WORKFORCE
Maximizing accessibility alongside effi- ciency also sets acquisition professionals up for success by giving them access to the tools used to streamline technology and capabilities in support of the warfighter. For example, the Public-Private Talent Experience (PPTE) provides selected DOD acquisition workforce employees with the opportunity to complete a profes- sional assignment with industry by serving six months with a private sector organi- zation. Digital engineering will be a new focus for PPTE to take full advantage of engaging in collaborations across virtual environments. Implementing more model- ing and simulations offers a cost-effective opportunity to efficiently test new tech- nology, and beyond, to achieve successful applications in a real-world environment without the fear of failure.
DIGITAL COMMUNICATION
CERTIFICATION COMPLIANCE Professionals across the AAW are actively working toward their certifications, dedi- cating their time to continuous learning and laying the necessary groundwork to reach new milestones as their career progresses. By utilizing our resources, we will ensure that every acquisition professional is able to access all the tools, training and assistance needed to reach the standards set across the acquisition community. Appropriately tailoring our offerings will create efficiencies where necessary, balancing educational settings with hands-on experiences while meeting statutory requirements and leaving no acquisition professional behind.
As our programs and learning opportuni- ties evolve, I encourage you to collaborate with your supervisors to be deliberate and meticulous in expanding your indi- vidual development plan. Any changes concerning certification requirements and related standards will be commu- nicated in advance to ensure you’re able
Video conferencing platforms foster collaboration and efficiency by enabling AAW professionals to attend trainings, meetings and interviews from any location, allowing for greater participation in programs without travel costs to support a geographically diverse workforce. (Photo by Diva Plavalaguna, Pexels)
to get the necessary training when you need it. Our job is to provide pathways to build and support an agile and adap- tive acquisition workforce, and I believe the workforce will thrive in a leaner, more efficient environment.
CONCLUSION Whether it’s leveraging our digital tools to expand our virtual opportunities or readjusting our programs to shorten the distance between applications to gradu- ations, we’re ready to give you the same high quality and high level of training that we’ve always provided.
I am exceptionally proud of the acquisi- tion workforce and the ability to adapt in the face of transformation. Te DACM Office will work to ensure that each of you can accelerate in your career, develop
into world-class professionals and reach the goal of supporting the warfighter. As valued members of the acquisition community, we are committed to support- ing the current and future workforce and look forward to the efficiencies we can achieve together.
I’d also like to take a moment to acknowl- edge that this Summer 2025 issue is the last print issue of the Army AL&T maga- zine. Moving forward, we will shift our focus to providing AL&T news in a condensed online format. I look forward to leveraging our digital footprint to further showcase all things acquisition, logistics and technology across the AAW. As we close the page on our last print issue, I’d like to thank our readers for their support over the years.
https://asc.ar my.mil
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