MILITARY-INDUSTRY COLLABORATION FOR SOLDIER SUCCESS


KEEPING OBJECTIVES CLEAR


Soldiers assigned to the 3rd Infantry Division move under the cover of smoke May 16 during Decisive Action Rotation 16-06 at the National Training Center, Fort Irwin, California. With Soldiers conducting diverse missions in 140 countries, the strength and vitality of the defense industrial base are vitally important. (U.S. Army photo by Spc. Kyle Edwards, National Training Center Operations Group)


THE ESSENTIAL MISSION Over the past several years, fiscal constraints and an unpredict- able budget have caused the Army to reduce end strength and prioritize readiness at the expense of modernization programs, and these conditions are likely to continue into the near future. Since FY12, research, development and acquisition accounts have declined by more than 30 percent. Still, our moderniza- tion mission remains essential.


Our modernization strategy is focused on the following:


1. Science and technology (S&T). Protected S&T funding ensures that the next generation of breakthrough technologies can be applied rapidly to existing or new equipment designs. We are implementing a strategic approach to modernization that includes an awareness of existing and potential gaps; an understanding of emerging threats; knowledge of state-of-the- art commercial, academic and government research; and an understanding of competing needs for limited resources.


2. New systems. Te Army is making modest developmental investments based on critical operational requirements and


146 Army AL&T Magazine July-September 2016


capability shortfalls. Key investments in the next generation of ground vehicle capabilities include the Armored Multi- Purpose Vehicle and the Joint Light Tactical Vehicle (JLTV), a critical program for the Army and the U.S. Marine Corps.


3. Modification and modernization. Te Army must incre- mentally modify or modernize existing systems to increase capabilities and extend service life. Additionally,


the con-


tinuous improvement of existing systems helps to sustain the industrial base. In this area, we are improving the Abrams, Bradley and Stryker families of vehicles, as well as Paladin. We are also improving the Apache, Black Hawk and Chinook helicopter fleets, as well as our unmanned aircraft systems.


4. Reset and sustainment. Returning Army equipment to the required level of combat capability remains central to both regenerating the equipment and maintaining its near-term readiness for contingencies.


5. Divestment. Te Army divestment process seeks to identify excess equipment and systems across the total Army to reduce and eliminate associated sustainment costs. For example, we


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