A case study of the teaming concept in the procurement of the V-22 aircraft

Abstract

This thesis is a case study of the V-22 Osprey program. It examines dual-sourcing of major weapon systems which was the original acquisition strategy for the V-22. It examines the history of the V-22 program management. The chronology of the program is presented from the birth of the Joint Services Aircraft Program in 1981 through the engineering, manufacturing and development phase in 1994. The focus of this thesis is to look at the relationship between the Joint Program Office, the parent companies of Bell Helicopter, Inc. and Boeing Helicopter, Inc.

and the Government. The thesis also looks at other strategies that have been used in major weapon systems procurements such as the F/A-18 aircraft program which is being procured sole-source with the prime/subcontractor arrangement. This thesis concludes that the acquisition of the V-22 has not been efficient and that Bell and Boeing Aircraft Companies, operating under a teaming concept, have not presented a single face to the Government.