Maintaining a military that is prepared to face uncertain future security challenges often requires the acquisition and procurement of new and technologically advanced equipment, which is a major expense for any nation. For decades, RAND has researched and evaluated military acquisition and procurement activities, providing essential recommendations to allow military decisionmakers to manage costs and streamline the acquisition process more effectively.
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An examination of five submarine programs in the three countries—the UK's Astute program; the U.S. Navy's Ohio, Seawolf, and Virginia programs; and Australia's Collins program—identifies lessons that could help inform future program managers.
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Historic trends in the U.S. Army's largest budget accounts provide context for current decisions on future spending, especially in light of the Army's diminishing role in Iraq and Afghanistan over the coming decade.
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Congressional concern with cost overruns in some major defense acquisition programs led to an investigation of root causes by examining program reviews, analyzing data, participating in contractor briefings, and holding meetings with stakeholders.
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The policies and procedures established by the Department of Defense for program management and oversight can be tailored to meet the unique needs of ship acquisition programs without compromising oversight.
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Evaluates federal small business policies, how they affect the Department of Defense, and the challenges associated with meeting mandated small business goals.
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Moore et al. provide a first-order analysis of Marine Corps purchases and Defense Logistics Agency purchases on behalf of the Marine Corps, revealing many indicators of opportunities and challenges for purchasing and supply management initiatives.
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Investigates the potential software services within the U.S. Navy's Program Executive Office, Command, Control, Communications, Computers, and Intelligence that could be used as part of a service-oriented architecture.
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Up to 18 percent of Hawaii's economy can be linked to spending by the U.S. Department of Defense — an average of $6.5 billion per year during fiscal years 2007-2009. Of that, $4.1 billion was for personnel and $2.4 billion for the purchase of goods and services in Hawaii.
News Release
Up to 18 percent of Hawaii's economy can be linked to spending by the U.S. Department of Defense — an average of $6.5 billion per year during fiscal years 2007-2009. Of that, $4.1 billion was for personnel and $2.4 billion for the purchase of goods and services in Hawaii.
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Describes the full range of research products and services that RAND Arroyo Center provided to the Army leadership in FY 2010, including projects, quick-response studies, peer-reviewed publications, and the analytic training of Army officers.
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Describes the continued development and demonstration of a method and model to incorporate lifecycle cost into the portfolio analysis and management process for U.S. Army Science and Technology programs so that adjustments can ensure affordability.
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Some recent shipbuilding programs have had multiple shipyards construct major modules of each ship. Opting for a shared-build strategy makes it necessary to monitor and manage the program to ensure that it delivers all the required outcomes.
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The Secretary of Defense's plans to shift Navy aircraft carrier acquisition to every five years should have little impact on force structure and the industrial base in the next decade—but after that, the force structure shrinks, as does the chance of meeting goals for the number of deployed aircraft carriers.
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Produced status profiles of the Army's medium and heavy TWV fleets to show how many vehicles of each type the Army has and the years of useful life remaining for each group.
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This functional area analysis lays out the tasks, conditions, and standards for the intratheater airlift fleet, taken from high-level guidance, various operational concepts, and recent operational experience and the key variables for later analyses.
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This functional solution analysis assesses changes to current U.S. Air Force operations to determine whether a nonmateriel solution could close the capability gap identified in the functional needs analysis.
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This functional needs analysis assesses the ability of current U.S. Air Force assets to deliver the airlift capabilities identified in the functional area analysis.
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For a modest, one-time additional cost of $17 million and a very small additional annual recurring cost, the Air Force can retain all F-22A unique government tools rather than only those required for sustainment.
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The U.S. Air Force asked RAND Project AIR FORCE to perform a congressionally required assessment of contractor versus organic management of F-22 sustainment to determine the most cost-effective approach, the methodology for which is described here.
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Congress requested a study to assess the challenges in fielding U.S. ground combat and tactical wheeled vehicle fleets, including discussion of requirements; capability gaps; technology, operational, and business risks; and recommended actions.
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