Non-FAR Acquisition Organization Elements

Abstract

Strategic competitors like China have the ability to sprint through technological hurdles by disregarding intellectual property laws, and can decide when contractors will work with the government. Meanwhile the U.S. remains tied down by regulation, laws, and bureaucracy. To help alleviate these barriers, acquisition offices are turning to non– Federal Acquisition Regulation- (FAR) based procurement. Other transactions and additional non–FAR-based acquisition represent an area of contracting that personnel are seeking out but do not understand. The environmental factors that lead these non–FAR-based acquisition offices to success are also shrouded in mystery. Interviews of personnel in organizations that do FAR-based acquisition and in organizations that do non–FAR-based acquisition brought to light environmental factors at play. The interviews produced quantifiable data highlighting a large gap in training with fewer than half of non–FAR-based contracting respondents having training available to them and fewer than half of finance and requirement owners knowing non–FAR-based acquisition laws and regulations. Data also showed a drive from leadership for legal, finance, and contracting personnel to work together as a team. Continued importance must be placed on acquisition teams to find risk-appropriate deregulated solutions. Training and education should also be a main priority to educate personnel on what non–FAR-based procurement and contracting is how to do it properly.