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DTSC (2006). State of California. Department of Toxic Substances Control. EnviroStor database: Fort Ord, CA. Retrieved March 30, 2006 from http://www.envirostor.dtsc.ca.gov. FAR (2006). Federal Acquisition Council. Federal Acquisition Regulation—Part 37, Services contracting. Retrieved on March 27, 2006 from http://farsite.hill.af.mil. Fitzsimmons, J. A., & Fitzsimmons, M. J. (2006). Service management: Operations, strategy, and information technology (5th ed.). New York: McGraw-Hill. GAO (2001a, May). Contract management: Trends and challenges in acquiring services. (GAO- 01-753T). Washington, DC: US Government Accountability Office. GAO (2001b, November). Contract management: Improving services acquisitions. (GAO-02- 179T). Washington, DC: US Government Accountability Office. GAO (2002a, January). Best practices: Taking a strategic approach could improve DOD’s acquisition of services. (GAO-02-230). Washington, DC: US Government Accountability Office. GAO (2002b, April). Commercial activities panel: Improving the sourcing decisions of the government. Washington, DC: US Government Accountability Office. GAO (2003a, June). Best practices: Improved knowledge of DOD service contracts could reveal significant savings. (GAO-03-661). Washington, DC: US Government Accountability Office. GAO (2003b, September). Contract management: High level attention needed to transform DOD services acquisition. (GAO-03-935). Washington, DC: US Government Accountability Office. GAO (2005a, January). High risk series: An update. (GAO-05-207). Washington, DC: US Government Accountability Office. GAO (2005b, March). Contract management: Opportunities to improve surveillance on Department of Defense contracts. (GAO-05-274). Washington, DC: US Government Accountability Office. GAO (2005c, April). Human capital: Agencies need leadership and the supporting infrastructure to take advantage of new flexibilities. (GAO-05-616T). Washington, DC: US Government Accountability Office. GAO (2005d, June). Defense infrastructure: Issues need to be addressed in managing and funding base operations and facilities support. (GAO-05-556). Washington, DC: US Government Accountability Office. GAO (2005e, September). Framework for assessing the acquisition function at federal agencies. (GAO-05-218G). Washington, DC: US Government Accountability Office. GAO (2006, February). Rebuilding Iraq: stabilization, reconstruction and financing challenges. (GAO-06-428T). Washington, DC: US Government Accountability Office. = = ==================^Åèìáëáíáçå=oÉëÉ~êÅÜW=ÅêÉ~íáåÖ=ëóåÉêÖó=Ñçê=áåÑçêãÉÇ=ÅÜ~åÖÉ=======- 399 - = =
Gronroos, C. (1982). Strategic management and marketing in the service sector. Helsingfors, Sweden: Swedish <strong>School</strong> of Economics and Business. Hanks, C. H. et al. (2005). Reexamining military acquisition reform: Are we there yet? Santa Monica, CA: RAND (MG-291). Heskett, J. L., Sasser, W. E., & Hart, C. W. L. (1990). Service breakthroughs: Changing the rules of the game. New York: The Free Press. Howe, K. (2006, January 22). Money talks at language school: $362 million will help hire teachers, add languages to DLI program. Monterey County Herald. Retrieved from LexisNexis. Karmarkar, U. S., & Pitbladdo, R. (1992). Quality, class and competition. Simon working paper. Karmarkar, U. S. & Pitbladdo, R.C. (1995). Service markets and competition. Journal of Operations Management, 12 (3-4), 397-411. Levy, D. G., et al (2004). Base realignment and closure (BRAC) and organizational restructuring in the DoD: Implications for education and training and infrastructure. Santa Monica, CA: RAND, pp. 36-50 (MG-153). Lovelock, C. H. (1983, Summer). Classifying services to gain strategic marketing advantage. Journal of Marketing, 47, 9-20. Lovelock, C. H. (1992a). A basic toolkit for service managers. In C. H. Lovelock (ed.), Managing services: Marketing, operations and human resources (2 nd ed.) (17-30). Englewood Cliffs, NJ Prentice Hall. Lovelock, C. H. (1992b). Managing services: Marketing, operations and human resources (2 nd ed.). Englewood Cliffs, NJ: Prentice Hall. McLaughlin, C. P., & Coffey, S. (1990). Measuring productivity in services. International Journal of Service Industries Management, 1, 46-64. Murdick, R. G., Render, B., & Russell, R. S. (1990). Service operations management. Needham Heights, MA: Allyn and Bacon. Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. New York: Oxford University Press, p. 12. OMB (2003, May 29). Executive Office of the President. Office of Management and Budget. Performance of commercial activities (Circular No. A-76 (REVISED)). Parasuraman, A., Zeithaml, V. A. & Berry, L. L. (1985, Fall). A conceptual model of service quality and its implications for future research. Journal of Marketing, 49, 41-50. POM (2004, January 24). US Department of the Army. Presidio of Monterey. Information paper (ATZP-GC): Presidio of Monterey municipal services contract. = = ==================^Åèìáëáíáçå=oÉëÉ~êÅÜW=ÅêÉ~íáåÖ=ëóåÉêÖó=Ñçê=áåÑçêãÉÇ=ÅÜ~åÖÉ=======- 400 - = =
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Author(s) Title Publisher Issue Dat
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The research presented at the sympo
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Preface and Acknowledgements Those
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The NPS A Team Rear Admiral James B
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4 th Annual Acquisition Research Sy
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PANEL -- IMPLEMENTING AN OPEN SYSTE
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Plenary Panel - Acquisition Reform
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In May 1996, Rear Adm. Hamilton bec
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Panel - Enhancing Collaborative Cap
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Collaborative IT Tools Leveraging C
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Group’s Perceived Usefulness Grou
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diagnose collaborative capacity enc
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Organization A Problem Interagency
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Incentives - Collaboration as a pre
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Two other frequently cited barriers
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Panel - Analytic Approaches to Shap
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Discussant: Michael McGrath - Deput
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Panel - Strategic Sourcing Wednesda
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Abstract In this paper, we examine
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support from the taxpayer. A key co
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etc. (Figure 1) (Kraljik, 1983). Vi
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that companies adopted a strategic
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Benchmarking Industry According to
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80% 70% 60% 50% 40% 30% 20% 10% 0%
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initiatives. In efforts to reduce s
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eduction goals. Also, in the same m
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Conclusion The DoD is struggling to
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Gabbard, E. G. (2004, April). Strat
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Staff. (2005, December 8). Hacket r
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Panel - Implementing RFID in the De
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What Is the Right RFID for Your Pro
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Introduction The evolution and appl
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Literature Review RFID technology w
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The reader is a device used to coll
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Active tags sometimes have sensors
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An RFID network with open architect
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Passive tag application: Railcar ta
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This system has lowered the risk of
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Because of the temperature-induced
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Thereafter, through a process of tr
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to be read at a few inches by an op
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RFID technology has even enhanced s
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The Costs of RFID operation An RFID
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• Abandonment: The ability to aba
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Fleisch, E., & Tellkamp, C. (2005).
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Williams, D. (2005, August 4). Pres
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logistics systems from the military
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Panel - Transforming the DoD Acquis
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upon the best knowledge and practic
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cost, this form appears to be the m
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access to, and conducted his analys
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organizational problems surface thr
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Change in analytic framework. Burea
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As we look at the effort to change
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interpretation or narrative. What
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common construction. Rather, sense-
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There will be a temptation for acto
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modeling suite. The key comparison
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This model provides us also with th
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here, particularly if the organizat
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organization identified through pri
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Levitt, R.E., Thomsen, J., Christia
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BACKGROUND To an extent, we are add
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Concept Refinement Concept Decision
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some subset of commercial “best p
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transforms the value of a public-se
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We also assume that since the gover
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Of course, we know in reality that
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CONCLUSIONS The acquisition of publ
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Panel - Issues in Acquisition and P
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To What Extent are DoD Activities C
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NAVSUP Data Call (2003 and 2004) FI
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exemption from a particular regulat
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time in the procurement schedule, a
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should be fully supported by applic
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example, federal government, state
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ADR Techniques Traditional litigati
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out the top three with 25.7% of res
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It is a consensus building, public
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Investigative Question 1—Conclusi
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Question 3b: Did the ADR process us
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suited than another to resolution.
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Investigative Question 7: Barriers
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customer, and each of these service
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Panel -- Implementing an Open Syste
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Open Systems and Modular Open Syste
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procurement planning phase include
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procurement documents and specific
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system technical architecture requi
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These evaluation factors are tradit
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In the Cost Reimbursement contract
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technical, schedule, and past perfo
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Developing Performance Based Requir
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The DoD Performance Specification d
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due to many of the reasons presente
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even if there were ten other upgrad
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software developers can employ when
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Conducting this analysis will be as
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integration of “best of breed”
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Reform of Budgeting for Acquisition
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350000 300000 250000 200000 150000
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In fact, the disagreement between t
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Functional Area Analysis D O T M L
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Though many in Washington blame the
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In response to an open-ended questi
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CAPITAL BUDGETING IN THE DoD AND TH
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investment. Full funding also helps
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c. Functional Requirements If it is
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4. Budgeting Phase of Capital Progr
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private firm, one can combine the t
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4. Acceptance of a project using th
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Another disadvantage of the payback
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Another guideline is that firms mus
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This concept has remained consisten
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purchases. Also, the Office of Mana
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CONCLUSIONS The current practices o
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REFERENCES Bierman Jr., H., & Smidt
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Ratnam, G. (2005, December 12). Big
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Brian C. Payne, Captain Instructor
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A Transactions Cost Economics (TCE)
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SECTION 1: INTRODUCTION This report
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SECTION 2: REVIEW OF TRANSACTION CO
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cooperative agreements, but since t
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characteristic that defines many ou
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The added risk faced by military co
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J) Some Empirical Evidence On the w
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unproductive bargaining and influen
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also include the costs of internal
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N) Results from a Bargaining-game M
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efforts to screen for reliability a
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Program Managers lead Program (Proj
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Table 2. Research, Development, Tes
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To minimize transaction costs for t
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A recent initiative to accommodate
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Technical complexity within a syste
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As briefly introduced above in Sect
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Table 5. Typical Contract Type by P
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multiyear procurements and other ty
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Alpha Contracting reduces procureme
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SECTION 4: SYNTHESIS AND CONCLUSION
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Finally, DoD contracting practice w
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Productive Effort Parameters Unprod
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f. Operational Significance. (added
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enchmarks, and the like. Elements T
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Cooter, R., Marks, S., & Mnookin, R
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Nissen, M. E. (1997). JSOW alpha co
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Development of Measures of Success
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of acquisition practitioners to all
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Attributes of Good Metrics. Certain
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Center ACEs were from separate loca
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unique. Every interview transcript
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appropriate. However, when asked if
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they are receiving in their attempt
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forcing each activity and report to
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Force Space Command System Program
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corporate Air Force acquisition ini
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Hayes, B. Measuring Customer Satisf
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Pope, K. Measuring the Effect of th
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Using KVA and Real Options Analysis
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Estimating Return on Investment and
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This research project gathered info
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“I have determined that the curre
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On Budget Allocation to Increase Op
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Panel - Perspectives in Program Man
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Best Practices: Better Support of W
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When Should You Terminate Your Own
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- Management activities, expenditur
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RF COMMUNICATIONS DIVISION ROCHESTE
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REQUIREMENT HF MANPACK TACSAT VHF/F
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Figure 4. System Components INTEGRA
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My best technical experts would spe
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“JULIE-GATE” The program was st
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All agreed it was finally over, and
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A short time later, the world waite
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some of NASA’s Mars probes) or if
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managing systems with tipping point
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The second example of tipping point
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Although the plant did not begin co
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snt - add-new-tasks strength {work
Page 361 and 362: einforcing loop. We show how, throu
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Page 365 and 366: Frac requiring rework (Frw ) 1.0 0.
Page 367 and 368: Total Backlog as a Fraction of Inti
Page 369 and 370: provide opportunities for improveme
Page 371 and 372: divided into avoiding tipping point
Page 373 and 374: The horizontal axis of Figure 14 re
Page 375 and 376: Total Backlog Total Backlog/Initial
Page 377 and 378: deadline and ensuring that it is re
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Page 381 and 382: Kharbanda, O., & Pinto, J. (1996).
Page 383 and 384: Panel - Service Contracting Thursda
Page 385 and 386: Managing the Services Supply Chain
Page 387 and 388: include professional, administrativ
Page 389 and 390: Service Characteristics and their I
Page 391 and 392: given stage is made dependent on th
Page 393 and 394: contracted effort. The procurement
Page 395 and 396: Construction, Repair and Maintenanc
Page 397 and 398: The second phase of the procurement
Page 399 and 400: human capital. This is partially du
Page 401 and 402: for the contracting of services wil
Page 403 and 404: Yet a RAND study of the Army showed
Page 405 and 406: services, the Army appears to have
Page 407 and 408: (janitorial) services, food service
Page 409 and 410: Each requirement organization provi
Page 411: Brown, S. W., Gummesson, E. Edvards
Page 415 and 416: What Works Best when Contracting fo
Page 417 and 418: Panel - Earned Value Management Thu
Page 419 and 420: Measuring Uncertainty in Earned Val
Page 421 and 422: level of rate-of-change and the abs
Page 423 and 424: But, if the widget is only half com
Page 425 and 426: so more rapidly in environments cha
Page 427 and 428: Impending Task Delays (ITD) can be
Page 429 and 430: with: v: In the Fisher model, it re
Page 431 and 432: In discrete time form, the estimati
Page 433 and 434: Thus, various types of delay such a
Page 435 and 436: Entropy The uncertainty (non-specif
Page 437 and 438: Panel - Contractors in Support of M
Page 439 and 440: Contractors Supporting Military Ope
Page 441 and 442: drivers and other historical refere
Page 443 and 444: Another factor driving toward incre
Page 445 and 446: number of highly experienced Blackw
Page 447 and 448: Unity of command is one of the prin
Page 449 and 450: was reimbursed for expenses actuall
Page 451 and 452: principles, such as unity of comman
Page 453 and 454: aircraft involved in re-supply miss
Page 455 and 456: President Cheney) has apparently ma
Page 457 and 458: modest proposals for incremental ch
Page 459 and 460: In July 1937, the “China Incident
Page 461 and 462: President Roosevelt’s assistant,
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Pilots of the Flying Tigers receive
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was larger than the marine aid stat
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Merchant vessels kept Britain in th
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The final vignette involves Charles
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contract (Wake Island pre-war). In
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purposes continues to be the “leg
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Going to War with Defense Contracto
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Abstract This paper reports on an e
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Table 1: Factor loadings and alpha
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depict causal relationships tested
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work-related experience than younge
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Discussion and conclusion On averag
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2003 - 2006 Sponsored Acquisition R
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NPS-PM-04-017 Matthews, David. The
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Technical Reports NPS-GSBPP-03-003
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