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
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AIRCDRE Leon Phillips on Shaping a New Acquisition Model for Joint Force Development by Design
- 1. Challenges and Opportunities in Acquisition and Sustainment of the Integrated Force AIRCDRE Leon Phillips Director General Aerospace Maritime, Training and Surveillance
- 2. Acqusition and Sustainment of the Integrated Force • Assessing IAMD project complexity • Challenges applying traditional procurement methods • An engagement model for success Scope
- 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. 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. 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. 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. 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. Acqusition and Sustainment of the Integrated Force Assessing Project Complexity DIRECTIONAL STRUCTURAL TEMPORAL TECHNICAL Least Greatest
- 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. 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. 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. Acqusition and Sustainment of the Integrated Force Potential Acquisition Model Select Program Advisory Group Establish IAMD Vision Select Industry Partners & PSI Partner
- 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. 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