Overview of the Defense Acquisition system 16 March 2008 Dr. Phil Smiley Special Assistant for Safety in Acquisition to Deputy Assistant Secretary of the Navy (Safety) email@example.com RECAPITALIZING DoD WEAPONS SYSTEMS Estimated $60 to 70 Billion/year for 10 years ACAT I MAJOR PLATFORM ACQUISITIONS ARMY NAVY-MARINE CORPS COMANCHE Light Helicopter FMTV Medium Tactical Vehicles BLACKHAWK Utility Helicopter DDG1000 21st Century Destroyer Program* LCS Littoral Combat Ship* EFV Expeditionary Fighting Vehicle (previously AAAV Advanced Amphibious Assault Vehicle) F/A-18 E/F HORNET Naval Strike Fighter SSN 774 Virginia Class Submarine* Ohio Class Conversion * V-22 OSPREY Joint Advanced Vertical Lift Aircraft CVN 68 NIMITZ Class Nuclear Powered Aircraft Carriers* CVN21 New Class of Nuclear Powered Aircraft Carriers* E-2C HAWKEYE Carrier-Based Early Warning Aircraft AV-8B Short Takeoff & Landing Close Air Spt. Aircraft DDG51 Guided Missile Destroyer* STRATEGIC SEALIFT Naval Transport Ship LPD 17 Transport Vessel* T-45TS Undergraduate Jet Pilot Training System LHD 1 Amphibious Assault Ship* * Ship programs AIR FORCE EELV Expendable Launch Vehicle JPATS Joint Primary Aircraft Training System F-22 Advanced Tactical Fighter B-2A Spirit Stealth Bomber C-130J Hercules Cargo Plane C-17A Globemaster III Advanced Cargo Aircraft DoD JSF Joint Strike Fighter (F35) MRAP Mine Resistant Ambush Protected Vehicle NOTE: This omits ACAT I programs that are not major platforms. It also omits upgrade projects. Acquisition Safety Needs and Status This can be the disposal end 70% of costs committed in preliminary designs 60-70% Operations, Maintenance & Disposal 20-30% Procurement 10% R&D Typical life cycle costs in acquisition Key Milestone Decision Points Defense Acquisition Management Framework DoD 5000 Acquisition Regulation A Technology Development B (Program Initiation) Perspective C IOC FOC Operations & Support Concept Refinement Concept Decision System Development & Demonstration Design Readiness Review Production & Deployment LRIP/IOT&E FRP Decision Review Pre-Systems Acquisition (Program Initiation) Systems Acquisition Sustainment Warfighter & Sustainment Organization Perspective C Production & Deployment A Concept Refinement Technology Development B System Development & Demonstration Operations & Support 65-80% of the Life Cycle Cost Expended Sustainment Concept Decision Design Readiness Review LRIP/IOT&E FRP Decision Review Pre-Systems Acquisition Systems Acquisition USD(AT&L) FY 07 Strategic Goals (#4) Emphasize Sustainment Outcomes Throughout The Life Cycle Management Process The Acquisition Community Acquisition REQUIREMENTS CNO SECDEF Joint Chiefs Test & Eval. N125 N84 Anti-Sub N86 Surface N88 Air OPTEV FOR INSURV EXECUTION ASN(RDA) CINCs N09F OPNAV N45 N80 Integration N85 Expeditionary N87 Submarine SYSCOMS SPAWAR NAVAIR PEOs NAVSEA N8 Field Activities Research Laboratories Warfighting Capability The Decision Support System JCIDS PPBE Systems Engineering Acquisition JCIDS: Joint Capabilities Integration and Development System PPBE: Program Planning and Budgeting Execution All parts of the system must perform their functions and interact to attain successful outcomes Acquisition and Safety Acquisition Systems Engineering • Cost, schedule, and performance are capstones of successful programs that are adept in balancing them • The Acquisition Process acquires the materiel solution that will meet capability needs and perform according to their measurable, testable Key Performance Parameter requirements within allocated budget, schedule • Milestone and internal reviews are established to demonstrate progress towards providing systems that satisfy the needed capabilities Implication: Where is my requirement is the first and immediate response from programs when asked to include anything in their systems – if it is not in a requirements document (or come with funding), programs will have difficulty in executing Systems Engineering and Safety Acquisition Systems Engineering • Systems engineering is a comprehensive, iterative technical management process that includes translating operational requirements into configured systems, integrating the technical inputs of the entire design team, managing interfaces, characterizing and managing technical risk, transitioning technology from the technology base into program specific efforts, and verifying that designs meet operational needs [DSMC] • It is a life cycle activity that demands a concurrent approach to both product and process development [DSMC] • Systems Engineering is an integral part of the Acquisition Process Implication: As part of JCIDS requirements documents, safety will be part included in operational requirements that are translated into configured systems via the systems engineering process – It is important to assure that well-articulated safety requirements are included in JCIDS requirements documents Acquisition and Systems Engineering in Requirement Execution • Acquisition Programs execute requirements using the rigor of acquisition and systems engineering reviews – Formal Acquisition Milestone and Decision Reviews (Ship Initiation, A, B, …) – Best Practice Systems Engineering Technical Reviews (SRR, PDR, CDR, TRR, …) • Leveraging these reviews is a potential means of getting visibility to the progress programs are making in implementing requirements – – – – Safety HSI Information Assurance … other Technical Disciplines DoD Acquisition and Sustainment Organizational Concept Acquisition Technology and Logistics Policy Systems Cmd (Navy) Material Cmd (Army/Air Force) Tech Authority (Power trains) Tech Authority (corrosion control) Program Executive Office PEO Vehicles Program Executive Office PEO Program Executive Office PEO Program manager Program Manager Platform Platform (example type of truck) (example type of truck DoD Acquisition and Sustainment Process Service Systems Acquisition PEO PEO combat cargo vehicles vehicles PM ½ ton PM Tanks truck PM 3 ton truck PM personnel carriers Operating Logistics and Support forces Commands Region 1 Support Tech Authority Region 2 Depot 1 Power plants Region 3 Depot 2 Corrosion control Provided for conceptual information only Navy Organizational Structure http://www.navy.mil/navydata/organization/org-over.asp The Navy Shore Establishment http://www.navy.mil/navydata/organization/org-shor.asp Naval Systems Commands Systems Acquisition Naval Sea Systems Command (NAVSEA) Naval Air Systems Command (NAVAIR) Space and Naval Warfare Systems Command (SPAWAR) Marine Corps Systems Command (MARCORSYSCOM) Naval Facilities Engineering Command (NAVFAC) Supporting Organizations Naval Supply Systems Command (NAVSUP) Bureau of Naval Personnel (BUPERS) Bureau of Medicine and Surgery (BUMED) Naval Education and Training Command DLA Strategy: Linking Supply & Demand Organized Around the Warfighters Industrial Operations Moving capability to point of use PEO’s Suppliers Operational Forces EXPEDITIONARY • COCOM Support Teams • Deployable Distr. Center • Forward Distribution Points • Central Issue • Strategic Contracting & Sourcing INSTALLATIONS Service Materiel Commands MAINTENANCE • Production Management • Maintenance Operations • Readiness USTRANSCOM TRANSPORTATION • Passengers • Deployments • Freight People Systems Processes Supply, Storage, Distribution DLR Procurement DLA SUPPLY, STORAGE & DISTRIBUTION •DRMS • Central Issue • Distribution Points Weapon Systems Focus! • Prime Vendor(s) • Fuel The Joint Logistics Environment - Scope $112B Worth of Transactions Annually 1.1M Active, Reserve, & Civilian Personnel 100,000+ active suppliers 30,000+ DOD customers 20 Maintenance Depots 26 Distribution Depots 14 Inventory Control Points 2 Strategic Distribution Centers 17 military sea/11 military aerial ports (CONUS) 27 military sea/32 military aerial ports (OCONUS) Acquisition Policy Considerations As part of the National Defense Authorization Act for FY 2004, Congress amended the 1990 DAWIA legislation with new language, known as DAWIA II thus providing for: •Greater Management Flexibility •Flexibility to establish different experience, educational, and tenure requirements for acquisition positions •Establish a single acquisition corps •Streamline obsolete and outdated DAWIA provisions (next slide) USD (AT&L) Sets Policy Acquisition Policy Considerations Streamlined DAWIA II Regulations 1990 2005 5000.52 5000.52M 5000.58 5000.58R 5000.58G Eliminated DoDD 5000.52 DoDI (Revised) 5000.66 (Jan 2005) (Dec 2005) Desk Guide (Jan 2006) Policy Memos 5+ Documents 3 Documents http://www.dau.mil/workforce/ High level policy guidance Require system safety in acquisition (Mil Std 882) Requires human-system interface (includes safety and ergonomic elements) and system safety program DoD 5000.2 Enclosure 7 Human Systems integration •Service Safety Chiefs Commitment to System Safety Revitalization Donald Rumsfeld’s Challenge Memorandum from Secretary of Defense dtd 19 May 2003 75% reduction in preventable Design-related mishapsmishaps should be considered preventable! Requirements for Programmatic Environmental Health and Safety Evaluation (PESHE) DoDI 5000.2 Operation of the Defense Acquisition System (May 12, 2003) Enclosure 7 – Human Systems Integration • Comprehensive plan - DoD 5000 does NOT require/mandate an HSI plan as a program deliverable - Check Service and SYSCOM/Material Command policy - Summarized in Acq Strategy Human Factors * - Take steps: Contract deliverables - HFE/Cognitive Engineering employed over life of program * • Personnel - Human performance characteristics of user population * • Should include ergonomics (word implicit but not used) • Summary • DoD Acquisition Process is Complex – Need to understand the basics to influence the outcome • Acquisition is based on fleet input and requirements/ resources generated by Chief of Naval Operations – Fleet input needed – safety and health professionals can help educate the customers • DoD Supply System/Process is Huge, Complex, & Proven – Joint Logistics saves time, money, and resources – Defense Logistics Agency (DLA) provides support to all services • Improving Safety in Design and Acquisition in Federal Agencies – Need to provide feedback to the right/ responsible authorities – Focus on high risk process and organizations – Need convincing educational materials and stakeholder support – AT&L Policy Directives support this effort Questions?
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