Frank Kendall, undersecretary of defense for acquisition, technology and logistics, told the Senate Banking, Housing and Urban Affairs Committee that he is concerned about the level of cyber attacks affecting defense suppliers. As a result, he is considering changes in contracting procedures to mitigate the risk of corporate espionage.
Implementation of the U.S. Navy’s $3.5 billion Next-Generation Enterprise Network (NGEN) will have to wait until a protest by two of the companies that did not receive the contract is upheld or rejected. The U.S. Government Accountability Office has until October 23 to rule on the challenge.
Lawmakers now are reviewing the U.S. Defense Department’s first annual data-driven review of purchasing. Officially titled “Performance of the Defense Acquisition System, 2013 Annual Report,” the document is the first publication of an annual effort to sift through the mountain of data available on the department’s purchases and to determine which work and which don’t.
Rear Adm. Robert Day Jr., USCG, assistant U.S. Coast Guard commandant for command, control, communications and information technology, sees the Joint Information Environment as an opportunity to resolve some of the most pressing information technology problems in the years to come as he faces a future with more challenges and fewer resources. He says a military-wide common operating environment will establish “enterprisewide mandates that programs cannot ignore.”
Today’s financial skimping will lead to military forces and equipment that are short on readiness for future conflicts. Cutbacks in training and travel to conferences where service members network, learn about the latest in technologies and benefit from educational courses is one way to meet mandated budget cuts; but in the long term, they will result in service members who are ill-prepared to meet the challenges of what some believe will be a volatile future.
Up until now, elected officials, in consultation with military and intelligence experts, have made strategic national decisions about the role of the United States in global security. But the current congressional budgeting approach is turning this procedure on its head: military leaders will tell the elected what they can accomplish with the appropriated resources.
If necessity is the mother of invention, innovation will be the father as the U.S. Navy seeks new methods that will allow it to continue to modernize amid harsh budget constraints.
The lowest price technically acceptable (LPTA) acquisition strategy, which focuses on price over value, has become the dominant approach that agencies are applying to federal contracting. The accelerated transition to this strategy has been fueled by sequestration and the growing need for government to do business at a reduced cost. Contractors are still learning how to operate in this new environment, but many fear that the emphasis on lower cost labor will reduce the expertise of the work force and result in lower levels of effort.
James Bond’s U.S. counterpart may be equipped more with commercial technologies than with systems developed in intelligence community laboratories. The private sector will be called upon to provide even more capabilities to help keep the intelligence community ahead of adversaries and budget cuts.
East: Joint Warfighting 2013 Online Show Daily, Day 3
East: Joint Warfighting 2013 at the Virginia Beach Convention Center, Virginia, wrapped up today with discussions about the challenges in counterinsurgency wars, rapid acquisition and fiscal crisis.
East: Joint Warfighting 2013 Online Show Daily, Day 1
Adm. William E. Gortney, USN, commander, U.S. Fleet Forces Command, set the tone for East: Joint Warfighting 2013 taking place at the Virginia Beach Convention Center, Virginia, May 14-16, when he opened the conference by talking about changes and choices in today’s morning keynote address. Although the obvious change is the reduction in financial resources, the other is one that has been mentioned at previous AFCEA International conferences: the shift in focus from Southwest Asia to the entire Pacific region.
AFCEA International is hosting a presentation by Tony Constable, president, CAI/SISCo, at 4 p.m. on May 21, 2013, at AFCEA headquarters, Fairfax, Virginia. Constable will explain the fundamentals of Price To Win (PTW), his business development discipline that helps companies win contracts particularly in austere times.
Moving forward through sequester, next fiscal year's evaluations include new contracts and contacts.
As the U.S. Army prepares its network of the future, it plans to make some changes to the way it approaches working with government and private partners. The moves will increase interoperability downrange while attempting to shorten the ever-frustrating acquisition cycle that keeps the military behind the curve in implementing cutting-edge technologies.
Coalition interoperability has received a good deal of focus during the past few years. The Afghan Mission Network (AMN) has given many hope that a repeatable solution for coalition operations could be developed that would allow rapid deployment of a coalition-compatible network for future conflicts. The Future Mission Network (FMN) is envisioned to allow coalition partners to plug into a standards-compliant network with the functionality and security needed to support complex operations.
Additive manufacturing, more commonly understood in the technology world as 3-D printing, is here to stay. Integrating this technology into our fleet and logistical supply chains now could provide incredible benefits, even though the technology still is relatively nascent. The Economist calls this “the third industrial revolution,” and, indeed, these techniques could transform the way we supply materiel in the wars we fight.
The latest Incoming column from Lt. Ben Kohlmann, USN, titled “Link Warfighters to Technologists at the Lowest Possible Level” (SIGNAL Magazine, April 2013), resonated with observations I’ve made and conclusions I’ve reached over the years. I’ve been involved with the research and development and acquisition communities for a long time, including serving as the Air Force chief scientist from 1999 to 2001. Perhaps my adding to Lt.
Those of us who have been involved with government information technology (IT) for some time clearly remember the many efforts to improve IT acquisition. All certainly remember Vivek Kundra’s IT Management Reform Program, the 25-point plan. Most would agree that progress has been made, but some would argue—correctly I believe—that work remains to be done.
As conflicts become more complex and uncertain in the 21st century, quick pivots to new technologies will become increasingly important. The starting point for this rapid fielding must begin with more frequent, and more relational, lower level warfighter-technologist interaction.
Declining defense funds and the rise of China may hinder strategic rebalancing efforts.
Whatever the threat; wherever the conflict; whatever the mission; the future U.S. military largely will be defined by forced budget constraints. The ongoing fiscal crisis, haunted by the twin specters of sequestration and continuing resolution, will have a greater say in shaping the future force than either adversaries or advances in weapon technologies.
One of the U.S. Defense Department’s top information technology officials says work is beginning on a multiaward contract for commercial cloud computing services, but the official says he has no timeline or total value for the business.