Subcontracting and the Supply Chain: How Government is Adapting


专家顾问: 政府如何帮助分包和供应链

岂珀(Guidepoint)为全球领先的公司提供所需的专家网络服务。专家网络服务是按照客户的要求寻找行业专家、专家顾问;客户通过电话访谈、电话咨询等形式与专家顾问就自己关注的问题进行电话咨询,以达成支持项目。专家网络服务是支持商业决策的主要服务。岂珀专家顾问网络是岂珀专家对行业发展、行业动态的最新见解,对商业决策有很高的价值。专家顾问 Michael P. Fischetti先生认为分包和供应链应该在政府的指导下进行…

岂珀 专家网络 专家顾问 Michael P. Fischetti先生

By Michael P. Fischetti, Executive Director, National Contract Management Association

Government contracting is as old as government itself. Two key factors: 1) reduced budgets and 2) more complex contracts, have forced government to learn more about supply chain learning.


First, as budgets and the role of government (particularly Federal) in business declines, the impact of government acquisition has declined as well. Reduced budgets have accomplished what real or perceived excessive regulation did not: reducing the number of contractors competing for government business. Company mergers and acquisitions, driven by reduced or diversified markets, have decreased the number of firms available to compete for requirements. As a result, now need a growing understanding of informed and proficient supply chain management for mission success.


The government is learning more about and gaining increased appreciation for judicious supply chain management.


Second, as contract requirements have become more complex, no prime contractor can be expected to organically maintain all product and service expertise in-house. Program and contract manager oversight, Defense Contract Management Agency (DCMA) Contractor Purchasing System Reviews (CPSRs) and Defense Contract Audit Agency (DCAA) financial audits have become more rigorous and important. The government is learning more about and gaining increased appreciation for judicious supply chain management.


We are no longer in the American-dominated business world of even 5 years ago. All products, services, labor markets, transportation and logistics are interconnected. The impacts on contracting today are immediate and permanent. The government’s initiatives in shared services, strategic sourcing, cyber security, category management, growing use of “Capability Maturity Model Integration (CMMI) certified Governmentwide Acquisition Contract (GWAC) programs and growing educational offerings from the National Contract Management Association (NCMA) are all direct responses to these trends. Subcontract and supply chain management isn’t a “Contract Management Body of Knowledge (CMBOK)”™ competency only relevant to prime and subcontractor buyers or procurement staff. Indeed, all contracting (as well as program, or even business professionals) should understand these principles. Ask Apple or Toys “R” Us Chief Procurement Officers what can happen if supply chain isn’t closely managed!


It’s time for government contracting managers to better appreciate and understand economic, program, supply chain and subcontracting principles and practices beyond anything that need be documented in the FAR or state and local procurement code. This increase in knowledge will result in reduced costs and effective acquisition practices demanded by today’s customers.


Please note: This article contains the sole views and opinions of Michael P. Fischetti and does not reflect the views or opinions of Guidepoint Global, LLC (“Guidepoint”). Guidepoint is not a registered investment adviser and cannot transact business as an investment adviser or give investment advice. The information provided in
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