Download Air Force Procurement Workforce Transformation: Lessons from by John Ausink, Laura H. Baldwin, Christopher Paul PDF

By John Ausink, Laura H. Baldwin, Christopher Paul

To help the Air strength within the technique of considerably altering how it purchases items and companies, this monograph stories similar commerical quarter framework of metrics to trace development and refine procurement team improvement efforts over the years.

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Extra info for Air Force Procurement Workforce Transformation: Lessons from the Commercial Sector for Skills, Training, and Metrics

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3 ____________ 3 See Appendix F for more information on the CPIM exam. 26 Air Force Procurement Workforce Transformation As a final way to support certification and training, HarleyDavidson advocates the use of mentorship: We would highly recommend a mentor coach, preferably certified, be identified for each individual going through this process. Our people have responded to individual coaching and suggestions on how to prepare for the exams and, more importantly, how to apply the knowledge. If we had it to do over again, we would make formal assignments and require discussions on progress on a more frequent basis than normal performance reviews occur (Orange and Robinson, 1999, p.

Preview of Findings Our review of commercial sector commodity council activities and skills indicated that commodity council membership requires a wide range of skills, including use of computers, teaming/interpersonal skills, business skills such as creative problem solving, core purchasing and supply management skills such as cost analysis, analytical and technical skills such as statistical analysis, and contracting skills. Our preliminary review of DAU’s and AFIT’s curricula indicates that they currently cover a number of these needed skills; however, there are fewer, if any, opportunities to learn some of the more-sophisticated skills associated with the new purchasing and supply management practices the Air Force is implementing.

Ratings from one to ten) or by open-ended comments and suggestions. Recent RAND research suggests that firms have varying philosophies about conducting internal customer satisfaction surveys (Baldwin, Camm, and Moore, 2000; Baldwin and Hunter, 2004). Firms differ in the frequency of surveys, the percentage of customers surveyed, and the types of surveys used. The Air Force may want to conduct customer satisfaction surveys every six months, randomly selecting representatives from approximately 25–50 percent of customer organizations for each survey (so that all customer organizations are surveyed once every year or two).

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