Author Description

Contingency Contracting Officers (CCOs) are increasingly finding themselves an integral part of overseas deployments, purchasing in theater whatever the combat forces cannot bring with them. As a result, CCOs must deal directly with businesses and the individuals who operate them in the deployed location. Cultural differences between the CCO and suppliers can become an issue not encountered in stateside operations. This thesis was designed to explore the possible impact of culture on the deployed CCO's ability to do their job.