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computer-integrated manufacturing and service operations; in many ways, therein lays the greatest potential for RFID. References Adner, R., & Levinthal, D. A. (2004). What is not a real option: Considering boundaries for the application of real options to business strategy. Academy of Management Review, 29(1), 74–85. Amran, M., & Kulatilaka, N. (1998). Real Options: Managing Strategic Investment in an Uncertain World. Oxford, UK: Oxford University Press. Argote, L., & Ingram, P. (2000). Knowledge transfer: A basis for competitive advantage in firms. Organizational Behavior and Human Decision Processes, 82(1), 150–169. Armanino, M. (2005). Personal interview with M. Armanino, V-P sales and field operations, WhereNet, Inc. by N.Dew and G. Ferrer, July 27, 2005. Artle, R., & Averous, C. (1973). The telephone system as a public good: Static and dynamic aspects. The Bell Journal of Economics and Management Science, 4(1), 89-100. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-114. Cattle-tagging technology. (2005). RFID Journal. Retrieved October 29, 2005, from http://www.rfidjournal.com/article/articleview/1033 Cohen, M.A., & Apte, U.M. (1997). Manufacturing automation. New York: Irwin (McGraw- Hill). Cohen, W. M., & Levinthal, D.A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128-152 Copeland, T., & Antikorov, V. (2003). Real options: A practitioner’s guide. New York: Texere, Thomson Publishing. David, P.A. (1985). Clio and the economics of QWERTY. American Economic Review, 75(2), 332-337. Dew, N. (2006). The evolution of the RFID technology system. (Working paper). Monterey, CA: Naval Postgraduate School. Eisenhardt, K.M. (1989). Building theory from case study research. Academy of Management Review. 14(4), 532-550. Estevez, A. F., & Geary, S. (2004). Lessons from the desert. Supply Chain Management Review, (2004, November-December), 38-43. Ferdows, K., & De Meyer, A. (1990). Lasting improvements in manufacturing performance: In search of a new theory. Journal of Operations Management, 9(2), 168-184. = ==================^Åèìáëáíáçå=oÉëÉ~êÅÜW=òb^qfkd=pvkbodv=clo=fkclojba=è^kdb====- 77 - = =
Fleisch, E., & Tellkamp, C. (2005). Inventory inaccuracy and supply chain performance: A simulation study of a retail supply chain. International Journal of Production Economics, (In Press). Gandal, N., Greestein, S., & Salant, D. (1999). Adoptions and orphans in the early microcomputer market. The Journal of Industrial Economics, XLVII (1), 87-106. GAO. (2005, September). Better strategic planning can help ensure DoD’s successful implementation of passive radio frequency identification. Defense logistics report GAO-05-345. Washington, DC: US Government Accountability Office. Retrieved September 12, 2005. http://www.gao.gov/new.items/d05345.pdf Gilbert, R. (2002). Personal interview with R. Gilbert, Alien Technology Inc., by N. Dew, January 31, 2002. Gilbert, R. (2005). Personal interview with R. Gilbert, Alien Technology, Inc. by N. Dewl March 27, 2005. Guilford, S., & Kutis, M.C. (2005). RFID benefits: Looking beyond ROI. (MBA Professional Report). Monterey, CA: Naval Postgraduate School. Hernandez, E.V., & Thomas, C.A. (2005). Investigating the Department of Defense’s implementation of passive radio frequency identification (RFID). (MBA Professional Report). Monterey, CA: Naval Postgraduate School. Kaplan, R.S. (1986, March-April). Must CIM be justified by faith alone? Harvard Business Review 47 (March-April 1986), 87-94. Katz, M. L., & Shapiro, C. (1985). Network externalities, competition, and compatibility. The American Economic Review, 75(3), 424-440. Lahiri, S. (2005). RFID sourcebook. Upper Saddle River, NJ: IBM Press. Landt, J. (2001). The shrouds of time: History of RFID. Pittsburgh, PA: AIM, Inc. Landt, J. (2002, September 9). Personal interview with J. Landt by N. Dew, FN LN]. Levitt, B., & March, J.G. (1988). Organizational learning. Annual Review of Sociology, 14, 319-340. Majumdar, S. K., & Venkataraman, S. (1998). Network effects and the adoption of new technology: Evidence from the US telecommunications. Strategic Management Journal, 15 (11), 1045-1062. Meredith, J. (1998). Building operations management theory through case and field research. Journal of Operations Management, 16(4), 441-454. Munn, J. (2002). Real options analysis: Tools and techniques for valuing strategic investments and decisions. Hoboken, NJ: John Wiley and Sons. NAVSUP. (2005, April). Navy passive RFID BCA final report. Washington, DC: US Department of Defense. = ==================^Åèìáëáíáçå=oÉëÉ~êÅÜW=òb^qfkd=pvkbodv=clo=fkclojba=è^kdb====- 78 - = =
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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
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 and 56: Conclusion The DoD is struggling to
Page 57 and 58: Gabbard, E. G. (2004, April). Strat
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: • Abandonment: The ability to aba
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
Page 107 and 108: Change in analytic framework. Burea
Page 109 and 110: As we look at the effort to change
Page 111 and 112: interpretation or narrative. What
Page 113 and 114: common construction. Rather, sense-
Page 115 and 116: There will be a temptation for acto
Page 117 and 118: modeling suite. The key comparison
Page 119 and 120: This model provides us also with th
Page 121 and 122: here, particularly if the organizat
Page 123 and 124: organization identified through pri
Page 125 and 126: Levitt, R.E., Thomsen, J., Christia
Page 127 and 128: BACKGROUND To an extent, we are add
Page 129 and 130: Concept Refinement Concept Decision
Page 131 and 132: some subset of commercial “best p
Page 133 and 134: transforms the value of a public-se
Page 135 and 136: We also assume that since the gover
Page 137 and 138: Of course, we know in reality that
Page 139 and 140: 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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