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Crane will become the Navy’s best, fully integrated, Acquisition and Fleet Support organization.

To Crane Division, this means:

Crane’s historical concept of operations and business focus must change because the world is changing. But we have done well in the past and we must be careful to build on our history, not forget it. We have developed many strengths that establish a solid foundation for continued success. The “fully integrated” in our vision means that, we must integrate our vast capabilities and focus our diverse talents in support of each individual customer’s needs. We must develop or improve core capabilities, as a total organization, in addition to building these at the branch and department level, if we are to compete at the national level. We must offer our customers the best in logistics, acquisition, and the integration of ordnance and electronics by responding to their needs as a total organization. We must offer our customers the full range of Crane capabilities integrated into a customer-focused project team.  As an integrated organization, we will project a common and vital identity, essential to our customers success.

The second part of the vision statement addresses identity through a common business focus – Acquisition and Fleet support. This means that we’re not a Science & Technology house; but we are expert in applying test and analysis to acquisition and support problems. It means we’re in the business of supporting the definition, development, production/maintenance, deployment, and upgrade of weapons, electronic systems and ordnance. It also means that we know the core capabilities which enable us to support our customers, and around which we will plan, invest, and organize our work. These core capabilities are acquisition engineering, product engineering, logistics, acquisition, maintenance and repair, and project/program management. Systems engineering, a primary focus of the NAVSEA/NSWC Headquarters will become our next critical capability as we evolve to better serve our customer.

Our business is Acquisition and Fleet Support. A focus on this business area, coupled with our strong product areas, can provide the identity we need to present an integrated face to the world over a period of time. It’s been proven, time and again, that it’s absolutely critical to strategy that an organization understands what business it’s really in. There’s an old story about the railroads. At the turn of the century, the railroad industry was in the business of transporting people and products - the transportation business – but they didn’t know it. They thought they were in the railroad business, and, although they had had the market cornered, went essentially out of business. If they had been sensitive to their customers’ needs for speed and flexibility, they would have invested in trucking and airlines and still be leaders in the transportation business. The same holds true for us. Realizing we are in the Acquisition and Fleet Support business helps us assess “how” we execute business – in the acquisition reform environment – in the best interest of our customers.

For example, maintenance and repair are critical to our customers, but that doesn’t mean we always need to “do it all in-house.” We will use our experience to provide engineering and process support to help the Fleet and industry perform better maintenance and repair, if that is the answer to our customer’s need. Or we will partner with industry and academia to provide the right mix of research, engineering, and production to our customers.

“Hands-on” work will always be vital to us, as we are one of the last Navy shore stations with a viable design/prototype/repair/quick response capability. “Hands-on” work provides us with the ability to develop our technical talent and provide real value to our customers. This capability is often called upon to satisfy urgent Fleet needs until we can bring industry on line. But once again, we are in the Acquisition and Fleet support business, and our “hands-on” capability, while a wonderful tool in our tool kit, will only continue to be funded when it helps the customers with their Acquisition and Fleet Support needs.

As acquisition reform continues to change our business, we will not change what we do so much as how we do it. As DoD continues to rely more and more on industry for R&D, production, and in-service engineering, the secret to our success will be to accept, and adapt to, the new way of doing things. If we do, customers will continue to need us. The development and fielding of complex warfare systems based on open architecture and commercial technologies are, in fact, more complicated in a technical sense than procurement to MILSPECS. As commercial technologies turn over and over, each equipment represents a unique acquisition and support profile. The government will require a more talented in-house technical base to manage the change. Our new paradigm must be to support our customers in their efforts to understand, integrate, and support commercial technologies; in addition to continuing to support our traditional military unique products and services. Therein lies our unique opportunity – in a time of dramatic change, to be able to change, and establish a powerful, needed, identity around Acquisition and Fleet Support. By integrating and focusing the many capabilities of Crane, we will be able to establish this identity and to focus our total capability in support of our customers’ changing needs.



Point of Contact : Strategic Planning Leader
Last Modified: May 16, 2001

Strategic Plan

Letter from Commander and Executive Director
Statement of Commitment from Crane Division Board of Directors
Executive Summary
Strategic Intent
Guiding Principles
Strategic Goals
Implementation Process
Balanced Set of Corporate Measures
Managing the Future
Tying It All Together