Program Structure

When BUYSMARTER graduates from the RHHS initiative on September 30, 2020, it will become a program within The Office of the Assistant Secretary for Financial Resources (ASFR), Office of Acquisitions (OA).

Once fully operational, the BUYSMARTER Program PMO Office will oversee multiple group purchases — directed by the ESC and implemented by the Category Collaboratives. The organizational design model below demonstrates the category management-aligned approach for supporting these very large, cross-agency acquisitions.

Figure 1: BUYSMARTER Program Organization Chart

An organization chart with ASFR at the top, to whom the OA Senior Procurement Executive reports with a box to the left which states he OA Senior Procurement Executive sets overall direction for the BUYSMARTER program, leads the BUYSMARTER ESC makes key decisions, and removes barriers to success. Followed by the Executive Steering Committee, to whom the BUYSMARTER PMO Lead reports to with a box to the right which states the BUYSMARTER PMO Lead is responsible for the oversight of the day-to- day BUYSMARTER program and its staff, performance, reporting, and mission accomplishments with the Medical Category Lead, Professional Services Lead, IT Category Lead, and ‘n’ Category Lead has a box below which states Category Leads are responsible for all activity within their respective categories, including: Setting overall strategy for the category; evaluating all spend and cost avoidance data; soliciting and incorporating OPDIV/STAFFDIV mission needs; category roadmap development; stakeholder communication; coordinating with Category Collaborative team leaders; supporting Category Collaboratives and Sub-Category Pursuit Teams (SPTs) through all phases of acquisitions; and performance reporting. Reporting to each Category lead is a Category Specialists with a box below which states Category Specialists are responsible for working directly with the Category Collaboratives and SPTs including: Coordinating all SPT team activities/tasks; conducting analysis with the FCS AI Tool; communicating directly with SPT members; developing project plans for each solicitation; scheduling all meetings; and working in close coordination with the Contracting Officer Representative (COR)/Contracting Officer (CO) and programmatic resources throughout the lifecycle of each group acquisition. Below represents the four SPT members and one SPT n for each.

This governance structure will support the implementation of the BUYSMARTER Program Roadmap.

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