Affordability Through InnovationAffordability Through Innovation

Evolved Expendable Launch Vehicle (EELV)Evolved Expendable Launch Vehicle (EELV)

Briefing to 1998 National Space SymposiumBriefing to 1998 National Space SymposiumCatching a Ride to Orbit SessionCatching a Ride to Orbit Session

Col Richard McKinneyCol Richard McKinneySystem Program DirectorSystem Program Director

2

Overview

í Program Background

• Acquisition Strategy Change

• Summary

3

EELV Mission Statement

• Mission:

– Partner with Industry to develop a national launch capabilitythat satisfies the Government’s national mission modelrequirements and reduces the cost of space launch by at least25%

• Objectives:

– Increase the U.S. space launch industry’s competitiveness inthe international space launch market

– Implement acquisition reform initiatives resulting in reducedgovernment resources necessary to manage systemdevelopment and acquire launch services

4

FY94 DefenseAppropriations Act

Tasking

Background

Space LaunchModernization Plan(SLMP) [May 94];Gen Moorman,

Chairman

Options:

(1) Sustain currentsystems

(2) Evolve currentexpendablesystems

(3) Develop new“clean sheet”expendable system

(4) Develop a newreusable system

EELV

Department of Defense (DoD)IntelligenceCivilIndustryALS

NLS

SPACE-LIFTER

$650M INVESTMENT

Nat'l Space TransPolicy(PDD/NSTC-4)[5 Aug 94]

DoDImplementationPlan [25 Oct 94]supported Opt. 2

ALS - Advanced Launch SystemNLS - National Launch SystemPDD - Presidential DecisionDirectiveNSTC - National SpaceTransportation Council

5

EELV Contractors’ System Concepts

6

Drivers to EELV Program

• Key Performance Parameters:

– Launch National Mission Model

– Design Reliability

– Standardized Launch Pads

– Standard Vehicle Interface

• Cost

– Probably first time a space program has cost as THE driver

– Direct Impact to Warfighter

7

Overview

• Program Background

í Acquisition Strategy Change

• Summary

8

Acquisition Strategy

• Original acquisition strategy formulated in early 1995– Strategy called for downselecting to one contractor

­ Contractor provides a family of launch vehicles to supportGovernment requirements

­ Contractor in a position to capture a larger share of theinternational commercial launch market

• Other features of original strategy:

– Cost-type contract for Engineering & ManufacturingDevelopment (EMD) contract

– Two system test flights during EMD

• Approach in strategy revised on 6 Nov 97

9

Why Change Strategy?

Larger commercial marketthan envisioned two years

ago

Sufficient market tosupport two contractors

Gov’t leverage commercial market competition

Industry InvolvementIndustry Involvement

10

Why Change Strategy?Changes Since the “Moorman Study”

1994, SPACE LAUNCH MOD. PLAN TODAY

Future med/heavy launch marketdominated by government

Launch market dominated bycommercial market

Little potential in commercial marketfor growth or economy

Tremendous growth potential incommercial market

Conclusion: too many launchproviders/production capacity

Conclusion: sufficient market tosupport two EELV concepts

Recommendation: reduce industrialoverhead; downsize; reduce nichemarkets; DoD pursue innovativeincentives

Recommendation: Partner withindustry to develop EELV family;leverage competition in commercialmarkets

Led to single EELV contractordeveloping a modular family ofvehicles

Leads to two competing EELVcontractors over life of program forcommercial launch services

11

0

5

10

15

20

25

30

35

40

45

'88 '89 '90 '91 '92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10

1994

1997

Low

High

Most

Likely

Actual

COMSTAC AddressableCommercial Geosynchronous Transfer

Orbit (GTO) Market

Lau

nch

es p

er Y

ear

12

0

5

10

15

20

25

30

35

'88 '89 '90 '91 '92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10

1997

1996

1995

1994

1993

Actual

Lau

nch

es p

er Y

ear

Predictions Averaged Over Period

Why Change Strategy?COMSTAC Addressable Commercial GTO Market

13

Commercial Space Market Growth

0

10

20

30

40

50

60

70

1986 1991 1996 2000

Services

User Equip

Satellite

Launch

Does not includeGovernment spendingwhich was $38B in1996 and projected tobe $40B in 2000

The

n Y

ear

$Bill

ion

14

Summary of Strategy Change

Old

• Cost-type contract for EMD

• Two system test flights

• Downselect to one

• Production

New

• Fixed Gov’t investment fordevelopment in addition tocontractor investment

• No system test flights

• Compete two over life of program

• Launch services

15

EELV Acquisition Schedule

MS 0

TAILORED

PDR

FY95 96 97 98 99 00 01 02 03 04 05 06 07 08

MS I MS II

PDR - Preliminary Design Review RFP - Request for Proposal CFI - Call For Improvements SRR - Systems Requirements ReviewDDR - Down-select Design Review LCCV - Low Cost Concept Validation TCDR - Tailored Critical Design Review

Pre-EMD

CFI RFPRFP

DDR

LCCV15 Months4 Contracts

TAILORED

SRRTCDR

MS III

Development - 2 Contractors17 Months

2 Ktrs

Follow-on Launch Services

First Flights(Commercial/Military)

Initial Launch Services - 2 Contractors

16

Overview

• Program Background

• Acquisition Strategy Change

í Summary

17

SummaryWhat Does This Mean to You?

• Ensures two viable U.S. providers of launch services, eachwith a Government business base

• U.S. becomes more competitive in international market andcaptures a greater market share

• EELV will reduce the cost of space launch

Affordability Through InnovationAffordability Through Innovation