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comment_40667

Not sure if this counts as "changing the regs", but how about an organizationally agnostic team  whose only job is solicitation and source selection?  I would envision a multi-functional  "Source Selection Division" in a procurement organization, whose span of responsibility begins with a defined set of requirements and ends at award. 

From my experience, much time and effort is spent resolving differing interpretations, understandings, roles, and responsibilities amongst the team members. Having a validated process and associated expertise firmly in place at the start of the SS process would greatly increase efficiency, and might also help foster objectivity and consistency. 

comment_40670
18 hours ago, REA'n Maker said:

How about an organizationally agnostic team  whose only job is solicitation and source selection?

I absolutely agree. You would not hire a general practitioner to perform cardiac surgery, and you should not assign ordinary contracting folk to conduct source selections. Source selection is a specialty. It's a complex undertaking with a lot at stake. It requires special knowledge and training. It is not a job for general practitioners. It's like sending deck hands to do a SEAL team's job.

I know the arguments against that proposition. I have heard them ever since I first recommended the establishment of specialized source selection offices and personnel. I still do not think those arguments are sound.

(But what does "agnostic" mean in this context?)

Edited by Vern Edwards

comment_40837
On 4/17/2018 at 7:29 PM, Vern Edwards said:

But what does "agnostic" mean in this context?

In this context, "not owing fealty to any specific program or organizational unit", i.e., independent professionals who are focused on the mission.  

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