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The R AND Corporation is a nonprofit institution that helps improve policy and decisionmaking thr... more The R AND Corporation is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors. R ® is a registered trademark.
: Pre-Planned Product Improvement (P31) is a weapon system acquisition strategy formulated in the... more : Pre-Planned Product Improvement (P31) is a weapon system acquisition strategy formulated in the late 1970s in a response to the high development costs of new systems, lengthening acquisition intervals, increasing age of current inventories, constrained budgets, and various technology trends. It is founded on the assumption that quality enhancement modification of existing inventory systems is a cheaper and quicker way to modernize than the development of entirely new systems. The P31 strategy is aimed at facilitating this process; its central element is the design of new systems from their origins to accommodate future quality upgrades. Discussion of the merits and disadvantages of P3I, however, remains abstract and theoretical. This Note reviews the circumstances that led to the formulation of P3I, clarifies the implications of the concept and offers an initial assessment of the policy as applied to aircraft systems based on a careful and extensive examination of past major aircr...
This document and trademark(s) contained herein are protected by law. This representation of RAND... more This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions. The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.
: When an offeror in an Air Force source selection believes that the Air Force has made an error ... more : When an offeror in an Air Force source selection believes that the Air Force has made an error that is large enough to change the outcome of the source selection, the offeror can file a protest with the Office of General Counsel of the GAO. Following a review, if GAO agrees that a significant error has occurred, it can suggest how the Air Force should correct the error. GAO cannot force the Air Force to follow its recommendation, but if the Air Force does not, GAO must report this to Congress. The Air Force almost always follows GAO recommendations when GAO sustains a bid protest. GAO sustained protests in two recent, large, and highly visible Air Force acquisitions: the CSAR-X helicopter program in 2007 and the KC-X aircraft program in 2008. Both precipitated broad criticism of how the Air Force conducts source selections. As a result of the KC-X protest sustainment, OSD temporarily suspended the Air Force's control of the KC-X program source selection. In addition, complicat...
This PDF document was made available from www.rand.org as a public service of the RAND Corporatio... more This PDF document was made available from www.rand.org as a public service of the RAND Corporation. Jump down to document6 The RAND Corporation is a nonprofit research organization providing objective analysis and effective solutions that address the challenges facing the public and private sectors around the world. Support RAND Purchase this document
This PDF document was made available from www.rand.org as a public service of the RAND Corporatio... more This PDF document was made available from www.rand.org as a public service of the RAND Corporation. Jump down to document6 The RAND Corporation is a nonprofit research organization providing objective analysis and effective solutions that address the challenges facing the public and private sectors around the world. Support RAND Purchase this document
IaAnecdotal evidence suggests that experience plays a critical role in the cost-effectiveness des... more IaAnecdotal evidence suggests that experience plays a critical role in the cost-effectiveness design and development of successful military aircraft. Understanding the true situation may be essential to meet Air Force needs despite declining R&D budgets, few new programs starts, and industry contraction. To examine this issue, the authors explore the history of U.S. bomber production since the end of World War I. They conclude that relevant experience does, indeed, matter-firms develop valuable system-specific knowledge in ongoing work, and experience in important new technologies has a distinct advantage. There is far less correlation between commercial and aircraft than was once thought, so such experience is unlikely to be useful. And since major breakthroughs in technology, design approaches, and concepts have come far more often from government !nbs !han from the commercial se.tor, the cntribNition of "dual-use" technology to future military aircraft design and development may be limited. .536.
The R AND Corporation is a nonprofit institution that helps improve policy and decisionmaking thr... more The R AND Corporation is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors. R ® is a registered trademark.
: Pre-Planned Product Improvement (P31) is a weapon system acquisition strategy formulated in the... more : Pre-Planned Product Improvement (P31) is a weapon system acquisition strategy formulated in the late 1970s in a response to the high development costs of new systems, lengthening acquisition intervals, increasing age of current inventories, constrained budgets, and various technology trends. It is founded on the assumption that quality enhancement modification of existing inventory systems is a cheaper and quicker way to modernize than the development of entirely new systems. The P31 strategy is aimed at facilitating this process; its central element is the design of new systems from their origins to accommodate future quality upgrades. Discussion of the merits and disadvantages of P3I, however, remains abstract and theoretical. This Note reviews the circumstances that led to the formulation of P3I, clarifies the implications of the concept and offers an initial assessment of the policy as applied to aircraft systems based on a careful and extensive examination of past major aircr...
This document and trademark(s) contained herein are protected by law. This representation of RAND... more This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions. The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.
: When an offeror in an Air Force source selection believes that the Air Force has made an error ... more : When an offeror in an Air Force source selection believes that the Air Force has made an error that is large enough to change the outcome of the source selection, the offeror can file a protest with the Office of General Counsel of the GAO. Following a review, if GAO agrees that a significant error has occurred, it can suggest how the Air Force should correct the error. GAO cannot force the Air Force to follow its recommendation, but if the Air Force does not, GAO must report this to Congress. The Air Force almost always follows GAO recommendations when GAO sustains a bid protest. GAO sustained protests in two recent, large, and highly visible Air Force acquisitions: the CSAR-X helicopter program in 2007 and the KC-X aircraft program in 2008. Both precipitated broad criticism of how the Air Force conducts source selections. As a result of the KC-X protest sustainment, OSD temporarily suspended the Air Force's control of the KC-X program source selection. In addition, complicat...
This PDF document was made available from www.rand.org as a public service of the RAND Corporatio... more This PDF document was made available from www.rand.org as a public service of the RAND Corporation. Jump down to document6 The RAND Corporation is a nonprofit research organization providing objective analysis and effective solutions that address the challenges facing the public and private sectors around the world. Support RAND Purchase this document
This PDF document was made available from www.rand.org as a public service of the RAND Corporatio... more This PDF document was made available from www.rand.org as a public service of the RAND Corporation. Jump down to document6 The RAND Corporation is a nonprofit research organization providing objective analysis and effective solutions that address the challenges facing the public and private sectors around the world. Support RAND Purchase this document
IaAnecdotal evidence suggests that experience plays a critical role in the cost-effectiveness des... more IaAnecdotal evidence suggests that experience plays a critical role in the cost-effectiveness design and development of successful military aircraft. Understanding the true situation may be essential to meet Air Force needs despite declining R&D budgets, few new programs starts, and industry contraction. To examine this issue, the authors explore the history of U.S. bomber production since the end of World War I. They conclude that relevant experience does, indeed, matter-firms develop valuable system-specific knowledge in ongoing work, and experience in important new technologies has a distinct advantage. There is far less correlation between commercial and aircraft than was once thought, so such experience is unlikely to be useful. And since major breakthroughs in technology, design approaches, and concepts have come far more often from government !nbs !han from the commercial se.tor, the cntribNition of "dual-use" technology to future military aircraft design and development may be limited. .536.