Home' Army Acquisition Logistics and Technology Magazine : Army ALT January-March 2012 Contents 150 Army AL&T Magazine
Industry plays a key role in this climate
of collaboration, Shyu said. "We're try-
ing to communicate more---be a lot more
transparent and open with industry---to
understand what we can do better."
During the modernization and other AUSA
forums, senior leaders looked at where the
Army will be focusing its acquisition efforts,
as budgets are cut across the board.
For the Army, the $450 billion in antici-
pated DoD-wide spending reductions
over 10 years mean cuts of $12 to 14 bil-
lion per year, said LTG Robert P. Lennox,
Deputy Chief of Staff, G-8. "You can't
draw down your end strength fast enough
to offset those cuts. So the brunt of those
cuts will come in modernization and
training accounts," he said.
"It's just math. It's not scientific. It's not
something we want to do. It's something,
given the numbers, that will likely hap-
pen," Lennox said. At the same time, "We
can't forget that we have Soldiers in combat
today. ... We have to equip them for the
current fight, and we have to make sure
they have the best equipment in the world.
And as a team, I think we have done a
magnificent job of that. We can't stop."
The service will be guided in its spend-
ing by the Army Modernization Plan 2012
(online at https://www.g8.army.mil),
and by what Lennox called his "seven
commandments of a budget-constrained
environment" for the Army:
1. Set priorities and stick to them,
applying funding cuts first to
2. Revalidate and adjust requirements as
needed, and avoid requirements creep.
3. Ensure that affordable requirements
are examined at the portfolio level
and prioritize within portfolios, a
team effort of U.S. Training and
Doctrine Command (TRADOC)
4. Use affordability as an independent
variable; understand how a program
fits in the overall portfolio of Army
programs, and make sure costs
6. Leverage mature technologies and
7. Manage procurement quantities to
the pace of modernization; field the
latest technology and capability sets
that can be modernized and built
while fielding the systems over time.
The Army has intensified its efforts to
make S&T investments responsive to the
current fight with a new, collaborative pro-
cess of identifying high-priority problems
on which S&T needs to focus. "Where we
really need to apply that is at the small-
unit Soldiers, the boots-on-the-ground
level," said Dr. Marilyn M. Freeman,
Deputy Assistant Secretary of the Army
for Research and Technology. Freeman
said that in her 32 years in the S&T arena,
"every time I've seen money go down, the
first billpayer has always tended to be S&T.
And we know that that's probably not the
right answer in this environment."
Army S&T, with the support of senior
leadership, has established a set of seven
"Big Army" problems, with 24 specific
challenges they pose (online at https://
oasaalt/SAAL-ZT.) "We know we can't
solve these problems all by ourselves in
S&T," Freeman said, but rather in part-
nership with TRADOC and the G-8,
among other organizations.
Freeman has committed to identifying
funding to address the biggest challenges.
The Army laboratories and centers "have
to make decisions within their existing
budgets," she said. "Now that we have
S&T priorities, we can go back and we
can have a standard to ask ourselves, 'Is
this investment really important?' ... This
is a process that we will do every year."
The requirements community, similarly,
has adjusted its priorities to make product
development more flexible and responsive
to Soldiers' needs, and continues to do so.
"We've been changing as we go," said
LTG Keith C. Walker, Deputy Com-
manding General, Futures and Director,
Army Capabilities Integration Center in
TRADOC. "We now write concepts every
two years to try to adjust for the changing
environment that we face. ... We've started
the effort of not being so over-prescriptive,
not boxing ourselves in the corner---to
establish requirements that have open
architectures, so that you can purchase a
first increment of a particular capability
and have room to improve that over time.
"If it's robotics or it's something that's
high-tech, a network item, if you tried
to buy for the whole Army, by the time
you did, it would be obsolete before you
got 10 brigades fielded," Walker said.
So, in concert with U.S. Army Test and
Evaluation Command and the System of
Systems Integration Directorate, TRA-
DOC takes an incremental approach, "to
purchase those most essential capabilities
in the priority of those units that need
it, and then, for the next brigades that
deploy in ARFORGEN [the Army Force
Generation process], to get them the next
"The most important lesson I think I've
learned is, the faster you get a capability
in the hands of a Soldier in the field, in
an operational environment---along with
the engineer that developed that capability,
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