The Army’s Battlefield Instrumentation (BFI) suite of systems was implemented through seven related acquisition projects over nine years. Each completed project was followed by its own maintenance and training support contract. To facilitate the Army’s management of these maintenance and training support services, DSTA led a team to consolidate them under a single contract.

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The team worked closely with the Army to review the maintenance and operational support tasks on the ground and reorganised them into the new contract requirements. A one-time tendering exercise was conducted to allow up to two contracts to be awarded – one for maintenance support and the other for training support.

The team adapted the Analytic Hierarchy Process (AHP) in the evaluation. The AHP is a structured decision-making support methodology where decision requirements are broken down into a hierarchy of criteria for comparison, to assess the tender proposals for contract award. In this case, the adapted AHP methodology enabled the team to select the most cost effective combination of tenderers for the award, reaping estimated savings of about S$700,000 for the Army.

A key success factor was for DSTA to co-opt users from the Army as part of the team. The team also sought inputs from the various BFI system project teams to help define the complex tender requirements adequately. This collaboration across the various projects and users facilitated the seamless transition from project acquisition to operations and support.

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