Branch Contracting (Career Management Field 51) Career

Branch Contracting (Career Management Field 51)

Career Progression Plan

21-1. Duties

The Contracting NCO provides acquisition and procurement support to the Army in support

of contingency and non-contingency operations outside of the Continental United States

(OCONUS) or inside of the Continental United States (CONUS). Contracting NCOs fill positions

in the Army Acquisition Workforce (AAW) and are fully prepared to deploy to support any

mission.

21-2. Transformation

a. Transformation for CMF 51 is centered on contracting (MOS 51C) and is the only

acquisition military occupational specialty (MOS) for NCOs. Contracting NCO assignments are

unique in the fact that they almost exclusively reside in formations comprised of other

contracting NCOs and contracting commissioned officers.

b. The majority of the Army’s contracting NCO workforce lay within Army Contracting

Command (ACC), a subordinate of Army Materiel Command (AMC). The subordinate Modified

Table of Organization and Equipment (MTO&E) units in this command are organized into

Contracting Support Brigades (CSB), Contracting Battalions (CBN), and Contracting

detachments (CONDETs). Each CSB has a support and advise/assist relationship with each of

the Army’s Service Component Commands (ASCC), Sub-Unified Commands CSBs can

operate as a Lead Service for Contracting or Lead Service for Contracting Coordination for its

supported Geographic Combatant Command (GCC) when further designated by the

appropriate ASCC.

c. CBNs have a support and advise/assist relationship with each of the Army’s Divisional

Headquarters and the United States Army Special Operations Command (USASOC), and

function as a Regional Contracting Center (RCC) when deployed. Contracting Detachments

are designed to deploy and operate under a RCC as a Regional Contracting Office (RCO)

providing contract support to Brigade Combat Team (BCT) size elements.in general,

contracting units have an immense scope of responsibility and authority given their relatively

small size. This measure of responsibility should always reflect in the quality of NCOs in CMF

51.

d. Contracting NCOs are also assigned to Contracting Teams under the United States Army

Corps of Engineers (USACE), who specialize in architect-engineer contracts, large military

construction projects, and support Defense Support of Civil Authorities (DSCA) disaster relief

missions. There are a limited number of CMF 51 NCOs assigned to Table of Distribution and

Allowances (TDA) organizations. Some examples include: The White House Communications

Agency (WHCA); Army Logistics University (ALU); Mission Command Training Program (MCTP);

Army Acquisition Center of Excellence (AACoE); Office of the Deputy Assistant Secretary of the

Army for Procurement (ODASA-P); the United States Army Acquisition Support Center

(USAASC); Defense Contracting Management Agency (DCMA) and other TDA organizations as

periodically determined by the Total Army Analysis process. Special Missions Units (SMUs) rely

on contracting assets embedded within their organizations to provide responsive support (this

includes SGM positions internal to SMU).

e. Contracting NCOs have a very technically driven MOS. However, it does not absolve

them from the responsibility of demonstrating outstanding leadership. They are technical

experts in their field, trainers/leaders of Soldiers; one who executes the orders and intent of

their commander, commissioned officers, senior NCOs, and civilian supervisors.

f. The Acquisition Corps does not function under the regimental system. Therefore, does not

have a Regimental Sergeant Major/Command Sergeant Major. Regimental functions are

performed as a cooperative amongst the Assistant Secretary of the Army for Acquisition,

Logistics, and Technology (ASA (ALT)) Sergeant Major, the CMF 51 Proponent Sergeant Major,

and the ACC Command Sergeant Major. Contracting NCOs do not have hard-coded positions

available in demanding Army assignments due to the force design constraints of CMF 51

formations.

g. Demanding assignments such as, but not limited to, Drill Sergeant, Recruiter, Equal

Opportunity Advisor, and Inspector General NCO are generally not available to CMF 51 NCOs.

However, from time to time, other branches will allow Contracting NCOs to fill one of these

positions. This is considered uncommon and reserved for the best quality NCOs within CMF 51.

Additionally, due to strength management constraints, no more than 2% of NCOs in CMF 51 are

allowed in non-CMF-specific positions at any given time. Therefore, the top 2% of Contracting

NCOs may never be available for assignment at the time required to fill these positions.

However, those NCOs who are selected should be viewed as the top 5% of the CMF at the time

of their selection.

21-3. Recommended career management self-development, by rank

a. Staff sergeant.

(1) The quality and success of a staff sergeant’s career is in direct proportion to a

consistent commitment to excellence, regardless of the mission. Staff sergeants who are

committed to achieving demanding goals will develop leadership and professional skills and

have the technical and tactical knowledge and ambition to put them to use.

(2) SSGs should study and strive to master additional CMF related military publications:

ATP 4-92 “Contracting Support to Unified Land Operations”; JP 4-10 “Operational Contract

Support”; the Federal Acquisition Regulation (FAR); the Defense Federal Acquisition

Regulation Supplement (DFARS); the Army Federal Acquisition Regulation Supplement

(AFARS); ADRP 4-0 covering sustainment.

(3) The following is suggested for self-development: TC 7-22.7 “Noncommissioned Officer

Guide” and all publications referenced in Appendix B; the NCO Professional Development

System community located in the Army Career Tracker; ADP 6-22 ; ADP 3-0 ; DA Pam 600- 25;

FM 7- 22 ; and ADP 1.

(4) The Operational tempo (OPTEMPO) may limit opportunities for civilian education;

however, SSGs willing to make the necessary sacrifices should seize all available opportunities

and plan their college program around a business related degree. Many opportunities exist for

the SSG to accomplish their educational objectives, based on the SSG’s own desire to excel. It

is noted, in accordance with DA Pam 611-21; SSGs in CMF 51 have a limited time (3 years) in

which to gain Professional Certification in Contracting. Completion of a Bachelor’s degree is

critical. A college degree cannot be required for promotion but is a crucial deciding factor when

identifying the best qualified Contracting NCOs.

(5) SSG should also consider entering programs to gain nationally/regionally

recognized credentials in an appropriate technical discipline. NCOs may also earn

college credit for technical certifications. A list of certifications related to CMF 51 are

available on the COOL website at https://www.cool.osd.mil.

(6) NCO Boards such as Best Warrior Competition, NCO of the Month, Quarter, and/or

Year and the SGT Audie Murphy/SGT Morales Clubs broaden the knowledge base, instill

discipline, and improve the SSGs ability to communicate.

b. Sergeant first class.

(1) The SFC is expected to dispatch leadership and other duties with an expert level of

professionalism. As NCOs become more senior in rank, self-motivated development becomes

more important. Activities like professional reading or college courses help the NCO develop

organizational leadership skills needed to coach, teach, and mentor Soldiers.

(2) The SFC should study and master additional CMF-related military publications such as:

ATP 4-92 “Contracting Support to Unified Land Operations”; JP 4-10 “Operational Contract

Support”; FAR; DFARS; AFARS; the Defense Contingency Contracting Handbook, ADP 4-0

covering sustainment; ATP 3-05.40 “Special Operations Sustainment”; ATP 4-93 Sustainment

Brigade”; ATP 4-92 “Theater Sustainment Command”.

(3) The following is suggested for self-development: TC 7-22.7 and all publications

referenced in Appendix B; the NCO Professional Development System community located in

the Army Career Tracker; ADP 6-22; ADP 3-0; ADP 5-0; ADP 6-0; ADP 7-0; DA Pam 600-25;

ATP 3-93; ADP 1; ATP 6-22.5; FM 7-22; FM 3-22.9; FM 3-23.35.

(4) The OPTEMPO may limit opportunities for civilian education; however, SFCs willing to

make the required sacrifices should seize all available opportunities and plan their college

program around a business related degree. Many opportunities exist for the SFC to accomplish

educational objectives, based on the SFC’s own desire to excel. Completion of a bachelor’s

degree is critical. A college degree cannot be required for promotion but is a crucial deciding

factor when identifying the best qualified Contracting NCOs.

(5) SFC should also consider entering programs to gain nationally/regionally

recognized credentials in an appropriate technical discipline. NCOs may also earn

college credit for technical certifications. A list of certifications related to CMF 51 are

available on the COOL website at https://www.cool.osd.mil.

(6) NCO Boards such as Best Warrior Competition, NCO of the Month, Quarter, and/or

Year and the SGT Audie Murphy/SGT Morales Clubs broaden the knowledge base, instill

discipline, and improve the SFC’s ability to communicate.

c. Master sergeant

(1) The MSG is expected to dispatch leadership and other duties with an expert level of

professionalism. As NCOs become more senior in rank, self-motivated development becomes

more important. Activities like professional reading or college courses help the SNCO develop

organizational leadership skills needed to coach, teach, and mentor Soldiers. MSGs should

have already completed a bachelor’s degree and are encouraged to pursue higher levels of

education at this stage in their career. While a college degree is not required for promotion, it is

a crucial deciding factor when identifying the best qualified contracting NCOs.

(2) MSGs should study and master ATP 4-92, JP 4-10, ADP 4-0, ADP 5-0, ADP 6-0, ADP

7-0, ATP 3-91 “Division Operations”, and ATP 4-92.

(3) Master sergeants should also continue to leverage other distributed learning programs

and broaden their focus to include functional training. These NCOs must recognize their new

role at the strategic level and pursue functional courses from various sources that will enhance

their understanding of how the Army operates in order to influence and improve the Army’s

systems and contribute to the success of their organizations.

(4) MSGs should also consider entering programs to gain nationally/regionally

recognized credentials in an appropriate technical discipline. NCOs may also earn college

credit for technical certifications. A list of certifications related to CMF 51 are available on

the COOL website at https://www.cool.osd.mil.

d. Sergeant major and command sergeant major.

(1) The SGM and CSM are expected to dispatch leadership and other duties with an expert

level of professionalism. They should be close to, or already possess a master’s degree,

preferably in a business-related field. Activities like professional reading or college courses

further develop the SNCOs leadership skills needed to coach, teach, and mentor Soldiers.

Impeccable communication skills are required just by the nature of the number of Soldiers their

communications reach. Skills in community and public relations are also important since the

SGM/CSM will often represent the command or Army in civic functions.

(2) The SGM and CSM should read publications on their chain of command’s professional

reading list. TC 7-22.7, AKO, JKO, and http://www.train.army.mil/ contain additional reading

material for self-development. Additionally, continued reading about world politics, geo-

political issues, and field manuals relating to Army Operations and current battle doctrine

enhance the knowledge base of the SGM/CSM.

(3) SGMs and CSMs should also consider entering programs to gain nationally/regionally

recognized credentials in an appropriate technical discipline. SGMs and CSMs may also earn

college credit for technical certifications. A list of certifications related to CMF 51 are available

on the COOL website at https://www.cool.osd.mil.

21-4. Military Occupational Specialty 51C Contracting Noncommissioned Officer

a. Major duties. The Contracting NCO coordinates, manages, and provides oversight and

administration on contracting actions in support of every echelon of command involved in Army

operations and joint, intergovernmental, interagency, and multinational operations to include

Defense Support to Civil Authorities (DSCA). These duties are performed in Contracting

Detachments (CONDETs), Contracting Battalions (CBN), and Contracting Support Brigade

(CSBs).

b. Prerequisites. See DA Pam 611–21 for details. The waiver authority for MOS

requirements is the USAASC Director (Care of: CMF 51 Proponent sergeant major,

9900 Belvoir Road, Building 201, Fort Belvoir, VA 22060).

c. Goals for Development.

(1) Staff sergeant

(a) Institutional Training. DLC 2, ALC (see AR 350-1, Page 91, para. 3-54 (b.) (5) (f))

(b) Operational assignments. The focus during the early years of the Staff sergeant’s

career is building a strong base of technical expertise in contracting, basic MOS skills, and

common Soldier tasks. Staff sergeants will generally serve as a team member of a

Contracting Detachment (CONDET) under Army Contracting Command (ACC) after

reclassification into the 51C MOS or United States Army Corps of Engineers (USACE) after

completion of their first assignment under ACC. As staff sergeants grow senior within their

grade, follow-on assignments to a Contracting Battalion (CBN) or a Contracting Support

Brigade (CSB) staff is encouraged in order to further develop and expose them to

organizational and strategic concepts of contracting support. Assignments at this level

include, but not limited to: Detachment Contracting Support NCO; BN Operations NCO; BN

Support Operations NCO; BDE Operations NCO; BDE Support Operations NCO; BDE

Contracting Support NCO.

successfully attainted professional certification in contracting. Additional self-development

programs include, but not limited to, The Degree Completion Program, Advanced Civil

Schooling, and Naval Post Graduate School (resident).

(d) Additional training. Contingency Contract Administration Services (CCAS) Course,

Master Resiliency Trainer, Master Fitness Trainer, Sexual Assault Response Coordinator

(SARC), Victim Advocate, Equal Opportunity Leaders, Unit Prevention Leaders Course, Safety

Officers Course, and Battle Staff.

(e) Special assignments. Recruiter, drill sergeant, White House Communications Agency

(Acquisitions Manager), Mission Command Training Program (MCTP) Observer

Controller/Trainer (OC/T), SLC Instructor/Writer (senior/promotable staff sergeants only),

Proponent NCO (senior/promotable staff sergeants only), Defense Logistics Agency (DLA)

through the Training with Industry and Agency (TWI/A) Program, Defense Contract

Management Agency (DCMA), and Special Missions Units (SMU).

(f) Staff sergeants serving in a SMU are afforded opportunities to attend courses not

typically available to other 51C NCOs (e.g., SERE-C, jumpmaster, and pathfinder). The SMU

selection process is thorough and demanding. Only the highest quality 51C NCOs are selected

for duty in a SMU. Selection boards should consider this when reviewing the records of NCOs

currently serving or have served in a SMU. Successive special duty assignments are

discouraged unless a compelling operational need for the particular NCO, by name, is

documented by the gaining unit/organization.

(2) Sergeant first class

(a) Institutional Training. DLC 3 and SLC.

(b) Operational assignments. The focus at the Sergeant first class level centers on building

a solid foundation of technical knowledge, tactical expertise, and Soldier leadership skills. Duty

assignments for the Sergeant first class include, but not limited to: Detachment Contracting

Support NCO; BN Operations NCO; BDE Operations NCO, BDE Support Operations NCO;

BDE Contracting Support NCO; BDE Contracting Support NCOIC; INSCOM Contracting NCO.

have successfully attainted a baccalaureate degree in any concentration, allowing the sergeant

first class to attain professional certification in contracting. Additional self-development

programs include, but not limited to, Advanced Civil Schooling, and Naval Post Graduate School

(resident).

(d) Additional training. Contingency Contract Administration Services (CCAS), Master

Resiliency Trainer, Sexual Assault Response Coordinator (SARC), Victim Advocate, Equal

Opportunity Leaders Course, Unit Prevention Leaders Course, Safety Officers Course, and

Battle Staff.

(e) Special assignments. Recruiter, drill sergeant, HRC Branch Manager (CMF 51),

Proponent NCO, Mission Command Training Program (MCTP) Observer Controller/Trainer

(OC/T), SLC Instructor/Writer, Defense Logistics Agency (DLA) through the Training with

Industry and Agency (TWI/A) Program, Defense Contract Management Agency (DCMA), and

Special Missions Units (SMU). Sergeants first class serving in an SMU are afforded

opportunities to attend courses typically not available to other 51C NCOs (e.g., SERE-C,

jumpmaster, and pathfinder). The SMU selection process is thorough and demanding. Only the

highest quality 51C NCOs are selected for duty in an SMU. Selection boards should consider

this when reviewing records of NCOs currently serving or have served in an SMU. Successive

special duty assignments are discouraged unless a compelling operational need for the

particular NCO, by name, is documented by the gaining unit/organization.

(3) Master sergeant/First sergeant

(a) Institutional Training. All master sergeants are required to attend DLC 4 and MLC.

(b) Operational assignments. The focus for contracting NCOs at the Master sergeant level

is centered on continued development and refinement of their leadership skills and technical

expertise. Duty assignments at this level include, but not limited to: Detachment SGT; BN

Operations NCOIC; BDE Support Operations NCOIC.

successfully attainted professional certification in contracting. Additional self-development

programs include, but not limited to, Advanced Civil Schooling (junior master sergeants only),

and Naval Post Graduate School ((resident) junior master sergeants only).

(d) Additional training. Contingency Contract Administration Services (CCAS) Course,

Safety Officer Course, Force Management Course, JOPEC, and Battle Staff.

(e) Special assignments. Mission Command Training Program (MCTP) Senior Observer

Controller/Trainer (OC/T), Army Acquisition Center of Excellence (AACoE) Acquisition

Professions Course (APC) Instructor, ODASA-P NCOIC, and Special Missions Units (SMU).

Master sergeants serving in an SMU are afforded opportunities to attend courses typically not

available to other 51C NCOs (e.g., SERE-C, jumpmaster, and pathfinder). The SMU selection

process is thorough and demanding. Only the highest quality 51C NCOs are selected for duty

in an SMU. Selection boards should consider this when reviewing records of NCOs currently

serving or have served in an SMU. Successive special duty assignments are discouraged

unless a compelling operational need for the particular NCO, by name, is documented by the

gaining unit/organization.

(4) Sergeant Major/Command Sergeant Major

(a) Institutional Training. All sergeants major/command sergeants major are required to

complete DLC 5 and SMC

(b) Operational assignments. The focus for contracting SGMs/CSMs centers on refinement

of their leadership skills and applying the knowledge gained throughout their career to influence

organizations at the most senior level. Duty assignments as a Mission Installation Contracting

Command (MICC) Operations SGM or Army Contracting Command (ACC) G3/5/7 SGM will

increase their experience and further develop their leadership skills. SGMs will serve as a

Contracting Battalion (CBN) SGM (6S) or as the Proponent SGM (7K) for CMF51. CSMs will

serve in a Contracting Support Brigade (CSB). NCOS who have successfully served on a

Contracting Detachment (CONDET), CBN, and/or CSB staff make the best SGMs. Contracting

SGMs should have the appropriate contracting knowledge and experience to analyze and

provide sound business acquisition advice to supported units. NCOs who have successfully

served as a Contracting Battalion (CBN) SGM, make the best CSMs. Contracting CSMs should

have the appropriate contracting knowledge and experience to analyze and provide sound

business acquisition advice and recommendations to supported units at the strategic level.

completed DLC 5 and SMC. At this level, sergeants major/command sergeants major should

have a baccalaureate degree (or higher), and professional certification in contracting.

(d) Additional training. Contingency Contract Administration Services (CCAS) Course,

How the Army Runs Course, Force Management Course, JOPEC, and Strategic

Broadening Seminars.

(e) Special assignments. The only codified special assignment for contracting is the 51C

Proponent Sergeant Major at the United States Army Acquisition Support Center (USAASC), a

direct reporting unit to the Assistant Secretary of the Army for Acquisition, Logistics and

Technology ASA(ALT). The Proponent Sergeant Major also works in tandem with the ASA(ALT)

Sergeant Major and the Army Contracting Command (ACC) Command Sergeant Major,

performing functions of a Regimental Sergeant Major/Command Sergeant Major. 51C sergeants

major/command sergeants major are also eligible for the USASMA Fellowship Program at the

NCO Leadership Center of Excellence.

d. Army career degrees. See the SOCAD Army Career Degree Program.

e. GI Jobs. See more at the GI Jobs Web site at https://www.gijobs.com/army-u/

21-5. Military occupational specialty 51C professional development model

Access to the “Career Maps” can be accessed from the ACT Web site. They are located

under the career resources tab at the following web address: https://actnow.army.mil.

21-6. Military occupational specialty 51C Reserve Component

Standards of reserve component NCOs mirror that of the active component in MOS 51C.

Soldiers in the reserve component should strive for the same type of assignments and

development; however, unit structure and geographic distribution often limit reserve component

Soldiers in the range of possible assignments.

21-7. Military Occupational Specialty Army National Guard (ARNG) Component

ARNG Title 32 51C NCOs are managed by the individual states under The Adjutant

General (TAG) in coordination with the ARNG Acquisition Management Office. Standards of

ARNG NCOs should mirror that of the active component in MOS 51C. Soldiers in the ARNG

should strive for the same type of assignments and development; however, unit structure and

geographic distribution often limit reserve component Soldiers in the range of possible

assignments.