Implications of Early Vendor Down-Select in Defense Acquisition Programs

Abstract

This study examines the impact of early vendor down-selection on the competition within defense acquisition programs, with a specific focus on its effects on cost, schedule, and performance outcomes. By conducting a comparative case study analysis of programs that employed early down-selection versus those that maintained multiple vendors, the research highlights how reduced competition correlates with increased risks and negative outcomes, including cost overruns and project delays. The findings advocate for maintaining competitive dynamics throughout the acquisition process as a strategy to improve overall program success and efficiency. This study contributes to the ongoing discourse on optimal acquisition strategies in the defense sector, suggesting a reevaluation of current practices to enhance competitive forces within the acquisition framework.