Organization:
Acquisition Research Program (ARP)

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The Acquisition Research Program (ARP) provides applied research in acquisition sciences, hones the professional education of the next generation of defense acquisition innovators, and forges connections with acquisition thought leaders -- enhancing the operational effectiveness of the U.S. Naval and Joint Forces.
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Publication Search Results

Now showing 1 - 10 of 2958
  • Publication
    Managing the Service Supply Chain in DoD: Implications for the Program Management Infrastructure
    (2007-04-01) Rendon, Rene G.; Apte, Uday; Acquisition Management (AM); Acquisition Research Program (ARP); Acquisition Management
    The services acquisition volume in the US Department of Defense (DoD) has continued to increase in scope and dollars in the past decade. In fact, in recent years, the DoD has spent more on services than on supplies, equipment and goods, even considering the high value of weapon systems and large military items (Camm, Blickstein & Venzor, 2004). Between FY 1999 to FY 2003, the DoD''s spending on services increased by 66%; and in FY 2003, the DoD spent over $118 billion (or approximately 57% of total DoD procurement dollars) on services (GAO, 2005a). The acquired services presently cover a very broad set of service activities, including: professional, administrative, and management support; construction, repair, and maintenance of facilities and equipment; information technology; research and development, and medical care.
  • Publication
    Evaluation of Performance Based Logistics
    (2006-08) Gansler, Jacques S.; Lucyshyn, William; Graduate School of Business & Public Policy (GSBPP); Acquisition Research Program (ARP)
    The National Defense Strategy of the United States of America (NDS) establishes a set of overarching defense objectives that guide DoD’s security actions and provides direction for the National Military Strategy (NMS). It was developed based on the Quadrennial Defense Review (QDR) process and is focused on preparing DoD to meet 21st century challenges. One of the four implementation guidelines, which it details, is “Continuous Transformation.” The purpose of continuous transformation “is to extend key advantages and reduce vulnerabilities.”
  • Publication
    A Comparative Analysis of Advanced Methodologies to Improve the Acquisition of Information Technology in the Department of Defense for Optimal Risk Mitigation and Decision Support Systems to Avoid Cost and Schedule Overruns
    (Monterey, California. Naval Postgraduate School, 2021-05-10) Housel, Thomas J.; Mun, Johnathan; Jones, Raymond D.; Shives, Timothy R.; Carlton, Benjamin; Acquisition Research Program (ARP); Acquisition Research Program
    This study examines five advanced decision support methodologies—Lean Six Sigma (LSS), Balanced Score Card (BSC), Integrated Risk Management (IRM), Knowledge Value Added (KVA), and Earned Value Management (EVM)—in terms of how each can support the information technology (IT) acquisition process. In addition, the study provides guidance on when each methodology should be applied during the acquisition life cycle of IT projects. This research includes an in-depth review of each methodology in the context of the acquisition life cycle. All acquisition projects within the Department of Defense must go through the acquisition life cycle. While each acquisition project is unique, all must pass a series of common hurdles to succeed. Understanding how and when the methodologies can be applied to an IT acquisition is fundamental to its success. The study concludes with a set of recommendations for the use of each methodology in the acquisition life cycle of IT projects.
  • Publication
    Effect of Information and Decision-making on DoD Performance Incentives and Award Fees
    (2009-04-01) Hildebrandt, Greg; Acquisition Management (AM); Acquisition Research Program (ARP); Acquisition Management; Other Research Faculty
    This analysis discuses DoD policy for the use of Performance Incentives and Award-fee Contracts during System Development and Demonstration (SDD). Both a review of the use of Performance Incentive Contracts since the 1960s, as well as the current policy required by the DoD to develop performance incentives are provided. A performance incentive should be structured such that the contractor receives a profit for improved performance equal to the value to the government of the improved performance times the cost-sharing ratio. This formula will motivate a contractor to spend no more than the government''s value to enhance performance. If exactly that amount is spent, the loss in profit resulting from increased cost will just equal the profit received from enhanced performance. This project also shows how a similar logic can be extended to Award-fee Contracts. The analysis examines alternative decision-making and informational structures to determine the effect on contract outcome when the performance incentives are structured in accordance with policy. In certain situations, more complex incentive structures may be required. However, the informational requirements to properly develop these more complex Incentive Contracts may be substantial.
  • Publication
    Reducing Work Content in Early Stage Naval Ship Designs
    (Monterey, California. Naval Postgraduate School, 2014-05-01) Keane, Jr, Robert G.; Deschamps, Laury; Maguire, Steve; Acquisition Research Program (ARP)
  • Publication
    Acquisition Security Framework: Integration of Supply Chain Risk Management Across the DevSecOps Lifecycle
    (2022-05-02) Woody, Carol; Wallen, Charles; Alberts, Christopher; Bandor, Michael; Acquisition Research Program (ARP); Acquisition Research Program
    Supply chain cyber risks stem from many organizational dependencies—in particular, pro-cessing, transmitting, and storing data; information technology; and communications technolo-gy. These risks are broad, significant, and growing as outsourcing options expand. Important mission capabilities can be undermined by an adversary’s cyber-attack on third parties, even when the organization does not explicitly contract for technology. Virtually all products or ser-vices an organization acquires are supported by or integrate with information technology that in-cludes third-party components/services. Practices critical to monitoring and managing these risks are scattered across the organization, resulting in inconsistencies, gaps, and slow response to disruptions. The Acquisition Security Framework (ASF) contains leading practices to support programs acquiring/building a secure, resilient software-reliant system to manage these risks. It defines the organizational roles that must effectively collaborate to avoid gaps and inconsisten-cies. It also establishes how an organization should ensure effective supply chain risk manage-ment that supports its mission and objectives. The framework contains proven, effective goals and leading practices, and it is consistent with supply chain risk management guidelines from the International Organization for Standardization (ISO), National Institute of Standards and Technol-ogy (NIST), and Department of Homeland Security (DHS).
  • Publication
    Acquisition Management for Systems-of-systems: Exploratory Model Development and Experimentation
    (2009-04-01) DeLaurentis, Daniel; Mane, Muharrem; Acquisition Management (AM); Acquisition Research Program (ARP); Acquisition Management; Other Research Faculty
    In recent years, the Department of Defense (DoD) has placed a growing emphasis on the pursuit of agile capabilities via net-enabled operations. In this setting, systems are increasingly required to interoperate along several dimensions. Yet, the manner in which components of these ''system-of-systems'' (SoS) are acquired (designed, developed, tested and fielded) has not kept pace with the shifts in operational doctrine. Acquisition programs have struggled with complexities in both program management and engineering design. We have developed a conceptual model for pre-acquisition and acquisition strategy in an SoS environment and have implemented it in an exploratory, dynamic model. The model allows acquisition professionals to develop intuition for procuring and deploying system-of-systems by providing a venue for experimentation through which they can develop insights that will underpin successful acquisition of SoS-oriented defense capabilities. This paper presents example studies that demonstrate the capabilities of the dynamic model and highlight the importance of project characteristics. Specifically, we investigate the impact of SoS attributes''requirement interdependency, project risk, and span-of-control of SoS managers and engineers''on the completion time of SoS projects.
  • Publication
    Optimal Inventory Policy for Two-echelon Remanufacturing
    (2007-04-01) Ferrer, Geraldo; Acquisition Management (AM); Acquisition Research Program (ARP); Acquisition Management; NPS Faculty
    We present a two-echelon remanufacturing facility subject to constant demand, in which the disassembly process and the repair process observe stochastic yield. We develop an intuitive scheduling policy and perform a robustness test.
  • Publication
    DoD Software-Intenstive Systems Development: A Hit and Miss Process
    (Monterey, California. Naval Postgraduate School, 2015-04-01) Naegle, Brad; Acquisition Research Program (ARP)
  • Publication
    17th Annual Acquisition Research Symposium: "Creating Synergy for Informed Change"
    (Monterey, California. Naval Postgraduate School, 2020-05) Shaffer, Alan R.; Acquisition Management (AM); Acquisition Research Program (ARP); Acquisition Research Program
    Proceedings: 17th Annual Acquisition Research Symposium, Keynote Speaker: Hon. Alan R. Shaffer