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Author:
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Category : Government purchasing
Languages : en
Pages :
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Author:
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ISBN:
Category : Government purchasing
Languages : en
Pages :
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Author: United States. Government Accountability Office
Publisher:
ISBN:
Category :
Languages : en
Pages : 79
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Amid concerns about the ability of DOD’s acquisition process to keep pace with evolving threats, Congress included numerous reforms in recent National Defense Authorization Acts that could help to streamline acquisition oversight and field capabilities faster. This report addresses (1) the progress DOD has made implementing selected oversight reforms related to major defense acquisition programs; (2) how DOD has used middle-tier acquisition pathways; and (3) challenges DOD faces related to reform implementation. GAO reviewed five reforms: milestone decision authority designation; cost, fielding, and performance goals; independent technical risk assessments; restructuring of acquisition oversight offices; and middle-tier acquisition. GAO analyzed applicable statutes and implementing guidance, collected information from DOD about the number and types of middle-tier acquisition programs, reviewed relevant documentation, and interviewed DOD officials. GAO is making four recommendations, including that DOD should identify the types of information needed to select and oversee middle-tier acquisition programs consistently, and clarify the roles and responsibilities of the Office of the Secretary of Defense and the military departments for acquisition oversight.
Author: United States. General Accounting Office
Publisher:
ISBN:
Category : Defense contracts
Languages : en
Pages : 28
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Author:
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ISBN:
Category :
Languages : en
Pages : 24
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The Department of Defense (DOD) has made acquisition reform one of its highest priorities as it attempts to reduce the cost of acquiring weapon systems in an era of constrained defense budgets. Savings from acquisition reforms are, in part, expected to provide funds for DOD's planned modernization efforts. As one element of its acquisition reform efforts, DOD has focused considerable attention on reducing oversight costs, which are considered to be a significant factor in influencing the price DOD pays for goods and services. This report deals with our review of the Reducing Oversight Costs reinvention laboratory that DOD established in September 1994 as a result of the National Performance Review. The laboratory had as its overall objective the reduction of nonvalue added oversight requirements with the intent of reducing the contractors' compliance costs and the government's cost of performing oversight activities. The focus of our review was to determine (1) the laboratory's success in effecting changes to DOD oversight requirements and reducing oversight costs, (2) any obstacles to achieving these benefits, and (3) lessons learned from laboratory experiences. We conducted this review under our basic legislative responsibilities and are addressing this report to the committees that foster acquisition reform.
Author: U S Government Accountability Office (G
Publisher: BiblioGov
ISBN: 9781289116514
Category :
Languages : en
Pages : 28
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GAO provided information on the Department of Defense's (DOD) Military Products from Commercial Lines Pilot Program, focusing on the: (1) program's potential for achieving benefits sought from acquisition reform; and (2) barriers to achieving these benefits. GAO found that: (1) the pilot program has demonstrated that redesigning military components for commercial production appears technically feasible; (2) pilot program officials believe that if the use of commercial practices and policies is permitted, military production costs could be reduced by an average of 40 percent and the Air Force's requirements for the F-22 could be met; (3) other expected benefits from the pilot program include accelerated assembly, a more technically advanced and lighter weight product, and valuable lessons learned for future large electronic procurements; (4) for the pilot program to be successful and to encourage commercial participation, significant differences in commercial and military business practices have to be overcome; (5) although the pilot program has been successful in identifying government-unique requirements that present barriers to the most efficient use of commercial production lines, acquisition reform measures have not removed these barriers; (6) DOD must also overcome an acquisition culture that has historically resisted change and does not provide sufficient incentives for acquiring products from commercial producers; and (7) unless waivers are granted for many of the defense-unique requirements or workarounds, the pilot program will be limited in demonstrating that military items can be produced commercially at substantially lower prices.
Author:
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Category :
Languages : en
Pages : 40
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The new, post Cold War-era demands new thinking about defense acquisition. The Clinton administration believes the system at the Department of Defense must be fundamentally changed to meet the challenges of the 1990s. The 1990s pose a new set of security challenges for the United States. The Cold War is over, but the United States faces new threats: regional conflicts; proliferation of nuclear weapons and other weapons of mass destruction; risk to out economic well-being; and the possible failure of democratic reform in the former Soviet Bloc and elsewhere. The President and the Secretary of Defense are committed to maintaining a lean, high-tech, ready-to-flight military force in a time when the threats are changing and defense spending is slowing down. It is imperative that the system of defense acquisition achieve greater efficiencies and take full advantage of technological advances to support our fighting forces and preserve the defense industrial base. In the Bottom-Up Review, concluded last September, Secretary of Defense Les Aspin unveiled his vision for the nation's future defense needs. While the risk of global war is gone, the United States still faces many risks around the world. The Bottom-Up Review was a blueprint for dealing with these dangers no matter where they might emerge.
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Category :
Languages : en
Pages : 0
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Since the inception of acquisition reform, the Paladin/FAASV office has pioneered changes in DoD acquisition. The DRU-H program is a prime example of this innovation.
Author: Michael J. Sullivan
Publisher: DIANE Publishing
ISBN: 1437937403
Category : Technology & Engineering
Languages : en
Pages : 34
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In May 2009, Congress passed the Weapon Systems Acquisition Reform Act of 2009 (Reform Act). The Reform Act contains a number of systems engineering and developmental testing requirements that are aimed at helping weapon programs establish a solid foundation from the start of development. This report examined: (1) DoD's progress in implementing the systems engineering and developmental testing requirements; (2) views on the alignment of the offices of the Directors of Systems Engineering and Developmental Test and Evaluation; and (3) challenges in strengthening systems engineering and developmental testing activities. Includes recommendations. Charts and tables.
Author: Great Britain: Ministry of Defence
Publisher: The Stationery Office
ISBN: 9780101779623
Category : Technology & Engineering
Languages : en
Pages : 32
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The UK spends approximately £20bn annually on military goods and services, around two-thirds of the total Defence Budge The challenges are constantly evolving, and there has been a succession of reforms to the acquisition process, each building on the last, and between them delivering significant improvement: more recent equipment projects show less tendency towards cost growth and time slippage; there is a more holistic, 'throughlife' approach to providing capability (Chapter 5); and a stronger and more mutually beneficial relationship with industry (Chapter 6). Around 98 per cent of major projects deliver the operational performance needed at the front line. But they also tend to increase in cost - by an average of 2.8 per cent each year - and to suffer delay averaging 5.9 months. More projects must be delivered to cost and time. An independent report into defence acquisition by Bernard Gray (available at: http://www.mod.uk/NR/rdonlyres/78821960-14A0-429E-A90A-FA2A8C292C84/0/ReviewAcquisitionGrayreport.pdf) concluded that overall plans for new equipment were too ambitious, and needed to be scaled down to match the funding likely to be available; and management of equipment portfolios must be improved. This strategy is built around those conclusions. The framework is designed so that the Ministry of Defence will make better decisions about what equipment (and wider services) to buy, how to ensure they are delivered on time, to cost and provide the desired performance; and in doing so, recognise and properly manage all the other strands (training, personnel, information, doctrine, organisation, infrastructure and logistics) needed to deliver and sustain effect on the ground.
Author: United States. Congress. House. Committee on Armed Services. Military Acquisition Subcommittee
Publisher:
ISBN:
Category : United States
Languages : en
Pages : 32
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