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Sunday, November 1, 2020 | History

1 edition of Contracting strategy formulation for production competition in major weapon systems acquisition found in the catalog.

Contracting strategy formulation for production competition in major weapon systems acquisition

Richard D. Hayes

Contracting strategy formulation for production competition in major weapon systems acquisition

  • 290 Want to read
  • 27 Currently reading

Published .
Written in English

    Subjects:
  • Management

  • The Physical Object
    Pagination98 p.
    Number of Pages98
    ID Numbers
    Open LibraryOL25518428M

    To Probe Further. To truly appreciate and understand today’s problems in the weapons-systems acquisition process, it helps to get a thorough grounding in the history of U.S. defense acquisitions. Dennis Yao is the Lawrence E. Fouraker Professor of Business Administration and head of the Strategy Unit at Harvard Business School. He joined the faculty in after having been at the Wharton School, University of Pennsylvania. From he served as Commissioner, U.S. Federal Trade Commission where he and his four colleagues had decision responsibility for antitrust and consumer.


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Contracting strategy formulation for production competition in major weapon systems acquisition by Richard D. Hayes Download PDF EPUB FB2

Contractors for major weapon systems. Congress has persistently ex-pressed a conviction that competition is somehow beneficial to the systems acquisition process. It is important to understand how compel i-tion is defined in congressional usage, and the qualifi,ations that may be attached to it.

Contracting strategy formulation for production competition in major weapon systems acquisition. By Richard D. Hayes. and the expense involved in major weapon systems requires that early and careful planning be conducted in order to achieve production competition.

In this study, the researcher defines and identifies the characteristics and Author: Richard D. Hayes. This book shows the major weapon systems funded in the FY President’s Budget, organized by the Mission Support Activities.

Each Mission Area Category chapter heading further breaks out the funding allocation in FY by subgroups, and provides a summary programmatic and financial description of the major weapon systems within each portfolio.

– FAR Part (b): “Contracting Officers shall provide for full and open competition through use of the competitive procedure(s) contained in this subpart that are best suited to the circumstances of the contract and consistent with the need to fulfill the.

intensive studies of the weapon system acquisition process grew out of these inquiries and from the base of earlier research. This report is a review and summary of some the research and findings of the Rand system acquisition study in and and a statement of some policy implications.

$ billion is for programs that have been designated as Major Defense Acquisition Programs (MDAP). This book focuses on the key MDAP programs. To simplify the display of the various weapon systems, this book is organized by the following mission area categories: *Acquisition total includes National Defense Sealift Fund.

acquires weapon systems and briefly discusses recent major efforts by Congress and DOD to improve the performance of the acquisition system.

For a discussion on the process for dealing with significant cost growth in weapon systems, see CRS Report R, The Nunn-McCurdy Act: Background, Analysis, and Issues for Congress, by Moshe Schwartz. Acquisition. Strategy. Requests for Proposals. Contract. Award. Contract must capture entire scope of program and define responsibilities Bad contracting can ruin a good program.

Good contracting cannot save a poorly defined, planned, or funded program. Competition Rules. Contract Formulation. Proposal Preparation. Instructions. Procurement Strategy and Contract Selection Capital Works Management Framework Guideline 6.

Factors that influence procurement strategy selection. Before selecting the procurement strategy for a government building project, whether at a strategic or detailed level, it is necessary to first identify the factors which will determine the.

When embarking on a major capital project, the facility owner must select a basic strategy for the contracting of the project. Various approaches. Operational contract support planning: Evolution to the next level The result was the Money as a Weapons System manual and the Iraqi First policy.

These innovative concepts used contracting to. The strategy shall be in writing and prepared in accordance with the requirements of subpartexcept where inconsistent with this part, and shall qualify as the acquisition plan for the major system acquisition, as required by that subpart.

acquisition strategy had been developed The strategy called for the award of up to five contracts for the concept formulat,ion study phase. From this phase, the two best concepts.

Our work has shown that four interrelated elements promote an efficient and accountable acquisition environment and process: 1) Organizational Alignment and Leadership, 2) Policies and Processes, 3) Human Capital's Acquisition Workforce and 4).

The Army’s R&D contracting portfolio has shown some signs of recovery, but the Army’s paradigm for its development pipeline for major weapon systems might be undergoing an evolution given that “the Army has been at the forefront of DoD’s Other Transaction Authority (OTA) resurgence.” 9,10 The Army was already using OTAs before the recent legislation encouraging.

While weapon system sustainment does not actually begin until the first production units are fielded, sustainment planning begins at the earliest stages of the defense acquisition system.

Successful post- fielding sustainment performance depends on critical thinking during requirements development and solution analysis. To select a procurement strategy, the procurement officer will have to consider factors such as the FRR, procurement procedures of the organization, delegation of authority, financial thresholds, internal clearance/approval procedures and corresponding administrative time frames, the type of procurement (goods, services or works), the complexity or the specificity of a requirement, the market.

Part 34 - Major System Acquisition: Subpart - Testing, Qualification and Use of Industrial Resources Developed Under TitleIII, Defense Production Act: Subpart - Earned Value Management System: Part 35 - Research and Development Contracting: Part 36 - Construction and Architect-Engineer Contracts: Subpart - General.

(b) Requires a determination by the Secretary of Defense and a notification to Congress before acquiring a major weapon system as a commercial item. Definition.

As used in this subpart— “Major weapon system,” means a weapon system acquired pursuant to a major defense acquisition program. Policy. The Acquisition Strategy is a comprehensive plan that identifies and describes the acquisition approach that Program Management will follow to manage program risks and meet program objectives.

The Acquisition Strategy guides program execution across the entire program life cycle and is updated at every major milestone and review. The Acquisition Strategy documents the approach to be taken for items such as the actual acquisition, contracting, and fiscal, legal, personnel, considerations, etc.

The Acquisition Strategy should also address any policy, process, regulatory, etc. necessary to comply with FAR, and any other requirements related to the specific acquisition. The CIPS Contract Management guide is intended to cover all those activities associated with contract management.

The activities themselves are divided into two distinct but interdependent phases, upstream and downstream of the award of the contract. The principles in this guide could be applied to. For example, the National Defense’s Strategy heavy emphasis on great power competition will influence the types of weapon systems and capabilities DoD develops and purchases going forward.

Shifts in the defense acquisition system have incentivized a variety of changes in the industry that supports it. The following major studies on acquisition reform were conducted from to – The Weapons Acquisition Process—Harvard Business School, Merton J.

Peck and Frederic M. Scherer Blue Ribbon Defense Panel (Fitzhugh Commission) Congressional Commission on Government Procurement Arming America: How the U.S.

Buys. It is the preferred form of contracting and includes contracting by sealed bids, negotiation, and other procedures (reference Federal Acquisition Regulation (FAR), 48 CFR ). When sealed bids or competitive proposals are selected under full and open competition, there is potentially a large universe of prospective bidders or offerors.

Acquisition Implementation Annex 2-F Weapon System and IT System Programs ACAT Designation/Change Request (Content) Chapter 3 Statutory, Regulatory, and Contract Reporting Information and Milestone Requirements Program Information Exit Criteria Technology Maturity Technology Development and Acquisition Strategies.

Developing and implementing a supply chain strategy is essential for maintaining competitive position. As part of the strategy development process, firms must select projects that best achieve. acquisition strategy analysis and planning, and recommendations for the development/execution documentation in support of the AAH major weapon system to meet timely and technical contract development, system engineering, engineering, production management, logistics, product assurance configuration management, scheduling, and.

Examines methods for improving the effectiveness of competition in the acquisition of major weapon systems. Use of competition at the concept design stage is known to be inexpensive relative to benefits. However, competition is rare during procurement when the expense is immediate and any savings are delayed.

The Planning, Programing, Budget and Execution (PPBE) process (see PPBE Map) is one of three (3) processes (Acquisition, Requirements and Funding) that support the Defense Acquisition System. The PPBE process is focused on the Financial Management and resource allocation for current and future DoD acquisition programs.

The process is established by the Secretary of Defense (SecDef) who. maintain weapon systems; –Lack of access to IP data with appropriate rights; no competitive contracting for repair parts, maintenance, follow-on production = Higher long-term sustainment costs –Ambiguous and poorly defined contract terms Source: IDA, “Department of Defense Access to Intellectual Property for Weapon Systems.

This major revision, dated 26 June — o Updates the purpose paragraph system description as well as basic proce-dural guidance for full life cycle ammuni- Acquisition, Procurement, and Production, page: Section I.

Acquisition and Procurement, page. Army ammunition acquisition • 6–1. iv Acquisition and Competition Strategy Options for the DD(X) Inthe Navy asked the RAND Corporation to evaluate the advantages and disadvantages of different acquisition and contracting strategies that defense officials could employ on the DD(X) program to achieve three objectives: make the best use of competition.

Take a major non-traditional crop or agricultural product which your country produces with sales potential overseas. Devise a market entry strategy for the product, clearly showing which you would use and justify your choice indicating why the method chosen would give benefits to your country and the intended importing country(s).

References. Get this from a library. Factors affecting the use of competition in weapon system acquisition. [Kathleen Archibald; Rand Corporation.; United States. Office of the Under Secretary of Defense for Research and Engineering.;] -- Examines methods for improving the effectiveness of competition in the acquisition of major weapon systems.

Use of competition at the concept design stage is known to. IV, Managing Disputes Through Contract: Evidence from M&A, 2 Harv. Bus. Rev. (); Evidence-based M&A: Less Can Be More When Allocating Risk in Deal Contracts, 27 Journal of International Banking, Finance and Law (); and Contracting to Lie: A Discussion of Abry Partners v.

F & W Acquisition ( ). There are two major reasons for a contracting organization to develop and use a strategic plan.

The first is to build competitive advantage. blossom into a competitive strategy. ject. When developing an acquisition strategy, it is important to understand these factors be-cause they often correlate to what drives the program’s risk. For software-intensive systems, the acquisition strategy must acknowledge the type and ex-tent of software risk to the program and include plans to actively mitigate those risks.

Pro. The processes of government procurement in the United States enable federal, state and local government bodies in the United States to acquire goods, services (including construction), and interests in real property.

In fiscal yearthe US Federal Government spent $bn on contracts. The market for state, local, and education (SLED) contracts is thought to be worth $ trillion.

FORMULATION IMPLEMENTATION Project. KDP C. Life Cycle. Gates & Major Events. Pre-Systems Acquisition. Systems Acquisition Operations Phase E: Operations.

KDP A. Launch KDP D System Assembly, Int & Test, Launch. ASP—Acquisition Strategy Planning Meeting ASM—Acquisition Strategy Meeting. The Competition in Contracting Act (CICA) of generally governs competition in federal Simplified Acquisition Procedures: Competition Requirements at Various Price any other basis (e.g., familial or other relationships between contracting officers and 6 Federal Contract Awards by Major Contracting Agencyavailable at.TACOM's Integrated Logistics Support Center executes repair parts planning and supply chain management for more than 3, weapon systems.

These systems form the core of America's ground combat capability. When the force needs critical components delivered, whether at home or abroad, it depends on TACOM.Get this from a library! Dual production sources in the procurement of weapon systems: a policy analysis. [Michael N Beltramo; Rand Corporation.] -- Provides a framework to guide decisionmakers involved with the weapon systems acquisition process in determining whether to establish dual production sources.

In a dual source competition, annual.