(Mt) – UTA Management Authorship and Intellectual Property Questions

Defense Acquisition University Defense Contingency Contracting Discussion
Replies should be 260 words each, add value to the discussion and include at least one direct question.STUDENT 1 (David): …

Defense Acquisition University Defense Contingency Contracting Discussion
Replies should be 260 words each, add value to the discussion and include at least one direct question.STUDENT 1 (David): Before explaining the various types of contingencies, it is important to understand what a contingency operation is and how it is defined. According to the FAR 2.101, a contingency operation is designated by the Secretary of Defense in which members of the armed forces become involved in military actions, operations, or hostilities against the enemy of the U.S. or against an opposing military force (DPAP, 2015). Furthermore, it should be noted that not all contingency operations are alike. Contingency Contracting Officers (CCO) need to be familiar with the emergency acquisition flexibilities in FAR part 18 and DFAS 218 (DPAP, 2015). However, the main elements that a CCO may face in the overall contingency contracting environment will be similar, and that is the level of urgency needed for certain requirements, the possibility of austere or limited business infrastructure and the likely differences in culture and ethical practices (DPAP, 2015). When it comes to contingency contracting there are several types: declared contingency, major operations and campaigns, smaller-scale contingency operations, humanitarian or peacekeeping operations, domestic disaster or emergency relief, and lastly military exercises (DPAP, 2015). Declared contingencies are examples of when a formal declaration of a contingency operation has been made. A declaration is important because it triggers an increase in the micro-purchasing threshold and the threshold limits authorized for use in test programs may also be increased (DPAP, 2015). Major operations and campaigns are instances when conflicts or hostilities are ongoing, imminent, or likely and therefore is a substantial commitment of U.S. military forces (DPAP, 2015). During such operations, contracting usually supplements robust combat support and combat service support infrastructures.Smaller-scale contingency operations are similar to major operations, only they involve fewer places and usually a more restricted time schedule. Contracting often supplements combat support and combat service support capabilities that are limited by the location, strategic lift, or staffing ceilings (DPAP, 2015).Contingency contracting may also support humanitarian or peacekeeping operations, defined as a military operation in support of the provision of humanitarian or foreign disaster assistance or in support of a peacekeeping operation under Chapter VI or VII of the Charter of the United Nations (DPAP, 2015).Domestic disaster and emergency relief operations can range from domestic natural and human-made disasters to civil disturbances or terrorist incidents in the United States. DoD disaster relief missions include efforts to mitigate the results of natural or human-made disasters such as hurricanes, earthquakes, floods, oil spills, riots, and air, rail, or highway accidents (DPAP, 2015).Lastly, routine military exercises can be anything but routine for the CCO supporting them. With any large training environment there is an associated sense of urgency, pressure, or risk to life or national interest. Furthermore, most exercises do not qualify as declared contingencies or emergencies, therefore they generally receive no special consideration, flexibilities, or relief (DPAP, 2015). DaveDPAP. (2015). Defense Contingency Contracting Handbook. Retrieved from https://www.acq.osd.mil/dpap/ccap/cc/jcchb/Final%20DCCH-V5_6-12-15.pdfSTUDENT 2 (Jena): In accordance with FAR 2.101, “a contingency operations is designed by the Secretary of Defense in which member of the armed forces are or may become involved in military actions, operations, or hostilities against an enemy of the United States or against an opposing military force; or results in the call or order to, or retention on, active duty of members of the uniformed services under Chapter 15 of Title 10 of the United States Code, or any other provision of law during a war or during a national emergency declared by the President or Congress” (p. 1). There are numerous types of contingencies situations to include: humanitarian or peacekeeping operations, defense or recover from certain attacks and emergency declarations or major disaster declarations. According to DPAP (2015), “Contingency Contracting Officers (CCO) might support several types of military operations, including major operations, smaller-scale contingencies, noncombat contingency operations, and domestic disasters or emergency relief operations” (p. 57). Domestic disaster and emergency relief consists of instances that happen within the United States. Instances can include natural or human made such as: hurricanes, floods, and riots. Contingency contracting can also support humanitarian or peacekeeping operations. According to DPAP (2015), “humanitarian or peacekeeping, defined as military operations in support of the provision of humanitarian or foreign disaster assistance or in support of a peacekeeping operation under Chapter VI or VII of the Charter of the United Nations” (p. 57). The Contingency Business Environment (CBE) aids in the contingency planning. According to “Department of Defense Contingency Business Environment Guidebook” (2014), “The CBE involves specific tools, policies, roles and responsibilities, and processes necessary to streamline delivery of goods and services to the end user during contingency operations and implement an e-business program to deliver an end-to-end electronic acquisition process to quickly obtain goods and services for the warfighter in an operational area” (p. 9). In addition, six tools are utilized to provide personnel involved with unique capabilities that have developed over year of practices and field experience. The six tools include: The 3in1 Tool automates key processes, Global Automated Tracking and Reporting System, The Contingency Acquisition Support Model, Dollars & Sense, The Joint Contingency Contracting System, and Theater Business Clearance. CCOs utilize operational contract support (OCS) to support mission objectives. According to “Defense Contingency Contracting Handbook” (2015), “OCS is the overarching process that plans for and obtains supplies, services, and construction in support of combatant commander (CCDR)- directed operations through the related contract support integration, contracting support, and contractor management functions” (p. 22). References DEPARTMENT OF DEFENSE CONTINGENCY BUSINESS ENVIRONMENT GUIDEBOOK . (2014, September). Retrieved June 8, 2020, from https://www.acq.osd.mil/dpap/policy/policyvault/US… DPAP. (2015). Defense Contingency Contracting Handbook. Retrieved from https://www.acq.osd.mil/dpap/ccap/cc/jcchb/Final%2…STUDENT 3 (Chris): Contingency operations have a myriad of names and can be inside the United States (Conus) or outside (Oconus). Contingency operations can include but are not limited to; natural disasters, enemy attacks, major accidents, weapons of mass destruction, humanitarian and peacekeeping operations. The two current contingency operations that have been well publicized is Iraq and Afghanistan. Each contingency operation may have different lines of accounting or funding to support them. The Contingency Contracting Officer (CCO) must ensure the correct appropriation information is validated before submitting any acquisitions, due to the different rules that may be applicable to that particular funding allocation. The CCO will coordinate with the Head of Contracting Activity (HCA) and Comptroller (Finance Office) to ensure the correct appropriation is used. While the Line of Accounting (LOA) is being validated the Joint Force Commander (JFC) is figuring out the best strategy for employment of military force to meet the narrative of the contingency. To obtain multiple echelons of command the JFC will utilize the joint operation planning process (JOPP) to assist with the calculation and estimation of the unknown or not yet seen. JOPP will provide direction to the JFC, staff , CCO and commanders for the sustainment and employment of forces. Contract planning which is part of the sustainment effort, is critical to the establishment of operational contract support (OCS) within the contingency environment. So how is the OCS planned? OCS is developed by OCS planners who provide operational estimates to the JFC for strategic placement to support critical junctures throughout the joint operation area (JOA). This planning or strategy will include advance party capabilities to locate local vendors, security elements (to protect the money) and the integration of JOPP to assist with the understanding of the mission. This does not include the steps the OCS must take before even arriving in the JOA such as; determining if contracting tools (e-business systems) can be used when dealing in a mature environment (sophisticated distribution system) compared to an immature (no infrastructure) environment. The determination of international agreements or if foreign currency will only be accept may be part of the consideration for contract planning. The CCO must conduct research to ensure he or she is prepared to assist with meeting the mission objective because as stated in the DCCH (2017)” contingencies engender contracting challenges not often seen in normal domestic business operations” (p.1)ReferencesAccuquisition Policy, D. &. (2017). Defense contingency contracting handbook. Washington, DC: Defense Procurement and Acquisition Policy, Contingency Contracting

​Leveraging Enterprise Risk Management to Practice Strategic Risk Management Case and provide response for following questions.
1. Do you believe that ERM will continue to evolve, and if so, how?2. Do believe that risk is a two-sided coin with both u …

​Leveraging Enterprise Risk Management to Practice Strategic Risk Management Case and provide response for following questions.
1. Do you believe that ERM will continue to evolve, and if so, how?2. Do believe that risk is a two-sided coin with both upside gains and downside losses?3. How is value measured in your organization and do you believe the ERM process can add new value?4. Besides risk maps and value maps, what other tools and techniques are available to manage risk and make risk-informed decisions?You are required to respond to the questions thoroughly, in 250 -to-300 words for each question. Be sure to include at least three reference sources. APA rules for formatting, quoting, paraphrasing, citing, and listing of sources are to be followed.

EIN 6182 University of Central Florida Quality Management Question Discussion
Research Brunswick BoatsThey have grown their boat sales in a variety of ways.Discuss those ways over the past 10 years (1 …

EIN 6182 University of Central Florida Quality Management Question Discussion
Research Brunswick BoatsThey have grown their boat sales in a variety of ways.Discuss those ways over the past 10 years (10 points)Devise methodologies and strategies they may employ to accomplish this desired stretch goal (i.e. your Strategy)Develop a Financial, Customer, Internal Business Practice and Learning/Growth Thrust Perspective you might employ for alignment of these components against the overall StrategyBuild the Strategy Map, robust enough to show/describe these 4 major thrusts to achieve such a robust strategy goal.Build your strategy map by efficiencies, growing new business and opportunities, and/or discarding business (see Figure 1 below)Using these four (4) Strategic Thrusts, use Principles we learned in class to list/describe two (2) potential Themes (each) as ways of unlocking potential benefit with eachIn this problem, you are building the framework of a Balanced Scorecard to unlock benefits of Brunswick Boats Processes/Infrastructure/Intangibles to help achieve the Financial Stretch Goal.What Strategic Objectives relate to your 8 Themes (3 each)?What Strategic Measures relate to your Strategic Objectives (including down to you as an employee)?Populate a Balanced Scorecard (examples structure shown in this exam from Mobil Lecture) with your chosen results (using as much paper as you need – DON’T JUST PUT BULLETS IN THE FIGURE BELOW).Be descriptive and specific as you are being graded on depth of understanding, and compared to the answers of other classmates.With ready cash available and a desire for fun on the water, Brunswick Boats desires to increase revenues and profits. They specifically want to increase EBIT by 10%, a stretch goal(90 points)

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