[PDF] Defense Acquisition Organizations eBook

Author : Burgess, Kevin
Publisher : IGI Global
Page : 372 pages
File Size : 10,52 MB
Release : 2016-07-22
Category : Technology & Engineering
ISBN : 1522506004

GET BOOK

Military and defense organizations are a vital component to any nation. In order to maintain the standards of these sectors, new procedures and practices must be implemented. Emerging Strategies in Defense Acquisitions and Military Procurement is a pivotal reference source for the latest scholarly research on the present state of defense organizations, examining reforms and solutions necessary to overcome current limitations and make vast improvements to their infrastructure. Highlighting methodologies and theoretical foundations that promote more effective practices in defense acquisition, this book is ideally designed for academicians, practitioners, researchers, upper-level students, and professionals engaged in defense industries.

Author :
Publisher : DIANE Publishing
Page : 34 pages
File Size : 31,26 MB
Release : 1998
Category :
ISBN : 1428975535

GET BOOK

We are pleased to be here today to discuss issues facing the Department of Defense (DOD) in its acquisition of weapon systems, related spare parts, and other goods and services. In response to the many changes that have been witnessed in the defense acquisition environment over the last few years, DOD has begun broad-based changes to its acquisition and contracting processes. However, weapon programs continue to have questionable requirements; unrealistic cost, schedule, and performance estimates; and strategies that begin production before adequate testing has been completed. This discussion of acquisition issues is well-timed, as DOD implements plans to increase its procurement budget to $60 billion in fiscal year 2001-a 40-percent increase over last fiscal year's budget. My testimony focuses on a different approach to improving weapon acquisition outcomes based on best commercial practices and an understanding of the acquisition culture. My testimony also includes some observations on (1) DOD'S management of its acquisition workforce and organization, (2) DOD'S experience with commercial pricing of spare parts, (3) the effectiveness of DOD'S mentor-protege pilot program, and (4) federal agencies' use of multiple award task- and delivery-order contracts.

Author : Rene G. Rendon
Publisher : American Institute of Aeronautics and Astronautics Incorporated
Page : 0 pages
File Size : 25,88 MB
Release : 2019
Category : United States
ISBN : 9781624105098

GET BOOK

Written for both students and practitioners, Management of Defense Acquisition Projects enables the reader to understand the broad range of disciplines and activities that must be integrated in order to achieve successful acquisition outcomes. This second edition features significant updates throughout, and totally new chapters.

Author :
Publisher : Defense Acquisition University
Page : 76 pages
File Size : 21,79 MB
Release : 2009
Category : Business & Economics
ISBN :

GET BOOK

"This ninth edition of Introduction to Defense Acquisition Management includes revisions to the regulatory framework for Defense systems acquisition management from the December 2008 Department of Defense Instruction 5000.02 and includes policy for determining requirements for defense systems from the Chairman of the Joint Chiefs of Staff 3170 series, Joint Capabilities Integration and Development System. This publication is designed to be both an introduction to the world of defense systems acquisition management for the newcomer and a summary-level refresher for the practitioner who has been away from the business for a few years. It focuses on Department of Defense-wide management policies and procedures, not on the details of any specific defense system."--Publisher's website.

Author :
Publisher :
Page : 12 pages
File Size : 33,36 MB
Release : 1997
Category :
ISBN :

GET BOOK

The legislative mandates of fiscal years 1996 and 1997 to reduce the acquisition workforce allow the Secretary of Defense wide latitude in implementing those cuts. According to Defense Manpower Data Center (DMDC) data, DOD has exceeded the requirements to reduce its acquisition workforce by 30,000. If current trends in workforce reductions continue, it appears that DOD will also achieve an overall acquisition workforce personnel reduction of 25 percent (94,400 of 377,600) by the end of fiscal year 2000, consistent with its congressionally required plan. Most of the downsizing was achieved through reductions in personnel, but a significant portion was also attained through DOD's streamlining efforts that resulted in disestablishing the Army Information Systems Command (AISC) and distributing the majority of its personnel into a nonacquisition organization (i.e., outside of the purview of DOD instruction 5000.58). These efforts also redirected some personnel to other DOD organizations. Of approximately 40,000 civilian personnel reductions, about 9,000 (roughly 22 percent) persons remain employed in other DOD organizations. A review of reductions by occupational series shows that the largest concentrations were in the following occupational fields: Electronics Engineering, Secretary, Computer Specialist, Contracting, Management Analyst, and Administrative. By contrast, DOD's contract awards for services rose steadily for fiscal years 1994 to 1996 for most of the functions normally done by personnel in these occupational fields. DOD is currently developing a methodology for redefining its acquisition workforce.

Author : U S Government Accountability Office (G
Publisher : BiblioGov
Page : 28 pages
File Size : 30,62 MB
Release : 2013-06
Category :
ISBN : 9781289110116

GET BOOK

Pursuant to a congressional request, GAO reviewed the Department of Defense's (DOD) acquisition workforce reductions, focusing on: (1) DOD's progress in reducing its workforce in acquisition organizations by 25 percent; (2) the potential savings associated with these personnel reductions; (3) the status of DOD efforts to redefine its acquisition workforce; and (4) DOD's efforts to consolidate and restructure acquisition organizations. GAO noted that: (1) DOD has been reducing its acquisition workforce at a faster rate than its overall workforce and is on schedule to accomplish a 25-percent reduction by the end of fiscal year 2000; (2) however, potential savings from these reductions cannot be precisely tracked in DOD's budget; (3) in addition, some of the potential savings from acquisition workforce reductions may be offset by other anticipated costs; (4) such costs include those for contracting with private entities for some services previously performed by government personnel; (5) DOD developed a new definition for the acquisition workforce and is using it to identify individuals who perform acquisition functions throughout the Department; (6) DOD is also exploring a process by which it can, for the first time, link management of the acquisition workforce to DOD's overall manpower and budget processes; (7) although far from assured, success in this arena could allow better planning and budgeting for workforce training and tracking changes in the workforce; (8) GAO recently reported that DOD's efforts to streamline and consolidate the research, development, test, and evaluation segment of its acquisition organizations have not resulted in significant infrastructure reductions; and (9) GAO's further analysis of the results of one Air Force effort confirmed GAO's earlier conclusions that such initiatives have been unable to overcome numerous obstacles, which often impede them.

Author : U S Government Accountability Office (G
Publisher : BiblioGov
Page : 30 pages
File Size : 25,37 MB
Release : 2013-06
Category :
ISBN : 9781289030230

GET BOOK

GAO's continuing reviews of the acquisition workforce, focusing on the Department of Defense (DOD); the Departments of the Army, Navy, and Air Force; the Departments of Veterans Affairs, Energy, and Health and Human Services; the General Services Administration; and the National Aeronautics and Space Administration, indicate that some of the government's largest procurement operations are not run efficiently. GAO found that requirements are not clearly defined, prices and alternatives are not fully considered, or contracts are not adequately overseen. The ongoing technological revolution requires a workforce with new knowledge, skills, and abilities, and the nature of acquisition is changing from routine simple buys toward more complex acquisitions and new business practices. DOD has adopted multidisciplinary and multifunctional definitions of their acquisition workforce, but the civilian agencies have not. DOD and the civilian agencies reviewed have developed specific training requirements for their acquisition workforce and mechanisms to track the training of acquisition personnel. All of the agencies reviewed said they had sufficient funding to provide current required core training for their acquisition workforce, but some expressed concerns about funding training for future requirements and career development, particularly because of budget cuts made recently at the Defense Acquisition University.