SD-2 Dod Acquisitions Buying Commercial Items And Nondevelopmental ItemsThis document offers guidance on acquisitions involving all types of commercial and nondevelopmental items: systems, subsystems, assemblies, parts, and items of supply. Commercial services are also addressed.This document does not present a “cookbook” approach to the acquisition of commercial and nondevelopmental items; such an approach could not accommodate the vast array of potential applications. It does offer lessons learned and things to consider when participating on an integrated product team.

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Successful programs also must recognize the challenges of using commercial services. For ex- ample, outsourcing DoD functions to commercial providers allows the military to concentrate its resources on core combat-related functions. However, once the transition to a commercial service provider has taken place, it may be difficult and expensive to reconstitute organic capa- bility if that becomes necessary.Therefore, before deciding to outsource a DoD function, the risks and benefits should be carefully analyzed.

Another challenge involving commercial services in a DoD environment is security. One factor potentially limiting the use of commercial services is the willingness and ability of a commercial service provider to obtain security clearances for personnel who may need access

to secure facilities in order to perform the services.The need for any security clearances should be addressed in the statement of work.

Deployment issues pose another challenge for DoD and commercial service providers. Costs for commercial services can increase dramatically if civilian contractor personnel must be de- ployed to a combat area. Civilian contractor personnel may demand high salaries to compensate for potential risks when performing work in a military theater of operations.

Another potential deployment issue concerns the overlap of contractual requirements with military command and control. Issues that need to be addressed include what duties the con- tractor is contractually required to perform, what organizations they report to, and who has au- thority to direct the actions of contractors in a military theater.

DoD, the State Department, and other government agencies may all be operating simultane- ously in a military theater, each with their own contracts with commercial service providers. The coordination and interaction of different agencies, along with their subcontractors, are im- portant planning and operational considerations. Agencies must work together to clearly define the operational parameters to which their commercial contractors are expected to adhere.

Who Should Be Involved?

As in any acquisition, when considering commercial items or NDIs, stakeholder involvement is crucial to a successful program. Key stakeholders include the customer or end user, program manager, contracting officer and other contract specialists, and acquisition personnel.

For a large or complex acquisition, an integrated product team (IPT) should be established. An IPT is a multidisciplinary group of people who are collectively responsible for delivering a defined product or process. In addition to the key stakeholders, the IPT should include mem- bers of the systems engineering, production, fielding/deployment, and operational support and logistics communities in order to optimize the design, manufacturing, business, and supportabil- ity processes.