• Journal of the military operations research society of Korea
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• v.31 no.2
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• pp.86-104
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• 2005

During the 'Cold War', DoD had focused on the high performance and timely acquisition which enabled quick field out the superior weapons than the enemy regardless of acquisition cost. But, after the cold war, the focus has been changed to the 'cost effective acquisition' of weapon systems because of tremendous investment cost & economic theory. The U.S. DoD has been tried to make 'the most effective acquisition system'(AR, Acquisition Reform) from mid-80's with their enough experienced program data, and as a result, they had launched the new acquisition procedure - DoD 5000 series - in 1996. DoD is continuously doing the study and making several improvements on the procedure after it had been once announced. On Oct 30. 2002, DoD noticed that they cancelled the DoD 5000 series documents(5000.1, 5000.2, 5000.2-R) and 5000.2-R will be reissued as a guide. The most recent version which focused on 1) evolutionary acquisition and spiral development, 2) procedure for future technology systems including software and IT, 3) supplement on the area of efficiency, flexibility, creativity and innovation of old system was issued by May 12. 2003. This article suggests a 'good idea' based on the reviewing of these DoD efforts for our defense acquisition regulation and procedure to go. It includes the CAIV concept application, IPT utilization, T&E method, cost or price based contract etc-all for the effective acquisition.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.14 no.7
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• pp.3203-3210
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• 2013

Amid the importance of design is being emphasized as a new barometer for boosting enterprise competitiveness, high expectations are being placed on design consulting that evaluate design from a comprehensive perspective. SMEs, however, are not easy to gain access to design services compare to their counterparts - large companies. This will eventually cause them to ignore the importance of design, not to mention lack of financial resources for investing in design. With this regard, the paper analyzed the design status and design consulting performance of SMEs in industrial complex through the 2012 Design Innovation Project in Industrial Complex of Busan Design Center; also analyzed the effect of design consulting on improving competitiveness of SMEs as well as design awareness. As a result, the study found that a majority of companies do not invest in design or postponed investment, despite they are not satisfied with their design performance. However, 65.6 percent of SMEs that realized the importance of design after consulting have carried out design development, which brought about sales increase through their improved corporate images and product images. We believe design consulting played an important role for boosting awareness and competitiveness of SMEs. Eventually, we need to provide an intensified design analysis process that can facilitate SMEs. Design consulting support projects should offer practical design development programs through continuous follow-up, including interaction with state projects and design-specialized companies.