Organizational Policy Levers Can Affect Acquisition Reform Implementation in Air Force Repair Contracts

by Mary E. Chenoweth, Sarah B. Hunter, Brent R. Keltner, David M. Adamson


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To identify barriers to implementing acquisition reform, the study team examined the incorporation of Contract Repair Enhancement Program (CREP) tenets in repair contracts at Robins Warner Air Logistics Center (ALC). The study attempted to link successful incorporation to various organizational levers-policies and practices senior leadership can use to influence individual behavior to achieve policy objectives. After a literature review, the study team conducted a survey at Warner Robins ALC to assess behaviors and attitudes toward acquisition reform, with emphasis on the organizational levers that existed during the CREP initiative. The team then developed regression models to explore the relationship between organizational levers and the number of CREP tenets incorporated in a repair contract. The team found that organizational levers can help explain contract measures of success. The results suggest that training in and fostering positive attitudes toward acquisition reform as well as effective teaming had consistent statistical relationship with contract innovation.

Table of Contents

  • Chapter One


  • Chapter Two

    Methodological Approach

  • Chapter Three

    Main Findings and Implications

  • Appendix A

    Repair Price and Negotiated Flow Day Differences in Warner Robins Alc Crep and Non-Crep Contracts

  • Appendix B

    Interview Questions for Contract Repair Teams

  • Appendix C

    Crep Survey Conducted at Warner Robins Alc

  • Appendix D

    Organizational Lever Variables from Survey Data: Principal Components Analyses

  • Appendix E

    Statistical Results of the Multivariate Analyses

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The research reported here was sponsored by the United States Air Force and performed within the RAND Project AIR FORCE.

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