driven by workload of contracting and requiring activities. Bundling of requirements to reduce contracting actions in particular reduce contracting workload but necessarily create increased risks and other undesirable impacts to include reduction of potential vendors who directly accomplish the work in question (thereby increasing subcontracting and decreasing specific experience with particular categories of work by prime contractors). Overbundling also reduces competition by reducing the number of vendors willing to take responsibility as a prime integrator over areas that are not in their core business. At some point, bundling reduces vendor base to so called prime integrators who do little to none of the work in house. An acquisition plan may have numerous elements as listed in FAR 7.105; depending upon the estimated cost of the acquisition, these elements include: Statement of need and background Applicable conditions Cost Life cycle costs if applicable Capability or performance Delivery or performance requirements Tradeoffs – expected consequences of tradeoffs among cost, capability and schedule Milestone chart depicting acquisition objectives Plan of action Potential sources Competition plan – whether full and open competition used, and if not, justification Source selection procedures Acquisition considerations Potential Government furnished information, equipment or services Security and/or force protection considerations Budgeting and funding Product or service description Logistics considerations Environmental considerations Contract administration issues Participants in acquisition plan preparation (including source selection committee) During the planning of an acquisition, several key aspects of the effort are decided, including: The degree of competition required under FAR Part 6, Competition Requirements (i.e., full and open competition, full and open competition after exclusion of sources, or other than full and open competition, also called "sole-source") Publication requirements for the acquisition (FAR Part 5, Publicizing Contract Actions) Preparation of the SOW/PWS – a document that specifies the "who, what, when, where, how" of the contract; it must be specific enough for the contractor to adequately price the requirement and to be enforceable in court. Measurable outcomes must be stated clearly. Required amount and type of funding for the proposed acquisition Contract line item number (CLIN) structure: this is generally in Section B of an issued contract that is constructed in the Uniform Contract Format. The CLIN Schedule is what the offeror prices in their offer/proposal. It is often advantageous to construct a CLIN Schedule that matches an outline of the work statement. Failure to properly structure the CLIN structure to the contents of a