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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.

A Department of Defense (DOD) instruction directs that public-private partnerships for depot level maintenance shall be employed whenever cost-effective in providing improved support to the warfighter, and to maximize the utilization of the government s facilities, equipment, and personnel at DOD depot-level maintenance activities.1 DOD defines a public-private partnership for depot-level maintenance as a cooperative arrangement between an organic2 depot-level maintenance activity and one or more private-sector entities to perform DOD or defense-related work or to utilize DOD depot facilities and equipment, or both. In April 2011, officials at Ogden Air Logistics Complex the complex that repairs some F-16 fighter aircraft components for the U.S. Air Force fleet projected a declining U.S. workload for maintenance of dual-mode transmitters a key component of the F-16 fire-control radar. The projected decline from 562 units in 2010 to 356 units in 2015 was based on plans at the time for reductions in the fleet of F-16 aircraft. To bring additional workload into its repair facility at no extra cost to it, the Ogden Air Logistics Complex, in August 2011, entered into an implementation agreement under an existing direct-sale partnership3 with Lockheed Martin for the repair of certain foreign military sales customers' dual-mode transmitters in their F-16s. Senate Report 113-176, accompanying S. 2410, a proposed bill for The Carl Levin National Defense Authorization Act for Fiscal Year 2015, mandated that GAO examine the Air Force s public-private partnership program for the repair of the dual-mode transmitter in the F-16 fire-control radar to determine the cost savings from the program and the feasibility and advisability of other services adopting similar programs., Briefing to the Senate Armed Services Committee.

This thesis examines the change in maintenance strategy of the LPH 2 class from the Regular Overhaul strategy to the Phased Maintenance strategy to determine if a cost savings has been achieved. Additionally, readiness was examined through the use of operational availability data and C3/C4 casualty report data to determine the impact of the change in maintenance strategy on readiness. The results of the analysis indicate that with the change in maintenance strategy, a significant cost savings was realized by the Navy. In addition, the research indicated that by both readiness measurements chosen, an improvement in readiness had occurred, http://archive.org/details/thelterationtode1094527940, Lieutenant, United States Naval Reserve (TAR), Approved for public release; distribution is unlimited.

The Marine Corps depot maintenance activity group (DMAG) repairs and overhauls weapon systems and support equipment to battle-ready condition for deployed and soon-to-be deployed units. To the extent that DMAG does not complete work at year-end, the work and related funding will be carried over into the next fiscal year. Carryover is the reported dollar value of work that has been ordered and funded by customers but not completed by DMAG by the end of the fiscal year. GAO was asked to determine the following: (1) if DMAG's actual carryover exceeded the allowable amount and actions the Marine Corps is taking to reduce carryover, (2) if budget information on DMAG carryover approximated actual results, (3) if there was growth in carryover during the period of Operation Iraqi Freedom/Operation Enduring Freedom and the reasons for any such growth, and (4) reasons for recent years' carryover. To address these objectives, GAO did the following: (1) reviewed relevant carryover guidance, (2) obtained and analyzed reported carryover and related data for DMAG against requirements, and (3) interviewed DoD, Navy, and Marine Corps officials. GAO recommends that DoD improve the budgeting and management of DMAG carryover by comparing budgeted to actual information on carryover and orders and making adjustments to budget estimates as appropriate. DoD concurred with GAO's recommendations and cited related actions planned., Report to the Chairman, Subcommittee on Readiness and Management Support, Committee on Armed Services, U.S. Senate.

High Velocity Maintenance (HVM) seems poised to revolutionize the way the Air Force schedules and performs depot-level maintenance on its aircraft. The four tenets of HVM -- Known Condition of the Aircraft, Supportability, Daily Standard Work, and High Burn Rate -- provide the basis for the Air Force's Air Logistics Centers (ALCs) to improve the quality of planning and scheduling that goes into each aircraft's depot maintenance visit. These tenets have been implemented at Warner Robins ALC as part of the C-130 depot maintenance process. While HVM is in active implementation there, much remains to be documented on how the process works in a practical way. This research is a case study that explores the way maintenance information systems and work unit codes are used to facilitate HVM on the C-130 line at Warner Robins ALC. The research focuses on the Center's implementation of improving knowledge of each aircraft's condition prior to its induction into the depot. This is investigated through a combination of documentation analysis, archival records review, interviews, and direct observations. The research also explores how an aircraft's maintenance history is compiled and considered in the depot planning process, and the way in which information flows from field-level maintenance units to enterprise-level information systems to where they are used as part of the depot planning process., The original document contains color images.

The purpose of this research project was to examine the recording and reporting of depot level maintenance costs to the Office of the Assistant Secretary of Defense for Manpower, Installations and Logistics (OASD, MI&L) and the interpretation of these costs in OASD report RCS DD-M(A) 1397. The analysis in this study is based on information obtained from an on-site visit to the Naval Air Rework Facility, Jacksonville, Florida and by analyzing five years of depot cost data obtained from OASD. Particular emphasis was placed on the OASD reports for FY82 and FY83. The results of the study indicate that if NARF Jacksonville can be taken as representative of all NARFs , then the Department of the Navy has a workable cost accumulation and reporting system with respect to the rework of aircraft, their weapons systems and associated ground support equipment, which is capable of providing the maintenance cost data required by OASD. This study further reveals that the data in OASD report RCS DD-M(A) 1397 is subject to misinterpretation and should be revised., http://archive.org/details/documentationnde1094519271, Lieutenant Commander, United States Navy, Approved for public release; distribution is unlimited.

This thesis examines the depot maintenance processes of naval H-6O helicopters. Budget and political climate issues are discussed. Aircraft Service Period Adjustment (ASPA) deferral rates, Standard Depot Level Maintenance (SDLM) turnaround time, depot maintenance direct labor and material costs, and projected backlog using depot requirements and funding are examined. Data analysis indicates a need for significant process improvements or radical changes to depot processes. The Integrated Maintenance Concept (IMC) will consolidate organizational and depot level maintenance at fleet locations. IMC offers several advantages over traditional depot maintenance methods. Using regression analysis, the direct costs of SDLMs conducted at the Pensacola Naval Aviation Depot from 1987 to 1995 were used to estimate direct costs of depot maintenance based on: aircraft age, the projected level of depot maintenance, and employment (operational versus training). Within the scope of this research, a weak correlation existed between the direct labor costs and aircraft age and employment as explanatory variables direct material costs showed a higher correlation: for total direct costs, these two variables explained 34.4 percent of the variation. Incorporating additional explanatory variables, such as flight hours prior to SDLM, may improve the model. Finally, recommendations are made to facilitate the transition to Integrated Maintenance, emphasizing data collection requirements and data analysis techniques to better estimate maintenance and funding requirements., http://archive.org/details/annalysisofdepot109457903, Lieutenant Commander, United States Navy, Approved for public release; distribution is unlimited.

This report responds to House Report 111-491 to accompany a bill for the National Defense Authorization Act for Fiscal Year 2011 (H.R. 5136). The House Report noted that according to the environmental impact statement for the proposed homeporting of additional ships at Naval Station, Mayport, Florida, homeporting of a nuclear-powered aircraft carrier would result in temporary surges of maintenance employees associated with the 3-year depot-level maintenance cycle for the aircraft carrier. The homeporting of the aircraft carrier at Mayport is projected to begin in fiscal year 2019. Also, the House report raised questions about the potential impact that the additional depot-level workload would have on the sustainability, efficiency, capabilities, and stability of the maintenance employees who would travel from Navy depots to Mayport to perform the maintenance.

This issue of Defense AT&L Magazine contains the following articles: "Acquisition Excellence Delivered to the Point of the Spear," by Dr. Ashton B. Carter; "Business Process Reengineering with COTS Software," by Cindy Shelton; "Improved End-of-Life Cycle Management," by David Oaks; "Investigating Concurrency in Weapons Programs," by Donald Birchler, Gary Christle, and Eric Groo; "Your TV Just Died," by Lt. Col. Dan Ward, USAF; "Going Organic," by Albert Barnes and Capt. Lewis Johnson, USAF; "A Good Idea Comes to Fruition, " by Jim Boone, William F. Conroy, III, Capt. Mark Darrah, USN, Rick Devore, Capt. Fred Hepler, USN, and Rear Adm. Mark Skinner, USN; "Taking Acquisition Training to the Next Level," by Robert L. Tremaine; "Radio Frequency Identification: The Future is Now," by T. Michael Johnson; "Meeting Defense Information Needs for 65 Years," by Cheryl Bratten and Sandy Schwalb; "Surviving Written Communication," by Wayne Turk; and "The Courage to Raise Your Hand," by Owen Gadeken., For selected articles, see ADA530534-ADA530538.

This report discusses a $350 million Multi-National Security Transition Command-Iraq (MNSTC-I) contract funded by the Iraq Security Forces Fund, to complete the Taji National Maintenance Depot (TNMD) in Iraq. Constructing the depot was a seven-phase project, and this contract supports the final four phases; procuring and installing equipment; training Iraqi soldiers and civilians in depot maintenance and operations; initiating operations; and transitioning the depot to Iraqi control. The contract was awarded by the Joint Contracting Command-Iraq/Afghanistan (JCCI-I/A) to AECOM Government Services. SIGIR's objectives are to review the key requirements and provisions of the contract to determine cost, outcome; and management oversight with an emphasis on the controls to prevent and detect fraud, waste, and abuse.

The questions at the heart of acquisition research include: How should human agents use their minds to contrive actions aimed at converting existing conditions into preferred conditions? How should communities of researchers and educators assist practitioners in doing so? The brief looks at several trends in academic research and their utilization by acquisition professionals. The design perspective poses what-to-do questions, such as "How to organize?" "How to innovate?" "How to produce efficiently?" "How to identify and mitigate risks?" The design school also provides answers in the form of "practice theories.", Presented at the Annual Acquisition Research Symposium (5th) in Monterey, CA on 14-15 May 2008. The original document contains color images.

The purpose of this research was to explore the various factors what contribute to ROK's decision making in procurement of defense articles. South Korea is one of the largest weapon purchasers and needs more self-reliant defense strength that can maintain its security with its own authority under the current cease-fire situation. Thus, this study focused on identifying the main factors that consider in deciding to purchase a major defense weapon system from foreign countries. Through the interview of experts who participated in each specific contract, thirteen specific factors were evaluated including (1) Interoperability (2) Offset valuation (3) Mission performance capability (4) Integrated Logistics Support (ILS) (5) Lifecycle (6) Timely deployment (7) Depot maintenance (8) National Security (9) U.S.-ROK Alliance (10) Northeast Asia Strategy (11) Defense Budget Levels (12) ROK Political Environments (13) Trends in Public Opinion for explaining what the essential elements are in the process of the ROK's decision making. The focus of this thesis is to identify the critical factors to support the research questions., The original document contains color images.

Current logistics concepts yield predictive, linear supply chains that operate in traditional, hierarchical command and control structures. Current efforts to modernize logistics focus on increasing system efficiency, reducing mobility footprint, implementing Performance-Based Logistics (PBL) strategies, and creating a transactional data-sharing environment. Logistics support in a transformed military will require prioritized support at the point of effect, with a streamlined end-to-end process back to the source of supply to satisfy the full range of military operations. Sense and Respond Logistics and PBL strategies hold great promise to reengineer the Navy's supply chain process and provide improved, cost-effective support to the warfighter., Published in Defense Acquisition Review Journal, p2-17, Apr 2008.

The US military is faced with some significant challenges in the coming years. While transforming its organizational structure it must simultaneously reset its equipment and the force, all the while maintaining its operational tempo with the war on terror. As resources become more constrained, the military must find a way to execute its mission in a more efficient and effective way. This paper looks at the requirements for implementing these changes, the current competing economic and military forces in play and possible solutions for an improved depot level system. As depots within the military begin to implement new procedures based on the Lean Six Sigma model, a proposed consolidation of efforts based on major weapon systems could lead to improved cost benefits and decreased maintenance time. Tied with the current Joint Depot Maintenance Program, Lean Six Sigma can continue to improve the Service's depot performance.

The auxiliary power unit (APU) public-private partnership was originally conceived of as a commercial outsourcing initiative during a Navy acquisition conference in Arizona in early 1996. At the depot level, as well, staff knew that a reengineering of logistics support processes, to reflect a more performance-based approach, was needed to reduce the cost of managing and distributing reparable APUs and to increase system reliability. A further incentive pushing the Naval Aviation Depot, Cherry Point, North Carolina (NADEP-CP) towards embracing a more performance-based approach in partnership with the private sector came from the Defense Reform Initiative (DRI). In the DRI, Secretary of Defense William Cohen defined four major areas for applying reforms, including reengineering, consolidating, competing, and eliminating. Debra Bautista, Program Manager for the F/A-18 fighter Auxiliary Power Unit at NADEP-CP, and her staff believed that the DRI could be applied to the F/A-18 APU depot maintenance program, specifically in the form of a partnership between the government and private industry. The real impetus behind the partnership, however, came in January 1998, when, due to new legislation to introduce competition into depot maintenance, Naval Air Systems Command (NAVAIR) met with Honeywell to discuss partnering with a public depot. The new legislation, section 2469 of U.S. Code Title 10, requires that a public-private competition be held before any depot-level workload is moved from the public sector to the private sector. The new requirements of Title 10, coupled with Bautista's belief that a public-private partnership would be the key to reducing F/A-18 APU costs while increasing reliability and availability, made NADEP-CP a prime candidate for being the first Naval Aviation Depot to implement a public-private partnership.

ELECTRONIC FILE CHARACTERISTICS: 100 files; MS Excel (.XLS) and SIMPROCESS files (.MON,.SPM,.TMP,.BCK). PHYSICAL DESCRIPTION: 1 CD-ROM and 1 hard copy document; 4 3/4 in.; 316 MB. SYSTEMS DETAIL NOTE: SIMPROCESS 4.0 is required to view files. ABSTRACT: The purpose of this study was to conduct analysis to predict the future Marine Corps depot requirements in 2010, 2015, and 2020. is will ensure a viable strategic determination on the desired size and capabilities of contracted sources. number and capabilities of Corps depots for capital investment decisions, and critical organic employee skills; all which impact on the Marine Corps to wage war and be well equipped for combat in the future. study examined the following areas: current depot-level capability; the maintenance relationship to Maritime Prepositioning Force (MPF); sustainment; wartime reconstitution, and post-war regeneration; legacy and future equipment sustainment plans, and size, number and skill mix for the required capability., CD-ROM accompanies final report. Sponsored by the United States Marine Corps, Marine Corps Logistics Command, Albany, GA.

Public-private partnerships for depot maintenance are an increasingly important source of capabilities and workloads for organic depots. Partnerships can take a variety of forms to lease organic equipment or facilities to a commercial firm, share work, team, or produce articles or services for the private sector. Partnerships can directly complement organic core capabilities, and recent legislation specifically contemplates partnerships for work related to core competencies. Successful partnerships employ three essential elements: a suitable trigger to initiate the partnership, an effective broker to establish the partnering agreement, and agreements long enough to justify private-sector investments in leased facilities at organic depots. Partnership arrangements can also use a variety of agreement mechanisms that range from a simple handshake to formal contracts. Fundamentally, partnerships are business relationships, and must have sufficient economic appeal to justify participation by all parties. There is ample evidence that participants are finding that justification, and partnering agreements are "win-win-win" situations for the organic depots, commercial firms, and the warfighters and their agents. Case studies are useful illustrations of some of the particular features now incorporated into partnering agreements. The scope of future partnerships will inevitably expand, even as their characteristics rapidly evolve. Ultimately, partnerships may reach a degree of public-private integration that dramatically improves flexibility and responsiveness for repair operations. This paper has two main parts. The body of the report is an assessment of key features and benefits of partnerships, an overview of potential metrics to measure their progress, and a short discussion of the future potential of partnerships.

Currently, some Air Force logistics leaders have stated that even though the Air Logistics Centers (ALC) have been consolidated, they are still not as effective as they could be, as measured by time savings, cost savings, or system reliability. JV2020 even alludes to this need for change as a requirement for the future of our forces. Therefore, this research proposes to identify and evaluate possible substitutes to some of the current logistics programs that affect aircraft availability, including alternatives to depot maintenance, and also how to better move repair parts through the system to meet the warfighting vision of JV2020. This will be accomplished by looking at the Air Force Special Operations Command's (AFSOC) Depot Agile Repair Team (DART) program on the MH-53 helicopter, the Navy's H-60 helicopter, the C-5 Lean Logistics concept, and the Army's Accelerated Logistics concept. The study found a common thread among all these programs: a paradigm-breaking change in how to meet warfighters' needs and maintain cost-effectiveness. The two helicopter programs both point to the need for keeping aircraft more operationally available, and this is done by performing some depot-level tasks at the unit level. The DART concept has proven highly effective in increasing aircraft availability while simultaneously reducing costs. Also, the Lean Logistics and Accelerated Logistics concepts demonstrated another way to increase aircraft availability by moving replacement parts through the system more effectively., The original document contains color images.

In 1998, the Navy consolidated the Pearl Harbor Naval Shipyard and the Naval Intermediate Maintenance Facility in Hawaii. Because of concerns raised about certain aspects of the consolidation, the Navy implemented a test project, commonly called the Pearl Harbor pilot, to determine if integrating the management, operations, and funding of the shipyard and the intermediate maintenance facility can result in greater efficiency and lower overall ship maintenance costs. In September 1999, we reported that the preliminary results of the ongoing Pearl Harbor pilot were mixed and recommended that the Departments of Defense and the Navy address unresolved issues related to the financial management of the consolidation as the Navy proceeds with similar consolidations in other locations. As agreed with your office, we updated our prior assessment to determine whether (1) the Navy has provided adequate cost visibility and accountability over consolidated ship maintenance activities at Pearl Harbor, (2) the Departments of Defense and the Navy have resolved other issues related to the financial structure for consolidations at Pearl Harbor and elsewhere, and (3) the consolidation has generated greater efficiency and lower costs for ship maintenance at Pearl Harbor., Report to the Chairman, Subcommittee on Readiness and Management Support, Committee on Armed Services, U.S. Senate.

In 1998, Commander, Marine Corps Logistics Bases established the Executive Planning Group (EPG) to develop and coordinate strategy to enhance the depots' maintenance and supply capabilities in order to increase the competitiveness of their services and provide a direction for future depot operations. One of the intiatives introduced by the EPG was to conduct an analysis to determine if consolidating depot maintenance for the LAV from the current workload scenario at two depots, to a single site, results in the most efficient allocation of resources. We use spreadsheet models to conduct a comparative cost and savings analysis between the current split workload scenario and a single site scenario at each depot. We address costs and savings resulting from data such as infrastructure requirements, transportation, inventory reductions, and reduction in personnel structure requirements. We also address additional issues such as the impact on readiness and surge capacity. Our results vary significantly depending on the selection of depot for single siting. We show that single siting at one depot results in annual savings from the current workload scenario, while single siting at the other depot increases annual costs from the current workload scenario.

Section 2466 of title 10, United States Code, stipulates that not more than 50 percent of the funds made available in a fiscal year to a military department or defense agency for depot-level maintenance and repair may be used for work performed by private sector contractors. As amended by the National Defense Authorization Act for Fiscal Year 2000, the statute requires the Department of Defense to submit two reports to the Congress annually on public and private sector depot maintenance and repair workloads. The first is to report on the percentage of funds associated with such workloads during the preceding 2 fiscal years. The second is to report projected expenditures for the current and for 4 succeeding fiscal years. As required by 10 U.S.C. 2466 (e) (3), we reviewed the Department's reports, which were submitted in February and April 2000, respectively on the percentage of depot maintenance funding. Accordingly, this report (1) provides information on the Department's compliance with the 50-50 requirement for fiscal years 1998 and 1999, (2) sets forth our views on the Department's progress in improving the quality of the workload data for the previous fiscal years, and (3) assesses the reasonableness of the Department's estimates of expenditures for fiscal years 2000 through 2004.

In response to direction from your Committee, the Army submitted a report on April 14, 1999, on its study of the proliferation of depot maintenance-type activities at non-depot facilities. You also required that we report on the completeness and adequacy of the Army's report along with any other relevant information. Specifically, this report determines the extent to which the Army's report (1) identifies the total amount of depot maintenance-type work conducted at local maintenance facilities and the cost efficiency of such work in view of the Army's overall requirements and (2) addresses plans for consolidating fragmented maintenance operations. Additionally, this report highlights continuing challenges the Army faces in its efforts to resolve proliferation issues.

Many Department of Defense support organizations are financed with revolving funds to take advantage of the flexibility offered by them. However, in the appropriations-oriented Defense Programming Review, there has been little visibility of the internal financial operating plans of those support organizations and of the total funding that their customers plan to spend on them. Additionally, even when estimates of available customer funding are made, customers' workload requirements change for a variety of reasons, including changing priorities or national security requirements. This effort focused on the Depot Maintenance business area, one of several support business areas operating as a working capital fund. Metrics were reviewed and recommendations proposed in three primary areas: output, cost, and quality. A major consideration in the research was the sponsor's desire to minimize new data requirements on the Services and agencies; therefore, data availability became a binding constraint on metric development.

General Accounting Office (GAO) reviewed the Navy's analysis to support its December 1994 decision to move F/A-18 depot maintenance work from the Air Force Ogden Air Logistics Center, Ogden, Utah, to the North Island Naval Aviation Depot, San Diego, California. This report addresses (1) GAO's review of the Navy's analysis and adjustments for cost and performance comparability used to justify the decision to move its F/A-18 repair activities from Ogden to North Island, (2) our independent analysis using more current data than that available at the time of the Navy's decision, and (3) our analysis of the adequacy of guidance regarding the conduct of a merit-based analysis. The F/A-18 is a modem, first-line fighter and attack aircraft used by both the Navy and the Marine Corps. Each F/A-18 is periodically inspected to determine whether it needs to be sent to a depot for maintenance and repairs that cannot be performed at the squadron level. The depot maintenance specification for the F/A-18 is called the Modification, Corrosion, and Paint Program (MCAPP) and consists of inspections to identify needed repairs, the actual repairs, and the incorporation of needed aircraft modifications. Prior to fiscal year 1994, the Navy assigned all F/A-18 MCAPP work to the North Island depot. In an effort to minimize costs, the Navy decided in 1992 to subject its F/A-18 MCAPP maintenance to public/private competition. The competition package consisted of an expected quantity of 72 MCAPPS with minimum and maximum quantities of 36 and 90 MCAPPS in the first year, and options to continue the contract for up to 4 additional years. The minimum, maximum, and expected quantities were lower for each successive option year, and the estimated value of the contract if all options were exercised was about $61 million., Report to the Honorable James V. Hansen, House of Representatives.

Our follow-up audit objective was to assess the effectiveness of actions taken by the Military Departments to reduce depot maintenance costs and to improve aeronautical depot competitiveness by increasing the accuracy and reliability of labor standards for the maintenance and repair of aircraft airframes, engines, and components. The audit also assessed the incentives for the Military Departments to develop labor standards and the consequences of not developing labor standards. Additionally, we evaluated the applicable internal controls.

The object of this research is to review the existing depot maintenance structure in each of the DOD Services and the Coast Guard; identify and analyze alternatives for reducing costs, duplication, overlap and overall depot maintenance capacity; recommend cost effective alternative(s) to existing maintenance structures that will continue to support peacetime and wartime readiness., ADA326822

Over the course of many years, with constant change in the way we equip our fighting forces, the Services have developed maintenance systems which have provided those fighting forces with the right kind of equipment. The Department of Defense now finds itself with more depot maintenance capacity than needed. The purpose of this study is to help identify the best way to scale down that excess capacity and reduce costs without degrading current or future capability to meet our peacetime and wartime needs. Further, this study examines whether we are organized in a way that will enable us to act quickly and decisively., ADA326823

The Air Force has not resolved all problems since the implementation of stock funding for depot level reparables (DLRs). This paper explores one of those problem areas that directly impacts depot maintenance. The depots are impacted because of legitimate actions taken by base maintenance and supply activities. Air Force depots currently are paying to replace DLRs missing from larger DLRs which were returned to the depots by base activities. The paper discusses how this problem is caused by a broken process which was not corrected when the Air Force implemented stock funding for DLRs. Further potential solutions for this problem are provided. This problem can and should be resolved as quickly as possible.

A major combat service support logistical consideration is the requirement to perform rapid and reliable fault diagnosis of electronic assemblies and subassemblies to ensure operational readiness and subsequent system availability. The MCATES approach is to employ a common task system for several applications. The Automatic Test Equipment (ATE) would be used at the Depot Maintenance Activities (DMA's) and the intermediate-level maintenance organizations in the Fleet Marine Force (FMF). This ATE must be readily adaptable to current maintenance organizations and policies in the FMF in accordance with MCO 47790.1A. An Initial Operational Capability (IOC) is required during FY 85. The Full Operational Capability (FOC) is desired in FY 88.

This study briefly recounts the origins of the current four categories or levels of maintenance effort (organizational, direct support, general support, and depot maintenance), and analyzes the background for current allocations of maintenance tasks. Teams of field-experinced maintenance personnel performed Level of Repair Analyses on 50 Army maintenance-significant end items, and made necessary corrections in their Maintenance Allocation Charts. The cost/operational effectiveness of these corrected allocations was verified in comparison with the uncorrected allocations in a contractor- developed computer simulation which incorporated a combat scenario. The study concludes that some specific clarifications and minor policy changes in Army regulations and technical manuals are required. (Author)

This report documents the computer programs used for the development of the Depot Maintenance Planning and Programming System repair data base. The introduction presents an overview of the concepts behind the creation of the data base. Section 2 describes the programs which were used to convert raw input data into a usable format. Section 3 explains the program which analyzed the reformatted data. Section 4 documents the program which produced the actual elements of the repair data base after the analyses. (Author)

Some of the most expensive aircraft components to maintain are stabilized platforms used in aircraft inertial systems. In the majority of USAF aircraft equipped with an inertial system, the inertial platform ranges from the second to the eighth most expensive component to maintain. For most of these aircraft, depot level maintenance constitutes from 55 to 90% of the total inertial platform support costs. Several recent programs to improve reliability and reduce support costs of aircraft inertial systems have been hampered by the quality and type of base level performance and maintenance data available to the Aerospace Guidance and Metrology Center (AGMC), USAF's inertial platform central repair depot. This study was an attempt to determine AGMC's specific requirements for base level data. (Modified author abstract)

The report presents a decision model to aid decision-makers in evaluating the costs of establishing an Air Force depot maintenance capability at different points in time. The cost elements of depot maintenance are identified and defined in denotative terms. The model incorporates techniques for the explicit treatment of uncertainty, converting dollar requirements into expenditures, and the considerations of inflation and discounting (present value). (Author)

The Marine Corps Reserve has the depot maintenance portion of the O&M, MCR appropriation derived by inflating last years budget figure. The appropriation is then billed for depot maintenance on a "fair share" basis, with no system to identify whether the costs of work performed by the depot maintenance activities were actually incurred in work performed on Marine Corps Reserve equipment. The focus of this thesis is the breakdown in the current process of linking costs charged to the Reserve appropriation to actual Reserve generated depot maintenance requirements. Two alternative proposals are presented that allow for a link between actual measures of depot maintenance attributable to the Reserves, and the planning, programming, budgeting, and execution processes. The study recommends a change from the current methods of managing depot maintenance for the Reserves to an alternative method which measures Reserve depot maintenance in terms of equipment issued to Reserve units from the supply system., http://archive.org/details/examinationoffea00foul, Captain, United States Marine Corps, Approved for public release; distribution is unlimited.

MBA Professional Report, The Inspect Repair Only As Necessary (IROAN) program is a depot level maintenance program designed to improve the operational availability of Light Armored Vehicles in the Marine Corps inventory. the policy for assigning vehicles to the IROAN program is based on age, mileage and operating hours, with the primary criteria being time since last Iroan cycle. A cost benefit analysis was conducted using historical readiness reporting to determine if the current policy is the most cost effective among reasonable alternatives. Research indicates that the LAV fleet is actually managed on an eight year cycle, with vehicles from the operating forces receiving depot maintenance more frequently. Indications are that the average time between depot maintenance for operating forces is only slightly more frequent that the optimal timing of seven years. In the course of this research it became clear that the fragmented nature of USMC vehicle maintenance data makes performing these types of studies time-consuming and expensive. Consequently the difficulties in obtaining relevant data limit the quality of information available to support the Program Manager's decisions. l., http://archive.org/details/analysisofcostsn1094510098, US Marine Corps (USMC) author., Approved for public release; distribution is unlimited.

To maintain the Surface Fleet, the Navy spent approximately $7.2 billion in FY2015 and requested $7.8 billion for FY2016. In response to years of costs overruns and missed deadlines, the Navy wants to make better use of these funds by shifting from executing Multi-Ship Multi-Option Contracts with cost-plus fee types to Multi-Award contracts with fixed-price fees. The new contract choice will increase competition and shift risk to the contractor. This thesis conducts an in-depth analysis of the contract change process during execution of depot maintenance availabilities using five ships as case studies. It uses lean principles and lessons from buyer-supplier relationship studies to recommend improvements and to answer two questions. Is the Navy’s current construct prepared to execute a new contract strategy? Is this the best decision to reduce cost and meet schedule requirements? The thesis concludes that process improvement is required before shifting to a new contract strategy, and that improving the working relationship with the contractor is paramount to process improvement., http://archive.org/details/abusinessprocess1094547830, Lieutenant, United States Navy, Approved for public release; distribution is unlimited.

Government interest has increased in recent years regarding the viability of contracting out for the Life-Cycle Support of military weapon systems. This thesis addresses the legal ramifications and possible contracting avenues that Program Managers could use to obtain support for Army tactical missile systems. Congress has enacted numerous statutes that the Program Manager must adhere to regarding depot maintenance activities when considering Life-Cycle Contractor Support. Within the Program Executive Office (PEO), Tactical Missiles, two programs have received approval for contracting out support efforts. One program awarded a contract in 2000 and the second is in the planning stages. The potential exists for numerous programs to pursue this avenue for supporting DoD weapon systems., http://archive.org/details/contractingforli109453948, Civilian, Department of the Army, Approved for public release; distribution is unlimited.