Defense Acquisition System Analysis
Without the defense acquisition system, the U.S. military would not enjoy the substantial capability that it has in the form of major systems, information technology, and medical system needed to meet the demand of modern conflicts, rapidly evolving operational environment and to perform support services at home or abroad. Although the military is acquiring systems with game changing capability, the acquisition process is failing to deliver full value to the Warfighter and to American taxpayers. Therefore, the defense acquisition system could benefit from improvement in several areas including better management of the acquisition system; improving the requirements process; developing and incentivizing the highest quality acquisition workforce;
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Another example is the DOD Better Buying Power initiatives which have strengthened the alignment of requirements and programs and resources. The first two Better Buying Power initiatives 1.0 and 2.0, focused on reforming the acquisition processes and making it more efficient. The third, Better Buying Power initiative 3.0 focused on providing dominant capabilities to the Warfighter and identifies and invest in innovative ways to sustain and advance our military dominance in the present and future. However, the introduction of these new regulations and initiatives come under criticism from many acquisition professionals that believe that the new law duplicates existing regulation and unintentionally delay progress, drive up the cost of systems and introduces the new bureaucratic red tape. Some experts feel that this initiative translates into more reports, more Congressional oversight. Furthermore, the program managers spend more time dealing with higher level reports than managing their projects and products. The demands imposed on the project managers are felt at every level of the project. Moreover, the experts suggest that Congress and the Pentagon should streamline the oversight process, empower the program managers to react and respond to technology opportunities as well as
Another example is the DOD Better Buying Power initiatives which have strengthened the alignment of requirements and programs and resources. The first two Better Buying Power initiatives 1.0 and 2.0, focused on reforming the acquisition processes and making it more efficient. The third, Better Buying Power initiative 3.0 focused on providing dominant capabilities to the Warfighter and identifies and invest in innovative ways to sustain and advance our military dominance in the present and future. However, the introduction of these new regulations and initiatives come under criticism from many acquisition professionals that believe that the new law duplicates existing regulation and unintentionally delay progress, drive up the cost of systems and introduces the new bureaucratic red tape. Some experts feel that this initiative translates into more reports, more Congressional oversight. Furthermore, the program managers spend more time dealing with higher level reports than managing their projects and products. The demands imposed on the project managers are felt at every level of the project. Moreover, the experts suggest that Congress and the Pentagon should streamline the oversight process, empower the program managers to react and respond to technology opportunities as well as