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Introduction
This report is designed to communicate
the key elements of the Department of
Defense’s vision of its future acquisition and
logistics environment, and to outline
initiatives underway to accelerate the
Department’s progress toward achieving
that vision. The report provides highlights of
several of the key studies chartered in
response to Congress’s direction in Section
912(c) of The National Defense
Authorization Act for Fiscal Year 1998.
Congress directed the Department of
The Road Ahead Defense to identify key additional steps the
Department could and should take to build
on the acquisition reforms of the previous
five years. In addition to those highlights,
Accelerating the this report provides a range of additional
initiatives that have been or will be launched
Transformation of by the Department.
Taken together, these efforts represent
Department of the Department’s vision of the future
acquisition and logistics environment. All of
Defense Acquisition the initiatives are designed to help DoD
achieve its vital goals of providing modern,
and Logistics high performance weapons systems and
support to America’s fighting men and
Processes and women in less time, at lower cost, and with
higher performance, than has ever before
Practices been the case.
This critical goal is driven by the well
established reality that the nation and the
Department find themselves in an era of
new highly unpredictable security
challenges, the focus of which is not one or
two clearly identified nation threats, but,
rather, a wide array of rogue nations and
transnational actors, regional instability, and
unprecedented threats from chemical and
biological weapons, in addition to the
continued threat of nuclear warfare. The
military and strategic requirements
associated with battling these new threats
are often referred to as the Revolution in
Military Affairs, or RMA.
Through the RMA, the Department has
committed to equip the early 21st century
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warfighter with the correct equipment to Goal 1: Field high-quality defense
assure our security and withstand any products quickly; support them
potential threat by, among other things: responsively.
Objective: Reduce the average
achieving an integrated, secure, and
acquisition systems cycle time
“smart” command, control,
(measured from program start to
communications, intelligence (C3I)
initial operating capability) for all
infrastructure;
Major Defense Acquisition Programs
developing and deploying long-range, (MDAPS) that started since FY 1992
all-weather, low-cost, precise, and by 25 percent (from 132 months to
“brilliant” Reconnaissance and Strike 99 months); and by 50 percent (to 67
weapons; months) for all programs started in
achieving rapid force projection and FY 1999 or later.
global reach of our military capability; Objective: Reduce logistics response
developing and deploying credible time from an average of 36 days (in
deterrents and counter-measures FY 1997) to 18 days by FY 2000.
against the complete range of Goal 2: Lower the total ownership cost
asymmetric weapons; and of defense products.
achieving interoperability among U.S. Objective: Minimize cost growth in
Forces and our Allies. major defense acquisition programs
to no greater than one percent
The Revolution in Business Affairs annually.
The pre-requisites to achieving the goals Objective: For fielded systems,
of the RMA are many and cut across all reduce the logistics support cost per
facets of the Department of Defense, weapon system per year compared
particularly the arena of acquisition, logistics to an FY 1997 baseline as follows:
and technology. Yet despite the now widely seven percent by FY 2000; ten
accepted precepts of the RMA, the percent by FY 2001; and a stretch
Department continues to rely on acquisition target of 20 percent by FY 2005.
processes, organizations and infrastructure The FY 1997 baseline is $82.5
largely developed in the years following billion.
World War II. Moreover, the Department Goal 3: Reduce the overhead cost of the
continues to face a limited investment acquisition and logistics infrastructure.
budget constrained by a relatively stable Objective: Reduce the funding
top-line budget, and squeezed by increased required by logistics and other
operations and support costs from aging infrastructure from 64 percent of
weapon systems. Total Obligation Authority (TOA) in
FY 1997 as follows: 62 percent by
In short, in order to meet the FY 2000; 60 percent by FY 2001;
requirements of the RMA, it is equally and a stretch target of 53 percent by
important that the Department also wage a FY 2005.
successful Revolution in Business Affairs, or
RBA. DoD has made substantial progress on
these goals and objectives:
To be sure, the “RBA” at the Department
has been underway for several years and The average MDAP cycle time for post
remains among the highest priorities of the FY 1992 starts is projected to be 97
Department’s civilian and military leadership. months—two months below the
Its primary focus has been on the following objective.
three top-level goals and corresponding DoD has met its 18-day target for the
objectives: average time required to provide spare
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parts through the logistics system, and fielded far faster than DoD’s normal 8 to
improved asset visibility and accessibility 12 years. Most importantly, the first of
from 50 percent (FY 1996) to 94 percent these systems to be utilized in wartime--
(FY 1999). These initiatives have also -the Joint Direct Attack Munition, which
had a profound impact on reducing was deployed for the first time during the
supply inventory in the Department by recent conflict in Kosovo, performed
$12 billion, from $67 billion (FY 1996) to flawlessly.
an estimated $55 billion (FY 1999). DoD is using credit cards for over 90
Since FY 1998 (and projected through percent of its transactions below $2500,
FY 2001), DoD’s average annual MDAP resulting in savings and cost avoidance
cost growth has been .1 percent, -.3 to the Department in the hundreds of
percent, 3.1 percent, and .9 percent millions of dollars.
respectively. The Single Process Initiative, which was
For FY 2000, weapon system logistics launched as a means of eliminating
costs is $77.9 billion, just slightly behind duplicative processes and introducing
the $76.7 billion target. appropriate, commercial-like processes
The funding for logistics and other at defense manufacturing facilities, has
infrastructure is 60 percent of TOA in FY enabled the conversion of more than
2000—two percentage points better than 200 facilities to ISO 9000 standards
the target. (replacing DoD’s traditional and unique
quality standards), allowed the
The achievements are due in part to the
rationalization of numerous
fact that the three goals interrelate in a
manufacturing processes, and much
strategic way. They seek to remove the
more, resulting thus far in savings and
barriers to change and improve the
cost avoidance of over $500 million.
Department’s ability to be innovative in order
The Department is pursuing innovative
to improve readiness and accelerate
acquisition practices to further integrate
modernization. At the same time, the
the civil-military industrial base. For
reverse is also true: in order to achieve the
example, as a result of a recent
Department’s readiness and modernization
manufacturing technology initiative
goals, the same degree of innovation we
circuit boards for the F-22 are being
see today in our fighting forces must also
produced on a commercial rather than a
become critical elements of our acquisition
military line. This kind of practice will
and logistics practices and processes.
allow us to capitalize on advanced
In recent years, DoD has done much to commercial technology and take
improve its acquisition practices and policies advantage of large production runs.
through acquisition reform, and to transform DoD, with the help of the Congress, has
its logistics systems to integrated supply dramatically altered the manner in which
chains driven by modern information the Department deals with its suppliers,
technologies and a wide range of best creating an environment that fosters
business practices that have been proven in closer, ongoing communications,
the commercial sector. For example: focuses more directly on actual
The Defense Acquisition Pilot Programs, performance rather than promises, and
which include five major weapon opens the door to the kind of supplier
systems specifically identified by alliances that have become hallmarks of
Congress to be test beds for many new excellence in the commercial world.
acquisition practices, have yielded DoD has significantly reduced the use of
savings as high as 50 percent over detailed military specifications and
previous, official cost estimates, and standards in favor of far greater use of
have been or are on schedule to be commercial performance standards,
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thereby reducing costs and enabling manner, into those areas where reform
access to a wider array of technologies initiatives should be most focused.
and solutions.
The studies covered a wide range of
The use of Other Transactions Authority issues: command, control and
has enabled DoD to access dozens of communications; the setting of weapon
commercial technology providers, that system requirements; the unique challenges
were otherwise unable to do business of acquiring services (as opposed to
with the Department, in the research and products); the future of the Research,
prototyping of new, cutting edge Development, Test and Evaluation (RDT&E)
technologies of importance to the capabilities of DoD; Price Based Acquisition;
Department. re-engineering product support;
The Department has begun to accelerating, implementing and managing
aggressively pursue innovative, change; and much more. And the
performance-focused logistics support overarching findings of each study reinforce
strategies that are resulting in both the necessity of significant, additional
improved delivery and response times, reform. For example,
while also enabling reductions in
unnecessary infrastructure in the The RDT&E Infrastructure Study Team
Department. found that we have not reduced
DoD has reduced its acquisition and infrastructure by as much as we could --
technology workforce by nearly 50 at least 25 percent more could be
percent over the last ten years and attained by FY 2005. This will allow
continues to devote significant resources DoD to focus its R&D resources on
to defining the Department’s long term those critical areas in which DoD’s
workforce requirements, in terms of both leadership and involvement is most
skills and numbers, for the years ahead. necessary and valuable.
The Department also has 104,500 The Product Support Study Team found
participants (those currently a part of the that we have not done enough to
DAWIA workforce, which equates to 72 transform the logistics system. We can
percent of the newly defined “key expand the use of competitively sourced
acquisition and technology workforce”; support for both new and legacy
the remaining 28 percent will be covered systems; improve reliability,
under new continuous learning policy to maintainability, and sustainability
be issued in FY 2000) engaged in through continuous technology
continuing education programs and refreshment; expand the use of prime
training in FY 1999. vendor and virtual prime vendor support;
reengineer financial processes; better
These are just a few of the many integrate supply chains; and implement
dramatic changes that have taken place, complementary information systems.
and continue to evolve, in the Department of The Program Manager Oversight of Life
Defense. Despite the exceptional progress Cycle Support Study Team identified 30
that has been made; however, the pilot programs to serve as platforms to
Department continues to face daunting demonstrate these strategies.
challenges in its efforts to truly transform its
The Training and Tools for Acquisition of
business and logistics practices and to meet
Services Team found that we do not
the requirements set forth in the Revolution
have sufficient performance-based
in Military Affairs. The studies conducted
training for acquisition of complex
pursuant to Section 912(c) of FY 1998
services.
Department of Defense Authorization Act
The Commercial Business Environment
were conducted to help the Department gain
Study Team found that DoD has not
insight, in an integrated, across-the-board
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done enough to accelerate cultural commercial world, where research and
change -- we need to adopt an development has increased steadily at a
acceleration change model emulating rate of about 5 percent per year for more
best commercial practices. than 20 years—while U.S. Government
spending on research and development has
This report will focus on the principal
dropped some 2.5 percent per year during
findings and recommendations of several of
the same period. It is clear that this trend is
those studies, as well as additional
NOT going to be reversed, and that the
initiatives, not directly tied to the Section
Department must improve its ability to be a
912(c) studies, that the Department has
“player” in the development of new
initiated. Each of the initiatives have benefit
technology in the commercial world.
in their own right, of course, but at the same
time, the synergy among them is both Thus, wherever possible, the
powerful and central to their real success. Department must adapt its business
Indeed, even as each study team identified practices and systems to those that have
challenges—and developed action plans for been proven and are widely relied upon in
meeting those challenges—in its area, it is the commercial world, and can no longer
clear that no one aspect of the acquisition or expect that world to adapt its practices to
logistics system can produce the results us. This can be, and has been, done in
needed if DoD is to meet its most ways that fully protect the public dollar and
fundamental missions. interest, and the unique needs of America’s
military. But it is a reality we must face.
The integrated perspective provided by
the studies conducted under Section 912(c),
more than anything else, makes clear the The Road Ahead
inextricable links among all aspects of the As noted earlier, DoD’s top line goals
Acquisition process—from requirements are clear: reduced cycle times for new
generation, to technology development, weapons systems (which translates directly
acquisition, and support. Thus, the to our goal of providing new capabilities and
Department’s ongoing initiatives to support to the warfighter more quickly than
accelerate change include all aspects of that ever before); reducing total ownership costs
process. of our weapons systems (which translates
Moreover, the study process has also directly to the freeing up of precious dollars
made unmistakably clear the fact that the for investment in new technologies and
Department is struggling, and will capabilities); and rightsizing our acquisition
increasingly struggle, to keep pace with or workforce and infrastructure (which ties
access new, leading-edge technologies. directly to the Department’s ability to both
Indeed, this finding, perhaps more than any realize the savings and efficiencies of new
other, speaks to one of the key focus areas ways of doing business and supporting our
of acquisition and logistics reform and the troops and systems in a manner that is
overall RBA: in the technology era of today, optimally efficient).
the Department, and the U.S. Government Achieving that vision, requires that
at large, are no longer the driving forces DoD’s acquisition and logistics reform
behind the development of most new initiatives be built on six focus areas, each
technology, including many critical new of which has its own set of outcome metrics
technologies required by the Department to that link each focus area to the
meet its mission. Department’s overall goals. Within the
That technology development, including focus areas, DoD has identified a set of
both functional technology and technology near term actions to be completed within the
designed to support optimal business next five years. Achievement of the actions
operations and support, is now led by the identified for each focus area (see the
12/04/11 5
attached appendix for specific actions) will In addition, the Department has already
be measured by a leading indicator of begun to develop internally a series of policy
change. changes focused on expanding previous
reforms and continuing the Department’s
1. DoD will increasingly rely on an
efforts to eliminate non-value-added
integrated civil-military industrial base.
government unique processes and policies
The reality is that the two industrial bases
in favor or proven, performance-based,
have already largely merged yet DoD’s
commercial standards. For instance:
business practices have not kept pace with
that fundamental shift. Gaining access to In October, 1999, the Department
the global commercial industrial base will launched a comprehensive review of the
enable DoD to take advantage of the status and future requirements in the
technology found in world-class commercial area of specifications and standards
companies that have maintained leadership reform;
positions in worldwide commerce and, at the The Department will soon issue new
same time, help to increase competition for acquisition policy with regard to the
the products and services DoD purchases. management of government furnished
DoD must position itself to access property which will rely on commercial-
commercial technology and to take like practices;
advantage of large, commercial production The Department is currently conducting
runs, thereby reducing costs through a pilot program to test the application of
economies of scale. commercial packaging specifications to
Enabled by open systems architecture military requirements; and
and reprocurement reform, wherever The Department will seek to significantly
possible DoD will seek to insert commercial expand the use of commercial services
technology and products into its new and contracting, which will enable access to
legacy systems to improve reliability, proven, commercial strategies that are
maintainability, and sustainability through largely driven by modern information
continuous technology refreshment. This and other technologies in both business
means, in addition to other things, and supply chain activities. This
expanding military specifications and strategy will also drive greater use of
standards reform (first launched in 1993) to competition (including public-private
include legacy systems, with the recognition competitions) in determining the most
that integrating new solutions into existing efficient and effective means of service
systems is a complex undertaking. delivery.
However, by extending milspec reform to Each of these initiatives is designed to
legacy systems the Department seeks to both eliminate unneeded and costly
make the search for new solutions the first government unique requirements and to
priority. expand the Department’s access to
To achieve its goal of civil-military commercial providers who currently are
integration, DoD will again seek the support often unable to do business with the
of and partnership with Congress that has Department because of the added costs
been so essential to previous reform efforts. and systems requirements associated with
The Department plans to submit to such practices and policies.
Congress, for inclusion in the FY 2001 Leading indicators of change in this area
Department of Defense Authorization Bill, a include increasing the dollar value of FAR
series of legislative proposals designed to Part 12 contracts and the dollar value of
overcome statutory obstacles that stand in firm-fixed price competitive R&D contracts.
the way of the Department’s RBA. The Department has established FY 2005
stretch targets of doubling current levels for
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the former and a 25 percent increase for the more. All these changes will need support
latter. from Congress to be effective.
2. DoD will adopt and rely on a new Leading indicators of change include the
approach to systems acquisition where number of MDAPs with cost as a key
price and schedule play a key role in performance parameter and planned
driving design development and systems evolutionary acquisition strategies. The
are reviewed by portfolio. The warfighter Department has targeted a 75 percent
must be in a position to place a dollar value figure for FY 2005.
on improved capability and choose among 3. DoD will transform its mass
potentially dissimilar alternatives. logistics system to a highly agile, reliable
Warfighter requirements must be flexible system that delivers logistics on
and respond to both the needs of the user demand. Because we spend more than
and the technological state of the possible. $80 billion annually on logistics but do not,
In the new systems acquisition environment,
however, match performance (such as
key acquisition and long term funding responsiveness or costs) to the logistics
commitments will not be made until value chain, logistics reform is the critical
technology is mature and risks are far better link between modern warfighting and
understood (and strategies to mitigate them modern business practices. The commercial
better developed) than is currently the case. marketplace demonstrates that product
By adopting a more time-phased,
support can be optimized and to create a
incremental approach to systems strategic advantage by focusing on
development, the Department can and will
customer service, integrating supply chains,
field new technologies more quickly. This capitalizing on rapid transportation, and
will also enable the acquisition of products exploiting electronic commerce. When
on the basis of overall price and
applied to Defense, this equates to
performance, which are clearly the most integrated logistics chains focused on
critical outcome requirements, as is the rule readiness and rapid service to the warfighter
in the commercial technology world. The customer. Providers would be selected
end result will be newer technology in the
competitively based on best value. Long-
hands of the warfighter sooner, a wider, term partnerships would be formed with a
competitive marketplace from which to
subset of preferred providers.
purchase needed solutions, and fewer
dollars idling in the acquisition pipeline. Instead of continually focusing on
product procurements, our logistics
To accomplish this goal, the Joint Chiefs
operations will increasingly rely on the
of Staff have already completed a rewrite of purchase of services, so that the supplier
the Chairman’s “3170 Series” to reflect has the performance responsibility for
flexible and time-phased requirements, keeping the product technologically current,
interoperability as a key performance thus providing the warfighter with
parameter, and affordability in requirements
continuously improved capability and
documents. Currently, the OSD and Service readiness.
staffs are engaged in a rewrite of the
Department’s “5000 Series”, which set To accomplish this fundamental
forward DoD’s guidance on systems transformation, the Department has
acquisition. This rewrite will address developed a long term logistics reform
evolutionary acquisition, increased technical strategic plan and begun the process of
maturity before starting acquisition implementing new business strategies (such
programs, integration of acquisition and as Prime Vendor Support, electronic
logistics early in the process, increased and commerce, increased Departmental focus
continuous operational assessments, and on modern information technology as a key
12/04/11 7
tool for improvement in, and reducing the recent years, and the changing demands on
costs of, the support of the Department’s its workforce, DoD has also launched
aging weapons systems, and more). The significant initiatives focused on the
Department has also identified 30 pilot workforce skills needed for the next century
programs (10 per Service) on which it is and how best to shape and mold the
testing its initiatives to reduce total workforce to meet those requirements.
ownership cost.
DoD is also working on initiatives to
To make this new vision of modern upgrade our facilities. One such initiative
logistics a broader reality, however, support involves creating new housing stock for
from the Congress is needed, particularly in Service men and women and their families
the area of removing arbitrary restrictions on either by repairing the current housing,
competitive sourcing and providing building new housing, or engaging in
necessary flexibility to enable the creative partnerships with private industry.
Department to optimize its support In addition, DoD is moving towards
operations. It also requires the clear privitzation of utilities where that is feasible.
recognition that where such strategies as Finally, DoD needs another round of BRAC
Prime Vendor Support and similar to divest excess capacity. We will need
approaches are employed, the Department’s help from Congress to achieve our goals in
ability to fully reap the benefits of such all these areas.
strategies hinges at least in part on a
RDT&E cost reduction is a leading
concurrent willingness and ability to make
indicator of change, DoD has targeted a 10
the requisite infrastructure and personnel
percent reduction by FY 2000 and a 25
adjustments.
percent reduction by FY 2005.
Pilot program initiatives will be leading
5. The DoD workforce will be trained
indicators of change. DoD has established
with the requisite skills to operate
stretch targets for pilot programs to have
product support strategies in place by FY efficiently in this new environment and
2001 and associated financial strategies in will perpetuate continuous improvement.
place by FY 2002. In order to operate in this new environment,
the acquisition workforce must have a
4. DoD will reduce its acquisition complete understanding of commercial
infrastructure and overhead functions. business practices and how to learn about
With increased reliance on the commercial and acquire both products and services.
products, technology, and competitively This knowledge will be obtained for both the
sourced products, excess capacity will individual and his/her work team through
occur. DoD will no longer retain excess appropriate training via Defense Acquisition
capacity. DoD will streamline its University courses, the latest technologies
management and financial information to bring education to the workforce, and an
systems by large-scale adoption of proven increased emphasis on courses available on
commercial business processes in the open market, which will both increase
information technology and financial the Department’s training throughput and
management. help ensure that the workforce is receiving
To accomplish these reductions, DoD the appropriate balance of commercial and
has created a blueprint for restructuring government-unique training competencies.
labs, research and development centers, Each practitioner’s knowledge will be
and test facilities to continue to encourage continually refreshed through continuous
intra-and inter-Service efficiencies. As we learning as changes in both the environment
face the realities of a “graying” workforce, and in new processes and practices occur
the challenges posed by the downsizing of with particular focus on moving from
12/04/11 8
transaction-driven work to the management development program is in synch with its
of processes. future workforce requirements.
To accomplish this goal, the Department One leading indicator of change is how
has already instituted a new continuous much of the acquisition workforce is taking
learning policy for the key acquisition and continuous education in identified focus
technology workforce. This policy mandates areas. DoD has targeted that 100 percent
that each member of that workforce receive of the acquisition workforce should be doing
at least 80 hours of continuous learning this within one year of the establishment of
every two years. In addition, the focus area courses.
Department is expanding the scope of
6. DoD will institutionalize
coursework available through technology
continuous improvement or change
based learning (computer based training,
distance learning via the worldwide web, management throughout the DoD
etc;) through the Defense Acquisition enterprise to ensure a virtual learning
University and outside sources. During FY environment. World-class companies have
2000, the Department will also provide to all adopted systematic change models, which
members of the key acquisition and have enabled them to become more
technology workforce both a catalog of efficient and to continue to maintain their
coursework that is available as well as a competitiveness in the global marketplace.
“core curriculum”, that is, a series of training Utilizing a systematic model allows
modules, most of which will be available companies to implement change initiatives
through distance learning technologies, that quickly and efficiently across their
focus on key areas of change. organizations and to maintain a culture of
continuous change. DoD will routinely use a
Significant among these initiatives, are a proven enterprise change model to rapidly
new web-based course on commercial implement the business process changes
supply chain management developed, at no required to better support the warfighter. To
cost to the Department, by the National accomplish this goal, the Department and its
Contract Management Association in leadership will:
partnership with the National Association of
Purchasing Management (which has now Provide commitment and continuing
been taken by more than 2000 members of advocacy of change. They provide the
the acquisition workforce), and a special vision, goals, and recognize change
commercial practices “immersion” course agents;
provided by the Darden School of Business Establish action acceleration workshops
at the University of Virginia (through the to identify and train change agents;
Defense Acquisition University), for senior Initiate rapid improvement teams (RITs)
military and civilian acquisition leaders. to change specific processes and
Early in calendar 00, the Department will cultures;
also launch a new offering from Create a change management office to
NCMA/NAPM, focused on the acquisition of sustain endeavors begun under the
services in a performance-based change management model; and
environment. The Department has also Ensure accountability of the business
launched a full review of its acquisition unit manager and their teams to
management courses (including a implement and achieve bottom line
restructured approach to the Department’s objectives of the enterprise and
program management training) and has business unit.
recently launched a major initiative to define Enterprise “outcome-driven performance
the future acquisition workforce and develop scorecards” will be developed for each
a career management strategy designed to performance outcome goal and used to
help ensure that the Department’s career
12/04/11 9
measure progress against established reform and the direct benefits of
outcome-driven performance baselines. The accelerating reform progress across the
scorecards will measure: Department’s acquisition and logistics
processes. In many other cases, the
Attainment of DoD desired performance
workforce simply has not yet been provided
outcomes;
the requisite tools with which to effectively
Customer/supplier/employee execute the mission they have been given.
satisfaction; and
Achievement of reform targets. The “Road Ahead” for the Department,
therefore, is focused on both additional
Leading indicators of change in this area change and a series of initiatives designed
will be measured by the annual acquisition to provide those tools to the workforce.
reform survey. For the next survey, DoD
has targeted a 50 percent increase in the Using this report as a baseline, DoD is
extent acquisition reform initiatives are primed to accelerate its acquisition and
impacting people’s jobs and a ten percent logistics reform efforts with a new set of
decrease in neutral or negative support for initiatives designed to produce even greater
reform from management. outcome-driven performance improvement
results well into the next century. Through
Conclusion this report and other ongoing guidance and
communications within DoD, these initiatives
Acquisition and logistics reform will be woven together in a comprehensive
represents a significant cultural change for integrated plan. To make this happen, DoD
the Department’s acquisition, logistics, and will become a learning organization that
technology workforce. Given the size and embraces best practices, empowers its
complexity of the Department, the changes workforce, and achieves optimal solutions at
that have been realized in just five years are affordable costs in support of the
remarkable. Moreover, as the results to warfighters.
date listed earlier indicate, our internal
measures clearly document significant It will take commitment and hard work
progress as well. across the Department’s business
communities to accelerate progress. The
Yet, despite the commitment of senior Department must successfully adopt
management and much of the workforce to performance-based, commercial business
DoD’s goals and their implementation, processes and practices to field the most
resistance to change is still too often technologically advanced, best-equipped,
encountered from the workforce and its and most mission capable fighting forces in
managers. Too many still cling to traditional the world to come. Given the progress that
acquisition and logistics practices. Others has been made to date, there is every
have not become fully knowledgeable about reason to believe that the Department will
the flexibility of acquisition and logistics achieve that fundamental goal.
12/04/11 10
