Report
Organizational Policy Levers Can Affect Acquisition Reform Implementation in Air Force Repair Contracts
Jan 1, 2004
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The U.S. Air Force uses contractors to carry out logistics support services such as repairing major weapons systems. Recently the Air Force began to reform its methods of acquiring such services by implementing best practices from the commercial sector. To complement its other acquisition reform programs, the Air Force launched the Contract Repair and Enhancement Program (CREP) in 1996 to reduce costs and to shorten the time required for purchasing repair services to support major weapons systems. However, Air Force leaders were concerned that reforms were not being implemented as quickly as originally hoped. RAND Project AIR FORCE (PAF) was asked to identify the organizational levers that could motivate acquisition personnel to adopt CREP reforms more quickly. Analyses of recent Air Force contracts yielded the following conclusions:
PAF recommends that the Air Force continue to use the organizational levers that encourage reform and modify its practices for those that discourage it. Specifically, the Air Force should
The Air Force may use the insights from this study to promote related reforms—such as purchasing and supply chain management, corporate contracting, and performance-based contracting—where behavioral changes are needed to accomplish larger transformational goals.
This research brief summarizes the findings of RAND Project AIR FORCE.
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