Command on writing requirements is helping to make them more affordable and achievable, Miller said. “Te tech- nology demonstrations that we’ve been doing on the S&T side help to inform what requirements can and should be, because we’ve proven it can be done.”
No “cookie-cutter” solutions—
“When you look at should-costs, each PM that’s managing that program has to look at
it holistically,” including
but not limited to aspects such as technical risk, requirements and test strategies, Phillips said. “Tere is not one cookie-cutter solution. “You have to dig for the details … find out if there is gold plating within the requirements. It’s got to be smart people looking at the excruciating
that program to bring it
details inside forward.”
Tere might be a way to introduce an initial capability and then later insert capabilities that were not sufficiently mature at the outset; this incremental approach helped the Army reduce the per-unit cost for the Ground Combat Vehicle from more than $20 million to about $10.5 million, Phillips noted.
Efficiencies are everywhere—
Looking holistically at acquisition programs will turn up efficiencies in related areas, said Kevin M. Fahey, the PEO for combat support and combat service support (CS&CSS). For example, he said, “We’ve done a lot of work on the analysis of a base camp, looking at that capability as a portfolio. And we’re doing a lot of operational energy things because we have to. I think you’ll see bases shutting down lights during weekends. In some instances, we need to do a better job of monitoring when things are used or not used.” Te same wide lens will apply as PEO CS&CSS undertakes the retrograde
of equipment from Afghanistan, Fahey said. “Retrograde, reset, recap, acquisition programs, everything we do needs to go through that process.” He warned, however, that the intense emphasis on BBP could actually create more bureaucracy. “When we get down to having no money, we try to be more efficient. But what I would tell you, from where I sit, [is that] in a lot of
instances gets worse, because people want
make sure that you’re doing the right things when you have no money.”
Expeditionary contracting capabil- ity is essential—“Te number one thing we learned out of Operation Iraqi Freedom initially, and then later in OEF,
expeditionary
is that we have to have an contracting
capability
inside the Army,” Phillips said. “Pre- viously we had relied primarily upon the Air Force, who were subject-mat- ter experts in this field and have been for many years.” U.S. Army Materiel Command “has done
“We look to industry for creative proposals to deliver affordable capabilities that meet Army requirements, as well as other ideas to improve efficiency and sound management of our investments,” Shyu said. “We’re interested in learning more about how we can use management tools and metrics from the private sector to optimize performance of our organic industrial base.
the bureaucracy to
“Te Army must retain the organic industrial base
that has we will look at capably met
the needs of a nation at war over the past decade. As we adapt to a postwar period, ways
to preserve critical skills
creative and
institutional capabilities,” she said.
As Miller put it, “We don’t corner the market of good ideas. We will need to leverage [industry] investments more than ever
to ensure that
the Army
remains dominant.” Industry, academia, foreign partners and the other services have much to contribute, she said.
extraordinary
work to build contingency contracting capability,” Phillips said. “It ties back directly into better buying power.”
Greene added, “We’ve learned that we need to embed contracting as part of our routine operations. So now you see that we’ve tied contracting brigades to ASCCs [Army service component commands] so they’re available, they can be part of exercises. … I think the other thing you would notice is that we’ve made a concerted effort to build that contracting workforce.”
THE ROLE OF INDUSTRY As the Army experiences fiscal pressures from every direction, tant
than ever
“Te current situation is that such exchanges are fragmentary at best, especially given these hard fiscal times. … We are looking into improving this situation,” Miller said, pointing to the Defense Innovation Marketplace
at
defenseinnovationmarketplace.mil/ as a good start. Te Office of the Secretary of Defense established this website to
facilitate exchanging information relating to government programs. it is more impor- to draw on industry’s
expertise and experience to achieve BBP, its leaders agreed.
Industry’s help is also critical in the area of developmental testing (DT), Phillips said. “We’re looking very closely at the cost of testing. … It doesn’t make sense that we would go forward and duplicate, within government, testing that industry has already done. Te PMs and the industry partners have to work together, in my view.”
ASC.ARMY.MIL 17
http://www.
ACQUISITION
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