5000.02 CATCH
All programs are ACAT I, with all the bureaucracy and paperwork that implies, even when they’re ACAT II or III—except when they’re ‘tailored to the characteristics of the product being acquired.’ But the grounds and means for tailoring are less than obvious, so even the simplest acquisition gets treated like the next -generation fighter jet. It’s time to ‘reform’ the instructions by refining the way the Army thinks about smaller acquisition programs. Here’s how JPEO-CBD is doing it.
by Mr. Douglas W. Bryce T he entire acquisition process is a team sport.
Te Army and the wider DOD are coming to grips with the fact that the global security and operating environment, combined with technology upgrades, is chang-
ing so rapidly that certain materiel development processes and procedures that we have relied on for decades are becoming obsolete. Tis is true with elements of the Defense Acquisition System, where systems sometimes take so long to develop that they are no longer cutting-edge by the time they are fielded. If the acquisition system does not catch up with the rapidly changing operating environment, we run the risk of letting our warfighters down.
Te Defense Acquisition System has been under scrutiny at the highest levels of government, resulting in initiatives such as Better Buying Power (BBP). DOD implemented initiatives like BBP to strengthen defense acquisition by streamlining processes, improving productivity and controlling cost, resulting in more affordable capability for warfighters. While BBP has resulted in significant progress, much remains to be done—specifically, streamlining acquisition at all levels in the “Big A” and “little a” processes, particularly tailoring acquisition to more rapidly advance individual programs. To that end, we need to focus on training for all acquisition practitioners (in
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COMMENTARY
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