Acquisition Services is defined in Treasury Board of Canada Secretariat (TBCIDS) s (annual report) and are prevalent throughout the Government of Canada (GC). They include the acquisition of goods or services for delivery within the National Inventory, for goods or services to be re-exported from Canada to another country or the EU, for goods or services that will be re-sold within the Canadian market, for goods or services that require development in order to meet anticipated future growth in an area of importance to the Government and/or the TC. These acquisitions may involve transfer of existing inventory, development of new programs and goods or services that are required to support the Government of Canada activities, or a combination of any of these activities. In short, acquisition services involve the procurement of goods or services. It is not uncommon for acquisition programs to have a term of one year or more. This duration is normally indicative of the length of time that would pass from the date of preparation of an internal/external acquisition request through to the date that goods or services would start to be utilised. Click here, Acquiry to know more about acquisition services.
Within the broader scope of acquisition services, there are four main subsets: government and public sector, private sector, international and integrated. Government and public sector encompass all agencies and departments of the Government of Canada, including Crown corporations, Public Services Canada, Public Health Canada and Infrastructure Canada. Private sector encompasses the activities of corporations that are not controlled by government and includes hospitals, businesses, trade and technology sectors, information science and engineering firms and the like. All of these providers utilise procurement as their primary tools for delivering services and products to the Government of Canada or the TC.
External business vendors provide acquisition support services. While acquisition services may be critical to the success of a procurement activity, external business vendors do not provide the specialized skills that are typically required in the negotiation of complex procurement contracts. External vendors do not understand the contract environment, the needs of the client and the best ways to specify a competitive bid. They rarely have negotiating skills and usually find it difficult to provide a relevant and reliable quote. Most external business vendors are also unable to meet the deadlines that are required of them.
Government agencies frequently acquire large contracts in order to support their operations and programs. These contracts require careful consideration of many factors such as the amount of money to be invested, the number of employees to be employed, the impact on the budget and the resources required by the Government to conduct the program. For acquisitions conducted by the Government, the key issue is whether the acquisition is strategic. If an acquisition is not considered strategic, it will spend resources that are not needed and may not generate the kind of return on investment that the agency wants. For this reason, acquisition professionals must have a thorough understanding of how strategic acquisitions work and must be able to assess whether a given acquisition strategy will generate the kind of profits that the agency is seeking.
Some of the best acquisition strategies are those that create a long-term value and create value for the long-term. Good acquisition strategies are those that require minimal outside expertise, yet they require decisions that are made quickly and that require the knowledge and skills of at least one full-time person to execute. Good acquisition strategies allow for considerable flexibility, yet they are also generally very structured and methodical. When these strategies are executed well, acquisition professionals can build the business very quickly. However, if these strategies are poorly executed, then the acquisition will be very expensive and problematic.
Another important consideration for all acquisition services business processes is the requirements definition stage. The requirements definition stage is probably the most challenging because it involves identifying what are the most critical acquisition services components, in addition to determining the business impacts that each component will have. This stage of the process is often referred to as the “Build” stage. After the Build stage, there will still need to be significant analysis and work involved before the next step, which is deliverables can be developed and released for implementation. The release management team is responsible for overseeing this work. At this point, it is also important to note that all major acquisitions are usually completed during the first year.