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The purpose of this research is to determine if the Pacific Fleet private shipyard depot-level maintenance pilot program created financial flexibility by using Other Procurement Navy funds instead of Operation and Maintenance Navy funds. A questionnaire was sent to the Navy's Office of Budget and Pacific Fleet's comptroller and maintenance teams to understand what changes occurred and how they adapted to the changes. This thesis identified the positive and negative effects of the pilot and concludes that the Navy did benefit from the change in funding appropriations because it allowed for better contracting strategies by alleviating the time pressure of use or lose funds, which allowed for stable funding and competitive bids from contractors, reducing the amount of most contracts., Lieutenant Commander, United States Navy, Approved for public release. Distribution is unlimited.

The National Defense Strategy has directed the Department of Defense to reform its business processes. The Department of the Navy has reformed its funding model within Naval Sea Systems Command (NAVSEA) and is in the process of changing the funding model for Naval Facilities Engineering Command (NAVFAC). NAVSEA converted naval shipyards from a working capital funding model to a mission funding model during fiscal years 1998 through 2007, while NAVFAC will complete its transition in fiscal year 2020. This research analyzes the complexities of the working capital funding model and mission funding model as they relate to the NAVSEA and NAVFAC transitions. The analysis illustrates the advantages and disadvantages of the transition to determine whether Marine Corps Logistics Command should follow suit and transition its Depot Maintenance Activity Group to a mission funding model., Programs And Resources, HQMC, http://archive.org/details/thefeasibilityof1094564079, Major, United States Marine Corps, Approved for public release; distribution is unlimited.

The Marine Corps relies on advanced ground equipment that requires significant depot-level maintenance to extend its life cycle. However, Marine Corps budgets continue to be strained, and every dollar counts. Therefore, the Marine Corps Logistics Command has a vested interest in optimizing its budget to provide the best possible support to the warfighter. The Repair Optimization Materiel Evaluator (ROME) model is used to assist in creating repair plans. Using data-farming software designed specifically for this thesis and advanced design of experiments, the ROME model was run more than 2,000 times with specific, traceable, and repeatable changes made to the inputs each time. The outputs from these runs were analyzed to determine the model’s efficacy. Analysis determined that the model’s reliance on warfighting values and small penalty terms has created a bias toward allocating funds for high-density, low-cost items with low warfighting values at the expense of items with much higher warfighting values. Specifically, if monies were allocated only according to the ROME model, it would default to fixing thousands of M-16 rifles and rifle optics and very few, if any, large pieces of equipment such as tanks. Based on the findings from this thesis, it is recommended that ROME’s objective function be reformulated or calculation of warfighting values be changed. The new data farming capabilities will allow testing these modifications as well as enable advanced analysis with ROME., Marine Corps Logistics Command, http://archive.org/details/ananalysisofthem1094562828, Captain, United States Marine Corps, Approved for public release; distribution is unlimited.