ASA (ALT) Establishes Deputy Assistant Secretary of the Army for Services (DASA(S))
March 9, 2011
<b>ASA (ALT) Establishes Deputy Assistant Secretary of the Army for Services (DASA(S)) </b>
<b>What is it' </b>
The Deputy Assistant Secretary of the Army for Services (DASA(S)) is the Army's senior strategic manager responsible for developing and implementing a holistic approach for Army services. DASA(S) will assist commanders in obtaining cost-effective and efficient services to achieve their missions.
The Army spent in excess $52 billion a year on services. That's greater than half of our total procurement funding. There hasn't been an overarching lead agent or office with specific responsibility for services. This responsibility will promote a focus on activities surrounding the planning, execution and management of services across the Army.
<b>What has the Army done' </b>
On Nov. 1, 2010, the Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA(ALT)) established the DASA(S) in response to the September 2010 directive titled <i>"Implementation Directive for Better Buying Power - Obtaining Greater Efficiency and Productivity in Defense Spending"</i> from the Under Secretary of Defense for Acquisition, Technology & Logistics (USD (AT&L)). Prior to this directive, ASA (ALT) had already initiated a number of improvements to the services acquisition process.
<b>What will the Army do' </b>
DASA (S) will implement management and oversight of service acquisition DASA(S) will work closely with the Army Commands (ACOM) and Direct Reporting Units (DRU) across all four Army enterprises. Managing services acquisition across the Army will require both in-command and cross-command visibility of services requirements, vehicles and spending. Current concepts provide both portfolio management and command advocacy working in concert to provide the best value for resources expended in support of our Soldiers.
<b>Why is this important to the Army' </b>
The lack of enterprise view resulted in significant variations, limited ability to achieve synergies, apply best practices optimize results, limiting effectiveness and efficiency in execution. These efforts will support the Solider by transforming the Army's approach to acquiring services from a tactical and reactive function to a strategically driven process that engages all key stakeholders to ensure maximum value for every contract dollar.
<a href="http://www.alt.army.mil" target="_blank"> Office of the Assistant Secretary of the Army for Acquisition, Logistics and Technology </a>