ANNEX 17 - PROGRAM STREAMLINED

ACQUISITION PLAN (PSTRAP)

(Classification: If not classified, must be FOR OFFICIAL USE ONLY.)

Acquisition Plan Number: __________ Rev: _______

Program Title: ________________________________________________ ACAT_____

Acquisition Manager: __________________________________________Code _____

APPROVED BY:

______________________________________________________________ ____________

[insert typed name of the Approving Official (include title). If DASN(P) is the

Approving Official, insert “DASN(P)”] Date

RECOMMEND APPROVAL:

______________________________________________________________ ____________

[insert typed name of the HCA, PEO, or DRPM (include title) if not the

Approving Official.] Date

______________________________________________________________ ____________

[insert typed name of the Chief of Contracting Office] Date

______________________________________________________________ ____________

[insert typed name of the Contracting Officer and phone number] Date
______________________________________________________________ ____________

[insert typed name of the Program Manager and phone number] Date

This STRAP will be reviewed for possible revision no less often than annually in accordance

with FAR 7.104.

DISTRIBUTION STATEMENT B: Distribution authorized to U.S. Government agencies only (fill in

reason) (date of determination). Other requests for this document shall be referred to ________

(insert controlling office).

PSTRAP FORMAT AND CONTENT

Section 1: Acquisition Background and Objectives .

1.1 Statement of need. Introduce the plan by a brief statement of need. Include status of any

applicable Acquisition Strategy, Acquisition Decision Memorandum, Defense Acquisition Board,

and/or any other internal service reviews.

1.2 Historical Summary . Summarize the technical and contractual history of the program. Include

contracts awarded for major end items or services for the past five years, contract number,

contractor, contract type, supply/service description (title only), quantities, period of performance,

historical or estimated contract value and whether a sole source or competitive contract award.

1.3 Technical Data .

1.3.1 Define the overall program objectives, by program phase, for the acquisition of the technical

data, including the major types of data to be acquired.

1.3.2 Discuss the requirements for contractor data (including repurchase data) and data rights, their

estimated cost, and the use to be made of the data. Explain how the use of the technical data and

data rights will be used to sustain competition.

1.3.3 Discuss the results of cost effectiveness analyses of buying contractor data as it relates to

achieving the program’s objectives.

1.3.4 Discuss validation of the technical data package.

1.3.5 Where applicable and when considered a significant element of the acquisition, define how

patents and copyrights will be addressed within the contract.

1.4 Budget. Explain how budget estimates were derived and discuss the schedule for obtaining

adequate funds at the time they are required.

1.5 Funding . Identify funding to support the action by fiscal year and appropriation.

Section 2: Acquisition Considerations . (Repeat this section for each contract action in a

program).

2.1 Product or Services Description.
2.1.1 In your description of the product or service, explain the choice of product or service

description code ensuring it aligns with the DOD taxonomy associated with the acquisition of

services, supplies and equipment. (See USD(ATL) memorandum entitled, “Taxonomy for the

Acquisition of Services and Supplies & Equipment” dated August 27, 2012). DPC provides the PSC

Selection Tool, available at https://psctool.us to assist in the correct PSC selection.

2.1.2 Specify the required capabilities or performance characteristics of the supplies or the

performance standards of the services being acquired. Address whether the supplies to be acquired

are critical items (as defined in FAR 46.101) and whether higher-level quality standards are

necessary.

2.1.3 Describe the basis for establishing delivery schedule or period of performance.

2.2 Cost.

2.2.1 Identify the estimated cost for each option/phase for acquisitions that contemplate the use of

options or a multiple phased approach.

2.2.2 Provide the basis for the Independent Government Cost Estimate, including any option(s).

2.2.3 Discuss the potential to acquire a higher quantity of an end item than the quantity specified in

law providing for the funding of that acquisition (Buy to Budget).

2.3 Sources .

2.3.1 Indicate the prospective sources of supplies or services that can meet the need.

2.3.2 Address the extent and results of the market research.

2.3.3 Discuss how required sources of supplies or services, the functional areas specified in Annex

22 (excluding requirements covered by an exception listed at 5237.102), AbilityOne and Federal

Prison Industries, were considered. Discuss the availability of other sources identifiable through

databases including the Government-wide database of contracts and other procurement instruments

intended for use by multiple agencies available at

https://www.contractdirectory.gov/contractdirectory/ and AbilityOne sources at

http://www.abilityone.gov/procurement_list/index.html .

2.3.4 Discuss the consideration of small business. Clearly identify how small business will be utilized

to meet program or contract requirements, as either a prime contractor or through the use of

subcontract provisions.

2.3.5 Discuss the impact of any bundling or consolidation that might affect small business

participation in the acquisition. When the proposed acquisition strategy involves bundling, identify

the incumbent contractors and contracts affected by the bundling.

2.3.6 Major defense acquisition programs shall address the following:

2.3.6.1 An analysis of the capabilities of the national technology and industrial base to develop,

produce, maintain, and support such program, including--

(a) The availability of essential raw materials, special alloys, composite materials, components,

tooling, and production test equipment for the sustained production of systems fully capable of
meeting the performance objectives established for those systems; the uninterrupted maintenance

and repair of such systems; and the sustained operation of such systems.

(b) The identification of items that are available only from sources outside the national technology

and industrial base.

(c) The availability of alternatives for obtaining such items from within the national technology and

industrial base if such items become unavailable from sources outside the national technology and

industrial base; and an analysis of any military vulnerability that could result from the lack of

reasonable alternatives.

The effects on the national technology and industrial base that result from foreign acquisition of

firms in the United States.

2.3.6.2 Consideration of requirements for efficient manufacture during the design and production of

the systems to be procured under the program.

2.3.6.3 The use of advanced manufacturing technology, processes, and systems during the research

and development phase and the production phase of the program.

2.3.6.4 To the maximum extent practicable, the use of contract solicitations that encourage

competing offerors to acquire, for use in the performance of the contract, modern technology,

production equipment, and production systems (including hardware and software) that increase the

productivity of the offerors and reduce the life-cycle costs.

2.3.6.5 Methods to encourage investment by U.S. domestic sources in advanced manufacturing

technology production equipment and processes through—

(a) Recognition of the contractor’s investment in advanced manufacturing technology production

equipment, processes, and organization of work systems that build on workers’ skill and experience,

and work force skill development in the development of the contract objective; and

(b) Increased emphasis in source selection on the efficiency of production.

2.3.6.6 Expanded use of commercial manufacturing processes rather than processes specified by

DOD.

2.3.6.7 Elimination of barriers to, and facilitation of, the integrated manufacture of commercial

items and supplies being produced under DOD contracts.

2.3.6.8 Expanded use of commercial items, commercial items with modifications, or to the extent

commercial items are not available, nondevelopmental items.

2.3.6.9 Acquisition of major weapon systems as commercial items.

2.3.6.10 Provide the program’s Industrial Capability (IC) strategy that assesses the capability of the

U.S. industrial base to achieve identified surge and mobilization goals. If no IC strategy has been

developed, provide supporting rationale for this position.

(i) If, in the IC strategy, the development of a detailed IC plan was determined to be applicable,
include the plan by text or by reference. If the development of the IC plan was determined not to be

applicable, summarize the details of the analysis forming the basis of this decision.

(ii) If the program involves peacetime and wartime hardware configurations that are supported by

logistics support plans, identify their impact on the IC plan.

2.3.6.11 Assess the long-term technical data and computer software needs of those systems and

subsystems; and establish acquisition strategies that provide for the technical data and computer

software deliverables and associated license rights needed to sustain those systems and subsystems

over their life cycle. The strategy may include—

(a) The development of maintenance capabilities within DOD; or

(b) Competition for contracts for sustainment of the systems or subsystems.

2.3.6.12 Include a plan for the preservation and storage of special tooling associated with the

production of hardware for MDAPs through the end of the service life of the related weapons

system. The plan shall include the identification of any contract clauses, facilities, and funding

required for the preservation and storage of such tooling.

2.3.7 Discuss the use of category management, including strategic sourcing. Address whether the

requirement can be achieved through an existing Federal, DOD, or DON contract vehicle. If

establishing a new contract vehicle when a similar solution exists, include supporting information to

justify why it is necessary to meet the requirement. In addition, address category management tier

solutions and Analysis of Alternative (AoA) requirements, as defined by the Office of Management

and Budget (OMB) memorandum M-19-13, for all common requirements.

2.4 Competition .

2.4.1 Describe how competition will be sought, promoted, and sustained throughout the course of

the acquisition. If full and open competition is not contemplated, cite the appropriate FAR authority.

Discuss the basis for the application of that authority, identify the source(s), and discuss why full and

open competition cannot be obtained.

2.4.2 Identify any known barriers to increasing subcontract competition and address how to

overcome them, if possible.

2.4.3 Address any restrictions on foreign participation at the prime or subcontract level.

2.4.4 For acquisition plans for MDAPs, discuss how the following measures were considered:

(a) Competitive prototyping.

(b) Dual-sourcing.

(c) Unbundling of contracts.

(d) Funding of next-generation prototype systems or subsystems.

(e) Use of modular, open architectures to enable competition for upgrades.
(f) Use of build-to-print approaches to enable production through multiple sources.

(g) Acquisition of complete technical data packages.

(h) Periodic competitions for subsystem upgrades.

(i) Licensing of additional suppliers.

(j) Periodic system or program reviews to address long-term competitive effects of program

decisions.

2.5 Contract type selection.

2.5.1 Discuss the rationale for the selection of contract type. Provide an analysis of why the use of

that contract type is appropriate (e.g., complexity of the requirements, uncertain duration of the

work, contractor’s technical capability and financial responsibility, or adequacy of the contractor’s

accounting system). Discuss the opportunity to transition from cost type to fixed priced contracts, if

applicable. Provide rationale if procuring services that are performance-based and a contract type

other than a firm-fixed price is contemplated.

2.5.2 Discuss the use and authority of multi-year contracting or other special contracting methods.

2.5.3 Discuss any applicable FAR or DFARS deviations that will be required.

2.5.4 Discuss why any equipment will be acquired by lease, if applicable.

2.6 Source-selection procedures. Explain the type of source selection procedure being contemplated

(i.e., Low Price Technically Acceptable (LPTA), Price/Technical Tradeoff or Value Adjusted Total

Evaluated Price (VATEP)) in the evaluation of proposals and source selection. Discuss why the

choice is appropriate and in the best interest of the Government.

2.7 Milestones for the acquisition cycle .

2.7.1 For all acquisitions, provide the dates for the following milestones:

(a) Purchase request receipt.

(b) Issuance of solicitation.

(c) Contract award.

2.7.2 For ACAT I - IV programs, also provide the dates for the following milestones:

(a) MDA approval of the Technology Development Strategy.

(b) Completion of the Pre-EMD Review.

(c) Completion of all Milestone B requirements.

(d) MDA approval of the Acquisition Strategy and RFP.
(e) Completion of any applicable peer review.

2.8 Performance evaluation .

2.8.1 Describe the plan for evaluating performance metrics or other measures to identify what has

been achieved. Such measures shall include thresholds for cost, schedule and performance.

2.8.2 Identify the personnel responsible for assessing and reporting contractor performance into the

Contractor Performance Assessment Reporting System (CPARS).

Section 3: Program Risks.

Risks . Discuss technical, cost, and schedule risks and describe what efforts are planned or

underway to reduce risk and the consequences of failure to achieve goals. If concurrency of

development and production is planned, discuss its effects on cost and schedule risks.