consequences for the receiving activity. As a result, the careful
management of time is essential for operations involving contract services.
2-510 Procurement Lead Time. The Navy Acquisition Procedures Supplement
(NAPS) establishes the following policy with regard to procurement lead
"It is Navy policy that the contracting lead time shall not be a
consideration in determining whether a requirement can be procured on a
competitive basis. The need to obligate annual appropriations is
insufficient to justify procurement of supplies and/or services on a
The message here is that full open competition will be obtained for all
but the most unusual cases. NAVFACENGCOM provides for full and open
competition by using either competitive negotiations or sealed bidding
procurement procedures. Figure 2-7 is an example of the procurement lead
time requirements for all formal competitive negotiations, referred to as
Request for Proposals. The time frames (other than those that have limits
set by law) may vary widely depending on local circumstances Figures 2-8
and 2-9 illustrate procurement lead times for sealed bidding procedures.
These latter procedures are typically used for facility support contracts
where the scope of work is relatively well defined and selection can be made
on price factors alone. As before, the frames not constrained by statute
may vary widely depending on local circumstances .
2-520 Post-award Contract Administration Plan. Acquisition planning does
not end with the award of a contract. Developing a contract administration
plan following contract award should be an integral part of the requirements
definition phase of every procurement. Figure 2-10 lists many of the
post-award activities involved in a typical contract in relation to the
contract start date for the ensuing contract term, the key event from the
customer's perspective. Note that most of the major decision points in the
life of an facility support contract occur far in advance of the next
contract start date. In the event of expedited
procurement procedures may become necessary, but the procedures are
outside the scope of this manual.
2-530 Cycle Schedules. At any given time, a typical office may have ten
to twenty or more active facility support service contracts cycling through
the various phases of planning, solicitation, administration, and closeout.
Keeping track of all the key decision points and action dates can be made
easier by the development of a master cycle schedule. The purpose of the
cycle schedule is to pull together data from each contract administration
plan to provide visibility of coming events to the contract administration
office. In addition to being better prepared to make key decisions, the
cycle schedule provides a means for coordinating fiscalmilestones and
leveling contract administration workload. The development and maintenance
of a cycle schedule (either automated or manual) is essential to the
successful management of facility support contracts.