Tag Archives: Su Chang

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Past Performance as a Indicator of Future Performance: Selecting an Industry Partner to Maximize the Probability of Program Success

By James Bradshaw and Su Chang

The Federal contracting process should enable a government organization to select a contractor that will become a true business partner. Today’s source selection processes provide opportunities to evaluate how well a contractor proposes a solution; however, the government’s processes, policies, and tools are ill suited to evaluating how well a contractor can be expected to deliver on its proposed solutions. Like most government agencies, the Department of Defense (DoD) relies too heavily on the contractor’s proposal—what the contractor claims it can do—versus evaluating past performance to determine what a contractor has proven it can do. The lack of adequate past performance data and processes to effectively evaluate the qualifications of companies, including examples of the contractor’s trustworthiness and key personnel, has contributed to a series of program failures, cost overruns, and schedule delays. Without adequate data and processes to address these issues, the DoD increases its risk of duplicating previous program failures and missing the opportunity to capture this information to prevent repeated mistakes with the same contractor.

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Continuous Competition as an Approach to Maximum Performance

By Ginny Wydler, The MITRE Corporation, Su Chang, The MITRE Corporation,  Erin M. Schultz, The MITRE Corporation

Research shows that continuing competitive pressure applied during development and production leads to better industry performance, often at reduced cost. However, the entrenched practice of one-time competition for an entire program life-cycle often endows the winner with a very strong monopolistic power that lasts for decades. This paper describes continuous competition as leverage to acquire more effective results. It offers an alternative method for continuous competition—Multi-sourcing with Distributed Awards—under an applicable set of conditions and an appropriate business case.1

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Continuous Competition as an Approach to Maximize Performance


To print a PDF copy of this article, click here.

Authors: Ginny Wydler, Su Chang, and Erin M. Schultz

Research shows that continuing competitive pressure applied during development and production leads to better industry performance, often at reduced cost. However, the entrenched practice of one-time competition for an entire program life cycle often endows the winner with a very strong monopolistic power that lasts for decades. This article describes continuous competition as leverage to acquire more effective results. It offers an alternative method for continuous competition—Competitive Multisourcing with Distributed Awards—under an applicable set of conditions and an appropriate business case.

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Past Performance as an Indicator of Future Performance: Selecting an Industry Partner to Maximize the Probability of Program Success


To print a PDF copy of this article, click here.

Authors: James Bradshaw and Su Chang

The federal contracting process should enable a government organization to select a contractor that will become a true business partner. Today’s source selection processes evaluate how well a contractor proposes a solution; however, the government’s processes are ill suited to evaluate how well a contractor can deliver on its proposal. The Department of Defense (DoD) relies too heavily on the contractor’s proposal versus evaluating past performance. The lack of past performance data and processes to evaluate companies’ qualifications has contributed to program failures, cost overruns, and schedule delays. Without adequate data and processes, the DoD increases its risk of duplicating previous program failures and misses the opportunity to capture this information, thereby preventing repeated mistakes with the same contractor.

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Going The Distance Leveraging the Benefits of Competition Throughout the Life of a Program


To print a PDF copy of this article, click here.

Authors: Mike Janiga, Su Chang, and Lt. Col. Rodney Stevens, USAF

The Joint Direct Attack Munition (JDAM), often referred to as the “Warfighter’s Weapon of Choice,” is a low-cost guidance kit that converts existing unguided free-fall bombs into accurately guided, near-precision “smart” weapons. Today the JDAM acquisition is considered highly successful, but in its early years the program ran into trouble. The per-unit cost of each JDAM kit was projected to be as high as $68,000—a 70 percent increase over the $40,000 per-unit cost originally budgeted for the program.

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