Acquisition Reform

Dear Chairman Wicker and Senator Reed:

The Air & Space Forces Association (AFA) greatly appreciates the Senate Armed Services Committee (SASC) focus and determination to achieve meaningful defense acquisition reform this year. As the SASC well knows, the leadership of the Communist Party of the People’s Republic of China (PRC) has publicly committed the resources for a “whole of nation” strategy to attain the capability to successfully invade Taiwan by 2027. Our intelligence community has assessed this as not an empty threat. Time is short to confront this growing danger. No longer can our forces be hindered by an acquisition process which causes vital weapons systems to be delayed by years, if not decades, and costs to increase by orders of magnitude. Therefore, the AFA is highly encouraged and believes there is great merit to the reforms offered by Chairman Wicker in his plan titled: Restoring Freedom’s Forge: American Innovation Unleashed and legislation: the Fostering Reform and Government Efficiency in Defense or FORGED Act.

The five-part plan offered by Chairman Wicker is compelling. First, we agree a multitude of Title 10 provisions which unnecessarily slow and increase the complexity of the acquisition system should be repealed immediately. Indeed, acquisition program managers should direct most of their attention not to completing bureaucratic paperwork, but ensuring our equipment provides our servicemembers decisive capabilities in a timely manner and within budgetary parameters.

Second, the Department of Defense (DoD) must cast off archaic means of conducting business and adopt a new paradigm which uses more commercial practices and contracting to enable the rapid acquisition of new war-winning systems. Specifically, the acquisition practices of the Defense Innovation Unit must be the default, not the exception.

Third, even more new acquisition processes must encourage competition. Only through continual competition throughout the entire acquisition process – research and development, procurement and sustainment – will true efficiencies be created. To achieve this objective, the DoD must generally own system data rights, thereby permitting constant improvements and enhancements to be created by, at that time, the most innovative and timely contractors.

Fourth, Program Executive Officers (PEO) and Program Managers (PM) must be given the clear and direct authority to make even the most difficult decisions to ensure the on-time and on-budget fielding of their programs. PEOs and PMs must be allowed to “exert leadership and set program cost, schedule and performance.” Simply put, they must be the “captain of the ship” accountable for all that goes on but given the full authority to make the strategic and daily decisions which ensure the success of a program. Reforms in the personnel system should be studied which place PEOs and PMs in charge of programs not based on arbitrary timelines of a few years but on the successful completion of program milestones. We can no longer afford a personnel system which enables some to “leave the problems for the next person to fix.”

Finally, the budget process must be reformed. It goes without saying Continuing Resolutions needlessly halt the commencement of new acquisition programs. Inflicting these wounds upon ourselves casts collective doubt on our commitment to national security. Fortunately, the Committee on Planning, Programing Budgeting and Execution (“PPBE Committee”) released its report in the Spring of last year. The PPBE Committee’s recommendations should be closely studied.

In conclusion, AFA is excited about the potential offered by Chairman Wicker’s five-part plan and accompanying legislation. More than just an opportunity to achieve meaningful acquisition reform, this initiative may offer the last best chance to ensure our forces have the war-winning capabilities to deter and, if necessary, win a conflict in the Pacific.

Thank you for your attention to this matter.

Sincerely,