Does the staff have the skills and experience to accommodate the complexity and volume of workload within the office?

b.  Is the number and condition of office business machines (i.e. , copiers, datafax, computers, and class "A" telephone lines) adequate?

c.  Is the training received by employees (on-the-job training) timely, and adequate to support the mission?

d.  Given the frequent rotation of both civilian and military personnel in the contingency environment, are processes in place to promote continuity of contract knowledge when contract specialists or contracting officers change?

Step 5: Acquisition Reports and Reviews.

a.  Do management and contracting functions of the organization and its activities receive management reviews? Does the organization have a process in place for conducting regular self-assessments to monitor internal management controls?

b.  Are Contract Action Reports (CAR) being prepared in a timely manner, verified, and submitted for each applicable contractual action via Federal Procurement Data Systems-Next Generation (FPDS-NG) (FAR 4.6)? Are instructions and processes in place for the preparation of manual CARs if necessary to report offline awards?

c.  Are DD Forms 1547, Record of Weighted Guidelines Application, prepared in a timely manner, verified, and submitted as required (DFARS 215.404-70 and 215-404-71, and PGI 215.404-70, 215.404-71 and 215.406-3(a)(10)(B))?

d.  Are Status Reports on Specified Contract Audit Reports, required by DODD 7640.2, prepared in a timely manner, verified, and submitted as required DODD 7640.2, Enclosure 3?

e.  Are recurring reports sent to higher headquarters in a timely manner? Does the organization maintain a list of reports that designates POCs and internal due dates?

Step 6: Socio-Economic (applicable OCONUS only when theater policy promotes or requires contracting with host nation businesses; legislative permission may be required)

Are contracting officers making a reasonable effort to promote socio-economic goals by adding a socio-economic factor to the source selection process, as applicable?

Step 7: Standards of Conduct.

a.  Is the required ethics training presented at least annually? Are designated employees completing annual OGE Form 450s?

b.  Are contractors made aware of their responsibility to maintain a suitable system of internal controls to avoid improper business practices (FAR 3.1002(b))?

c.  Are organizational conflicts of interest (OCI) between potential contractors and/or subcontractors and the Government being documented, and stated in forthcoming solicitations? Is legal review being obtained?