Army is looking at it in an increasingly disciplined way through a number of lenses,
including “will-cost/should-cost”
analysis, capability portfolio review, stra- tegic modernization planning, and greater sharing of resources among the military services. “We have built a very, very effec- tive Army, but it
isn’t terribly efficient
today,” Spoehr said. “And so we’re going to have to change that paradigm.”
From the G-8’s perspective, this calls for:
Greater reliance on Joint and Coalition programs and partners, “to ensure that we take a hard look at every opportu- nity we can to integrate wherever we can to meet a capability or to cover a capability gap,” Barclay said. equipment,
Scalable “not only in
capabilities but [also] size, that can be applied to tailorable formations,” Bar- clay said, to enable Soldiers to conduct a variety of missions.
Staggered modernization, mean- ing incremental system changes and
different variants extended timelines.
Smaller procurement objectives, depending on the Army’s final end strength. “We don’t know that yet. Is 490,000 the bottom? Te size of that force will drive what those procure- ment objectives are,” Barclay said.
Greater reliance on commercial-off- the-shelf and government-off-the-shelf products, “trying to align the thresh- old requirements that we’re developing within the available technology that exists and not asking for more than what we know is available or out there,” Barclay said.
Weapon systems composed of upgrad- able components and subsystems, “so as you do get improved technology, you can plug and play those compo- nents and subsystems into those base programs [or] base vehicles to continue
as well as
to modernize them as you move for- ward,” Barclay explained. “We’re also going to have to divest our old systems where they’re not cost-effective any- more, based on the life-cycle cost and where we’re going in the future with our dollars.”
Incentivizing the industrial base to
reduce cost. “Tis is going to have to be a team approach,” Barclay said. “It’s not just about the services; it’s about our industry partners
Tis strategic planning effort aligns with a key initiative of BBP 2.0, which calls for instituting a system of investment planning to drive affordability targets for acquisition programs, Shyu noted. “We needed a process to prioritize and bal- ance pressing modernization needs for Soldier equipment and development of new capabilities” to solve capability gaps in light of emerging threats, she said.
Te AEMS, approved March 4 by Chief of Staff of the Army GEN Raymond T. Odierno and Secretary of the Army John McHugh, identifies critical
and how we Lowering
get after and meet these challenges to ensure that we both give the Soldier what he needs at the time he needs it.” the O&M costs of
sus-
tainment, using approaches such as condition-based maintenance.
Optimizing training. “We’ve got to be able to leverage those dollars and ensure that the live, virtual, construc- tive construct is maximized to give you better training that is more affordable,” Barclay said. For example, he said, five years ago about 18 percent of the flight training at Fort Rucker, AL, was done in simulators; now the proportion is just under 40 percent and the train- ing costs 37 percent less. “We’ve been working at this for several years, but we’ve got to get the entire Army behind it,” he said.
gies that will yield the next generation of capabilities. Te strategy incorporates input from program executive officers (PEOs) and program managers (PMs) on their equipment life-cycle projections and sustainment costs, including the extent to which equipment use and sustainment costs call for greater capability.
“In this fiscally constrained environment, we must place emphasis into S&T [science and technology] areas that tackle truly the Army’s unique challenges, and collaborate across
services, national labs, academia
and partner nations to solve our common challenges,” Shyu said. Te AEMS pro- vides a road map that the Army can share with industry “so that we can leverage their IR&D [independent research and development] investments,” she said.
“WE MUST MEET OUR WARFIGHTERS’ NEEDS WHILE REMAINING VIGILANT STEWARDS OF THE TAXPAYERS’ DOLLARS. BETTER BUYING POWER DIRECTLY HELPS US TO ACHIEVE THIS GOAL, AND OUR WARFIGHTERS NEED OUR BEST EFFORTS NOW MORE THAN EVER.”
Central to the Army’s efforts to set a pru- dent, workable course for modernization is its new Army Equipment Moderniza- tion Strategy (AEMS), online at http://
www.defenseinnovationmarketplace. mil/resources/ArmyEquipmentMo- dernizationStrategy.pdf, Barclay and Shyu said. It is not program-specific, but rather is written in broader terms to give guidance to the force and inform indus- try about the Army’s future direction.
technolo-
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