Evaluating the System Engineering Management model used by a South African Defence Contractor: A case study

Organisations in the defence industry have to be more competitive in a global market. In order for a South African Defence Contractor to survive in the global markets, it has to develop products that meet its client´s needs, are delivered on schedule, are produced on cost and after-sales support can be provided. To make this feasible, the Systems Engineering Management (SEM) model used by the Contractor should be implemented successfully. A case study is undertaken to evaluate the SEM model used by a South African Defence Contractor and how relevant it still is in a radically transforming society that is putting people first and questioning the technocratic ways of the past. The results obtained reveal that the successful implementation of the SEM has contributed to the Contractor developing products that meet client´s needs and are on schedule. The results also reveal that the successful implementation of the SEM does not contribute to Contractor developing products that are on cost and for which after-sales support can be provided. Even though the Contractor SEM model has been tailored, it is still comparable to SEMBASE model (a formal theoretical model for SEM). There are gaps between the Contractor SEM model and SEMBASE. Contractor SEM model does not stress the importance actors (i.e. employees) play in the SEM model. Recommendations are made on how to improve the Contractor´s SEM model and to address the gaps between SEM models.