‘GROUNDHOG DAY’ ALL OVER AGAIN


FIXING TO ROLL OUT


The Army conducted a demonstration of its Rapid Vehicle Provisioning System in February at Fort Bliss, Texas, installing and configuring all of the vehicles of the 2nd Armored Brigade Combat Team, 1st Armored Division that are equipped with Warfighter Information Network – Tactical Increment 2 in preparation for Network Integration Evaluation (NIE) 16.2 in May. The Army is now modernizing the quick- reaction model it honed in OEF and OIF. (Photo by Amy Walker, Program Executive Office for Command, Control and Communications – Tactical Public Affairs)


training, Fox said. In addition to finding managers “who do not have an aversion to quantitative analysis and interpretation,” Fox said, the training should include gaining a familiarity with the problems that arise between government and industry on major programs. “Tis means the acquisition workforce needs to understand, in depth, the industry forces that contribute to these problems and be skilled in working with their industry counterparts.”


Te only way to make acquisition careers more attractive to both military and civilians, Fox said, is to reward good perfor- mance. “I believe government acquisition managers need to be provided with significant rewards—such as cash and/or promo- tion opportunities—in response to outstanding performance in


implementing acquisition reforms.” Tat would send a message to the workforce that DOD is serious about reforms and would have a ripple effect that would compel others to learn how to implement and use more competition and should-cost program management, he said.


Congress, Etherton said, has explored the idea of a separate acquisition career path for military officers—creating a sort of special branch, like the Army’s Medical Corps or Judge Advo- cate General’s Corps—but quickly abandoned it because of the effects it would have on promotions and force structure.


Under the current promotion system, “You cannot have peo- ple staying too long in one place, or they essentially become


1985 Packard Commission


• Followed 131 separate investigations of DOD’s top 45 contractors.


• Focused on defense management; evalu- ated DOD acquisition system, organiza- tional decision-making and congressional oversight.


1986 Goldwater-Nichols Department of Defense Reorganization Act


• Reworked the military chain of command from the president through the secretary of defense directly to combatant commanders.


• Established the undersecretary of defense for acquisition, technology and logistics.


1989


OPERATION JUST CAUSE (Panama)


22 Army AL&T Magazine October-December 2016


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