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Naval Postgraduate School Acquisition Research Program

Naval Postgraduate School Acquisition Research Program

The purpose of this thesis is to examine the duties and responsibilities of Marine Corps Financial Managers at the major command level. The thesis involved a thorough review of Department of Defense (DoD), Department of the Navy (DoN), and Marine Corps orders, publications and directives to determine those keys areas considered most essential to Marine Corps financial management specialists in the performance of their duties. The thesis provides a brief overview of the financial management occupational field. It then examines the roles and responsibilities of Marine Corps financial managers and concludes with a chapter on education and professional development opportunities available to Marine Corps financial managers as they progress in their careers. Based on the research, a set of guidelines was created to assist financial management specialists by serving as an initial source of information on major financial management functions such as: (1) Planning Programming, Budgeting System (PPBS); (2) budget formulation and execution; (3) Marine Corps accounting procedures; and (4) Resource, Evaluation and Analysis. These guidelines are designed primarily for those officers (MOS 9644) who have had very limited experience in the financial management field outside of their graduate level educational training through the Naval Postgraduate School., http://archive.org/details/aguidelinefromma1094532676, NA, U.S. Marine Corps (U.S.M.C.) author., Approved for public release; distribution is unlimited.

Department of Defense (DoD) has begun the revolution in business affairs by renewing initiatives for outsourcing as a means to meet an estimated $60 billion shortfall for force modernization. The Marine Corps has projected outsourcing to achieve $110 million in annual savings by FY 2004. The Commander, Marine Forces Pacific (MARFORPAC) has designed and is implementing a Cost Reduction Initiative (CRI) to save approximately $38 million annually by FY 2004. OMB Circular A-76 provides guidance for outsourcing commercial activities. This thesis examines previous DoD experience with outsourcing and the MARFORPAC CRI to determine the lessons learned that may be integrated during implementation of the CRI. This study analyzed outsourcing efforts of other services and developed criteria that may be applied to contracting out services throughout the Marine Corps. Lessons learned include the development of an accurate performance work statement; the use of multifunction studies to provide increased savings compared to several single function studies; the use of best value criteria and a performance-based contract to increase the probability for successful contract awards; command commitment to outsourcing is a key ingredient at the local level; and to keep employees well informed about potential outcomes during the outsourcing process., http://archive.org/details/outsourcingnexam1094532639, NA, U.S. Marine Corps (U.S.M.C.) author., Approved for public release; distribution is unlimited.

In response to a perceived decline in the global threat and reduced defense budgets, the Navy has sought to reduce costs and increase efficiency through the concept of regionalization, i.e., the consolidation of support functions for all activities in a specific geographic area. The regionalization concept is currently in various stages of implementation throughout the world, and uses as its basis the concept of "best business practices." A comprehensive means to evaluate the effectiveness of regionalization has not been established; therefore there is no accepted basis upon which to judge the financial benefits of regionalization, the associated financial and readiness costs, or the best approach to implementation. This thesis synthesizes best business practices and ongoing regionalization efforts at the Pacific Northwest, Pacific Southwest, and Hawaii regions and establishes criteria for evaluation of regionalization, http://www.archive.org/details/establishingeval00illa, Lieutenant Commander, United States Navy, Approved for public release; distribution is unlimited.

This thesis researched the Tactical Air (TACAIR) portion of the Commander, Naval Air Forces Pacific (COMNAVAIRPAC) historical data to determine if there is a relationship between the dollars budgeted for the Flying Hour Program and the hours actually flown under the program. An analysis of the actual FHP execution of the budget for Fiscal Year's (FYs) 1999, 2000 and 2001 was undertaken for four Continental United States (CONUS) based Carrier Air Wings (CVWs). The COMNAVAIRPAC Comptroller and Flight Hour Program Manager have sought in the past to come up with a cost prediction model for air wings funded by COMNAVAIRPAC. The intention was to find a cost estimation method that can be applied to the Inter-Deployment Training Cycle (IDTC) and the Fuel, AVDLRs and Other Maintenance costs to better analyze and report projected versus actual flight hour (FH) performance. This, in turn, would help the execution of the Program Objectives Memorandum (POM), the budget and other resource reporting, including reconciliation to the OP-20 report from the Pentagon., http://archive.org/details/flyinghourcostes109455960, Lieutenant Commander, United States Navy, Approved for public release; distribution is unlimited.

The CSRR program represents a paradigm shift in the way radio room equipment is procured in the submarine fleet. This program is managed under PEO C4I by SPAWAR PMW 770. This thesis examines the cost, schedule, and performance parameters of the CSRR program itself, not the technology it produces, from the perspective of the end customer, the U.S. Navy, who is both the purchaser and user of this system., http://archive.org/details/thecommonsubmari109455673, Approved for public release; distribution is unlimited.

This thesis provides Commanding and Executive Officers tools to use in make or buy decisions for Naval health care treatment facilities. It analyzes make or buy issues, presents criteria and variables to use in make or buy decisions, and identifies services to contract out. It also focuses on three make or buy analyses conducted by Naval Medical Center San Diego. Criteria and variables that the medical center used in make or buy analyses and lessons learned from this experience are discussed. The thesis applies data used in the three make or buy analyses to potential outsourcing initiatives at other Naval hospitals. In conclusion, the thesis outlines the need for an outsourcing plan, a transition plan, a personnel relocation plan, and a make or buy analysis. Appropriate criteria for a make or buy analysis are suggested. Recommendations indicate when Naval hospitals should make or buy services, http://archive.org/details/whenshouldbureau109459159, Lieutenant, United States Navy, Approved for public release; distribution is unlimited.

This project consists of an analysis of the federal budget through the years 1990-2020. The key issues to be addressed are (a) average percentage of deficit as a percentage Gross Domestic Product (GDP), (b) interest rate(s) on debt depending on forms of debt, (c) annual interest cost, (d) debt structure, (e) government outlay percentages relating to GDP, and government receipt percentages related to GDP. The objectives are to identify apparent trends in the U.S. federal governments deficits and implications of annual and total debt. These data are necessary for the analysis of the federal deficit. The federal budget is a complex formulation of many different inputs used to comprise economic standing. The purpose of this analysis is to identify past, present, and future implications of the federal deficit, e.g., net interest cost. The deficit and interest costs are positively correlated. When the deficit rises, so does the amount of interest paid. This is true assuming interest rates remain constant. Lately, as interest rates have fallen, the debt burden is lighter even though the overall debt is larger. Furthermore, higher interest payments lead to less capital devoted towards programs and the overall budget balance. Conversely, a lower deficit leads to lower interest payments. Therefore, capital can be reallocated to other avenues, such as social programs, infrastructure, and education.

This research focuses on the Marine Corps Aviation Maintenance and Repair Cost for the H-1 Upgrade platform. Onsite visits with the Program Manager Air 276 (PMA-276), the Naval Supply Weapons Systems Support (NAVSUP WSS), the Defense Logistics Agency (DLA), and Marine Aviation Logistics Squadron 39 (MALS-39) are conducted to obtain information regarding readiness costs and efficiencies that have impacted the total cost for a transitioning aircraft in Marine aviation. PMA-276, NAVSUP WSS, DLA, and MALS-39 make up the H-1 Cross-Functional Team (CFT). The H-1 CFT provides actionable metrics and best practices that focus on cost concerns (programmatic, material, management, and execution) from all levels of aviation logistics and planning. Key areas of improvement or replication are identified through metric-based solutions that affect cost reductions throughout the AH-1Z and UH-1Y integration.

This research concerns evaluation of the Yokosuka base for the U.S. Navy Pacific Fleet operation. The research will focus on fleet operating costs and required fleet assets for a given level of operation. In particular, I will examine what value in terms of fleet operating costs and assets does the United States receive using the Yokosuka base to deploy its fleet in Asia. A computer model will be developed to evaluate this benefit and will compare the differences in operating costs and required fleet assets between the Yokosuka base and other bases such as Guam and Hawaii, http://archive.org/details/evaluationofyoko109458346, Lieutenant Commander, Japan Maritime Self Defense Force, Approved for public release; distribution is unlimited.

S) cost estimation methodology for the BAMS UAS. Additionally, this thesis analyzes some of the financial and support impacts of this weapon system within the context of the funding challenges the Navy will face in managing the FHP and OMN budget accounts in the near future., http://archive.org/details/costimplications109455059, US Navy (USN) author, Approved for public release; distribution is unlimited.

A dramatic increase in the past three years in the Indonesian defense budget, from approximately US $800 million (FY2002$) in 2002 to approximately US $2.4 billion (FY2005$) in 2005, has created the need for the Indonesian Department of Defense (DOD) and National Armed Forces (TNI) to enhance performance and accountability for effective and efficient use of state funding. It is imperative that DOD and TNI move to better inform the public and high level government officials by increasing transparency on how the defense budget is allocated and spent. Current DOD and TNI performance evaluation tools and financial management measurement and reporting methodologies are ineffective, particularly because they do not link performance assessment to the budget and the budget process. Reform is needed to implement Performance Based Budgeting (PBB) to create direct linkages between allocation of resources in the budget, performance measurement, and strategic planning relative to defense policy objectives so as to bolster public accountability for the DOD and TNI. This thesis analyzes implementation of the Government Performance Results and Act of 1993 in the US Federal Government and specifically in the US Department of Defense, to develop a PBB model for the Indonesian DOD/TNI. The thesis addresses critical factors and the steps and processes necessary to create a performance-based budget including strategic planning, performance measurement, and methods to link performance to budgets., http://archive.org/details/performancebased109451909, Approved for public release; distribution is unlimited.

With declining budgets and consolidation in the defense industry, should competition between prime and sub-prime contractors be fostered through innovative lease arrangements, similar to the Navy's TAKX (Maritime Prepositioning Force MPF) solution of the early 1980s? This thesis will attempt to answer the following questions - To what extent do current financial and managerial policies affect leasing and would changing these policies benefit both parties? Are there any benefits to leasing versus purchasing? Could leasing help the DoD control its budget? We will attempt to address the potential legislative action required to make long-term capital lease options palatable to both investors and DoD while allowing for continued congressional oversight of the procurement process. This research draws upon a multitude of papers, documents and other resources to deliver an acceptable answer to our question. The research presented will also attempt to identify where and why leasing can be a viable option to the acquisition process. The research will also review an example where leasing has proven its effectiveness and continues to be an effective alternative to full up-front procurement in the acquisition process. That process, however, was started and completed under earlier rules governing the lease of capital assets., http://archive.org/details/leasevspurchasei109453824, US Marine Corps (USMC) author., Approved for public release; distribution is unlimited.

During fiscal year 1999, the Navy conducted the Pearl Harbor Fleet Maintenance Pilot program, converting the Pearl Harbor Naval Shipyard from a revolving fund activity to merge with the Naval Intermediate Maintenance Facility and consolidate under appropriated funding. This research will relate the complexities of change during the Pearl Harbor Pilot, specifically with regard to the two distinct types of funding methods used at the Depot and Intermediate Maintenance Facilities: revolving funds (Navy Working Capital Fund) and appropriated funds (mission funds), respectively. The primary research goal is to define the advantages and disadvantages of accounting for the consolidated operations at the Pearl Harbor Shipyard and Intermediate Maintenance Facility with appropriated funding. To provide an analysis of this topic, results of the Pearl Harbor Pilot performance metrics will be studied and the two types of funding will be compared and contrasted. Results of the Pilot program are mixed and are still open to debate two years after the conclusion of the test. Implications for the Marine Corps Maintenance Depots are paralleled to the current dilemma facing the Navy on whether to continue the success of the Pilot or to reorganize again under a revolving fund system., http://archive.org/details/thepearlharborfl109455830, Captain, United States Marine Corps, Approved for public release; distribution is unlimited.

Bubble injection due to breaking waves within the surf zone is inferred by measuring void fraction using a 3 m vertical array of eight conductivity cells in conjunction with video pixel intensity. Void fraction errors associated with the conductivity measurements are examined, including vertical variations in the temperature and conductivity (measured), proximity effects near the surface, and estimates of the surface elevation using pressure sensors. Energy loss is due to conversion of kinetic and potential energy of a wave to buoyant potential energy by the injection of air into the water column, which is then lost as the bubbles raise to the surface and escape to the atmosphere. Void fractions up to 40% were observed in intense breaking events penetrating to depths over 0.5 m confined within the crest trough region. Production of potential energy due to buoyancy of bubbles was nearly instantaneous with the majority of energy dissipating within 0.25 s. Pixel intensity qualitatively correlated with surface elevation and injection events. Crests in cross shore intensity time stack plots are clearly visible and show good correlation with breaking events. However, pixel intensity values did not correlate quantitatively with surface elevation or production of buoyant potential energy, http://archive.org/details/annalysisofoutso109457938, Captain, United States Marine Corps, Approved for public release; distribution is unlimited.

Recent Chairman of the Joint Chiefs of Staff Instructions (CJCSI) direct the development of new concepts to prioritize linking budgeting and programming for near- and mid-term resource allocation planning. For the Department of Defense (DoD), planning that falls within the Future Years Defense Plan (FYDP) or 0-7 years may be viewed as mid-term. This thesis raises the question of whether these new concepts will work best for the Department of the Navy (DON) or whether another methodology would better fit the Navy's near- and mid-term needs. Further, the thesis asks whether the implementation of the recently promulgated CJCSI instructions would be more disruptive to the DON instead of an alternative modification of what the DON is already using successfully. This thesis also explores the potential value of the newly formed capability planning initiative within the DON. The Navy initiative is compared to private-sector practices to define similarities and to develop additional potentially useful methods. The thesis also explores the potential usefulness of linear programming or mathematical decision modeling for the application of weights and values to relate input variables and relationships to desired outputs. Finally, procurement narrative statements in the FY07 DON budget are analyzed and results, in terms of use of the capability concept, are reported., http://archive.org/details/linkingppbesndpo109452405, Approved for public release; distribution is unlimited.

ES consolidation propose significant net gains for the Marine Corps., http://archive.org/details/usmcfirendemerge109451847, Approved for public release; distribution is unlimited.

This thesis provides a cost analysis of the plan to civilianize 4355 enlisted billets at ten shore-based Aircraft Intermediate Maintenance Departments (AIMDs). Total cost was determined for each UIC, billet, and rating. Active duty costs were compared to Government Service (GS)/Wage Grade (WG) workers and comparisons were calculated across currently funded billets. Specific savings for each AIMD, rating, total projected savings, and an Excel decision support tool are provided to aid the sponsor with decisions about which ratings, groups of ratings, or while UICs to Civ-Sub. A summary of potential sea shore rotation impacts is also included. The analysis revealed a potential personnel cost savings of 14.27%. When administrative and contractual costs are considered, along with the standard deviations inherent in this type of analysis, the overall cost effectiveness of Civ-Sub is negligible. Other effects must be considered, including active duty manpower reductions on host Naval Air Stations, significant shore duty billet reductions, costs above and beyond personnel, and retention. Potential retention effects could eventually affect manning levels at sea and ultimately damage afloat AIMD readiness. The cost savings ashore (assuming there are) from implementing Civ-Sub will not compensate for the inability to maintain aircraft and aircraft components while deployed., http://archive.org/details/costnalysisofciv109452393, Approved for public release; distribution is unlimited.

After seven years of exceptional growth in the 1980s, the Department of Defense (DOD) budget is confronted with Congressional budget reduction and deficit control measures. A revised Gramm-Rudman-Hollings Act was passed in September 1987 setting annual deficit targets for fiscal years 1988 to 1993. If the legislation is implemented, DOD organizations face an extended period of financial constraint and budgetary uncertainty. This thesis examines the flight hour program of Commander, Patrol Wings Pacific in developing methods to prepare for an era of budget constraints. The thesis discusses the Gramm-Rudman Act and general organizational reaction to fiscal stress. It then analyzes management control of nonprofit organizations, productivity measurement, and alternative accounting and financial management information systems as means for coping with budget reduction. Decision-makers at all levels of the military must understand these methods in order to manage effectively in an era of financial constraint. Keywords: P-3 Aircraft, Management control, Flight hour program, Patrol aircraft, Theses. (sdw), http://archive.org/details/fiscalconstraint1094523234, Commander, United States Navy, Approved for public release; distribution is unlimited.

The DoD and thus DoN accounting and budgeting systems are often characterized by the classic problem of "garbage in, garbage out". Differences in definitions and classifications of finance categories, human error, and lack of training, and faulty accounting systems can result in inaccurate data and inability to properly utilize such data throughout the chain of command. Account execution does not match accounts budgeted, creating the potential for violations of rules and regulations and poor decision making for planning, programming, budgeting, and execution for current and future years. An inability to match mission to budget requirement can greatly impact resource utilization by Naval Special Warfare Command in its contingency operations throughout the world. NAVSPECWAR has made an effort to ensure consistency and accuracy of data collection by matching their budget execution categories to their POM process categories and matching unit missions to specific accounts. The objective of this thesis is to analyze SPECWARs implementation of the Chief Financial Officerαs Act and its influence on the utilization of their data by their parent command (USSOCOM) in the planning, programming, budgeting, and execution system and the potential Navy-Wide implications of their program., http://archive.org/details/navalspecialwarf109451528, US Navy (USN) author

The goal of this thesis is to develop a model that Commander Naval Air Forces Pacific (CNAP) can use to estimate future TACAIR F/A-18 Aviation Depot Level Repair (AVDLR) costs. The thesis is divided into three sections. The first section discusses the methodology used to create a cost estimation model. The second and third sections provide the results of the modelαs outcomes and compares and analyzes those results to the actual results. The modelαs estimate was 19% below Fiscal Year 2001αs actual costs. This shortfall was caused by a 27% increase in Navy C modelαs AVDLR costs, which is more than twice their average annual cost increase. Since Navy C models represent over 60% of CNAPαs total TACAIR F/A-18 AVDLR costs, this unexpected increase in costs is the major contributor to the modelαs 19% difference from its estimate. In order to correct this difference in the future it is recommended that the model shift from estimating yearly costs to estimating quarterly costs to become a more accurate cost-estimating model., http://archive.org/details/acostestimationm109456108, US Marine Corp (USMC) author

This thesis examines the Enterprise Resource Planning (ERP) pilot implementation conducted at the Space and Naval Warfare Systems Center San Diego (SSC-SD), the first of four Department of the Navy (DON) pilot implementations. Specifically, comparisons are drawn between both successful and unsuccessful ERP implementations within private sector organizations and that of SSC-SD. Any commonalities in implementation challenges could be applied to future ERP implementations in both the DON and Department of Defense (DOD). The findings are based in part upon interviews and data collected. From the comparison, commonalities exist in ERP implementation challenges between private sector organizations and SSC-SD. Additionally the management techniques used to mitigate those challenges are similar. Finally, due to SSC-SD's financial management structure and appropriated funding constraints, unique obstacles were identified during the implementation. These unique obstacles will be encountered by other Working Capital Funded (WCF) organizations planning to implement ERP on the same scale as SSC-SD. This thesis supports that the implementation of ERP at SSC-SD was a success based on industry comparisons, the goals of Project Cabrillo's business case analysis (BCA), and its Chief Financial Officer (CFO) Act compliancy assessment, January 2002., http://archive.org/details/enterpriseresour109454714, Lieutenant Commander, United States Navy, Captain, United States Army, Approved for public release; distribution is unlimited.

The most notable impact upon the Department of Defense (DOD), in creating the Department of Homeland Security (DHS), has occurred in how DOD prepares for and provides homeland defense and homeland security. Creating DHS produced friction for DOD resulting in re-focused training on domestic military missions and homeland security that has reduced combat effectiveness in some units. Resource allocation throughout DOD and DHS is an area of important concern regarding long-term sustainment in the war on terrorism. This study concludes that the current mission approach for DOD is not sustainable over the long term. Furthermore, greater fiscal responsibility in strategically funding homeland defense and homeland security needs to be exercised without compromising national security., http://archive.org/details/impactofestablis109451270, Approved for public release; distribution is unlimited.

This thesis will examine challenges defense department managers face when implementing the cost as an independent variable (CAIV) concept of cost control. The CAIV concept replaces the design-to-cost (DTC) concept which only achieved limited success. Emphasis is placed on identifying issues that managers faced implementing the DTC concept. These issues are analyzed to determine the potential cause of the issue and the impact the issue may have on programs implementing CAIV. It is the contention of this thesis that the CAIV concept and the DTC concept are in theory, virtually identical. Many of the same issues will surface during CAIV implementation that managers faced implementing DTC. CAIV may become another ineffective cost control measure. However, DTC was not usually implemented as intended by the guidance. In addition, acquisition reform has provided the manager implementing the CMV concept significant advantages over previous managers. With full management support, programs implementing the CAIV concept can succeed and provide cost effective systems that meet the needs of the user, http://archive.org/details/costsnindependen109458159, Approved for public release; distribution is unlimited.

The goal of this thesis is to determine the best way to manage the Flying Hour program (FHP) from the perspective of the U.S. Marine Forces Atlantic (MAPFORLANT) Aviation Budget Officer. The thesis has two main objectives. The first objective is to describe the organization and current financial management issues related to the FHP at the Department of the Navy (DON) and MARFORLANT levels. An historical overview of the FHP, an analysis of federal and defense budgeting dynamics, and an impact analysis of the Marine Aviation Campaign Plan are provided. The second objective is to conduct quantitative analysis of selected MARFORLANT data to better understand FHP cost behavior. Regression results are compared with previous DON research to determine the suitability of Cost Per Hour as the most reliable FHP metric. Analysis confirmed that there is a direct relationship between fuel and flight hours, but showed virtually no correlation between flight hours and aviation maintenance costs. These findings indicate that regression models show too much variability for them to be used to displace the DON OP-20 model as the primary means for budget forecasting for the FHP. The thesis concludes that the Aviation Budget Officer must continue to rely on qualitative budgeting skills to maximize the financial condition of MARFORLANT Aviation, http://archive.org/details/themarinecorpsfl109458650, Major, United States Marine Corps, Approved for public release; distribution is unlimited.

The current funding mechanism for theater special operations command (SOC) headquarters support costs is inadequately supported by legal guidance. Existing legislation and policy documents do not formalize theater SOC funding relationships to provide an enforcement tool that ensures the theater SOCs can properly resource their headquarters support requirements. Consequently, the ambiguity of this funding mechanism has allowed the theater SOCs to develop unique scenarios for financing headquarters support. To remedy this deficiency, this thesis conducts a comparative analysis of current theater SOC headquarters support funding mechanisms and examines three funding alternatives. This thesis concludes the best alternative would mandate that the Services assign separate Program Element (PE) numbers to theater SOC headquarters support in the Future Years Defense Program (FYDP) and distribute theater SOC headquarters support funding through the respective theater combatant commands. In addition, the thesis generates criteria that may be used in preliminary analysis by other commands that face similar funding ambiguities and may need to identify alternative funding mechanisms., http://archive.org/details/alternativeheadq109454347, Lieutenant Commander, United States Navy, Approved for public release; distribution is unlimited.

In an environment of scarce resources and rising federal deficits the people not only expect, but demand greater accountability for the spending of public funds. This demand has created a trend in the public sector, not only in the United States, but worldwide as well, towards the importation of private sector business practices to improve accountability-oriented analysis. One example is increased emphasis on return on investment (ROI) analysis in public sector organizations. Development and application of ROI analysis is challenging in the public sector since most government organizations do not generate profit necessary for calculation of ROI in the manner in which it is done in the private sector. This thesis develops the methodology necessary for use of ROI analysis in the public sector. ROI methodology is applied for test evaluation with the Space and Naval Warfare Systems Command (SPAWAR) in San Diego. The test demonstrates that ROI can be applied successfully to assess the relative efficiency of value-added work and to improve the process of choosing between investment alternatives. Properly designed ROI analysis reveals how and for what goods and services money is spent and provides a means for comparing the value derived from investment and work performed., http://archive.org/details/returnoninvestme109451317, Lieutenant, United States Navy, Approved for public release; distribution is unlimited.

This thesis examines the logistics accomplishments of Reinvention Laboratories in attempting to improve business practices within the Department of Defense. It documents five cases in which over $342 million in annual savings were achieved to show The potential of continuous improvement. It also provides recommendations for further research and for investment of resources to permit DoD logistics organizations to obtain greater savings. This thesis provides a tool and a knowledge base useful to existing and new Reinvention Labs. Through review of the lessons learned and study of the barriers to success, it is hoped that avoidance of the many pitfalls encountered with implementing change can be avoided. Through Business Process Reengineering (BPR) and the entrepreneurial spirit, DoD can transform its large and inefficient logistics organizations into more flexible, effective, streamlined institutions capable of rapidly adapting to the changing needs of the Armed Services. This thesis illustrates how DoD, through the resource savings in Reengineering and Reinvention, can generate finding to invest in modernization to prepare for the missions identified in the DoD's template for the future Joint Vision 2010, http://archive.org/details/assessmentoflogi109458004, Captain, United States Marine Corps, Approved for public release; distribution is unlimited.

This thesis provides an analysis of the co-production of the defense function as provided by the legislative branch, Department of Defense (DoD) and the defense industry at large. The aim of the study will be to examine the evolution of the procurement and contracting process since World War II with a qualitative and quantitative evaluation of the increasingly symbiotic relationship between DoD and corporate America. This relationship has evolved significantly over the last halfcentury. It is no longer merely transactional as each side has leveraged the wartime and peacetime interaction to yield upgrades in weapon systems and capabilities that may have been otherwise unattainable in the same time frame. The benefits of this research include the identification and assessment of the intricacies of the DoD-defense industry relationship, particularly with regard to financial management, to elucidate significant trends, and characteristics that pose potential risk and warrant further study., http://archive.org/details/defensecoproduct109451862, Approved for public release; distribution is unlimited.

This thesis addresses the appropriateness of applying an OMB Circular A-76 study process on the revenue generating functions in Defense Working Capital Fund activities. While the thesis acknowledges that subjecting organizational functions to an A-76 process gains competitive efficiencies, the hypothesis is that a Working Capital Fund activity has already realized the efficiencies by competing for business; therefore, a process other than A-76 is more appropriate to gain further cost savings. The thesis examines the specific example of the Navy Supply Information Systems Activity (NAVSISA), which is a Fee-for-Service organization that specializes in providing informational technology products and services for U.S. Navy, DoD and Foreign Allies., http://archive.org/details/theevaluationofp109453560, Lieutenant Commander, Supply Corps, United States Navy, Approved for public release; distribution is unlimited.

Because software plays a critical role in nearly every complex Department of Defense acquisition, there is increased emphasis on reducing acquisition risk for software-reliant systems. An architecture-centric acquisition approach has proven to be effective. In this paper, we present the basics of architecture-centric engineering. Then we give a structure for incorporating these practices into the acquisition life cycle, illustrated by an example. We overview how these practices are being implemented in current programs. We conclude by demonstrating how a program can use this approach in synergy with current system engineering practices to achieve an appropriate emphasis on software in a system acquisition.

The 1986 Defense Authorization Act included the Cohen-Nunn Amendment establishing a unified combatant command for Special Operations Forces (SOF), U.S. Special Operation Command (USSOCOM). USSOCOM's budget has close to tripled between September 11, 2001 and the fiscal year 2012 budget while manpower has almost doubled. These statistics provide sound basis for analysis of USSOCOM's budget and supplemental funds. The purpose of this report is to analyze a segment of U.S. Special Operations Command (USSOCOM) budgets to see if there is a common theme or reason behind adjustments. Some adjustments are solicited by the services, some by Office of the Secretary of Defense (OSD) direction, and some are non-solicited adds. The past ten years have had significant effects on all Defense (DoD) and USSOCOM budgets. This research categorizes USSOCOM changes and provides recommendations for future research.

The CSRR program represents a paradigm shift in the way radio room equipment is procured in the submarine fleet. This program is managed under PEO C4I by SPAWAR PMW 770. This thesis examines the cost, schedule, and performance parameters of the CSRR program itself, not the technology it produces, from the perspective of the end customer, the U.S. Navy, who is both the purchaser and user of this system.

S) cost estimation methodology for the BAMS UAS. Additionally, this thesis analyzes some of the financial and support impacts of this weapon system within the context of the funding challenges the Navy will face in managing the FHP and OMN budget accounts in the near future.

This thesis analyzes the defense reforms in transitioning nations in Eastern Europe after the end of the Cold War. The objective is to compare the similarities and differences, as well as discern possible patterns of defense reform. To provide an analysis of this topic, literature on public management reforms will be studied to better understand the array of socio-economic, political and other factors, which may be involved in defense-oriented public management reforms. A proposed framework of the different forces of reforms (influence) and tides of reforms (purpose) will be developed to compare and analyze defense reforms in different countries. The model could serve as a framework for future analysis of defense reforms in other parts of the world.

This project investigates the distinction between cost-benefit analysis and cost management. Although there exist several precedents in which elements of the Department of Defense have practiced cost management, nowhere to be found was an example of applied cost management in a theater of combat. This project provides a case study of the 316th ESC, which may begin to fill that void. The 316th ESC's staff forecasted future consumption, supervised the execution of operational missions, measured the consumption of resources, and reviewed variances between what was planned and what actually happened. These steps raised questions that fed continuous improvement. Of the many projects initiated by the 316th ESC, the two that best exemplified the cost-management process were the institution of supply referrals and the reductions of Meal, Ready-to-Eat (MRE) inventories. Supply referrals significantly reduced inventories, lowered transportation costs, and improved customer wait time. The reduction of MRE inventories saved over $4 .8 million in direct costs, and saved Soldiers' lives by reducing supply convoys. By planning, executing, measuring, and reviewing the consumption of resources, the 316th ESC was able to target inefficiency and overconsumption, while providing better service to its customers. It accomplished its mission at the right cost.

A contingency operation is an emergency in which military forces are used to address the outcome of natural disasters, terrorist attacks, subversions, or military operations. DoD involvement in deployed/contingency operations has increased and changed substantially in recent years: support of humanitarian and civic assistance missions and disaster relief has grown, as has the range of missions in which DoD engages. Ongoing support of the conflict in Afghanistan has also required a greater commitment from military personnel and greater diligence on the part of those tasked with the responsibility of financial management prior to, during, and following the missions. As a result of these changes, the need exists for establishing a nonrestrictive Deployed/Contingency Operations Financial Management Guidebook for Marine Corps continuity and consistency purposes. This will provide deployed/contingency Financial Management personnel with references for financial management during a contingency operation. This Guidebook provides nonmandatory guidance on best practices, lessons learned, and expectations.

Many organizations are attracted to the well-documented benefits of a software product line approach. However, special challenges surround product line acquisition in the Department of Defense. We explain some basics of software product line practice, the challenges that make product line acquisition unique, and three basic acquisition strategies. We next describe the key contractual tasks a supplier must perform and map these to an enterprise view of product line acquisition. Using this context, we explain roles and responsibilities for the organizations involved, and describe important activities and deliverables. This provides a basis for building the necessary artifacts for a successful acquisition.

Over the past four years, Naval Facilities Engineering Command (NAVFAC) Washington has encountered net operating result (NOR) losses not anticipated in the Navy Working Capital Fund (NWCF) budget. These unanticipated losses primarily stemmed from three major factors associated with financial operations. The first factor is the creation of stabilized rates that turned out to be insufficient during fiscal years 2006, 2007 and 2008. The second factor is the disparity between the budgeted and actual average labor hours worked. The third factor is the continued rising cost of purchased utility commodities in support of the services rendered to the customers, coupled with the inadequate revenues generated from utilities services performed. This MBA research project uses the labor and budget information provided by the command to assist them: (1) determining the financial impacts due to inaccurate projected labor hours, (2) evaluating the current policy concerning stabilized rates, (3) mitigating the impact associated with the rising cost of purchased utilities, and (4) developing an improved model for estimating future expenses and revenues.

The purpose of this MBA thesis is to analyze Turkey's defense systems acquisition policy and its effects on the defense industry over a decade. This thesis provides an overview of the global trends in defense spending and defense markets, explains the defense industry policies of major players in the defense market, gives an overview of secondtier countries' industry development models, explains Turkey's defense systems acquisition policy, and analyzes the policy effects of the defense industry. The thesis concludes with findings and required actions for the future.

The purpose of this project is to determine if the DTS reservation module is in compliance based with the standards set by the DOD. By examining flights given in DTS and comparing them to a commercial online travel company (Expedia) will determine whether the implementation of ITA software in 2007, as part of the renovation process is effective and that the reservation module currently meeting standards. Another purpose is to determine if the system has improved since the GAO's audit report in 2006 was issued. Ultimately, the study will determine if further improvements need to be done with the new procedures in place and what part of the system's reservations module needs to be addressed. The scope will include: a background of the defense travel system, GAO audits on the system's inadequacy, an analysis of flights information found in the defense travel system reservation module compared to flights information found in one of top commercial travel companies, Expedia, and an analysis of flights displayed in the defense travel system and if the flights are properly displayed in accordance with set standards.

With declining budgets and consolidation in the defense industry, should competition between prime and sub-prime contractors be fostered through innovative lease arrangements, similar to the Navy's TAKX (Maritime Prepositioning Force MPF) solution of the early 1980s? This thesis will attempt to answer the following questions - To what extent do current financial and managerial policies affect leasing and would changing these policies benefit both parties? Are there any benefits to leasing versus purchasing? Could leasing help the DoD control its budget? We will attempt to address the potential legislative action required to make long-term capital lease options palatable to both investors and DoD while allowing for continued congressional oversight of the procurement process. This research draws upon a multitude of papers, documents and other resources to deliver an acceptable answer to our question. The research presented will also attempt to identify where and why leasing can be a viable option to the acquisition process. The research will also review an example where leasing has proven its effectiveness and continues to be an effective alternative to full up-front procurement in the acquisition process. That process, however, was started and completed under earlier rules governing the lease of capital assets.