these two requirements are hard to meet simultaneously. So I’ve got a problem.’


“It’s important for the PEOs to say, ‘I’ve got a problem,’ to say, ‘I can’t get you both,’ ” Markowitz said. For example, the requirements for a vehicle might say that it needs to go 58 mph over road, “but the feedback that the PEO is getting from industry is we can do that, but it’s going to make it cost $250,000 more a copy— but if it’s only 50 mph, I can save you


a quarter of a million dollars because I don’t have to have this monstrous engine and this monstrous transmission.”


The G-8 provides information on costing and affordability to support the CPRs, he said, “but that normally comes directly from the PEOs. Also, if there are issues or emerging technologies, we will often get that directly from the PEOs.” The CPR process “is meant to be very open,” Markowitz said. “It’s all centered around


CPR Process Figure 1


what’s the best way to provide the most capable, cost-effective capability?”


MARGARET C. ROTH is the Senior Edi- tor of Army AL&T Magazine. She holds a B.A. in Russian language and linguistics from the University of Virginia, Roth has more than a decade of experience in writ- ing about the Army and more than two decades’ experience in journalism and pub- lic relations.


The CPR process, established officially in February 2010, has evolved. Former Vice Chief of Staff of the Army GEN Peter W. Chiarelli expanded it con- siderably beyond just a requirements group to involve the resourcing and acquisition communities more. Now CPRs involve multiple tiers of leader- ship from the requirements, resources, and acquisition communities. (SOURCE: Army G-3/5/7.)


ASC.ARMY.MIL


19


ACQUISITION


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