Recent Large Service Acquisitions in the Department of Defense: Lessons for the Office of the Secretary of Defense

By Frank Camm; Irv Blickstein et al. | Go to book overview

CHAPTER TWO
Overview of the Analysis

This chapter provides a basic overview of our analysis. It discusses the high-level policy goals of OSD (Acquisition, Technology, and Logistics)(AT&L) that were used in framing our analysis, along with the basic questions we sought to answer. It then presents the critical facts about the six service acquisition case studies we examine and explains why we chose each one. Finally, it previews the findings of our analysis and offers a caveat.


High-Level Policy Goals Relevant to Services Acquisition

AT&L uses a formal set of goals and subgoals to help coordinate its resource and policy decisions.1 Table 2.1 summarizes the objects of these goals and subgoals,2 which we used in framing our analysis.3

____________________
1
OUSD (AT&L), 2001.AT&L maintains five major goals, four of which are relevant to our case studies. We do not consider the fifth— “initiate high-level technologies to create warfighting capabilities, systems, and strategies of the future” ((p.5)—because it addresses development of new weapons and concepts, not the acquisition of services. Cf. GAO, 2003, p.41.
2
For example, AT&L wants to increase the credibility and effectiveness of acquisition and logistics support in DoD and to decrease acquisition cycle time. This table focuses on the objects of interest to AT&L and not on the direction in which it wants to move them.
3
For a discussion of how to use such goals to improve services acquisition, see Baldwin, Camm, and Moore, 2000.

-8-

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