Business process reform at Marine Corps Installations: a systems perspective

Abstract

The Department of Defense (DoD) has made a conscious decision to find ways to reduce infrastructure costs, and apply the savings to weapons system modernization. Thus the "Defense Reform Initiative" (DRI) and the "Revolution in Business Affairs" (RBA) were created to help achieve needed savings. The Marine Corps, along with the other services, is in the process of changing the way installations are operated because of these initiatives. Better business practices are expected to include efficiency and effectiveness gains through competitive sourcing of goods and services, outsourcing and privatizing functions that are currently done in-house, as well as consolidating like functions within regional (geographical) areas and reengineering business processes. This study examines the impact that DoD reform initiatives are having on Marine Corps installations using an organizational systems framework model. Findings indicate that the reform initiatives are being implemented. The reforms are impacting the operation of Marine Corps installations. Marine Corps actions for some of the organizational system elements are incongruent with stated intent Specific recommendations include: set clear direction by articulating a vision of installation expectations; revise the current installation structure, influence a culture change by revising and clarifying strategic direction; and monitor desired results.