Partnering with industry is not a new concept for the military. However, with funding limits plunging, the commander of the U.S. Pacific Fleet has extended an invitation to industry to come up with ways of giving the Navy what it needs in economic ways.
Reductions in defense funding are having a greater effect on the force than simply instilling fiscal belt-tightening. Already strapped for cash, the services are exploring innovative ideas for cost-efficient information technology acquisition.
The move to the cloud offers great potential for U.S. Navy information technology efforts. Yet, other aspects such as applications and integrated capability sets must work their way into the sea service cyber realm.
Future defense information technology is likely to focus on a set of services instead of specific elements. Accordingly, bidders likely will consist of industry teams bringing diverse expertise to the acquisition table.
Instead of deciding where to spend its money, the Pentagon now must decide where not to spend its increasingly scarce cash resources. This entails risk assessment that focuses on how not to hurt the warfighter.
When stripped to the bare essentials, the process followed in most defense acquisitions is quite simple. A requirement is generated, an acquisition strategy developed and a contract let, before the item is produced, deployed, sustained and, eventually, disposed of. Typically, efforts at acquisition reform have dealt with the predeployment phases and consist mostly of renaming the phases by changing milestones from ABC to 123 and back to ABC, by sliding milestone events left or right and by adding oversight reviews.
The U.S. Navy is expanding its autonomous subsurface fleet with the introduction of a platform designed for persistent intelligence, surveillance and reconnaissance as well as offensive capabilities.
U.S. Sen. Charles Schumer (D-NY) announced that the U.S. Army has committed to a multivendor, multiaward acquisition process that will allow multiple companies to compete for the Joint Tactical Radio System Manpack and Handheld Rifleman Radio contracts.
The U.S. Navy’s Next Generation Enterprise Network, freed from the challenge to its contract award, now enters a phase of uncertainty as the government and the winning bidder confront the aftermath of a 108-day delay. This delay has affected both the Navy’s and the contractor’s plans for the transition from the Navy/Marine Corps Intranet.
The bottom line is that today's military structure is not set up to foster creative solutions and incorporate them into the bureaucracy, but a revolution quietly erupted in October. More than 80 innovators came together to discuss their ideas about how to solve some of the military's most vexing problems.
The U.S. military’s readiness to fight and its ability to purchase major weapon systems for the future are both threatened by strict budget caps established under sequestration, the Joint Chiefs warned during a November 7 hearing with the U.S. Senate Committee on Armed Services.
The delay in implementing the U.S. Navy’s Next Generation Enterprise Network (NGEN) caused by the contract challenge to the Government Accountability Office (GAO) has affected more than just the transition time frame. The network transition will cost more for the Navy because of lost funding opportunities.
Current fiscal and world conditions are taking their toll on the ability of the U.S. Army’s signals community to keep soldiers equipped with the latest developments. However, leadership embraces the challenges as impetus to improve, ensuring that troops are prepared as they transition from an operational to a contingency force. Necessity is inspiring creativity to developing solutions, with the government reaching out to industry for more help. As the service branch’s chief information officer/G-6, Lt. Gen.
Lowest price technically acceptable procurement might not give government the best solutions, and it definitely causes consternation for industry, but it is here to stay at least for a while.
Industry and government personnel believe that event cancellations and travel restrictions are having a negative impact on innovation and collaboration.
As the intelligence community moves into the cloud, it launches the first step at the desktop level.
The U.S. Army’s Network Integration Evaluation (NIE) is a good idea that is not achieving its potential, according to the Government Accountability Office (GAO).
The U.S. Army is conducting a full and open competition to acquire more quantities of the Rifleman Radio and also will soon open competition for purchasing additional Manpack radios. The draft request for proposals (RFP) seeking solutions from all industry partners for the Rifleman is now available, and an informational industry day will be followed by the release of the formal RFP.