Home' Army Acquisition Logistics and Technology Magazine : Army ALT April-June 2013 Contents Command on writing requirements is
helping to make them more a ordable
and achievable, Miller said. " e tech-
nology demonstrations that we ve been
doing on the S&T side help to inform
what requirements can and should be,
because we ve proven it can be done."
No "cookie-cutter" solutions---
"When you look at should-costs, each
PM that s managing that program has
to look at it holistically,
but not limited to aspects such as
technical risk, requirements and test
strategies, Phillips said. " ere is not
one cookie-cutter solution. "You have
to dig for the details ... nd out if there
is gold plating within the requirements.
It s got to be smart people looking
at the excruciating details inside
that program to bring it for ward."
ere might be a way to introduce an
initial capability and then later insert
capabilities that were not su ciently
mature at the outset; this incremental
approach helped the Army reduce the
per-unit cost for the Ground Combat
Vehicle from more than $20 million
to about $10.5 million, Phillips noted.
Looking holistically at acquisition
programs will turn up e ciencies in
related areas, said Kevin M. Fahey, the
PEO for combat support and combat
service support (CS&CSS). For
example, he said, "We ve done a lot of
work on the analysis of a base camp,
looking at that capability as a portfolio.
And we re doing a lot of operational
energy things because we have to. I think
you ll see bases shutting down lights
during weekends. In some instances,
we need to do a better job of monitoring
when things are used or not used."
e same wide lens will apply as PEO
CS&CSS undertakes the retrograde
of equipment from Afgha nistan,
Fahey said. "Retrograde, reset, recap,
acquisition programs, everything we
do needs to go through that process."
He warned, however, that the intense
emphasis on BBP could actually create
more bureaucracy. "When we get
down to having no money, we try to
be more e cient. But what I would
tell you, from where I sit, [is that] in
a lot of instances the bureaucracy
gets worse, because people want to
make sure that you re doing the right
things when you have no money."
Expeditionary contracting capabil-
ity is essential---" e number one
thing we learned out of Operation
Iraqi Freedom initially, and then later
in OEF, is that we have to have an
expeditionary contracting capability
inside the Army," Phillips said. "Pre-
viously we had relied primarily upon
the Air Force, who were subject-mat-
ter experts in this eld and have been
for many years." U.S. Army Materiel
Command "has done extraordinary
work to build contingency contracting
capability," Phillips said. "It ties back
directly into better buying power."
Greene added, "We ve learned that we
need to embed contracting as part of
our routine operations. So now you see
that we ve tied contracting brigades
to ASCCs [Army service component
commands] so they re available, they
can be part of exercises. ... I think the
other thing you would notice is that
we ve made a concerted e ort to build
that contracting workforce."
THE ROLE OF INDUSTRY
As the Army experiences scal pressures
from every direction, it is more impor-
tant than ev
expertise and experience to achieve BBP,
its leaders agreed.
"We look to industry for creative proposals
to deliver a ordable capabilities that
meet Army requirements, as well as
other ideas to improve e ciency and
sound management of our investments,"
Shyu said. "We re interested in learning
more about how we can use management
tools and metrics from the private sector
to optimize performa nce of our organic
" e Army must retain the orga nic
industrial base that has capably met
the needs of a nation at war over the
past decade. As we adapt to a postwar
period, we will look at creative
al skills a
institutional capabilities," she said.
As Miller put it, "We don t corner the
market of good ideas. We will need to
leverage [industry] investments more
than ever to ensure that the Army
remains dominant." Industry, academia,
foreign partners and the other services
have much to contribute, she said.
" e current situation is that such
exchanges are fragmentary at best,
especially given these hard scal
... We are looking into
improving this situation," Miller said,
pointing to the Defense Innovation
as a good start. e O ce of the Secretary
of Defense established this website
to facilitate exchanging information
relating to government programs.
Industry s help is also critical in the area of
developmental testing (DT), Phillips said.
"We re looking very closely at the cost of
testing. ... It doesn t make sense that we
would go for ward and duplicate, within
government, testing that industry has
already done. e PMs and the industry
partners have to work together, in my view."
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