MIL-HDBK-502 - Barringer and Associates, Inc.

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MIL-HDBK-502: ACQUISITIONALOGISTICSThe Logistician’s Role in Development of Section LAcquisition logistics involvement in major planning and program effortssuch as life cycle cost management, design to cost management, andmanagement of information systems should be described.The logistician should ensure that in this section the offeror identifieswhere the logistics management effort is located within the overallorganization structure and defines the logistics manager’s functionalrelationship with other managers. Information which may be requiredincludes:• systems engineering• system safety• testing• reliability• maintainability• support equipment• hazardous materials management8.4.14 Section M: Evaluation Factors for AwardFor industry, SectionM is the proposalmanager’s primaryfocus. If the proposaldoes not do wellagainst the evaluationcriteria, it loses.Critical logisticalfactors must becontained in SectionM to be guaranteedserious considerationby the offeror.Section M conveys the basis for evaluation of the proposals received.Evaluation factors must be measurable, meaningful, traceable, and limitedto contractor controllable items.Remember that the solicitation you prepare will be used to evaluate theofferors' proposals. The criteria included in the solicitation must beconsistent with service policy. This consistency requires tailoring theevaluation criteria or program characteristics. Define the criteria carefullyin order to identify the rank order of importance of technical, logistics,costs, schedule, past performance, and other factors as set forth in thesource selection plan.If the acquisition logistics is to be meaningful, its rank and value inselection process will be clear. Fully defined criteria:• Indicate that the government decision makers have thought outtheir priorities.• Inform the offerors of the order of importance the governmenthas attached to the major needs.8-17
MIL-HDBK-502: ACQUISITIONALOGISTICS8.5 SUMMARYThe goal of this overview of the logistics inputs to solicitations andcontracts has been to make you realize that the acquisition logistician has amajor contribution to make to these documents. It is even more importantthat you realize these inputs are not made unilaterally. Considerableinterface with the other parties—the program manager; the users; andrepresentatives from engineering, contracting, and other supportagencies—is necessary. Start working early with these groups throughIPTs, partnering, and teaming. Sometimes we overlook data acquisitionlogistics during planning, and we continually live with program changesthat require crisis management, but in general we can minimize the impactof these situations if we follow a few basic guidelines.• Do thorough front-end planning.• Clearly and concisely identify requirements in the solicitationand contract.• Use the expert personnel resources available for initial planningand problem resolution.• Be prepared to cope with the oversights and program changes.• Maintain the goal of optimizing supportability with cost,schedule, and performance.• Work through IPTs, partnering, and teaming.Since the operating and maintenance costs of the average system are nownearly 60% of its total life cycle cost, the logistician has a tremendousresponsibility. Providing thorough and proper logistics inputs to thesolicitation and eventual contract is one of the major steps on the road tosupportability for our future weapon systems.8.6 ADDITIONAL INFORMATIONThe Federal Acquisition RegulationDefense Federal Acquisition Regulation Supplement8-18
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MIL-HDBK-502 - Barringer and Associates, Inc.

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