Thesis: Naval Postgraduate School Monterey, California

NAVAL POSTGRADUATE SCHOOL
MONTEREY, CALIFORNIA
THESIS
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AN ANALYSIS OF COMPONENT BREAKOUT

FOR THE TUBE LAUNCHED OPTICALLY
TRACTED YSTRE-GUIDED MISSILE SYSTEM
by
Thomas A. Ramsay
December 1995
Principal Advisor: Mark W. Stone
Approved for public release; distribution is unlimited.
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December 1995 Master's Thesis
TITLE AND SUBTITLE AN ANALYSIS OF COMPONENT BREAKOUT 5. FUNDING NUMBERS
FOR THE TUBE LAUNCHED OPTICALLY TRACTED WIRE-GUIDED
MISSILE SYSTEM
6. AUTHOR(S) Ramsay, Thomas A.
PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) PERFORMING ORGANIZATION
Naval Postgraduate School REPORT NUMBER
Monterey CA 93943-5000
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11. SUPPLEMENTARY NOTES The views expressed in this thesis are those of the author and do not reflect the official policy
or position of the Department of Defense or the U.S. Government.
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13. ABSTRACT (maximum 200 words)
This thesis examines and analyzes the component breakout program for the Tube Launched Optically Tracted
Wire-Guided (TOW) Missile System. The advantages and disadvantages of component breakout are addressed, and an
analysis of the component breakout process from the TOW Project Office perspective is provided.
The research methodology consisted of a literature review, personal and telephonic interviews, and questionnaire
responses of senior military and civilian acquisition personnel.
The conclusions based on this research are: (1) Component breakout is resisted by program managers, (2)
Component breakout operates in an environment of competing requirements and interests, (3) Component breakout
guidance is sufficient, (4) Component breakout is going to be increasingly difficult to accomplish in the future.
Recommendations of this study include: (1) Ensure that the component breakout strategy is included in the
acquisition strategy, (2) Require a risk analysis prior to all breakout decisions, (3) Determine and fund the additional
personnel resources required when performing component breakout, (4) Conduct a cost-benefit analysis prior to making
a component breakout decision.
14. SUBJECT TERMS Component, Breakout, Missile, Government Furnished Equipment, 15. NUMBER OF
Original Equipment Manufacturer PAGES 87
16. PRICE CODE
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Prescribed by ANSI Std. 239-18 298-102
11
AN ANALYSIS OF COMPONENT BREAKOUT FOR

THE TUBE LAUNCHED OPTICALLY TRACTED
WIRE-GUIDED MISSILE SYSTEM
Thomas A. Ramsay
Captain, United States Army
B.S., Old Dominion University, 1985
Submitted in partial fulfillment

of the requirements for the degree of
MASTER OF SCIENCE IN MANAGEMENT
from the
NAVAL POSTGRADUATE SCHOOL

December 1995
/ /u-rvn-^>o ft ' /Ce—m-o

Author:
Thomas A. Ramsay
Approved by: i*l. <SU^

Mark W. Stone, Principal Advisor
John T. Dillard, Associate Advisor
l<WWl {-\^(M/^
Reuben T. Harris, Chairman
Department of Systems Management
in
IV
ABSTRACT
This thesis examines and analyzes the component breakout program for the
Tube Launched Optically Tracted Wire-Guided (TOW) Missile System. The
advantages and disadvantages of component breakout are addressed, and an analysis
of the component breakout process from the TOW Project Office perspective is
provided.
The research methodology consisted of a literature review, personal and
telephonic interviews, and questionnaire responses of senior military and civilian
acquisition personnel.
The conclusions based on this research are: (1) Component breakout is resisted
by program managers, (2) Component breakout operates in an environment of
competing requirements and interests, (3) Component breakout guidance is sufficient,
(4) Component breakout is going to be increasingly difficult to accomplish in the
future.
Recommendations of this study include: (1) Ensure that the component
breakout strategy is included in the acquisition strategy, (2) Require a risk analysis
prior to all breakout decisions, (3) Determine and fund the additional personnel
resources required when performing component breakout, (4) Conduct a cost-benefit
analysis prior to making a component breakout decision.

VI
TABLE OF CONTENTS
I. INTRODUCTION 1
A. BACKGROUND 1
B. FOCUS AND SCOPE OF RESEARCH 3
C. ASSUMPTIONS 4
D. RESEARCH QUESTIONS 5
E. RESEARCH METHODOLOGY 5
F. THESIS ORGANIZATION 6
II. BACKGROUND 7
A. INTRODUCTION 7
B. THE HISTORY OF COMPONENT BREAKOUT 7
C. CURRENT COMPONENT BREAKOUT ENVIRONMENT 13
D. HISTORICAL TRENDS IN COMPONENT BREAKOUT 15
E. COMPONENT BREAKOUT IN THE FUTURE 16
F. SUMMARY 17
III. METHODOLOGY AND DATA PRESENTATION 19
A. INTRODUCTION 19
B. RESEARCH METHODOLOGY 19
C. DISCUSSION AND BACKGROUND 20
D. DECISION PROCESS 22
E. ADVANTAGES OF COMPONENT BREAKOUT 23
Vll
1. Reduced Procurement Cost 24
2. Supports Small Disadvantaged Business Concerns 24
3. Increases Competition 25
4. Helps Maintain a Broader Industrial Base 25
5. Increased Technical Expertise of Project Office Personnel 25
6. Standardization 25
DISADVANTAGES OF COMPONENT BREAKOUT 26
1. Systems Integration 26
2. Additional Management Burden 27
3. Source Selection and Negotiation Process 28
4. Contract Administration 28
5. Data Rights/Technical Data Preparation 29
6. Logistical Considerations 30
7. Configuration Management 30
8. Production Considerations 31
9. Small Business Concerns 32
10. Testing Considerations 32
11. First Article Testing .32
12. Excessive Program Risk 33
13. Quality Control/Manufacturing Considerations 33
14. Component Complexity Considerations 34
15. Performance Specification Issues 35
viii
16. Readiness 35
17. Warranty Coverage 35
18. Non-Recurring Costs 37
G. FUNCTIONAL PERSPECTIVES 38
1. Project Office Perspective 38
2. Socio-Economic Perspective 38
3. Advocacy and Oversight Perspective 39
H. CONCLUSION 39
IV. DATA INTERPRETATION AND ANALYSIS .., 41
A. GENERAL 41
B. TARGET AUDIENCE 41
C. THE QUESTIONNAIRE 41
D. ANALYSIS 42
1. Question 1 42
2. Question 2 43
3. Question 3 44
4. Question 4 45
5. Question 5 46
6. Question 6 47
7. Question 7 48
8. Question 8 49
ix
9. Question 9 51
10. Question 10 52
11. Question 11 53
12. Question 12 54
13. Question 13 55
14. Question 14 56
15. Question 15 56
E. SUMMARY 57
V. CONCLUSIONS AND RECOMMENDATIONS 59
A. GENERAL 59
B. CONCLUSIONS 59
1. Component Breakout is Resisted by Program Managers 59
2. Component Breakout Operates in an Environment of

Competing Requirements and Interests 59
3. Component Breakout Policy and Guidance Is Sufficient 60
4. Component Breakout is Going to be Increasingly Difficult

to Accomplish in the Future 60
C. RECOMMENDATIONS 60
1. Ensure that the Component Breakout Strategy is Included

in the Acquisition Strategy 60
2. Require a Risk Analysis Prior to All Breakout Decisions 61
3. Determine and Fund the Additional Personnel Resources

Required When Performing Component Breakout 61
4. Conduct a Cost-Benefit Analysis Prior to Making a
Component Breakout Decision 61
D. ANSWERS TO RESEARCH QUESTIONS 62
1. Subsidiary Question # 1. What are the current regulations,

statutes, and other guidance pertaining to the component
breakout program? 62
2. Subsidiary Question #2. What are the current requirements

for component breakout and how is the TOW project office
implementing those requirements? 62
3. Subsidiary Question #3. What are the problems associated

with the component breakout process from the project office
perspective? 63
4. Subsidiary Question #4. Does component breakout still

make sense for the TOW project office in a declining business
base? 63
5. Primary Research Question. Based on the current draw-down,

and cutbacks in defense appropriations and in the number of
weapon systems, along with a shrinking industrial base, do
the disadvantages of component breakout outweigh the advan-
tages of component breakout, and is component breakout
still a feasible and/or desirable cost reduction strategy for the
TOW project office? 63
E. AREAS FOR FURTHER RESEARCH 64
LIST OF REFERENCES 65
APPENDIX. QUESTIONNAIRE 67
INITIAL DISTRIBUTION LIST 73
XI
Xll
I. INTRODUCTION
A. BACKGROUND
Component breakout is the process of acquiring a weapon system component directly
from the original equipment manufacturer (OEM) in order to effect a net cost saving without
jeopardizing the quality, reliability, performance, mobilization capability, or timely delivery
of the end item. This acquisition may be a sole-source or competitive procurement as
appropriate under the circumstances. These components are then provided to the prime
contractor as Government-Furnished Equipment (GFE) for integration into an end item.
Component breakout can also pertain to a component that is initially produced by a prime
contractor as part of a weapon system. In this case the Government has to compete the
component in order to develop alternative sources. One of the main objectives of component
breakout is to eliminate the weapon system prime contractor as the middleman. The purpose
of component breakout is to reduce the overall acquisition cost of the weapon system and
develop alternate sources of supply. [Ref. 7:pp. 1-2]
A component is defined in the Defense Federal Acquisition Regulation Supplement
(DFARS), Appendix D, as including subsystems, assemblies, subassemblies, and other major
elements of an end item; it does not include elements of a relatively small acquisition value.
It is important not to confuse component breakout with spare parts breakout. Spare parts
breakout is explained in DFARS Appendix E. In spare parts breakout the Government
acquires items for use as spare parts to help maintain readiness. In component breakout the
Government acquires components to provide to the prime weapon system contractor as
1
Government-Furnished Equipment for two primary reasons: in order to reduce acquisition
costs, and to develop alternate sources of supply.
Department of Defense (DOD) policy pertaining to component breakout is set forth
in the DFARS, Appendix D. The current DOD policy is to breakout components of weapon
systems or other major end items under the following circumstances:
(a) When it is anticipated that a prime contract will be awarded without

adequate price competition, and the prime contractor is expected to
acquire any component without adequate price competition, breakout
that component if-
(1) Substantial net cost savings probably will be achieved; and
(2) Breakout action will not jeopardize the quality, reliability,

performance, or timely delivery of the end item.
(b) Even when either or both the prime contract and the component will
be acquired with adequate price competition, consider breakout of the
component if substantial net cost savings will result from:
(1) Greater quantity acquisitions; and
(2) Such factors as improved logistics support (through reduction

in varieties of spare parts) and economies in operations and
training (through standardization of design).
(c) Breakout normally is not justified for a component that is not

expected to exceed $1 million for the current year's requirement.
[Ref. 8:pp. D 104-105]
The policy guidance stated above is general in nature which means that each
component breakout decision must be considered and analyzed on its individual merits.
B. FOCUS AND SCOPE OF RESEARCH
For purposes of this thesis, component breakout for the Tube Launched Optically
Tracked Wire Guided (TOW) Missile System is examined. The TOW weapon system is a
crew-portable, vehicle mounted, heavy anti-armor weapon system designed to defeat
armored vehicles and other targets such as field fortifications. The TOW weapon system
consists mainly of a launcher and any of five missile versions - basic TOW, improved TOW
(ITOW), TOW 2, TOW 2A, or TOW 2B. The system, vehicle mounted or crew portable,
will operate in all weather conditions in which the gunner can see a target through the missile
flight using either the optical (day) sight or the night sight. The tracking and control
capabilities of the system provide a high first round hit probability against stationary and
moving targets. System accuracy is achieved by the gunner keeping the cross hairs of the
sight centered on the image of the target. Any deviation between the gunner's line-of-sight
to the target and the flight path of the missile is detected by the sight, processed in the missile
guidance set, and transmitted to the missile via the wire command link to correct the flight
path and guide the missile to the target.
The focus of this research is to examine and analyze the component breakout process
from the TOW Project Office's perspective and the current issues surrounding the
component breakout program and process. This thesis evaluates the advantages and
disadvantages of component breakout for the TOW missile system and addresses whether
component breakout is still a viable/desirable acquisition strategy for the TOW project
office. Additionally, it identifies the decision variables that any program manager should
evaluate prior to making a component breakout decision.
3
There have been many difficulties with implementing a breakout strategy for the
TOW Missile System and numerous reasons for the difficulties. Some of the most notable
difficulties include: additional management burden, hidden costs, logistical considerations,
configuration management considerations, production considerations, small business
concerns, excessive program risk, and quality control/ manufacturing considerations. These
difficulties as well as others are examined to draw conclusions on whether breakout is still
a viable cost reduction strategy.
The scope of this thesis is limited to the Army's Program Executive Office, Tactical
Missiles. This command is the Headquarters for all tactical missiles within the Army. The
research effort is limited to the breakout of components for the TOW Missile System
exceeding $1 million annually, but, does not address high dollar value spare parts.
C. ASSUMPTIONS
This thesis assumes that the reader has an understanding of the concept of breakout
as a cost reduction strategy. Although background information is provided as part of this
document, the reader will improve his comprehension of the issues presented here by
reviewing the Federal Acquisition Regulation (FAR), the DFARS, and the other literature
referenced. In addition, the reader is assumed to be familiar with Department of Defense
(DOD) systems acquisition processes, terminology, and has an understanding of the role the
program manager plays in this process. Furthermore, the reader is assumed to be generally
familiar with recent initiatives occurring within the DOD, such as the Defense Management
Review, the Federal Acquisition Streamlining Act, and the Vice President's National
Performance Review.
D. RESEARCH QUESTIONS
The primary research question of this study is: Based on the current draw-down, and
cutbacks in defense appropriations and in the number of weapon systems, along with a
declining industrial base, do the disadvantages of component breakout outweigh the
advantages of component breakout, and is component breakout still a feasible and/or
desirable cost reduction strategy for the TOW project office?
Specific subsidiary research questions to be addressed in the study are:
1. What are the current regulations, statutes, and other guidance pertaining to
the component breakout process?
2. What are the current requirements for component breakout and how is the
TOW project office implementing those requirements?
3. What are the problems associated with the component breakout process from
the project office perspective?
4. Does component breakout still make sense for the TOW Project Office in a
declining business base?
E. RESEARCH METHODOLOGY
Research investigation includes a review of pertinent literature, a questionnaire
developed for selected project office and contracting personnel within the Program Executive
Office, Tactical Missiles, and personal interviews with both project office and contracting
personnel.
The information gathered was analyzed to determine the major difficulties and
concerns with breakout procurement from various points of view. The analysis then assessed
the advantages and disadvantages of component breakout to determine whether breakout is
still economically desirable/ feasible for the TOW project office.
F. THESIS ORGANIZATION
This thesis consists of a comprehensive analysis of the breakout process from the
TOW Project Office's perspective. Chapter II describes a history of the DOD breakout
program and the current emphasis on component breakout. Chapter III provides the
methodology used to evaluate the data. Chapter IV provides the data interpretation and
analysis of this study. Chapter V presents conclusions drawn from the research and
recommendations for the application of the research results.

II. BACKGROUND
A. INTRODUCTION
The purpose of this chapter is to provide an historical perspective of component
breakout and address the current status of the component breakout program. The primary
focus is placed on changes in the acquisition environment that significantly shaped the
breakout process and the evolution that has taken place in the breakout process since the
1930s.
B. THE HISTORY OF COMPONENT BREAKOUT
During the 1930s component breakout was common. This was mainly due to the
simplicity of weapon systems and technology at that time. The Government was able to
produce components and provide them directly to the prime contractor. However, as
technology continued to increase, the ability of the Government to provide components as
Government-Furnished Equipment (GFE) decreased significantly. Weapon systems
integration became much more complex and the Government lacked the technical expertise
required to effectively manage systems integration. As technology increased it became more
and more common for the prime contractor to take over this role as the systems integrator.
[Ref. 14:p. 10]
The role of systems integrator continued to develop during the 1940s. This may be
due in part to the explosion of technology that took place during World War II. By the
1950s, defense contractors were performing total weapon systems integration. This gave the
prime contractor additional responsibility for integrating components into a weapon system.
This increased responsibility translated into additional risk for the prime contractor and led
to additional costs to the Government.
By the late 1950s, this expanded role of the prime contractor was gaining attention
in the procurement community. Government procurement managers began to notice that the
integration role the prime contractor was performing was also increasing the cost of weapon
systems. As the weapon systems developed after WWII began to mature and enter relatively
stable production cycles, the Government realized that it could procure components directly
from the subcontractor or manufacturer and provide them to the prime contractor as GFE.
[Ref. 15:p. 11]
In the late 1950s the Army took the lead in the component breakout effort and began
breaking out components for direct procurement and providing them to the prime contractor
as GFE. In the Nike-Hercules program alone, the Army reported saving $11.3 million by
breaking out components for direct procurement. The Army's early experience with the
component breakout program enjoyed so much success that Congress insisted that the Navy
and Air Force establish their own breakout programs. [Ref. 1 :p. 33]
During the 1960s Secretary of Defense Robert McNamara directed that component
breakout become part of each military Service's acquisition planning process. In addition,
requirements were established to acquire technical data packages in order to increase
competition during the breakout process. Subsequently, in 1965, the Armed Services
Procurement Regulation (ASPR) was amended to include detailed guidelines for
implementing component breakout. Throughout the 1960s component breakout increased,
8
and as a result, millions of dollars in cost savings were realized. However, little attention
was given to the additional technical and management burden component breakout placed
upon the Government. [Ref. 14 :p. 11]
The 1970s saw a lull in component breakout activity. As in WWII when weapon
systems and technology became more complex, breakout activity decreased. In addition,
many of the acquisition policies and procedures instituted during the 1960s were being
challenged in Congress. This, coupled with limited technical expertise and personnel
constraints, made component breakout difficult for the program manager to accomplish.
These factors may have contributed to the minimum amount of component breakout that
took place throughout the military Services in the 1970s even though the regulatory breakout
policy from the 1960s was still in effect. [Ref. 14:p. 13]
This reduction in component breakout activity drew considerable attention from
various Government audit agencies. Several audit agencies expressed concern over the
adequacy of the Service's compliance with DOD's component breakout policy. These
agencies, both internal and external to DOD, were reporting that millions of dollars in cost
savings were being lost due to the lack of component breakout in new production weapon
systems. [Ref. 15:p. 12]
The Army and Air Force Audit Agencies conducted numerous component breakout
audits during the mid to late 1970s on various major weapon systems programs.
In 1975, the Army Audit Agency (AAA) conducted an audit of the U.S. Army
Aviation Systems Command and the U.S. Army Missile Command. The audits concluded
that the commands had not fully implemented component breakout programs and as a result,
9
were not realizing the potential savings that could be achieved by breaking out components.
The report recommended that the Army Material Command place additional emphasis on the
monitoring of the various major commands to ensure that to the maximum extent practical,
component breakout policies and procedures were being followed. [Ref. 5]
In 1979, based on several Air Force Audit reports, the House Appropriations
Committee concluded that:
These audit reports demonstrate that too little attention is being devoted to
the component breakout program. The same is probably true of the Army
and Navy, although audits of this program in those departments have not
come to the attention of this committee. The component breakout program
should be applicable across every item of equipment built for the military
departments, as well as for spares support purchased for those equipments.
Aircraft engines have been a high dollar Government Furnished Equipment
item for many years and there is no reason why other engines, fire control
systems, navigation systems, and other much smaller components cannot be
purchased directly from manufacturers once an end item enters production.
[Ref. 21]
As a result of this increased oversight on component breakout and the potential for
cost savings, the Secretary of Defense received guidance from Congress to place additional
emphasis on the component breakout program. [Ref. 15:p. 13]
At the time these audits were being conducted, the Defense Acquisition Regulation
(DAR) contained DOD guidance on component breakout. However, program managers
charged with bringing their programs in within cost, schedule, and performance thresholds
were reluctant to convert contractor furnished equipment (CFE) to GFE because of the risk
involved. [Ref. 15 :p. 14] Some of the most notable risks included: production and schedule
delays due to late or defective GFE, quality control and quality assurance problems,
10
configuration management complexity, increased logistical complexity, and managing the
system integration effort. These as well as many other risks all contributed to the program
manager's reluctance to convert CFE to GFE. In addition, the policy in the DAR with
respect to component breakout was being interpreted differently within and among the
Services. [Ref. 15:p. 13]
In the 1980's Congress established the Competition Advocate function within the
DOD procurement system. The main function of the Competition Advocate was to reduce
cost and increase quality through the increased use of competition. The establishment of the
Competition Advocate within each Service gave the component breakout program some
leverage when dealing with program managers that were reluctant to breakout components
because of the increased cost, schedule, and technical risk. However, use of the Competition
Advocate to fulfill this role with respect to component breakout was somewhat ineffective
since components that are often broken out are procured on a non-competitive basis from the
manufacturer. [Ref. 19]
One of the most significant events in component breakout policy occurred on October
30, 1984 with the passage of the Small Business and Federal Procurement Competition
Enhancement Act. This Act established within the Small Business Administration (SBA),
a breakout procurement representative for each major DOD installation purchasing more than
$150 million in non-commercial items per year. The breakout procurement representative's
main objective was to be an advocate for the breakout of items for procurement through the
use of full and open competition whenever appropriate. In order to accomplish this objective
the breakout representative is authorized to:
11
(a) Attend any provisioning conference or similar evaluation session
during which determinations are made as to whether requirements are
to be procured through other than full and open competition and make
recommendations with respect to such requirements to the members
of such conference or session.
(b) Review, at any time, restrictions on competition previously imposed

on items through acquisition method coding or similar procedures,
and recommend to personnel of the appropriate activity the prompt
reevaluation of such limitations.
(c) Review restrictions on competition arising out of restrictions on the

rights of the United States in technical data, and when appropriate,
recommend that personnel of appropriate activity initiate a review of
the validity of such an asserted restriction.
(d) Obtain from any governmental source, and make available to

personnel of the appropriate activity, unrestricted technical data
necessary for the preparation of a competitive solicitation package for
any item of supply or service previously procured noncompetitively
due to the unavailability of such unrestricted technical data.
(e) Have access to the unclassified procurement records and other data
of the procurement center.
(f) Receive unsolicited engineering proposals and, when appropriate (i)

conduct a value analysis of such proposal to determine whether such
proposal, if adopted, will result in lower cost to the United States
without substantially impeding legitimate acquisition objectives and
forward to personnel of the appropriate activity recommendations
with respect to such proposal, or (ii) forward such proposals without
analysis to personnel of the activity responsible for reviewing such
proposals and who shall furnish the breakout procurement center
representative with information regarding the disposition of any such
proposal.
(g) Review the system that accounts for the acquisition and management
of technical data within the procurement center to assure that such
systems provide the maximum availability and access to data needed
for preparation of offers to sell to the United States those supplies to
which such data pertain which potential offerors are entitled to
receive. [Ref. 20:Sec. 403]
12
The breakout procurement representative is authorized to appeal a failure to act
favorably upon any recommendation made. The appeal must be in writing and decided
within 30 days from receipt. This new policy greatly increased the power of the Small
Business Administration with respect to breakout procurement. The program manager now
had to strongly justify why components could not be broken out in order to reduce overall
acquisition cost. [Ref. 20:Sec. 403]
In the mid 1980s component breakout regulations, policies, and guidance remained
relatively stable. However, this had little effect on compliance with the component breakout
program. An audit report by the DOD Inspector General in May of 1990 determined that
component breakout was often ignored as an acquisition strategy on major defense
acquisition programs. In addition, the report found that component breakout reviews were
often not performed, and when performed, valid breakout opportunities were not pursued.
This audit report led to the current component breakout environment within the DOD. [Ref.
9]
C. CURRENT COMPONENT BREAKOUT ENVIRONMENT
An Army Acquisition Executive (AAE) policy letter dated January 14, 1991
delineates the current Army requirements with respect to component breakout:
Program Executive Officer (PEO) and non PEO Major Subordinate

Command project managers will develop component breakout plans and
follow the DFARS which requires review of major components for direct or
competitive procurement when substantial net cost savings can be achieved.
Component breakout makes sense when done without jeopardizing quality,

reliability, performance or delivery schedules of an end item. Managers will
make sure efforts result in best value decisions and that they are documented.
13
Managers will discuss component breakout plans in their acquisition
strategies and will follow the new guidance to be published in the DOD
Instruction 5000.2 and DOD Manual 5000.2. Breakout decisions will be
reviewed, updated, and implemented during program execution.
Managers must also take into account the Government Management Cost
(GMC) generated by a breakout action. The AMC Competition Advocate's
model for GMC associated with component breakout is available to assist in
arriving at an economic analysis that will withstand audit scrutiny. [Ref. 4]
The current DOD Instruction 5000.2, Defense Acquisition Policies and Procedures,
contains the following guidance with respect to component breakout:
The Acquisition Strategy Report will discuss component breakout plans and
will include a rationale justifying the component breakout strategy.
(a) Component breakout must be considered on every program and

should be done when there are significant cost savings, the technical
or schedule risk of furnishing government items to the prime
contractor is manageable and there are no other overriding
Governmental interests (e.g., industrial base considerations).
(b) In the Acquisition Strategy Report, list components considered for

breakout and provide a brief rationale for those where a decision was
made not to break out. A decision not to breakout any components
must be justified in the Acquisition Strategy Report to include the
rationale for not pursuing component breakout. [Ref. 10:p. 5-A-3]
As can be seen from the above guidance, component breakout in the 1990s continues
to be looked at as a cost reduction strategy for the program manager to pursue if there is a
potential for significant cost savings. This coupled with the increased oversight of the audit
communities since the mid 1980s, is likely to place significant pressure on the program
manager to fully explore component breakout opportunities. Since 1984, there have been
14
over 30 major audit reports citing foregone and potential savings with respect to component
breakout. [Ref. 15:p. 15]
This suggests that the audit community and program management community are at
odds over compliance and implementation of the component breakout program. This
conflict may be explained by the role of the auditor versus the role of the program manager.
The auditor's main function is to ensure compliance with various regulations and guidance
and to identify foregone and potential cost savings. The component breakout program
provides an excellent vehicle for the auditor to accomplish that objective. On the other hand,
the program manager's main function is to bring his program in on time, on schedule, within
performance thresholds, and to mitigate program risks. The component breakout program
can result in substantial cost savings, however, the risks of those cost savings can be very
difficult to predict and manage.
As previously stated, the program manager must justify any non-breakout decisions.
This environment creates a serious dilemma for the program manager in an environment of
shrinking defense budgets and personnel reductions. If a decision to breakout a component
is made, it is unlikely that the additional personnel required to perform the systems
integration effort by the Government will be available due to the current hiring freeze within
DOD as well as the on-going reduction in force efforts.
D. HISTORICAL TRENDS IN COMPONENT BREAKOUT
A review of pertinent literature reveals a cyclical trend in component breakout. As
technology increased and weapon systems became more complex, component breakout
15
activity decreased. As technology became more mature, component breakout activity
increased. The role of the systems integrator seemed to shift back and forth between the
Government and the prime contractor. This may be largely due to the technical expertise
required ito manage component breakout given the shifts in technology, as well as the
program manager's risk adverse mind set. Congressional oversight also may have played
a part in the shifts that occurred between industry and the Government with respect to the
component breakout program. On a macro level one can observe these same types of
changes in policy and oversight for the entire DOD acquisition process during the same time
frame. The current DOD environment is shifting back to reduced oversight and greater
decision making authority for the program manager. This coupled with increased emphasis
on utilization of best commercial practices and streamlining the acquisition process should
help the program manager gain more autonomy over how he executes his program.
E. COMPONENT BREAKOUT IN THE FUTURE
As we enter the mid 1990s acquisition reform has taken hold. The Federal
Acquisition Regulation (FAR) has been re-written and is currently under-going another
major revision. The Federal Acquisition Streamlining Act (FASA) has just been released
and is in the process of implementation. The Vice-President's National Performance Review
has recently been completed and is likely to make sweeping changes to acquisition policies
and procedures. The Secretary of Defense has issued guidance on eliminating military
specifications and standards where they are not needed. These initiatives, as well as many
16
others currently on-going will have a direct impact on the way we do business within DOD
and may impact the component breakout program.
The reported abuses that took place in the mid 1980s with stories alluding to $500
hammers and the $600 toilet seats have contributed to the significant political pressure that
DOD has felt to reduce military budgets. This, coupled with an exploding deficit has ended
the era of unlimited resources for military weapon system modernization. This environment
has contributed to the large number of audits that the component breakout program has
undergone since the mid 1980s. As we enter the 21st century it is likely that these audits will
continue to place emphasis on the breakout program as a cost reduction measure as a means
to save scarce Defense resources.
F. SUMMARY
Component breakout is and will continue to be a controversial cost reduction
strategy. There is no "cookie cutter" approach that can be applied in every component
breakout decision. Component breakout decisions can be affected by many factors including
political, business, economic, technological, as well as a myriad of other requirements.
This chapter has traced the history of the component breakout program and provided
the current regulatory guidance. A cyclical trend in the history of the component breakout
program is evident. This cyclical trend will likely continue into the 21st century as
technologies explode and mature. In addition, the audit community is likely to continue their
efforts to identify quantifiable cost savings in the component breakout program. This
17
situation will lead to a considerable amount of scrutiny for the component breakout program
as we move into the 21st century.
18
III. METHODOLOGY AND DATA PRESENTATION
A. INTRODUCTION
This chapter describes the research methodology used to answer the primary and
subsidiary research questions identified in Chapter I. This chapter also presents the data
gathered from the literature review as well as data gathered from interviews conducted with
TOW Project Office personnel. It includes a discussion of what led to the decision to pursue
component breakout for the TOW missile as well as the current decision making process the
TOW Project Office uses to breakout components. The advantages and disadvantages of
component breakout is also addressed along with functional area perspectives on component
breakout.
B. RESEARCH METHODOLOGY
The research methodology used in this thesis consisted of a literature review of the
Defense Logistics Studies Information Exchange (DLSIE), the Defense Technical Inform-
ation Center (DTIC), and the Naval Postgraduate School Library. In addition, personal and
telephonic interviews and questionnaire responses from TOW Project Office personnel
involved in the breakout process were utilized.
The objective of the literature search was to examine the current regulatory guidance
and identify advantages and disadvantages of component breakout and look at the difficulties
in implementing a breakout strategy for the TOW Project Office.
19
The objective of the questionnaire was to gather specific data to analyze in answering
the primary and subsidiary research questions. The questionnaire consisted of fifteen
questions which can be found in the Appendix of this thesis. Respondents were asked to
provide written responses to the questions based on their experience and the current guidance
within the project office. The analysis of the responses to the questionnaire is contained in
Chapter IV of this thesis.
The interviews were unstructured and focused on personnel with an understanding
of the component breakout process for the TOW missile system. In this regard, the interview
base primarily included senior military and civilian personnel within the TOW Project Office
in key management positions responsible for implementing and supporting the component
breakout program. Interviews were conducted with personnel from functional area branches
within the TOW Project Office. These branches include: Program Management, Acquisition
Management, Cost, Production Engineering and Manufacturing, Technical Management,
Logistics Management, Test and Evaluation, Product Assurance, and Configuration
Management.
C. DISCUSSION AND BACKGROUND
The decision to pursue component breakout for the TOW missile system was made
during the mid to late 1970s. Three primary factors contributed to this decision. First,
component breakout was and continues to be DOD policy. Second, competition was needed
to drive the price of the TOW missile system down to reasonable levels. Third, the audit
20
community was placing pressure on DOD to comply with component breakout policy in
order to realize potential cost savings. [Ref. 11]
The evolution of component breakout policy as discussed in Chapter II of this thesis
played a significant part in the decision to embark on a component breakout program for the
TOW missile system. In the mid to late 1970s, just as the TOW missile system was in the
midst of a large production run, the component breakout program was being revitalized
within DOD. This shift in emphasis on component breakout policy resulted in increased
oversight for the component breakout process and additional pressure to pursue component
breakout for the TOW missile system. [Ref. 15:p. 13]
At the same time, Hughes Aircraft Company, the prime contractor for the TOW
missile system, was in a sole-source situation and clearly charging more than necessary to
make a reasonable profit. This fact further compounded the need to pursue component
breakout as a means of reducing costs and developing second sources. Consequently second
sources for the missile and launcher were pursued in the 1970s. Chrysler Corporation won
the second source contract for the missile and Emerson Corporation, now Esco Corporation,
won the second source contract for the launcher. After this initial competition, SBA assumed
that the TDPs for individual components were adequate for component breakout.
Unfortunately, this was frequently incorrect, and late deliveries and/or poor quality resulted.
However, in a few cases costs came down, particularly when competent prime level
contractors were involved. [Ref. 11]
The last significant factor that contributed to the decision to pursue component
breakout for the TOW missile system was the significant pressure that Congress was placing
21
on DOD to fully explore component breakout opportunities. Numerous audit reports were
claiming that millions of dollars in cost savings were being lost due to the lack of component
breakout in new production weapon systems. [Ref. 15:p. 13] In 1975, an audit conducted
at the U.S. Army Missile Command concluded that the command had not fully implemented
component breakout programs, and as a result, was not realizing the potential savings that
could be achieved by breaking out components. [Ref. 5]
D. DECISION PROCESS
The decision to breakout a component is an extremely complex one. When the TOW
Project Office makes the decision to breakout a component they use the 12 breakout
guidelines set forth in Appendix D of the DFARS. In addition, other considerations are
taken into account depending upon each unique situation. The current regulatory guidelines
in DFARS, Appendix D, are provided as questions for the program manager to ask prior to
making a decision to breakout components. They are as follows:
1. Is the end item contractor likely to do further design or engineering effort on

the component?
2. Is a suitable data package available with rights to use it for Government

acquisitions?
3. Can any quality control and reliability problems of component breakout be

resolved without requiring effort by the end item contractor?
4. Will the component require further technical support? If so does the

Government have such support? Or, can the support be obtained from the
end item contractor or other source?
Will breakout impair logistics support?
22
6. Will breakout unduly fragment administration, management, or performance
of the end item contract?
7. Can breakout be accomplished without jeopardizing delivery requirements

of the end item?
8. If a decision is made to breakout a component, can advance acquisition funds

be made available to provide the new source any necessary additional lead
time?
9. Is there a source other than the present manufacturer capable of supplying the
component?
10. Has the component been acquired directly by the Government as a support
item in the supply system or as Government-furnished equipment in other
end items?
11. Will the financial risks and other responsibilities assumed by the Government
after breakout be acceptable?
12. Will breakout result in substantial net cost savings? Develop estimates of
probable savings in cost of requirements determinations and control,
contracting, contract administration, data package purchase, material
inspection, qualification or preproduction testing, ground support and test
equipment, transportation, security, storage, distribution, and technical
support. [Ref. 8:pp. D 104-105]
The above decision process is a good starting point to examine whether to breakout
a component or not. However, the process is much more involved than simply following the
decision process. The advantages and disadvantages of each situation must be assessed.
E. ADVANTAGES OF COMPONENT BREAKOUT
The TOW Project Office has experienced several advantages and disadvantages with
respect to component breakout. The advantages and disadvantages cited in the following
23
sections are based on the interviews conducted with TOW Project Office personnel. Some
of the most notable advantages include:
1. Reduced Procurement Cost
One of the main advantages that the TOW Project Office enjoyed by breaking out
components was reduced costs of procurement by eliminating the prime contractor's costs
of managing the procurement of the components. In addition, the TOW Project Office
achieved cost savings by competing components previously purchased by prime contractors
from sole-source subcontractors. By breaking out components for competition, the TOW
Project Office avoided the prime contractor's middle-man charges. Furthermore, the TOW
Project Office was in a position to negotiate lower prices with these subcontractors because
of its access to cost and pricing data.
2. Supports Small Disadvantaged Business Concerns
The use of the breakout procurement enabled the TOW Project Office to ensure that
contracts would be awarded to small disadvantaged businesses. Although the prime
contractor has certain small/small disadvantaged business goals with respect to set-asides
there is no guarantee that the prime contractor will meet these goals. Since the TOW missile
and its related components are in production, small businesses can make ideal suppliers.
Many times small businesses have more advanced manufacturing facilities than their larger
competitors. Since the TOW missile system is mature, the technical data package is
relatively stable which makes breakout easier for certain components that have relatively
simple designs.
24
3. Increases Competition
As has already been mentioned, when a decision to breakout a component is made,
the forces of competition can take over under the right circumstances. This results in an
overall lower price to the Government which is the main goal of component breakout.
4. Helps Maintain a Broader Industrial Base
The TOW Project Office through the use of breakout was able to develop alternative
sources of supply. In the case of mobilization or national emergency the TOW Project
Office has a number of qualified suppliers that can provide components for the TOW missile
system. In addition, if a strike or some type of natural disaster occurs, the original
manufacturer may not be able to procure components needed to keep the production line
running if only one source exists.
5. Increased Technical Expertise of Project Office Personnel
The opportunity for the TOW Project Office to maintain a higher level of technical
expertise by managing the technical data package is another benefit of breakout. When
conflicts occur, such as the recent one in Somalia, the TOW Project Office is able to respond
with technically competent personnel from both the Government and industry. If problems
with the TOW missile occur during conflicts such as these, it is critical to have the technical
expertise within the project office to solve these problems as quickly as possible to reduce
the backlash from the host country and Congress.
6. Standardization
There is an increased potential for standardization in some breakout procurements
since the TOW Project Office is managing the Government-Furnished Equipment (GFE).
25
This can translate into lower life cycle costs through enhanced logistical support, improved
reliability, improved availability, better maintainability and enhanced interoperability. Inter-
operability is particularly important for the TOW missile since a number of our allies have
purchased the TOW missile through the Foreign Military Sales program.
F. DISADVANTAGES OF COMPONENT BREAKOUT
Although the TOW Project Office has experienced the advantages listed above, it has
also had to deal with the negative aspects or disadvantages of component breakout.
Following is a discussion of the primary disadvantages of component breakout:
1. Systems Integration
One of the most significant costs of component breakout is the effort required to act
as the system integrator for a weapon system that has numerous components broken out such
as the TOW Missile System. When the Government becomes the system integrator it
assumes responsibility for on-time delivery, functional performance, and the technical
interfaces required by each component to make the entire system function as intended.
Acting as a system integrator takes intensive management and expertise. Government
management includes much more than just development and production. Fielding, main-
tenance, replenishment spares, safety, surveillance, modifications, inspections, and testing
are a few examples of the roles the Government assumes when it becomes the system
integrator. Many times project offices are not properly staffed to perform this critical role.
In addition, systems integration adds complexity to the logistical implications already
26
mentioned, and if not performed properly, can lead to significant cost growth for a project
office.
2. Additional Management Burden
The issue of management burden can be looked at from several different perspectives.
Since personnel are required to overcome all the issues discussed in this thesis, they are
involved in virtually every aspect of the process.
The main issue with personnel is the fact that the additional management
responsibility the breakout process places on them is often overlooked or not fully taken into
account when the decision to breakout a component is made. Personnel staffing levels and
experience are key if the Government is going to effectively manage component breakout.
Government personnel are used to the saying that "they are going to have to do the
job with less". This statement is probably true given the current draw-down and the
inefficiency with which many Government agencies operate. However, when the decision
to breakout a component is made a decision to assess the adequacy of the staffing levels
should also be made. The TOW Project Office has experienced a continual reduction in its
workforce over the last five years. The increased management oversight required to
effectively manage a breakout program does not exist in the project office or in other
activities required to support the acquisition of the TOW missile system. This trend is likely
to continue in the future based upon the current draw-down and manpower freezes in effect.
The bottom line is that the TOW Project Office is not properly staffed to conduct any
extensive breakout procurement due to personnel constraints.
27
3. Source Selection and Negotiation Process
The Government's source selection and negotiation process is a manpower and time
intensive undertaking. This process may or may not be required depending upon the
circumstances of the procurement. However, in cases where it is required the costs can be
substantial. Solicitations must be written and reviewed for all procurements. A source
selection plan may be required. A Source Selection Board may have to be established.
Contractor's proposals must be evaluated and negotiations must be conducted. Debriefing
of unsuccessful offerers also takes time and resources. The possibility of an unsuccessful
offeror protesting the award of the contract also must be considered.
The above factors are only representative of the major areas under the source
selection and negotiation process. There are many other areas and issues that also take time
and resources to accomplish.
4. Contract Administration
Perhaps the most often overlooked cost of component breakout is the contract
administration costs associated with component breakout. These costs include writing and
administering the contract and the day-to-day management required to ensure that the
Government is getting what it contracted for. This may include issuing changes or just
providing clarification to the contractor performing the contract.
Interfacing with the contractor, and in the case of small businesses, the Small
Business Administration, adds additional workload on contracting personnel. In addition,
many times contractors are unfamiliar with Government procedures which can often lead to
problems requiring the attention of contracting personnel. Another issue is the cost of
28
terminating contractors for default. When necessary this action requires an extensive amount
of contract administration and is very time consuming.
5. Data Rights/Technical Data Preparation
All contracts require data to be produced, furnished, acquired or specifically used in
order to meet contract requirements. It is critical for the Government to spell out in each
contract whether it requires limited rights, restricted rights, or unlimited rights to the data.
[Ref. 12]
Failure to acquire the appropriate data rights initially, can lead to the Government
paying excessive prices for the data rights in the future. At the same time, the Government
realizes that contractors have a legitimate interest in protecting proprietary information so
they can maintain their competitive edge. Contractors are very reluctant to give up certain
data rights for the above reason. Therefore, it is very expensive for the Government to
acquire certain data rights from contractors. The costs of acquiring the data rights must be
weighed against the benefits.
It is necessary for the Government to acquire data rights when a component is broken
out. This can be very expensive as described above. Additionally, it does not guarantee
success. Even with a level 3 Technical Data Package, contractors often have difficulty
building components for a number of reasons. One of the main reasons is the trade secrets
not documented in the Technical Data Package that are a necessary part of the process of
building a component. [Ref. 2] This can lead to a number of issues such as schedule or
quality problems that will be addressed later in this thesis.
29
6. Logistical Considerations
Logistics is a broad discipline that covers many areas within weapon systems
acquisition. It involves getting the right equipment or material, to the right place, at the right
time. Logistical considerations can impact schedule, cost, performance, and readiness, as
well as every functional area within a Program Office. When a decision is made to breakout
a component, the implications with respect to the above considerations must be assessed.
This has to start at the initial planning process. The breakout strategy for a weapon system
should be incorporated into the acquisition plan to reduce the risk of experiencing logistical
problems in the execution of the program. This takes an extensive amount of planning and
foresight.
Component breakout adds to the complexity of logistical planning, and if not
accomplished properly, leads to numerous problems in fielding a weapon system on time and
within budget. Logistical considerations are becoming more and more important in weapon
systems acquisition and must be evaluated prior to making a decision to breakout a
component.
7. Configuration Management
Configuration management is somewhat related to logistics. When dealing with a
configuration management issue, it is essential to look at ensuring standardization of
components provided by suppliers. Mr. George Collier, Branch Chief for the Logistics
Management Division of the TOW Project Office, stated that he has never seen a small/small
disadvantaged business build an item without a change to the level 3 technical data package.
[Ref. 2] This creates a very difficult situation when trying to control the configuration of a
30
component. During the configuration control process, it is difficult to control changes
submitted by the prime contractor. When dealing with a number of other contractors, the
task almost becomes impossible.
8. Production Considerations
Scheduling takes on extreme importance when the decision to breakout a component
is made. The main reason for this is the fact that production may be delayed if the
component being produced is defective or late.
The TOW Project Office has experienced numerous problems with delays in
production resulting from problems with breakout. In an analysis conducted to decide
whether to breakout the TOW 2B missile components, a team examined historical data on
problems encountered with breakout. The analysis determined that the TOW Project Office
had incurred costs of $7.7 million due to late delivery and discrepant hardware over a period
of 5 years. The study concluded that if the TOW 2B missile components are broken out, an
additional $21.9 million could be at risk due to potential risks and problems with breakout.
[Ref. 6:pp. 1-7] As can be seen from the above figures, problems with breakout can be
extremely costly to a project office.
According to Mr. Jerry Green, Chief of the Acquisition Management Branch for the
Close Combat Anti-Armor Weapon System (CCAWS) Project Office, when the decision to
breakout a component is made, the project office doubles production lead time because of
additional requirements such as First Article Testing, and logistical considerations. [Ref.
13]
31
9. Small Business Concerns
The ability of the TOW Project Office to manage small businesses is extremely
limited. As already mentioned, small businesses have a difficult time delivering components
without a change to the technical data package. In addition, small businesses often do not
offer the lowest price to the Government. This coupled with the additional management
burden required makes utilizing a small business a painful process for Government
personnel. With shrinking defense budgets the feasibility/desirability of utilizing small
businesses becomes less and less attractive to the program manager.
10. Testing Considerations
An additional consideration is how to test components with Built In Test (BIT) and
Built In Test Equipment when you have numerous configurations manufactured by different
suppliers. The test equipment that supports BIT and BITE is designed for the original
configuration. By introducing additional configurations it becomes difficult to ensure that
the appropriate test and diagnostics equipment will fault isolate the problem with the
component.
11. First Article Testing
When the decision is made to breakout a component, the contractor will be required
to perform a First Article Test to ensure the component meets requirements. If the
component fails First Article Testing, it can directly impact on the production schedule
resulting in late GFE to the prime contractor. In addition, the Government has to pay for the
cost of the First Article Test which is an additional cost to consider. These added costs can
be significant depending on the situation.
32
A slip in production can lead to severe cost growth in a program and degraded
readiness. Additionally, if the new contractor fails First Article Testing and the prior
producer of the component is no longer in production, a gap in the industrial base is created.
This situation can be avoided by having options in the contract with the systems contractor
to produce the component. [Ref. 13]
12. Excessive Program Risk
Excessive program risk is related to virtually every disadvantage associated with
breakout. The most common program risk is associated with late and defective GFE. As
already discussed, this issue cost the TOW Project Office $7.7 million over a 5 year period.
[Ref. 6:p. 5] The costs for a schedule delay is most often passed on to the Government in
the form of a request for equitable adjustment or simply by filing a claim.
In cases where the production is already behind schedule, it may be difficult for the
Government to prove that late GFE did not contribute to the production delay. This could
result in the Government paying for problems the prime contractor was experiencing due to
no fault of the Government.
The above issues may help explain why so many program managers are adverse to
breakout. One of the primary jobs of the program manager is to manage risk. One way to
manage risk is simply to avoid it.
13. Quality Control/Manufacturing Considerations
The issue of quality is also a factor that should be considered when breaking out a
component. The Government must certify all new suppliers. This can be a costly and time
consuming effort. This certification process in many cases will require training of the new
33
suppliers in various QA/QC techniques. The supplier also has a learning curve that has to
be considered. In addition, the supplier may encounter many of the same problems the
original equipment manufacturer experienced when first building the component.
Many companies also have closely held trade secrets that they acquired during the
manufacturing process. These trade secrets can significantly contribute to the quality of a
component. However, these trade secrets are not part of the technical data package provided
to the new supplier. This can result in components being built that do not function as
intended. The TOW Project Office has experienced problems with providing defective GFE
to Prime Contractors. When the Government provides a technical data package to a
contractor to build a component, the Government assumes liability if that component is built
in accordance with the technical data package and fails to work. The main reason for this
is that the Government owns the technical data package and is responsible for its accuracy.
The supplier also has a learning curve that has to be considered. The supplier may encounter
many of the problems the original manufacturer experienced when first building the
component.
14. Component Complexity Considerations
The more complex a component is the more difficult it is to breakout. When dealing
with certain complex electronic components contained in the TOW missile system, a
decision to breakout those components is unwise. The TOW Project Office utilizes this
principle. The less complex components of the TOW missile system are often selected for
breakout.
34
15. Performance Specification Issues
With the new policy issued by the Secretary of Defense with respect to performance
specifications, it is unclear how the TOW Project Office will implement a breakout strategy.
This will make standardization much more difficult to achieve because of the latitude given
to suppliers in meeting the requirements. In addition, it may make configuration manage-
ment an even more complex undertaking.
16. Readiness
Readiness is becoming more and more important in weapon systems acquisition. The
TOW missile is no exception to this rule. Although this thesis is not focusing on spare parts,
it is essential to mention that having insufficient spares can greatly affect readiness. Item
managers at the Integrated Material Management Center (IMMC) at the U.S. Army Missile
Command (MICOM), stated that if they have zero stock of a particular spare, a decision
should be made not to breakout the component because of the effect it can have on readiness
if a problem occurs in the procurement ofthat component.
Indeed breakout does place a tremendous risk on the Government and our soldiers
in the field if not thought out properly. Breakout requires extensive management of
numerous logistical situations to ensure that readiness is not affected in a negative way.
17. Warranty Coverage
The term warranty is defined in the Federal Acquisition Regulation (FAR) as:
A promise or affirmation given by a contractor to the Government regarding

the nature, usefulness, or condition of the supplies or performance of services
under the contract.
35
(a) The principal purposes of a warranty in a Government contract are (1)
to delineate the rights and obligations of the contractor and the
Government for defective items and services and (2) to foster quality
performance.
(b) Generally, a warranty should provide-
(1) A contractual right for the correction of defects notwith-

standing any other requirements of the contract pertaining to
acceptance of the supplies or services by the Government; and
(2) A stated period of time or use, or the occurrence of a specified

event, after acceptance by the Government to assert a
contractual right for the correction of defects.
(c) The benefits to be derived from a warranty must be commensurate

with the cost of the warranty to the Government. [Ref. ll:pp. 31,
191]
A comprehensive warranty definition is:
A legally binding guarantee usually explicit, but in certain cases implicit

whereby a contractor, with or without an explicit payment, agrees to remedy
defects in design, manufacture, workmanship, materials, or performance
existing at a specific time or emerging over a specific period in a weapon
system. It may in addition, provide positive incentives to exceed target
specifications in these characteristics, or penalties if specific targets are not
achieved. [Ref. 3:p. 2-1]
When component breakout is chosen as a acquisition strategy, a major issue becomes:
How does the Government enforce the warranty of the end item? When a component is
broken out, it eventually becomes part of the end item. In the case of the TOW missile,
components are integrated into the missile system. If a failure occurs with the missile
system, it can be very difficult to isolate the fault to a particular component. This makes
36
enforcing warranty provisions with the prime contractor very difficult. The prime contractor
may claim that a Government-furnished component caused the failure in the system.
Another issue involves the shelf life of the TOW missile system. The TOW missile
has an approximately twenty year shelf life. When the missile is taken out of storage for use
in combat, it is expected to work. Most, if not all, warranties expire long before the missile
will ever be fired. An exception to this is latent defects that were not detected during the
inspection and acceptance process. In the case of latent defects, the Government can hold
the contractor liable for problems with the missile. When the missile contains components
that were broken out, the issue of responsibility for failure becomes hard to pinpoint.
A final issue that affects warranties when breakout is chosen as an acquisition
strategy is dealing with Government-Owned Contractor-Operated (GOCO) operations. In
the case of the TOW Missile, the launch motor is built by Radford Army Ammunition Plant,
and the warhead is built by Iowa Army Ammunition Plant, both of which are GOCO
operations. Implementing a warranty with either of these operations would amount to the
Government having a warranty with itself.
18. Non-Recurring Costs
The decision to break out a component must also include non-recurring costs that will
be incurred in order to establish a second source for the component. Non-recurring costs that
should be debited against any savings achieved by breaking out a component include
production tooling and test equipment required for the second source as well as any other
cost that is a one time expense to the current producer. The failure to separate out non-
recurring costs involved with both the development and production of the system artificially
37
inflates early price levels and distorts the actual savings achieved by breaking out a
component. [Ref. 17]
G. FUNCTIONAL PERSPECTIVES
1. Project Office Perspective
From the project office perspective breakout increases program risk and creates an
additional management burden upon project office personnel. In addition, the project office
is not adequately staffed to effectively manage breakout. Since one of the program
manager's primary functions is to reduce program risk, implementing a breakout strategy
conflicts with this goal. The TOW Project Office has experienced many of these risks first
hand. Cost growth, termination for default, defective GFE, late delivery of GFE, and
additional contract administration burden are some of the more common problems the TOW
Project Office had to contend with while managing the overall program. In today's
environment, no project office can survive these types of problems without increasing their
chance for project cancellation. The general consensus among TOW Project Office
personnel was that the disadvantages of component breakout far outweigh the potential
benefits.
2. Socio-Economic Perspective
From the small/small disadvantaged business perspective, the breakout program gives
small businesses opportunities that they would not have otherwise. Breakout increases
competition and allows the Government to develop alternative sources of supply. In
38
addition, breakout increases the industrial base by spreading the work among small
businesses.
A champion of the small/small disadvantaged business perspective can be found in
the Small Business Administration (SBA) breakout procurement representative. According
to Mr. Ralph Massey, Breakout Procurement Representative for MICOM, there is a mind-set
among program managers of total avoidance of risk whenever possible. [Ref. 16] If
program managers can totally avoid the risk, they do not have to manage it. This creates a
big challenge for the SBA since their charter is to guard the interest of small businesses.
3. Advocacy and Oversight Perspective
From the advocacy and oversight perspective, although the DFARS is the current
Defense guidance, each Service implements breakout in a different manner. There is a
consensus in the literature reviewed that standardization is needed among the Services.
H. CONCLUSION
This chapter presented the methodology employed by the researcher to accomplish
the research objective. A brief background of what led to the decision to pursue component
breakout for the TOW Project Office was presented as well as the current decision process
the TOW Project Office uses when breaking out components. Also included in this chapter
was a discussion of the advantages and disadvantages associated with component breakout.
39
40
IV. DATA INTERPRETATION AND ANALYSIS
A. GENERAL
This chapter contains the research findings resulting from the data collected by the
researcher using the methodology outlined in Chapter III. It contains the interpretation and
analysis of the responses from the questionnaire described in Chapter III and concludes with
a brief summary of the analysis.
B. TARGET AUDIENCE
Questionnaires were sent to 20 personnel within the TOW Project Office who were
experienced with the component breakout process. In this regard, the questionnaire base
primarily consisted of senior military and civilian personnel. These personnel, on average,
had more than 20 years experience in Program Management and Contracting. Replies were
received by 15 officials for a seventy-five percent response rate.
C. THE QUESTIONNAIRE
The questionnaire was designed to solicit the opinion of respondents concerning the
component breakout process. The objective of the questionnaire was to gather specific data
to analyze and answer the primary and subsidiary research questions identified in Chapter
I. All questions required written opinions or statements from the respondents based on their
experience with respect to component breakout for the TOW missile.
41
D. ANALYSIS
1. Question 1
Are there certain systems or components that have been easier to breakout than
others?
Interpretation and Analysis of Responses
Responses were received from 15 interviewees. One-hundred percent indicated that
certain components are easier to breakout than others.
The responses all indicated that component breakout is easier to accomplish on items
with stable designs, and mature technical data packages. In addition, respondents indicated
that mechanical and simple optical parts and assemblies with minimal design complexity are
easier to breakout because they lend themselves to a better technical description. In cases
such as this, performance is easier to measure and verify compared to complex electronics/
electro-optics.
The data clearly indicate that these individuals are all in agreement on the fact that
certain components are easier to breakout than others. A common thread that exists in the
responses is simplicity and stability of design of a component is a critical factor in the
component breakout decision process. Another key factor is a mature technical data package
that will support the resolution of any problems in the quality or reliability of the component.
Under these circumstances, component breakout should be accepted as an means to acquire
components.
42
2. Question 2
What process does the project office use to assess the desirability/feasibility of
breaking out a component?
Responses were received from 15 interviewees. The respondent group as a whole
had several consistent observations.
The TOW Project Office utilizes the knowledge and experience base of the Project
Office and the matrix activities which support their mission. These activities include: the
MICOM Acquisition Center, the Research Development and Engineering Center, the Product
Assurance Directorate, the Systems Engineering and Production Directorate, the Integrated
Material Management Directorate, the Resource Management Directorate, the Small and
Small Disadvantaged Business Utilization Office, the Competition Advocate, as well as
many other organizations within the MICOM community.
The initial review for any potential component breakout decision begins with the
engineering and manufacturing phase and remains a consideration through the completion
of the production phase. The project office uses the criteria set forth by the DFARS in
Appendix D as well a formal system analysis to determine the desirability of utilizing
component breakout.
In general, the data indicate that an analysis of technical stability, complexity, cost
saving, technical data package, risk of degrading performance and reliability, risk of
production stop, stable out year requirements, and ability to plan, should be assessed in order
to make an informed decision about the desirability or feasibility of component breakout.
43
The responses seem to indicate that the project office is well aware of the
requirements outlined in DFARS Appendix D and has a disciplined process in place to assess
the desirability of component breakout. In addition, it is clear that the respondents were well
aware of the problems with embarking on component breakout without a clear well thought
out breakout plan. The data indicated that the TOW Project Office currently uses factors
beyond what is called for in the DFARS in order to avoid costly component breakout
mistakes.
3. Question 3
What criteria are used to determine if a component should be broken out?
Responses to this question were received from 13 interviewees. Sixty-one percent
indicated that the ability of small businesses to build the component, coupled with the
criticality of the component, and the procurement lead time required are the criteria utilized
to determine if a component should be broken out. In addition, these respondents indicated
that the results of the assessment of the desirability and feasibility of component breakout
identified in Question 2 is also a key criteria. Thirty percent answered that sometimes the
criteria are political and breakout is forced upon the program.
There were two individuals that did not comment on the criteria used to determine
if a component should be broken out.
The data seem to indicate that there is a general consensus among the project office
personnel as to the criteria that should be considered prior to making a component breakout
44
decision. The criteria identified by the respondents are consistent with the guidance
contained in the DFARS.
It is interesting to note that thirty percent of respondents felt that the criteria are
sometimes political in nature. This may be due to a number of reasons. First, the Govern-
ment procurement system is inherently political because of the Congressional oversight
required when spending public funds. Second, the component breakout process does result
in small and small disadvantaged businesses being awarded contracts that they might not
otherwise receive as a result of various laws and regulations. Third, the Government does
have certain small business threshold goals that they must meet when awarding contracts.
The above reasons, as well as others, may help explain why the respondents felt that the
component breakout process is political in nature.
4. Question 4
What is the most difficult aspect of the component breakout process from the project
office perspective?
Sixty percent responded that time constraints, interface requirements in the systems
integration effort, and risk are the most difficult aspects of component breakout. Twenty-
seven percent indicated that the constantly changing budgetary position of the Army is the
most difficult aspect of implementing a component breakout program. Thirteen percent had
no comment on this question.
The basis for these responses is that the component breakout program requires close
management to be effective. Procurement lead-time when component breakout is chosen as
45
an acquisition strategy becomes critical. If components that are broken out are not received
in the required time frame, a stop in production can result. The systems engineering effort
also is a complex process with component breakout. As part of the systems engineering
process, ensuring component interfaces match system requirements and work as intended,
also adds complexity to the process. These risks coupled with a constantly changing budget
can make it extremely difficult to plan for an effective component breakout program.
It is apparent from the data that component breakout can be difficult for the Program
Management team to perform. Issues such as procurement lead-time, systems integration,
and managing risk are just a few of the difficult aspects of component breakout. In addition,
an ever changing budgetary climate adds to the uncertainly of the process by making
effective planning extremely difficult. In order to manage these difficulties, and make
informed decisions on component breakout, program managers should assess each breakout
decision against these difficulties to determine if component breakout will have an adverse
effect on cost, schedule or performance of their program.
5. Question 5
What external agencies does the project office have to deal with when breaking out
components? What are the main difficulties of working with these agencies?
Fifty-three percent responded that the Competition Advocate and the Small Business
Administration were the main external agencies that they had to deal with. Forty-seven
percent responded that the project office works with the matrix support organization when
breaking out components.
46
These responses were mixed but can be categorized into two main groups. The
personnel that indicated they dealt with the Small Business Administration and Competition
Advocate stated that they had experienced difficulties when working with these agencies.
On the other hand, the personnel that worked with the matrix personnel did not mention any
difficulties working with personnel from these groups.
The data indicate that the Competition Advocate, and the Small Business Adminis-
tration have their own agendas and goals that may or may not match the goals of the project
office. These goals include enhancing competition and assisting in the development of small
businesses through the various socio-economic programs. While these goals are noteworthy,
they can sometimes conflict with the goals of the program office. Understanding these
differences, and making the right decision is key to maintaining both parties' interests. Both
the project office and these agencies should be in agreement on whether a company should
be certified to produce a component. For example, when the Small Business Administration
gives a Certificate of Competency to a small business that the project office does not feel
deserves one, an immediate conflict exists. These types of decisions should be supported by
all parties concerned so that the component breakout process can be effectively implemented.
6. Question 6
Has the project office implemented any unique breakout techniques that have
enhanced the breakout process? If so, please specify what they are.
47
Eighty percent responded that they were not aware of any unique breakout
techniques. Twenty percent indicated that the project office had utilized innovative or
unique breakout techniques.
With the number of years of experience represented by the interviewees in this thesis,
it is interesting that so few were aware of the unique techniques the project office had
implemented to enhance the breakout process. It was equally interesting to note that the
unique techniques identified by a small number of respondents were all contracting methods
designed to give the project office flexibility. These methods involved awarding a contract
to a known producer of a component and including options in the contract. The contract
awarded covered the time required to get a breakout contract awarded, first article test
completed, and production lead time. The option in the original contract would only be used
if the breakout contractor failed first article testing or could not meet production deliveries.
The data indicate that the project office as a whole is not aware of the unique
techniques that have been utilized to enhance the component breakout process. The
contracting personnel within the project office were the only ones aware of the contracting
methods utilized to enhance the component breakout process. In order for component
breakout to be effective, contracting and program management have to work together.
7. Question 7
Is the breakout process becoming more difficult or easier to accomplish and why?
48
Sixty-six percent indicated that breakout is becoming more difficult. Twenty-seven
percent expressed that breakout is becoming easier. Seven percent indicated that conditions
for implementing breakout had not changed.
The majority of responses indicated that breakout is becoming increasingly difficult
to accomplish because of the elimination of specifications and standards. Respondents also
indicated that there will be less business with the traditional "build to print" shops. In
addition, the complexity of today's weapon systems requires engineering capabilities beyond
many small businesses' abilities. All of these factors have the potential to limit breakout
opportunities for the project office.
The data make it clear that breakout is becoming more difficult to accomplish. In
general, the responses indicated that the elimination of specifications and standards coupled
with the complexity of modern weapon systems limits breakout opportunities for the future.
In addition, a declining defense budget has many prime contractors fighting to keep as much
defense work in house as possible. Another potential factor is the reduced quantities of
weapon systems that the DOD is buying. With smaller production runs, many times it does
not make economic sense to utilize component breakout as an acquisition strategy.
8. Question 8
What are the decision variables that you think are key to a successful component
breakout? List the top 10 variables in descending order of importance.
49
This question was asked to provide the program manager with a list of decision
variables that can assist in the component breakout decision making process. Listed below
are the top 10 decision variables given by the respondents:
1. Mature and Stable TDP.
2. Component Design Complexity.
3. Program Stability.
4. Technical Expertise of Contractor.
5. Technical Expertise of Government.
6. Competitive Market Place.
7. Cost Savings.
8. Staffing Level of Government.
9. Quantity of Components Needed.
10. Past Performance of Contractors on "like" items.
The above responses are listed in descending order of importance. These decision
variables can be a useful tool for the program management team in assessing the desirability
of component breakout. The responses overwhelmingly indicated that a mature and stable
TDP, component complexity, and program stability are the top variables that are key to a
successful component breakout program.
50
The data indicate that the component breakout process can benefit by an analysis of
the decision variables identified above. The analysis must provide a convincing basis to
support the decision of whether or not to pursue component breakout.
The variables identified are by no means conclusive. However, they are factors that
should be considered during the decision process. The data clearly indicate that a stable and
mature TDP is the most important factor to consider when making a decision to breakout a
component. However, factors other than the variables identified also impact the component
breakout decision. Political influences, combined with stringent regulations, dictate that the
program manager must consider socio-economic programs. These influences must be dealt
with to ensure that the analysis is the primary factor that determines whether to pursue
component breakout.
9. Question 9
What are the positive and negative impacts of component breakout for the project
office?
Eighty percent indicated that reduced cost was the positive impact of component
breakout. Twenty percent stated that increased competition was the positive impact.
Seventy-three percent indicated that late delivery of components was the negative impact.
Twenty-seven percent stated that quality concerns was a negative impact.
The data indicate that cost savings versus risk to the program are the main positive
and negative impacts respectively. It seems clear from these responses that a cost-benefit
analysis should be required to assess the potential cost savings of component breakout
51
compared to the risk required to achieve these savings. Late receipt of a component required
for production can quickly negate any cost savings achieved.
It is apparent that cost-benefit analyses could support the component breakout
decision process. A quantitative assessment of benefits in the form of reduced costs
compared against the associated risk to the program for late or defective GFE could enable
the program manager to make an informed business decision for his program.
10. Question 10
Is the project office experiencing an increase or decrease in component breakout?
What is the reason for this increase or decrease?
One-hundred percent responded that the project office is experiencing a decrease in
component breakout because the TOW missile is near the end of the production phase. The
project office is currently working several new programs in the engineering and manufac-
turing development phase. In this phase of the acquisition process there is generally less
opportunity for component breakout because a TDP does not exist.
The data clearly indicate that the project office is conducting less component
breakout. This is due to a number of reasons. First, the TOW missile is nearing the end of
the production phase with smaller quantities being procured. Second, the downsizing that
has been implemented throughout DOD is also reducing quantity requirements. Third, the
project office is in an engineering and manufacturing development mode with new systems
which limits component breakout opportunities. All of these factors, as well as others reduce
the business base that exists for potential component breakout contractors. The smaller
52
procurement quantities makes component breakout less cost effective because the cost
savings achieved are offset by the start up costs for the breakout contractor.
11. Question 11
Do you think that the Competition Advocate and the Small Business Administration
is an asset or a liability to the project office when it comes to component breakout?
Seventy-three percent responded that these organizations are assets to the project
office. Twenty-seven percent stated that they were liabilities to the project office.
The basis for these responses are that depending on the circumstances of the procure-
ment these organizations can be both an asset and a liability.
These organizations have goals that are common to the project office and goals that
can and sometimes do conflict with the project office. Getting these organizations involved
in the component breakout planning process early can strengthen the relationship that exists
between the project office and these organizations.
The data confirm that common ground exists between these organizations and the
project office. However, they also confirm that these organizations and the project office
have competing goals and priorities that must be managed to ensure the right component
breakout decision is made. The component breakout process operates in an environment of
competing priorities within the acquisition system. Managing these priorities is key to a
successful component breakout program.
53
12. Question 12
From a personnel and technical perspective, is the project office properly staffed to
perform the systems integration role required when components are broken out?
Respondents were split down the middle on this question. Fifty-three percent
indicated that the project office is not properly staffed to perform the systems integration
role. Forty-seven percent stated that the project office does have adequate resources to
perform this role.
Respondents that stated the project office was not properly staffed thought that the
down sizing had adversely affected their ability to perform the systems integration role.
Respondents that stated that the project office had adequate resources thought that support
by the matrix organizations was sufficient to perform this role. Although, these responses
were mixed, respondents generally agreed that an unstable TDP and on-going design changes
significantly impacted the project office's ability to perform the systems integration role.
Many respondents thought that the skills to perform the systems integration role
within the project office was disappearing with the push to smaller more streamlined project
offices.
It is apparent that component breakout places additional responsibilities on the
project office. Whether a project office is properly staffed to perform the systems integration
role depends on each situation. In the past, when project offices were larger, the skills
required to perform the systems integration role were generally available. With the move
to smaller project offices, many of these skills have disappeared. In today's environment
54
there is a push to let the prime contractor perform the systems integration role. If this trend
continues, breakout activity will decrease significantly and the resident skills within the
project offices are likely to diminish further.
13. Question 13
Who should make the component breakout decision? Should a project manager ever
be forced to breakout a component? If so, by whom?
One-hundred percent responded that a program manager should make the component
breakout decision. Respondents indicated that a program manager should not be forced to
breakout components. However, if a case for component breakout exists, the SBA and
Competition Advocate should put pressure on the program manager to explore component
breakout opportunities. Respondents overwhelmingly indicated that the program manager
is in the best position to assess the impact component breakout may have on his program.
The intent of the component breakout program is to reduce the acquisition cost of a
weapon system by pursuing component breakout opportunities. The program manager, by
virtue of his role is in the best position to evaluate potential breakout opportunities in order
to meet that intent.
The respondents stated that pressure should be applied to ensure that the program
mangers consider component breakout opportunities. However, the respondents also think
that the decision the program manager makes with respect to component breakout should be
final. If a program manager is forced to pursue component breakout for political or socio-
economic reasons the entire program is likely to suffer.
55
14. Question 14
Do you think there is adequate policy guidance within the DOD, DA, and/or the
project office concerning component breakout?
Interpretation Analysis of Responses
Eighty-six percent responded that there is adequate policy guidance throughout the
process. Seven percent stated that there was too much guidance and seven percent stated that
there was not enough guidance.
It is clear from these responses that most felt there was adequate guidance on the
component breakout process. These responses are confirmed by the extensive guidance
found in the literature. Policy guidance has continued to evolve and is frequently
supplemented by local commands.
In general, the responses indicated that policy guidance is adequate. However, a
careful reading of the responses indicates that although there is sufficient policy guidance
within DOD on component breakout, the guidance often contradicts other policies within
DOD. For example, on the one hand there is pressure to pursue component breakout. But,
on the other hand there is pressure to streamline the acquisition process and depend more on
the prime contractor. These philosophies are inconsistent and conflict with one another.
In addition, the policy does not give any formal recognition to the management burden and
staffing needs of project offices when component breakout is pursued.
15. Question 15
From your functional area perspective, what do you consider to be the advantages and
disadvantages of component breakout?
56
The responses to this question were surprisingly consistent among all respondents.
One-hundred percent stated that cost savings was the primary advantage of component
breakout. One-hundred percent indicated that increased management burden was the primary
disadvantage of component breakout.
The data indicate that cost savings is a major criterion in deciding whether to pursue
component breakout. However, the effort required to achieve this potential cost saving
should also be factored into the decision making process. The data indicate that the primary
disadvantage of component breakout is the increased management burden placed on the
program manager. A decision to pursue component breakout should therefore be contingent
on the increased staffing levels required to manage the component being broken out.
E. SUMMARY
This chapter presented and analyzed the data obtained from the questionnaire. This
chapter has demonstrated through data analysis that the component breakout process is a
challenging endeavor for a number of reasons. The component breakout decision must be
made from a macro perspective with the total program in mind in order to ensure overall
program success. A number of factors were identified that can affect a project office's ability
to effectively implement a successful component breakout program. In addition, the primary
advantages and disadvantages of component breakout from the TOW Project Office's
perspective were identified. The environment in which the component breakout program
operates was also explored.
57
58
V. CONCLUSIONS AND RECOMMENDATIONS
A. GENERAL
The purpose of this chapter is to answer the thesis primary and subsidiary research
questions and present conclusions and recommendations resulting from the data. In addition,
areas for further research are provided. Conclusions and recommendations are based on the
literature review, interviews conducted, questionnaires, and analysis results.
B. CONCLUSIONS
1. Component Breakout is Resisted by Program Managers
Program managers are reluctant to implement a breakout strategy because of the
increased cost, schedule and performance risks to their programs. This opposition is largely
based upon past problems with managing GFE. In looking at the disadvantages of breaking
out components presented in this thesis, it is not hard to see why program managers are
adverse to component breakout. Component breakout significantly increases program risk
and demands a considerable amount of time from project office personnel.
2. Component Breakout Operates in an Environment of Competing

Requirements and Interests
A major goal of breakout is to reduce the acquisition cost of components. However,
this goal has to be balanced against program risk. The project office's goal is to field a
supportable system on time within budget that meets all performance requirements. This
goal is often incompatible with the goal of the various socio-economic concerns of the SB A.
In fact, these two goals often collide head on. The victim of this situation is the soldier in
59
the field whose life may depend upon the system. A balance of these competing priorities
is necessary in order to satisfy the needs of the user.
3. Component Breakout Policy and Guidance is Sufficient
The policy and guidance within the DOD is more than adequate. The DFARS clearly
delineates the process to follow when deciding on whether or not to breakout a component.
The questions listed in the DFARS and included in Chapter III of this thesis are an excellent
guideline for the program manager to utilize when evaluating the feasibility or desirability
of breaking out a component.
4. Component Breakout is Going to be Increasingly Difficult to Accomplish

in the Future
In the current acquisition environment, breakout is becoming more and more
challenging. As prime contractors fight to maintain their business base, they are keeping
much of their subcontracting efforts in-house to off-set the reduction in defense spending.
This trend is likely to continue in the future.
C. RECOMMENDATIONS
1. Ensure that the Component Breakout Strategy is Included in the

Acquisition Strategy
The planning for component breakout should start early in the acquisition life cycle
and not be an afterthought. Issues such as life cycle cost and technical data rights need to
be considered early in the planning stages. All functional areas in the project office should
provide input into the acquisition plan and identify high risk areas that should be considered
in order to make a cost effective decision with respect to component breakout.
60
2. Require a Risk Analysis Prior to All Breakout Decisions
Risk is inherent to the breakout process. However, many of these risks can be
identified and mitigated if a comprehensive risk analysis is performed. This will allow the
program manager to make an informed decision on whether to pursue component breakout
as an acquisition strategy for his program.
3. Determine and Fund the Additional Personnel Resources Required

When Performing Component Break-out
Component breakout is a manpower intensive requirement. If breakout is going to
be chosen as an acquisition strategy, the manpower required to effectively manage the
breakout process should be planned and budgeted for. This is a serious problem that must
be considered when a component is broken out. Failure to consider this aspect of component
breakout can compound the issues discussed in this thesis.
4. Conduct a Cost-Benefit Analysis Prior to Making a Component

Breakout Decision
Component breakout can be a complex process depending on the situation. In certain
situations, component breakout can and does work. In making a decision to breakout a
component, the costs and benefits must be examined. The advantages and disadvantages
identified in this thesis are variables that the program manager and contracting personnel
must assess in determining the potential costs and benefits for each situation. All too often,
the Government looks for short run savings because of the immediate pressures to cut costs.
This short term perspective can have a significant impact on future costs. The initial
acquisition cost of an item is a small portion of the overall life-cycle cost. Although DOD
is to consider life-cycle cost when acquiring a weapon system, these costs often take a back
61
seat to immediate savings. A cost-benefit analysis should be performed on components that
are being considered for breakout.
D. ANSWERS TO RESEARCH QUESTIONS
1. Subsidiary Question #1. What are the current regulations, statutes, and
other guidance pertaining to the component breakout program?
There are numerous regulations, statutes, and guidance that impact the component
breakout process. The primary policy document for the component breakout program is the
DFARS. The Small Business and Federal Procurement Competition Enhancement Act
implemented in 1984 is the primary legislative mandate that impacts the component breakout
program. There are also many commands that have internal operating instructions on
implementing component breakout. The regulations, statutes, and policies pertaining to
component breakout continue to evolve as new policy is being promulgated within DOD.
2. Subsidiary Question #2. What are the current requirements for

component breakout and how is the TOW project office implementing
those requirements?
A component breakout decision is required when substantial cost savings is possible
and the component breakout decision will not impact the quality, reliability, or timely
delivery of an end item. The DFARS contains 12 breakout guidelines to use when making
a component breakout decision. The TOW project office follows the 12 breakout guidelines
contained in the DFARS as criteria in evaluating each component breakout decision. This
involves extensive analysis of each component breakout situation against the criteria
contained in the DFARS. In addition, lessons learned from previous component breakout
decisions are used to assess each new component breakout decision.
62
3. Subsidiary Question #3. What are the problems associated with the
component breakout process from the project office perspective?
From the project office perspective breakout increases program risk and creates an
additional management burden upon project office personnel. Since one of the program
manager's primary functions is to reduce program risk, implementing a breakout strategy
conflicts with that goal.
The TOW project office has experienced many of these risks first hand. Cost growth,
termination for default, defective and late GFE are a few examples of some of the common
problems the TOW project office had to contend with when pursuing component breakout.
4. Subsidiary Question #4. Does component breakout still make sense for
the TOW project office in a declining business base?
In the past, component breakout was often justified because of large production runs
and the potential for savings. However, given the shrinking industrial base and the fact that
the TOW project office is nearing the end of the production phase and procuring much
smaller quantities, the potential for cost savings is diminishing.
5. Primary Research Question. Based on the current draw-down, and

cutbacks in defense appropriations and in the number of weapon
systems, along with a shrinking industrial base, do the disadvantages of
component breakout outweigh the advantages of component breakout,
and is component breakout still a feasible and/or desirable cost
reduction strategy for the TOW project office?
The disadvantages associated with implementing component breakout for the TOW
missile system in today's environment far outweigh the advantages. In the current defense
environment, the potential savings for the TOW project office are lessened by the reduced
quantities being procured as the TOW missile system nears the end of its production cycle.
63
This coupled with the additional risks associated with implementing a component breakout
program makes pursuing component breakout an undesirable cost reduction strategy for the
TOW project office now and into the foreseeable future.
E. AREAS FOR FURTHER RESEARCH
An area for further research is to develop a cost benefit model for program managers
to use in assessing the desirability of component breakout. Another area of potential research
is to survey contractors that have performed component breakout to solicit their perspective
on the component breakout process and compare that to the Government's perspective.
64
LIST OF REFERENCES
1. Cohen, Jay Martin, Government Furnished Equipment: An Analysis of the Decision

Making Process. Master's Thesis, Naval Postgraduate School, Monterey, CA,
September 1980.
2. Collier, George, Branch Chief Logistics Management Division, CCAWS Project

Office, Personal Communication, September 1994.
3. Defense Systems Management College. Warranty Guidebook. October 1992.
4. Department of the Army, Office of the Assistant Secretary, Army Acquisition

Executive Policy Memorandum 91-1, Component Breakout in Systems Acquisition.
January 1991.
5. Department of the Army, United States Army Audit Agency, Midwestern District,
Breakout In The Procurement Process. Audit Report MW 75-78, June 1975.
6. Department of the Army, United States Army Missile Command, Analysis for
Breakout of TOW 2B Missile Components. May 1991.
7. Department of the Army, United States Army Missile Command Regulation,

Technical Requirements for Breakout Procurement of Major Items. September 1991.
8. Department of Defense Federal Acquisition Regulation Supplement (DFARS),

Component Breakout. Appendix D, 1991.
9. Department of Defense Inspector General, The Component Breakout Program Within

POD. Washington, D.C., May 1990.
10. Department of Defense Instruction 5000.2, Defense Acquisition Program Procedures.

February 1991.
11. Devanney, Thomas, Former Program Manager TOW and Former Deputy Program
Executive Officer Tactical Missiles, Personal Communications, September 1995.
12. Federal Acquisition Regulation (FAR), 1992.
13. Green, Jerry, Branch Chief, Acquisition Management Division, CCA WS Project
Office, Personal Communications, March 1995.
65
14. Heitmann, Mitchell L., Identification and Importance of Factors in Component
Breakout and High Dollar Value Spare Part Breakout Decisions. Master's Thesis, Air
Force Institute of Technology, Wright-Patterson AFB, OH, September 1987.
15. Manna, Joseph F., Component Breakout Policy and Guidance Within the Department
of Defense. Master's Thesis, Naval Postgraduate School, Monterey, CA, June 1990.
16. Massey, Ralph, Breakout Procurement Representative, MICOM, Small Business

Administration, Personal Communication, September 1994.
17. Pilling, Donald L., Competition In Defense Procurement. Studies In Defense Policy,
The Brookings Institution, Washington, D.C., 1989.
18. SRS Technologies, Ground TOW 2 Missile Launcher Acquisition Strategy

Comparison. November 1988.
19. U.S. Congress, Competition in Contracting Act. PL 98-369,1984.
20. U.S. Congress, Small Business and Federal Procurement Competition Enhancement
Act, PL 98-577, 1984.
21. U.S. House of Representatives, Report of the Committee on Appropriations Together

With Additional Views. Department of Defense Appropiatins Bill, 1980, September
1979.
66
APPENDIX. QUESTIONNAIRE
1. Are there certain systems or components that have been easier to breakout than
others?
2. What process does the project office use to assess the desirability/feasibility of
breaking out a component?
3. What criteria are used to determine if a component should be broken out?
67
4. What is the most difficult aspect of the breakout process from the project office
perspective? How does the project office overcome these difficulties?
5. What external agencies does the project office have to deal with when breaking out
components? What are the main difficulties when working with these agencies?
68
6. Has the project office implemented any unique breakout techniques that have
enhanced the breakout process? If so, please specify what they are.
Is the breakout process becoming more difficult or easier to accomplish and why?
8. What are the decision variables that you think are key to a successful component
breakout (i.e., mature TDP, cost savings, design complexity, technical expertise of personnel,
staffing levels etc.)? List the top 10 variables in descending order of importance.
69
9. What are the positive and negative impacts of component breakout for the project
office?
10. Is the project office experiencing an increase or decrease in component breakout?

What is the reason for the increase or decrease?
11. Do you think the Competition Advocate and the Small Business Administration is
an asset or liability to the project office when it comes to component breakout?
70
12. From a personnel and technical perspective, is the project office properly staffed to
perform the systems integration role required when components are broken out?
13. Who should make the component decision? Should a PM ever be forced to breakout
a component? If so, by whom?
71
14. Do you think there is adequate policy guidance within the DOD, DA, and/or the
project office concerning component breakout?
15. From your functional area perspective, what do you consider to be the advantages and
disadvantages of component breakout?
72
INITIAL DISTRIBUTION LIST
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J2. Library, Code 013 2

Naval Postgraduate School
Monterey, CA 93943-5101
3. Defense Logistics Studies Information Exchange 2

U.S. Army Logistics Management Center
Fort Lee, VA 23801-6043
4. OASA (RDA) 1
ATTN: SARD-ZAC
103 Army Pentagon
Washington, DC 20310
5. Program Manager 5
Close Combat Anti-Armor Weapon System
ATTN: SFAE-MSL-CC
Redstone Arsenal, AL 35898-5710
6. Dr. David V. Lamm (Code SM/Lt) 5

7. Prof. Mark W. Stone (Code SM/St) 2

8. LTC John T. Dillard (Code SM/Dj) 1

9. Col (Ret) Thomas Devanney 1

2404 Arrow Wood Drive
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73
10. CDR Rebecca J. Adams (Code SM/Ad)
11. CPT Thomas A. Ramsay ..

c/o Alan K. Ramsay
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Elmira, NY 14903
74

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NAVAL POSTGRADUATE SCHOOL

AN ANALYSIS OF COMPONENT BREAKOUT

Principal Advisor: Mark W. Stone

Approved for public release; distribution is unlimited.

AN ANALYSIS OF COMPONENT BREAKOUT FOR

Submitted in partial fulfillment

MASTER OF SCIENCE IN MANAGEMENT

NAVAL POSTGRADUATE SCHOOL

/ /u-rvn-^>o ft ' /Ce—m-o

Approved by: i*l. <SU^

John T. Dillard, Associate Advisor

Tube Launched Optically Tracted Wire-Guided (TOW) Missile System. The

advantages and disadvantages of component breakout are addressed, and an analysis

The research methodology consisted of a literature review, personal and

telephonic interviews, and questionnaire responses of senior military and civilian

by program managers, (2) Component breakout operates in an environment of

competing requirements and interests, (3) Component breakout guidance is sufficient,

(4) Component breakout is going to be increasingly difficult to accomplish in the

Recommendations of this study include: (1) Ensure that the component

resources required when performing component breakout, (4) Conduct a cost-benefit

analysis prior to making a component breakout decision.

B. FOCUS AND SCOPE OF RESEARCH 3

B. THE HISTORY OF COMPONENT BREAKOUT 7

C. CURRENT COMPONENT BREAKOUT ENVIRONMENT 13

D. HISTORICAL TRENDS IN COMPONENT BREAKOUT 15

E. COMPONENT BREAKOUT IN THE FUTURE 16

III. METHODOLOGY AND DATA PRESENTATION 19

C. DISCUSSION AND BACKGROUND 20

E. ADVANTAGES OF COMPONENT BREAKOUT 23

2. Supports Small Disadvantaged Business Concerns 24

4. Helps Maintain a Broader Industrial Base 25

5. Increased Technical Expertise of Project Office Personnel 25

DISADVANTAGES OF COMPONENT BREAKOUT 26

2. Additional Management Burden 27

3. Source Selection and Negotiation Process 28

5. Data Rights/Technical Data Preparation 29

9. Small Business Concerns 32

10. Testing Considerations 32

11. First Article Testing .32

12. Excessive Program Risk 33

13. Quality Control/Manufacturing Considerations 33

14. Component Complexity Considerations 34

15. Performance Specification Issues 35

17. Warranty Coverage 35

18. Non-Recurring Costs 37

1. Project Office Perspective 38

3. Advocacy and Oversight Perspective 39

IV. DATA INTERPRETATION AND ANALYSIS .., 41

V. CONCLUSIONS AND RECOMMENDATIONS 59

1. Component Breakout is Resisted by Program Managers 59

2. Component Breakout Operates in an Environment of

3. Component Breakout Policy and Guidance Is Sufficient 60

4. Component Breakout is Going to be Increasingly Difficult

1. Ensure that the Component Breakout Strategy is Included

2. Require a Risk Analysis Prior to All Breakout Decisions 61

3. Determine and Fund the Additional Personnel Resources

D. ANSWERS TO RESEARCH QUESTIONS 62

1. Subsidiary Question # 1. What are the current regulations,