costs. For example, can we reduce costs by examining management efficiencies? Do we really need to build in software development or testing costs at the same levels in a fairly mature program? By examining our assumptions about what a program will cost, we can come to a better understanding of what a program should cost. Overall, we executed some 219 should-cost initiatives in FY12.


As a result, the Army achieved considerable


savings in the Stryker


program as we combined double-V hull and NBCRV buys, while pursuing efficiencies gained in test methodology. Existing test data were used effectively, and test events were combined to achieve efficiency. Tis initiative exceeded expectations.


Te M855A10/M856A1 Enhanced Performance Round is another program in which we achieved savings by using should-cost


analysis. We cup, developed a accelerated


cost reduction efforts in the ammunition production process, used bullet


a high-speed


cold heading process and decided to conduct production at Lake City Army Ammunition Plant, MO.


We’ve found that should-cost/will-cost methods for ACAT III programs have been particularly successful. Tey are often the programs with the tightest budgets, so gaining efficiencies


there common


makes a big difference. We intend to continue building on that success.


A PROFESSIONAL WORKFORCE Since 2009, Army Acquisition has been working


Army Acquisition will continue striving to meet our goals as set forth by the Secretary of Defense in April 2009.


toward adding nearly 2,000


professionals to the ranks of the AL&T workforce, under the Growing the Acquisition Workforce initiative at each end. To date, the Army has hired more than 1,700 new acquisition professionals.


But the Army’s commitment to the workforce is not just about numbers. It’s about professionalism—high standards for key leadership positions and strong professional qualifications within every one of the 14 acquisition career fields. We have focused on ensuring that acquisition personnel get the education, training and


OUR RENEWED EMPHASIS ON AFFORDABILITY ANALYSIS AND CAPS TO CONTROL COST GROWTH HAS PROFOUNDLY


INFLUENCED OUR PLANNING AND EXECUTION OF CURRENT AND FUTURE ACQUISITION PROGRAMS.


ASC.ARMY.MIL 7


BUILDING A BETTER NETWORK The strategic modernization planning effort is a key element of the Army’s quest for efficiencies, and the tactical network is a high priority in this effort. Here, Soldiers with 4th Brigade, 10th Mountain Division at Fort Polk, LA, receive new equipment training Jan. 14 in Capability Set (CS) 13. CS 13 is the Army’s first package of network communications equipment that provides integrated connectivity throughout the entire brigade combat team. (Photo by MAJ Rachael Hoagland, System of Systems Engineering and Integration Directorate)


FROM THE AAE


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