Nuclear submarine design resources at the shipyards, their suppliers, and the Navy may erode for lack of demand. Analysis of alternative workforce and workload management options suggests that the U.S. Navy should stretch out the design of the next submarine class and start it early or sustain design resources above the current demand, so that the next class may be designed on time, on budget, and with low risk.
The U.S. Navy's aircraft carrier fleet must meet the forward presence requirements of theater commanders. With a decreasing fleet size, planners must balance the timing of maintenance, training, and deployment with presence and surge demands. Evaluating multiple one- and two-deployment scenarios per cycle, RAND examines the feasibility of different cycle lengths, their effect on carrier forward presence, and their impact on shipyard workloads.
The more accurately a cost index captures a shipbuilder's risk, the less the Navy should have to pay its shipbuilders. The Navy uses such indexes to correct for significant cost risks outside its shipbuilders' control. A longtime material-cost index in Navy shipbuilding is the steel-vessel index, but it is outdated and volatile. The authors urge the Navy to develop a modern-vessel index that more appropriately represents the materials used today.
This report identifies, describes, and evaluates how well models currently in use define the connection between resources and readiness. Further, the authors examine how models might fit into the larger context of overall force readiness and how the models might be improved to assess readiness accurately.
RAND therefore investigated cost-effective workforce-management strategies, alternative workload allocations, and the relevant best practices of comparable organizations. The authors concluded that the Navy uses practices common in other organizations to manage workload variability and uncertainty. However, the Navy's workload forecasts have consistently underestimated the eventual demand on the shipyards. To accomplish the additional, unplanned work, the Navy has used overtime levels that significantly exceed cost-effective levels."-- P. [4] of cover.
This book analyses UK defence as a complex, interdependent public-private enterprise covering politics, management, society, and technology, as well as the military. Building upon wide-ranging applied research, with extensive access to ministers, policy makers, senior military commanders, and industrialists, the book characterises British defence as a phenomenon that has endured extensive transformation this century. Looking at the subject afresh as a complex, extended enterprise involving politics, alliances, businesses, skills, economics, military practices, and citizens, the authors profoundly reshape our understanding of ‘defence’ and how it is to be commissioned and delivered in a world dominated by geopolitical risks and uncertainties. The book makes the case that this new understanding of defence must inevitably lead to new policies and processes to ensure its health and vitality. This book will be of much interest to students of defence studies, British politics, and military and strategic studies, as well as policy makers and practitioners.
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