Priority-Setting and Strategic Sourcing in the Naval Research, Development, and Technology Infrastructure.
Abstract
Many responsible elements of the Department of Defense (DoD), Congress, and the defense industry have expressed concern that the DoD, in downsizing and restructuring in recent years, is not cutting back on infrastructure, or non- combat elements, to a degree that is appropriate for the extent it is drawing down the combat force structure. Separately, proponents of the acquisition reform that is now under way question the need for DoD's maintaining as much infrastructure in-house as it has. Infrastructural elements are thus expected to get a more critical look in further rounds of budget-cutting. The Department of the Navy (DON) is undertaking such a critical examination-both to make appropriate preparations for the 1995 round of Base Realignment and Closure (BRAC) and to meet its need to make the best use of its resources for the longer term. In its examination, DON has divided its infrastructure into two parts. One part comprises research, development, and technology (RD&T); the other part comprises engineering, production, and support (EP&S). The purpose of this study is to offer analysis that will aid DON in its review of its RD&T infrastructure. More specifically, we present a framework for setting priorities for funding different lines of RD&T, and we offer our best application of that framework (Part I), we discuss ways in which the Navy might increase the efficiency and effectiveness of its RD&T investments-mostly through flexible insourcing and outsourcing strategies, which are sometimes collectively referred to as "smart buying" or "strategic sourcing." We use the term "strategic sourcing" (Part II).
Document Details
- Document Type
- Technical Report
- Publication Date
- Jan 01, 1995
- Accession Number
- ADA300464
Entities
People
- Bruno W. Augenstein
- Glenn Krumel
- John L. Birkler
- Kenneth V. Saunders
- Paul Bracken
Organizations
- RAND Corporation