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DoD Systems Modernization
The DoD has had long-standing, serious problems with its numerous military component-unique personnel and pay systems. To address these problems, in 1998, DoD initiated a program to design and implement the Defense Integrated Military Human Resources System, which will provide a joint, integrated, standardized personnel and pay system for all acting and reserve military components. However, some Army Reserve and National Guard troops continued to receive inaccurate pay. Furthermore, problems have been exacerbated by military personnel deployed to Iraq and Afghanistan, whose families depend on receiving accurate and timely pay. This review focuses on DoD¿s plans to deliver the system to the Army for deployment. Charts and tables.
DOD's High-Risk Areas. Progress Made Implementing Supply Chain Management Recommendations, But Full Extent of Improvement Unknown
DOD's success in improving supply chain management is closely linked with its overall defense business transformation efforts and completion of a comprehensive, integrated logistics strategy. Our prior reviews and recommendations have addressed business management problems that adversely affect the economy, efficiency, and effectiveness of DOD s operations, and that have resulted in a lack of adequate accountability across several of DOD s major business areas. We have concluded that progress in DOD s overall approach to business transformation identified as a high-risk area in 2005 is needed to confront other high-risk areas, including supply chain management. We have made a number of recom...
Army RD & A.
Professional publication of the RD & A community.
Defense Management: Overarching Organizational Framework Could Improve DoD¿s Mgmt. of Energy Reduction Efforts for Military Operations
The DoD is the single largest U.S. energy consumer. About 3/4 of its total consumption consists of mobility energy -- the energy required for moving and sustaining its forces and weapons platforms for military operations. This testimony discusses DoD¿s efforts to manage and reduce its mobility energy demand, and addresses: (1) energy issues that are likely to affect DoD in the future; (2) key departmental and military service efforts to reduce demand for mobility energy; and (3) DoD¿s management approach to guide and oversee these efforts. Includes recommendations. Charts and tables.
Implementing DOD's International Science and Technology Strategy
Provides an assessment of the DoD's first international science and technology strategy, and suggests ways to implement the policies and guidance presented in the publication.
Defense Critical Infrastructure
The Dept. of Defense (DoD) established the Defense Critical Infrastructure Program (DCIP) to assure the availability of mission-critical infrastructure, including surface, sea, and air transportation assets to carry out its missions. This report evaluates: (1) the extent to which the U.S. Transportation Command (TRANSCOM) has identified, prioritized, and assessed critical transportation assets; (2) the extent to which DoD installation personnel have taken actions to help assure the availability of critical transportation assets, both within and independent of DCIP; and (3) how DoD is funding critical transportation asset assurance. Includes recommendations. Charts and tables.
DOD's HIGH-RISK ARES: Efforts to Improve Supply Chain Can Be Enhanced by Linkage to Outcomes, Progress in Transforming Business Operations, and Reexamination of Logistics Governance and Strategy
The most recent update to the plan shows that DOD has made progress developing and implementing its supply chain management improvement initiatives, but the current performance measures in the plan do not fully demonstrate results. DOD is generally staying on track for implementing its initiatives, although there have been delays in meeting certain milestones. Notwithstanding this overall progress and the commitment of DOD leadership to resolving supply chain problems, the long-term time frames for many of these initiatives present challenges to the department in sustaining progress toward substantially completing their implementation. Moreover, the plan lacks outcome-focused performance mea...
Defense Acquisitions
The DoD is the fed. government¿s largest purchaser of contractor-provided services, obligating more than $207 billion in FY 2009. The Nat. Defense Author. Act for FY 2008 directed DoD to issue guidance providing for independent management reviews for services acquisitions. The Act required that the guidance provide a means to evaluate specific contracting issues. This report: (1) assessed the extent to which DoD¿s guidance addressed the Act¿s requirements and how the guidance was implemented; and (2) determined the status of actions taken by the military departments pursuant to DoD¿s guidance. The report obtained data on the number of reviews conducted as of Sept. 2009; and analyzed memoranda of 29 acquisitions valued at over $1 billion.
