## Change Request Number: 02-20 Date Received: 4/2/02

**Title: 3.2.1.2.2 Procurement Plan**

# Name: Yvonne Joseph

Routing Symbol: ASU-110

Phone: 78638

Policy OR Guidance: Policy

Summary of Change: Relocate information formerly found in 3.1.2.10 and
3.2.1.2.11 to 3.2.1.2.2.

Reason for Change: Better organize information

Development, Review, and/or Concurrence: Reviewed by the Section 3
Policy Review Team.

Target Audience: Anyone involved in procurement.

Potential Links within FAST for the Change: None.

Attachments: 3.2.1.2.2 redline, final and cover sheet

### Briefing Planned: No

**ASAG Responsibilities: None**

![](media/image1.wmf){width="0.5in"
height="0.2700787401574803in"}3.2.1.2\
Policy

Procurement planning is an indispensable component of the total
acquisition process. IPTs are expected to use procurement planning as an
opportunity to evaluate/review the entire procurement process, so that
sound judgments and decision making will facilitate the success of the
overall program. For procurements not covered by an Acquisition Strategy
Paper (ASP), procurement planning should be appropriate and
proportionate to the complexity and dollar value of the requirement.

3.2.1.2.1\
Market Analysis

For procurements not addressed in a program with an approved Acquisition
Strategy Paper, the market analysis is to initiate industry involvement,
develop and refine the procurement strategy, obtain price information,
determine whether commercial items exist, determine the level of
competition, identify market practices, or obtain comments on
requirements. The magnitude and degree of formality of the market
analysis should be proportionate to the contemplated procurement. The
market analysis may be as simple as a telephone call or as formal as a
market survey advertisement to learn of industry capabilities. All
market analyses, formal or informal, should be appropriately documented.

3.2.1.2.2\
Procurement Plan

A plan for each contemplated procurement or class of procurements should
address the significant considerations of the procurement action. A
procurement plan may cover more than one contract. The procurement plan
represents the IPT agreement for conducting the procurement. For less
complex procurements, procurement plans are not required if deemed
unnecessary by the IPT.

The following alternatives are for procurements *not* addressed in an
ASP.

# Procurement Strategy Meeting

> As an alternative to a formal written procurement plan and its
> associated approvals, a Procurement Strategy Meeting (PSM), which
> includes representatives of those organizations with a vested interest
> in the contemplated procurement, may be held. Approval of the PSM
> presentation constitutes approval of the procurement approach. Minutes
> from a PSM may be substituted for a written procurement plan. The
> presentation should address all of the items that would have been
> addressed in a procurement plan for the contemplated requirement. The
> IPT should consider the dollar value, complexity, organizational
> issues, and other factors to determine whether a higher level official
> should chair the meeting and approve the PSM presentation. A
> presentation should *not* be substituted for a written procurement
> plan when the IPT determines that a procurement plan is required or a
> single source procurement is appropriate.

The IPT determines whether a written procurement plan is needed for each
procurement or a related group of procurements. Consideration should be
given to complexity, need for organizational agreement, risk,
significance of the procurement, and, to a lesser extent, dollar value
and schedule requirements. The specific content of a procurement plan
may be different for each procurement, depending on the complexity,
organizations involved, and other factors.

Changes to the procurement plan should be made as changes in the needs
of the procurement occur. Changes to the procurement plan are approved
at the IPT level.

3.2.1.3.10

Reserved

3.2.1.3.11

Reserved