Department of Defense – Case Study Digest

Business Need

For years, each of the military branches of the DOD had been developing their own acquisition process for goods and services required by their respective branch.  Little, if any, communications and/or collaboration had taken place among the service branches which had resulted in four very different procurement processes.  Furthermore, communications between enlisted personnel and the officer core that was overseeing these processes was very ineffective resulting in workflow processes being initiated by the officer core that were disconnected from the realities known to the enlisted personnel.  The Pentagon decided that an initiative needed to be brought to bear across all the military services that would provide for more uniformity to the acquisition process thereby simplifying and standardizing it for the Pentagon as well as for the goods and service providers.

 

WIQ Solution (WebIQ, pre-cursor to WIQ) 

Teams representing each of the service branches were assembled.  They were composed of key enlisted personnel and officers that had an in depth knowledge of the acquisition process within their own branch.  Additional teams were then assembled at the department level with personnel that had oversight responsibility for the overall acquisition process.  Key elements of the acquisition process as mandated by the department as well as Federal guidelines were then programmed into the system.  The teams were assembled in a neutral environment and two to three laptop computers were assigned per team.  Each team was assigned a table within a common meeting room.  The teams then proceeded to identify the key functional tasks of their branches and the actual acquisition process that they each had in place to acquire the goods and services necessary to conduct their tasks.  Similar functional tasks were identified for all branches.  Tasks that were unique to a specific branch were noted.  The final outcome was a new streamlined acquisition process developed to support similar functional tasks and adopted by all of the service branches.  What used to be a very disjointed acquisition process for the department became very uniform and much easier to manage.  Goods and service providers were now able to bid and deliver to the government their products using guidelines that applied across the department rather than to just one of the branches.