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Much of its business centered on creating large computer systems for various government entities. It created a large accounting system for New York City during the city's recovery from its fiscal crisis in the late 1970s, and won an award for the Defense Department's Standard Procurement System in 1997. [3]
Improve financial stewardship to the American people; The Defense Business Systems Management Committee, chaired by the Deputy Secretary of Defense, led the Transformation endeavor. The BTA was intended to serve as a catalyst for transformation by coordinating and integrating transformation activity at the DoD enterprise level.
The primary purpose of the IMP—and the supporting detailed schedules of the IMS—is their use by the U.S. Government and Contractor acquisition team as the day-to-day tools for the planning, executing, and tracking program technical, schedule, and cost status, including risk mitigation efforts. [7]
The Defense Business Board in the United states was established in 2001 [1] as a complement to broader transformation efforts in the Department of Defense to move from an overly burdensome bureaucracy to a more streamlined, effective organization. The board consists of approximately twenty private sector executives with experience in business ...
BAE Systems Inc. (formerly BAE Systems North America) is an American subsidiary of British multinational defense, security, and aerospace company BAE Systems plc.The American subsidiary operates under a Special Security Agreement which allows it to work on some of the most sensitive United States defense programs despite its foreign ownership. [2]
Foreign governments submit a Letter of Request (LOR) to a U.S. government Security Cooperation Organization (SCO), typically the Office of Defense Cooperation within the U.S. embassy in that country or directly to the DSCA or to a U.S. military department (Department of the Army, Department of the Navy or Department of the Air Force) or another Defense Department agency. [4]
For example, the "just-in-time" (JIT) model emphasizes holding less (or no) inventory, whereas in military supply chains, due to the high costs of a stock-out (potentially placing lives in danger), keeping huge inventory is a more acceptable practice. Some examples of these are the ammunition dump and oil depot.
This requirement to improve effectiveness and efficiency comes from established laws for "achieving an integrated management system for business support areas within the Department of Defense" (e.g. Government Performance and Results Act of 1993 and section 904 of Public Law 110-181 of the National Defense Authorization Act 2008).