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dc.contributor.advisorRendon, Rene G.
dc.contributor.advisorApte, Uday M.
dc.contributor.authorMiller, Frank D.
dc.contributor.authorNewton, James M.
dc.contributor.authorD'Amato, Salvatore A.
dc.date12-Jun
dc.date.accessioned2012-07-30T23:16:02Z
dc.date.available2012-07-30T23:16:02Z
dc.date.issued2012-06
dc.identifier.urihttp://hdl.handle.net/10945/7386
dc.descriptionMBA Professional Reporten_US
dc.descriptionApproved for public release, distribution unlimiteden_US
dc.description.abstractServices acquisition in the U.S. Department of Defense (DoD) has continued to increase in scope and dollars in the past decade. The DoD has spent more on services than on supplies, equipment and goods together, totaling approximately 57% of total acquisition expenditures and nearly a third of the total DoD budget. As a result, the agency must give greater attention to the management of services acquisition. Stakeholder theory illustrates how acquisition team members often have conflicting goals and objectives, leading to differing definitions and measurements of a successful service contact. We used stakeholder theory to address the following questions (1) how are successful service contracts within the DoD being defined by different stakeholders, (2) how are service contracts being measured within the DoD by different stakeholders, (3) how should service contracts be defined and measured within the DoD. We conducted 41 interviews and surveys of key stakeholders. Our findings reveal no standardized definition or measurements for success of service contracts. However, some salient characterstics of definitions are schedule, maintain costs, and well defined requirements. With respect to measurements, relevant characteristics included performance and cost. Furthermore, we provide recommendations on establishing standardized definitions and measurements of success.en_US
dc.description.urihttp://archive.org/details/definingndmeasur109457386
dc.publisherMonterey, California. Naval Postgraduate Schoolen_US
dc.titleDefining and Measuring the Success of Service Contractsen_US
dc.typeThesisen_US
dc.contributor.departmentBusiness Administration
dc.subject.authorService Contractingen_US
dc.subject.authorStakeholder Theoryen_US
dc.subject.authorAgency Theoryen_US
dc.subject.authorService Contract Metrics of Successen_US
dc.description.serviceLieutenant Commander, United States Navy,Lieutenant Commander, United States Navy,Lieutenant Commander, United States Navyen_US
etd.thesisdegree.nameMaster of Business Administrationen_US
etd.thesisdegree.levelMastersen_US
etd.thesisdegree.disciplineResource Management—Defense Focusen_US
etd.thesisdegree.grantorNaval Postgraduate School (U.S.)en_US


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