HOW ARMY ACQUISITION WORKS ACQUISITION EXECUTIVE
The assistant secretary of the Army for acquisition, logistics and technology (ASA(ALT)) is the Army acquisition executive and provides civilian oversight and authority for all of Army acquisition.
DEPUTY ASSISTANT SECRETARIES (DASAs)
DASAs are responsible for policy, guidance and oversight.
DASA for Acquisition Policy and Logistics DASA for Defense Exports and Cooperation DASA for Procurement DASA for Research and Technology DASA for Plans, Programs and Resources DASA for Strategy and Acquisition Reform Deputy for Acquisition and Systems Management
PROGRAM EXECUTIVE OFFICES (PEOs)
The PEOs are responsible for program management as concepts and requirements are refined and turned into materiel. With the exception of PEO ACWA, they each work extremely closely with one or more of the CFTs to create the systems that arise out of need statements. With tens of thousands of employees in dozens of states and all over the world, this is a massive organization intended to design, develop and deliver dominance on the battlefield. Two of the PEOs are joint offices with responsibility to design and develop for all of the services. Many others work hand in hand with other services on particular capabilities. In the same way that CFTs and other AFC organizations represent different efforts toward a shared goal, so do the PEOs. The CFTs represent the Army's modernization priorities. And while they are separate efforts, they fit a unified vision of a suite of necessary tools. Similarly, the other AFC organizations represent different efforts toward the same result—battlefield dominance.
NEED NEED DEMONSTRATION PROTOTYPE CONCEPT
SCIENCE, ENGINEERING, TECH DEVELOPMENT
RESEARCH AND DEVELOPMENT
ASSISTANT SECRETARY OF THE ARMY
ACQUISITION, LOGISTICS & TECHNOLOGY (ASA(ALT))
The Office of the ASA(ALT) comprises the civilian, executive function of the acquisition enterprise. The ASA(ALT) is the Army acquisition executive—the milestone decision authority responsible for the entire portfolio. The office also houses the deputy
TRADOC and DOTMLPF
assistant secretaries of the Army (DASAs), who are essentially the C suite of ASA(ALT). As a whole, the DASAs provide policy guidance and oversight for the enterprise.
The U.S. Army Training and Doctrine Command (TRADOC) encompasses the Army's centers of excellence as well as training resources, and is responsible for training and doctrine—in other words, how doctrine, organization, training, materiel, leadership and education, personnel and facilities (DOTMLPF) fit together. In acquisition, TRADOC is responsible for conceptualizing how technologies to be acquired fit into DOTMLPF.
JPEO for Armaments and Ammunition PEO for Assembled Chemical Weapons Alternatives PEO for Aviation JPEO for Chemical, Biological, Radiological and Nuclear Defense PEO for Combat Support and Combat Service Support PEO for Command, Control and Communications – Tactical PEO for Enterprise Information Systems PEO for Ground Combat Systems PEO for Intelligence, Electronic Warfare and Sensors PEO for Missiles and Space PEO for Soldier PEO Simulation, Training and Instrumentation Medical Research and Development Command Rapid Capabilities and Critical Technologies Office Office of the Chief Systems Engineer U.S. Army Acquisition Support Center
REQUIREMENTS TECHNICAL MATURATION
CONCEPT & REQUIREMENT REFINEMENT
The Army doesn't buy systems without a requirement. When someone from the field or elsewhere expresses a need, that need must be developed into a requirement. AFC has the responsibility for requirements develop- ment. With its labs and research, development and engineering organizations, it does a variety and varying levels
of research and development on concepts. Concepts get turned into demonstrations, which may 26 Army AL&T Magazine Winter 2020
get turned into prototypes. As the technology progress- es, the cross-functional teams continually refine the requirement so as to make the transition from concept to reality as quick as possible. AFC labs and centers continually research and develop capabilities, and work hand in hand with industry to turn them into products for Soldiers.
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170 |
Page 171 |
Page 172 |
Page 173 |
Page 174 |
Page 175 |
Page 176
