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The objective of this research is to enhance the ability of Naval Facilities Engineering Systems Command (NAVFAC) to respond to requirements for facilities support in a timely and effective manner to assist the warfighter and the shore enterprise. By conducting an internal and external review of the means and methods of executing Category III and IV requirements employed both by NAVFAC and by other agencies, governmental and non-governmental, the intent was to capture facility management best practices in an effort to reduce cycle time. Also, by analyzing established processes across the NAVFAC enterprise, bottlenecks were identified, and productivity enhancements were recommended. By leveraging existing systems and capitalizing on established processes and industry best practices, NAVFAC can significantly improve its Category III and IV execution capability. Moreover, NAVFAC could greatly benefit from an organizational shift, promoting horizontal integration as it strives to continue to provide its products and services with speed and agility. Lieutenant Commander, United States Navy Approved for public release. distribution is unlimited

MBA Professional Project The current method of acquiring custom, innovative software through traditional contracting methods is an outdated practice. These traditional methods are time-consuming, and could be improved with the Air Force’s Kessel Run, an internal software development organization. With the Air Force’s Kessel Run, the time from software inception to operation can go from years to days. Unfortunately, neither most of the Air Force nor the rest of the Department of Defense (DoD) has yet to catch up to the forward thinking of those involved in the creation of Kessel Run. Most of the Air Force and the DoD are still outsourcing for most of their innovative acquisitions, whether it be research and design or product (software) development. This case study offers insight to the new organization and identifies the potential to apply the concepts learned during its creation to benefit other DoD organizations when considering insourcing as opposed to the traditional outsourcing acquisition approach. http://archive.org/details/kesselrunananaly1094563995 Captain, United States Air Force Captain, United States Air Force Captain, United States Air Force Approved for public release; distribution is unlimited.

MBA Professional Project Student Thesis (NPS NRP Project Related) As is arguably common knowledge among defense procurement professionals, the Department of Defense (DoD) acquisitions process is slow, expensive, and inefficient. Since 1990, the Government Accountability Office (GAO) has highlighted DoD Weapons Systems Acquisition and Supply Chain Management as two high-risk areas requiring focused effort to meet cost, schedule and performance goals. Blockchain technology has the potential to advance these goals. Congress agrees. By transforming how we conduct business, the DoD can realize significant benefits from blockchain technology. Private industry is testing blockchain and offers an opportunity for the DoD to learn from established practices. This research centers on how industry is implementing blockchain technology and leads to illustrate parallels where the DoD can apply similar practices to achieve efficiencies. We aimed to do this with an analysis of specifically selected case studies in which private companies use blockchain technology to solve issues comparable to those of the DoD. Our analysis revealed common elements during the successful implementation of blockchain within the private companies. After performing the case study analysis, we discuss the findings and determine what elements appear to be relevant and potentially significant to the DoD and public procurement sector. Furthermore, we include a list of recommendations based on the trends identified during data analysis. N1 - Manpower, Personnel, Training & Education http://archive.org/details/blockchaintechno1094561355 This research is supported by funding from the Naval Postgraduate School, Naval Research Program (PE 0605853N/2098). https://nps.edu/nrp Chief of Naval Operations (CNO) Captain, United States Air Force Captain, United States Air Force

MBA Professional Report The purpose of this study is to examine the applicability of a strategic approach to contingency contracting. Strategic approaches to procurement are successful in both industry and the Department of Defense; however, the contingency arena is often overlooked. Corporations are finding a strategic enterprise orientation to procurement can create or enhance their own competitive position within a market. This is done by identifying opportunities to leverage purchases—thus reducing costs by more than any subsequent trade-off to product market value or identifying opportunities to increase product value by more than any subsequent trade-off to cost. Indeed, the purpose of competitive advantage is to create the largest delta between a cost position and product market value or customer willingness-to-pay. This project applies the principles of competitive advantage and with them, creates a strategic approach to contingency contracting operations. This paper first recommends the DoD create a centralized activity, such as Joint Contracting Command-Iraq/Afghanistan, to consolidate contracting activities within a Combatant Commander’s contingency theater. Secondarily, this discussion suggests the DoD initiate spend analysis of all contracting activities within Combatant Command geographic regions. The DoD can identify opportunities to capture maximum value from key regional suppliers. This framework emphasizes achieving Combatant Commanders’ objectives. http://archive.org/details/theneedforstrate1094549830 Captain, United States Air Force; Lieutenant, United States Navy

MBA Professional Report The Department of Defense (DoD) is using industry best practices to transform the way it manages its acquisition functions to include its people, processes, practices, and policies. Strategic sourcing is one such process. The objective of strategic sourcing is the creation and application of carefully crafted procurement strategies to acquire various supplies and services at the lowest total cost. While numerous sourcing strategies exist (e.g., those for strategic items, leverage items, bottleneck items, and noncritical items), this study focused on leverage items and the use of commodity councils, specifically the Air Force Information Technology Commodity Council (AFITCC). Using a case study approach, this research identified the specific factors that contributed to the successful development and implementation of AFITCC. These factors included the development of an overall sourcing strategy, the utilization of an appropriate commodity strategy, and the ability to implement change within an organization. Thus, by documenting specific challenges and successes, this research should help to guide the development and implementation of commodity councils throughout the Air Force, DoD, and various other public organizations. http://archive.org/details/definingsuccessa1094534226 Captain, United States Air Force First Lieutenant, United States Air Force Approved for public release; distribution is unlimited.