Chapter 4 THE ACQUISITION PLAN AND THE SOURCE SELECTION PLAN

FAR Part 7 requires that planning take place for all procurements and gives a format for written acquisition plans. Agency regulations, in turn, identify the dollar amount and character of those procurements that will require a written acquisition plan. For example, an agency may require written plans for all procurements in excess of $1 million as well as for any other procurements that the head of the agency (or a designee) determines to be significant enough to require a written plan. Another agency may establish only $100,000 as the dollar threshold for requiring a written plan.

The FAR also requires that the head of the agency (or a designee) designate planners for an acquisition. As a practical matter, acquisition planning usually begins with an assigned program official who must—in view of the many matters that must be addressed—quickly enlist the services of a contracting officer.

THE ACQUISITION PLAN

The format prescribed in FAR 7.105 for a written acquisition plan requires that a significant number of issues be addressed. According to FAR guidelines, one part of the plan must be devoted specifically to source selection procedures. Other parts of the plan, such as the treatment of contract cost and the consideration of streamlining techniques, also directly impact how the source selection is to be conducted. An outline of the acquisition plan format is shown in Exhibit 4-1.

THE ACQUISITION TEAM

Planning for an acquisition is the joint responsibility of all members of the acquisition team and should begin as soon as a requirement (need) is identified. FAR 1.102(c) defines the acquisition team as consisting of “all participants in Government acquisition including not only representatives of the technical, supply, and procurement communities but also the customers they serve, and the contractors who provide the products and services.” In some agencies, the multidisciplinary team that is established to guide a requirement through the source selection process is known as an integrated product team.

Of particular note in the above FAR quote is the inclusion of contractors as a part of the team. It recognizes that to be a smart buyer, the government should have input from the private sector.

The FAR also makes it abundantly clear that contractor participation should not be limited to just proposal preparation and any subsequent contract performance. In FAR Part 15, which deals principally with lowest price, technically acceptable (LPTA) and trade-off acquisition, officials are encouraged to “exchange information among all interested parties from the identification of a requirement.” Those “interested parties” include potential offerors (contractors), government contracting and program personnel, and end users.

FAR Part 1 goes on to state that the role of each acquisition team member is to exercise “personal initiative” and “sound business judgment” in providing the best value to the customer. It further makes it clear that these acquisition planners have a great deal of discretion, as it provides that any acquisition strategy that is not otherwise prohibited by law (including case law), regulation, or executive order is a permissible exercise of authority. Thus the FAR encourages the use of creative acquisition techniques, including techniques designed to streamline the acquisition process.

THE SOURCE SELECTION STRATEGY

Both FAR and individual agency regulations require that acquisition planning address the source selection strategy. Often this strategy is reflected in a separate document known as the source selection plan (SSP). An SSP may be referenced in, repeated in, or attached to the acquisition plan. See Exhibit 4-2 for one agency’s version of the SSP.

THE CONTENTS OF A SOURCE SELECTION PLAN

Typically, an SSP addresses such matters as:

• Assignment of the source selection authority

•  The process to be used—LPTA or trade-off

• Evaluation factors and any significant subfactors

• The relative importance of the factors and subfactors (for trade-off)

• Socioeconomic considerations, such as the use of small businesses, small disadvantaged businesses, woman-owned businesses, and others

• The source selection organization and the persons or types of persons to be used as evaluators or advisors

• The information that will be required in proposals and the manner in which the information is to be conveyed

• Any special considerations, such as the use of multiphase selection or streamlining techniques, licenses required, or coordination required with other agencies

• Schedules and milestones

• Forms to be used, such as evaluation forms and nondisclosure forms.

Each agency establishes responsibility for preparing the plan and establishes plan approval levels.

FORMATS OF THE ACQUISITION PLAN AND SOURCE SELECTION PLANS

As may be seen in Exhibits 4-1 and 4-2, the written acquisition plan prescribed by FAR Part 7 includes information that is required in an SSP plus a great deal more.