<div class="description">
<dl><dd>"March 1998."</dd>
<dd>Thesis advisor(s): Gregory G. Hildebrandt, D. Eaton</dd>
<dd>Thesis (M.S. in Management) Naval Postgraduate School, March 1998</dd>
<dd>Includes bibliographical references (p. 109-113)</dd>
<dd>Outsourcing is one method the Department of Defense is actively pursuing in order to cut costs and fund its planned modernization. This thesis investigates the question of whether the U.S. Navy should outsource the SAR mission at Naval Air Stations. The overarching question of whether or not SAR is an "inherently governmental" function was considered as was the alternative possibility of competition, if it were a "commercial" function. This thesis is designed to complement other ongoing analyses by concentrating on the non-direct cost issues. A direct cost analysis of this outsourcing initiative is not conducted in this thesis. This thesis, therefore, examines the gross benefits received by the U.S. Navy as a result of the SAR mission at Naval Air Stations. These benefits were categorized for analysis as personnel rotation-base, personnel experience-base, mission related and public related. A Decision Support System Generator using the Analytical Hierarchy Process was introduced in the study as an experimental methodology for evaluating the benefits received by the Navy. Consistent results were obtained from two separate groups and insights were obtained for future improvements in these experimental techniques. There is also a discussion of how the Analytical Hierarchy Process might be extended to evaluate net benefits (that is, benefits minus costs) to the Navy</dd>
<dd>Mode of access: World Wide Web</dd>
<dd>System requirements: Adobe Acrobat reader</dd>
<dd>US Navy (USN) author</dd>
<dd>dk/dk cc:9116 6/25/98</dd></dl><br>Subjects:</div>
<div class="fn value">
Brodin, Robert K.</div>
Internet Archive identifier