The Department of Defense (DoD) is actively taking steps to improve and expedite its acquisition processes. Instead of developing entirely new methods, the Defense Department is set on leveraging existing tools more efficiently.

At a recent online event organized by the Center for Strategic and International Studies, Radha Iyengar Plumb, the deputy undersecretary of Defense for acquisition and sustainment, outlined the three central areas or “buckets” of concentration.

1. Optimal Use of Acquisition Tools and Authorities

Plumb highlighted that over the past decade, the DoD has made considerable advancements, especially in the realm of prototyping. The emphasis now is on transforming these prototypes and innovations into large-scale production within the desired timelines.

The first priority is utilizing acquisition tools and authorities to their maximum potential under the Adaptive Acquisition Framework. It involves leveraging a diverse set of tools, such as other transaction authorities (OTA), middle tier acquisition, the software acquisition pathway, and several hybrid strategies. Plumb stressed that the goal isn’t just about expanding OTAs but maximizing all available authorities.

Learn More about the “MatchMaker”

The Competitive Advantage Pathfinders (CAP) initiative serves as a prime example of this approach. Introduced in March 2022, CAP forms cross-department teams to identify and rectify common issues while continuing to deliver capabilities. Medusa, a collaboration between the Air Force and the Navy, is one such program under CAP that aims to condense a ship-based electronic attack module. With CAP’s efficient processes, Medusa anticipates an expedited delivery timeframe of two to four years.

2. Eliminating Barriers to Integration

Integration stands as the second focal point. The DoD has established an acquisition integration interoperability team, concentrating on ensuring system acquisitions align with joint requirements. This team oversees an integrated acquisition portfolio review to determine gaps or segments requiring integration.

Plumb elaborated, “The objective here is to streamline processes, seamlessly connecting prototype contracts to production contracts, enhancing integration to guarantee our joint requirements are fulfilled.”

3. Strengthening the Acquisition Workforce

A robust and skilled acquisition workforce is the foundation of any successful acquisition process. The third priority revolves around the recruitment and training of this workforce. With plans to introduce more incentive programs, Plumb’s office is promoting schemes like the Defense Civilian Training Corps. This program, initiated in June, offers scholarships to students at various universities in exchange for service commitments.

Additionally, the Defense Acquisition University (DAU) is broadening its training horizons. Over the past year, DAU has transitioned many of its courses online, aiming to cater to a larger section of the acquisition workforce.

In Plumb’s words, “The ambition is to fine-tune the processes and the workforce, ensuring that new entrants find an open door in the defense marketplace, with a guide ready to usher them towards success.”

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