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Main Acquisition Guidebook

DAG PictureThe Defense Acquisition Guidebook (DAG) is the main guide that details the overall DoD acquisition and procurement process. It provides the detailed guidance for the development, execution and disposal of all DoD acquisition program. It’s designed to complement the policy documents governing DoD acquisitions by providing the acquisition workforce with discretionary best practice that should be tailored to the needs of each program.



Business Portal

Doing Business with the DoD


Start Doing BusinessDoing business with the Department of Defense (DoD) can be difficult if you don’t understand the basic requirements that are needed. Below is a list of eleven (11) steps that detail the basics of what a company needs to do in order to start doing business with the DoD. Make sure you follow each of these steps and document the results of each one. To understand what opportunities are available from the DoD and Government, visit Federal Opportunities.

Step 1: Identify Your Product or Service:

It is essential to know the Federal Supply Class or Service (FSC/SVC) codes and North American Industry Classification System (NAICS) codes for your products or services.

Step 2: Register Your Business

  • Obtain a DUNS Number: The Data Universal Number System (DUNS) Number is a unique nine character identification. If you do not have a DUNS Number, contact Dun and Bradstreet to obtain one.
  • Register with Central Contractor Registration (CCR/PRO-Net): You must be registered in Central Contractor Registration (CCR) to be awarded a contract from the DoD.
  • Register with System for Award Management (SAMS): You must be registered in SAMS.

Step 3: Obtain a Contractor and Government Entity (CAGE) Code or NATO Contractor and Government Entity (NCAGE) Code

The CAGE Code (for U.S. vendors) and NCAGE Code (for foreign vendors) is a required piece of data for registering in the CCR System. If you are a vendor located in the U.S. and do not have a CAGE Code, a CAGE Code will be assigned to you when you register in the CCR System for the first time. A foreign vendor must contact its country representative to receive its NCAGE Code assignment. A list of country representatives can be found at:

Step 4: Identify Your Target Market within DoD

Research DoD Personnel & Procurement Statistics . Of particular interest to small businesses is the Standard Tabulation (ST) 28 report of products and services purchased each fiscal year by the DoD. Data on the ST28 are sorted by FSC/SVC code and provide name and location of DoD contracting offices. This report is found at the bottom of the Procurement Statistics page and can be cross-referenced with the list of Small Business Specialists within the ARMY , NAVY , AIR FORCE and other Defense Agencies (ODAs).

Step 5: Identify Current DoD Procurement Opportunities

Identify current procurement opportunities in your product or service area by checking the electronic version of the Federal Business Opportunities website, which can assist you in identifying DoD, as well as other Federal procurement opportunities.

Step 6: Familiarize Yourself with DoD Contracting Procedures

Be familiar with Federal Acquisition Regulations (FAR) and the Defense Federal Acquisition Regulation Supplement (DFARS)

Step 7: Investigate Federal Supply Schedule (FSS) Contracts

Many DoD purchases are, in fact, orders on Federal Supply Schedule (FSS) contracts. Contact the General Services Administration (GSA) for information on how to obtain a FSS contract.

Step 8: Seek Additional Assistance as Needed

There are several important resources that are available to assist you in the DoD marketplace:

Step 9: Explore Sub-contracting Opportunities

Regardless of your product or service it is important that you do not neglect our very large secondary market, Our guide Subcontracting Opportunities with DoD Prime Contractors. This directory provides, by state, the names and addresses of DoD prime contractors, the names and telephone numbers of Small Business Liaison Officers (SBLOs), and the products and services supplied to the DoD. The report is generated from data mined through DoD Prime Contractor’s contracts and subcontracting plans.

Step 10: Investigate DoD Small-Business Programs

There are several programs that may be of interest to you such as: Veteran-Owned, Service-Disabled Veteran-Owned, HUBZone, Small Disadvantaged, Woman-Owned, Small Business Innovation Research, Small Business Technology Transfer, Mentor-Protégé, and Indian Incentive. Information on all these programs is available on the DoD Office of Small Business Programs website.

Step 11: Market Your Firm Well

After you have identified your customers, researched their requirements, and familiarized yourself with DoD procurement regulations and strategies, it is time to market your product or service. Present your capabilities directly to the DoD activities that buy your products or services.

Business Portal

DoD Strategic Documentation


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US Science & Technology (S&T) Priorities

Featured Testimony and Remarks

FY15 S&T Testimony

S&T Emphasis Area Roadmaps

Service Priorities &  Strategic Documents



Air Force


Joint Activities

Other DoD Agencies

Office of the Secretary of Defense (OSD)


DoD Instruction

DoD Financial Documents

Website: Defense Innovation Marketplace

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US Science & Technology (S&T) Priorities

Featured Testimony and Remarks

FY14 S&T Testimony

S&T Emphasis Area Roadmaps

Service Priorities & Strategic Documents

Army Useful Links


 Website: Defense Innovation Marketplace





Business Portal

GSA Contracting


General Services Administration (GSA)

GSA LogoThe General Services Administration (GSA) is an independent US agency that helps manage and support the basic functioning of federal agencies. The GSA supplies products, services and communications for U.S. government offices, provides transportation and office space to federal employees, and develops government-wide cost-minimizing policies, and other management tasks. It establishes long-term government wide contracts with commercial firms to provide access to millions of commercial products and services at volume discount pricing.

Website: General Services Administration (GSA)


These can be ordered directly from:

  • GSA Schedule: is a fast, easy, and effective contracting vehicles for both customers and vendors. For GSA Schedules, GSA establishes long-term government wide contracts with commercial companies to provide access to millions of commercial products and services at volume discount pricing
  • GSAAdvantage: is the online shopping and ordering system that provides access to thousands of contractors and millions of supplies (products) and services. Anyone may browse on GSA Advantage to view and compare the variety of products and services offered.
Professional Engineering Services – Schedule 871

Most DoD contractors providing acquisition services fall under Schedule 871 “Professional Engineering Services (PES)”. PES provide a streamlined approach for federal agencies to access qualified firms in many of the engineering disciplines such as, but not limited to: mechanical, electrical, chemical, components of civil engineering, software and fire protection related to an engineered system, aerospace, nuclear, bioengineering, and marine architecture. Expertise in engineering and construction management, including fire protection, related to real property is also available. These disciplines and many more are represented in each of the categories listed below.

  • 871 1: Strategic Planning for Technology Programs/Activities
  • 871 2: Concept Development & Requirements Analysis
  • 871 3: System Design, Engineering & Integration
  • 871 4: Test & Evaluation
  • 871 5: Integrated Logistics Support
  • 871 6: Acquisition & Life Cycle Management
  • 871 7: Construction Management
  • 871 8: Ancillary Supplies and/or Services
Steps to Getting on the GSA Schedule

When commercial businesses sell goods and services to the federal government through GSA, different kinds of contracts are used for different purposes. The primary contract vehicle is the GSA Schedules, or Multiple Award Schedules, program. The steps to getting on the GSA Schedule are listed below:

  • Step 1: Verify that your company meets the minimum criteria to qualify for a GSA schedule contract. Your company must be in business at least two years and be financially stable. The products you intend to sell must be commercially available and within the regulations of the Trade Agreements Act. Additionally, GSA investigates your company’s past performance.
  • Step 2: Register for the appropriate workshops offered free by GSA. They tailor the various workshops to specific topics, including companies offering services, small businesses selling products or corporations specializing in a particular field, such as information technology.
  • Step 3: Visit the General Service Administration’s online Vendor Support Center for self-study materials to help you understand the GSA schedules program, and your obligations as a company doing business with the government.
  • Step 4: Register for the course, “How to Obtain a GSA Schedules Contract,” at your nearest Office of Small Business Utilization (SBU), if you are a small business owner. Or take the two-part class online. SBU offers the class monthly.
  • Step 5: Apply for the contract. GSA advises that the application process is lengthy.
  • Step 6: Respond to the solicitation. You must provide a response that the General Services Administration considers acceptable before it will issue a GSA Schedules contract to you. GSA looks for volume discount pricing.
GSA Contract Vehicle Types
Below is a list of the main GSA website resources:

Business Portal

Research & Development Funding

Website: RDT&E Procurement Search

FY 15 DoD Research & Development Funding

Air Force Research, Development, Test & Evaluation

Army Research, Development, Test & Evaluation

Navy Research, Development, Test & Evaluation

DoD Research and Technology Funding Opportunities



Air Force

Other DoD Agencies

DoD Awarded Contracts

Business Portal

DoD Budget Material



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Summary Budget Documents

DoD Website: Under Secretary of Defense Comptroller


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Supporting Documentation

 FY16 Budget Rollout Brief
 FY16 Budget Overview
 FY16 Budget Overview Interactive
 FY16 Pocket Guide

Military Construction

 Air Force MILCON, FY16
 Air Force Military Family Housing, FY16
 Air Force Reserve MILCON, FY16
 Air National Guard MILCON, FY16

Military Personnel Programs

 Air Force Military Personnel, FY16
 Air Force Military Personnel OCO, FY16
 Air Force Reserve Military Personnel, FY16
 Air National Guard Military Personnel, FY16

Operations and Maintenance

 Air Force Operation and Maintenance Vol I, FY16
 Air Force Operation and Maintenance OCO Vol III, FY16
 Air Force Operation and Maintenance Vol II, FY16
 Air Force Operation and Maintenance Overview, FY16
 Air Force Reserve Operation and Maintenance, Vols I and II, FY16
 Air Force Reserve Operation and Maintenance OCO, FY16
 Air National Guard Operation and Maintenance Vol I, FY16
 Air National Guard Operation and Maintenance Vol II, FY16
 Air National Guard Operation and Maintenance OCO Vol III, FY16


 Air Force Aircraft Procurement Vol 1, FY16
 Air Force Aircraft Procurement Vol 2 Mods, FY16
 Air Force Ammunition Procurement, FY16
 Air Force Other Procurement, FY16
 Air Force Missile Procurement, FY16
 Air Force Space Procurement, FY16

Research, Development, Test & Evaluation

 Air Force Research, Development, Test and Evaluation Volume I, FY16
 Air Force Research, Development, Test and Evaluation Volume II, FY16
 Air Force Research, Development, Test and Evaluation Volume III Part 1, FY16
 Air Force Research, Development, Test and Evaluation Volume III Part 2, FY16

Working Capital Fund

 WCF, FY16

Website: Air Force Budget Office


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Base Budget

 FY16 Budget Overview Briefing 02/03/2015
 FY16 President’s Budget Highlights 02/02/2015

Military Personnel

 Military Personnel, Army (MPA) 02/06/2015
 Reserve Personnel, Army (RPA) 02/02/2015
 National Guard Personnel, Army (NGPA), Volume 1 02/02/2015

Operation and Maintenance

 Army (OMA) – Volume 1: Justification Book 02/02/2015
 Army (OMA) – Volume 2: Justification Book 02/02/2015
 Army Reserve (OMAR) Overview Exhibits 02/02/2015
 Army Reserve (OMAR) 02/02/2015
 Army National Guard (OMNG) Overview Exhibits 02/02/2015
 Army National Guard (OMNG) 02/02/2015

Army Procurement – Procurement Justification Book

 Aircraft (ACFT) 02/02/2015
 Missile (MSLS) 02/02/2015
 Weapons & Tracked Combat Vehicles (WTCV) 02/06/2015
 Ammunition (AMMO) 02/03/2015
 Other Procurement Army (OPA) 1 – Tactical & Support Vehicles 02/02/2015
 Other Procurement Army (OPA) 2 – Communications &Electronics 02/02/2015
 Other Procurement Army (OPA) 3 & 4 – Other Support Equipment & Spares 02/24/2015

Research, Development, Test and Evaluation (RDTE)

 Budget Activity 1 02/02/2015
 Budget Activity 2 02/02/2015
 Budget Activity 3 02/02/2015
 Budget Activity 4 02/02/2015
 Budget Activity 5A 02/02/2015
 Budget Activity 5B 02/02/2015
 Budget Activity 6 02/02/2015
 Budget Activity 7 02/02/2015

Military Construction

 Military Construction, Army (MCA), Army Family Housing (AFH) and Homeowners Assistance (HOA) 02/02/2015
 Army Reserve (MCAR) 02/02/2015
 Army National Guard (MCNG) 02/02/2015

Chemical Agents and Munitions Destruction, Defense

 Chemical Agents and Munitions Destruction, Defense 02/02/2015

Army Working Capital Fund (AWCF)

 Army Working Capital Fund (AWCF) 02/02/2015

U.S. Army National Cemeteries Program

 U.S. Army National Cemeteries Program (Arlington National Cemetery and Soldiers’ and Airmen’s Home National Cemetery) 02/02/2015

Overseas Contingency Operations Request

 Military Personnel, Army (MPA), Reserve Personnel, Army (RPA) and National Guard Personnel, Army (NGPA) 02/06/2015

Operation and Maintenance

 Army (OMA) 02/02/2015
 Army Reserve (OMAR) 02/02/2015
 Army National Guard (OMNG) 02/02/2015


 Afghanistan Security Forces Fund (ASFF) 02/02/2015
 Joint Improvised Explosive Device Defeat Fund (JIEDDF) 02/02/2015


Website: Army Financial Management Office


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Website: Navy Budget Materiel



Modeling & Simulation

Simulation Test and Evaluation Process


The Simulation, Test and Evaluation Process (STEP) has been proposed in DoD guidance of the recent past and is still a valid concept. In STEP, simulation and test are integrated, each depending on the other to be effective and efficient. Simulations provide predictions of the system’s performance and effectiveness, while tests are part of a strategy to provide information regarding risk and risk mitigation, to provide empirical data to validate models and simulations, and to determine whether systems are operationally effective, suitable, and survivable for intended use. [1]
STEP is driven by mission and system requirements. The product of STEP is information. The information supports acquisition program decisions regarding technical risk, performance, system maturity, operational effectiveness, suitability, and survivability. STEP applies to all acquisition programs, especially Major Defense Acquisition Programs (MDAPs) and Major Automated Information Systems (MAISs). [1]

Throughout STEP, tests are conducted to collect data for evaluating the system and refining and validating models. Through the model-test-model iterative approach, the sets of models mature, culminating in accurate representations of the system with appropriate fidelity, which can be used to predict system performance and to support the acquisition and potentially the training communities. [1]

Step 1
STEP begins with the Mission Needs Analysis and continues through the life cycle. Top-level requirements are used to develop alternative concepts and select/develop digital models that are used to evaluate theater/campaign and mission-/battle-level simulations. Mission-/battlelevel models are used to evaluate the ability of a multiple platform force package to perform a specific mission. Mission and functional requirements continue to be refined, and the system reaches the preliminary design stage. [1]

Step 2
M&S is used both as a predictive tool and with test in an iterative process to evaluate the system design. The consequences of design changes are evaluated and help translate the most promising design approach into a stable, interoperable, and cost effective design. [1]

Step 3
System components and subsystems are tested in a laboratory environment. Data from this hardware are employed in the model-test-model process. M&S is used in the planning of tests to support a more efficient use of resources. Simulated tests can be run on virtual ranges to conduct rehearsals and determine if test limitations can be resolved. STEP tools are used to provide data for determining the real component or subsystem’s performance and interaction with other components. M&S is used during both Development Testing (DT) and Operational Testing (OT) to increase the amount of data and supplement the live test events that are needed to meet test objectives. [1]

Step 4
Periodically throughout the acquisition process the current version of the system under development should be reexamined in a synthetic operational context to reassess its military worth. This is one of the significant aspects of STEP, understanding the answer to the question: What difference does this change make in the system’s performance? [1]

Step 5
STEP does not end with fielding and deployment of a system, but continues to the end of the system’s life cycle. STEP results in a thoroughly tested system with performance and suitability risks identified. A byproduct is a set of models and simulations with a known degree of credibility with the potential for reuse in other efforts. New test data can be applied to models to incorporate any system enhancements and further validate its models.[1]

AcqLinks and References:

Modeling & Simulation

Simulation Based Engineering Science


Simulation Based Engineering Science (SBES) is a new discipline of engineering and applied science in which modern computational methods and devices and collateral technologies can be combined to resolve fundamental issues far outside the scope of traditional scientific and engineering methods; like prototyping. SBES in an interdisciplinary field, arising from the intersection of more mature disciplines, all enriched by the host of developing modeling technologies in such areas as imaging, sensors, and visualization: These mature disciplines include:[1]

  • Computational and applied mathematics
  • Engineering science
  • Systems engineering
  • Materials science
  • Computer science
  • Distributed and grid computing
  • Physical Science
  • Social Sciences

As defined by the National Science Foundation, “Simulation-Based Engineering Science (SBES) is defined as the discipline that provides the scientific and mathematical basis for the simulation of engineered systems. Such systems range from microelectronic devices to automobiles, aircraft, and even the infrastructures of oilfields and cities. In a word, SBES fuses the knowledge and techniques of the traditional engineering fields—electrical, mechanical, civil, chemical, aerospace, nuclear, biomedical, and materials science—with the knowledge and techniques of fields like computer science, mathematics, and the physical and social sciences. As a result engineers are better able to predict and optimize systems affecting almost all aspects of our lives and work, including our environment, our security and safety, and the products we use and export”. [2]

Scholarly Papers

AcqLinks and References:

Modeling & Simulation

M&S Systems Engineering Approach


A Systems Engineering approach to synthetic environments and Modeling & Simulation (M&S) are themselves systems intended to accomplish particular objectives. It follows that M&S Planning represents the initial steps of a disciplined system engineering approach, the elements of which are: [1]

  • M&S Requirements Analysis: Defines the program objectives M&S may be able to satisfy. The contexts in which program M&S objectives must be evaluated (i.e., the questions to be answered) should be identified in parallel with the definition of the objectives. For most programs, expected system operating environments (scenarios, use cases) will be based upon Defense Planning Scenarios, Multi-Service Force Deployments, Design Reference Missions, and System Threat Assessment Reports (STAR). For each pair of an individual M&S objective and expected system operating environment:
    • Domain information should be gathered
    • Decide what entities, attributes, and interactions, have significant impact on the objectives
    • What level of granularity and fidelity they should be represented
    • What user constraints should be taken into account. These include available staff and funding, program schedule, facilities, allowable response time, required run speed (e.g., in real time), security classification, International Traffic and Arms Regulations (ITAR) restrictions, applicable standards, available computing platforms and networks, and other applicable policies.
    • See M&S Requirements Development
  • Analysis of Alternative Solutions: Programs should then identify which models or simulations come close to meeting their needs. Careful examination of each candidate tool should include its verification, VV&A records and record the strengths and weakness of each alternative. If no single M&S tool meets requirements, determine whether multiple models and/or simulations, operating serially or in a dynamically-interacting federation, can meet these requirements.
  • Selection of Best M&S Solution: With the list of candidates and their strengths and weaknesses in hand, identify options that seem feasible and investigate them further only to the extent needed to weigh the options and inform a decision whether to borrow, rent, buy, modify, or build the required M&S capability. In some cases, pursuing an alternate, non-M&S means of satisfying the objective may be the best decision. These decisions should weigh the normal factors of performance, cost, schedule, and risk.
  • Procurement or Development of the Selected M&S Capability: Once the best option has been selected, it will be necessary to coordinate to ensure appropriate funding, personnel, facilities, and equipment are available to execute the selected M&S strategy. Resource levels may require the plans be iterated. It is important that the Program Manager (PM) make necessary investments early in the acquisition life cycle to ensure the M&S capability is available when needed.
  • Integration of M&S Capability into Test and Evaluation: It’s important that M&S capability be integrated into the Test and Evaluation Strategy (TES) and Test and Evaluation Master Plan (TEMP). This will help ensure successful coordination and execution of M&S objectives and capabilities.

AcqLinks and References: