Organization:
Graduate School of Business & Public Policy (GSBPP)

Series

DRMI Newsletter, 2002-2016

DRMI Working Papers

Graduate School of Business and Public Policy (GSBPP) Newsletter, 2002-2011

Graduate School of Business and Public Policy (GSBPP) Research Newsletter, 2010-2013

orgunit.page.dateDissolved

2022

Website of the organization

https://nps.edu/web/ddm

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Now showing 1 - 10 of 486

Estimating Return on Investment and Valuing Real Options in Acquisition: "Market Comparables"
(2006-04-30) Cook, Glenn; Uchytil, Scott; Financial Management (FM); Graduate School of Business & Public Policy (GSBPP); Acquisition Research Program (ARP); Financial Management; NPS Faculty
In this presentation, we will discuss on-going research into a proof-of-concept application of market comparables to analyze the value of undertaking an ''open-architecture'' (OA) approach to the development of combat systems suites. The Program Executive Office, Integrated Warfare Systems (PEO IWS), OA Division is charged with implementing the Navy''s OA plans, policies and initiatives. One of these initiatives is the development of an open-architecture approach to implementing a situational awareness (SA) system for the DD(X) project. To accomplish this, PEO IWS has looked at both the AEGIS and SSDS platforms to determine specific elements of each track management system that could be reengineered using an OA approach for placement into the DD(X) program. In doing this, metrics must be looked at to determine the best modules that might be candidates for open architecture.
A selective bibliography of papers published between January 1965 and December 1969 on shallow water acoustics and sonar
(Monterey, California. Naval Postgraduate School, 1970-01-01) Kinsler, Lawrence E.; Coppens, B.A.; Sanders, F. V.; Graduate School of Business & Public Policy (GSBPP); Graduate School of Business & Public Policy (GSBPP)
A survey was conducted of that literature relevant to the propagation, detection, and utilization of acoustic signals in the shallow water environment which was published between January 1965 and December 1969. For the purpose of this survey, shallow water was defined as water of depth less than 100 fathoms. This survey is divided into the following areas: normal mode propagation - theory and experiment, ray theory propagation - theory and experiment, bottom acoustics, bottom scattering and reverberation, surface scattering and reverberation, shallow water ambient noise, signal distortion in shallow water, sonar tests in shallow water, and review and miscellaneous articles. Abstracts, when available, are given for each paper; comments are included..
Operations and Logistics Management Brochure / 2013
(Monterey, California. Naval Postgraduate School, 2013) Ferrer, Geraldo; McCollum, Jefferson; Business & Public Policy (GSBPP); Graduate School of Business & Public Policy (GSBPP); Graduate School of Business & Public Policy (GSBPP)
The Operations and Logistics Management curricula of the Naval Postgraduate School educate current and future military leaders in all aspects of the logistics function.
Transformation in Department of Defense contract closeout
(Monterey, California. Naval Postgraduate School, 2003) Parker, Christopher; Busansky, Michael; Contract Management (CM); Graduate School of Business & Public Policy (GSBPP); Acquisition Research Program (ARP); Graduate School of Business and Public Policy (GSBPP)
Two short years ago, mentioning the words contract closeout would have drawn a critical eye or a scoffing laugh out of many in the acquisition community, much less trying to convince those same critics that contract closeout was destined to become a priority at the highest levels of the Department of Defense (DOD). Yet, in the past few years we have seen a reversal in the way acquisition professionals view contract closeout as the least important portion of a contract's life and a wholesale transition to a renewed emphasis on closing contracts in a timely manner. DOD has even gone so far as to create specific metrics to track the progress of the Services in closing contracts, and has focused management attention on the issue. So what is it that has created this shift in priorities, what are some of the most glaring problems in tackling contract closeout, and what are some ways of correcting those problems? These are some of the questions this short article will pose to the reader, although a detailed rendering of those issues is better within the source material from which this article was taken.p1s Although this article cannot address all of the findings from a larger study conducted at the Naval Postgraduate School and published as an MBA Project Report and an associated Thesis, both published in June 2003, this article points out many of the problems involved in contract closeout and proposes potential solutions to address those problems.
Graduate School of Business and Public Policy (GSBPP) Research Newsletter / Fall 2012
(Monterey, California : Naval Postgraduate School, 2012) Business & Public Policy (GSBPP); Naval Postgraduate School (U.S.); Graduate School of Business & Public Policy (GSBPP)
Faculty by Academic Area at GSBPP / 2012
(Monterey, California : Naval Postgraduate School, 2012-10) Business & Public Policy (GSBPP); Graduate School of Business & Public Policy (GSBPP)
Increasing the Department of the Navy’s Opportunities for Small Business and Non-Traditional Suppliers through Simplified Acquisitions Contracting and NAICS Targeting
(Monterey, California. Naval Postgraduate School, 2013-08) Kidalov, Max V.; Lee, Jennifer L.; Graduate School of Business & Public Policy (GSBPP); Graduate School of Business & Public Policy (GSBPP)
The Department of the Navy’s (DON’s) total acquisition workforce, including the 1105 Purchasing Agent series and the 1102 Contract Specialist series, is directed to maximize contract awards to small and nontraditional suppliers by the terms of the Small Business Act and the Federal Acquisition Regulation (FAR), as well as Presidential, Department of Defense (DOD), and DON initiatives such as Better Buying Power (BBP). This direction is particularly strong with regards to low-dollar awards. The Federal Acquisitions Regulation (FAR) Part 13 Simplified Acquisitions Procedures (SAP) was designed to be a highly effective tool that can overcome contracting barriers for non-traditional and small business suppliers. Through the Small Business Reservation (SBR), Congress directed agencies to automatically attempt small business set-asides of contract awards below the Simplified Acquisitions Threshold (SAT) of $150,000.00. The Small Business Jobs Act of 2010 recently authorized discretionary set-asides on task and delivery orders under FAR Subparts 8.4 and 16.5. However, there are concerns that SAT contracts are often benefitting large firms across various North American Industrial Category System (NAICS) categories. The DOD’s preferred MAXPRAC model is unsuitable for solving this apparent problem. This Report examines barriers, tools, structure, and best practices of small business SAT contracting based on a test case study of the Naval Postgraduate School (NPS) SAT level contracting authority and a survey of relevant regional agencies. The Report develops three alternative NAICS Access Visualization (NAV) models with emphasis on targeting requirements and industries for award to small and non-traditional suppliers: NAVUSA (Understanding Subsector Availability), NAVBID (Barriers Intelligence Dashboards), and NAVBOSS (Business Opportunities Solutions Sequence). The Report recommends these models for further testing at NPS and their eventual adoption DON-wide.
The Raven Small Unmanned Aerial Vehicle (SUAV), investigating potential dichotomies between doctrine and practice
(Monterey, California. Naval Postgraduate School, 2005) Jenkins, Glenn E.; Snodgrass, William J.; Department of Defense Management (DDM); Operations Research (OR); Graduate School of Operational and Information Sciences (GSOIS); Graduate School of Business & Public Policy (GSBPP)
The goal of this MBA Project is to investigate possible disconnects between doctrine and practice in the employment of the Raven Small Unmanned Aerial Vehicle (SUAV). The Army's current Small UAV requirements are based upon the Future Combat System's Operations Requirements Document and has not been validated at the platoon or company level. The Raven SUAV is a Commercial off the Shelf (COTS) item that swiftly became the Army's Small UAV of choice for operations in Afghanistan and Iraq. Doctrine and Techniques, Tactics, and Procedures (TTP) have been written for the Raven SUAV; however, it is not standard practice for all units operating the system abroad. The last review of the SUAV operational requirements was conducted in 2003 but did not specifically address its usage on the battlefield. In an attempt to fill that gap, this project focuses on real-world usage of the Raven SUAV system. We compare doctrine versus practice using the Department of Defense's (DOD) Doctrine, Organization, Training, Material, Leadership, Personnel, Facilities (DOTML-PF) model as the primary logic construct. The report begins by providing a background of the Raven SUAV, to include its evolution from a COTS item to the Army's SUAV of choice, and how it has impacted the warfighter. Next, the authors provide an overview of DOTML-PF in order to provide a basis for comparing doctrine and practice. The study then looks in-depth at doctrine and practice using DOTML-PF as the model for revealing differences between the two. Finally, the authors analyze these differences and recommend solutions to mitigate shortfalls in actual Raven SUAV usage on the battlefield.--p. i.
Graduate School of Business and Public Policy (GSBPP) Home
(2013-12-05) Business & Public Policy (GSBPP); Graduate School of Business & Public Policy (GSBPP); Graduate School of Business & Public Policy (GSBPP)
Joint contingency contracting
(Monterey, California. Naval Postgraduate School, 2005-06) Johnson, Ellsworth K.; Paton, Bryan H.; Threat, Edward W.; Haptonstall, Lisa A.; Department of Defense Management (DDM); Contract Management (CM); Graduate School of Business & Public Policy (GSBPP); Acquisition Research Program (ARP); Graduate School of Business and Public Policy (GSBPP)
The purpose of this Master Business Administration (MBA) Professional Report is to investigate and analyze the means by which Contingency Contracting Officers (CCO) can effectively operate in a Joint contingency environment and to validate the Defense Contract Management Agency's (DCMA) entry and exit criteria for contingency contracting missions. Joint contingencies encompass regional conflicts, humanitarian and peacekeeping missions, and international or domestic disaster relief missions supported with the immediate deployment of military forces. This research was accomplished by reviewing the current guidance, policies, and doctrine pertinent to contingency contracting operations and conducting personal interviews. The researchers conducted interviews with representatives of the Joint Staff, J4 (Logistics), each Service Component's acquisition headquarters, U.S. Central Command's J4 (Logistics), U.S. Pacific Command's J4 (Logistics, Engineering, and Security Assistance), and the DCMA to explore how contingency contracting operations are planned and executed; current issues and lessons learned; and understand the current structure/organization of Service Component and Combatant Command for accomplishing contingency contracting. Conclusions and recommendations address perceived shortfalls in the methodologies the Services use to plan, communicate, integrate and execute contingency contracting operations. Three possible solutions to these shortfalls include adoption of the Yoder Three-Tier Model, establishment of the Joint Contingency Contracting Command (JCCC), and the creation of universal language for conducting contracting in contingencies.