Women executives, Chief executive officers, Innovation management, and Defense industry management
Abstract
The article profiles Marillyn Hewson, chief executive officer (CEO) of defense company Lockheed Martin, which is featured on "Fortune" magazine's list of the 500 largest companies in the U.S. in 2013. Hewson has worked with Lockheed Martin for thirty years, and was promoted to chief operating officer (COO) and CEO in a sixty-day period in 2012 after the resignation of executive Christopher Kubasik. Topics include how the U.S. economy has impacted Lockheed Martin's finances, why the company has been unsuccessful in expanding into nongovernmental industries, and how Hewson plans to drive innovation within the company.
Military Technology. 2014, Vol. 28 Issue 4, p33-36. 3p.
Subjects
DEFENSE industry management, ARMED Forces -- Political activity, HELICOPTERS, and PHILIPPINES. Navy
Abstract
The article offers information on several defense modernization programmes conducted by the Philippine government to enable the Armed Forces of the Philippines (AFP). Topics discussed include core security concerns including Territorial Integrity, Maritime Security, and Natural Disasters, implementation of Maritime Domain Awareness and Maritime Security programmes for Navy development, and use of helicopters having different ability for the Philippines Air Force.
Air Force Journal of Logistics. 2010, Vol. 34 Issue 1/2, p38-48. 11p. 1 Color Photograph.
Subjects
AEROSPACE industries -- United States, DEFENSE industry management, and MILITARY policy
Abstract
The article examines whether the U.S. Air Force is responsible in the preservation of the U.S. aerospace industrial base. It says that aerospace development is the concern of the national government that should be handled by the U.S. President along with the U.S. Congress. It adds that the Air Force is tasked to fly, flight and win in space, air, and cyberspace, and any actions of the Air Force on aerospace preservation could contradict the strategic policies of the Department of Defense (DoD).
California Management Review. Winter63, Vol. 6 Issue 2, p49-54. 6p.
Subjects
Business planning, Corporate growth, Economic conversion of defense industries, Economic stabilization, Concurrent engineering, Strategic enterprise management, Network analysis (Planning), Defense industry management, and United States economy -- 1961-1971
Abstract
The article discusses the planning problems faced by the U.S. defense industry in the 1960's. The problems are largely attributed to the nature of the defense market and challenges in management defense firms. Defense firm executives have encountered both rapid growth and sudden decline in business and have found the maintenance of steady growth difficult to manage. Experts say planning and developing new business, plus managing current business should be carried out concurrently by managers.
Proceedings of the Conference on Defense Resources Management in the 21st Century; 2017, p7-22, 16p
Subjects
DEFENSE industry management, COMPARATIVE studies, FINANCIAL research, and MILITARY budgets
Abstract
The defense resources management emerged as a topic of interest for the defense sector, no more than five decades ago, when some western countries introduced this concept in addressing such issues as allocating financial and human resources. Moreover, this mechanism provides the necessary tools to plan, organize, lead and control those segments and activities of the defense organization and may contribute to maximising the operational performance of armed forces. There is no universally agreed definition of defense management, but it simply encapsulates the idea that defense organisations need to turn the defense policies into practice, and in doing so, to develop appropriate and sustainable planning mechanisms, support systems and infrastructure. Over time and in different nations, managerial systems were introduced and tested for their relevance in terms of planning, efficiency and accountability. Such a system, developed specifically for public sectors or borrowed from the business practices is Planning, Programming, Budgeting System (PPBS). [ABSTRACT FROM AUTHOR]
Harvard Business Review. Autumn1942, Vol. 21 Issue 1, p124. 13p.
Subjects
Industrial mobilization, Weapons industry, Labor supply, Industrial policy, Economics of war, World War II equipment, Weapons design & construction, Military supplies, Defense industry management, Airplane design, World War II -- Economic aspects, Industrial management -- United States, and Military readiness
Abstract
The article evaluates the industrial mobilization effort in the U.S. during World War II. There are persisting difficulties in war production including aircraft design problems and an insufficient number of workers in the U.S. labor supply. Experts say a great amount of time was saved in munitions production because of the extensive planning carried out in preceding years. The initial conception of the quantities of goods needed had to be expanded several times. U.S. manufacturers are credited with improving the methods of making war goods.
Harvard Business Review. Autumn1940, Vol. 19 Issue 1, p66. 6p.
Subjects
Production planning, Production management (Manufacturing), Production scheduling, Employee training, Defense contracts, Defense industry management, World War II -- Economic aspects, Defense procurement, Manufacturing industries -- United States, Military supplies, and Education
Abstract
The article outlines principles that businesses should adhere to in order for the United States to successfully and efficiently produce military machines and supplies in preparation for its entrance into World War II. Several major problems experienced by companies producing war materials are detailed, with the intention of preparing businesses for defense production demands. The experiences of several companies are discussed, with emphasis on procurement planning, production planning and scheduling, and the benefits of early employee training programs.
Harvard Business Review. May48, Vol. 26 Issue 3, p329-352. 24p. 1 Black and White Photograph.
Subjects
Aircraft industry, Industrial mobilization, Economics of war, Industrial capacity, GOVERNMENT policy, Industrial defense measures, Government policy, Military readiness -- Economic aspects, Remilitarization, Post-World War II Period, Emergency management, National security -- United States, United States -- Defenses, War & society, and Defense industry management
Abstract
The article discusses air industrial preparedness and war mobilization in the United States. The focus is on the aircraft industry's capacity to expand and convert operations from peacetime to wartime status if there is a surprise attack. Planning requires an agency--such as the National Security Resources Board or the Munitions Board--that can prepare an annual mobilization plan with industry-service teams who can accelerate production for war. Topics include the passive defense system, aircraft production during World War II, the elapsed time from design to finished product, the President's Air Policy Commission report on military requirements, mobilization during the Civil War and World War I, and the strategies used by France, England, and Germany.
Total Quality Management. Nov94, Vol. 5 Issue 6, p347-354. 8p. 1 Black and White Photograph, 6 Diagrams.
Subjects
TOTAL quality management and DEFENSE industry management
Abstract
Presents a model for the management of quality implemented in the gas mask fabrication project as a collaboration between an engineering school, army, industries and doctors in France. Design and production of nuclear, biological, and chemical gas mask for the military; Interactive areas in the project; Description and evaluation of the quality management approach.
ECONOMIC conversion of defense industries and DEFENSE industry management
Abstract
Discusses the failure of adapting the American defense industry to civilian manufacturing. Management and organization problems of defense reinvestment; President Bill Clinton's initiatives for expanding dualuse research and technologies; Quirks of defense contracting that companies must face to do business with the government; Fundamental clash between commercial and the defense corporate culture.
PORTFOLIO management (Investments), DEFENSE industry management, BUSINESS planning, FINANCIAL risk management, and HEDGING (Finance)
Abstract
Capability-based planning (CBP) is considered by many defence organisations to be the best practice for enterprise-level planning, analysis and management. This approach, loosely based around investment portfolio theory, is premised on balancing the cost, benefit and risk of capability options across the defence enterprise. However a number of authors have recently noted limitations of its current applications. The authors propose a more general, insurance-based approach, which can support the evolutionary improvement of the current CBP approach. This approach is implemented as hedging-based planning and aims to better reflect the enterprise nature of defence organisations, capturing both force structure and force generation aspects of military systems. [ABSTRACT FROM AUTHOR]
DEFENSE industry management, TARGET acquisition, SPECIAL forces (Military science), CORE competencies, INSTALLATION of equipment, and PROTOTYPES
Abstract
The article offers advices and lessons on how to make rapid acquisition in the defense industry. Among the lessons mentioned include the use of small steps or phases like special operations forces (SOF) capability to build the momentum and immediate capability for the development of future capability, the launch of studies to reduce the timeline of installations by going slow for the fast integration of the process, and the decomposing of large efforts to small efforts and using prototypes.
DEFENSE industry management, DEFENSE industries, ELECTIONS, ECONOMIC forecasting, AIRCRAFT industry, MILITARY budgets, THAILAND -- Economic policy, and ECONOMICS
Abstract
The article presents Thailand's defense and security report for the second quarter of the financial year 2014. Topics discussed include information on defense deals during the first quarter, the possibility of increase in defense expenditure by 0.8 percent in 2014 and reelection of Prime Minister Yingluck Shinawatra in the general election. Also mentions the expansion of Gripen single engine combat aircraft under a lease agreement with Malaysia and economic forecasting.
DEFENSE industries, DEFENSE industry management, DEFENSE industry exports & imports, AUSTRALIA -- Armed Forces, AUSTRALIA -- Economic policy, and ECONOMICS
Abstract
The article presents Australia's defense and security report for the second quarter of the financial year 2014. Topics discussed include government plans to increase the 2013-14 defense budget to 27.1 billion Australian the dollars, the release of the Defence White Paper in 2014-2015 by Prime Minister Tony Abbott and strengthening of Australia's relation with the U.S. and China. Also discusses Armed Forces, Defense Trade and defense industries such as Boeing Australia Holdings Pty. Ltd.
Military Technology. 2014, Vol. 38 Issue 11, p52-53. 2p.
Subjects
DEFENSE industry management, POOLINGS of interest, and INTERNATIONAL relations
Abstract
The article focuses on the benefits of the partnerships in the defence industries and the revolution of military affairs made by European Defence Agency (EDA) for sustainable defence. Topics discussed include views of Peter Round, EDA Director Capability, Armament and Technology, on the same, using the Pooling and Sharing concepts showing the capability development, requirements harmonisation and joint procurement, and cooperation on foreign affairs, defence and security, nuclear energy. INSET: The Blue and the Gold.
DEFENSE industry management, DEFENSE industries, and FINANCE
Abstract
The article focuses on the government-defence industrial relationship in three countries including Great Britain, the U.S. and Germany. It informs that the U.S. Department of Defense (DoD) contracts for 50-billion U.S. dollars of services each year to the industry. It also mentions the Stockholm International Peace Research Institute (SIPRI) in Sweden, the Customer Product Management (CPM) process and Federal Acquisition Regulations (FARs).
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