FAR 7.104—General procedures.
Plain-English Summary
FAR 7.104 sets out the general procedures for acquisition planning, which is the front-end process agencies use to shape a procurement before solicitation or order placement. It covers when planning must start, who must be involved on the planning team, how planners should use prior acquisition experience, when and how plans must be reviewed and revised, and why requirements and logistics personnel should avoid urgent or unrealistic schedules that limit competition and raise prices. It also requires coordination with the contracting officer, and with the competition advocate when other-than-full-and-open competition is contemplated. In addition, it addresses coordination with the cognizant small business specialist when the acquisition strategy may involve substantial bundling, including the specialist’s duty to alert the OSDBU or Office of Small Business Programs if bundling is unnecessary, unjustified, or not properly identified. Finally, it requires early nomination of a contracting officer’s representative (COR) and prompt designation and authorization by the contracting officer. In practice, this section is about making acquisition planning collaborative, timely, competition-conscious, small-business-aware, and ready for effective contract administration from the start.
Key Rules
Start planning early
Acquisition planning should begin as soon as the agency need is identified, preferably well before the fiscal year in which award or order placement is needed. Early planning helps avoid rushed procurements, reduces schedule risk, and gives the agency time to build a sound strategy.
Build a cross-functional team
The planner must form a team of all personnel responsible for significant aspects of the acquisition, such as contracting, small business, fiscal, legal, and technical staff. If performance will occur in a designated operational area or support a diplomatic or consular mission, the planner should also consider including the combatant commander or chief of mission, as appropriate.
Use prior acquisition lessons
The planner should review previous plans for similar acquisitions and discuss them with the key personnel involved in those acquisitions. This is intended to capture lessons learned, avoid repeating mistakes, and improve the quality of the new acquisition strategy.
Review and revise the plan
At key dates identified in the plan, whenever significant changes occur, and at least annually, the planner must review the plan and revise it if appropriate. Acquisition planning is therefore an ongoing process, not a one-time document.
Avoid urgent or unrealistic requirements
Requirements and logistics personnel should avoid issuing requirements on an urgent basis or with unrealistic delivery or performance schedules because that generally restricts competition and increases prices. The planner should consult early with the personnel who define type, quality, quantity, and delivery needs.
Coordinate with the contracting officer
The planner must coordinate with and secure the concurrence of the contracting officer in all acquisition planning. If the plan contemplates other than full and open competition, it must also be coordinated with the cognizant advocate for competition.
Address bundling and small business impacts
When the strategy contemplates an acquisition meeting the substantial bundling thresholds in 7.107-4, the planner must coordinate the plan or strategy with the cognizant small business specialist unless the contract or task or delivery order is totally set aside for small business under part 19. The small business specialist must notify the OSDBU or Office of Small Business Programs if bundling is unnecessary or unjustified, or if bundled or consolidated requirements were not identified as such by the agency.
Nominate and designate the COR early
The planner must ensure a COR is nominated as early as practicable by the requirements official or under agency procedures. The contracting officer must then designate and authorize the COR as early as practicable after nomination, consistent with 1.602-2(d).
Responsibilities
Planner
Lead acquisition planning from the time the need is identified; assemble the planning team; review prior similar acquisitions; maintain and update the plan; coordinate with the contracting officer; coordinate with the competition advocate when non-full-and-open competition is proposed; coordinate with the small business specialist when substantial bundling may be involved; and ensure early COR nomination.
Contracting Officer
Participate in and concur with acquisition planning; review the plan and strategy; and designate and authorize the COR as early as practicable after nomination.
Requirements and Logistics Personnel
Provide early input on type, quality, quantity, and delivery requirements; avoid urgent or unrealistic schedules that restrict competition; and support realistic planning.
Small Business Specialist
Review acquisition plans or strategies involving substantial bundling thresholds unless the acquisition is totally set aside for small business; and notify the OSDBU or Office of Small Business Programs if bundling is unnecessary or unjustified, or if bundled or consolidated requirements were not properly identified.
Competition Advocate
Review and coordinate acquisition plans that propose other-than-full-and-open competition.
Requirements Official
Nominate a COR as early as practicable, consistent with agency procedures.
COR (Contracting Officer’s Representative)
Serve as the nominated and later designated/authorized representative for contract administration functions as assigned by the contracting officer.
Combatant Commander or Chief of Mission
When performance will occur in a designated operational area or support a diplomatic or consular mission, participate in planning as appropriate to the acquisition context.
OSDBU / Office of Small Business Programs
Receive notifications from the small business specialist regarding unnecessary or unjustified bundling, or bundled/consolidated requirements not identified by the agency.
Practical Implications
This section pushes agencies to plan early enough to avoid rushed buys, which often means better competition, better pricing, and fewer schedule problems.
A common pitfall is treating acquisition planning as a paperwork exercise instead of a live process; the rule requires review and revision when conditions change.
Another frequent issue is failing to involve the right stakeholders early, especially small business, legal, fiscal, technical, and the contracting officer, which can lead to rework or protest risk.
If the acquisition may involve bundling or non-full-and-open competition, the planning file needs to show the required coordination and rationale; missing those steps can create compliance and oversight problems.
Early COR nomination matters because contract administration cannot be set up effectively at award if the agency waits too long to identify and authorize the representative.
Official Regulatory Text
(a) Acquisition planning should begin as soon as the agency need is identified, preferably well in advance of the fiscal year in which contract award or order placement is necessary. In developing the plan, the planner shall form a team consisting of all those who will be responsible for significant aspects of the acquisition, such as contracting, small business, fiscal, legal, and technical personnel. If contract performance is to be in a designated operational area or supporting a diplomatic or consular mission, the planner shall also consider inclusion of the combatant commander or chief of mission, as appropriate. The planner should review previous plans for similar acquisitions and discuss them with the key personnel involved in those acquisitions. At key dates specified in the plan or whenever significant changes occur, and no less often than annually, the planner shall review the plan and, if appropriate, revise it. (b) Requirements and logistics personnel should avoid issuing requirements on an urgent basis or with unrealistic delivery or performance schedules, since it generally restricts competition and increases prices. Early in the planning process, the planner should consult with requirements and logistics personnel who determine type, quality, quantity, and delivery requirements. (c) The planner shall coordinate with and secure the concurrence of the contracting officer in all acquisition planning. If the plan proposes using other than full and open competition when awarding a contract, the plan shall also be coordinated with the cognizant advocate for competition. (d) The planner shall coordinate the acquisition plan or strategy with the cognizant small business specialist when the strategy contemplates an acquisition meeting the thresholds in 7.107-4 for substantial bundling unless the contract or task order or delivery order is totally set-aside for small business under part 19 . The small business specialist shall notify the agency Office of Small and Disadvantaged Business Utilization or the Office of Small Business Programs if the strategy involves- (1) Bundling that is unnecessary or unjustified; or (2) Bundled or consolidated requirements not identified as such by the agency (see 7.107 ). (e) The planner shall ensure that a COR is nominated as early as practicable in the acquisition process by the requirements official or in accordance with agency procedures. The contracting officer shall designate and authorize a COR as early as practicable after the nomination. See 1.602-2 (d).