search.noResults

search.searching

saml.title
dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
FROM THE ARMY


ACQUISITION EXECUTIVE KAREN D.H. SAUNDERS


A TAILORED APPROACH


New Adaptive Acquisition Framework provides pathways to simplify and expedite capability requirements.


I


t is often said that modernization is a team sport because it takes the entire team to succeed— communicating, collaborating, integrating and synchronizing all of the moving parts. Tat's what we call the materiel enterprise—from science and technology to prototyping and exper- imentation, from requirements generation and refinement to materiel development and production, fielding and, ultimately, sustainment and divestiture.


Our roles are distinct but complementary ways to achieve the Army's modernization while provid- ing our joint warfighters with the best equipment possible in the event our Army, on behalf of the nation, has to go to war.


As Secretary of the Army Christine Wormuth noted in her opening remarks at the Association of the United States Army Annual Meeting and Exposition in October, "We have substantially transformed how the Army modernizes and develops new weapons systems." And we, the acqui- sition community, partnering with Army Futures Command, Army Materiel Command and industry, do this by leveraging new authorities and policies as well as implementing transforma- tive business practices.


Te Army Acquisition, Logistics and Technology team comprises more than 42,000 profession- als within the Army Acquisition Corps and the greater Army Acquisition Workforce. We develop, acquire and DELIVER materiel solutions that meet the operational requirements defined for the joint warfighter. As the Army's acquisition decision authority, I am focused on the practi- cal and successful EXECUTION of more than 500 programs throughout the acquisition life cycle. Further, as the Army's modernization priorities evolve into programs, the Army acquisi- tion community will continue its vital life cycle management role.


Over the past several years, DOD acquisition has gone through a significant overhaul. We have seen transformational change in the department's acquisition authorities and policies, which will have enduring positive effects on acquiring and sustaining warfighter capabilities.


Te goal of the Defense Acquisition System is to afford program teams the flexibility to tailor approaches based on the capability being acquired—this empowers critical thinking and common- sense decision-making and, most importantly, accelerates delivery timelines to move with speed and relevancy.


https://asc.ar my.mil 5


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