Instead, it is still a sequence of verifica- tion steps that isn’t agile enough to keep up with the speed at which industry can move, nor with how fast our military needs the equipment. Agile acquisition entails clear and concise high-level require- ments, (partially) funded prototyping and a transition plan to turn experimentation into programs.
Bell’s V-280 in the JMR-TD effort accomplished the first steps by taking an identified gap in warfighter capabil- ity, investing industry and government funds at a 5-1 ratio to rapidly develop and mature technology, and creating a flying aircraft that delivers twice the range and speed of legacy rotorcraft. Te Army should take credit for technology maturation achieved under this effort by determining a similarly innovative acqui- sition path to deliver a revolutionary capability for warfighters at a sustainable cost and years ahead of current schedule projections.
CONCLUSION Te current Army leadership is battle- tested. It knows how to guarantee our nation’s security. Our military is look- ing for innovative ideas and capabilities that match its unique circumstances, and it is our responsibility as an industry to equip the warfighter today with the tools of tomorrow.
The Army has a thoughtful path to modernize. We welcome the opportu- nity to work with the Futures Command to streamline processes, unleashing the power and creativity of the Army and industry together.
To turn this potential into programs of record, the government must act quickly with industry to recognize the significant advances in technology, clearly define the final operational requirements, define an
acquisition path that avoids unnecessary duplication and apply funding.
Smart investments are those that deliver game-changing capability with room for future improvements, without breaking the budget.
We fully support the Army as it refines and executes the plan to meet security chal- lenges with smart, bold acquisition and modernization reforms. Our partnership of industry and government is working well. If properly executed, this partner- ship will deliver capability to warfighters at a sustainable cost, years ahead of current schedule projections.
For more information, go to https://
www.bellf
light.com/military/bell- v-280 or contact Michael Reilly, senior public affairs
bellflight.com.
specialist, at mreilly@
MITCH SNYDER is president and chief executive officer of Bell. Before being named CEO in October 2015, he was executive vice president of military business, responsi- ble for providing strategic direction, overall management and performance for all of Bell’s government programs. He spearheaded several of the company’s most significant initiatives, including the V-22 program, and led the manufacturing centers. Before joining Bell, he held several senior leader- ship positions at Lockheed Martin Corp. in engineering, business development, manu- facturing and program management. He worked with customers throughout Europe, Asia and the Middle East. He holds a B.S. in electrical engineering from Kansas State University, where he is an alumni fellow and Hall of Fame inductee selected for his distinguished service throughout his career in industry.
+ HTTPS: / /
ASC.ARMY.MIL 117
As the conflicts our military encounters are increasingly complex and dynamic, we need to capitalize on the lessons learned
from rapid- advancement programs like the JMR-TD to modernize our forces.
COMMENTARY
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