Joint Base Contracting: A Comparative Analysis of Joint Base Contracting Activities between Services

摘要

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 Closure and Realignment (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 comparing and contrasting the way JBSA and JBLM operate. Additionally, this research identifies strengths and weaknesses of the approaches used by the Air Force and the Army. Thus, by documenting specific enablers and barriers, this research should help to guide the planning and implementation of future consolidations throughout DoD and other government organizations.