Contract Support In The Military

The contractor shall provide an all-inclusive support contract for one day that includes the following service for the Pharmacy Service located at the Richard L. Roudebush VAMC, Indianapolis, Indiana.

2. Facts: Regardless of the type of military operation, HR support must focus on the performance of critical wartime tasks of personnel readiness management, personnel accountability, strength reporting, and personnel information management. A key note to remember is that military operations will change and the S-1 must be prepared to provide HR support regardless of the type of military operation. Failure to properly plan for HR support can have a serious impact not only on the commander’s ability to make military decisions based on personnel, but can also impact the readiness and

Served as Contract Administrator in program oriented Contract Administrative Office for the Rolling Airframe Missile (RAM) program managing contracts with over $1.6 billion dollars in obligations and spanning all acquisition phases from System Development and Demonstration through Full Rate Production, Repair/Rebuild and final disposition. Performed all contract administrative duties on supply, service, and research & development firm fixed price and cost type contracts to include contract receipt and review, data integrity reviews, contract reconciliation, contract change tracking, contract modification preparation, monthly

The face of how Army Reserve Soldiers mobilize to support contingency operations around the globe has changed very drastically in the last half century. In their report titled, Reserve Component Personnel Issues: Questions and Answers (2013), Kapp and Torreon noted the increased pressure on reservists and employers:

During this period, Ms. Sharp successfully performed the contract management oversight of 20 contracts for 3 battalions (Afghanistan, Kuwait, and Qatar), 76 active Contracting Officer Representatives (COR), valued at more than $2 Billion.

When Halstead was given this mission in Iraq, she never anticipated the challenge she would soon face. She had one year to plan her operation, train and certify her units for deployments and after months of painstaking preparation and training, Halstead was confident her soldiers and unit were ready to be certified for deployment. However, certification had to be issued by her superior, a three-star general recently back from Iraq—and the most challenging boss Halstead had ever encountered in all of her years of services.

The topic for this paper will be to consider the role of civilian contractors in Iraq and Afghanistan, and where applicable investigate how they were utilized in joint operations in both theaters. Also, the research will extend to the expectations for civilian contractors versus that of their military counter parts. The tentative title is, “Civilian Contractors and Their Impact on Joint Operations in Iraq and Afghanistan.” This may need to be focused a bit more once exploration and study is done as the approach may be too broad, but only investigation and application of resources will determine whether the scope needs to be narrowed or not.

“I am not afraid of an army of lions led by a sheep; I am afraid of an army of sheep led by a lion” (“Alexander The Great”). This quote is from Alexander the Great, a king from the Argead Dynasty. He believed that an army with a good ruler was far superior than an army with a weak ruler. Private Military Contracting is a perfect career for those that want a physical and mental challenge, great pay rate, and want to see the world.

The escalation of conflict is not the only problem the increased number of private military contractors bring. These contractors have a different object and priority than the stationed troops in conflicts. The contractor's’ number one priority is protecting their asset, as the private corporations know that if the important figure they are assigned to protect gets captured or killed, it would be devastating for the business and most likely they would lose the funding the government provides. Since the priority of the contractors is to keep the asset safe, they will often be very aggressive, securing perimeters and stopping any vehicles that get too close. There has been many cases where the private contractors shoot at cars to stop them,

The local civilians able to contribute the operations by the terrain expertise, sharing the information about enemy and logistic.

We maintain national accounts with some of the largest national supply houses. These accounts allow us to acquire any unit, on a national basis, that we may require on a project. We perform many fast track projects, on the critical path, that allow our clients the ability to maintain their individual schedules of reconstruction.

In this research paper I will discuss the process of contracting out, issues of cost, credibility, accountability, and quality and quantity of services. My discussion will also include reasons for contracting out, opposition, and advantages and problems of contracting out.

An excellent compensation plan must have a well-designed package that motivates employees, control compensation costs, and ensures equity. The best compensation plans mirror the culture of the employer. Along with their compensation plan, a benefits program should also be part of an employer’s compensation strategy. As many other students have stated, the military has a pretty good plan. While on active duty, I received all the normal benefits: regular pay, housing allowance, dental, medical, 30 days of leave annually, and hazard duty pay. And now as a retiree, I receive monthly retirement pay, affordable family insurance through Tricare, disability pay and my G.I. Bill education benefits. In my opinion, the U.S. Military has a pretty solid

Thesis: The role of private military contractors (PMCs) has expanded tremendously since the end of the Cold War when western governments began the process of trimming their bloated military forces. As privatization commenced, governments began to rely upon a new kind of contractor that sold not only hardware but also manpower and expertise. Even as conventional military forces declined, the need for highly capable, professional soldiers remained pressing, especially in conflict prone areas around the world. PMCs filled these gaps, providing military assistance, advice, and security services to governments, companies, and NGOs. However, the role of these companies, and the legal framework surrounding them remains up for debate, and recent cases of misconduct with deadly consequences only muddy the waters further. The question remains: do PMCs serve to help or hurt human rights in areas where they are deployed? In this paper, I will argue that PMCs do have a critical role in the modern battlefield as providers of logistical, training, and security services, but their use in offensive actions or assistance with so called “black operations” should be circumscribed to the point of nonexistence. I will analyze two cases studies where PMCSs were deployed: Iraq and Sierra Leone to determine the positive and negative ramifications of their deployment. PMCs have upheld human rights in the vast majority of areas where they have been deployed, and it has not been shown that they are

Knowing that the contractors ' employees will be gathering and storing sensitive information, communicating with the U.S. Army via Internet and communications security equipment and utilizing their own devices for work due to frequent traveling, it was determined that Separation of Duties, contractors’ legal requirements, and procedures for the use of communications security equipment must be addressed first. The following policies’ draft has been created to address these topics.