Search results for ""Author Andrew P. Hunter""

This paper garners information crucial to understanding business growth for new entrants and small businesses who contract with the federal government by utilizing publicly available contracting data from the Federal Procurement Data System (FPDS) to track new entrants from 2001-2016. This information is then used to evaluate entrances, exits, and status changes among federal vendors with the purpose of comparing challenges faced by small businesses with those of larger ones. Measuring market trends over time and in multiple sectors shows how the challenges facing small businesses, such as market barriers to entry and imperfect competition, keep them from growing. The final results compare the survival rates between small and non-small new entrants contracting with the federal government and analyze the graduation rates for those small new entrants who grew in size during the observation period and survived after ten years. The study finds that around 40 percent of new entrants exit the market for federal contracts after three years, around 50-60 percent after five years, and only about one-fifth of new entrants remain in the federal contracting arena in the final year of observation. Across the six samples studied, thegraduation rates of small businesses consistently decrease.

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With the advent of the information age, both commercial industry and the Department of Defense are moving towards complex R&D-intensive systems over the simpler, mass-produced systems of the industrial age. This CSIS report analyzes the historical trends in the relationship of production costs to development costs in complex acquisition programs. To understand this phenomenon, the study team examines it at two different levels. The first is the macro investment level where portfolio management trade-offs are made between aggregate development and procurement and between programs. The second level is individual programs where the ambitions of the program and the underlying technology shape the resources required for a program to complete development.

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This report analyzes the current state of affairs in defense acquisition by combining detailed policy and data analysis to provide a comprehensive overview of the current and future outlook for defense acquisition. This analysis will provide critical insights into what DoD is buying, how DoD is buying it, from whom is DoD buying, and what are the defense components buying using data from the Federal Procurement Data System (FPDS). This analysis provides critical insights into understanding the current trends in the defense industrial base and the implications of those trends on acquisition policy.

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CSIS's The Future of Military Engines looks at the state of the U.S. military engine industrial base and the choices confronting policymakers at the Department of Defense (DoD). The military engine industrial base is closely tied to the industrial base for commercial engines. U.S. engine providers use many of the same facilities and largely the same supply chain for military and commercial engines. The ability to leverage commercial supply chains is critical because supply chain quality underlies the performance advantage of U.S. military engines, both for individual aircraft and military aircraft fleets. International competitors such as Russia and China are seeking to overtake the U.S. in engines. However, the current U.S. advantage is sustainable if it is treated as a national priority. Many military aircraft, especially fighters, require engines with important differences from commercial aircraft. They fly different flight profiles and perform different jobs. These differences mean that while DoD can leverage the commercial engine industrial base, it must also make investments to sustain the industrial base’s unique military components. In the next few years, DoD investment in military engines is projected to decrease significantly, particularly for R&D. This presents a challenge as military-unique engineering skills are highly perishable. Four major policy choices confront DoD as it formulates its investment approach to military engines going forward: 1) Priority, 2) Resources, 3) Business Model, and 4) Competition. The DoD is at an inflection point for engine investment, and the time for choosing on these four key policy questions will come in the next few years.

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