455 research outputs found
READ @your library Rene G. Rendon (poster)
No full textA project of the Dudley Knox Library at the Naval Postgraduate School
READ @your library Rene G. Rendon (bookmark)
No full textA project of the Dudley Knox Library at the Naval Postgraduate School
READ @your library Rene G. Rendon & Keith F. Snider (poster)
No full textA project of the Dudley Knox Library at the Naval Postgraduate School
READ @your library Rene G. Rendon & Keith F. Snider (bookmark)
No full textA project of the Dudley Knox Library at the Naval Postgraduate School
Analysis of Procurement Ethics in the Workplace
No full textIn 2017, the DoD obligated more than $330 billion in contracts for mission-critical supplies and services. This includes the planning, awarding and administering of more than three million contract actions (USA Spending, 2018). DoD contracting officers play a critical role in the contracting process. Contracting officers are the only individuals authorized to award and administer contracts and make related determinations and findings (FAR, 2018). Additionally, contracting officers serve as the primary focal point for contractual issues, managing horizontal interfaces with external organizations, as well as vertical interfaces with internal organization (Rendon & Wilkinson, 2016). This role places contracting officers, in comparison to other members of the DoD workforce, in a challenging position from the perspective of ensuring contracts comply with laws, codes, and regulations. The DoD has established ethical codes of conduct to be observed by every member of the defense workforce. Additionally, the National Contract Management Association (NCMA) has also established a code of ethics for the members of the contract management profession. However, not everyone in the DoD, including senior government officials, or members of the acquisition workforce, may be aware, knowledgeable, or even in compliance with established ethical standards of conduct (Rendon & Rendon, 2015, 2016; Whitely et al., 2017). Thus, contracting officers face additional ethical challenges in ensuring contract management processes are performed in an ethical manner, compared to other members of the DoD workforce. The purpose of this research was to explore ethics and compliance strengths and challenges in the contract management workforce (Rendon & Wilkinson, 2016, pp. 49ﾖ50).Naval Postgraduate School Acquisition Research Progra
Assessment of Navy contract management processes
No full textThis research builds upon the emerging body of knowledge on contract management workforce competence and organizational process capability. In 2003, the Contract Management Maturity Model (CMMM) was first developed for the purpose of assessing Department of Defense (DoD) and defense contractor organizational contract management process capability. The CMMM has been previously applied at Air Force, Army, Navy, and defense contractor organizations. Specific to the Navy, assessments were conducted at three Navy contracting centers using the CMMM. These organizations included the Naval Air Systems Command (NAVAIR), Naval Sea Systems Command (NAVSEA), and the Naval Supply Systems Command (NAVSUP). The primary purpose of this paper is to summarize the assessment ratings, analyze the assessment results in terms of contract management process maturity, and discuss the implications of these assessment results for process improvement and knowledge management opportunities. This paper also provides insight on consistencies and trends from these assessment results to DoD contract management. Finally, this paper discusses these assessment results in an attempt to characterize the current state of practice of contract management within the U.S. Navy.Approved for public release; distribution is unlimited.Naval Postgraduate School Acquisition Research Progra
Commodity sourcing stratiegies: supply management in action
No full textThe following article is taken as an excerpt from the proceedings of the annual Acquisition Research Program. This annual event showcases the research projects funded through the Acquisition Research Program at the Graduate School of Business and Public Policy at the Naval Postgraduate School. Featuring keynote speakers, plenary panels, multiple panel sessions, a student research poster show and social events, the Annual Acquisition Research Symposium offers a candid environment where high-ranking Department of Defense (DoD) officials, industry officials, accomplished faculty and military students are encouraged to collaborate on finding applicable solutions to the challenges facing acquisition policies and processes within the DoD today. By jointly and publicly questioning the norms of industry and academia, the resulting research benefits from myriad perspectives and collaborations which can identify better solutions and practices in acquisition, contract, financial, logistics and program management. For further information regarding the Acquisition Research Program, electronic copies of additional research, or to learn more about becoming a sponsor, please visit our program website at: www.acquisitionresearch.org. For further information on or to register for the next Acquisition Research Symposium during the third week of May, please visit our conference website at: www.researchsymposium.org.;This research report discusses the transformation occurring in the procurement and purchasing function, specifically as it applies to developing procurement strategies and the implementation of commodity strategies as an application of strategic sourcing. The literature review presents the theoretical framework surrounding the transformation of purchasing to supply management along with its major developments such as integrated supplier relationships, total ownership costs, cross-functional teams, supply chains, e-procurement systems, and strategic sourcing strategies. Strategic sourcing and developing sourcing strategies are discussed and include the Kraljic model for determining the best type of procurement strategy for specific products or services. Commodity sourcing strategies are discussed in conjunction with Lasseter's seven-step process for developing commodity sourcing strategies. The application of strategic sourcing in the commercial sector is discussed using examples from industry, along with applications within the Department of Defense. Some challenges to strategic sourcing identified in the report include access to the required spend data, highly fragmented supply base, and government procurement goals. The report also identifies best practices such as establishing common processes and tools, using cross-functional teams, ensuring adequate team sponsorship and authority, and aggressively managing purchasing requirements. The report concludes that strategic sourcing initiatives have resulted in significant cost reductions, increases in productivity, quality improvement, and return on investment. The DoD's strategic sourcing initiatives have also resulted in significant savings, albeit with some obstacles and barriers yet to overcome.Second Annual Acquisition Research SymposiumApproved for public release; distribution is unlimited
Assessment of Army Contracting Command's Contract Management Processes
No full textSponsored Report (for Acquisition Research Program)This research builds upon the emerging body of knowledge on contract management workforce competence and organizational process capability. In 2003, the Contract Management Maturity Model (CMMM) was first developed for the purpose of assessing Department of Defense (DoD) and defense contractor organizational contract management process capability. The CMMM has been previously applied at Air Force, Army, Navy, and defense contractor organizations. During the period between 2008 and 2009, assessments were conducted at three specific Army Contracting Command (ACC) contracting centers using the CMMM. These organizations included the Army Aviation and Missile Command (AMCOM) Contracting Center, Joint Munitions and Lethality (JM&L) Contracting Center, and the National Capital Region (NCR) Contracting Center. The primary purpose of this paper is to summarize the assessment ratings, analyze the assessment results in terms of contract management process maturity, and discuss the implications of these assessment results for process improvement and knowledge management opportunities. This paper will also provide insight on consistencies and trends from these assessment results to DoD contract management. Finally, this paper will discuss these assessment results in an attempt to characterize the current state of practice of contract management within the Army Contracting Command.Approved for public release; distribution is unlimited.Naval Postgraduate School Acquisition Research Progra
Analysis of modular open systems approach (MOSA): implementation in Navy Acquisition programs
No full textAcquisition research (Graduate School of Business & Public Policy)This research attempts to use the Navy Enterprise Open Architecture Assessment Tool (OAAT) findings as a method for analyzing the US Navy's implementation of a Modular Systems Approach (MOSA) in its weapon systems acquisition programs. The purpose of this research paper to provide a preliminary analysis of assessments conducted on Navy weapon system acquisition programs using the Navy Enterprise Open Architecture Assessment Tool (OAAT). The OAAT is used to assess a weapon system's degree of openness in terms of the open architecture maturity of that specific weapon system program and its systems. Openness refers to both business and technical characteristics of weapon systems that support modular design, interoperability, and commercial standards. A higher degree of openness both supports weapon system programs in terms of competition for development and support, as well as facilitates rapid technology insertion. Although the number of weapon system programs and system assessments analyzed in this research are minimal, this paper does provide some preliminary conclusions on the Navy's implementation of a Modular Systems Approach (MOSA) in its weapon systems acquisition programs.Approved for public release; distribution is unlimited
Benchmarking contract management process maturity: a case study of the US Navy
No full textThe purpose of this paper is to present the results of contract management process maturity assessments in the US Navy using a process capability maturity model. The maturity model is used to benchmark an organization’s contract management process maturity and to use the assessment results to develop a road map for implementing process improvement as well as knowledge-sharing initiatives
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