Naval Ship Procurement Process Study
Naval Ship Procurement Process Study

Author:

Publisher:

Published: 1978

Total Pages: 325

ISBN-13:

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The diversion of Navy and shipbuilder energies to the analysis and pursuit of claims became a significant factor in the Navy's management planning, organization, and budgeting for ship acquisitions, and has drained the valuable managerial time and attention of the Navy and the shipbuilders away from the problems attendant to construction of Navy ships. In addition, the public acrimony and disputes between the Navy and its shipbuilders raised serious questions about the credibility of both sides in the ship acquisition process. The settlement agreements with General Dynamics/Electric Boat and with Litton Industries/Ingalls in June 1978 are major steps toward the reestablishment of normal business relations. This report examines the crucial elements of these problems in detail and presents the conclusions of the study team regarding changes to the ship acquisition process that will minimize the probability of claims in the future.

Procurement of Naval Ships
Procurement of Naval Ships

Author: Brady M. Cole

Publisher:

Published: 1979

Total Pages: 68

ISBN-13:

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A history of the evolution of the Navy's serious problems in parallel with the shipbuilding industry's decline on the world market since World War II. A major portion of the industry's business now comes from government funding. While the number of shipbuilders has decreased, the industry has been dominated by a relatively small number of large corporations for whom shipbuilding is only a minor portion of their corporate business. In turn, the Navy is totally dependent on an industry increasingly inclined to challenge the Navy's procurement an contracting requirements.

Procurement of Naval Ships
Procurement of Naval Ships

Author: Brady M. Cole

Publisher:

Published: 1979

Total Pages: 62

ISBN-13:

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This study traces the evolution of the Navy's serious problems in parallel with the shipbuilding industry's decline on the world market since World War II. A major portion of the industry's business now comes from government funding. While the number of shipbuilders has decreased, the industry has been dominated by a relatively small number of large corporations for whom shipbuilding is only a minor portion of their corporate business. In turn, the Navy is totally dependent on an industry increasingly inclined to challenge the Navy's procurement and contracting requirements. The report suggests that the Navy adopt a more realistic attitude toward the procurement of its ships, and accept the changes which have occurred in shpbuilding industry. It recommends several specific procedural and contracting changes which might restore a measure of efficiency to the management of the procurement process.

PROCUREMENT TIME NAVY COMPLEX ITEMS.
PROCUREMENT TIME NAVY COMPLEX ITEMS.

Author: LOGISTICS MANAGEMENT INST WASHINGTON D C.

Publisher:

Published: 1966

Total Pages: 60

ISBN-13:

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This study was to conduct a time-oriented procedures analysis of each step in the procurement process associated with complex items in the Naval Air Systems Command and the Naval Ship Systems Command--and the predecessor organizations of the Bureau of Weapons and the Bureau of Ships. The purpose was to appraise each step in the procurement process subsequent to a need having been established, with the objective of reducing time or cost with no decrease in effectiveness; that is, with no reduction in the current level of good business practices and with no increase in personnel. A detailed examination was made of the activities in the span of time from the first efforts to draft a Procurement Request until a definitive contract is signed by the Government. The study concluded that existing laws and DoD regulations and policies, which were designed to assure good business practices in the expenditure of public funds, precludes elimination of major segments or activities and, therefore, significant reductions in time cannot be obtained easily. Specific recommendations are made on particular activities throughout the procurement process which, in the aggregate, could be expected to achieve a minimum of ten per cent reduction in the total processing time. (Author).