Related Publications

Defense Business Transformation

By: Jacques Gansler, William Lucyshyn

December 01, 2009

The Department of Defense (DoD) is the largest organization in the world, with operations that span a broad range of agencies, activities, and commands. With an annual budget over $500 billion, DoD employs millions of people that operate worldwide and maintains an inventory system that is an order of magnitude larger than any other in the world. However, the business systems used to manage these resources are outdated and inefficient. DoD relies on several thousand, non-integrated, and non-interoperable legacy systems, that are error prone, redundant, and do not provide the enterprise visibility necessary to make sound management decisions.

Defense Business Transformation

Acquisition of Mine-Resistant, Ambush-Protected (MRAP) Vehicles: A Case Study

By: Jacques Gansler, William Lucyshyn, William Varettoni

March 01, 2010

As the largest and fastest industrial mobilization since World War II, the Mine-Resistant Ambush-Protected (MRAP) vehicle program is a testament to the scale and efficiency possible when government and industry collaborate with a sense of urgency, patriotism, and pragmatism. Public pressure over rising casualty numbers, intense political scrutiny, and support from the highest levels of government all combined into a set of unique circumstances. Given great uncertainty in the nature of future security issues, however, urgent and unforeseen needs will frequently press the procurement system. The MRAP program, precisely because of its size and scope, brings into sharp relief the merits and deficiencies of the current system for rapid acquisitions.

Acquisition Of MRAP Vehicles

Partnered Government: The Whole is Greater than the Sum of the Parts

By: Jacques Gansler, William Lucyshyn

January 01, 2010

The 21st century has ushered in a series of major challenges for our country. The list is staggering, and includes, most importantly, national security; but the other challenges are near equal in importance: health care, energy, environment, education, aging infrastructure, and the fiscal crisis, to name a few. Most, if not all, of these challenges are complex and largely open-ended. In order to respond to these challenges, federal agencies will need to create solutions, often in areas generally unfamiliar to public entities. As a result, federal agencies will need to partner with private and non-profit entities to develop and manage these solutions, and to provide the resultant services – with, of course, the government in the management and oversight role (as the ultimately responsible party, but with significant support from the private and non-profit sectors). Much of the government’s work is already done through this type of partnering.

Partnered Government

The Current State of Performance Based Logistics and Public-Private Partnerships for Depot-Level Maintenance: Operating Models, Outcomes, and Issues

By: Amelia Cotton Corl, Jacques Gansler, Lisa H. Harrington, William Lucyshyn

October 01, 2010

This Report provides an in-depth look at the current state of performance-based logistics (PBL)1 as relates to the U.S. Department of Defense’s weapons system maintenance depots. The Report also reviews the public-private partnerships (PPPs) that execute these PBL contracts from the vantage point of success/outcomes, challenges, lessons learned and emergence of best practices in managing these often-complex public- private relationships.

The Current State of Performance Based Logistics

Toward A Valid Comparison Of Contractor And Government Costs

By: Jacques Gansler, William Lucyshyn, John Paul Rigilano

November 01, 2011

In this report, we show that the prevalent methods for comparing contractor employees with government employees, in terms of overall cost, are generally inadequate. Too often, government labor rates are directly compared with the cost of procuring a service from a contractor. Needless to say, such comparisons fail to account for the full range of costs. Part of the problem is that a comprehensive, standardized methodology to compare costs has yet to be articulated. We contend that a meaningful analysis must occur in a multi-dimensional space that includes the following factors: direct costs, indirect costs (i.e., overhead), the military or government civilian rotation base, contractor agility and scalability, and the benefits from competition. At present, however, the make-or-buy decision that leaders regularly face is based, it seems, on little more than intuition or preconceived bias.

Toward A Valid Comparison Of Contractor And Government Costs