Return to Article: Web site encourages exchange of acquisition 'best practices'
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In spite of the high-level visibility and emphasis - and six months of preparation - this website is amazingly crude and rudimentary. It bears the earmarks of a committee effort thrown together to satisfy the political imperatives of those who are not in touch with the world of the practitioner (misspelled "practicioner" on the site). It seems a little low-tech quality assurance could have scrubbed cut-and-paste, legacy references like "Support Services - Those discrete services . . . for which the Department of Energy contracts . . . " (a primary definition on the site). The graphics are bizarre, navigation is far less than state of the art, and the site is slow. This latter phenomenon may be attributable to embedding in the DAI ACC series. One would think such a policy-driven initiative would warrant a standalone presence. Lastly, this is in large part redundant - yet another "one-stop", linked approach to resources for the acquisition community that can't be all things to all people. If the purpose is to present resources, it has been done better elsewhere (http://www.knownet.hhs.gov/acquisition/performDR/). If it is to be a topical information exchange, it has been done better elsewhere (the cited Wifcon's Forums).
This needs a lot of work - or rethinking.
An Acquisition Professional
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All government acquisition should be centeralized into a single agency. None of the other agencies will like this because they will actually have to work to communicate what they want from a centeralized agency. However, a central agency will reduce the likelihood of retired military winning contracts from their buddies left in the services and other agencies will be able to reduce their acquisition personnel. There should be economies of scale in government acquisition (paper and other office supplies for example) that will allow for personnel reductions and greater productivity. Focusing everything in a single agency increases the chances of corruption but is more efficient for the public. The inspector generals of the other agencies should monitor the central acquisition agency on a continuous basis.
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