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responsive and emerging threats. “We do have active potential adversaries out there right now who are designing things to defeat us, who are paying attention to what we are doing and thinking ahead to what they need to do to counter our emerging systems. Tere are also emer- gent threats that may not be fielded yet, but ... we have evidence that they’re com- ing. It’s a little different from a responsive threat. We have to take both of these into account as we design our programs.”
Kendall didn’t shy away from discussing one of the most significant threats that the United States faces. “Our technologi- cal superiority is at risk,” he said. “It is eroding because we have not been mak- ing the investments we should be making. Te threat of sequestration ... pose[s] problems for us in terms of maintaining technological superiority,” which is cen- tral to BBP 3.0.
Kendall stated that much of the technol- ogy on which the military depends was conceived and developed in the 1970s and 1980s. It’s been upgraded but isn’t significantly different from what it was then. As well as it has worked, “Poten- tial adversaries have had decades to study the American way of war and to develop and field systems and tactics designed to defeat American forces, particularly our global power projection capabilities.
“At the same time, there has been a
remarkable leveling of the state of tech- nology in the world, where commercial technologies with military applications, such as advanced computing technologies, microelectronics, sophisticated sensors and many advanced materials, are now widely available. In addition, the global information network has made protec- tion of technical information much more difficult, a fact that potential adversar- ies are doing their best to exploit. Our
Better Buying Power 3.0
Achieve Affordable Programs • Continue to set and enforce affordability caps.
Achieve Dominant Capabilities While Controlling Life-Cycle Costs • Strengthen and expand “should-cost”-based cost management. • Build stronger partnerships between the acquisition, requirements and intelligence communities.
• Anticipate and plan for responsive and emerging threats. • Institutionalize stronger DOD-level long-range R&D planning.
Incentivize Productivity in Industry and Government • Align profitability more tightly with department goals.
• Employ appropriate contract types, but increase the use of incentive-type contracts. • Expand the Superior Supplier Incentive Program across DOD. • Increase effective use of performance-based logistics. • Remove barriers to commercial technology use. • Improve the return on investment in DOD laboratories. • Increase the productivity of IRAD and cooperative R&D.
Incentivize Innovation in Industry and Government • Increase the use of prototyping and experimentation. • Emphasize technology insertion and refresh in program planning. • Use modular open systems architecture to stimulate innovation. • Increase the return on small business innovation research. • Provide draft technical requirements to industry early, and involve industry in funded concept definition to support requirements definition. • Provide clear “best value” definitions so industry can propose and DOD can choose wisely.
Eliminate Unproductive Processes and Bureaucracy • Emphasize acquisition executive, program executive officer and program manager responsibility, authority and accountability. • Reduce cycle times while ensuring sound investments. • Streamline documentation requirements and staff reviews.
Promote Effective Competition • Create and maintain competitive environments. • Improve technology search and outreach in global markets.
Improve Tradecraft in Acquisition of Services • Increase small business participation, including more effective use of market research. • Strengthen contract management outside the normal acquisition chain. • Improve requirements definition.
• Improve the effectiveness and productivity of contracted engineering and technical services.
Improve the Professionalism of the Total Acquisition Workforce • Establish higher standards for key leadership positions.
• Establish stronger professional qualification requirements for all acquisition specialties. • Strengthen organic engineering capabilities.
• Ensure that DOD leadership for development programs is technically qualified to manage R&D activities.
• Improve our leaders’ ability to understand and mitigate technical risk. • Increase DOD support for science, technology, engineering and mathematics education.
KEEPING AN EYE ON COST
The new iteration, with a focus on using technical excellence and innovation to equip the war- fighter, is a draft version; release of the final BBP 3.0 is planned for early 2015.
Achieving Dominant Capabilities Through Technical Excellence and Innovation Draft September 2014
ASC.ARMY.MIL
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BBP 3.0
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