A Case for International Cooperative Acquisitions. Lessons from Developing and Executing a Section 27 "Quayle" Authority Program

Abstract

This article sets out international cooperative program lessons that were learned from interviewing 29 past and present stakeholders from the United Kingdom Ministry of Defense, U.S. industry, U.S. government agencies, and joint program office personnel. Not surprisingly, the lessons learned suggest that devoting enormous energy and focus toward understanding each other's frames of reference and perspectives; striving to work together; establishing a well- defined, common requirement up front; and continuous senior-level support are factors critical to success in an international cooperative acquisition environment. We conclude with an evaluation of the program's organizational character.

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Document Details

Document Type
Technical Report
Publication Date
Jan 01, 1998
Accession Number
ADA487949

Entities

People

  • Alan Childress
  • James Larson

Organizations

  • Defense Systems Management College

Tags

Communities of Interest

  • Air Platforms
  • Ground and Sea Platforms
  • Human Systems
  • Materials and Manufacturing Processes
  • Sensors
  • Weapons Technologies

DTIC Thesaurus Topics

  • Acquisition
  • Air Force
  • Aircrafts
  • Contractors
  • Contracts
  • Countermeasures
  • Department Of Defense
  • Directional Infrared Countermeasures
  • Fixed Wing Aircraft
  • Lessons Learned
  • Management Personnel
  • Procurement
  • Teamwork
  • Test Facilities
  • United Kingdom
  • United States
  • Warning Systems

Readers

  • Defense Acquisition Program Management
  • Organizational Process Management (OPM).
  • Theoretical Analysis.