Please use this identifier to cite or link to this item: https://dair.nps.edu/handle/123456789/268
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dc.contributor.authorAruna Apte
dc.contributor.authorUday M. Apte
dc.contributor.authorRene G. Rendon
dc.date.accessioned2020-03-16T17:27:36Z-
dc.date.available2020-03-16T17:27:36Z-
dc.date.issued2010-04-30
dc.identifier.citationPublished--Unlimited Distribution
dc.identifier.urihttps://dair.nps.edu/handle/123456789/268-
dc.descriptionContract Management / NPS Faculty Research
dc.description.abstractThis paper presents the results of our empirical studies of current management practices in services acquisition in the Army, Navy, and Air Force. The primary objective of these studies was to develop a comprehensive understanding of how services acquisition is being managed within, as well as across, individual military services. In these empirical studies, we developed and deployed a Web-based survey to collect primary data. Specifically, we studied the current management practices in such areas as contract characteristics, and acquisition management methods including regional- or installation-level acquisition, use of project management approach, acquisition leadership and ownership of requirements. We also studied other program management issues such as scope and ability of personnel responsible for acquisition, adequacy of acquisition billets and their fill rates, and training provided to services acquisition personnel. We found that for the most part the services contracts awarded and administered conformed to our expectation. For example, most service contracts are competitively bid, fixed-priced awards with a minimal use of any type of contract incentives. The survey data also confirmed that the Navy uses regional approach in services acquisition, while the Army and the Air Force use installation-level approach. These differences, in turn, appear to be having important implications for other acquisition management practices such as the use of project management and contract surveillance. One surprising finding of the study was that the project teams are often led by the contracting officer as opposed to a formally designated project manager responsible for the overall service project success. Finally, the survey respondents indicated that the number of authorized staff positions for services acquisition was inadequate and, furthermore, that the existing billets were inadequately filled. The analysis and comparison of management practices in different military services was used as the basis to develop, and report in this paper, our preliminary recommendations for improving the management of services supply chain in the Department of Defense. Keywords: Service Supply Chain, Services Acquisition, Service Lifecycle, Contract Management, Project Management, Program Management
dc.description.sponsorshipAcquisition Research Program
dc.languageEnglish (United States)
dc.publisherAcquisition Research Program
dc.relation.ispartofseriesServices Contracting
dc.relation.ispartofseriesNPS-AM-10-051
dc.subjectService Supply Chain
dc.subjectServices Acquisition
dc.subjectService Lifecycle
dc.subjectContract Management
dc.subjectProject Management
dc.subjectProgram Management
dc.titleServices Supply Chain in the Department of Defense: Comparison and Analysis of Acquisition Management in the Army, Navy, and Air Force
dc.typeArticle
Appears in Collections:Annual Acquisition Research Symposium Proceedings & Presentations

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