Democracy's Arsenal: Creating a Twenty-First-Century Defense by Jacques S. Gansler

By Jacques S. Gansler

Knowledgeable explains why the protection wishes of the twenty-first century require a metamorphosis of the protection of the 20 th century.

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Extra resources for Democracy's Arsenal: Creating a Twenty-First-Century Defense Industry

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Many of these acquisition suggestions were implemented within the DoD when William Perry (who had been a member of the Packard Commission) became secretary of defense in 1994. During this cold war period, Congress implemented a significant set of related actions. Some were quite broad, such as the Competition in Contracting Act (1984) (which encouraged more competition) and (consistent with the Packard Commission’s recommendations) the Federal Acquisition Reform Act (1995) (which encouraged greater use of commercial items).

It will not be able to buy new equipment, resulting in a death spiral—as older and older equipment costs more and more for O&M and as less and less money is available to purchase new equipment. 24 Chapter 2 Personnel From 1945 to 1979, military personnel costs rose gradually with inflation and cost-of-living adjustments (even with the increases for the all-volunteer services). 5). One of the most dramatic personnel cost increases is health care for active and retired military and their families.

For example, in the second quarter of 2000, Lockheed Martin had a debt-to-equity ratio of 175 percent as a result of the large number of acquisitions that it made during the consolidation period,38 and its bond ratings were plummeting. In this same period, Lockheed Martin’s bond rating fell from A to BBB-, and Raytheon’s went from AA to BBB-. During this consolidation orgy, a defense firm had several strategic choices. It could (1) buy up other firms to take a larger share of the shrinking market, (2) diversify by building up a commercial business along with its defense business, (3) sell off many of its defense elements (for the high cash value that they were bringing in) and focus on a narrower defense area, or (4) simply get out of the defense business (if it had a large amount of commercial business).

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