FROM THE AAE
TECHNOLOGY IS A TEAM EFFORT
The Army’s Rapid Capabilities and Critical Technologies Office held its Army Strategic Rapid Acquisition competition in June, inviting companies and academic institutions to share their best ideas for emerging military technology. (Photo by John Higgins, PEO for Intelligence, Electronic Warfare and Sensors)
enables innovation and swift delivery in response to conditions of uncertainty, such as rapidly changing user needs, disruptive technologies and evolving threats.
With both the MTA and software pathways, program teams are empowered to start quickly and iterate on requirements and subse- quent delivery. By doing so, we are getting capability into our Soldiers' hands as soon as possible and receiving feedback. Tis allows us to make the best possible decisions with as much infor- mation as possible instead of locking ourselves into strategies early in the life cycle, impacting our costs, schedules and performance.
In addition to AAF and its supporting policies, we have also significantly increased efficiency and acquisition speed through a number of contracting reforms.
Along with reducing Defense Federal Acquisition Regulation Supplement regulations from OSD, we have also benefitted from contracting flexibilities with permanent authority to award other- transaction authority agreements for research, prototyping and production purposes.
Other-transaction authority gives the Army the flexibility neces- sary to incorporate standards and best practices from commercial industry into our award instruments. Exercising this authority speeds prototyping to production and fosters increased collabora- tion with our industry partners earlier in the process than when using more traditional acquisition approaches.
Te new acquisition and procurement authorities being imple- mented today by the Office of the Assistant Secretary of the Army for Acquisition, Logistics and Technology support the modernization priorities and the 31 + 4 signature efforts and their enablers. Tey also support new business processes and enhance our focused partnerships with Army Futures Command
to ensure strong connections between our operators and our acquisition professionals to place Soldier-centered design at the heart of the modernization process.
Acquisition and sustainment are equally important in providing the required warfighting capability when and where needed— and product support bridges the gap between these two critical functionalities.
CONCLUSION On average, over the life cycle of a program, 70 cents on the dollar will be spent on sustainment and operations.
With this in mind, we must continue to emphasize the impor- tance of designing for sustainment to reduce the demand for logistics support and maximize the availability of systems over their long life cycles.
In other words, sustainment requirements must be "baked in" to the design of a materiel solution to deliver long-term operational availability and to better support warfighter requirements. Our partnership with Army Materiel Command is paramount early in design and development, as they are responsible for the sustain- ment and eventual disposal.
Te acquisition community also works very closely with indus- try to develop capability. We value the partnership, innovative development processes, and research and development invest- ments to move us forward in the life cycle continuum to ensure the Army succeeds.
Trough our distinct yet complementary roles and functions, and new authorities, policies and processes, we are postured as the Army materiel enterprise to modernize the Army to win the great power competition.
https://asc.ar my.mil 7
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