Showing papers on "Procurement published in 1972"

Evaluation research : Procurement and method

Abstract: There are many indications that the pendulum is shifting in the United States away from the autonomous social science of the academic institution and toward greater extra-academic social science activity, more intimately connected to the practical affairs of the society. This paper examines the implications for the shape of social scientific activity of two related developments contributing to that shift. The first is the rapidly growing demand for evaluation

A changing role for purchasing

Abstract: When organisations such as manufacturers and national and local institutions make a purchase the various decisions involved are frequently made by a group of people rather than one individual, so that we can say that such industrial type customers have within them 'buying units' or 'buying centres'. The size and composition of the units will vary depending on a host of factors—for a discussion of these see references (10, and (11). Within each unit there is usually a professional element, particularly in the case of medium and large companies, and this is generally referred to as the procurement function in the United States, and as the buying or purchasing function in the United Kingdom.

Productivity Management in the Defense Supply Agency

Abstract: Since the advent of the Department of Defense in 1949, many changes in the concept of its operations have occurred. The Defense Supply Agency (DSA) is an example. It evolved from the objectives of the National Security Act of 1947. The Department of Defense Reorganization Act of 1958 included a mandate to consolidate any functions or services which would result in more efficient and economical administration. The McCormack Amendment to that Act set the stage for integrated management of common supplies and subsequently the establishment, by the Secretary of Defense, of the DSA in 1961. During the 11 years since its inception, DSA responsibilities have grown and today embrace the three-fold mission of supply support, contract administration, and management of several logistics services in support of the military services, defense agencies, and several civil agencies. The present DSA organization includes the headquarters and 25 major field activities; six supply centers, 11 defense contract administration services regions (DCASRs), four defense depots, and four logistics services centers. DSA operates at some 1,200 government and contractors' locations. In supply operations, where inventories are financed under the revolving fund technique through sales to customers, DSA is similar to a giant wholesaler; for example: * Requirements determination, procurement, storage, and distribution of 1.7 million items of food, clothing, medical, fuel, construction, industrial, general and electronics supplies. * Annual sales of about $2.4 billion. * Operating stock inventories of about $750 million, backed up with $1.5 billion in mobilization reserve and economic retention stocks.

Procurement Cycles and Safety Levels of Supply for Secondary Items

Abstract: : DOD Instruction 4140.39 of 17 July 1970 establishes a policy for determining procurement cycles and safety levels of supply for nonreparable secondary items at ICPs (Inventory Control Points). Under this policy a uniform method is prescribed for calculating order and holding costs and for computing procurement cycles and safety levels. The purpose of the report is to present the results of analysis to develop decision rules for computing order quantities and safety levels in accordance with the model set forth in DODI 4140.39 and to investigate the consequences of its implementation. (Author)

An Analysis of Educational Requirements for Civilian Logistics Managers within the Air Force Logistics Command.

Abstract: : The report discusses a study to establish the level and type, if any, of education required by the top civil service Logistics Managers in AFLC. All GS-14s and above who were assigned on the manning document against a military AFSC in Logistics, Maintenance, Procurement, Supply or Transportation were surveyed. Eight-two percent responded. The results of these responses were that education is required, it should be at the Bachelor level, and that all the courses included in the questionnaire were required. (Author)

Computer Procurement Policies for Universities and Similar Users

Abstract: Common assumptions about computer procurement are that it is best to get the largest central processor possible, if necessary at the expense of peripherals, that enhancements of existing machines are very cost-effective and that it is better to buy rather than rent. These assumptions appear themselves to be based on assumptions that there are significant economies of scale in computing but relatively insignificant increases in cost-effectiveness over time. It is suggested that economies of scale may not be realised in computing practice and consequently that a plausible case can be made out for buying balanced computer configurations and rarely enhancing them. If cost-effectiveness is increasing as quickly as some studies have suggested, the financial case for rental rather than purchase may also be very strong. Further research is advocated.* (Received October 1971)

A Conceptual Cost Model for Uncertainty Parameters Affecting Negotiated, Sole-Source Development Contracts.

Abstract: : Attention was placed on cost growths as related to the acquisition of weapons systems by the military services. Uncertainties exist relative to program costs, delivery dates, and product reliability. The purpose of this study is to construct a model which will assist in coping with uncertainties affecting cost. Research and development procurement is unique. A goal is purchased, not a hardware item. Vague specifications may cause contract costing problems. The weapons acquisition process encompasses concept formulation, contract definition, engineering development, and production and operation. As a scientific concept traverses the continuum from concept formulation to production, uncertainties are reduced. For this study, uncertainty cannot be distinguished from risk. Uncertainty may be classified as either anticipated for unanticipated. Each of these is classified as either exogenous or endogenous. Uncertainty is the absence of information, which may be though of as a commodity. In this capacity, information may be described and measured. Information gleaned from the internal and external environments will permit the reduction of uncertainty. The military services have attempted to cope with uncertainty by the use of incentives and contractual arrangements. The relationship between the entropy, information, uncertainty, and cost parameters enables a conceptual cost model to be developed. Entropy is a measure of information in a system. The term refers to magnitude and not meaning. Informational efficacy relates to the meaning of a message. One result of the model is the derived requirement for a total economic cost approach to weapons acquisition.

A Phased-Procurement Model for Application to F-14 Spare Parts Provisioning

Abstract: : When a new aircraft, such as the F-14, is being bought, decisions on the quantities of spare parts to be bought are made even though information on expected demands, operating programs, and the final configuration of the aircraft is limited. For high-value, low-usage parts, which are those we consider, the minimum-cost strategy might be to defer procurement until demands occur. During the period of deferral, the Navy would buy the needed spare parts from a stock carried by the manufacturer or from the production line if no stock is held. The paper describes an algorithm for determining in what cases this would be the best policy.

Maintenance of Reserve Components in a Volunteer Environment. Volume I. Summary.

Abstract: : The report contains a summary discussion of the factors that influence procurement and retention of personnel in the US Army Reserve Components in a volunteer environment. Selected proposals that may contribute to increased enlistment and reenlistment are evaluated. The least-cost procurement and retention program that can be expected to maintain current strength levels and two lower levels is developed. (Author)

The Feasibility of Establishing 'Should Cost' as a Permanent Air Force Contract Management Division/Air Force Procurement Function

Abstract: : The defense procurement environment has changed significantly during the past several years due to public and congressional criticism regarding large overruns and cost growth. In this respect the Air Force is experimenting with a specialized application of cost analysis called the 'should cost' concept. The feasible location of a permanent application of the concept was examined--the AFCMD/AFPRO organization. The desirability of establishing an on-going capability in the AFCMD/AFPRO setting was concluded contingent upon the continued top level management's support of the concept. In addition, manpower increases and training programs would be needed to make the permanent application feasible and desirable.