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The Future of Defense Acquisition Projects in the Light of Lessons Learned and Future Insights

Yıl 2022, , 163 - 204, 09.05.2022
https://doi.org/10.17134/khosbd.1101488

Öz

Defense acquisition projects are complex projects and usually involve two or more stakeholders, using new or unproven technologies to respond to the user needs against evolving threats, requiring integration, independent, interactive elements. In addition, defense acquisition projects are an integral part of the national security strategy, and the processes must be carried out in parallel with the defense objectives of the country. What makes defense acquisitionunique is the massive use of public resources and investment in high-risk projects. The study aims to to present a projection on how these projects will be managed in the future within the framework of the experiences gained from defense projects and the expected developments in the field of defense acquisition. In this study, firstly, the current state of defense ecosystems in the world and Turkey is described then, the project management systematic, which is widely used today, is introduced. After the sections that include the experiences gained from the defense industry projects and the predictions for the future, the context in which the experiences and future predictions can affect the defense industry projects and how to prevent the risks that may arise are evaluated. The main contribution of the study to the field is that it demonstrateshow the probability of future success of defense projects can be increased.

Kaynakça

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  • Boutin, K. J .D.,(2009). Emerging Defense Industries: Prospects and Implications, in The Modern Defense Industry: Political, Economic, and Technological Issues, Santa
  • Barbara, CA: Praeger Security International.
  • Brown, B. (2010). Introduction to Defense Acquisition Tenth Edition, Defense Acquisition University.
  • Canton, J. (2006). The Extreme Future: The Top Trends That Will Reshape the World for the Next 5, 10, and 20 Years, New York: Dutton.
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  • DAG, (2017). Defense Acquisition Guidebook, U.S. Department of Defense.
  • DAU, Defense Acquisition University, (2012). Defense Acquisition Guidebook. Office of the Under Secretary of Defense for Acquisition, Technology & Logistics. https://www.dau.edu/tools/dag.
  • Ford, D.N., ve Dillard, J. (2009). Modeling The Performance And Risks of Evolutionary Acquisition. Publication of the Defense Acquisition University. S:146-158.
  • Guay, T.R. (2017). Emerging Powers and Future Threats: Implications for the U.S. And GlobalDefense IndustryThe Strategic Studies Institute (SSI), the U.S. Army War College.
  • Gulbenkian, (2014). Think Tank on Water and the Future of Humanity, Water and the Future of Humanity: Revisiting Water Security, New York: Springer.
  • Komiyama, H. ve Kraines, S., (2008). Vision 2050 Roadmap for a Sustainable Earth, Springer.
  • Mahnken,T. (2014). Weapons: The Growth and Spread of the Precision-Strike Regime, in Freedman.eBook ISBN9781315814803.
  • Martinsen, N. ve Nyhamar, T. (2015). International Military Operations in the 21st Century: Global Trends and the Future of Intervention, New York: Routledge.
  • Meier, S.R., (2013). Leading Complex Projects in the DoD, Defense AT&L: May–June 2013.
  • Muzalevsky, R. (2017), Strategic Landscape, 2050: Preparing the U.S. Military for New Era Dynamics, Strategic Studies Institute and U.S. Army War College Press.
  • Norheim ve Martinsen (2015). International Military Operations in the 21st Century. Taylor and Francis.
  • Pennock, M.J. (2015). Defense Acquisition: A Tragedy of the Commons. Systems Engineering 18 (4), Wiley Periodicals, Inc.
  • PMI, (2017). A Guide to the Project Management Body of Knowledge (PMBOK® GUIDE) Sixth Edition, Agile Practice Guide, Project Management Institute, Chicago, IL.
  • Roulston, J. F. (2007). Project Management in the Defense Industry. The Wiley Guide to Managing Projects, 1329–1349. doi:10.1002/9780470172391.ch53
  • Shakleina T. A. ve Baikov A. A. (2013) eds.,Megatrendy: Osnovnye traektorii evolutsii mirovogo poriyadka v XXI veke (Megatrends: Main Trajectories of the World Order’s Evolution in the 21st Century), Moscow, Russia: Aspent Press.
  • Alic J. A. (2013). Managing US Defense Acquisition. Enterprise and Society, 14, 1-36.
  • Bellais, R. (2013). Technology and the defense industry: real threats, bad habits, or new (market) opportunities? Journal of Innovation Economics, 12(2), 59.
  • Bitzinger, R. A. (2015). Defense Industries in Asia and the Technonationalist Impulse. Contemporary Security Policy 36, 453–472.
  • Bourne, L., ve Walker, D. H. (2006). Visualizing stakeholder influence—Two Australian examples. Project Management Journal, 37(1), 5–21.
  • Brouthers, K.D. ve Bamossy G.J. (2006) Post-formation processes in eastern and western european joint ventures Jornal of Management. Studies.,43(2) (2006), 203-229.
  • Cilli,M., Parnell, G., Cloutier, R. ve Zigh, T., (2016). A Systems Engineering Perspective on the Revised Defense Acquisition System. Systems Engineering, 18( 6), Wiley Periodicals, Inc.
  • Galera, A.N., Leyva, F.M., Ortúzar, R.I., ve Rubio, J.L. (2014) Factors influencing the modernization of military investment economic appraisal systems, Defence and Peace Economics, 25(6), 577-604.
  • Gross, D. C.,Tucker, W. V. Ve Cameron, S. E. (2007). Whatever happened to Simulation Based Acquisition? Simulation Technology Conference.
  • Hartley, K. (2006). Defence Industrial Policy in a Military Alliance. Journal of Peace Research, 43(4), 473–489.
  • Jones, G., White E., Ryan,T., Ritschel, J.D., (2014). Investigation Into the Ratio of Operating and Support Costs to Life-Cycle Costs for DoD Weapon Systems, Defense ARJ, January 2014, 21, 442–464.
  • Kilikauskas, M., Hall, D. H., (2005). The Use of M&S VV&A as a Risk Mitigation Strategy in Defense Acquisition. JDMS, 2(4), Issue 4, October 2005 209–216.
  • Kurç, Ç. ve Bitzinger, R. A. (2018). Defense industries in the 21stcentury: A comparative analysis—The second e-workshop, Comparative Strategy, 37(4), 255-259.
  • Kurç, Ç., ve Neuman, S. G. (2017). Defence industries in the 21st century: a comparative analysis. Defence Studies, 17(3), 219–227.
  • Kwak, Y.H., Smith B.M. (2009). Managing risks in mega defense acquisition projects: Performance, policy, and opportunities. International Journal of Project Management 27, 812–820.
  • Markham,S. K. ve Lee, H., (2013). Product development and management association’s 2012 comparative performance assessment study, JPIM, 30(3), 408–429.
  • Mevlütoğlu, A., (2017). Commentary on Assessing the Turkish defense industry: structural issues and major challenges, Defence Studies, 17(3), 282–294.
  • Pennock, M.J. ve Rouse, W.B. (2008) The costs and risks of maturing technologies, traditional vs. evolutionary approaches, Proceedings of the 5th Annual Acquisition Research Symposium, Naval Postgraduate School, Monterey, 2008, 106–125
  • Sylvester, R.K. ve Ferrara, J.A., (2003). Conflct and Ambiguity Implementing Evolutionary Acquisition, Acquisition Review Quarterly, Winter 2003, 5.
  • Symonds, M. (2012). The future of war: the weak become strong, D. Franklin (Autor), John Andrews, Megachange: The World in 2050 (The Economist).
  • Tagarev, Todor, (2006). The art of Shaping Defense Policy: Scope, Components, Relationships, (but no Algorithms), Connections: The Quarterly Journal, 5(1), 55-69.
  • Topçu, M.K. (2021). Savunma Tedarik Proje Yönetiminde Entegre ProjeEkiplerinin Kullanımına Yönelik Bir Model Önerisi. Savunma Bilimleri Dergisi, Mayıs 2021 Sayı 39, 211 – 248.
  • Chow, B.G., Silberglitt, R. Ve Hiromoto, S., (2009). Toward Affordable Systems: Portfolio Analysis and Management For Army Science and Technology Programs. Santa Monica: Rand Corporation.
  • CRS, (2020). Congressional Research Service, Hypersonic Weapons: Background and Issues for Congress,August 27, 2020.
  • Blickstein, I. ve diğerleri, (2011). Root Cause Analyses of Nunn-Mccurdy Breaches: Zumwalt-Class Destroyer, Joint Strike Fighter, Longbow Apache and Wideband Global Satellite.Vol-1. Santa Monica: Rand Corporation.
  • GAO, (2002). Best Practices: Capturing Design and Manufacturing Knowledge Early Improves Acquisition Outcomes. GAO-02-701.
  • GAO, (2007). Best Practices An Integrated Portfolio Management Approach to Weapon System Investments Could Improve DOD’s Acquisition Outcomes. GAO-07-388.
  • GAO, (2010a). Defense Acquisitions—Strong Leadership Is the Key to Planning and Executing Stable Weapons Programs. GAO-10-522.
  • GAO, (2010b). Best Practices: DOD Can Achieve Better Outcomes by Standardizing the Way Manufacturing Risks Are Managed, GAO-10-439 (Washington, D.C.: Apr. 22, 2010).
  • GAO, (2015). Defense Acquisitions: Joint Action Needed by DOD and Congress to Improve Outcomes, GAO-16-187T.
  • GAO, (2016a). Best Practices for Evaluating the Readiness of Technology for Use in Acquisition Programs and Projects. GAO-16-410G.
  • GAO, (2017a).Weapon Systems: Prototyping Has Benefited Acquisition Programs, but More Can Be Done to Support Innovation Initiatives, GAO-17-309.
  • GAO, (2017b). Weapon System Requirements: Detailed Systems Engineering Prior to Product Development Positions Programs for Success. GAO-17-77.
  • GAO. (2018). Weapon System Sustainment: Selected Air Force and Navy Aircraft Generally Have Not Met Availability Goals, and DOD and Navy Guidance Need to Be Clarified, GAO-18-678.
  • GAO, (2019). Further Collaboration with the Intelligence Community Would Help MDA Keep Pace with Emerging Threats. GAO-20-177: Published: Dec 11, 2019.
  • GAO, (2020a). NASA Assessments of Major Projects. GAO-20-405.
  • GAO, (2020b). F-35 Joint Strike Fighter Actions Needed to Address Manufacturing and Modernization Risks, GAO-20-339.
  • Nurkin, T. (2016). The Future of the Global Defence Industry Strategic planning for the next five years and beyond September 2016. Strategic Assessments and Future Studies Centre. Jane’s Defence Industry 20YY report.
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Gelecek Öngörüleri ve Alınan Dersler Çerçevesinde Savunma Tedarik Projeleri

Yıl 2022, , 163 - 204, 09.05.2022
https://doi.org/10.17134/khosbd.1101488

Öz

Savunma tedarik projeleri karmaşık projelerdir ve genellikle; gelişen tehditlere karşı kullanıcının ihtiyaçlarına cevap verebilmek için yeni veya henüz ispatlanmamış teknolojilerin kullanıldığı, entegrasyon gerektiren, bağımsız, etkileşimli öğelerden oluşan, iki veya daha fazla paydaşın dahil olduğu projelerdir. Ayrıca savunma tedarik projeleri ulusal güvenlik stratejisinin de ayrılmaz parçalarıdır ve ülkenin savunma hedefleri ile paralel yürütülmesi gereken süreçlerdir. Savunma tedarikini özel kılan şey yoğun oranda kamu kaynağının kullanılması ve yüksek riskli projelere yatırım yapılmasıdır. Bu çalışmanın amacı savunma projelerinden elde edilen tecrübeler ve savunma tedariki alanında beklenen gelişmeler çerçevesinde gelecekte söz konusu projelerin nasıl yönetilmesi gerekeceği konusunda bir projeksiyon ortaya koymaktır. Çalışmada; öncelikle Dünya’da ve Türkiye’de savunma ekosisteminin mevcut durumu anlatılmakta, daha sonra günümüzde yaygın olarak kullanılan proje yönetim sistematiği ortaya konulmaktadır. Savunma sanayi projelerinden elde edilen tecrübeler ve geleceğe ilişkin öngörülerin yer aldığı bölümlerin ardından, elde edilen tecrübelerin ve gelecek öngörülerinin savunma sanayi projelerini hangi bağlamlarda etkileyebileceği ve ortaya çıkabilecek risklerin nasıl önlenebileceği değerlendirilmektedir. Çalışmanın alana temel katkısı savunma projelerinin gelecekte başarı olasılığının nasıl artırılabileceğinin ortaya konulmasıdır.

Kaynakça

  • Allenby, B. (2014) How to Manage Drones: Transformative Technologies, the Evolving Nature of Conflict, and the Inadequacy of Current Systems of Law, Cambridge University Press, ss. 421-440.
  • Amara, J. ve Frank, R. (2019). The U.S. and Its Defense Industries, The Ekonomics of The Global Defense Industry, Taylor and Francis.
  • Boutin, K. J .D.,(2009). Emerging Defense Industries: Prospects and Implications, in The Modern Defense Industry: Political, Economic, and Technological Issues, Santa
  • Barbara, CA: Praeger Security International.
  • Brown, B. (2010). Introduction to Defense Acquisition Tenth Edition, Defense Acquisition University.
  • Canton, J. (2006). The Extreme Future: The Top Trends That Will Reshape the World for the Next 5, 10, and 20 Years, New York: Dutton.
  • Cornish, E. (2004). Futuring: The Exploration of the Future, Bethesda, MD: World Future Society, Bethesda, Maryland. s. 121.
  • DAG, (2017). Defense Acquisition Guidebook, U.S. Department of Defense.
  • DAU, Defense Acquisition University, (2012). Defense Acquisition Guidebook. Office of the Under Secretary of Defense for Acquisition, Technology & Logistics. https://www.dau.edu/tools/dag.
  • Ford, D.N., ve Dillard, J. (2009). Modeling The Performance And Risks of Evolutionary Acquisition. Publication of the Defense Acquisition University. S:146-158.
  • Guay, T.R. (2017). Emerging Powers and Future Threats: Implications for the U.S. And GlobalDefense IndustryThe Strategic Studies Institute (SSI), the U.S. Army War College.
  • Gulbenkian, (2014). Think Tank on Water and the Future of Humanity, Water and the Future of Humanity: Revisiting Water Security, New York: Springer.
  • Komiyama, H. ve Kraines, S., (2008). Vision 2050 Roadmap for a Sustainable Earth, Springer.
  • Mahnken,T. (2014). Weapons: The Growth and Spread of the Precision-Strike Regime, in Freedman.eBook ISBN9781315814803.
  • Martinsen, N. ve Nyhamar, T. (2015). International Military Operations in the 21st Century: Global Trends and the Future of Intervention, New York: Routledge.
  • Meier, S.R., (2013). Leading Complex Projects in the DoD, Defense AT&L: May–June 2013.
  • Muzalevsky, R. (2017), Strategic Landscape, 2050: Preparing the U.S. Military for New Era Dynamics, Strategic Studies Institute and U.S. Army War College Press.
  • Norheim ve Martinsen (2015). International Military Operations in the 21st Century. Taylor and Francis.
  • Pennock, M.J. (2015). Defense Acquisition: A Tragedy of the Commons. Systems Engineering 18 (4), Wiley Periodicals, Inc.
  • PMI, (2017). A Guide to the Project Management Body of Knowledge (PMBOK® GUIDE) Sixth Edition, Agile Practice Guide, Project Management Institute, Chicago, IL.
  • Roulston, J. F. (2007). Project Management in the Defense Industry. The Wiley Guide to Managing Projects, 1329–1349. doi:10.1002/9780470172391.ch53
  • Shakleina T. A. ve Baikov A. A. (2013) eds.,Megatrendy: Osnovnye traektorii evolutsii mirovogo poriyadka v XXI veke (Megatrends: Main Trajectories of the World Order’s Evolution in the 21st Century), Moscow, Russia: Aspent Press.
  • Alic J. A. (2013). Managing US Defense Acquisition. Enterprise and Society, 14, 1-36.
  • Bellais, R. (2013). Technology and the defense industry: real threats, bad habits, or new (market) opportunities? Journal of Innovation Economics, 12(2), 59.
  • Bitzinger, R. A. (2015). Defense Industries in Asia and the Technonationalist Impulse. Contemporary Security Policy 36, 453–472.
  • Bourne, L., ve Walker, D. H. (2006). Visualizing stakeholder influence—Two Australian examples. Project Management Journal, 37(1), 5–21.
  • Brouthers, K.D. ve Bamossy G.J. (2006) Post-formation processes in eastern and western european joint ventures Jornal of Management. Studies.,43(2) (2006), 203-229.
  • Cilli,M., Parnell, G., Cloutier, R. ve Zigh, T., (2016). A Systems Engineering Perspective on the Revised Defense Acquisition System. Systems Engineering, 18( 6), Wiley Periodicals, Inc.
  • Galera, A.N., Leyva, F.M., Ortúzar, R.I., ve Rubio, J.L. (2014) Factors influencing the modernization of military investment economic appraisal systems, Defence and Peace Economics, 25(6), 577-604.
  • Gross, D. C.,Tucker, W. V. Ve Cameron, S. E. (2007). Whatever happened to Simulation Based Acquisition? Simulation Technology Conference.
  • Hartley, K. (2006). Defence Industrial Policy in a Military Alliance. Journal of Peace Research, 43(4), 473–489.
  • Jones, G., White E., Ryan,T., Ritschel, J.D., (2014). Investigation Into the Ratio of Operating and Support Costs to Life-Cycle Costs for DoD Weapon Systems, Defense ARJ, January 2014, 21, 442–464.
  • Kilikauskas, M., Hall, D. H., (2005). The Use of M&S VV&A as a Risk Mitigation Strategy in Defense Acquisition. JDMS, 2(4), Issue 4, October 2005 209–216.
  • Kurç, Ç. ve Bitzinger, R. A. (2018). Defense industries in the 21stcentury: A comparative analysis—The second e-workshop, Comparative Strategy, 37(4), 255-259.
  • Kurç, Ç., ve Neuman, S. G. (2017). Defence industries in the 21st century: a comparative analysis. Defence Studies, 17(3), 219–227.
  • Kwak, Y.H., Smith B.M. (2009). Managing risks in mega defense acquisition projects: Performance, policy, and opportunities. International Journal of Project Management 27, 812–820.
  • Markham,S. K. ve Lee, H., (2013). Product development and management association’s 2012 comparative performance assessment study, JPIM, 30(3), 408–429.
  • Mevlütoğlu, A., (2017). Commentary on Assessing the Turkish defense industry: structural issues and major challenges, Defence Studies, 17(3), 282–294.
  • Pennock, M.J. ve Rouse, W.B. (2008) The costs and risks of maturing technologies, traditional vs. evolutionary approaches, Proceedings of the 5th Annual Acquisition Research Symposium, Naval Postgraduate School, Monterey, 2008, 106–125
  • Sylvester, R.K. ve Ferrara, J.A., (2003). Conflct and Ambiguity Implementing Evolutionary Acquisition, Acquisition Review Quarterly, Winter 2003, 5.
  • Symonds, M. (2012). The future of war: the weak become strong, D. Franklin (Autor), John Andrews, Megachange: The World in 2050 (The Economist).
  • Tagarev, Todor, (2006). The art of Shaping Defense Policy: Scope, Components, Relationships, (but no Algorithms), Connections: The Quarterly Journal, 5(1), 55-69.
  • Topçu, M.K. (2021). Savunma Tedarik Proje Yönetiminde Entegre ProjeEkiplerinin Kullanımına Yönelik Bir Model Önerisi. Savunma Bilimleri Dergisi, Mayıs 2021 Sayı 39, 211 – 248.
  • Chow, B.G., Silberglitt, R. Ve Hiromoto, S., (2009). Toward Affordable Systems: Portfolio Analysis and Management For Army Science and Technology Programs. Santa Monica: Rand Corporation.
  • CRS, (2020). Congressional Research Service, Hypersonic Weapons: Background and Issues for Congress,August 27, 2020.
  • Blickstein, I. ve diğerleri, (2011). Root Cause Analyses of Nunn-Mccurdy Breaches: Zumwalt-Class Destroyer, Joint Strike Fighter, Longbow Apache and Wideband Global Satellite.Vol-1. Santa Monica: Rand Corporation.
  • GAO, (2002). Best Practices: Capturing Design and Manufacturing Knowledge Early Improves Acquisition Outcomes. GAO-02-701.
  • GAO, (2007). Best Practices An Integrated Portfolio Management Approach to Weapon System Investments Could Improve DOD’s Acquisition Outcomes. GAO-07-388.
  • GAO, (2010a). Defense Acquisitions—Strong Leadership Is the Key to Planning and Executing Stable Weapons Programs. GAO-10-522.
  • GAO, (2010b). Best Practices: DOD Can Achieve Better Outcomes by Standardizing the Way Manufacturing Risks Are Managed, GAO-10-439 (Washington, D.C.: Apr. 22, 2010).
  • GAO, (2015). Defense Acquisitions: Joint Action Needed by DOD and Congress to Improve Outcomes, GAO-16-187T.
  • GAO, (2016a). Best Practices for Evaluating the Readiness of Technology for Use in Acquisition Programs and Projects. GAO-16-410G.
  • GAO, (2017a).Weapon Systems: Prototyping Has Benefited Acquisition Programs, but More Can Be Done to Support Innovation Initiatives, GAO-17-309.
  • GAO, (2017b). Weapon System Requirements: Detailed Systems Engineering Prior to Product Development Positions Programs for Success. GAO-17-77.
  • GAO. (2018). Weapon System Sustainment: Selected Air Force and Navy Aircraft Generally Have Not Met Availability Goals, and DOD and Navy Guidance Need to Be Clarified, GAO-18-678.
  • GAO, (2019). Further Collaboration with the Intelligence Community Would Help MDA Keep Pace with Emerging Threats. GAO-20-177: Published: Dec 11, 2019.
  • GAO, (2020a). NASA Assessments of Major Projects. GAO-20-405.
  • GAO, (2020b). F-35 Joint Strike Fighter Actions Needed to Address Manufacturing and Modernization Risks, GAO-20-339.
  • Nurkin, T. (2016). The Future of the Global Defence Industry Strategic planning for the next five years and beyond September 2016. Strategic Assessments and Future Studies Centre. Jane’s Defence Industry 20YY report.
  • KPMG (2019). The Future of Defense Defense and the connected enterprise. 08.02.2021 tarihinde https://home.kpmg/xx/en/home/insights/2019/10/the-future-of-defense.html adresinden alınmıştır.
  • PWC, (2005). The Defence Industry in the 21st Century, Thinking Global… or thinking American?
  • PWC, (2017). The World in 2050, The Long View How Will The Global Economic Order Change By 2050?
  • PWC, (2019). Aerospace and defence trends 2019. Defence contractors face the shadow of technology.
  • PWC, (2020). Defence trends 2020: Investing in a digital future 23rd Annual Global CEO Survey-Trend report.
  • SASAD, (2020). Savunma ve Havacılık Sanayii İmalatçılar Derneği, Performans Raporu 2019.
  • SIPRI Yearbook Summary, (2020). Armaments, Disarmament and International Security.
  • TÜBİTAK (2004). Vizyon 2023Teknoloji Öngörü Projesi Sonuç Raporu Türkiye Sentezi.
  • Asthana, M. (2021). Full-Rate Production Of Lockheed Martins’ F-35 Stealth Fighter Jets On Indefinite Hold – Pentagon. The EuroAsian Times. 14 Ocak 2021 tarihinde https://eurasiantimes.com/full-rate-production-of-lockheed-martins-f-35-stealth-fighter-jets-on-indefinite-hold-pentagon/ adresinden alınmıştır. Aviatia, (2020).F-35 Lightning II vs F-16E Fighting Falcon BLOCK 60 31 Ocak 2021 tarihinde https://aviatia.net/f-35-lightning-ii-vs-f-16e-fighting-falcon-block-60/ adresinden alınmıştır.
  • Besch, S. (2019). The European Commission in EU Defense Industrial Policy. Carnegie Endowment For International Peace. November 2019, 06 Ocak 2021 tarihinde https://carnegieendowment.org/files/9-23-19_Besch_EU_Defense.pdf adresinden alınmıştır
  • Brattberg, E. ve Valášek, T., (2019). EU Defense Cooperation, Progress Amid Transatlantic Concerns, Carnegie Endowment for International Peace. 20 Ocak 2021 tarihinde https://carnegieendowment.org/2019/11/21/eu-defense-cooperation-progress-amid-transatlantic-concerns-pub-80381 adresinden alınmıştır.
  • Defensenews (2020) 08 Ocak 2021 tarihinde https://people.defensenews.com/top-100/ adresinden alınmıştır.
  • Deloitte, (2020). Global Aerospace and Defense Industry Outlook. 28.12.2020 tarihinde https://www2.deloitte.com/gr/en/pages/manufacturing/articles/2020-Global-Aerospace-and-Defense-Industry-Outlook.html adresinden alınmıştır.
  • Deloitte, (2021). 2021 Aerospace and defense industry Outlook. 04.02.2021 tarihinde https://www2.deloitte.com/content/dam/Deloitte/us/Documents/manufacturing/us-2021-eri-aerospace-defense-industry-outlook.pdf adresinden alınmıştır.
  • DOD (2018). 2018 National Defense Strategy of The United States. 29.12.2020 tarihinde https://www.jcs.mil/Portals/36/Documents/Publications/UNCLASS_2018_National_Military_Strategy_Description.pdf adresinden alınmıştır.
  • E&Y, (2018). Top 10 Eurospace and Defense Risks. Earnst and Young. 04.02.2021 tarihinde https://www.ey.com/en_gl/aerospace-defense/the-top-10-risks-in-aerospace-and-defense adresinden alınmıştır.
  • Fox, J. R. (2011). Defense acquisition reform, 1960–2009: An elusive goal. Center of Military History. 20.04.2020 tarihinde https://history.army.mil/html/books/051/51-3-1/CMH_Pub_51-3-1.pdf adresinden alınmıştır.
  • Ingram, G. (2019). Closing the Innovation Gap at SOCOM, Case Study: SOFWERX. Proceedings of the Sixteenth Annual Acquisition Research Symposium. 20.04.2020. tarihinde https://calhoun.nps.edu/handle/10945/62923 adresinden alınmıştır.
  • Insinna, V., (2019), The US Air Force’s radical plan for a future fighter could field a jet in 5 years, Defense One, 16 Sept. 2019, 08.02.2021 tarihinde https://www.defensenews.com/digital-showdailies/2019/09/16/the-us-air-forces-radicalplan-for-a-future-fighter-could-field-a-jet-in5-years adresinden alınmıştır.
  • McKinsey (2020). The state of AI in 2020. 27.12.2020 tarihinde https://www.mckinsey.com/business-functions/mckinsey-analytics/our-insights/global-survey-the-state-of-ai-in-2020 adresinden alınmıştır.
  • Rich, G.,(2020).SpaceX Starlink Satellites Reach Critical Mass For Biggest Milestone Yet, Investor’s Business Daily, April 23, 2020. 20.12.2020 tarihinde https://www.yahoo.com/news/m/924a1bd3-cda8-3474-84f0-73c9595d9c40/null? guccounter=1&guce_referrer=aHR0cHM6Ly93d3cuZ29vZ2xlLmNvbS8&guce_referrer_sig=AQAAAIdRY5PPrvqkrQWAzs_rMi3IDyJn-2MzxVExyuOLSfIhqj0V8uGXK6fnrnbG6bC74UM56hqmoLwr_ 7lUSnVJh0gDjRb3MKYecAXYMYAmv83ViQZ1Ib1mJn6-3o76-uuGaKhwWMZOBX1ekw0RhV6XdgoYN1NP3CLTjtE1hbah5Cn7. adresinden alınmıştır.
  • Sanger, D. (2018), Microsoft Says It Will Sell Pentagon Artificial Intelligence and Other Advanced Technology. New York Times Oct. 26, 2018. 20 Nisan 2021 tarihinde https://www.nytimes.com/2018/10/26/us/politics/ai-microsoft-pentagon.html adresinden alınmıştır.
  • Tran, P. (2020). An Update on the Future Combat Air System: December 2020. 12.12.2020 tarihinde www.SLDinfo.com adresinden alınmıştır.
Toplam 82 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Makaleler
Yazarlar

Goksel Korkmaz 0000-0002-2789-2657

Yayımlanma Tarihi 9 Mayıs 2022
Gönderilme Tarihi 29 Haziran 2021
Yayımlandığı Sayı Yıl 2022

Kaynak Göster

IEEE G. Korkmaz, “Gelecek Öngörüleri ve Alınan Dersler Çerçevesinde Savunma Tedarik Projeleri”, Savunma Bilimleri Dergisi, c. 1, sy. 41, ss. 163–204, 2022, doi: 10.17134/khosbd.1101488.