Procurement Department Quotes

[Davidson] Black procured cadavers for research, obtained from the Peking police department. These cadavers were mostly of people who had been executed for various crimes; the police regularly sent Black truckloads of the bodies of the executed convicts. Execution in China was by beheading, and thus the cadavers Black received lacked heads and had mutilated necks. After some time, he asked the police whether there was any possibility of getting better dead bodies for research - corpses that were intact. The next day, he received a shipment of convicts, all chained together, with a note from the police asking him to kill them in any way he chose.

Here is an extract from the Pentagon’s Department of Food Procurement specifications for a regulation Type 2 sandwich cookie: “The cookie shall consist of two round cakes with a layer of filling between them. The weight of the cookie shall be not less than 21.5 grams and filling weight not less than 6.4 grams. The base cakes shall be uniformly baked with a color ranging from not lighter than chip 27885 or darker than chip 13711. . . . ​The color comparisons shall be made under north sky daylight with the objects held in such a way as to avoid specular refractance.” And

The story of the Internet's origins departs from the explanations of technical innovation that center on individual inventors or on the pull of markets. Cerf and Kahn were neither captains of industry nor "two guys tinkering in a garage." The Internet was not built in response to popular demand, real or imagined; its subsequent mass appeal had no part in the decisions made in 1973. Rather, the project reflected the command economy of military procurement, where specialized performance is everything and money is no object, and the research ethos of the university, where experimental interest and technical elegance take precedence over commercial application. This was surely an unlikely context for the creation of what would become a popular and profitable service. Perhaps the key to the Internet's later commercial success was that the project internalized the competitive forces of the market by bringing representatives of diverse interest groups together and allowing them to argue through design issues. Ironically, this unconventional approach produced a system that proved to have more appeal for potential "customers"—people building networks—than did the overtly commercial alternatives that appeared soon after.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

He who is full of love will incur every loss, that peace may be restored to the Church Who then among you is noble-minded? who compassionate? who full of love? Let him declare, “If on my account sedition and disagreement and schisms have arisen, I will depart, I will go away whithersoever ye desire, and I will do whatever the majority commands; only let the flock of Christ live on terms of peace with the presbyters set over it.” He that acts thus shall procure to himself great glory in the Lord; and every place will welcome him. For “the earth is the Lord’s, and the fulness thereof.” These things they who live a godly life, that is never to be repented of, both have done and always will do.

According to the FBI’s website; The Securities and Financial Fraud Unit (“SFF”) focuses on the prosecution of complex and sophisticated securities, commodities, and other financial fraud cases. Working closely with regulatory partners at the SEC, CFTC, and other agencies, SFF has tackled some of the largest frauds in the financial services industry and a wide mix of market manipulation and insider trading cases. The SFF Unit also focuses on a broader array of financial fraud, including mortgage fraud, bank fraud, and government procurement fraud. Fraud Section, Criminal Division U.S. Department of Justice ATTN: Chief, Securities and Financial Fraud Unit 950 Constitution Ave., NW Washington, DC 20530

Recession, advertising slow-downs, media spin-offs, procurement department investigations, client globalization initiatives, fee-based remuneration schemes and holding company ownership added significant complexity to ad agency operations by 1990. The simplicity of the Golden Age and the Creative Revolution was long gone, whether recognized or not.

On June 9, 2021 President Biden dutifully reiterated the US government’s commitment to procure approximately 1.7 million courses of the NIAID-funded drug from Merck.81 BARDA collaborated with a confederacy of other shady Defense Department operatives, including the DoD Joint Program Executive Office for Chemical, Biological, Radiological and Nuclear Defense (JPEO-CBRND) and the Army Contracting Command, on the $1.2 billion purchase. Not only was the drug developed with taxpayer money, but its $712 per dose price to the taxpayer is forty times more than Merck’s $17.64 cost of production. Merck, which expects to make $7 billion per year on the new blockbuster, saw its stock price spike on news of the government contract and after President Biden’s televised plug.

To get leather, each department procured its quota of hides, made contracts with the tanners, obtained hands for them by exemptions from the army, got transportation over the railroads for the hides and for supplies. To the varied functions of this bureau was finally added that of assisting the tanners to procure the necessary supplies for the tanneries. A fishery, even, was established on Cape Fear River to get oil for mechanical purposes, and at the same time food for the workmen. In cavalry equipments the main thing was to get a good saddle which would not hurt the back of the horse. For this purpose various patterns were tried, and reasonable success was obtained. One of the most difficult wants to supply in this branch of the service was the horseshoe for cavalry and artillery. The want of iron and of skilled labor was strongly felt. Every wayside blacksmith-shop accessible, especially those in and near the theatre of operations, was employed. These, again, had to be supplied with material, and the employees exempted from service.

Throughout this section, we’ve seen how the US government, which increasingly resembles a terrorist organization, worked with extremists, including its then-asset Osama bin Laden, to destabilize and then destroy Serbia. According to John Schindler, professor of strategy at the US Naval War College, the American Department of State and President Clinton sought to bomb the Serbs to help the Muslims, “following the lead of progressive opinion on Bosnia.” Thousands of Arab-Afghans (Saudis, Yemenis, Algerians, Egyptians, Tunisians, Iraqis, Libyans, Jordanians, and others), with extensive combat experience gained fighting the Soviets in Afghanistan on behalf of the Americans, opened a new front in the Balkans. They had weapons procured with help from the US government, as well as money from the Saudis and Americans, including that passed through the al-Farooq mosque in Brooklyn. They had the assistance of the Maktab al-Khidamat (Services Office), set up to recruit, train, and aid fighters for the Afghan war. Richard Holbrooke, Assistant Secretary of State for European Affairs, wanted a repeat of the Afghanistan model in the Balkans, using Saudi Arabia, Turkey, and Pakistan to send arms to the combatants. Front companies, secret arms drops, and Clinton’s National Security Council all played a role. The result was the creation of a larger and more capable cadre of murderers, war criminals, and human rights violators. They enabled the United States to topple a socialist opponent of its policies in Yugoslavia, tap the natural resources of the region, and control the routes from and access to oil and natural gas in Central Asia. American propaganda that flooded the media about murderers, war criminals, and human rights violators was particularly effective in gaining support in the United States and abroad. Like actions against the USSR, the United States trained fighters, supplied arms, and provided financial aid to rebels seeking to overthrow their government. Washington and NATO applied economic sanctions to Yugoslavia, hastening the country’s collapse. The KLA, directly supported and politically empowered by NATO in 1998, had been listed by the US State Department as a terrorist organization supported in part by loans from Islamic individuals, among them allegedly Osama bin Laden.

On the eve of the JFK assassination, the political future of Lyndon Baines Johnson was imperiled. Bobby Baker, LBJ’s protégé and bagman, was under investigation by the Kennedy Justice Department for myriad crimes including tax evasion, fraud, and the procuring of congressional votes through sexual favors.

No one ever got fired for hiring IBM,” goes the old adage, describing a behavior completely borne out of fear. An employee in a procurement department, tasked with finding the best suppliers for a company, turns down a better product at a better price simply because it is from a smaller company or lesser-known brand. Fear, real or perceived, that his job would be on the line if something went wrong was enough to make him ignore the express purpose of his job, even do something that was not in the company’s best interest.