KEEPING PACE, CUTTING COSTS
Provider system updates and technology refresh would enable capability to remain current over time at an affordable cost.
Tese events will inform Army decisions on how innovative tech- nologies and varying degrees of a SAAMS business model could best integrate into the greater network.
By falling in line with its two-year interval capability set acqui- sition and fielding process, the Army can piggyback on new system and capability design development efforts, such as logis- tics network modernization and emerging multiple Earth-orbit capabilities, to home in on how different SAAMS efforts could best support the evolving unified network. As part of the capa- bility set process, the Army is leveraging technical exchange meetings to further SAAMS market research, with follow-on requests for white papers and “Shark Tank” demonstrations. Te service entwines these efforts with network modernization lab- based experimentations, Soldier-led assessments and pilots, and network modernization field exercises such as NetModX and Proj- ect Convergence.
Te Army recognizes industry’s experience, and that it is techni- cally capable of achieving Army goals. Tat being said, deliberate planning, security and logistics considerations, and architecture development within the service’s unified network are required to realize the true benefits of a SAAMS construct. Frequent infor- mation sharing and communication throughout this process will keep both parties aligned with current and future unified network needs versus focusing on the acquisition of specific systems to support short-term goals.
As the Army modernizes and unifies its tactical and enterprise networks, lessons learned from continual market research and experimentation with the SAAMS business model can be shared across the joint services to reduce duplication of efforts and evolve U.S. satellite communications capability more expeditiously.
CONCLUSION Te Army’s Unified Network Plan is a strategic framework to guide the development of a unified network that can enable a multidomain-capable force by 2028. Te goal is to enable Army,
joint and coalition forces to seamlessly share information across the entire force, from the tactical user through the enterprise, to achieve decision dominance.
As the Army looks for better ways to acquire and modernize satel- lite communications capability in support of these goals, it will continue to leverage commercial competition to deliver the right Soldier-centric solutions at an affordable price. Partnering with industry in a SAAMS business model may prove to be a viable option in continual battle to keep the edge on near peer threats.
For more information, contact the PEO C3T Public Affairs Office at 443-395-6489 or
usarmy.APG.peo-c3t.mbx.pao-peoc3t@mail. mil. Go to
https://go.usa.gov/xMSNz for the 2021 Army Unified Network Plan or follow PEO C3T at
http://peoc3t.army.mil/c3t/ and
https://www.facebook.com/peoc3t.
LT. COL. NATASHIA COLEMAN is the product lead for Unified Network Capabilities for Integration, assigned to Project Manager Tactical Network within the Program Executive Office for Command, Control, Communications – Tactical (PEO C3T). In this position, she is responsible for the technology maturation and integration of future capability sets into the Unified Network. Coleman earned an M.A. in human resource development and training from Webster University and a B.S. in accounting from the University of Arkansas. She is a graduate of the Command and General Staff College and Signal and Adjutant General Captain Career Courses. A member of the Army Acquisition Corps, she is Level III certified in program management.
TYLER J. COOK is the assistant product manager for science and technology integration, assigned to PEO C3T’s Project Manager for Tactical Network, Product Lead for Unified Network Capabilities and Integration. He holds an M.E. in systems engineering from Stevens Institute of Technology and a B.S. in mechanical engineering from Penn State University. He is Level III certified in engineering and Level I certified in program management and is a member of the Army Acquisition Corps.
AMY WALKER has been the public affairs lead at Project Manager Tactical Network for over 10 years and was the public affairs lead at PEO C3T for the previous two. She has covered a majority of the Army’s major tactical network transport modernization efforts, including Army, joint and coalition fielding and training events worldwide. She holds a B.A. in psychology with emphasis in market- ing and English, from the College of New Jersey.
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Army AL&T Magazine Winter 2022
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