Streamlining the Medical Materiel Acquisition Process: Organizing for Success. Volume 3. Briefing Book.

摘要

The Army Medical Department (AMEDD) can improve acquisition management by effectively integrating the efforts of the organizations participating in the process. One step in that direction is to establish a Deputy Surgeon General for Acquisition DSG(A) to provide the central direction, control, and decision authority. That step is only the first; the current AMEDD organizational structure must also be changed. The changes should clarify and improve relationships between acquisition process participants - the DSG(A), user combat developer, materiel developer, and logistician. Our analysis of relationships reveals a role for the medical research community, and we include that role in the acquisition process. We acknowledge its participation by modifying our initial recommendation for a DSG(A) to a recommendations that the AMEDD establish a Deputy Surgeon General for Research and Acquisition DSG(RA). Successful acquisition projects display certain characteristics. Correctly realigning roles and responsibilities and restructuring relationships can produce organizations that demonstrate those characteristics. Such organizations have small, well-trained, and experienced staffs that communicate effectively; execute a stable program committed to the requirements; report value adding information; operate in short, clear command channels; and focus on improving system development efforts through more RD involvement in nondevelopmental item acquisition strategies. (TTL)