...coming into power in May 2010, the Government identified a 10 year funding gap of £74 billion. Consequently the Strategic Defence and Security Review (SDSR) announced significant cuts to Defence. The MoD identified the Total Force Support (TSF) approach as the means to tackle the risks to national security despite a significantly smaller budget and much reduced manpower pool. This paper is intended to explore TSF and identify how it can be supported. i. The Armed Forces have been directed to embrace the TSF concept as the means to provide the capability required of it in spite falling manning and budgets. Full Operating Capability is to be achieved by 1 April 15. TSF is ii. TSF is a key enabler of operational capability as it allows for • Increased overall numbers on operations • Potential monetary savings • Greater use of specialists, (allowing for opportunity costs in military manpower to be realised) • Support to Defence which may not be feasible using purely military manpower iii. Contractors can provide any level of support to Defence at a cost. The Armed Forces should seek to make better use of contract provision in combat support and combat service support areas. iv. Increased use of...
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...Kellogg Brown and Root, also known as KBR Engineering & Construction, is a unit of the Halliburton Company which provides military support services. KBR IS a leading global engineering, construction and services company and the world’s largest government defense services provider. Its mission is to provide on-demand support services to the U.S. Department of Defense across the full military mission cycle, from contingency logistics and field support to operations and maintenance on military bases. Formerly known as Brown and Root Services, KBR was scrutinized in 2000 by the GAO for overcharging and providing unnecessary services in the Balkans. ▪ Balkans Support Contract is the largest contract for services to U. S. forces, representing about $2 billion in contract costs spent in the Balkans since December 1995.Brown & Root's open-ended logistics contracts from the Army and Navy --indeed much of the military privatization campaign -- are grounded in a 1992 study the company did for the Defense Department that several analysts said formed the template for privatization of logistics for a downsized U.S. military. Soon after the company delivered the classified study, which reportedly concluded that the Pentagon could save hundreds of billions of dollars by outsourcing, Brown & Root won its first competitively bid logistics contract. Vice President Dick Cheney was defense secretary when the first Brown & Root study was done, and he became chief executive of its parent company...
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... Dyncorp International is a United States based private military contractor and was founded in 1946. • DynCorp receives more than 96% of its annual revenues from the US federal government. • The corporate headquarters is in Falls Church, Virginia. • The company has provided services for the U.S military in several countries including Bolivia, Bosnia, Somalia, Angola, Haiti, Colombia, Kosovo and Kuwait. • DynCorp won the LOGCAP II contract and is one of three contract holders on the current LOGCAP IV( Logistics Civil Augmentation Program ) contract. SERVICES PROVIDED Air operations: DynCorp International provides aviation support .Their air operations include the operation of fixed-wing and rotary aircraft on and around aircraft carriers for either combat or non-combat missions, aviation life support missions, and aerial/satellite imagery. They have also provided air operations support in Iraq, including search and rescue, medical evacuations, and transporting quick reaction forces. Aviation: DynCorp International began as an aviation company in the 1950s and continues to provide aviation support globally. Aviation support including emergency response air programs, aircraft maintenance, theatre aviation support management, helicopter maintenance support, supportability and testing. Emergency response air programme: DynCorp has been works with the California Department...
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...Business Ethics versus Military Ethics January 19, 20115 Business Ethics versus Military Ethics "The ultimate basis for ethics is clear: Human behavior has consequences for the welfare of others. We are capable of acting toward others in such a way as to increase or decrease the quality of their lives. We are capable of helping or harming. What is more, we are theoretically capable of understanding when we are doing the one and when the other. This is so because we have the capacity to put ourselves imaginatively in the place of others and recognize how we would be affected if someone were to act toward us as we are acting toward others" (Elder & Paul, 2003). There are many types of ethics and many ways to incorporate practices to enforce ethics as well as punish violators of ethics requirements. Two categories of ethics that are similar yet different are ethics in Corporate America and ethics in the United States Air Force (U.S.A.F.). First, we need to understand what ethics are. Ethics contributes to the learning what is right or wrong. "Doing the right thing is not as straight forward as conveyed in a great deal of business ethics literature"(McNamara, C. 2003, 6). The definition between corporations and the military provides us with a general description of ethics. Are military and corporate ethics different? Business Ethics in Corporate America The Business ethics concept means many things to many different people. It is coming to know what is "right or wrong in...
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...States Air Force Capital Flyer, in 1997, the Office of management and budget requested a cost comparison or A-76 study, over a three-year period that would affect 700 military and civilian positions within the Federal Government and military entities. The A-76 study reviewed the supply and maintenance operations to determine the effectiveness of maintaining these positions as military and Department of Defense (DOD) civilian entities or privatizing the positions through outsourcing. Contrary to popular belief an A-76 study is not contracting. Its purpose is to create cost savings for the DOD through a competitive sourcing program. “The A-76 circular mandates that the government procure commercially available goods and services from the private sector when it makes economic sense to do so”. (A-76 Cost Comparison Overview, p.1, 2002). The cultural makeup of the organization is active duty and federal employees. The A-76 was implemented before our retirement, we would like to revisit the process and research the outcome and its affect on the organization and its members. This research will uncover some of the problems associated with A-76 studies/processes outside of cost effectiveness. This study will provide the effects outside of cost savings, it will demonstrate the negative affects it has on federal/military personnel jobs, civilian pay, training and the morale of the organization. Premise: The outsourcing/A-76 study was implemented to save governmental dollars and...
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...electronic systems used on military and commercial platforms (L-3 communications; 2011). The company provides services to the U.S. Department of Defense and its prime contractors, U.S. Government intelligence agencies, the U.S. Department of Homeland Security, U.S. Department of State, U.S. Department of Justice, allied foreign governments, domestic and foreign commercial customers and select other U.S. federal, state and local government agencies. L-3 is broken down into multiple business segments ranging from to the U.S. government and C3ISR, Government services which consist of, cyber-security and intelligence, engineering and technical support, training, logistics and support services and commercial enterprises worldwide; which provide upgrading, retrofitting and resetting of fleets necessary to keep virtually any aircraft platform prepared for today’s threats; and Electronic Systems businesses that provide a broad range of products, including components, products, systems and subsystems, and related services to military and commercial customers in several niche markets. L-3 Communications was awarded a $25,683,928 cost-plus-award-fee and cost-plus-fixed-fee contract. This contract modification is for the Modernized User Equipment (MUE) completion effort (L-3 communication, 2011; 10k). This effort corrects MUE receiver card deficiencies that were identified during Functional Qualification Test, in order for the receiver cards to comply with contract requirements. This effort...
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...States Navy James S. Reece Webster University Abstract This paper examines the supply system practices of the United States Navy within the context of naval wide fleet support. In today’s ever changing economy it is imperative that our national security forces stay current with practices and procedures of procurement of the finest materials needed to provide worldwide support for our nations warriors on the ground, airborne, and afloat. The supply system in general is a major player in the fight against terrorism, and national security in today’s society and has played this same critical role in many battles of the past. Without the in depth and vast support of the military supply system, we as Americans may not be walking freely as we do today. From the latest advances in weaponry to the nuts and bolts of each ship or aircraft, the naval supply system has proven to be the department responsible for delivering these vital parts to our security afloat and ashore enhancing combat capability. Throughout this paper I will give a brief history and evolution of the Navy Supply Corps, I will discuss the different aspects and missions of the Naval Supply Systems Command (NAVSUP) to include each major supporting supply department, and I will cover the detailed government contracting process that supports the mission readiness of the United States Navy. My ultimate goal for this paper is to provide a base line understanding on the naval supply system and the methods for acquiring...
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...Over $146 billion was awarded for contracts under in Fiscal Year 2011 (Preweb, 20012). Since the beginning of Fiscal Year 2012 (October 2011), over 12% of government contracts were awarded for Professional, Scientific and Technical Services, second only to Electronics, Computer and Transportation Equipment Manufacturing. “With the Obama Administration's push for agencies to adopt cloud computing, provide more transparency to tax payers and allow more federal employees to engage in telework, IT government contractors in particular should expect significant growth during 2012” (PreWeb). The aforementioned programs support the American Recovery and Reinvestment Act of 2009 which made billions available in government spending available to assist in the economic turnaround. As the government spend billions of additional dollars into the economy, there are numerous firms that has and continue to conduct business with the Federal government. The firm that will be discussed in this paper is Kellogg, Brown and Root Inc (KBR). This paper will highlight the company, what it does and the amount of business it does with the federal government. It will further discuss required actions that enable KBR to be able to participate in federal government contracting process actions and finally it will discuss the required actions that enable KBR to be able to participate in federal government contracting process actions. What that means for potential contractors is numerous opportunities...
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...Position on Military Industrial Complex Catalina M. Young Archbishop Edward A. McCarthy Abstract The “Military Industrial Complex” is a term coined by former President Dwight D. Eisenhower. This refers to the relationship between the nation’s armed forces and the industries that support them. Though its name came about in the 1960s, this relationship between armed forces and private industry dates back centuries. Recent legislation has been passed to help limit the power that this relationship has over defense spending. For any country, military spending is a big part of the national budget. Over time this business transaction has formed into a relationship between the nation’s armed forces and these private defense industries. In his farewell speech, President Eisenhower warned the country of this relationship. He named this relationship as the “military industrial complex.” The military industrial complex (MIC) is commonly applied to the United States’ expenditure in comparison to other nations. The MIC is most often referred to when the cost of military spending comes under scrutiny. How the military industrial complex works is that private companies give money to politicians during elections. Following this politicians then support military projects that will further the interests of these private companies. Then the military buys goods from these companies. This relationship can lead to corruption in the government. This has been happening in the United States...
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...civilian truck drivers cannot be forgiven. Another mistake that the U.S. government made in dispatching their troops in Iraq was signing a contract with corrupted private companies. Due to this vicious contract between the government and the private enterprises, sixty billion dollars were abused. For instance, KBR was a private company which made the most profit by negotiating contracts with the American government. KBR is the subsidiary company of Halliburton, which provided food, water, ice and other necessities to the U.S. military. However, their supplies were substandard. I was curious why the government did not examine KBR closely. In my opinion, it is suspicious that Dick Cheney, the previous vice president of the U.S, was once a CEO of Halliburton. Due to this reason, I think that the government might have signed with KBR as a company providing for the U.S. military. While the private companies were liable for providing the supplies for the war, it is harsh to say that they are accountable for any responsibilities of patriotism or any business ethics. My country, South Korea, is in a ceasefire situation with North Korea at the moment. However, we still suffer from their ruthless provocations. Therefore, we spend astronomical amount of money on expenditures regarding the national defense. In South Korea, there are no private military outsourcing companies. In my own view, I could not understand why the...
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...as the interim OIC for K-BOSSS and the Contract Management Officer for the Area Support Group (ASG-KU). Responsible for USARCENT theater logistical contracts supporting one Security Force (SECFOR) Battalion, one Base Support Battalion, eight Functional Detachments, to include the garrison functional services throughout the four Army Base Camps in Kuwait. Responsible for the oversight and management of the 32 reoccurring reachback contracts executed by the Army Contract Command, Rock Island. Served as the action officer in the requirements development and Quality Control/Quality Assurance (QA/QC) for K-BOSSS projects and contracts budgeted at $2.78B dollars. Responsible for the morale, health, training, and welfare of three officers and...
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...Doctoral Proposal: Exploring the Impact of Outsourcing on a Government Agency By CHARLES KIMANI A Dissertation Presented in Partial Fulfillment Of the Requirements for the Doctorate. Doctor of Management in Organizational Leadership with a Specialization in Information Systems and Technology. University of Dedan Kimathi School of Technology September 2013 Table of Contents CHAPTER 1 - INTRODUCTION ......................................................................................................1 Introduction ..................................................................................... .......................................1 Background of the Problem.............................................................................................................. 2 Problem Statement...................................................................................................................... 4 Purpose Statement ........................................................................................................................5 Significance of the Study......................................................................................
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...million. The loss according to the company was driven primarily by $46 million in charges relating to the legacy LogCAP III. United States of America v. Kellogg Brown & Root, U.S. District Court. A lawsuit filed in federal court in DC by the US Army, alleged that KBR violated the contract by failing to obtain Army authorization for arming subcontractors and allowing the use of private security contractors who were not registered with the Iraqi Ministry of the Interior. The case was dropped by the US but then in 2014 the Armed Services Board of Contract Appeals advised that KBR use of private security contractors did not violate contractual terms with the Army. The ruling will clear the way for KBR to recover $45 million plus interest from the US Government for 2003-2007 services that were rendered. Nature and Reason for the Contract KBR leads the government services world contingency market by providing support to deployed forces around the world under the Logistics Civil Augmentation Program contract (LOGCAP). LOGCAP was created to provide per se an umbrella contract supporting the advanced acquisition planning process for use during wartime or military emergencies. The overall focus is to support and augment the operational strength of the US...
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...The Organizational Challenge: Independent Contractors September 30, 2009 Table of Contents Introduction……………………………………………………………………. 3 Background……………………………………………………………………. .4 Analysis………………………………………………………………………….6 Conclusion……………………………………………………………………….8 References……………………………………………………………………….9 Introduction “Culture” has become a common way of thinking about and describing an organization’s internal world--a way of differentiating one organization’s “personality” from another (Trevino, P-256)). Employees are brought into the organization’s culture through a process called socialization. Through socialization, employees are taught the ropes. Socialization can take place through formal training or mentoring, or through more informal transmission of norms by peers and managers. When effectively socialized, employees behave in ways that are consistent with cultural expectations. Organizational culture is created and maintained through a multifaceted of formal and informal organizational systems. Formally, organizational structure, selection systems, orientation and training programs, rules and policies, and performance management processes all contribute to culture creation and management. Informally, the culture’s norms of daily behavior keep the culture alive and indicate to both insiders and outsiders whether the formal systems represent fact or façade. Culture defines us and reflects the corporate public image. Ethics is an integral part of that organization’s...
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...2B in 2011. Founded in 1997, L-3 maintains headquarters in New York with global locations, including the United Kingdom (UK), North America, Europe, Middle East, Southeast Asia, and Australia. The company is primarily a government contractor in command, control, communications, intelligence, surveillance, and reconnaissance systems (C3ISR). Its services and products also include aircraft maintenance, aircraft modernization, and government services. L-3 also provides numerous electronic systems used in both military and commercial applications. The company has four distinct business segments - Electronic Systems (ESS), National Security Solutions (NSS), Aircraft Modernization & Maintenance (AM&M), and C3ISR. L-3 Business Segmentation Each business segment delivers products and services specific to its market. A brief overview of each segment follows. Electronic Systems. Electronic Systems provides components, systems, and related services to military and commercial customers across several business areas. These areas include power and control, microwave, simulation and training, warrior systems, propulsion systems, marine, undersea warfare, security and detection, avionics and displays, telemetry and advanced technology and...
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