BRIDGING THE GAP


on to the engineering and manufactur- ing development phase, where upgrades described as part of the holistic evalua- tion will be integrated using a Defense Ordnance Technology Consortium (DOTC) contracting process. A DOTC contract enables the C-DAEM team to accept prudent risk, share communica- tion, engage in transparent relationships and build trust with industry.


Army leadership often asks: “What is the average time to award a Federal Acquisition Regulation-based contract?” Govern- ment contracting officials immediately respond, “It depends.” Industry partners answer more definitively: “Too long.” Te simultaneous use of multiple contracting alternatives removes bureaucratic delay caused by burdensome regulation. Too often, government agencies limit opportu- nities because of resistance to change and reluctance to operate outside their comfort zone. Good risk—also known as oppor- tunity—no matter how uncomfortable, is the genesis of process improvement. Brig. Gen. Alfred F. Abramson III, joint


THE BRIDGE SOLUTION


The Bonus projectile, produced by BAE Systems, improves on the performance of older cluster munitions that are being phased out. (Graphic courtesy of the authors)


program executive officer for Armaments and Ammunition, often reminds acquisi- tion professionals that they should “feel comfortable being uncomfortable” as they work to change the culture of risk aversion in Army acquisition.


With a two-projectile solution, the C-DAEM program addresses both the armor defeat and antipersonnel mission sets served by cluster munitions.


84 Army AL&T Magazine Summer 2019


CONCLUSION Te C-DAEM team considered multiple acquisition strategies to expedite leap- ahead technologies to the warfighter. Each program is unique and therefore must determine the optimal solution for its circumstances. Tere is no single right acquisition strategy.


Frank Kendall, former undersecretary of defense for acquisition, technology and logistics, preferred the term “acquisition improvement” rather than “acquisition reform.” It doesn’t matter what you call it—the one steady state in acquisition is change. Adaptability to change and knowledge of the current state of acqui- sition regulations equip decision-makers to determine an optimal solution that is legal, ethical and moral.


For more information, go to https:// jpeoaa.army.mil/jpeoaa.


LT. COL. THOMAS D. JAGIELSKI is the product manager for Precision Artillery Cannon Munitions within the Project Manager for Combat Ammunition Systems at JPEO A&A, Picatinny Arsenal, New Jersey. He holds an MBA with an emphasis in finance from Texas A&M University and a B.S. in chemistry from the University of Arizona. He is Level III certified in program management and Level II certified in test and evaluation, and is a member of the Army Acquisition Corps.


JAMES A. SARRUDA works for the Mortars Division at the Combat Capabil- ities Development Command Armaments Center, currently serving as branch chief for the C-DAEM program. He holds a master’s degree in mechanical engineering from Stevens Institute of Technology and a B.S. in mechanical engineering from Lafayette College. He is Level III certified in systems engineering.


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