Warfare from Waterloo to Mons by Michael Glover

By Michael Glover

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For example, outsourcing of the document conversion process might be appropriate and efficient in some cases. A third step would be to evaluate, in light of the hypothesis or hypotheses that best explain the Navy MSSR experience, the consequences of changing the NAVSEA and NAVAIR’s original MSSR dispositions. In particular, it would be interesting to consider what might happen if the two SYSCOMs chose to reduce their MSSR costs by increasing the number of documents in the “Inactivate,” “Cancel,” and “Transfer PA” categories.

CONCLUSION The analysis and options presented here were briefed to the Navy Acquisition Reform Office on 5 March 1999. At that time, the sponsor concluded it had enough information to make a decision on MSSR. The sponsor invited RAND to attend a meeting of the SYSCOM standardization executives on 16 July 1999 in order to present the findings and assist in implementation approaches as needed. At that meeting, the decision was made to establish a September 1999 deadline for each SYSCOM to complete MSSR with already budgeted funds.

28 Hypothesis 3 NAVAIR & NAVSEA Strategies • NAVAIR – Retain influence: < 30% canceled/transferred – Original emphasis on PRF, but too costly – Emphasize NGS; work closely with industry grps; many NGS are same/similar to MIL-SPECS • NAVSEA – Retain influence: <40% canceled/transferred – Minimal PA transfer – Emphasize PRF R 21 The MSSR strategies adopted by NAVAIR and NAVSEA differed considerably from those adopted by the Air Force and Army. NAVAIR has chosen to retain control over the majority of its documents, canceling or transferring less than 30 percent of them.

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