This is a print on demand edition of a hard to find publication. In FY 2009, DoD spent nearly $384 billion on contracts. This investment, representing over 70% of total gov¿t. contract spending, highlights the great need to better manage risk in acquisitions. But DoD has not always managed risks effectively: major systems continue to take longer to develop, cost more, and deliver fewer quantities and capabilities than originally planned. In addition, poorly managed growth in services spending has contributed to disappointing program outcomes. This testimony focuses on: (1) planning of DoD's acquisitions; (2) contract types and the award process, incl. bid protests; (3) outcomes of major acquisition programs; and (4) acquisition and contractor workforce mgmt. It also highlights relevant reforms in each area.
Compares quality mgmt. practices used by the DoD & its contractors to those used by leading commercial co¿s. & made suggestions for improvement. The report: determined the impact of quality problems on selected weapon systems & prime contractor practices that contributed to the problems; identified commercial practices that can be used to improve DoD weapon systems; identified problems that DoD must overcome; & identified recent DoD initiatives that could improve quality. The author examined 11 DoD weapon systems with known quality problems & met with quality officials from DoD, defense prime contractors, & 5 leading commercial co¿s. that produce complex products &/or are recognized for quality products. Illus.
This report addresses the major performance and management challenges confronting the Department of Defense (DOD). Taken together, these challenges, if not addressed, can adversely affect the Department's operational effectiveness. The report also addresses corrective actions that DOD has taken or initiated on these issues- including DOD'S blueprint for a strategy-based, balanced, and affordable defense program as outlined in the May 1997 Report of the Quadrennial Defense Review and the reforms described in its November 1997 Defense Reform Initiative Report-and further actions that are needed. For many years, we have reported significant management problems at DOD. These problems can be categorized into two areas: (1) systemic management challenges dealing with financial management, information management, weapon systems acquisition, and contract management; and (2) program management challenges dealing with infrastructure, inventory management, and personnel. These problems cut across DOD'S program areas.
Since 1990, the Dept. of Defense's (DoD) management of its major weapon acquisitions has been designated as a high-risk area; however, DoD's problems delivering weapon systems on time, at the estimated cost, in the planned amounts, and with the promised performance go back decades. This statement describes the poor outcomes on weapon system investments that make reform imperative; attributes of the requirements, funding, and acquisition processes that will need to change for reform to be effective; and positive steps that Congress and DoD have taken to improve weapon program outcomes. Illustrations.
In FY 2008, the DoD obligated over $200 billion on contracts for services, which accounted for more than half of its total contract obligations. Given the serious budget pressures facing the nation, it is critical that DoD obtain value when buying these services. Yet DoD does not always use sound practices when acquiring services, and the dep¿t. lacks sufficient people with the right skills to support its acquisitions. This report addresses challenges facing DoD in measuring the value from and risks associated with its contracting for services. Specifically it focuses on: (1) challenges DoD faces in following sound contract and contracting management practices; and (2) recent actions DoD has taken to improve its management of service contracting. Illustrations.
A broad consensus exists that weapon system problems are serious, but efforts at reform have had limited impact. Last year, it was reported that DoD's portfolio of weapon programs experienced cost growth of $295 billion from first estimates, were delayed by an average of 21 months, and delivered fewer quantities and capabilities to the war-fighter than originally planned. This testimony describes the systemic problems that contribute to the cost, schedule, and performance problems in weapon system programs, recent actions that DoD has taken to address these problems, proposed reform legislation that has recently been introduced, and additional steps needed to improve future performance of acquisition programs. Charts and tables.
The DoD has had long-standing difficulties developing and delivering space systems on time and within budget. Attempts to reform DoD space acquisitions in the past have sought to leverage commercial approaches or rely more on the commercial sector to meet DoD needs. This report examined the following questions: (1) What are the differences between commercial and national security space system missions, requirements, and technology development? (2) What acquisition practices adopted by commercial co¿s. could be used for national security space system acquisitions? (3) Which acquisition practices adopted by commercial co¿s. may not be readily adaptable for national security space system acquisitions? Charts and tables.
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