Home' Army Acquisition Logistics and Technology Magazine : Army ALT April-June 2013 Contents Army is looking at it in an increasingly
disciplined way through a number of
lenses, including "will-cost/should-cost"
analysis, capability portfolio review, stra-
tegic modernization planning, and greater
sharing of resources among the military
ser vices. "We have built a very, very e ec-
tive Army, but it isn t terribly e cient
today," Spoehr said. "And so we re going
to have to change that paradigm."
From the G-8 s perspective, this calls for:
Greater reliance on Joint and Coalition
programs and partners, "to ensure that
we take a hard look at every opportu-
nity we can to integrate wherever we
can to meet a capability or to cover a
capability gap," Barclay said.
Scalable equipment, "not only in
capabilities but [also] size, that can be
applied to tailorable formations," Bar-
clay said, to enable Soldiers to conduct
a variety of missions.
Staggered modernization, mean-
ing incremental system changes
and di erent variants as well as
Smaller procurement objectives,
depending on the Army s nal end
strength. "We don t know that yet. Is
490,000 the bottom? e size of that
force will drive what those procure-
ment objectives are," Barclay said.
Greater reliance on commercial-o -
the-shelf and government-o -the-shelf
products, "trying to align the thresh-
old requirements that we re developing
within the available technology that
exists and not asking for more than
what we know is available or out there,"
Weapon systems composed of upgrad-
able components and subsystems, "so
as you do get improved technology,
you can plug and play those compo-
nents and subsystems into those base
programs [or] base vehicles to continue
to modernize them as you move for-
ward," Barclay explained. "We re also
going to have to divest our old systems
where they re not cost-e ective any-
more, based on the life-cycle cost and
where we re going in the future with
Incentivizing the industrial base to
reduce cost. " is is going to have to
be a team approach," Barclay said. "It s
not just about the services; it s about
our industry partners and how we
get after and meet these challenges to
ensure that we both give the Soldier
what he needs at the time he needs it."
Lowering the O&M costs of sus-
tainment, using approaches such as
Optimizing training. "We ve got to
be able to leverage those dollars and
ensure that the live, virtual, construc-
tive construct is maximized to give you
better training that is more a ordable,"
Barclay said. For example, he said, ve
years ago about 18 percent of the ight
training at Fort Rucker, AL, was done
in simulators; now the proportion is
just under 40 percent and the train-
ing costs 37 percent less. "We ve been
working at this for several years, but
we ve got to get the entire Army behind
it," he said.
Central to the Army s e orts to set a pru-
dent, workable course for modernization
is its new Army Equipment Moderniza-
tion Strategy (AEMS), online at http://
w w w.defenseinnovationmarketplace.
dernizationStrategy.pdf, Barclay and
Shyu said. It is not program-speci c, but
rather is written in broader terms to give
guidance to the force and inform indus-
try about the Army s future direction.
is strategic planning e ort aligns with
a key initiative of BBP 2.0, which calls
for instituting a system of investment
planning to drive a ordability targets for
acquisition programs, Shyu noted. "We
needed a process to prioritize and bal-
ance pressing modernization needs for
Soldier equipment and development of
new capabilities" to solve capability gaps
in light of emerging threats, she said.
e AEMS, approved March 4 by Chief
of Sta of the Army GEN Raymond T.
Odierno and Secretary of the Army John
McHugh, identi es critical technolo-
gies that will yield the next generation
of capabilities. e strategy incorporates
input from program executive o cers
(PEOs) and program managers (PMs) on
their equipment life-cycle projections and
sustainment costs, including the extent
to which equipment use and sustainment
costs call for greater capability.
"In this scally constrained environment,
we must place emphasis into S&T [science
and technology] areas that tackle truly the
Army s unique challenges, and collaborate
across services, national labs, academia
and partner nations to solve our common
challenges," Shyu said. e AEMS pro-
vides a road map that the Army can share
with industry "so that we can leverage
their IR&D [independent research and
development] investments," she said.
"WE MUST MEET OUR
WHILE REMAINING VIGILANT
STEWARDS OF THE TAXPAYERS
DOLLARS. BETTER BUYING
POWER DIRECTLY HELPS US
TO ACHIEVE THIS GOAL, AND
OUR WARFIGHTERS NEED
OUR BEST EFFORTS NOW
MORE THAN EVER."
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