Navy Has Opportunities to Reduce Ship Overhaul Costs PDF Download
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Author: United States Accounting Office (GAO)
Publisher: Createspace Independent Publishing Platform
ISBN: 9781720945475
Category :
Languages : en
Pages : 30
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Book Description
Navy Has Opportunities To Reduce Ship Overhaul Costs
Author: United States Accounting Office (GAO)
Publisher: Createspace Independent Publishing Platform
ISBN: 9781720945475
Category :
Languages : en
Pages : 30
Get Book Here
Book Description
Navy Has Opportunities To Reduce Ship Overhaul Costs
Author: United States. General Accounting Office
Publisher:
ISBN:
Category : Navy-yards and naval stations
Languages : en
Pages : 40
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Book Description
Author: U S Government Accountability Office (G
Publisher: BiblioGov
ISBN: 9781289085797
Category :
Languages : en
Pages : 34
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Book Description
The U.S. Government Accountability Office (GAO) is an independent agency that works for Congress. The GAO watches over Congress, and investigates how the federal government spends taxpayers dollars. The Comptroller General of the United States is the leader of the GAO, and is appointed to a 15-year term by the U.S. President. The GAO wants to support Congress, while at the same time doing right by the citizens of the United States. They audit, investigate, perform analyses, issue legal decisions and report anything that the government is doing. This is one of their reports.
Author: United States. General Accounting Office
Publisher:
ISBN:
Category : Ships
Languages : en
Pages : 20
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Book Description
Author: GENERAL ACCOUNTING OFFICE WASHINGTON DC NATIONAL SECURITY AND INTERNATIONAL AFFAIRS DIV.
Publisher:
ISBN:
Category :
Languages : en
Pages : 10
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Book Description
This report reviewed the estimated and actual costs to overhaul Navy ships at private shipyards. We obtained information on the 105 regular ship overhauls performed in private shipyards from fiscal year 1982 through May 1985. We (1) compared contract award amounts, government estimates, and final contract prices, (2) reviewed selected contract modifications and ascertained their effect on contract costs, and (3) contrasted the size of price increases in the fixed-price contracts with those in the cost type contracts. We also reviewed Navy policies for distributing overhaul work geographically.
Author: United States. General Accounting Office
Publisher:
ISBN:
Category : Ships
Languages : en
Pages : 72
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Book Description
Author: U S Government Accountability Office (G
Publisher: BiblioGov
ISBN: 9781289223670
Category :
Languages : en
Pages : 30
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Book Description
Pursuant to a congressional request, GAO provided information on interport differential costs (IDC), which are the costs involved in moving Navy ships from their home ports to other locations for overhaul and repair work, and other unconsidered costs that might affect the outcome of awards. GAO found that: (1) the Navy decreased the number of IDC it used in evaluating competing shipyards' proposals from 11 elements to 5 elements, although GAO identified 14 potential IDC elements; (2) it could not determine actual IDC incurred by the government because the Navy did not account for IDC costs on a ship-by-ship basis; (3) IDC not considered by the Navy could have affected the outcome of some awards; (4) crew relocation was the largest IDC element not considered by the Navy, but GAO agreed with the Navy that those costs were too difficult to accurately predict; and (5) the Navy's foreseeable costs could have little effect on future awards, because more maintenance work will likely be done at home ports.
Author: United States. General Accounting Office
Publisher:
ISBN:
Category : Defense contracts
Languages : en
Pages : 28
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Book Description
Author:
Publisher:
ISBN:
Category :
Languages : en
Pages : 0
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Book Description
Over the past four decades, the growth of U.S. Navy ship costs has exceeded the rate of inflation. This cost escalation concerns many in the Navy and the government. The real growth in Navy ship costs means that ships are becoming more expensive and outstripping the Navy's ability to pay for them. Given current budget constraints, the Navy is unlikely to see an increase in its shipbuilding budget. Therefore, unless some way is found to get more out of a fixed shipbuilding budget, ship cost escalation means that the size of the Navy will inevitably shrink. In fact, by some estimates, even boosting the shipbuilding budget from $10 billion annually to $12 billion would only help the Navy achieve a fleet of 260 ships by the year 2035 rather than the nearly 290 it now has (CBO, 2005). To better understand the magnitude of ship cost escalation and its implications, the Office of the Chief of Naval Operations asked the RAND Corporation to explore several questions. These include the magnitude of cost escalation, how ship cost escalation compares with other areas of the economy and other weapon systems, the sources of cost escalation, and what might be done to reduce or minimize ship cost escalation.
Author: United States. General Accounting Office
Publisher:
ISBN:
Category : Government vessels
Languages : en
Pages : 63
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Book Description
The Navy maintains its fleet of 460 support vessels at an annual cost of $3 billion. This cost troubles Congress, which directed the Secretary of Defense to relate readiness more directly to the maintenance effort. The Navy has adopted the commercial aircraft maintenance concept of performing only the tasks necessary to retain design levels of safety and reliability. For tankers and cargo vessels, lower maintenance costs may be achieved in this manner, while sustaining readiness levels. Although Navy support ships operated much less than their civilian counterparts, Navy craft cost much more to maintain. Part of the disparity is due to the combat environment in which Navy ships operate, with numerous battle systems, large crews, and armaments, but some of the disparity is also related to the Navy policy of regular overhaul of ships and equipment for military readiness. The commercial shipping "prudent-risk" maintenance schedule may have applications for Navy support craft. The Navy has not adequately analyzed its readiness requirements in relation to maintenance expenditures, nor developed an adequate system for quantifying readiness. Navy maintenance policy has evolved without systematically considering the probability of equipment damage or failure, related maintenance consequences, the possible effect on ship missions and readiness levels, or the extensive facilities necessary for repairs between overhauls.
