FROM THE DIRECTOR,


ACQUISITION CAREER MANAGEMENT LT. GEN. MICHAEL E . WILLIAMSON


+ ACQUISITION BIG ‘A’


Achieving dominance starts early, at weapon system design, and continues to procurement, testing and deployment all the way to sustainment and disposal.


I


n a global security environment that is increasingly uncertain and complex, the threats and challenges of tomorrow will be overcome with the weapon systems and equipment we develop, modernize and procure


today. To maintain land force dominance, we must view acquisition as a comprehensive process that takes us from the design of weapon systems to procurement, testing, deployment, sustainment and disposal. Known as “big ‘A’ acquisition,” this process involves many stakeholders, includ- ing Congress, the industrial base, the acquisition workforce and, especially, the men and women in uniform who ulti- mately take these weapons to war.


Decisions made during development and approval of the acquisition strategy have a significant impact on life cycle costs, sustainability and the long-term affordability of a pro- gram. Tis is one of the reasons why the secretary of the Army, the Army chief of staff and other senior leaders are taking a holistic look across the full acquisition spectrum to ensure that we have an agile, affordable system that supports equip- ping the Solider with the right products at the right time and the right place for mission success.


AGILE ACQUISITION Agility is an important part of the acquisition process, allow- ing for flexibility, adaptability and responsiveness. Examples of agile acquisition include the use of modular systems, block- upgrade approaches to system fielding and the use of open system architecture designs and standard interfaces. Innova- tion is equally important, including the speed and application of new and advanced capabilities for our Soldiers. Experi- mentation and prototyping are important in achieving the rapid introduction of advanced, game-changing technologies for our Army.


A critical element of our agile and innovative acquisition efforts is the Army Rapid Capabilities Office, a key initiative of the secretary and chief to expedite select capabilities to meet urgent and emerging threats worldwide. Although flex- ible in its structure, the Rapid Capabilities Office is designed to focus primarily on high-priority, threat-based projects with an intent to deliver an operational effect within the “sweet spot” between the Rapid Equipping Force (about 180 days) and programs of record (5-plus years). Initial focus areas are cyber, electronic warfare, survivability, and position, naviga- tion and timing.


ASC.ARMY.MIL


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COMMENTARY


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