SUSTAINING A WORLD-CLASS SYSTEM
FIGURE 1 FY15 Army Acquisition Workforce (AAW) 36,522 professionals
DAWIA Level III certified (22,500) DAWIA Level II certified (9,093) DAWIA Level I certified (1,630) No DAWIA certification (3,299)
5.3% Military
69% Male
86% of the AAW meet or exceed the position-required certification level; 98.8% are certified or within the grace period.
Highly Educated
g y 2.4%
Doctorate Master’s
Bachelor’s
High School and Associate
13.2% 15,514 professionals have a postgraduate degree. THE MANY DIMENSIONS OF THE AAW
The DACM receives a monthly demographic survey of the acquisition workforce, which enables strategic, high-level planning to manage the human capital. (SOURCE: Army DACM Office)
gy 40.1% 44% 20% Retirement Eligible
Eligible by FY25 57% Eligible by FY20 44% Currently Eligible 20%
The highest numbers of retirement-eligible personnel are in the property management, facilities engineering, purchasing and program management career fields. More than 25 percent in each of those fields are currently eligible.
94.7% Civilian
31% Female
Across 13 Acquisition Career Fields
Engineering* 9,055 Contracting* 7,949 Life-cycle logistics
7,131
Program management* 3,225 Test and evaluation* 1,907
Business – financial 1,686 management Information technology 1,672 Facilities engineering 1,492 Production, quality
1,381
and manufacturing Science and
technology manager Purchasing Business –
cost estimating Industrial contract
431
293 247
47
property management Acquisition attorney 6
* Includes civilian and military acquisition personnel
Our people possess the competencies, com- mitment and values
that enable Army
Soldiers and civilians to contribute to global Army operations. Monthly, I receive an AAW demographic assessment. Tis is a snapshot of the number of military and civilian acquisition professionals we employ, their education and certification levels, the percentages of military and civilian, male and female, the average years of service and average age, as well as their eligibility for retirement. (See Figure 1.)
What makes us truly unique is having a smart, professional and passionate work- force that is committed to providing cutting-edge capabilities to our Soldiers.
120 Army AL&T Magazine April-June 2016
Nurturing, challenging and developing that world-class workforce is our great challenge. We must sustain our work- force in order to continue to be effective and efficient at delivering superior capa- bilities to our warfighters.
Our outreach and collaboration network to manage, support, reward and measure the success of our Army acquisition Sol- diers and civilians includes designated acquisition career management advocates at each of our acquisition organizations. Tese advocates advise me on the accom- plishment of specific goals and programs related to my efforts as the DACM, and help me fully understand what is
happening within the entire AAW. I rely on the Army DACM Office within the U.S. Army Acquisition Support Center (USAASC)
as
the principal organiza-
tion helping me manage the workforce. Te DACM Office, in turn, provides the AAW with the tools, development pro- grams, courses, funding and much more to enable our acquisition professionals to focus on their important missions.
PREDICTING AAW’S FUTURE Our acquisition structure is the way we organize people and information and allocate resources to support our work processes and workload. We are devel- oping a program-specific Predictive
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