Joint-Base Contracting: A Comparative Analysis of Joint-Base Contracting Activities Between Services

Report Number: NPS-CM-11-166

Series: Contract Management

Category: Joint-Base Contracting

Report Series: Sponsored Report

Authors: Bryce J. Fiacco, Daniel O. Stephens

Title: Joint-Base Contracting: A Comparative Analysis of Joint-Base Contracting Activities Between Services

Published: 2011-11-01

Sponsored By: Acquisition Research Program

Status: Published--Unlimited Distribution

Research Type: Graduate Student

Full Text URL: http://acquisitionresearch.net/files/FY2011/NPS-CM-11-166.pdf

Keywords: Joint-Base Contracting, governance structures, organizational structures, consolidations

Abstract:

The Department of Defense (DoD) recently created 12 joint bases by consolidating the support functions of geographically close bases under the lead of a single Service. The 2005 Base Realignment and Closure (BRAC) Commission recommended the joint-basing initiative based on the expected savings of $183.8 million annually. The objectives of the BRAC process were to achieve cost savings, transformation, improvement of capabilities, and enhancement of military value.
Using a case study approach, this research identified the specific factors that contribute to the organizational successes of joint-base contracting at Joint Base San Antonio (JBSA) and Joint Base Lewis-McChord (JBLM). These factors include processes, governance structures, organizational structures, and communication. This research also identifies barriers to consolidation, as well as compares and contrasts the way JBSA and JBLM operate. Additionally, this research identifies strengths and weaknesses of the approaches the Air Force and the Army use. Thus, by documenting specific enablers and barriers, this research should help to guide the planning and implementation of future consolidations throughout the DoD and other government organizations.