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首页> 美国政府科技报告 >Marine Corps Depot Maintenance: Budgeting and Management of Carryover Could Be Improved.
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Marine Corps Depot Maintenance: Budgeting and Management of Carryover Could Be Improved.

机译：海军陆战队维修站维护：残留物的预算和管理可以改进。

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GAO's analysis of Marine Corps depot maintenance activity group (DMAG) reports showed that from fiscal years 2004 through 2011, reported actual carryover exceeded the allowable amounts in the most recent 6 years of the 8- year period, ranging from $59 million in fiscal year 2007 to $7 million in fiscal year 2011. GAO's analysis also showed that the amounts of carryover exceeding the allowable amounts have declined in each of the past 4 years. These reductions could be attributed to DMAG actions, including implementing production efficiencies that reduced the time required to repair weapon systems. In contrast, DMAG's budgeted carryover amounts were less than the allowable amounts for all 8 years GAO reviewed. In the most recent 6 years, DMAGs reported actual carryover amounts exceeded budgeted carryover by at least $50 million. GAOs analysis showed this occurred because the Marine Corps underestimated DMAGs new orders every year during this 6-year period from a low of 51 percent to a high of 175 percent. The reported dollar value of DMAG carryover significantly increased during the initial years of Operation Iraqi Freedom/Operation Enduring Freedom (OIF/OEF) from $49 million in fiscal year 2002 to $271 million in fiscal year 2005. This increase could be primarily attributed to new orders from customers more than tripling over this period. GAOs analysis found that the increase in new orders was the result of higher depot maintenance requirements supporting OIF/OEF. Since fiscal year 2005, reported actual carryover amounts have remained relatively stable, averaging $296 million or 6.4 months of work. GAO identified three factors that were key to DMAGs carryover in fiscal years 2010 and 2011 including: (1) experiencing unanticipated increases in its workload requirements, (2) starting DMAG work on new orders later in the fiscal year because it was already performing work on other orders, and (3) accepting amendments on existing orders in the last quarter of the fiscal year that increased the scope of work.

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