1.4.1. Engaging existing commercial logistics and maintenance support infrastructures to decrease total life cycle support costs. Identifying potential sources of supply in the market sector. 1.4.2. 1.4.3. Optimizing best value acquisitions through competitive market pressures. 1.4.4. Evaluating the leverage in the market sector in terms of how government’s extensively the requirements influence the available business opportunities government’s and market trends in that sector. 1.4.5. Assessing the impacts of emerging technologies to enhance war fighter capabilities and potential system performance or reliability improvements. 1.4.6. Identifying small business opportunities. 1.4.7. Proactively addressing diminishing manufacturing sources and obsolete parts issues. 1.4.8. Determining the best practices of firms engaged in producing, distributing, and supporting commercial items and services. These practices may include warranty agreements, buyer financing options, customer service technical support, maintenance service agreements, delivery services, packaging and marking. 1.4.9. Developing data to support the acquisition strategy decision process. 1.4.10 Determining if bundling is justified & necessary. 2. Roles and Responsibilities. All members of the acquisition team (i.e. technical staff, program office, contracting officer, user representative) are responsible for conducting some type of MR activities in support of the overall MR strategy. 2.1. Project Manager/Team Leader. The project manager is the team leader who assigns and prioritizes program tasks, monitors schedule and is ultimately responsible for overall team performance. The project manager should assign the necessary roles and responsibilities for conducting market research to the respective acquisition team members. The project manager should review the MR report with the appropriate team members to ensure the report is complete and includes all pertinent information. The project manager should also provide input to the MR report as necessary to support data gathering efforts related to program background information, previous acquisition strategy, schedule, and delivery requirements. The project manager should lead the team in developing an acquisition strategy consistent with the MR findings. For acquisitions involving support services to the program office, the project manager should be responsible for conducting the majority of the market research activities. 2.2. Technical Members. Every acquisition program should have technical representatives associated with the weapon system, product, or service they support or will use. Depending
1.4.1. Engaging existing commercial logistics and maintenance support infrastructures to decrease total life cycle support costs. 1.4.2. Identifying potential sources of supply in the market sector. 1.4.3. Optimizing best value acquisitions through competitive market pressures. 1.4.4. Evaluating the government’s leverage in the market sector in terms of how extensively the government’s requirements influence the available business opportunities and market trends in that sector. 1.4.5. Assessing the impacts of emerging technologies to enhance war fighter capabilities and potential system performance or reliability improvements. 1.4.6. Identifying small business opportunities. 1.4.7. Proactively addressing diminishing manufacturing sources and obsolete parts issues. 1.4.8. Determining the best practices of firms engaged in producing, distributing, and supporting commercial items and services. These practices may include warranty agreements, buyer financing options, customer service technical support, maintenance service agreements, delivery services, packaging and marking. 1.4.9. Developing data to support the acquisition strategy decision process. 1.4.10 Determining if bundling is justified & necessary. 2. Roles and Responsibilities. All members of the acquisition team (i.e. technical staff, program office, contracting officer, user representative) are responsible for conducting some type of MR activities in support of the overall MR strategy. 2.1. Project Manager/Team Leader. The project manager is the team leader who assigns and prioritizes program tasks, monitors schedule and is ultimately responsible for overall team performance. The project manager should assign the necessary roles and responsibilities for conducting market research to the respective acquisition team members. The project manager should review the MR report with the appropriate team members to ensure the report is complete and includes all pertinent information. The project manager should also provide input to the MR report as necessary to support data gathering efforts related to program background information, previous acquisition strategy, schedule, and delivery requirements. The project manager should lead the team in developing an acquisition strategy consistent with the MR findings. For acquisitions involving support services to the program office, the project manager should be responsible for conducting the majority of the market research activities. 2.2. Technical Members. Every acquisition program should have technical representatives associated with the weapon system, product, or service they support or will use. Depending