An analysis of current Operational Contract Support planning doctrine
Kimsey, Sara D.
Yoder, E. Cory
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The purpose of this project is to analyze Operational Contract Support (OCS) planning doctrine for maturity and applicability to single services. In the OCS Initial Capabilities Document, the Department of Defense declared OCS a core defense capability. Service components are participating in numerous initiatives to institutionalize this function through the creation of resources spanning doctrine, organization, training, material, leadership, education, personnel, facilities and policy (DOTMLPF-P). This project argues for the balanced development of OCS planning acquisition and non-acquisition focused resources to effectively integrate this function across disciplines. The project analyzes Joint and Army current Operational Contract Support planning doctrine for maturity using a hybrid of E. Cory Yoder’s Three Integrative Pillars for Success and Dr. René Rendon’s Contract Management Maturity Model. Next, the project analyzes the execution of OCS and contingency contracting during Army and Combatant Command readiness exercises using E. Cory Yoder’s Three-Tier Model. The analysis revealed Joint level OCS planning resources are higher in maturity than operational level resources. The author recommends establishing immaterial planning activities and common vocabulary linking inorganic acquisition and non-acquisition entities.. Also, that future contingency contracting planning guidance developed is appropriate for initial entry operations applicable to various levels of theater maturity.
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