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The Weapon Systems Acquisition Reform Act (WSARA) was enacted in 2009 to improve Department of Defense public procurement processes and limit cost overruns in major acquisition programs.

Seven years later, the authors investigate the effects of WSARA on cost overruns for major Air Force acquisition programs and then conduct an exploratory case study specifically targeting WSARA impacts on the Operations and Support phase of a program’s life cycle.

The authors find that while there are some positive impacts on cost overruns in limited areas, the majority of the models demonstrate either no statistically significant effect from WSARA or an increase in cost overruns post implementation.

These findings are consistent with much of the literature on the historical ineffectiveness of previous acquisition reforms to ameliorate cost overruns.

Discusses QP4, the TQM programme developed by the US Air Force Logistics Command in the late 1980s, which enabled it to win the President′s Award for Quality in 1991.

APPLIED Technology, Middle East and European marketing and technical support representative of PF Industries Inc, will exhibit ground support equipment supplied to airlines worldwide.

This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.

This article surveys the literature dealing with theory and applications of life cycle costing (LCC). It deals with the literature published in the last 25 years and provides 667 references.

Each of the four objectives can be applied within the military training environment. Military training often requires that soldiers achieve specific levels of performance or proficiency in each phase of training. For example, training courses impose entrance and graduation criteria, and awards are given for excellence in military performance. Frequently, training devices, training media, and training evaluators or observers also directly support the need to diagnose performance strengths and weaknesses. Training measures may be used as indices of performance, and to indicate the need for additional or remedial training.

This aircraft, or more exactly this integrated weapons system, is undoubtedly of major importance to both the British aircraft industry and the Royal Air Force. It is beyond question the most exacting project which the British industry has undertaken and as such has demanded adoption of the latest techniques, materials, equipment and management procedures as well as pursuit of research and development programmes on an unprecedented scale. In terms of air power, this system represents a substantial advance on any comparable aircraft or system currently in service and will give the Royal Air Force a strike and reconnaissance capability at high and low level which is possibly unmatched by any other air force in the world. The design philosophy of the TSR‐2 as it applies to an aircraft designed primarily for the high‐speed, low‐level strike/reconnaissance role was described in detail in the December 1963 issue of Aircraft Engineering (Ref. 1) but since that initial appraisal of the TSR‐2 was written some eleven months ago, there has been a gradual release of further information concerning the aircraft, its systems, power plant and equipment. It is the purpose of this article to bring the story up to date in that particular context, although it should be emphasized that the TSR‐2 is still subject to the strictest security embargo and it will be many years before a detailed study of the complete weapons system can be published. It is not intended to cover the same ground as the earlier article (Ref. 1) attempted but, before proceeding to detailed consideration of the systems, a brief overall description of the aircraft is given for the sake of completeness.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

The growing defence budget has generated renewed public debate over the high cost of military weapon systems. This debate centres on the problem of obtaining some “maximum defence” given a somewhat flexible budget constraint. One of the basic tenets in this debate was stated by Gansler:

Aeronautical & General Instruments Ltd, will exhibit their R 128 recording cameras, designed to photograph the information displayed on the cathode ray tube of an aircraft's reconnaissance radar.