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egionalize or centralize services procurement should be carefully scrutinized from a cost standpoint. The DoD faces a clear choice: drastically reduce costs, or drastically reduce its mission. Industry has shown us that strategic sourcing is a powerful tool for reducing cost. But just as a hammer is of little use to a rhinoceros, commodity councils are falling short of their potential impact in the hands of the DoD. References Acker, D. D. (1980, Summer). The maturing of the DoD acquisition process. Concepts, 3, 7- 77. Ausink, J. A., Baldwin, L. H. & Paul, C. (2004). Air Force procurement workforce transformation: Lessons from the commercial sector. Rand Project Air Force. Santa Monica, CA: Rand Corporation, 9-81. Avery, S. (1999, March 25). Brunswick saves big bucks by centralizing services buy. Purchasing Magazine, 126(4), 38-41. Avery, S. (2003, September 4). Cessna soars. Purchasing Magazine. Retrieved from http://www.purchasing.com/index.asp?layout=articlePrint&articleID=CA319641 Byron, D. (2004, July 26). Air Force officials project budget shortfall. Air Force Print News. Retrieved from http://www.af.mil/news/story_print.asp?storyID=123010018 Carbone, J. (1997, August 14). IBM buy changes as big blue depends on suppliers. Purchasing Magazine, 74-77. Carbone, J. (1999, September 16). Reinventing purchasing wins the medal for big blue. Purchasing Magazine, 127(4), 38-51. Carbone, J. (2002, September 19). Lucent supply chain focus fattens margins. Purchasing Magazine, Retrieved from http://www.purchasing.com/article/CA243210.html Carbone, J. (2004, June 17). HP sources globally to cut costs. Purchasing Magazine, Electronics & Technology, 133(11), 30-36. Carbone, J. (2004, September 2 ). Hewlitt-Packard wins for the 2 nd time. Purchasing Magazine, Metals Edition, 133(14), 34-48. Carbone, J. (2006, January 12). Consolidation is the key. Purchasing Magazine. Retrieved from http://www.purchasing.com/article/CA6297728.html Center for Strategic Supply (CAPS) Research. (2002, August). Defining and determining the “services spend” in today’s services economy. Congressional Budget Office. (1999, April). Maintaining budgetary discipline: Spending and revenue options. Congressional Budget Office Report. Washington D.C.: Congressional Budget Office. Retrieved from www.cbo.gov/showdoc.cfm?index=1222&sequence=0 = ==================^Åèìáëáíáçå=oÉëÉ~êÅÜW=òb^qfkd=pvkbodv=clo=fkclojba=è^kdb====- 43 - = =
Gabbard, E. G. (2004, April). Strategic sourcing: Critical elements and keys to success. Power point presentation at Institute of Supply Management International Conference, Tempe, Arizona, April 2004. Retrieved November 12, 2004 from http://www.ism.ws/ConfPastandOnlineDaily/Files/Apr04/HA-Gabbard.pdf. Gansler, J. S. (1989). Affording defense. Massachusetts: MIT Press. Gates, W. (1989, January). Department of Defense procurement policy reform: An evolutionary perspective. Document NPS-54-89-01. Monterey, CA: Naval Postgraduate School. General Accounting Office. (2003, June). Improved knowledge of DoD service contracts could reveal significant savings. (GAO-03-661). Washington, DC: General Accounting Office, p. 4. General Accounting Office. (2004, September). Best practices: Using spend analysis to help agencies take a more strategic approach to procurement. (GAO-04-870). Washington, DC: General Accounting Office, p. 9. General Accounting Office. (2005, December). Service contract act: Wage determination process could benefit from greater transparency and better use of violation data could improve enforcement. (GAO-06-27). Washington, DC: General Accounting Office, p. 1. Gerstner, L. V. (2002). Who says elephants can’t dance? Inside IBM’s historic turnaround. New York, NY: Harper Business, p. 244. Gottlieb, D. W. (2004, May 20). Military declares war on spend. Purchasing Magazine. Retrieved from http://www.purchasing.com/article/CA416336.html?text=military+declares+war+on+spe nd Hannon, D. (2004, September 2). How to define a world class procurement organization. Purchasing Magazine, 133(14), 23-24. Heath, S. (2006, January). Tackling spend analysis. Contract Management, 40-45. Johnson, C. (2005, May 20). Deputy Director for Management, Office of Management and Budget memorandum. To Chief Acquisition Officers, Chief Financial Officers, Chief Information Officers. Subject: Implementing Strategic Sourcing. Karas, D. (2004, July 26). Commodity council makes $10 million impact on spending. Air Force Print News. Retrieved from http://www.af.mil/news/story_print.asp?storyID=123008242 Kraljik, P. (1983, September/October). Purchasing must become supply management. Harvard Business Review, 61(5), 109-117. Lasseter, T. (1998). Balanced sourcing: Cooperation and competition in supplier relationships. San Francisco, CA: Jossey-Bass Publishers. = ==================^Åèìáëáíáçå=oÉëÉ~êÅÜW=òb^qfkd=pvkbodv=clo=fkclojba=è^kdb====- 44 - = =
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Author(s) Title Publisher Issue Dat
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The research presented at the sympo
Page 5 and 6: Preface and Acknowledgements Those
Page 7 and 8: The NPS A Team Rear Admiral James B
Page 9 and 10: 4 th Annual Acquisition Research Sy
Page 11 and 12: PANEL -- IMPLEMENTING AN OPEN SYSTE
Page 13 and 14: THIS PAGE INTENTIONALLY LEFT BLANK
Page 15 and 16: Plenary Panel - Acquisition Reform
Page 17 and 18: In May 1996, Rear Adm. Hamilton bec
Page 19 and 20: Panel - Enhancing Collaborative Cap
Page 21 and 22: Collaborative IT Tools Leveraging C
Page 23 and 24: Group’s Perceived Usefulness Grou
Page 25 and 26: diagnose collaborative capacity enc
Page 27 and 28: Organization A Problem Interagency
Page 29 and 30: Incentives - Collaboration as a pre
Page 31 and 32: Two other frequently cited barriers
Page 33 and 34: Panel - Analytic Approaches to Shap
Page 35 and 36: Discussant: Michael McGrath - Deput
Page 37 and 38: Panel - Strategic Sourcing Wednesda
Page 39 and 40: Abstract In this paper, we examine
Page 41 and 42: support from the taxpayer. A key co
Page 43 and 44: etc. (Figure 1) (Kraljik, 1983). Vi
Page 45 and 46: that companies adopted a strategic
Page 47 and 48: Benchmarking Industry According to
Page 49 and 50: 80% 70% 60% 50% 40% 30% 20% 10% 0%
Page 51 and 52: initiatives. In efforts to reduce s
Page 53 and 54: eduction goals. Also, in the same m
Page 55: Conclusion The DoD is struggling to
Page 59 and 60: Staff. (2005, December 8). Hacket r
Page 61 and 62: Panel - Implementing RFID in the De
Page 63 and 64: What Is the Right RFID for Your Pro
Page 65 and 66: Introduction The evolution and appl
Page 67 and 68: Literature Review RFID technology w
Page 69 and 70: The reader is a device used to coll
Page 71 and 72: Active tags sometimes have sensors
Page 73 and 74: An RFID network with open architect
Page 75 and 76: Passive tag application: Railcar ta
Page 77 and 78: This system has lowered the risk of
Page 79 and 80: Because of the temperature-induced
Page 81 and 82: Thereafter, through a process of tr
Page 83 and 84: to be read at a few inches by an op
Page 85 and 86: RFID technology has even enhanced s
Page 87 and 88: The Costs of RFID operation An RFID
Page 89 and 90: • Abandonment: The ability to aba
Page 91 and 92: Fleisch, E., & Tellkamp, C. (2005).
Page 93 and 94: Williams, D. (2005, August 4). Pres
Page 95 and 96: logistics systems from the military
Page 97 and 98: Panel - Transforming the DoD Acquis
Page 99 and 100: upon the best knowledge and practic
Page 101 and 102: cost, this form appears to be the m
Page 103 and 104: access to, and conducted his analys
Page 105 and 106: 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
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einforcing loop. We show how, throu
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there is no more project backlog. F
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Frac requiring rework (Frw ) 1.0 0.
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Total Backlog as a Fraction of Inti
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provide opportunities for improveme
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divided into avoiding tipping point
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The horizontal axis of Figure 14 re
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Total Backlog Total Backlog/Initial
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deadline and ensuring that it is re
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unrealistic due to drastic changes
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Kharbanda, O., & Pinto, J. (1996).
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Panel - Service Contracting Thursda
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Managing the Services Supply Chain
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include professional, administrativ
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Service Characteristics and their I
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given stage is made dependent on th
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contracted effort. The procurement
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Construction, Repair and Maintenanc
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The second phase of the procurement
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human capital. This is partially du
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for the contracting of services wil
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Yet a RAND study of the Army showed
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services, the Army appears to have
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(janitorial) services, food service
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Each requirement organization provi
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Brown, S. W., Gummesson, E. Edvards
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Gronroos, C. (1982). Strategic mana
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What Works Best when Contracting fo
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Panel - Earned Value Management Thu
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Measuring Uncertainty in Earned Val
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level of rate-of-change and the abs
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But, if the widget is only half com
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so more rapidly in environments cha
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Impending Task Delays (ITD) can be
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with: v: In the Fisher model, it re
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In discrete time form, the estimati
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Thus, various types of delay such a
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Entropy The uncertainty (non-specif
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Panel - Contractors in Support of M
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Contractors Supporting Military Ope
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drivers and other historical refere
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Another factor driving toward incre
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number of highly experienced Blackw
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Unity of command is one of the prin
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was reimbursed for expenses actuall
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principles, such as unity of comman
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aircraft involved in re-supply miss
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President Cheney) has apparently ma
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modest proposals for incremental ch
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In July 1937, the “China Incident
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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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