Support the acquisition of a

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Support the acquisition of a

Each page in this pathway presents a wealth of curated knowledge from acquisition policies, guides, templates, training, reports, websites, case studies, and other resources.

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It also provides a framework for functional experts and practitioners across DoD to contribute to the collective knowledge base. This site aggregates official DoD policies, guides, references, and more. Reference Source: DoDI During this phase, the functional sponsor manages and governs the business capability and the program manager manages the technical implementation and configuration of the business system. The objective of this phase is to provide support for the business capability, including continued cybersecurity readiness and enduring support for and appropriate upgrades to the business system.

The functional lead, with the support of the program manager, leads development of capability requirements, business process design and re-engineering, and training for the business system in support of continuous process improvement.

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The functional lead and program manager jointly develop and execute tailored capability implementation plans for each new set of capability requirements addressed in this phase. The program manager will establish and manage cost, schedule, and performance metrics associated with upgrades to the approved baseline.

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Each DoD Component will determine the frequency, content, and format of these reviews and will outline these details in the capability support plan. These reviews can occur at either the program or portfolio level. The following scenarios may prompt these reviews:. Return to Defense Business Systems. Capability Support Phase.

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How to use this site Each page in this pathway presents a wealth of curated knowledge from acquisition policies, guides, templates, training, reports, websites, case studies, and other resources.

Directly quoted material is preceeded with a link to the Reference Source. Phase Description The functional lead, with the support of the program manager, leads development of capability requirements, business process design and re-engineering, and training for the business system in support of continuous process improvement.

support the acquisition of a

Capability Support Reviews Each DoD Component will determine the frequency, content, and format of these reviews and will outline these details in the capability support plan. The following scenarios may prompt these reviews: Cost growth above the approved baseline; Changes to program requirements; or Upgrades to the business system in response to approved requirements changes.Definition: Technology planning is the process of planning the technical evolution of a program or system to achieve its future vision or end-state.

Technology planning may include desired sponsor outcomes, technology forecasting and schedule projections, technology maturation requirements and planning, and technology insertion points. The goal is a defined technical end-state enabled by technology insertion over time. Note that sometimes this is referred to as "strategic technical planning" STP applied at a program level, although the preferred use of the STP term is at the enterprise or portfolio level [1].

Keywords: technology evaluation, technology plan, technology planning, technology roadmap. MITRE systems engineers SEs working on technical strategy and planning are expected to understand the vision and mission being addressed by that plan and how technology can be brought to bear on solutions to meet them. MITRE SEs are also expected to acquire and maintain insight into developing technology to provide a timely "honest broker" perspective in technology planning.

MITRE SEs are also expected to bridge user and research communities to better align government research investment and direction with future operational mission needs.

For an acquisition program, the technical direction may be defined by generating a program-level technical strategy documented in a technology plan or roadmap.

support the acquisition of a

Given the current state and constant change of technology, without common guidance, individual organizations may use their own methods and technologies in ways that can actually hinder adaptation. A technology plan provides the guidance to evolve and mature relevant technologies to address future mission needs, communicate vital information to stakeholders, provide the technical portion of the overall program plan cost and scheduleand gain strong executive support.

It should be a basis for an ongoing technology dialog between the sponsor and systems developers. Strategic technical planning embraces a wider scope than an individual program and can cover a wide range of topics.

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It can be organization or portfolio focused, enterprise-wide, or system focused. A program's technology plan may be linked to an organizational or enterprise "strategic technical plan" [2, 3]. It should also serve as the companion to the program's business or mission objectives because business or mission needs and gaps drive the technology needs. At the same time, technology evaluations inform the technical planning activity of technologies to achieve the technical vision or end-state.

The resulting technology plan serves as the roadmap for satisfying the gaps over time to achieve the end-state. These relationships are depicted in Figure 1. A technology plan is a key enabler for the systems engineering function.

support the acquisition of a

Based on the future mission or business needs, it defines a desired technical end-state to evolve toward. Because that end-state may not be achievable with current technology, it is important to determine which technologies are available now; which technologies are in development, including their maturity levels see the SEG's Assessing Technical Maturity article and which technologies do not yet exist.

This helps influence an investment strategy that can focus on and push the state of the art, and it helps identify requirements that are not achievable at all or may be cost prohibitive. Technologies requiring further investment and maturation should be assessed as part of the technical planning process. Appropriate risk should be assigned to technologies assessed as immature, with the need for concomitant mitigation plans.

At a minimum, the plan should include identification of all technology being brought to bear for the solutions, the maturation and trend of applicable technologies forecastinsertion points, required investments, and dependencies. The process of developing and implementing a technology plan should include the following activities [4]:. Evaluate the environment for innovative uses of technology.The Acquisition Strategy is a comprehensive plan that identifies and describes the acquisition approach that Program Management will follow to manage program risks and meet program objectives.

The Acquisition Strategy guides program execution across the entire program life cycle and is updated at every major milestone and review.

An approved plan is required by DoD Instruction Acquisition Strategy Main Elements [1].

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AcqLinks and References :. Acquisition Process Acquisition Strategy. Acquisition Strategy Main Elements [1] Business Strategy: Address the main contracting approach, including contract types; how competition will be sought, promoted, and sustained; source selection procedures, provisions, and sources; product support considerations; and leasing arrangements. Contracting Strategy: Explain and, to the extent necessary, provide the analysis and rationale for the contracting strategy.

Justify the use of fixed-price or cost-plus vehicles. Explain why the incentives provided were chosen and why there is confidence that they will successfully motivate the contractor to provide the performance desired by the government. Major Contract s : Identify the number and type of contracts, deliverable items, options, exit criteria, contracting plan competitive versus sole source and future down-select optionsalong with any other considerations.

Incentives: For each major contract, describe the contract incentives in detail. State how contract incentives are going to be employed to achieve required cost, schedule, and performance outcomes.

If more than one incentive is planned for a contract, the Technology Development Strategy TDS and Acquisition Strategy should explain how the incentives complement each other and do not interfere with one another. Sustainment : The acquisition strategy should provide an overview of the sustainment-related contract s and performance-based agreements, with government and industry providers describing how the integrated product support package will be acquired for the system being supported.

It should establish the requirements for each phase, and identify the critical management events.FAR Smart Matrix.

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Chapter 99 CAS. Armed Forces deployed outside the United States. For guidance on evaluating offers of foreign end products, see PGI See definition of series in 15 CFR Caribbean Basin country end product" includes petroleum or any product derived from petroleum. Communist Chinese military company means any entity, regardless of geographic location, that is—. Defense equipment means any equipment, item of supply, component, or end product purchased by DoD.

Domestic end product has the meaning given in the clauses at Eligible product means, instead of the definition in FAR Nonqualifying country means a country other than the United States or a qualifying country. Nonqualifying country component means a component mined, produced, or manufactured in a nonqualifying country. Qualifying country means a country with a reciprocal defense procurement memorandum of understanding or international agreement with the United States in which both countries agree to remove barriers to purchases of supplies produced in the other country or services performed by sources of the other country, and the memorandum or agreement complies, where applicable, with the requirements of section 36 of the Arms Export Control Act 22 U.

Accordingly, the following are qualifying countries:. Qualifying country component and qualifying country end product are defined in the clauses at Qualifying country offer means an offer of a qualifying country end product, including the price of transportation to destination. Source, when restricted by words such as foreign, domestic, or qualifying country, means the actual manufacturer or producer of the end product or component.

The term refers to a product offered for purchase under a supply contract, but for purposes of calculating the value of the end product, includes services except transportation services incidental to its supply, provided that the value of those incidental services does not exceed the value of the product itself.

Follow the procedures at PGI This test is applied to end products only and not to individual components. B For procurements covered by the World Trade Organization Government Procurement Agreement, the Under Secretary of Defense Acquisition, Technology, and Logistics has determined that it is inconsistent with the public interest to apply the Buy American statute to end products that are substantially transformed in the United States.

For example, a public interest exception may be appropriate—.

support the acquisition of a

B Except as provided in PGI A At a level above the contracting officer for acquisitions valued at or below the simplified acquisition threshold. DoD has already determined that these articles are not reasonably available from domestic sources:. A Spare or replacement parts that must be acquired from the original foreign manufacturer or supplier.

B Foreign drugs acquired by the Defense Supply Center, Philadelphia, when the Director, Pharmaceuticals Group, Directorate of Medical Materiel, determines that only the requested foreign drug will fulfill the requirements. Contracting activities must apply the evaluation procedures in Subpart For other materials, a nonavailability determination shall be approved at the levels specified in Use the estimated value of the construction materials to determine the approval level.The Product Support Strategy PSS is part of the Acquisition Strategy and addresses Product Support as in life cycle sustainment and continuous improvement of product affordability, reliability, and supportability.

It ensures that system support and life cycle affordability considerations are addressed and documented including the depot maintenance requirements and the implications of core requirements and what is expected from each of the stakeholders. The development of the product support strategy is detailed in the 12 Step Product Support Process Model. The PSS integrates sustainment considerations using outcome based metrics to drive management, design, and logistics decisions and actions.

This includes: [1]. Conducting periodic product support strategy reviews The product support strategy evolves with the maturation of the weapon system through its various life cycle phases. At Full Rate Production FRPthe LCSP should describe how the system is performing relative to the performance metrics and any required corrective actions to ensure the metrics are achieved. Reviews and revalidations of the strategy should be performed at a minimum of every 5 years or prior to each change in the strategy to ensure alignment across system, subsystem, and component levels in support of the defined best-value outcomes.

AcqLinks and References:. Product Support Manager Guidebook.An acquisition is when one company purchases most or all of another company's shares to gain control of that company.

Acquisitions, which are very common in business, may occur with the target company's approval, or in spite of its disapproval. With approval, there is often a no-shop clause during the process. We mostly hear about acquisitions of large well-known companies because these huge and significant deals tend to dominate the news.

Companies acquire other companies for various reasons. They may seek economies of scale, diversification, greater market share, increased synergy, cost reductions, or new niche offerings. Other reasons for acquisitions include those listed below. If a company wants to expand its operations to another country, buying an existing company in that country could be the easiest way to enter a foreign market.

The purchased business will already have its own personnel, a brand name, and other intangible assets, which could help to ensure that the acquiring company will start off in a new market with a solid base. Perhaps a company met with physical or logistical constraints or depleted its resources.

If a company is encumbered in this way, then it's often sounder to acquire another firm than to expand its own.

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Such a company might look for promising young companies to acquire and incorporate into its revenue stream as a new way to profit. If there is too much competition or supply, companies may look to acquisitions to reduce excess capacity, eliminate the competition, and focus on the most productive providers. Sometimes it can be more cost-efficient for a company to purchase another company that already has implemented a new technology successfully than to spend the time and money to develop the new technology itself.

Officers of companies have a fiduciary duty to perform thorough due diligence of target companies before making any acquisition.

Although technically, the words "acquisition" and " takeover " mean almost the same thing, they have different nuances on Wall Street. However, because each acquisition, takeover, and merger is a unique case, with its own peculiarities and reasons for undertaking the transaction, use of these terms tends to overlap.

Friendly acquisitions occur when the target firm agrees to be acquired; its board of directors B of D, or board approves of the acquisition. Friendly acquisitions often work toward the mutual benefit of the acquiring and target companies. Both companies develop strategies to ensure that the acquiring company purchases the appropriate assets, and they review the financial statements and other valuations for any obligations that may come with the assets.


Once both parties agree to the terms and meet any legal stipulations, the purchase proceeds. Unfriendly acquisitions, commonly known as "hostile takeovers," occur when the target company does not consent to the acquisition.

Hostile acquisitions don't have the same agreement from the target firm, and so the acquiring firm must actively purchase large stakes of the target company to gain a controlling interest, which forces the acquisition.

Even if a takeover is not exactly hostile, it implies that the firms are not equal in one or more significant ways. As the mutual fusion of two companies into one new legal entity, a merger is a more-than-friendly acquisition.IFS has extensive experience supporting federal agencies with full life-cycle acquisition process — from planning and procurement to reporting, payment, and closeout. We have successfully provided acquisition support services to a number of federal agencies contracting offices.

Keeping our acquisition professionals current with the Federal Acquisition Regulations FAR is a critical component of our success. As participants and sponsors of the leading industry trade group, NCMA, we work tirelessly to contribute and improve the growth of the profession. Because of our commitment we are looked at in the procurement community as uniquely skilled. To learn more about our approach to business, our exceptional talent pool, or our certifications, please click here.

Many agencies find themselves being asked to acquire more items, more quickly, in an increasingly complex regulatory environment, with fewer personnel and more oversight. Our key personnel have spent decades working in the federal marketplace and have the experience, knowledge, and commitment to help you navigate the complexities of the federal procurement world. We spend more time than our competitors listening to your concerns, understanding your pain points, and truly trying to walk in your shoes as we deliver our services.

Each agency is different, and we consistently strive to tailor our solutions to your unique environment. Skip to content Toggle navigation. Acquisition Support. Acquisition Support from Start to Finish. IFS maintains strong professional references demonstrating successful performance across the full acquisition spectrum. Acquisition Support Services. Acquiring goods and services on behalf of the Government is a challenging mission and is only getting more difficult by the day.

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