Amphibious operation simulation.

Since the price of personal computers is coming down, it is possible to have computers in a small ship that has a limited budget. The commanding officer of a small ship needs a support system for making decisions in amphibious operations. A personal computer would be helpful in saving time manipulating the information used to make decisions in amphibious operations.http://archive.org/details/amphibiousoperat00hongLieutenant, Royal Thai NavyApproved for public release; distribution is unlimited

Advantages of application of Electronic Commerce in procurement for the Armed Forces of Brazil and South Korea

This thesis examines the prospects for international implementation of E-Commerce (EC) in the contexts of the armed forces of Brazil and South Korea. It describes the functions, roles and infrastructure of EC technology. It weighs the advantages and disadvantages of E-Commerce. Particular attention is paid to legal issues, electronic funds transfer and on-line reverse auctions. An E-Commerce implementation plan is presented, benchmarked on the experience of the United States military in using EC to reduce costs and enhance readiness. This plan includes measures of organizational outcomes to evaluate the success of an EC implementation.http://archive.org/details/advantagesofppli10945100

Outlining the potential of e-procurement adoption among suppliers in Malaysia

This paper conducts a general discussion literature review, explaining the e-Procurement concept and providing the potential of e-Procurement adoption among suppliers in Malaysia. This paper presents the difference between procurement and purchasing also the difference between traditional procurement and e-Procurement. There are many positive impacts and advantages of e-Procurement to government and suppliers. Suppliers benefit significantly from e-Procurement in terms of new market creation, additional revenue opportunities, competitive advantage, cost savings, customer satisfaction and operational efficiencies.By utilizing the e-Procurement system, the employees are able to increase direct access via supplier’s websites to verify price tips, technological requirements and to visualize product images as well as full specification of product.E-Procurement is able to generate electronic applications, creating and approving purchase requisitions and propose purchase orders online to selected suppliers.This in turn creates forces on Malaysian suppliers to adopt e-Procurement to be competitive in the current industr

Federal Acquisition Network implementation and certification

The Federal Acquisition Streamlining Act (FASA) of 1994 requires that the Administration of the Office of Federal Procurement Policy establish a program for the development and implementation of a Federal Acquisition Network (FACNET). The FACNET, an electronic procurement system, is required to be universally available throughout the Government and provide interoperability among its users which includes the Department of Defense. The FASA incentivizes contracting activities by conditioning the use of new simplified acquisition procedures ($100,000 threshold) on an activity's ability to implement and certify their FACNET capability. Many Army contracting activities already have some form of electronic procurement capability and incorporate its application into their daily procurement activities. However, while the Office of Federal Procurement Policy (OFPP) developed an initial standard for FACNET certification, the actual ability of agencies to achieve the standard remains nebulous. There are many barriers to the full use and certification of the FACNET. This is due in part to lack of detail in the FASA and the Federal Acquisition Regulation (FAR), which has yet to incorporate the FASA amendments. The objective of this research is to identify those inconsistencies in FACNET implementation and certification (if they exist) and to examine possible courses of action that may provide solutions or clarifications to the implementation process.http://archive.org/details/federalacquisiti1094531419NANAU.S. Army (USA) autho

A study of firm's behavior in the B2B e-business regime

Thesis (S.M.in Construction Engineering and Management)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering, 2002.Includes bibliographical references (p. 131-132).The economic essence of Internet-based B2B business has become an ever-important market concern after the dot-com mania collapsed in early 2001. Many theories have been developed to understand this new business pattern. Nevertheless, lots of puzzles remained unsolved. So far, even whether B2B e-business is a temporary phenomenon; or is it just the extension of the old VAN-EDI system is still under debate. This research tries to answer some of the most fundamental questions of why and how companies adopt e-business application by studying the e-business fast mover's behaviors in the following three domains: the initiative for firm to adopt e-business, the business model and strategy developed to leverage Internet-based network system, and the barriers to implementing e-business practice. (1) The initiative for firm to adopt B2B e-business: the improvement of economic efficiency is used to measure firm's incentive in adopting E-business. Internet-based business tends to reduce production and distribution cost; and increases market transparency. It is argued that benefits from lowered cost are offset by buyer's higher bargaining power. Nevertheless, study shows that market power is critical as advanced computation capacity improves firm's ability to detect buyer's behavior, firms with larger market power have access to better quality data and gain substantial edge over smaller competitors. (2) The business models and strategy developed by firms to leverage e-business: Strategies of existing large firms are to pay their suppliers to link to their system in order to leverage the reduced production cost. They can, however, increase revenue by improving IT-based marketing and service quality. Small firm's strategy is to link their system with large firm's interface to gain competitive advantage over rivals. Start-up's strategy has been to reinforcing network externality to gain market share as markups are thin. The new trend for start-ups will be to differentiate their functionability and create new value-added for production firms. (3) The barriers for firms to adopt e-business: In the industry level, major barriers including fragmented market structure, unstandardized product and production process. In the firm level, the major barriers including organization and culture restructuring, interoperability between ebusiness application and with legacy system, lack of qualified personnel and knowledge, and the interoperability with complementary companies.by I-Tsung Tsai.S.M.in Construction Engineering and Managemen

Transfer of Air Force technical procurement bid set data to small businesses, using CALS and EDI: Test report

This report documents a test transfer of three Air Force technical procurement bid sets to one large and twelve small businesses, using the Department of Defense (DoD) Continuous Acquisition and Life-cycle Support (CALS) and ANSI ASC X12 Electronic Data Interchange (EDI) standards. The main goal of the test was to evaluate the effectiveness of using CALS technical data within the context of the DoD`s EDI-based standard approach to electronic commerce in procurement, with particular emphasis on receipt and use of the data by small contractors. Air Force procurement data was provided by the Sacramento Air Logistics Center at McClellan Air Force Base; the manufacturing participants were selected from among McClellan`s ``Blue Ribbon`` contractors, located throughout the US. The test was sponsored by the Air Force CALS Test Network, headquartered at Wright-Patterson Air Force Base. The test successfully demonstrated the technical feasibility of including CALS MIL-R-28002 (Raster) engineering data in an EDI Specification/Technical Information transaction set (ANSI ASC X12 841) when issuing electronic requests for quotation to small businesses. In many cases, the data was complete enough for the contractor participant to feel comfortable generating a quote. Lessons learned from the test are being fed back to the CALS and EDI standards organizations, and to future implementors of CALS-EDI based acquisition or contracting systems, which require the transfer of technical information, such as engineering data, manufacturing process data, quality test data, and other product or process data, in the form of a CALS or other digital datafile

Business-to-business electronic marketplaces: membership and use drivers

Business-to-business (B2B) electronic marketplaces (e-marketplaces) are one of the most heralded developments in recent years. These marketplaces bring together businesses buying and selling goods and services in an online buying community. E-marketplaces promise to increase the efficiency and effectiveness of procurement activities by replacing traditional manual processes with automated electronic procedures and by expanding the number of available trading partners. Despite the technology availability and the high potential benefits, very few e-marketplaces have succeeded. This three-year study identifies and investigates two major B2B e-marketplace stumbling blocks: attracting a sufficient number of members, and then influencing these members to use the e-marketplace. This investigation uses a variety of qualitative techniques to solicit information from nearly fifty executives representing four B2B e-marketplaces with contrasting membership and use levels. Within each e-marketplace, the study solicited information from high and low use organizations, buying and selling organizations, and a nonparticipant organization. The interview data was analyzed using line-by-line analysis from grounded theory. The analysis involved assimilating the unique stories of each manager into drivers that affect e-marketplace membership or use. These drivers were then compared to membership levels and/or use levels. The analysis resulted in three research models. Each research model is a data-driven representation of factors driving B2B e-marketplace membership, B2B e-marketplace use, and a particular organization's B2B e-marketplace use. Each model contains several unique drivers and offers a comprehensive picture of what is happening in e-marketplaces. These findings enhance management's understanding of e-marketplaces, their role in business, their challenges, and ways of overcoming these challenges in order to reap the benefits of e-marketplace participation. This study brings one of the first grounded theory investigations of B2B e-marketplace membership and use to the limited academic research in this area. This research offers insights to a number of theories, including transaction cost economics, institutional theory, resource dependency theory, and public goods theory