Strategic Quality Management Within Dod Acquisition

The process the U.S. Army utilizes to fill the units they design with personnel to fight and win the nation's wars, equipment to own the air and the night, money to put fuel into the vehicles and bullets in the weapons, and facilities to house the soldiers and their families in is the Acquisition process. The army cannot continue without new soldiers to fill its ranks or weapons and bullets to destroy the enemy, this phase is the building block for the Army Organizational Life Cycle Model and helps dictate training and the rest of the model forward.

Andrei Octavian PARASCHIVESCU and Florin Mihai CAPRIOARA depict the way companies may enhance the performance quality known as a performance action plan, in providing to employees the opportunity to reach a quality performance while holding them liable for past performance. In addition, both authors argue that it is vital to open a true dialog and feedback from the voice of the customers to the stakeholders. Thus, managers must expand a Strategic Quality Management approach to build an affiliation between the corporate strategy and the quality management policy. In this article summary, we will focus on the method; organizations can widen an inspiring Strategic Quality Management approach, through the core concepts of SQM. Moreover also, we will demonstrate new methods of using SQM to improve, and sustain businesses expansion.

This paper will thoroughly define and explain planning and mitigation. Additionally, it will cover several factors that play a role in each category. Specifically, this paper will look into several phases of planning to include: continuity of operations; mission essential functions; planning development; and preparedness. Furthermore, it will look what types a factors should be looked at when making an organizations plans. In addition, this paper will look at mitigating risks, specifically cyber and physical risk mitigation and some of the different approaches risks can be mitigated. Finally, this paper will briefly look at the Department of Defense’s Operational Risk Management process and how it ties planning and mitigation together.

Funds of the correct amount and appropriation must be planned and programmed into the Army budget, in general, 2 years before they are needed. In the program and budget process, funding requests are initiated and reviewed annually. Congress appropriates funds for RDTE (Title IV, DOD Appropriations Act) and Procurement (Title III, DOD Appropriations Act), as part of the annual Defense Appropriation Act. The RDTE and procurement budget requests must first be approved by DOD, submitted to Congress by the President, and then be authorized and appropriated in 2 separate Congressional actions before any money can be spent. In the year of budget execution, the Army may reprogram funds, except for Congressional interest items, within an appropriation

The first issue suggests best practices and leading practices in acquisition management should be reviewed. Implementing policies through acquisitions should be clear and consistent. Clearly defining roles and responsibilities of key stakeholders ensuring the functions of acquisition activities. Countering overseas threats is the second issue that should be focused on by policy makers. Over the past decade, the US has invested tens of billions of dollars in countering overseas threats. The GAO has recently issued reports recommending; oversight on funds allocated for countering the Islamic State of Iraq and Syria, vetting US security assistance for terrorist affiliations, counternarcotics, and mitigating terrorist and other threats to US citizens overseas. “The Department of Homeland Security (DHS) has made progress in improving its management functions (acquisition, financial, human capital, and information technology (IT), but considerable work remains for DHS to address key challenges that hinder its ability to accomplish its missions

Under new Department of Defense regulations (DFARS 252.204-7012) all US Defense contractors are required to implement or to have a plan to implement new security protocols that are aimed at protecting sensitive (and above) information in the cyber realm.

Between the time initial MRAP tests were conducted and the initial approval in 2006, the military was transitioning away from the original Requirements Generation System (RGS) to the current JCIDS. Requirements from the field through each service branch drove the RGS process resulting in standalone solutions to specific threats often not considering non-material alternatives. “JCIDS provides systematic, integrated and interoperable material and non-material solutions to capability needs.” JCIDS determines requirements from the top and develops joint solutions with long term sustainment plans. The JROC is the final approving authority within JCIDS before passing the requirement to the acquisition process. During this transition the JROC membership remained unchanged but they did change from last to first approving authority in the major defense acquisition program process. This

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.

The Mine Resistant Ambush Protective (MRAP) program featured remarkable speed of development and production at the time the United States shifted its counterinsurgency strategy in Iraq. The controversy over the MRAP program revolved around the three year delay from when the field initially identified its need until its production. This paper asserts that while MRAP development and production speed was impressive, the slow reaction to the enemy’s Improvised Explosive Device (IED) capability and the lack of doctrine and concept development led to delay. To support this position, this essay describes the strategic environment with its competing efforts, and it compares the MRAP acquisition to normal Major Defense Acquisition Programs (MDAP). Furthermore, it recommends rapid acquisition of other MDAPs of equivalent strategic importance and urgency, and it highlights the key roles of senior leaders, the Services and the CCMDs within the MRAP acquisition process.

Just about anyone of working age has been around a new project at work. Everyone has an opinion on how it should be completed. Disagreements are almost guaranteed. How these are solved is usually by the supervisor considering all recommendations and determining the path. This is a fairly easy process, however when dealing with the Department of Defense (DoD) joint acquisition process, the development of a new weapons system is much more in depth. With a diminishing budget and higher costs associated with new weapons systems the DoD has leaned more towards joint acquisition programs. This decisions improves logistics, interoperability of the services, and saves money. The DoD’s supervisor in the above scenario is better known as the joint Program Manager (jPM). The jPM’s role is vital to the success of joint acquisitions, by utilizing His or Her special skills, and could be a dream job for someone with aspirations for greatness.

This paper will describe the role of the logistician throughout United States Department of Defense acquisition programs and strategies. It will be chronologically approached from design, planning, demonstration, refinement and sustainment phases. The role of the logistician will be characterized as paramount to the overall success of acquisition efforts and ultimate success of our fighting men and women in the field.

I agree wholeheartedly with both you and James….and so does the Army Chief of Staff, the Army’s acquisition program and processes must become more flexible, expedited and innovative keep up with the ever changing security environment facing the U.S. and for the troops on the ground executing the mission.

Acquisition planning and documentation is an important factor for any vendor wanting to do business with the government. The acquisition plan will ensure acquisition objectives to include technical, business, management and other important factors that will control the acquisition, which are addressed and consistent with applicable U.S Statutes while ensuring the best interest of the government is secure.

Managers use planning to choose an application of organizational goals, and to ascertain courses of action that provide the most likely scenario of success. Managers participate in an array of planning activities throughout the course of their work, to acquire organizational or departmental goals (Baak, 2014). Business management’s organizational planning stages typically consist of assessing the environment, determining organizational goals, creating plans, and allocating resources (Baak, 2014). In military planning, there are numerous levels of complexity and variety during the planning processes. Typically, military planning will focus on the task, the reason leading to the task, environmental factors, human resource allocation, asset allocation, leadership structure, and timeline. Each of these areas has a

This study will explore that Strategic Quality management’s contribution towards economic expansion, which provide analytical outlook of their internal capabilities and external prospects.