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AIRCDRE Leon Phillips on Shaping a New Acquisition Model for Joint Force Development by Design

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This presentation was given by AIRCDRE Leon Phillips, Director General Aerospace Maritime, Training and Surveillance to the Williams Foundation Seminar, April 11, 2017

Published in: Government & Nonprofit

AIRCDRE Leon Phillips on Shaping a New Acquisition Model for Joint Force Development by Design

  1. 1. Challenges and Opportunities in Acquisition and Sustainment of the Integrated Force AIRCDRE Leon Phillips Director General Aerospace Maritime, Training and Surveillance
  2. 2. Acqusition and Sustainment of the Integrated Force •  Assessing IAMD project complexity •  Challenges applying traditional procurement methods •  An engagement model for success Scope
  3. 3. Acqusition and Sustainment of the Integrated Force Assessing Project Complexity DIRECTIONAL STRUCTURAL TEMPORAL TECHNICAL •  Remington and Pollack’s Model for complexity circa 2007
  4. 4. Acqusition and Sustainment of the Integrated Force Assessing Project Complexity DIRECTIONAL STRUCTURAL TEMPORAL TECHNICAL •  Lack of a clear narrative or vision for IAMD •  Multiple areas of applicability - regional / trans- regional / homeland •  Weighting of deterrence vs passive vs active effects •  More choice than money and time
  5. 5. Acqusition and Sustainment of the Integrated Force Assessing Project Complexity DIRECTIONAL STRUCTURAL TEMPORAL TECHNICAL •  Joint agreement on requirements •  Interoperability •  ITARS •  Infrastructure reliance (networks, communications) •  Intellectual Property – multiple industry players •  Industry partnerships yet to be established
  6. 6. Acqusition and Sustainment of the Integrated Force Assessing Project Complexity DIRECTIONAL STRUCTURAL TEMPORAL TECHNICAL •  30 year evolving system •  IAMD vision unlikely to be realised during acquisition stage •  Dynamic external environment (UAVs, political) •  How will learning feed back into the development cycle?
  7. 7. Acqusition and Sustainment of the Integrated Force Assessing Project Complexity DIRECTIONAL STRUCTURAL TEMPORAL TECHNICAL •  No complete, existing product •  Depth of implementation can drive time and cost (ie. Data links) •  Fielded systems are also evolving, driving C4I system changes •  Need for rapid technology insertions in response to contingencies (ie. CRAM)
  8. 8. Acqusition and Sustainment of the Integrated Force Assessing Project Complexity DIRECTIONAL STRUCTURAL TEMPORAL TECHNICAL Least Greatest
  9. 9. Acqusition and Sustainment of the Integrated Force •  Retains a sequential approach to the life cycle which relies on solid requirements prior to project approval •  Separates the acquisition and in-service phase – both in phase and funding approach •  Model doesn’t overtly propose a funded Defence-Industry concept definition phase prior to execution •  Implies reduced oversight from the capability sponsor during the acquisition phase. •  Underplays doctrinal exploration during acquistion Traditional Acquisition Approach
  10. 10. Acqusition and Sustainment of the Integrated Force •  CASG has traditionally used fixed or firm priced contracts to constrain costs and transfer clear delivery responsibilities to prime contractors. •  Inappropriate where requirements are unclear •  Costly if implementation is not studied •  Ineffective if a large amount of interfacing with Government equipment/policy is required •  Industry engagement in the lead up to acquisition tends to be a written response to an established set of requirements Traditional Contracting Approach
  11. 11. Acqusition and Sustainment of the Integrated Force •  Use of Collaborative Contracting –  Joint decision making –  Target cost not fixed cost –  Transparency and open book –  Executive involvement of the capability sponsor –  Dispute resolution framework •  Scope and cost certainty not locked down at project approval •  Cost as an Independent Variable (CAIV) Proposed Contracting Approach
  12. 12. Acqusition and Sustainment of the Integrated Force Potential Acquisition Model Select Program Advisory Group Establish IAMD Vision Select Industry Partners & PSI Partner
  13. 13. Acqusition and Sustainment of the Integrated Force Potential Acquisition Model Select Program Advisory Group Establish IAMD Vision Select Industry Partners & PSI Adjust IAMD Vision Funded IAMD Trade-off Study Program Advisory Group Partner Appraise
  14. 14. Acqusition and Sustainment of the Integrated Force Potential Acquisition Model Select Program Advisory Group Establish IAMD Vision Select Industry Partners & PSI Adjust IAMD Vision Funded IAMD Trade-off Study Capability Tranche 1 Balance IAMD Vision against Cost and Time Program Advisory Group Capability Tranche 2 Capability Tranche 3 Contingency Tranche Field and Learn Partner Appraise Execute Doctrine Development Adjust FOC

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