ADAPTING THE ARMY


Agile Process, an approach designed to blend programs of record with promising emerging technologies and, in some cases, commercial-off-the-shelf products.


“There’s no question that we have entered a new era, presenting both difficult choices and tremendous opportunities. We’ve reviewed our ongoing programs to mitigate risk by embracing competition. The Army is also adopting sensible acqui- sition strategies that reflect more realistic assessments of what a program will cost and address technological maturity,” Shyu told the audience.


While emphasizing the top priority of identifying, developing,


and leveraging


emerging technologies that can provide essential equipment, gear, and services to Soldiers, Shyu also cited the Army’s role in assisting the Pentagon effort to save $487 billion across DoD over the next 10 years.


Along these lines, Shyu said the Army’s procurement strategy is engineered to align with


the “cost-conscious” AGILE NETWORKING


Despite constrained resources, the Army is still committed to modernizing the network. Here, the Army’s efforts to network the Soldier through the Agile Process were on display during the Association of the United States Army’s Institute of Land Warfare Winter Symposium and Exposition, Feb. 22-24 in Fort Lauderdale, FL. (U.S. Army photo.)


vehicle cul-


ture described by Pentagon leaders such as Frank Kendall, Under Secretary of Defense for Acquisition, Technology, and Logistics. With this cost-conscious approach, ASAALT continues to insti- tute contract incentives; identify areas of cost savings and cost avoidance in man- aging and tracking programs; establish clear schedule and affordability targets; and make progress with efforts to man- age programs according to “should cost” goals, Shyu said.


GETTING RESULTS Shyu cited several examples of ongoing acquisition programs that have benefited recently from the Army’s new procure- ment approaches, such as GCV and JLTV.


“On the requirements side [of GCV], we took a critical look at the planned


136 capabilities to prioritize them


with an eye on performance and afford- ability. The goal was to meet cost and schedule targets by giving industry the necessary trade space to meet Army needs,” Shyu said.


Odierno also cited the importance of the GCV program, emphasizing the need for a new Infantry Carrier Vehicle that, among other things, improves upon current force systems by increasing pro- tected mobility, survivability, networking capacity, and the capacity for incremental growth as new technologies emerge.


In particular, Odierno cited the Army’s three-pronged acquisition strategy, which encompasses


several contractors


“This is about survivability and mobil- ity and the trade-off between the two. I want a system that we can incre- mentally improve,


incrementally add


technology as we go forward, like we did with the M1 Abrams tank in 1970; it is still the best tank in the world because of the improvements we have made,” Odierno said.


INVENTORY MANAGEMENT Properly managing the Army’s


aspect


capacity of


is another inven-


tory of equipment, depots, and industrial base


significant the services’ overall effort cur-


rently working on a GCV technology development phase, an ongoing analy- sis of alternatives, and an exploration of current force, nondevelopmental, or off- the-shelf options.


to adjust to the new budget environ- ment, said GEN Ann E, Dunwoody, Commanding General (CG), U.S. Army Materiel Command. Citing the importance of what “institutional


she referred to as adaptation,” Dunwoody


emphasized that the Army must manage its drawdown of equipment effectively now that the war in Iraq has ended and


Army AL&T Magazine


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