1. business and industrial
2. company
3. merger and acquisition

Acquisition Strategy Briefing Template
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This template is TMA’s preferred model for briefing the Decision Authority
(DA) for acquisitions of services. It is designed to guide the user through the
myriad of topics and issues to be addressed in an acquisition strategy.
Each strategy should address those topics that apply.
The basic goal of this briefing is to demonstrate to the DA a well thought-out
acquisition strategy that considered all the important issues.
This template addresses all of the potential areas DoD and TMA require to
be addressed when discussing a particular program strategy.
– See DODI 5000.02 Enclosure 9 and TMA TAD 37-01 for specific
guidance for acquisitions of services.
Additional guidance is provided in the ‘Speaker's Notes’ associated with each
slide in this briefing.
Sample charts are provided for some areas. If the sample charts are not
appropriate for your presentation, alternate charts may be used consistent
with the type of information and the specifics of your acquisition.
December 2012
1
Acquisition Strategy Briefing
[Program Name]
Name
Office
Date of Briefing
Version #
• The information contained in this briefing is Source Selection
Information. It may not be disclosed to anyone not a member of
the established source selection organization without the
approval of the Source Selection Authority or the Contracting
Officer
3
Overview
4
Overview
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Overview
Requirements Development & Market Intelligence
Acquisition Planning
Risk Mitigation
Contract Parameters
Contract Oversight & Performance Evaluation
What Worries Me
Recommendation
Backup
5
Overview
Don’t wait to the end to bring up the negatives!
• Bottom Line Up Front
– Decisions you are requesting
• Approve Acquisition Strategy
• Approve applicable delegations
– Major issues
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Stakeholder Issues
Significant Risks
Contractor to Government In-sourcing
Organizational/Personal Conflicts of Interest
Other Concerns
– Proposed Deviations and/or Waivers (if applicable)
6
Overview
Multifunctional Team
Title
Name
Requiring Activity Manager
Deputy Requiring Activity
Manager
Project Lead
Contracting Officer
Quality Assurance Manager
Legal Advisor
End-user Representative
7
(Delete if end user is already represented)
Overview
Requirements/Direction
Requirement is for: (briefly describe)
Using Organization(s):
SRVD Approval Date:
Decision Authority
Decision Authority:
Coordinating Organizations:
- COD-A, COD-FC, CIO, etc
Financial Data
Acquisition Strategy Discussion
Est. Total Contract Value:
PSC:
Fund Type:
Competitive:
Fund Source:
Contract Type:
Contract PoP:
Proposed Deviations & Waivers:
Estimated Contract Award Date:
Start Date:
8
Overview
• Program goals and objectives
– Aligned to mission & focused on the desired results
• Service Level? Cost? Availability?
– Should be specific and quantifiable
• Examples
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Complete and uninterrupted support 24/7
Conduct a study
Perform contract support
Perform program management support
9
Requirements Development
& Market Intelligence
10
Requirements Development & Market Intelligence
– Requirements Development
• How was requirement previously satisfied
• Historical Overview (existing contract)
 Current contract scope & PoP
 Expiration date? Extensions?
 $XXXM Value - $XX million/year
• Requirements changes from previous contract
– Impact of in-sourcing
– Expanded, Reduced, Eliminated?
– Discuss any changes as well as any lessons learned/things you’re
fixing, etc, that are being included in new requirement
• If planning sole source, detail authority and plans for future opportunities
for competition
11
Requirements Development & Market Intelligence
• Market Intelligence
– Provide analysis of the market for this service
• Market Research Activities
– Detail market research activities
See notes for additional thoughts on what Market
Intelligence and Market Research may include
Use as many charts as necessary
12
Requirements Development & Market Intelligence
– Small Business
•
Small Business capability survey
• Is this acquisition appropriate for Small Business set-aside?
– If so, what are your recommendations?
– Bundling or consolidation decision
– Is this acquisition appropriate for full and open competition?
• Subcontracting plan (if applicable)
• Describe your approach for incorporating SB subcontracting goals into
your overall acquisition strategy
• Identify the SB subcontracting goals
• Describe how SB subcontracting plans will be evaluated
• Identify planned contract incentives to encourage aggressive SB
subcontracting
Requirements Development & Market Intelligence
Conclusions of Requirements Development & Market
Intelligence (e.g., How did your market intelligence
activities shape your requirement/strategy?)
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Acquisition Planning
15
Acquisition Planning
• Proposed acquisition strategy
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Competitive or sole source?
Period of performance
Contract Type (single or multiple award, IDIQ, etc)
CLIN Types (e.g., mix of FP and CR)
• Rationale for proposed strategy
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Acquisition Planning
• Contract Incentives
As Applicable
– Proposed incentives and standards for metrics
• Targets for incentives and measures for success
• Value added and expectations
• Required Waivers or Deviations
– Note waivers or deviations that require prior approval
– Approval level
– N/A if not applicable
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Acquisition Planning Milestones
KICKOFF MEETING/IPT
REQUIREMENTS APPROVAL
MARKET INTELLIGENCE / RFI SYNOPSIS
PEER REVIEW
ACQUISITION STRATEGY/SOURCE SELECTION PLAN BRIEFING
J&A/ACQUISITION PLAN (or Acq Strategy) APPROVAL
DPAP NOTIFICATION/COORDINATION (as applicable)
DRAFT RFP RELEASE
FEDBIZOPS SYNOPSIS OF FORMAL RFP
PRESOLICITATION CONFERENCE (if Comp)
PEER REVIEW
Example -- Change as Applicable
RFP RELEASE
Date
PAST PERFORMANCE RECEIVED
Date
PREPROPOSAL CONFERENCE (if Comp)
PROPOSALS RECEIVED
INITIAL EVALUATION BRIEFING
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Date
Date
Date
Date
Date
Date
Date
Date
Date
Date
Date
Date
Date
Include necessary
team training (DAU, etc.)
Date
RELEASE EVALUATION NOTICES
Date
FINAL PROPOSAL REVISIONS BRIEF
Date
REQUEST FINAL PROPOSAL REVISIONS / CLOSE DISCUSSIONS
Date
FPR RECEIPT
Date
FINAL DECISION BRIEF
Date
SSA DECISION
Date
PEER REVIEW
Date
CONGRESSIONAL NOTIFICATION (as applicable)
Date
CONTRACT AWARD
Date
DEBRIEFINGS (if Comp/if requested)
Date
Acquisition Planning
$ in
Millions
PhaseIn
FY13
FY14 FY15 FY16 FY17
Program
Total
Independent Government Estimate
9.2
24.5
52.1
55.0
62.3
65.8
268.9
35.5
38.0
40.6
259.0
19.5
24.3
25.2
9.9
Projected Budget
6.3
15.6
33.3
Delta
2.9
8.9
18.8
• Discuss cost-sharing arrangements if applicable.
Conclusions on cost/budget analysis/issues
Example -- Change as Applicable
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Acquisition Planning
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Source Selection Procedures
– Performance price trade-off (PPT)
– Performance is approximately equal to price
Evaluation Criteria: All subfactors are equal in importance and are not in
descending order
– Technical Capability (Pass/Fail)
• Subfactor 1: (ex. Logistics Support)
• Subfactor 2: (ex. Program Management)
• Subfactor 3: (ex. Transition Phase In/Out)
– Past Performance
• Recent and Relevant Performance within X years prior to release of
RFP
– Maximum of X contracts for prime contractor and maximum of Y
contracts for proposed major subcontractors
– Cost/Price
• Realistic, reasonable & balanced
• Methodology: (ex. sample tasks)
Example--Change as Applicable to Acquisition
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Acquisition Planning
Example
SSAC Chair
Price/Contract Documents
Lead
Pricing Rep
Contracting Rep
SSA
SSET
Chair –
Co-Chair –
Technical Capability Lead
Technical Rep
Technical Rep
Advisors
Past
Performance
Lead
Technical Rep
Technical Rep
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Risk Management
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Risk Management
Risk Mitigation: Discuss various mitigation strategies to
address risks
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Risk Areas—Performance, Cost, Schedule
Low
Mod
High
Mitigation Plan
Risk Areas
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Mitigation Plan
Risk Areas
Mitigation Plan
Risk workshop or similar training
completed -- Date
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Risk Management
Potential Evaluation
Area
Risk Assessment
RFP Sec M
Evaluation
Criteria
Evaluation
Area
Risk Assessment
Low
Evaluation
Area
Risk Assessment
High
Evaluation
Criteria
Evaluation
Area
Risk Assessment
High
Evaluation
Criteria
Evaluation
Area
Risk Assessment
Low
Evaluation
Area
Risk Assessment
Moderate
Evaluation
Area
Risk Assessment
Low
Evaluation
Area
Risk Assessment
Low
Evaluation
Area
Risk Assessment
Moderate
Evaluation
Criteria
Evaluation
Criteria
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Risk Management
• Possible issues
As Applicable
– Technical
• Data rights, compliance based restraints (environmental, safety, etc)
– Contractor to Government In-sourcing
– Potential OCI issues to include inherently governmental
functions/closely related to inherently governmental functions
– Other significant issues
• e.g. pending legislation (both program related and service specific
impacts), DOL wage determinations, union agreements, etc
Use as many charts as necessary
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Risk Management
• Contractor Support
As Applicable
– List contractors on staff supporting requirements development
and/or source selection
– List by name, company, roles and responsibilities
– Identify and evaluate potential organizational conflicts of interest
– Discuss your plans to avoid, neutralize, or mitigate
Use as many charts as necessary
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Risk Management
Conclusions of Risk Assessment
(e.g., How did your risk analysis shape your acquisition
planning?)
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CONTRACT PARAMETERS
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Contract Parameters
• Award:
– e.g., single contract, multiple award contract
• Duration:
– Base period and all option periods to include phase-in
• Pricing arrangement:
– e.g., fixed price, cost reimbursement, time and materials, labor
hour, or variations, based on guidance in FAR Parts 12 and 16
• Special clauses (H clauses)
– e.g., Organizational Conflict of Interest mitigation plan
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Contract Parameters
• Contract/Task Order CLIN Structure
– 0001 - Firm Fixed Price (FFP): For static low risk services or straight advisory
service with deliverable outcome
– 0002 - Cost Plus Incentive Fee (CPIF): Requirements that incentivizes the
contractor with objective metric data and measurable performance
– 0003 - Labor Hour (L/H): For higher risk, level of effort, assistance on
projects or to fill gaps (surge requirements)
– 0004 - Travel (Cost reimbursable): Allowable travel costs (i.e. training,
conferences, site visits, exercises)
– 0005 - Incidental Material (Cost reimbursable): Material for requirements that
may have a deliverable (i.e. software and/or hardware or incidental to the
overall project)
– 0006 - Contract Data Requirement List (CDRL)
Example -- Change as Applicable
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CONTRACT OVERSIGHT AND
PERFORMANCE EVALUATION
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Contract Oversight & Performance Evaluation
– Describe your approach for managing performance on this program
– Who is responsible/accountable for gathering/managing performance
information?
– Level of experience of appointed personnel; full/part-time duties;
training
– What processes/methods will be used to identify and remediate
performance issues?
– What efforts will be taken to identify ways to seek performance
improvements? How will performance issues be communicated and
resolved?
Examples
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Contract Oversight & Performance Evaluation
Service Delivery Summary Items
TASK
STANDARD
Productivity Efficiency IAW PWS Para
6.2
Productivity efficiency rating of 80% (standard hours divided
by clocked hours). To receive a Satisfactory , the Contractor
must have an efficiency rating of 75% to 80%. To receive an
Excellent, the Contractor must have an efficiency rating of 80%
or more. An “Unacceptable” will be assessed if the Contractor
has an efficiency rate of less than 75%.
Phase/Preservation/Depreservation IAW
PWS Para 4.6
To be based on meeting contract requirements for quality and
# of problems noted during inspections by QA personnel
following completion of phase, preservation, depreservation
or special inspections for each reporting period. Performance
will be scored as follows: To receive a score of Satisfactory,
there may be no more than 5 minor discrepancies. To receive
an “Excellent”, the Contractor must have no more than 2
minor discrepancies. An unacceptable will be assessed if the
Contractor’s performance did not meet most contractual
requirements and/or had more than 5 minor discrepancies
during the reporting period.
Example -- Change as Applicable
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Contract Oversight & Performance Evaluation
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Inspection Methods and Frequency
Incentives for Successful Performance
Example-- Change as Applicable
– Options Exercised
– Favorable CPARS
Unacceptable Performance - Failure to Meet Performance Standards
– Negative CPAR ratings, Re-performance at no additional cost to the
Government, Reduction in Contract Price, etc.
Quality Assurance Approach
• All CORs - Standardized CO or QAPC led training & CO led training
• CORs will inspect performance IAW Quality Assurance Surveillance
Plan and Quality Control Plan
PMRs
– Held quarterly; more frequently if needed
– Emphasis on overall performance and process improvement
Annual Execution Reviews/Post Award Peer Reviews
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WHAT WORRIES ME
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What Worries Me
• Discuss political issues (if applicable)
– Specific member or staffer interest
– Congressional language or budgetary earmarks
• Discuss any issues that are of a particular concern to the PEO
– Ex. OSD oversight issues
– Ex. Funding instability
• Explain how you intend to track these areas specifically and report to
the SSA any problems
This is an opportunity to communicate internal concerns to the SSA
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RECOMMENDATION
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Recommendation
• Approve this Acquisition Strategy
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Performance Price Trade-off with Technical Factors
Full & Open Competition
5 Year Contract – 1 Year Base and (4) 1 Year Options
FPIF
• Provide approval to proceed for applicable Determinations and
Findings:
– Waivers, etc
• Issue the Decision Memorandum signifying approval of the above
Example -- Change as Applicable
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