Doing Business With the U.S. Department of Energy
Welcome to the Department of Energy’s Acquisition homepage. The Office of Acquisition and Project Management (OAPM) is responsible for all contracting, financial assistance and related activities to fulfill the Department's multitude of missions through its business relationships. As the business organization of the Department, OAPM develops and supports the policies, procedures and procurement operational elements. The links below provide additional detail on our policies, procedures and operations. OAPM is organized as follows:
Procurement authority within the Department flows from the Secretary to the Senior Procurement Executives. DOE is unique in that it has two SPE’s, one for the Department excluding the National Nuclear Security Administration (NNSA) and one for NNSA. NNSA, although possessing authority to deviate from DOE policies and procedures, generally follows all DOE policy. The link below will take you to their website for further information. Procurement and financial assistance policy is generally contained in the Federal Acquisition Regulation (FAR), the DOE FAR Supplement (DEAR), DOE Acquisition Letters and DOE Orders and Directives.
The Department expends approximately 90% of its budget through a variety of contracts and financial assistance agreements making it one of the largest civilian departments in the federal government. Through these expenditures, we impact a variety of industries and individuals across the nation. Our operations are nation-wide. The majority of our contract dollars are expended through a relatively small number of large Management and Operating (M&O) contracts (including Federally Funded Research and Development Centers) as well as large site and facility environmental cleanup contracts as reflected in the chart link below.
Contract And Project Management Improvement Initiatives:
The Department of Energy (DOE) is committed to making continuous improvements in contract and project management performance. Improving DOE contract and project management is a top priority of the Department’s senior management and entire organization. In December 2010, the Deputy Secretary convened a summit to discuss strategies for improving contract and project management. As a result of the summit discussions, the Department initiated a Contract and Project Management Improvement (CPMI) Executive Steering Committee. Six issues identified were investigated and implementation plans coordinated by six teams. The teams completed a majority of the corrective actions to address the issues identified during the CPMI summit. The Contract and Project Management Improvement Closure Report listed below provides the issues and status of completion.
Some of our overall statistics are shown below.
- Chart of Total Expenditures compared to budget
- Chart of Where (sites) funds are obligated
- Chart of breakout of funds by major FSC
The links below will guide you through the remainder of our website. The information is subdivided into Procurement and Acquisition information and Financial Assistance information. We thank you for your interest and look forward to doing business with you.