Innovation in Acquisition
Trends and Issues
The modern transportation enterprise requires a strategic approach to resource allocation and organizational alignment to comply with a myriad of acquisition-related statutory and policy requirements necessary to maintain the public's trust and ensure public policy objectives are met. This approach encompasses a range of innovative acquisition activities: performance analysis and metrics; program accountability and effectiveness; computer-based procurement data systems to ensure system integrity, data quality, accuracy, and timeliness; and audit oversight for accountability and transparency.
The Volpe Center has assembled a highly skilled, responsive, and responsible team of acquisitions professionals, with extensive "cradle to grave" experience in executing and managing large, multifaceted procurements to fulfill technical requirements across a wide spectrum using a variety of procurement methodologies and business process innovations.
The Volpe Center's Acquisition Division serves as a critical element in program and strategic project planning, bridging the technical requirements of projects to external resources of staffing, material, and information. The Acquisition Division contributes significantly to the Volpe Center's value-added capabilities by ensuring that the best value products are acquired to support a multimodal project portfolio. A recognized leader in acquisition innovation, the Volpe Center has a track record of excellence.
Excellence in Acquisition
- A leader in the development and use of multiple award task order contracts, the Volpe Center developed a new strategy to increase use of multiple award contracts.
- Rigorously promotes the acquisition of commercial items and reinforces the use of competition for achieving an effective competitive environment. Competition achieved on 78 percent of contract dollars awarded, with 14 percent of those contract dollars not available for competition and awarded to firms certified under the Small Business Administration's 8(a) set-aside program.
- A U.S. DOT leader in Electronic Commerce, including electronic processing of procurement requests, ONE-DOT PRISM initiative, Markview electronic invoicing, and DOT F 2300.1a automation.
- Continuous operational process improvement utilizing performance measures obtained under the Department's Procurement Performance Management System.
- Vigorous and successful small business outreach and preference program as evidenced by consistent record of meeting or exceeding the Department's goals, including an aggressive Service Disabled Veteran Owned Small Business Campaign.
- Implemented a noteworthy Acquisition Workforce certification program, including both contracting officers and CO technical representatives.
- A U.S. DOT leader in use of performance-based acquisition, the Government's preferred approach for acquiring services, with 63 percent compliance, exceeding the government-wide goal of 50 percent.
For more information
Mary Doherty, Acting Division Chief