2003 Assessment of the Office of Naval Research's Marine by National Research Council, Division on Engineering and

By National Research Council, Division on Engineering and Physical Sciences, Naval Studies Board, Committee for the Review of ONR's Marine Corps Science and Technology Program

The workplace of Naval study (ONR) cash study throughout a extensive diversity of medical and engineering disciplines in help of the army and Marine Corps. to make sure that its investments are serving these ends and are of top of the range, ONR calls for every one of its departments to suffer annual overview. because 1999, the Naval Expeditionary battle division of ONR has asked that the NRC behavior those experiences. This record provides the result of the second one evaluate of the Marine Corps technology and expertise software. the 1st evaluate was once performed in 2000. The 2003 evaluation examines the final Marine Corps S&T software, the littoral wrestle destiny naval strength, the center thrusts of this system, and uncomplicated learn actions.

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2002. Naval Power 21…A Naval Vision, Department of the Navy, October. 1 LC-FNC process for formulating an S&T investment strategy. SOURCE: Thomas O’Leary, Director, Expeditionary Warfare Operations Technology Division, Office of Naval Research, “ONR’s Marine Corps Science and Technology Program: The Context,” slide 10, presentation to the committee on May 13, 2003. NOTE: Acronyms are defined in Appendix C. BAAs are a good mechanism for discovering novel ideas, overreliance on them as a source of all ideas that might be developed into an S&T investment strategy is a concern to the committee.

2000. , p. 2. 26 2003 ASSESSMENT OF ONR’S MARINE CORPS SCIENCE AND TECHNOLOGY PROGRAM serviceability, and so on constitute a particular suite of capabilities, commonly referred to as the “-ilities,” often found to be critical to use of products in the field. It was clear, however, that such capabilities were not being considered within any of the current products and evidently were assumed to be something that could be added later on during the acquisition program. In the committee’s experience, building in capabilities such as reliability can strongly affect the fundamental design of a product and typically cannot be done after the fact.

9 The other track initiated a more formal planning process to generate and prioritize longer-term projects (36 to 60 months long) that are to receive funding beginning in FY04. The committee noted that the LC-FNC is still in an early stage of development, and the projects that were presented seemed to come from the near-term branch of the dual-track process. A number of FY04 new starts were presented to the committee as being results of the long-term planning process; however, the presentations did not show any direct linkage of these new starts to specific findings of the planning activities.

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