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Combining Technical and Business Ingenuity to Create a Robust and Adaptable Marketplace that Anticipates, Meets and Exceeds Customer Needs

机译：结合技术和业务的独创性，创建一个健壮且适应性强的市场，以预测，满足并超越客户的需求

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摘要

A NASA Task Force has conceived a provocative concept for a supply/demand framework that (1) supplies the Agency's strategic business units with commercial, reusable, cross-cutting products and services that appear unique, but are not, and (2) enables the business units, as paying customers, to demand faster, better, cheaper" products and services for planning and conducting space activities. The concept provides for proactive matchmaking to benefit both the supplier and customer communities. Supplier benefit would be measured by the opening up of new markets, particularly for the non-traditional aerospace companies, with genuine cross-cutting product lines. Customer benefit would be measured by NASA's incentive to become smart buyers and influence the marketplace to provide products and services that anticipate, meet and even exceed their needs. Further, by acknowledging common functionality and similarities in requirements across the customer business units, NASA could disengage from the current practice of spending public funds for unnecessary duplications, such as building and buying unique products and services for similar functions.rnThe building and buying of products and services that appear unique, but are not, are achieved via the assembly of bona fide building blocks, derived from first principles. Engineering acumen is required to identify the right set of building blocks that can be assembled on customer demand. Entrepreneurial prowess is required for creating a commercial, reusable and cross-cutting supply chain. This paper describes the technical and business ingenuity employed to motivate NASA to participate in a market-driven supply/demand framework. Also discussed is the applicability of this framework for better integrating space activities into the economic mainstream.
机译：美国国家航空航天局（NASA）工作组构想了一种供求框架的挑衅性概念，该构想是（1）向原子能机构的战略业务部门提供看似独特但并非独特的商业，可重复使用，跨领域的产品和服务，（2）使业务部门作为付费客户，需要更快，更好，更便宜的产品和服务来计划和开展太空活动。该概念提供了主动的配对活动，从而使供应商和客户社区受益。供应商的利益将通过以下方式来衡量：拥有真正跨领域产品线的新市场，特别是对于非传统航空航天公司而言，客户利益将通过NASA成为精明买家并影响市场提供预期，满足甚至超过其需求的产品和服务的动机来衡量此外，通过确认各个客户业务部门的通用功能和需求的相似性，NASA可以脱离当前使用公共资金进行不必要的重复的做法，例如构建和购买具有类似功能的独特产品和服务。rn看起来和独特的产品和服务的构建和购买是通过善意构建模块来实现的，源自第一原则。需要工程敏锐度来确定可以根据客户需求组装的正确的构建块集。建立商业，可重复使用和跨领域的供应链需要企业家的才能。本文介绍了用于激励NASA参与市场驱动的供需框架的技术和业务创新能力。还讨论了该框架对更好地将空间活动纳入经济主流的适用性。

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  • 来源
    《New space markets》|1997年|45-54|共10页
  • 会议地点 Strasbourg(FR)
  • 作者

    R.S. Hornstein; J.K. Willoughby;

  • 作者单位

    National Aeronautics and Space Administration (NASA), Headquarters, Code MG, Washington, DC 20546, USA;

    The Kendall Group, 7740 South Glencoe Way, Littleton,CO 80122, USA;

  • 会议组织
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类 运输业务;
  • 关键词

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