(a) The Air Force relies on its acquisition system to acquire the weapons, equipment, supplies and services essential to its daily operations and warfighting mission. The Air Force acquisition mission is directly related to and supportive of the Air Force’s warfighting mission. The Air Force acquisition mission begins with a thorough understanding of customers and their mission needs. The success of Air Force acquisition is measured by the success of its customers.
(b) Every member of the Air Force acquisition community will be trained, knowledgeable, and skilled in the use of acquisition methods and tools that deliver the best value weapons, equipment, supplies and services to its customers in terms of quality, timeliness and price.
(c) Air Force contracting officers and other members of the acquisition team are empowered to make fast and effective decisions. Flexible and responsive acquisition policies provide an environment that encourages innovation and reasonable risk-taking. Whenever necessary, established policies, processes and methods for accomplishing the acquisition mission shall be challenged, analyzed, and replaced by creative methods that meet customers’ needs in an ever-changing business environment.
(d) Contracting officers must possess: an understanding of the product or service being purchased; an extensive knowledge of the marketplace and market conditions; research and analytical skills; and the ability to exercise effective leadership, sound business judgment, and risk management techniques.
(e) All members of the Air Force acquisition team shall strive to achieve a cooperative atmosphere and “partnered” relationship with its contractors. Such partnerships must be established, nurtured, and focused on mission success.
(f) Open communications between the Air Force and contractors contribute to the success of an acquisition. Early industry involvement and open communications are the cornerstones of the Air Force's enhanced cooperative relationship with industry. Timely release of information to potential offerors is essential to maximize the value of their inputs to the planning, requirements generation, and acquisition processes.
(g) The acquisition mission will be greatly enhanced, and the acquisition workforce will be deeply enriched by deliberately cross-feeding new and innovative procedures/strategies among acquisition professionals Air Force-wide in order to facilitate continuous improvement. Discussions and sharing must be highly encouraged up, down, and across organizational boundaries with superiors, subordinates, and peers. Innovations and best practices do little good until they are shared among acquisition teams.
(h) MAJCOM/DRU commanders, the AFISRA commander, PEOs, and acquisition managers and supervisors shall establish procedures to encourage and reward acquisition teams and/or individuals who effectively implement these principles.
