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Navy Marine Corps Acquisition Regulation Supplementnmcars

Navy Marine Corps Acquisition Regulation Supplement

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MOPAS Number: __________ Rev: _______

Program Title:  ________________________________________________ ACAT_____

Acquisition Manager:  __________________________________________ Code _____


______________________________________________________________ ____________

[insert typed name of the Approving Official (include  title). If the SSM is Date

the Approving Official, insert DASN(AP) ]


______________________________________________________________ ____________

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

Approving Official.]

______________________________________________________________ ____________

[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 MOPAS will be reviewed for possible revision no  less often than annually in accordance

with NMCARS 5237.503.

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).


Section 1. Requirements  Development and Management

1.1 Statement of  Need. Describe the requirement, its source, the outcomes to be achieved and, if  performance based, the metrics to measure the outcomes. 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.)

1.2 Historical  Summary. Identify how the requirement was previously satisfied or identify it as a new  requirement.

1.3 Market  Research. Discuss how market research was performed and the results.

1.4 Bundling/Consolidation. 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.

1.5 Technical Data.  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.

Section 2. Acquisition Planning

2.1. Acquisition  Approach. Discuss the acquisition approach including appropriate milestones,

including actual or anticipated SRRB approval. If the  requirements include services specified in Annex 22 but not covered by an exception listed  at 5237.102, discuss how SeaPort was considered.

2.2 Budget.  Identify the estimated cost for each option/phase for acquisitions that contemplate the use  of options or a multiple phased approach. Explain how budget estimates were derived and  discuss the schedule for obtaining adequate funds at the time they are required.

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

2.4 Strategic  Sourcing. Describe how strategic sourcing will be considered for incorporation into  this acquisition.

2.5 Performance-based  Acquisition. Discuss the use of performance-based acquisition methods or rationale for  not using performance-based methods.

2.6 Socioeconomic  Considerations. Discuss the consideration of small businesses. 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.

2.7 Source-selection  procedures. Explain the type of source selection procedure being contemplated (i.e.,  Lowest 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.

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

2.9 Competition.  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.

2.10 Special  Contracting Methods. Discuss the use and authority of multi-year contracting or other  special contracting methods.

2.11 Requirements  Validation.

2.11.1 Discuss the Government process to ensure  contractors are not performing inherently governmental functions or functions closely  associated with inherently governmental functions. If the contract does contain functions  closely associated with inherently governmental functions, discuss the safeguards planned to  ensure effective management of contractor personnel in these positions.

2.11.2 Discuss the Government process to ensure  contractors are not performing personal services. If the contract does contain requirements  requiring personal services, discuss the safeguards planned to ensure effective management  of contractor personnel in these positions.

2.11.3 Discuss the Government process to address an  organizational conflict of interest (if applicable).

2.12 Service  Acquisition Workshop (SAW). For Services acquisitions above the threshold defined in  5237.192(a), discuss the use of the SAW (include the anticipated participants in the  multi-

functional team) to maximize SAW benefits.

Section 3. Solicitation  and Contract Award

3.1 Contract type  selection. 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.

3.2 Delivery  Schedule/Period of Performance. Describe the basis for establishing delivery schedule  or period of performance. Include the rationale for the appropriate period of performance  relative to the type of procurement.

Section 4. Risk  Management

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.

Section 5. Contract Tracking and Oversight

5.1 Contract  Administration Office and Functions. Identify the organization performing contract  administration functions.

5.2 Contract  Administration Management Approach. Discuss existing or proposed management approach  for contract administration, quality assurance surveillance plans, oversight plans and  responsibilities.

5.3 Contracting Officer  s Representative (COR)

Discuss the COR qualifications to support effective  contract management and oversight.

5.4 Discuss COR workload management to ensure  effective job performance (e.g., number of contracts managed, other duties assigned, etc.).

Section 6. Performance Evaluation

6.1. Performance  Measures. 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.

6.2 Delivery Tracking  Process. Discuss the Government process for tracking and overseeing contractor  delivery.

6.3 CPARS. Identify  personnel responsible for assessing and reporting contractor performance into the Contractor  Performance Assessment Reporting System (CPARS).


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