Accession Number : ADA591938


Title :   An Internal, Demand-Side Approach Toward Implementing Strategic Sourcing: Political, Legal, and Economic Considerations


Descriptive Note : Conference paper


Corporate Author : MARYLAND UNIV UNIVERSITY COLL ADELPHI MD


Personal Author(s) : Fallon, John ; Reed, Timothy


Full Text : https://apps.dtic.mil/dtic/tr/fulltext/u2/a591938.pdf


Report Date : 01 Apr 2013


Pagination or Media Count : 25


Abstract : A commonly cited criticism of the Department of Defense (DoD) is inefficiency in its acquisition process that leads to a high potential for waste. The purpose of this study is to explore whether the DoD's institutional setting and related bureaucratic structure prohibit leaders and policymakers from effectively implementing private sector best practices related to strategic sourcing, especially demand management. Demand management requires an organizational mindset supporting the governance of production and consumption within a commodity group. A qualitative, case study research methodology was used to explore whether the DoD's institutional framework permitted the utilization of strategic sourcing processes, such as demand management. Gortner, Mahler, and Nicholson's theoretical framework and related argument that public and private sector organizations differ from each other according to three distinct mediums (legal, economic, and political) was applied. The study also applied the theory and research asserted by Chubb and Moe (1990) to determine whether their findings -- that the institution itself and its outdated bureaucratic processes are the root causes of inadequate performance -- also apply to the DoD acquisition system. We proposed the following three research questions: (1) To what extent does the DoD acquisition structure limit its ability to practice strategic sourcing?; (2) Given certain DoD initiatives, what variables/modifications were instituted that promoted successful strategic sourcing practices?; and (3) Is it possible to mirror these successful examples and apply them on an enterprise-wide basis across the DoD acquisition platform? This research effort focused on the United States Air Force and its Strategic Sourcing Program Management Office (SSPMO), referred to as the Air Force's Enterprise Sourcing Group (ESG).


Descriptors :   *AIR FORCE PROCUREMENT , *DEMAND(ECONOMICS) , *DEPARTMENT OF DEFENSE , *LOGISTICS MANAGEMENT , *MILITARY PROCUREMENT , *ORGANIZATION THEORY , CASE STUDIES , CORPORATIONS , LEADERSHIP , LEGISLATION , SYMPOSIA


Subject Categories : Administration and Management
      Military Forces and Organizations
      Logistics, Military Facilities and Supplies


Distribution Statement : APPROVED FOR PUBLIC RELEASE