While cost might be a consideration, it would run a distant second to your medical questions. Similarly, our customers gravitate toward us because we have engineering skills, not because we can project exactly when their last dime will be spent. Skyrocketing overhead rates fueled by costs not directly attributable to projects or programs. Some of the most expensive items are Corps-specific information technology systems which are not necessary to perform our technical functions, and not considered value added by customers. A lack of balance in assigning costs to projects, programs, and customers.
Customers notice who gets the most attention.
If we are to operate efficiently, we should fairly charge all customers their relevant costs. We should identify and eliminate all non-value added costs, not bury them in our overhead structure or a labor multiplier. Erosion of our leadership in design and construction. Our models, specifications, and operating procedures are no longer the benchmark of the industry. Our standing continues to diminish, even as others come to recognize the value of a uniform, coordinated set of values.