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The Department of the Navy wants to improve shore installation operations, readiness, and management by skillfully leveraging state-of-the-market technologies and business methods such as outsourcing, privatization, and partnerships with state and local governments, with a goal of reduced cost of infrastructure. For the Navy itself, where all forces float or fly, the shore establishment is synonymous with infrastructure, which includes "all activities that provide sup port or control of forces from fixed bases of operation."
Navy leadership is searching for ways to finance urgent fleet recapitalization despite severely limited resources. This study exposes the enormity of the recapitalization challenge using budget forecasting and ratio analysis to frame potential trade-offs among major Navy appropriations that would achieve programmed procurement targets. The authors illustrate the organizational and operational challenges associated with even small trade-offs and also examine the increasingly common practice of competitive sourcing using private-sector risk criteria popularized in business literature. Their research suggests that current recapitalization goals are financially untenable without significant Defense restructuring. Using a Marine Corps rescission example, they show that implementing the trade-offs suggested by the analysis would challenge the very way DoD does business. However, they also find that the early success of Sea Enterprise in identifying business efficiencies offers the best promise for success. The authors caution that competitive sourcing must not be purely cost-driven, but rather a strategic approach to managing risk. They offer perspectives and considerations beyond the outsourcing roadmap currently provided by OMB Circular A-76. This study is intended for Navy leaders and other stakeholders who are evaluating the factors constraining fleet re-capitalization, considering the practical ramifications of looming financing decisions, and weighing the strategic and operational risks of competitive sourcing. (2 tables, 9 figures, 45 refs.).
Navy leadership is searching for ways to finance urgent fleet recapitalization despite severely limited resources. This study exposes the enormity of the recapitalization challenge using budget forecasting and ratio analysis to frame potential trade-offs among major Navy appropriations that would achieve programmed procurement targets. The authors illustrate the organizational and operational challenges associated with even small trade-offs and also examine the increasingly common practice of competitive sourcing using private-sector risk criteria popularized in business literature. Their research suggests that current recapitalization goals are financially untenable without significant Defense restructuring. Using a Marine Corps rescission example, they show that implementing the trade-offs suggested by the analysis would challenge the very way DoD does business. However, they also find that the early success of Sea Enterprise in identifying business efficiencies offers the best promise for success. The authors caution that competitive sourcing must not be purely cost-driven, but rather a strategic approach to managing risk. They offer perspectives and considerations beyond the outsourcing roadmap currently provided by OMB Circular A-76. This study is intended for Navy leaders and other stakeholders who are evaluating the factors constraining fleet re- capitalization, considering the practical ramifications of looming financing decisions, and weighing the strategic and operational risks of competitive sourcing. (2 tables, 9 figures, 45 refs.)
Naval Aviation, faced with budgetary pressures, decreasing buying power and increasing costs of aircraft and equipment, realized it had to change the way it did business in order to recapitalize. The Naval Aviation Enterprise (NAE) was formed to implement the aviation components of Sea Power 21 and Sea Enterprise, including modernization and recapitalization. Through the implementation of AIRSpeed, the NAE strives to provide the right amount of readiness at the right cost, so that money can be saved and returned to the Navy and Marine Corps to recapitalize the Fleet. This thesis examines the NAE's effort to generate measurable cost savings toward recapitalization. The background and implementation of AIRSpeed are reviewed. It identifies cost savings attributed to AIRSpeed initiatives and investigates the relationship between costs savings and reinvestment and recapitalization. The results of this thesis reveal that the NAE is achieving measurable cost savings, but the cost saving has not been made available for recapitalization. The thesis reveals some identifiable organizational challenges and change issues that inhibit the achievement of NAE s goals. These findings are used to develop and present a series of recommendations to assist the leadership to further align AIRSpeed programs with the recapitalization vision.
The ability of the United States Air Force (USAF) to keep its aircraft operating at an acceptable operational tempo, in wartime and in peacetime, has been important to the Air Force since its inception. This is a much larger issue for the Air Force today, having effectively been at war for 20 years, with its aircraft becoming increasingly more expensive to operate and maintain and with military budgets certain to further decrease. The enormously complex Air Force weapon system sustainment enterprise is currently constrained on many sides by laws, policies, regulations and procedures, relationships, and organizational issues emanating from Congress, the Department of Defense (DoD), and the Air Force itself. Against the back-drop of these stark realities, the Air Force requested the National Research Council (NRC) of the National Academies, under the auspices of the Air Force Studies Board to conduct and in-depth assessment of current and future Air Force weapon system sustainment initiatives and recommended future courses of action for consideration by the Air Force. Examination of the U.S. Air Force's Aircraft Sustainment Needs in the Future and Its Strategy to Meet Those Needs addresses the following topics: Assess current sustainment investments, infrastructure, and processes for adequacy in sustaining aging legacy systems and their support equipment. Determine if any modifications in policy are required and, if so, identify them and make recommendations for changes in Air Force regulations, policies, and strategies to accomplish the sustainment goals of the Air Force. Determine if any modifications in technology efforts are required and, if so, identify them and make recommendations regarding the technology efforts that should be pursued because they could make positive impacts on the sustainment of the current and future systems and equipment of the Air Force. Determine if the Air Logistics Centers have the necessary resources (funding, manpower, skill sets, and technologies) and are equipped and organized to sustain legacy systems and equipment and the Air Force of tomorrow. Identify and make recommendations regarding incorporating sustainability into future aircraft designs.
Updated 12/10/2020: In December 2016, the Navy released a force-structure goal that callsfor achieving and maintaining a fleet of 355 ships of certain types and numbers. The 355-shipgoal was made U.S. policy by Section 1025 of the FY2018 National Defense AuthorizationAct (H.R. 2810/P.L. 115- 91 of December 12, 2017). The Navy and the Department of Defense(DOD) have been working since 2019 to develop a successor for the 355-ship force-level goal.The new goal is expected to introduce a new, more distributed fleet architecture featuring asmaller proportion of larger ships, a larger proportion of smaller ships, and a new third tier oflarge unmanned vehicles (UVs). On December 9, 2020, the Trump Administration released a document that can beviewed as its vision for future Navy force structure and/or a draft version of the FY202230-year Navy shipbuilding plan. The document presents a Navy force-level goal that callsfor achieving by 2045 a Navy with a more distributed fleet architecture, 382 to 446 mannedships, and 143 to 242 large UVs. The Administration that takes office on January 20, 2021,is required by law to release the FY2022 30-year Navy shipbuilding plan in connection withDOD's proposed FY2022 budget, which will be submitted to Congress in 2021. In preparingthe FY2022 30-year shipbuilding plan, the Administration that takes office on January 20,2021, may choose to adopt, revise, or set aside the document that was released on December9, 2020. The Navy states that its original FY2021 budget submission requests the procurement ofeight new ships, but this figure includes LPD-31, an LPD-17 Flight II amphibious ship thatCongress procured (i.e., authorized and appropriated procurement funding for) in FY2020.Excluding this ship, the Navy's original FY2021 budget submission requests the procurementof seven new ships rather than eight. In late November 2020, the Trump Administrationreportedly decided to request the procurement of a second Virginia-class attack submarinein FY2021. CRS as of December 10, 2020, had not received any documentation from theAdministration detailing the exact changes to the Virginia-class program funding linesthat would result from this reported change. Pending the delivery of that information fromthe administration, this CRS report continues to use the Navy's original FY2021 budgetsubmission in its tables and narrative discussions.
This updated resource provides a more comprehensive history, including: Iran's Persian imperial past, the spread of Islam, and the Iran-Iraq War The Islamic Revolutionary Guard Corps Navy (IRGCN) emphasizes an asymetric doctrine to ensure national security in the Persian Gulf against regional neighbors and foreign presence. The Islamic Republic of Iran Navy (IRIN) employs a more conventional doctrine and focuses on forward presence and naval diplomacy. Both navies have considerable equities and are well positioned to influence and leverage the Strait of Hormuz; a vital chokepoint for the flow of resources and international commerce. Illustrated with organizational charts, and photos of key Iranian leaders, including commanders within the Navy Command and Control Leadership, as well as rank insignia graphics, maps, ships, aircrafts, missile images, and more. Check out ourMiddle East resources collection for more resources on this topic. You may also be interested in ourForeign Military History collection Other products produced by theUnited States Navy
Examines how intellectual and institutional developments transformed the US Navy from 1873 to 1898. These dates bracket a dynamic quarter-century during which Americans witnessed their navy transform from a modest imperial constabulary into a powerful mechanized force designed principally for national defense.