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The Naval Sea Systems Command (NAVSEA) procures over a
half billion dollars of Professional Support Services (PSS)
each year for its headquarters' Directorates, Program Executive
Offices (PEOs), and field activities. In order to meet
the Navy strategic sourcing wedge, NAVSEA committed to
$250M in savings by procuring PSS more efficiently. Coupled
with this need, the Office of the Secretary of Defense
(OSD) directed that 50% of all support services be procured
using performance based contracting by the year 2005. Furthermore,
NAVSEA had more than 450 separate PSS contracts supporting
its requirements. Most of these efforts were not integrated
from a Command perspective, utilized a multitude of different
processes in which to procure the services, and did not
leverage corporate buying habits or e-business to facilitate
the processes. In addition, the services were predominantly
procured via level of effort vice performance-based terms.
NAVSEA established the SeaPort Office to meet these the
NAVSEA strategic sourcing wedge and the OSD performance
based contracting directive while bringing order to NAVSEA
PSS acquisitions. The vision was to provide a faster, better,
and cheaper means in which to procure PSS. The strategy
developed in October 2000 involved a product line solution
containing three components:
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Develop and award Multiple Award IDIQ contracts
(MACs) using innovative acquisition techniques
to achieve the NAVSEA strategic wedge, to conform
to the OSD performance based contracting directive,
and to bring order to PSS acquisitions.
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Exploit existing e-business opportunities
and create an automated, intuitive, web-based,
e-procurement portal to provide services quickly
and easily in an "amazon.com" environment.
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Create a web site continually refreshing
customers and suppliers with new information, opportunities,
training, metrics and useful links to associate
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An important tactic used to implement this vision and
obtain "buy-in" was to involve senior leadership and working
level representatives in the design and implementation
of the MACs and the portal through multiple "Integrated
Product Teams (IPTs)". These IPTs continuously and aggressively
communicated the vision, strategy, and status to leadership
at all working levels.
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