Spotlight on DASA(DE&C) Programs - USAASC · April - June 2009 Spotlight on DASA(DE&C) Programs 25787.qxp 4/10/2009 10:11 AM Page C1

April - June 2009

Spotlight onDASA(DE&C) Programs

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International security cooperation has an importantrole in fostering and promoting cooperation to meetglobal challenges. Strong alliances among nations

promote shared values, strategic solidarity, and success-ful military and security operations worldwide. International coop-eration significantly improves interoperability for coalition warfare,leverages limited program resources, and obtains the most advanced,state-of-the-art technologies for weapon systems and equipmentfrom the global technology and industrial base. The benefits of cooperation among friendly nations are significant.

These benefits are first operational — to increase military effective-ness through interoperability with allies and coalition partners;second economic — to reduce weapons acquisition costs by shar-ing costs or avoiding duplication of development efforts with ourallies and friends; third technical — to access the best defense tech-nology and help minimize the capabilities gap with allies andcoalition partners; fourth political — to strengthen alliances and relationships with friendly countries; and fifth industrial — to bolster domestic and allied defense industrial bases.

Since the end of the Cold War, the U.S. has recognized that interna-tional cooperation offers new and broader opportunities for promotingour interests and increasing efficiencies. As emphasized in the Depart-ment of Defense 5000 series policies for defense acquisition systems,the leveraging of domestic resources through cost-sharing and economiesof scale afforded by international cooperative research, development,production, and logistics support programs should be fully consid-ered during preparation of the technology development strategyand subsequent acquisition strategy. International security cooper-ation is an integral part of the Army acquisition community.

With programs that exceed $31 billion in sales and cooperative effortsin more than 140 countries, our organization — through the office ofthe Deputy Assistant Secretary of the Army for Defense Exportsand Cooperation — oversees all matters involving security assistance,export policies, and direct commercial sales of Army defense items,including international cooperative research, development, and acquisi-tion agreements. Our goal is to build partnerships, enhance interoper-ability among our armed forces, and facilitate lasting relationships toprotect vital interests of the United States while promoting security,stability, and trust throughout the world.

This issue of Army AL&T Magazine focuses on themany agencies that work together to enhance interna-tional security cooperation, reduce risk in weaponsystems development and acquisition, improve inter-

operability of fielded systems, foster educational and training opportunities, and expand international activities. Please keep in mind that effective alliances require constant and constructivedialogue to remain vital and relevant.

It is well recognized that the largest and best known internationalprogram is the Foreign Military Sales program with government-to-government purchases of weapons and other defense articles,defense services, and military training. This program is designed to promote the sales of domestic-produced defense items, and theArmy is at the forefront of these efforts. In this issue, you will readabout the sale of Excalibur munitions to Canada for operationssupport in Afghanistan, as well as Javelin’s multinational use cou-pled with a forum where users meet to discuss issues and productupdates. You will also gain insight into the development of theArmy’s international strategy for key programs, such as the FutureCombat Systems (Brigade Combat Team) and the Joint Light Tacti-cal Vehicle.

Over the past 4 years, the North Atlantic Treaty Organization andU.S. bilateral alliances with Australia, Japan, Korea, and other na-tions have worked tirelessly to maintain their vitality and relevancein the face of new threats to our international security environment.System interoperability is often singled out as paramount to meet-ing global challenges.

This issue illustrates that international security cooperation remainsone of our most important instruments of defense and foreign policy.Our global missions benefit greatly from these efforts. Indeed, ourpriority missions, such as current operations in Afghanistan andIraq, can only be accomplished successfully with the help offriends and allies.

It is my sincere hope that, as you read this issue, you will gainadded insight and appreciation for the work done in the interna-tional community and an increased knowledge that will help youidentify future international opportunities to assist in your work.

From the Army Acquisition Executive

International Cooperation

Dean G. PoppsArmy Acquisition Executive

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ARMY AL&T

Professional Publication of theAL&T Communityhttp://asc.army.mil/ April - June 2009

Army International Programs: A Win-Win for theU.S. and Our AlliesKeith Webster, Christopher J. Mewett, and David Diamond

Page 2

For more news, information, and articles, please visit the USAASC Web site at http://asc.army.mil. Clickon the Army AL&T Magazine tab located on the bottom of the flash banner in the center of the page.

DepartmentsCareer Development Update... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

Contracting Community Highlights .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

Setting Acquisition, Logistics, and TechnologyConditions for AfghanistanBen Ennis

Page 42

Foreign Military Sales (FMS) Program Helps IraqTransition to Security Self-RelianceBG Michael J. Terry

Page 6

International Considerations for Army Acquisition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11David Dopp, LTC Wolfgang Petermann, and LTC Ben Garza, USMC

Precision Acquisitions — Sharing the Lessons of Excalibur . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16LTC Joseph S. Minus Jr. and Lu Ting

Javelin Weapon System: International Participation — Past, Present, and Future . . . . . . . . . . . . . . . . . . . . . . . . . . . 20John “Kyle” Perkins

FCS Multinational Network Interoperability Experimentation — Tactical Coalition Interoperability Concepts and Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24MAJ Troy Crosby, Charlene Deakyne, Gerardo Di Dio, and Scott Schnorrenberg

U.S. Army Research, Development, and Engineering Command’s Armament Research, Development, and Engineering Center (RDECOM-ARDEC) — Leveraging Foreign Technologies . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Lu Ting

Army Foreign Comparative Testing (FCT) Program. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34Karen M. Wilson

An International Acquisition Career Path. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38D.T. Tripp and Roy Wood

The 26th Army Science Conference: Transformational Army Science and Technology (S&T) — Harnessing Disruptive S&T for the Soldier. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54Dr. John A. Parmentola and Irena D. Szkrybalo

Using Multibody Dynamics Models to Determine Ballasting of Stryker Vehicles to Support Physical Testing . . . . . . 58Dorothy Foley and Lane D. Salins

Features

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PB 70-09-02

This medium is approved for official disseminationof material designed to keep individuals within the Army knowledgeable of current and emergingdevelopments within their areas of expertise for the purpose of enhancing their professionaldevelopment.

Private subscriptions and rates are available from the Superintendentof Documents, U.S. Government Printing Office, Washington, DC20402 or (202) 512-1800. Periodicals official postage paid at FortBelvoir, VA, and additional post offices.

POSTMASTER: Send address changes to DEPARTMENT OF THEARMY, ARMY AL&T, 9900 BELVOIR RD, SUITE 101, FORTBELVOIR, VA 22060-5567.

DEAN G. POPPSActing Assistant Secretary of the Army for Acquisition, Logistics, and Technology (ASAALT)and Army Acquisition Executive

EDITORIAL BOARDLTG JACK C. STULTZChief, U.S. Army Reserve/CommandingGeneral (CG), U.S. Army Reserve CommandLTG N. ROSS THOMPSON IIIDirector, Army Acquisition Corps and Director,Acquisition Career ManagementLTG STEPHEN M. SPEAKES Deputy Chief of Staff (DCS), G-8LTG JEFFREY A. SORENSONChief Information Officer, G-6LTG JAMES H. PILLSBURYDeputy CG, U.S. Army Materiel CommandMG GEORGE W. WEIGHTMANCG, U.S. Army Medical Research and Materiel Command DR. JAMES R. HOUSTONDirector of Research and Development, U.S.Army Corps of EngineersWIMPY PYBUSDeputy Assistant Secretary (DAS) for Acquisition Policy and Logistics, Office of theASAALT (OASAALT)KARL F. SCHNEIDERAssistant DCS, G-1DR. THOMAS H. KILLIONDAS for Research and Technology, OASAALTTHOMAS E. MULLINSDAS for Plans, Programs, and Resources,OASAALTMARK D. ROCKEDAS for Strategic Communications and Business Transformation, OASAALTEDWARD M. HARRINGTONDAS for Procurement, OASAALT CRAIG A. SPISAKDirector, U.S. Army Acquisition Support CenterBEN ENNISExecutive Secretary, Editorial Board

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Army AL&T Magazine (ISSN 0892-8657) is published quar-terly by the ASAALT. Articles reflect views of the authors andnot necessarily official opinion of the Department of theArmy. Articles may be reprinted if credit is given to ArmyAL&T Magazine and the author.

By order of the Secretary of the Army

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United States ArmyChief of Staff

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ACQUISITION, LOGISTICS &TECHNOLOGY

Cover Story

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Army International Programs: A Win-Win for the U.S.

and Our AlliesKeith Webster, Christopher J. Mewett, and David Diamond

Faced with diverse security challenges in an era of persistent conflict,

the United States and its international partners are engaged in a

competition for global influence with other nations and nonstate

actors. Though the threat environment has evolved, the ultimate goal

of our national security policy remains the same — to protect vital U.S.

interests while promoting security, stability, and trust around the world.

Iraqi soldiers drive one of their new armored High-Mobility Multipurpose Wheeled Vehicles (HMMWVs). Iraq’s 2ndBrigade, 1st Iraqi Division (Div.), took delivery of 10 armored HMMWVs purchased by Iraq’s Ministry of Defense. Theaddition of HMMWVs to the Iraqis boosts their protection level and ability to move throughout the Fallujah area. (U.S.Marine Corps photo by Mark Oliva.)

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Activities that shape the complex securityenvironment have become an integralpart of the campaign continuum. Suchshaping efforts include a range of inter-national programs that develop alliedand friendly military capabilities forself-defense and coalition operations,improve information exchange, andprovide U.S. forces with peacetime andcontingency access and infrastructure.The Army sets security cooperationobjectives — enhancing U.S. and part-ner interoperability, building partnercapacity, and expanding relationshipswith partners old and new — to en-sure that our forces are prepared to operate globally and in concert withour friends and allies, while allowingpartner countries to meet many secu-rity challenges independently.

International engagement and interop-erability requirements will have greaterinfluence in the development and ac-quisition of new weapon systems andmateriel for U.S. Soldiers. TraditionalArmy acquisitions focused on findingdomestic technologies and solutionsthat typically met our needs. Whiledomestic solutions will continue todominate our acquisition strategies, international security cooperation and associated solutions will play anincreasingly larger role in our efforts to rapidly field solutions for the Cur-rent Force while finding cost-effectivesolutions to grow our Future Force.Engagement with foreign research centers and governments can helpArmy laboratories and acquisition authorities identify gaps in technologyand systems and address those gaps in a timely, cost-effective manner. Furthermore, we will leverage interna-tional investments in our systems todevelop the next-generation solutions,and we will leverage international sales to fill our production gaps whilereducing our per-unit costs.

The Army’s security assistance and armaments cooperation programs arethe responsibility of the Office of theDeputy Assistant Secretary of theArmy for Defense Exports and Coop-eration (DASA(DE&C)). That organi-zation also develops foreign disclosurepolicy for Army weapon systems anddirects the service’s review of export license cases. The DASA for Researchand Technology (R&T), U.S. ArmyCorps of Engineers, U.S. Army Training and Doctrine Command(TRADOC), and U.S. Army MaterielCommand (AMC) and its compo-nents — specifically the U.S. ArmyResearch, Development, and Engineer-ing Command (RDECOM) and U.S.Army Security Assistance Command(USASAC) — also play importantparts in facilitating the Army’s securitycooperation programs.

Foreign Military Sales (FMS)Perhaps the most visible way the Armyengages with its international partnersis through the security assistance program, or FMS. Foreign partners solicit the purchase of U.S. systems to improve their own warfighting capabilities and enhance interoperabil-ity with U.S. and coalition forces.DASA(DE&C) oversees the policy and resources for the FMS program,acting as the liaison between foreign

governments and U.S. contractors tofacilitate the rapid transfer of defenseequipment to allies and partner nations.USASAC manages the execution ofthe security assistance mission, callingon all AMC life cycle managementcommands and TRADOC, as well as other DOD agencies and U.S. industry, for support. USASAC is responsible for managing FMS casesfrom development to execution, finan-cial management, accounting, and closure. The sale of equipment to an overseas customer often entails thesame “total package” of materiel, spareparts, training, publications, technicaldocumentation, maintenance support,and other services AMC would providea procuring U.S. Army unit.

The Canadian government’s purchaseof Excalibur munitions to supportforces operating in Afghanistan was a prominent success for the security assistance program. When Canadasubmitted a letter of request for Excalibur, the system had not com-pleted initial operational test and evaluation or Army safety certification.Critical program information was notyet identified, the security classifica-tion guide and program protectionplan — documents that govern the classification level and releasability ofsensitive data — did not yet exist, and

Keith Webster, DASA(DE&C) and SNR(A), and BG Hakan Espmark, his Swedish counterpart, jointly signthe minutes from the 2008 U.S.-Sweden SNR(A) Meeting. (Photo by David Garner.)

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no exportable version of the systemhad been developed. These conditionsconstituted a considerable barrier tomeeting the Canadian government’srequest. However, close collaborationbetween DASA(DE&C) and the Excalibur program manager resulted in a workable solution.

Canadian personnel were allowed to participate in the limited user testand fire a number of training roundswithin the United States. In theater,rounds were provided to Canadianforces from U.S. Army ammunitionsupply points. Canadian forces returned unexpended rounds to theUnited States for reimbursement or exchange for an exportable variant, effectively facilitating coalition opera-tions while appropriately and securelybypassing foreign disclosure road-blocks. Through the Excalibur exchange, the U.S. Army was able to increase the capability and opera-tional effectiveness of coalition forces,enhance interoperability with Ameri-can units in a vital theater of conflict,and deepen our relationship with a key international partner.

Armaments CooperationArmaments cooperation is another important component of the Army’sinternational partnering activities. Cooperative research and tech-nology development:

• Mitigates risk by providing access tomultiple prototypes.

• Reduces developmental costs bysharing costs.

• Ensures that the best technologies arebrought to the design stage.

Most of the Army’s international cooperative research, development,and acquisition agreements, whichhelp leverage foreign technologies insupport of Future Force requirements,

are initiated by RDECOM’s laborato-ries and research centers. RDECOMmanages the nine Army internationaltechnology centers, arrayed across five continents, that facilitate Army access to foreign technologies and materiel solutions.

The exploration of promising tech-nologies is supported — and partiallyfunded — by DASA(R&T), which prioritizes focus areas for internationalscience and technology cooperation efforts. DASA(DE&C) negotiates with foreign partners on behalf of the individual Army labs, centers, and program executive offices (PEOs),helping to ensure unity of effort andobtain cost and contractor work-sharearrangements that are advantageous to both the Army and the domestic industrial base.

The U.S.-Australian Joint Light Tacti-cal Vehicle (JLTV) program is one example of successful armaments cooperation. The efforts of both theUnited States and Australia have beenvital to the development, fabrication,and testing of a robust fleet of JLTVprototypes. The Australian government funded the design of the vehicle’ssteering system

and weapons mount, as well as thefabrication and testing of nine other-wise unfunded prototypes. The JLTVprogram also took advantage of Aus-tralia’s tropical environment for testingand ballistics assessments.

This collaboration dramatically low-ered technical and program risk forU.S. acquisition authorities by makingcompetitive prototyping possible andbroadening the scope of testing. TheU.S.-Australian coordination alsopaved the way for cost savings by identifying potential design flaws.

Direct Commercial Sales(DCS)The facilitation of U.S. weapon systemtransfer via DCS — a third crucial ele-ment of DASA(DE&C)’s internationalportfolio — allows U.S. contractors to market their products to overseascustomers. Additional production fromDCS creates economies of scale, lowersacquisition costs, and maintains a produc-tion line that allows product improve-ments without high startup costs. Co-production agreements with foreignparties also allow U.S. firms to com-pete for production contracts abroadthat may not otherwise be accessible.

An Iraqi soldier assigned to 8th Division Iraqi Army scans his area of responsibility from the gun turret ofhis HMMWV in Afak, Iraq, Nov. 30, 2008, during a cordon and knock operation. (U.S. Air Force (USAF)photo by SrA Eric Harris.)

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DASA(DE&C) develops export policies for Army weapon systems, determining what level of technicaldisclosure is appropriate to foreign end users. It also presents the service’sperspective during the export licensereview process, which is conducted by the U.S. Department of State.

In some instances, the work of Armyactivities is essential to the successfulexport of U.S.-made products throughDCS. In 2007, PEO Combat Supportand Combat Service Support (CS&CSS)identified numerous export complianceobstacles to the hiring of indigenouslabor by the U.S. Central Command.The stringent export restrictions man-dated by the International Traffic inArms Regulations (ITAR), which govern the export of defense articles, disclosure of related technical data,and provision of defense services toforeign parties, were circumscribingthe Army’s ability to maintain its fleetof noncombat vehicles, equipment,and watercraft.

Through an administrative processknown as a commodity jurisdiction,the State Department licensing authorities determine whether an article intended for export falls underthe jurisdiction of the U.S. Munitions

List and, thus, isITAR-controlled. If it is not, theitem can be ex-ported as a dual-use item under themore permissiveExport Administra-tion Regulations.

At the direction ofDASA(DE&C),numerous itemsmanaged by PEOCS&CSS weresubjected to the

commodity jurisdiction process. Afterreviewing those requests, the State Department’s Directorate of DefenseTrade Controls issued a ruling that removed the equipment from ITARcontrol and eased the administrativeburdens placed on both the PEO and the equipment manufacturers.This streamlined export of the requesteditems and facilitated employment ofindigenous personnel to operate andmaintain the noncombat vehicles and equipment.

For each of the foregoing examples,front-end coordination and planningwas essential to realizing the strategicbenefits of the U.S. Army’s interna-tional activities. Early communicationstreamlined an inherently complicatedprocess, and systematic preparationidentified foreign disclosure and exportcontrol roadblocks at an early stage. A comprehensive, forward-lookingplan for international engagement willalways yield a clearer understanding of the effect a security cooperationprogram will have on U.S. developmentcosts and the production potential ofour industrial base.

As the cost and complexity of militarysystems increase, it is incumbent onthe acquisition apparatus to increase

the sophistication of its approach.With foresight and effective strategicplanning, the U.S. Army can ensurethat defense exports and internationalcooperative programs continue to helpprotect the U.S. industrial base, equipforeign partners in overseas contingencyoperations, leverage foreign technolo-gies to meet U.S. requirements, andachieve the best value for the acquisi-tion community and our warfighters.

KEITH WEBSTER is the DASA(DE&C). He is the Army principal responsible for all matters involving security assistance; export policies andoversight; DCS of Army defense arti-cles; and international cooperative research, development, and acquisition.He is the designated Army Senior National Representative (SNR(A)) on all bi- and multilateral armaments cooperation with the Army’s partners.Webster has a B.S. in business/financefrom Towson State University and an M.A. in international relationsfrom Catholic University, is Level IIIcertified in logistics, and is a Fellow of the Center for International Studies,Massachusetts Institute of Technology.

CHRISTOPHER J. MEWETT is a support contractor in the strategicplanning directorate of the DASA(DE&C) Office. He holds a B.A. inhistory from Texas A&M Universityand did graduate work in Central andEastern European studies at the Jagiel-lonian University in Krakow, Poland.

DAVID DIAMOND is a ResearchFellow at LMI, a nonprofit govern-ment consulting company in McLean,VA, that supports the DASA(DE&C).He has a B.S. and an M.S. in mechan-ical engineering from Rice Universityand a Ph.D. in public policy fromGeorge Mason University.

An Iraqi soldier assigned to Alpha Co., 1st Battalion, 22nd Iraqi Army Div.,stands by a HMMWV at an outpost in Hurriyah, Iraq, Sept. 28, 2008.(USAF photo by SSGT Manuel J. Martinez.)

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Foreign Military Sales (FMS) Program Helps Iraq Transition to

Security Self-RelianceBG Michael J. Terry

The U.S. Army Security Assistance Command (USASAC) is

assisting the government of Iraq (GOI) as it builds security

forces and moves Iraq toward self-reliance. A key element

of that assistance is the sale of critical materiel and services through

FMS. The FMS program is providing more than just units; it is build-

ing Iraq’s capability. As a commander, a Soldier, and a U.S. citizen,

few issues compare in importance to a well-equipped and trained

Iraqi defense force capable of securing Iraq and allowing our

Soldiers to return home.

An Iraqi gunner from the Iraqi Army’s 5th Brigade, 6th Division, stands in the turret of an up-armored HMMWVduring the brigade’s operational environment transition of authority ceremony with the 4th Brigade CombatTeam, 4th Infantry Division, at Forward Operating Base Honor. (U.S. Army photo by SPC Jason Dangel.)

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By partnering with USASAC, the U.S.Army Materiel Command’s (AMC’s)proponent for FMS, the Iraq securityministries have made significant stridestoward Iraq self-reliance. The IraqiMinistry of Defense (MOD), Ministryof Interior (MOI), and Counter-Terrorism Bureau have fully embraced the U.S. FMS program as a majorcomponent of defense strategy.

The FMS Process In the 1960s, the U.S. FMS programreplaced the earlier U.S. Grant AidProgram, known commonly as the

Military Assistance Program. FMS operated relatively unchanged fromthe end of the Vietnam War untilSept. 11, 2001. In the aftermath of9/11, the program’s mission changeddramatically as our military adapted to a wartime operational tempo, builtcoalition forces, and, eventually, outfit-ted new Iraqi defense and police forces.

By 2003, USASAC saw a surge in re-quirements to support coalition forces.The Army FMS community outfitteda complete multinational division withtroops from 16 countries. USASAC, in

coordination with the entire Army se-curity assistance community, provideduniforms, small arms, ammunition,communications gear, body armor, vehicles, and night vision equipment— all of which were obtained, deliv-ered, and fielded in just 3 months. All requirements had one thing incommon: they were urgent.

The peacetime FMS process was accelerated to meet demand. As thecoalition expanded to more than 30member nations, so did the Army’sFMS support. This support ranged

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from providing weapons to individual Soldiers to procuring sophisticatedsupport equipment.

Although the U.S.Army’s sale of ma-teriel to Iraq beganwith the purchaseof equipment andservices for theGOI and coalitionnations using U.S.monies, the pro-gram has evolvedto such a degreethat equipment isnow purchased by Iraq for its ownMOD and MOI forces. By the mid-dle of FY07, FMS purchases by Iraqequated to 70 percent of the U.S.

Army sales to Iraq; purchases using theIraqi Security Forces Fund (i.e., DODfunds) were down to 30 percent. InFY06, the MOD signed agreements

for purchases totaling$750 million, and theMOI agreed to pur-chases of $169 million.

Today, sales to the Iraqiarmy are roughly $3.5billion (FY08), and thatfigure is expected to increase. U.S. ArmyFMS support has en-abled Iraq security

forces to expand in number, increasein quality, and establish effective orga-nizational structures outfitted withmodern U.S. equipment.

To develop and execute this capability,all requirements from the MOD andMOI are coordinated through theMulti-National Security TransitionCommand-Iraq (MNSTC-I). Accord-ing to its official Web site, MNSTC-Iwas established in FY04 under theMulti-National Force-Iraq Command“to assist the Iraqi government in theorganization, training, equipping, andsustainment of Iraqi security forcesand ministries capable of defeating terrorism and providing a stable envi-ronment in which representative gov-ernment, individual freedom, the ruleof law, and the free market economycan evolve and which, in time, willcontribute to Iraq’s external securityand the security of the Gulf region.”

Iraqi MAJ Ahmed, the General Transportation Regiment (GTR) Training Officer, talks about fuel handler training classes with BG Michael J. Lally, Commander, 3rdSustainment Command (Expeditionary). The GTR is a new unit created by the Iraqi MOD for the purpose of transporting all classes of supplies throughout Iraq.(U.S. Army photo by SSG Bryant Maude.)

The Iraqi MOD, MOI,

and Counter-Terrorism

Bureau have fully

embraced the U.S.

FMS program as a

major component of

defense strategy.

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Intensive Management Office (IMO) USASAC, recognizing that expeditedservice is the reality for all Iraq require-ments and the program value andnumber of cases would grow exponen-tially, established the IMO as the focusfor Army FMS actions with MNSTC-I.The IMO Director, COL Dave Dorn-blaser, served in MNSTC-I as the USASAC liaison officer (LNO) before his current position with the IMO. Hisexperience in Iraq has been immenselyhelpful because he can provide real-world insight into the needs of FMScustomers in MNSTC-I and the GOI.“Our personnel are energized to lookfor innovative ways to ensure success,”said Dornblaser. “They have the re-quired sense of urgency and realize the importance of their efforts.”

This focused effort by the IMO hasyielded positive results. FMS case processing for Iraq averaged 62 days in FY08. This almost cut in half thestandard case processing goal of 120days established by the DOD security

assistance community. This is a trulyextraordinary feat, considering thecomplexity of some cases.

The Army has applied innovativemeasures when executing the Iraq pro-gram. One example was the transfer ofM1114 up-armored High-MobilityMultipurpose Wheeled Vehicles(HMMWVs) to theGOI. In December2007, the Army deter-mined that the mostcost-effective way torapidly equip the Iraqisecurity forces witharmored maneuver ca-pability was to repairand transfer displacedHMMWVs. As theU.S. ramped up pro-duction and fieldingof Mine ResistantAmbush Protected vehicles in Iraq, the Army initiated aprogram to refurbish the HMMWVsto fully mission-capable-complete sta-tus for direct transfer to Iraqi forces.

This program satisfied an urgent Iraqirequirement and avoided a major ret-rograde and the expense of returningthe vehicles to the U.S. As of October2008, 4,244 HMMWVs had beentransferred to MNSTC-I; 2,999 ofthose had been transferred to Iraqownership. The remaining 4,256 vehicles (for a total of 8,500) will be

refurbished uponcompletion of theoriginal case.

Most FMS case requests by the Iraqsecurity ministries are allocated as eitherIraq security forcegeneration (Force-Gen) or Iraq securityforce modernization(ForceMod). Force-Gen requires rapidcase response, acqui-

sition, and delivery of basic items,such as pickup trucks, security vehi-cles, rifles, side arms, uniforms, and tents. Sustainment planning is

The Army determined that the most cost-effective way to rapidly equip the Iraqi security forces with armored maneuver capability was to repair and transfer displacedHMMWVs. Here, HMMWVs await refurbishment. (U.S. Army photo by COL Fred Heaggans, Director of USASAC Forward.)

U.S. Army FMS

support has enabled

Iraq security forces to

expand in number,

increase in quality,

and establish effective

organizational structures

outfitted with modern

U.S. equipment.

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Life-Cycle Management

USASAC ultimately has life-cyclemanagement responsibility for allthe Army FMS cases for materieland services, from the time the re-quirement is identified through com-pletion. The USASAC IMO is theconduit to the AMC Life CycleManagement Commands (LCMCs)that execute materiel acquisitions.The FMS program would not besuccessful without the direct link tothe LCMCs’ program managers andsecurity assistance management di-rectorates. The Deputy AssistantSecretary of the Army for DefenseExports and Cooperation (DASA(DE&C)), the Army organizationthat oversees the development, coordination, and implementationof Army security cooperation pro-grams, has also been instrumentalin expediting actions.

In Iraq, USASAC’s LNOs Robinsonand Josephine Polanco are embed-ded with MNSTC-I to provide thetechnical capability to quickly andeffectively coordinate requirementswith everyone in the process. Theywork with the IMO to enhance theArmy’s ability to initiate cases; ob-tain accurate price and availabilitydata; and coordinate with theDASA(DE&C) to gain required se-curity releases, policy, and techni-cal clearances — all of which re-sult in the delivery of quality FMScases for GOI acceptance and implementation.

Iraqi MOD Jawad al-Bolani and MNSTC-I CG LTG Frank Helmick cut the ribbon at the opening of anIraqi MOI weapon card/identification card facility. (MNSTC-I photo by William Lovelady.)

paramount for the eventual transferof Iraq security to the GOI.

ForceMod is more heavily concen-trated on weapon systems. Require-ments are designed for future expan-sion capability through intense con-sultation among the Iraq securityministries, MNSTC-I, and the ArmyFMS program. Tanks, armed helicop-ters, tactical radio and communica-tions systems, mortar systems, andother modern U.S. equipment will bevital to Iraq’s self-sufficiency. Accord-ing to COL Harvey Robinson, USASAC LNO, “The FMS equip-ment is part of the unit set fieldingprocess. The process is building anentire Army brigade and giving Iraqisoldiers the equipment and trainingthey need to fight.”

Iraq’s large-scale use of FMS to equip and train a fighting force benefits theU.S. national security policy. It cre-ates long-term ties between our na-tions. U.S. products, services, and

weapon systems are the foundationfor Iraq’s reformed security forces.This becomes more important as theremainder of the original coalitionpartners withdraw and under the recently signed status of forces agree-ment between the United States andthe GOI, signed Nov. 17, 2008, whichreflects Iraq’s capability to sustain itsown security. Well into the future, the Army FMS community will remain tied to the Iraqi governmentas we continue to provide sustain-ment support for their forces.

BG MICHAEL J. TERRY is the USASAC Commanding General(CG). He was previously the CG,13th Corps Support Command, later redesignated as the 13th SustainmentCommand (Expeditionary), FortHood, TX. He holds a B.S. in law enforcement from the University ofScranton and an M.S. in national security and strategic studies from the U.S. Naval War College.

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International Considerationsfor Army AcquisitionDavid Dopp, LTC Wolfgang Petermann,

and LTC Ben Garza, USMC

As armed forces around the world prepare to

meet the challenges posed by future coalition

operations, they must be equipped with tactical

vehicles capable of performing diverse mission roles in

multiple terrains. The U.S. Army and U.S. Marine Corps

(USMC) Joint Light Tactical Vehicle (JLTV) program

will meet those challenges by providing an expedi-

tionary family of vehicles (FoV) capable of performing

multiple roles and providing protected, sustained, and

networked mobility for people and payloads across a

diverse operational spectrum.

An Australian light armored vehicle from the 2/14th Light Horse Regiment, patrolsfor enemy contacts during Exercise Talisman Saber 2007. This biennial exercise,designed to enhance the combat readiness and interoperability between U.S. andAustralian military forces, is conducted in Australia and focuses on crisis actionplanning and execution of contingency response operations. (U.S. Navy photo byMC1 James E. Foehl.)

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The JLTV program has opened thedoor for allied nations to jointly and simultaneously address similarproblems surround-ing the tactical vehi-cle imbalance (pro-tection, payload, andperformance). TheU.S. military and ourcoalition partners arecollaborating to ad-dress the JLTV pro-gram’s need to bal-ance critical weightand transportabilityrestrictions within protection, payload,and performance requirements.

DevelopmentThe JLTV FoV was developed perDOD acquisition guidance and hasundergone intense examination by

acquisition decision makers and Con-gress. The JLTV program is a JointArmy-USMC program aligned with a

Joint program officemanaged by theArmy’s Project Man-ager Joint CombatSupport Systems (PMJCSS). PM JCSS fallsunder the leadershipof Program ExecutiveOffice Combat Sup-port and CombatService Support(PEO CS&CSS).

As the central component of DOD’stactical wheeled vehicles strategy, JLTVswill enhance the military services’ mix of tactical vehicles by providing a balanced vehicle solution — protec-tion, payload, and performance —

with increased transportability and ex-peditionary mobility. JLTVs will re-store transportability and overcomethe imbalance in protection, payload, and performance within the existingtactical vehicle fleet.

Modernizing the tactical vehicle fleetensures protected, sustained, and networked mobility for Army andUSMC personnel and equipment andpartner nations on the modern battle-field. JLTVs will increase protectionand performance, minimize ownershipcosts by maximizing commonality, in-crease fuel efficiency, and encourage effective competition throughout the program development.

The JLTV FoV includes 10 configura-tions and companion trailers in threepayload configurations (A: 3,500-pound

JLTVs will restore

transportability and

overcome the imbalance

in protection, payload,

and performance within

the existing tactical

vehicle fleet.

In October 2008, the U.S. Army announced the selection of three TD contractors for the JLTV FoV. The three companies awarded contracts under the full andopen competition process were: BAE Systems Land and Armament Systems, Ground Systems Division; General Tactical Vehicles; and Lockheed Martin SystemsIntegration. (Images courtesy of BAE Systems, General Tactical Vehicles, and Lockheed Martin. Collage created by U.S. Army.)

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capacity; B: 4,000-4,500-pound capac-ity; and C: 5,100-pound capacity).The JLTV design must support mobil-ity, reliability, and maintainabilitywithin these given weight limits to ensure transportability to and from the battlefield. Commonality of com-ponents, maintenance procedures, andtraining among all variants will mini-mize costs. Scalable armor solutionswill maintain load-carrying capacitybut still meet the requirements foradded protection.

Acquisition ApproachJLTV is one of the first programs tofully implement the Office of the Sec-retary of Defense’s (OSD’s) September2007 competitive prototyping policy,which calls for two or more competingteams to produce prototypes throughMilestone B, with the goal of reducingrisk and synchronizing requirements.

In October 2008, the U.S. Army announced the selection of three tech-nology development (TD) contractors

for the JLTV FoV. The three compa-nies awarded contracts under the fulland open competi-tion process were:

• BAE Systems Landand Armament Systems, GroundSystems Division,Santa Clara, CA.

• General Tactical Vehicles — a jointventure of GeneralDynamics LandSystems Inc. andAM General LLC,Sterling Heights, MI.

• Lockheed Martin Systems Integration,Owego, NY.

The companies wereawarded a combination of cost-shareand cost-plus-fixed-fee contracts for a total value of approximately $166million in government costs.

Following the JLTV TD contract an-nouncement, two unsuccessful offerors

filed protests with theGovernment Account-ability Office (GAO).The GAO deniedboth protests on Feb.17, 2009, and thecontract performance,which was stoppedduring the protests,was resumed.

During the 27-monthTD phase, armorcoupons, ballistichulls, vehicles, andtrailers will undergo aseries of government-led performance andreliability tests to betterunderstand the tech-

nical challenges, demonstrate maturetechnologies, and finalize the JLTV requirements. A favorable TD phasewill mean that industry successfullydemonstrated the JLTV FoV approach

During the 27-month TD phase, armor coupons, ballistic hulls, vehicles, and trailers will undergo a series of government-led performance and reliability tests to better understand the technical challenges, demonstrate mature technologies, and finalize the JLTV requirements. (Photo courtesy of BAE Systems Land andArmament Systems, Ground Systems Division.)

JLTV is one of the first

programs to fully

implement OSD’s

September 2007

competitive prototyping

policy, which calls for

two or more competing

teams to produce

prototypes through

Milestone B, with the

goal of reducing risk

and synchronizing

requirements.

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across the three payload categories; reduced ownership costs through commonality, fuel efficiency, and other means; and effectively verifiedtechnical maturityand requirementsachievability. Oncethe TD phase is com-plete, the services anticipate anotherfull and open compe-tition with an awardof two contracts forfurther developmentand demonstration,with full productionand fielding expectedin FY13.

International ApproachInternational participation in

the JLTV program will reduce overallprogram risk through the testing andevaluation of additional prototype ve-

hicles. As our militaryprepares for futurecoalition operations,similarity of tacticalvehicle solutionsacross allies will en-hance global interop-erability and reducemaintenance and logistical burdens.

The Defense Acquisi-tion Executive (DAE),in a memorandumdated Dec. 22, 2007,instructed the military

departments to “actively seek foreignparticipation in the JLTV program”and “develop a strategy to obtain such

foreign participation in coordinationwith the office of ... Director for Inter-national Cooperation.” In response,the JLTV program initiated partner-ships with Australia, the United King-dom (U.K.), Israel, and Canada, andhas provided information to otherNATO partners.

The Army determined that the bestapproach to meet the need for inter-national cooperation, support theOSD’s competitive prototyping policy,and reduce program risk was to haveforeign participants contribute to theTD phase and, by combining resources,increase the number of prototypes fabricated. This approach further re-duces U.S. risk and satisfies test objec-tives and requirement validation forthe TD phase.

As our military

prepares for

future coalition

operations, similarity

of tactical vehicle

solutions across allies

will enhance global

interoperability and

reduce maintenance and

logistical burdens.

The joint protection requirements found within JLTV are designed to better meet warfighters’ current and future survivability needs, all packaged in a mobile,transportable, supportable, and expeditionary solution. JLTV will enhance the services’ mix of tactical vehicles by providing a balanced vehicle solution —protection, payload, and performance — with increased transportability and expeditionary mobility over current tactical vehicle systems. The JLTV FoV includes10 configurations and companion trailers in three payload categories. (Image generated by U.S. Army computer-aided design.)

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Working in close coordination withthe Deputy Assistant Secretary of the Army for Defense Exports and Cooperation, whosemission includes developing strategic international coopera-tive efforts, the JLTVprogram office wasable to use existingmemoranda of under-standing (MOU) to develop a projectagreement (PA) withAustralia and a pro-posed PA with Israel.These PAs (the U.S.-Australian PA wassigned on Jan. 21, 2009; technical discussions with Israel are ongoing)have saved a significant amount oftime and enabled integration of the international effort without programdelay. The JLTV office will also ex-change information during the TDphase with the U.K. and Canada byway of established working groups.

Work-Share Approach andSupport to JLTV Program Australia’s commitment to the JLTVprogram supports the DAE’s directionfor a “robust” TD phase that will result in an executable engineering,manufacturing, and development(EMD) or production phase. Theagreement states that the U.S. andAustralia will jointly acquire 30 proto-type vehicles: 21 from the U.S. and 9from Australia.

The additional nine prototype vehiclesfunded by Australia — three vehiclesfrom each contractor across the threeJLTV payload categories — will per-mit the Army and USMC to collectreliability, availability, and maintain-ability (RAM) data in all payload categories, including the JLTV Cate-gory C vehicle, which previously was

not affordable. This benefit is uniquein that it enables substantiation of theJLTV reliability requirements and sig-

nificantly increasesconfidence in thetest data. Procuringthe Australian proto-types will also signif-icantly increaseRAM mileage dur-ing the TD phase.

To further reduceJLTV program risk,Australia will con-duct supplementaryballistic testing andtropical environment

assessments, both of which were notplanned for or affordable during theinitial TD phase. Tropical environ-ment assessments are not availablewithin CONUS.

As an additional warfighting benefitthat is not readily quantifiable, ourcoalition partners will have similarequipment, which could reduce logis-tics support requirements within thetheaters of operations.

Successful Collaboration and the Way AheadThe embedding of cooperative pro-gram personnel (CPP) within theJLTV program office is also a keyin-gredient to a successful partnership. It will greatly enhance the long-termJLTV development strategy. AustralianCPPs will work alongside JLTV pro-gram personnel through the TD phaseto ensure that each nation is workingas “one team” to develop common requirements for our warfighters.

There will be other opportunities forfurther allied participation during the EMD and production phases. It is the intent of the United States to enter into a multilateral MOU with

Australia, Canada, Israel, the U.K.,and potentially other allied nations forthe JLTV program’s EMD phase and,if that is successful, to then enter into a multilateral MOU for JLTV produc-tion and sustainment.

DAVID DOPP is the Deputy forTechnology, PM JCSS. He has a B.S.in mechanical engineering from theRochester Institute of Technology, anM.B.A. from the Florida Institute ofTechnology, and an M.S. in strategicstudies from the U.S. Army War College. Dopp is a U.S. Army Acqui-sition Corps (AAC) member and isLevel III certified in program man-agement; systems planning, research,development, and engineering; andtest and evaluation.

LTC WOLFGANG PETERMANNis the Army PM JLTV, PEO CS&CSS. He has a B.A. in political sci-ence from Wayne State Universityand an M.A. in international rela-tions from Boston University. Peter-mann is a U.S. Army Command andGeneral Staff College graduate; isLevel III certified in program man-agement, contracting, and procure-ment and purchasing; and is an AAC member.

LTC BEN GARZA is the USMCPM JLTV, PEO Land Systems. He holds a B.A. in biology fromWestern New Mexico University and an M.S. in management fromthe Florida Institute of Technology.Garza is a graduate of the USMCCommand and Staff College, the Defense Acquisition University’s Advanced Program Managers Course,and Executive Program Manager’sCourse. He is Level III certified inprogram management and designatedas an acquisition professional officer.

Australia’s commitment

to the JLTV

program supports

the DAE’s direction

for a “robust”

TD phase that

will result in an

executable EMD or

production phase.

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Precision Acquisitions —Sharing the Lessons

of ExcaliburLTC Joseph S. Minus Jr. and Lu Ting

Security cooperation is an integral part of defense

acquisition. Through security cooperation, the

United States can strengthen relationships, bolster

interoperability with foreign nations, build the capacity

of our partners, mitigate risk during development of

systems, lower unit costs for the U.S. military, and sup-

port the American industrial base. Among the challenges

of working internationally is integrating a revolutionary

weapon system, such as the XM982 Excalibur 155mm

artillery projectile, into a foreign system.

PVT Corey Rodriguez, deployed with Charlie Co., 3rd Battalion (Bn), 321st Field ArtilleryRegiment (FAR), pulls the lanyard on the M777A2 during the first firing of the Army’snew GPS-guided Excalibur round in Afghanistan at Camp Blessing, Feb. 25, 2008. (U.S.Army photo.)

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The XM982 Excalibur program is an effective model for working bothinternational armaments cooperationand foreign military sales (FMS) pro-grams. It proves that through carefulplanning, international integration can be accomplished successfully.

BackgroundMany countries rely on artillery ratherthan aircraft for deep strikes, as artilleryis a more cost-effective means of deliv-ering firepower. Excalibur, which wasdeveloped for U.S. and Swedish can-non systems, offers an extended-rangeprecision capability that fills a key rolein extended area fire support. That iswhy, during the devel-opment of Excalibur,several countries ex-pressed an interest inthe precision-guidedcannon-fired projec-tile. The ExcaliburProgram Manager(PM) and the U.S.Army Armaments Re-search, Development,and Engineering Cen-ter (ARDEC) staffwondered if Excaliburcould be compatiblewith international weapon systems andsupport qualification and integrationinto other FMS programs.

As a successful international coopera-tive program, the XM982 Excaliburcombined the trajectory correctablemunitions (TCMs) of the Swedish Defense Materiel Administration(Försvarets Materielverk (FMV)) andthe Army’s low-cost competent muni-tions (LCCMs). The result was theonly artillery projectile that can hit itstarget with a circular error probabilityof less than 10 meters.

Excalibur is a very capable weapon sys-tem, but it is extremely complicated.

Integration with foreign systems notonly presents a technical challenge, butalso adds bureaucratic and communi-cation complications. To surmountthese challenges, the Excalibur PMand ARDEC developed processes thatspecifically support the internationalsales of XM982 Excalibur.

A Prime ExampleIn April 1996, FMV and ARDECheld an information exchange on indi-rect fire technologies. FMV presentedits research and development (R&D)program for TCM, and ARDEC pre-sented its LCCM technology program.The Swedish TCMs use 1-second

radar communica-tion to activate side thrusters andcorrect the trajectoryof a projectile inflight. The U.S.LCCMs employ afuze with automaticGlobal PositioningSystem (GPS) regis-tration that can accurately measuretrajectory through-out the flight.

Both FMV and the Army realized thepossible mutual benefit of leveragingthe two technologies and continuedinformation exchanges on these subjects. In May 1999, FMV andARDEC established a cooperativeR&D project arrangement (PA) onTCMs that would build upon FMV’sprogress and incorporate ARDEC’sguidance and control technologies.

Through this 3-year collaboration, theArmy and FMV not only benefitedfrom sharing technology, but also builta trusted partnership. In December2002, senior leaders of both defensedepartments, recognizing the benefitsof their shared technologies, approved

the merger of the TCM PA into theArmy’s Excalibur program, making Excalibur a U.S.-Swedish co-development project.

International CooperationMechanismsThe Excalibur program is a prime example of international cooperationbecause it illustrates the entire cycle of an effective collaboration: from information exchange, to cooperativeR&D and co-development, to staffingfor cooperative production. In this instance, collaboration began with information exchanges under the auspices of a subject-specific informa-tion exchange agreement (IEA) annexto a master information exchange pro-gram memorandum of understanding.

The IEA annex provided the mecha-nism for an orderly exchange of technical information between DODR&D establishments and their foreigncounterparts. The objective of an information exchange is to identify opportunities for cooperative R&Dand establish a cooperative R&D PA,which has a clear funding commit-ment and delineated phased schedule,with cost breakdowns, work break-down structures, work-share plans, and deliverables associated with eachphase. A PA also has a definite exitstrategy and a plan for either transi-tioning into other Army technologybase projects or into the system devel-opment and demonstration phase ofan acquisition program.

FMS Process Excalibur FMS also proved successfuland provided an additional set of lessons learned. After supporting several Excalibur FMS to U.S. allies,the Excalibur PM noticed many of the steps that drive international salesare similar: information exchange, theFMS process, compatibility test plan,

As a successful

international

cooperative program,

the XM982 Excalibur

combined the TCMs

of the Swedish

Defense Materiel

Administration and

the Army’s LCCMs.

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qualification plan, integration plan,and training strategy. The PM andARDEC now work closely with theU.S. Army Security Assistance Com-mand and the Deputy Assistant Secre-tary of the Army for Defense Exportsand Cooperation to educate the entireintegrated product team and partnercountries to address these critical steps.

While the FMS process is well defined,specific activities must be tailored foreach country and weapon system. Thelessons learned from Excalibur’s for-eign sales effort can be applied to anyinternational sale of a complex system.For success, the PM must focus on keydrivers and set proper expectations, develop well coordinated plans, andsuccessfully introduce the new capabil-ities to potential acquiring nations.

The timeline for developing the requirements for an FMS case is long,so the United States and the partner-ing country must set realistic scheduleexpectations. The United States cannotbegin work, or even order test hard-ware, until both an FMS agreementand funding are in place. After puttingan information exchange mechanismin place, the PM could begin detaileddiscussions regarding the specific requirements of the Excalibur’s sale.When putting an FMS request to-gether, the PM must address two mainissues: compatibility and qualification.Once the FMS case is approved andfunded, the PM can plan and executethe compatibility test plan.

Compatibility Test PlanThe Excalibur PM and each respectivepartner nation jointly developed a testplan to determine if Excalibur is com-patible and safe to use with the foreigncannon system. ARDEC developed ageneric compatibility test plan that canbe tailored for each specific FMS case.The plan is based on the risks, concerns,

or requirements of a particular nationor military service as follows:

• Ammunition storage and handling• Initialization and fuze setting• Technical fire control• Ramming• Interior ballistics• Intermediate ballistics

The compatibility test results providedata to address those concerns and tocomplete a risk assessment for contin-uing on to qualification. Once theteam is comfortable with the level of compatibility, qualification testingcan begin.

Qualification Test Plan The next step is to agree on the datarequired to support qualification. Thepartner nation typically has its ownsafety boards, which require test resultsdata. Although the Excalibur PM fol-lows the International Test OperatingProcedures during developmental testing, each countrymust determine whatdata and testing willmeet its particular requirements.

Excalibur has manysources of test data,from historical tests tomodeling. Each FMSpartner nation mustdetermine if it can usethe historical data, or ifnew tests are requiredto satisfy its safetystandards and require-ments for materiel re-lease. With differenttechnical terminology,metrics, and measures,misunderstandings arecommon at this stage,even among English-speaking countries.

Once the qualification plan is final-ized, the team amends the FMS case,if necessary, and includes test hardwareand U.S. support. Such qualificationefforts are important to support a part-ner nation’s investment.

Integration Plan Even as a partner nation begins planning for compatibility and qualifi-cation, it must plan for the greatestchallenge — integration. Integrationefforts require significant planning foran acquiring nation. The introductionof precision munitions often meanschanges to doctrine, training, technicalfire control systems, and forward observer equipment. For example, theadoption of Excalibur and use of theU.S. Army’s Advanced Field ArtilleryTactical Data System by the AustralianDefence Force meant changes to themethod Australian soldiers use for calculating a fire mission’s direction.Shifting from Australia’s use of bearing(degrees) to the U.S. artillery standard

SSG Darius Scott (left) watches SSG Jamare Cousar, Charlie Co., 3rdBn, 321st FAR, use the Enhanced Portable Inductive Artillery FuzeSetter to program the proper grid coordinates into the Army’s new GPS-guided Excalibur round before the very first fire of the round inAfghanistan at Camp Blessing, Feb. 25, 2008. (U.S. Army photo.)

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directional measurement (mils) resultedin changes to Australia’s equipment,artillery doctrine, and training system.

Accordingly, a partnering nation mustunderstand and plan for how Excaliburwill affect its other national systems. Adedicated team mustspearhead the integra-tion. At this step, theUnited States can offeradvice, but success depends on the acquir-ing nation’s efforts.

Training Strategy The final driver of asuccessful FMS pro-gram for a weapon sys-tem such as Excaliburis a training strategy.An effective strategymust address integratingthe precision munitioninto existing artillerysystems. Partner nations should takefull advantage of the experience ofU.S. trainers and training systems during this stage.

Developing a training strategy for arevolutionary system is no trivial task.If the partner nation wants the United

States to develop training plans or use American trainers to conduct thetraining, the strategy must clearly de-scribe the scope and responsibilities for each participating nation. The U.S.trainers must understand the currentsystems of the acquiring nation as well

as proposed futuresystems. Under-standing the scopeof the training willrequire several on-site visits and closecoordination withthe partneringcountry’s militaryschools. Successfultraining completesthe FMS, providingboth a revolution-ary new weaponsystem and the doc-trine and technicalskills to employ it.

The co-development of Excalibur bythe United States and Sweden andsubsequent sales to other nations illustrate the benefits that can accruefor the United States and its foreignpartners by leveraging foreign and U.S. technology. Successful integra-tion of that technology early in the

program using established processescan mutually benefit the United Statesand its allies.

LTC JOSEPH S. MINUS JR. is theExcalibur PM. He holds a B.A. in political science from Davidson College and an M.A. in informationmanagement from Webster University.Minus is a U.S. Army Command and General Staff college graduate and is Level III certified in programmanagement, test and evaluation, and information technology. Minus is a U.S. Army Acquisition Corps(AAC) member.

LU TING is the Chief of the Research,Development, and Engineering (RDECOM)-ARDEC InternationalOffice and manages the RDECOM-ARDEC International Armaments Cooperation and International Standard-ization programs. He holds a B.S. in metallurgical engineering and mate-rials science from National Cheng-Kung University, Taiwan, and an M.S. in materials science from the Universityof Notre Dame. Ting is Level III certi-fied in systems planning, research, development, and engineering and is an AAC member.

The Excalibur program

is a prime example of

international

cooperation because it

illustrates the entire

cycle of an effective

collaboration: from

information exchange,

to cooperative R&D

and co-development, to

staffing for cooperative

production.

The Archer Swedish Cannon System, pictured here, is the next generation of self-propelled artillery. (Photo courtesy of DefenceTalk.com.)

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Javelin Weapon System: International Participation — Past, Present, and Future

John “Kyle” Perkins

Javelin is the premier man-portable precision, fire-and-forget

medium-range missile system in the world. Designed to take the

fight to the enemy, the compact, lightweight Javelin is ideally

suited for 1-Soldier operation in all environments. It is the first

shoulder-fired, fire-and-forget anti-tank missile fielded to the U.S.

Army and U.S. Marine Corps (USMC), replacing the M47 Dragon

anti-tank weapon system. Javelin’s unique top-attack flight mode,

self-guiding tracking system, and advanced warhead design enable

it to engage a broad spectrum of both conventional and irregular

threats, including tanks, bunkers, buildings, and vehicles. The Javelin

weapon system is notably distinguished as an acquisition because

of the cooperative engagement of international users and strong

life-cycle contractor support (LCCS).

LCpl Jed Bolyard, Weapons Co., 2nd Battalion (Bn), 25th Marine Regiment (25th Marines), Regimental Combat Team(RCT) 5, fires the Javelin missile during an exercise near Al Asad Air Base, Iraq, Dec. 8, 2008. The Javelin shoot wasone small part of a larger combined-arms exercise, which integrated traditional infantry elements with aviation,mortars, and several anti-armor systems. (USMC photo by CPT Paul Greenberg, RCT 5, 1st Marine Division(MARDIV) Public Affairs.)

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The Weapon System Javelin’s two major modular compo-nents are a reusable command launchunit (CLU) and a missile sealed in adisposable launch tube assembly. TheCLU’s integrated day/night sight pro-vides target engagement capability inadverse weather and countermeasureenvironments. The CLU is also usedfor stand-alone battlefield surveillanceand reconnaissance. The Javelin missileand CLU together weigh 49.5 pounds.Its fire-and-forget capability enablesgunners to fire and then immediatelytake cover, greatly increasing surviv-ability. Special features include a selectable top-attack or direct-fire

mode (for targets under cover or foruse in urban terrain against bunkersand buildings), target lock-on beforelaunch, and a very limited back-blastthat enables gunners to fire safely fromenclosures and covered fighting posi-tions. The Javelin’s maximum range exceeds 2,500 meters. Training devicesinclude a missile simulation round ordrill round (used during training exer-cises), an indoor missile system basicskills trainer, and an outdoor Javelinfield tactical trainer.

The Javelin System Block I upgradenow in production provides a morelethal warhead; increases detection,

recognition, and identification range;and reduces the missile flight time tothe target. The Block I CLU includes a new afocal with increased magnifica-tion, more computer resources, andenhanced embedded maintenance capability. The Block I missile has anew flight motor and warhead that in-creases the missile range, shortens thetime of flight, and increases lethality.

LCCSThe Javelin system is unique becausethe contractor provides LCCS. JavelinLCCS has resulted in CLU operationalreadiness rates well over 90 percent forthe Army. It has also resulted in an

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unprecedented turnaround time of less than 10 days for logistics supportof training devices. The Raytheon Co.-Lockheed Martin Javelin jointventure has received numerous logisticsawards, such as the 2006 Defense Logistics Award, Contractor-MilitaryCollaboration of the Year, the Lock-heed Martin Logistics Facility Awardfor Excellence, and, in 2007, the Mission-Critical Enterprise SystemsCustomer Service Award.

International SalesDuring early development and field-ing, exporting the Javelin system wasdifficult because of its portability andlethality. Several preconditions, such aspurchases confined to foreign militarysales (FMS) and special terms and con-ditions regarding the system’s storageand security, were set to limit Javelinsystem exportation. Over the years, export barriers have been addressedwith individual countries, and Javelinhas been purchased by 11 countries

through FMS and hybrid FMS-directcommercial sales arrangements. Thesepurchases are valued at almost $1 billion. Also, another 6 nations areconsidering theJavelin system at an estimated salesvalue of more than$600 million.

The initial Javelinexport sales weresmall and did notplay a major role in Javelin systemproduction. How-ever, within the lastfew years, FMS pur-chases have helpedto avert gaps in theJavelin productionline and minimize future procurementcosts for DOD by millions of dollarsin requalification costs and loweredoverall unit costs. As more countries

add the Javelin system to their inven-tories, numerous spinoffs from inter-national customers have resulted innew hardware developments, such as

a larger CLU afocal, an outdoor trainer, a remote weapon station,indoor trainers, tripods,and training rounds.

International Cooperation and Future CapabilitiesRecently, there havebeen several major developments in Javelin internationalgrowth. One was theimplementation of an FMS case in July2007, which allowed a Javelin system user

to participate in future Javelin weaponsystem research and development ini-tiatives with the Close Combat Missile

Javelin’s unique top-

attack flight mode,

self-guiding tracking

system, and advanced

warhead design enable

it to engage a broad

spectrum of both

conventional and

irregular threats,

including tanks,

bunkers, buildings,

and vehicles.

LCpl David Fuertes, Weapons Co., 2nd Bn, 25th Marines, RCT 5, fires the Javelin missile during an exercise near Al Asad Air Base, Iraq, Dec. 8, 2008. (USMC photo byCPT Paul Greenberg, RCT 5, 1st MARDIV Public Affairs.)

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Systems (CCMS) Project ManagementOffice (PMO). This FMS case allowedthe CCMS PMO to initiate, investi-gate, and determine the feasibility offuture Javelin product improvements.Among the developments being inves-tigated are improve-ments in the network-ing, precision terminal guidance(man-in-the-loop), increased range (focalplane array and guid-ance electronics unitimprovements), em-bedded training, and amultipurpose warhead.

Another major devel-opment in the Javelininternational arenawas the approval of anew Javelin exportpolicy in the spring of2007. This policy allowed the creationof a Javelin Systems InternationalGroup (JSIG), which provides a forumfor all Javelin users to meet and discussJavelin-related issues and share the

latest product information. The JSIG’sinaugural meeting was held in Or-lando, FL, Feb. 5-7, 2008. Interna-tional Javelin users were briefed on the program’s status; Javelin Block Isystem improvements; and other users’

experience with de-ployment, system reliability, and con-tractor logistics support. The U.S.Army Training andDoctrine Command(TRADOC) capabil-ity manager alsobriefed internationalusers on the Army’sfuture requirementsfor Javelin. At the meeting, the JSIGparticipants had anopportunity to givethe TRADOC sys-tems manager their

input on potential future requirements.Some of those future capabilities in-clude networked cooperative engage-ment, precision terminal guidance, beyond-line-of-sight firing, multipurpose

enhanced lethality, extendedrange, and embedded training.

The highlight of the JSIGconference was a presentationon Javelin opportunities bythe Chief of Policy for theDeputy Assistant Secretary ofthe Army for Defense Exportsand Cooperation (DASA(DE&C)). The presentationoutlined a new dynamic ap-proach that would allow theU.S. Army to collaborate andshare technology with Javelinsystem users worldwide. Thepresentation highlightedDASA(DE&C)’s support tofocus on capability improve-ments across the board andpartner with foreign industry,

and its commitment that all initiativesby Javelin system users worldwide willbe considered.

The JSIG conference closed with theU.S. Army stating its desire to pursuefuture cooperative Javelin developmentwith international partners. It is clearthat the Javelin system has progressedgreatly from its nonexportable begin-ning to a missile system that is success-fully being deployed by the Army, theUSMC, and many of our allies.

JOHN “KYLE” PERKINS is anArmy International Program Manage-ment Specialist working for the U.S.Army Aviation and Missile CommandSecurity Assistance Management Directorate and is collocated with the Program Executive Office Missilesand Space’s CCMS PMO. Perkinsholds a B.B.A. in management fromTexas A&M University Corpus Christiand a B.S. in accounting from AthensState University. He is Level I certifiedin program management.

Within the last few

years, FMS purchases

have helped to avert

gaps in the Javelin

production line and

minimize future

procurement costs for

DOD by millions

of dollars in

requalification costs

and lowered overall

unit costs.

LCpl Jed Bolyard (right) and SSgt Terrance James withdraw from their firing position after a successful Javelin missilefire during an exercise near Al Asad Air Base, Iraq, Dec. 8, 2008. Bolyard and James are both with Weapons Co., 2ndBn, 25th Marines, RCT 5. (USMC photo by CPT Paul Greenberg, RCT 5, 1st MARDIV Public Affairs.)

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FCS Multinational Network InteroperabilityExperimentation — Tactical Coalition

Interoperability Concepts and SolutionsMAJ Troy Crosby, Charlene Deakyne, Gerardo Di Dio, and Scott Schnorrenberg

The Future Combat Systems (FCS) program is the U.S. Army’s promise to provide

Soldiers with the best equipment and technology as soon as practicable. FCS is

not just a technology development program; it is the development of new brigade

combat teams (BCTs). These new brigades — with more infantry, better equipment, and

unmatched situational awareness (SA) and communications — will change the way the

Army fights.

Army Evaluation Task Force Soldiers test FCS technologies during a demonstration. (FCS(BCT) photo.)


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The heart of the FCS(BCT) is its net-work. With its logistics and embeddedtraining systems, the FCS networkconnects 14 different systems, enablingSoldiers to perceive, comprehend,shape, and dominate the future battle-field at unprecedented levels. The network is a layered system of comput-ers, software, radios, and sensors — all interconnected with each variant in the FCS(BCT). There are five net-work layers: sensor/platform, applica-tion, services, transport, and standards.These layers provide diversity in wave-form, frequency, and environment to ensure multiple paths are availableto transport data. When a layer of FCScommunication becomes unavailablebecause of increased range, obstruc-tions, etc., the next best layer is selectedto support connectivity, providingseamless information delivery.

The capability for vertical and hori-zontal information exchange is vital if network operators are to maintaindata currency and receive and thendistribute pertinent intelligence to acommander and staff. This capabilityalso maximizes flexibility to exchangedata from various U.S. and multina-tional sources. Toward that end, theFCS program entered into bilateralmemorandum of understanding (MOU)agreements with the United Kingdom(U.K.) and Australia, and recently rati-fied an MOU with Canada. The FCSprogram also has a Five Powers net-centric project arrangement (5P-NC-PA) with the four other 5P nations:the U.K., Germany, Italy, and France.

The FCS Joint Interagency Multina-tional Interoperability (JIMI) teamworks with joint and coalition partnersto understand their network migrationstrategies and negotiate a suitable approach to interoperability. The FCS JIMI team also participates invarious joint experiments to ensure

both intra-agency and multinationalinteroperability across network layers.Each experiment must meet certain assessment objectives to ensure that its intended and threshold levels ofsystem interoperability are achievedand demonstrated in a live environ-ment with current system software and hardware.

Multinational interoperability experi-ments provide high payoff in the formof knowledge, insight, and under-standing of the FCS program develop-ment and execution. Early explorationof interoperability capabilities and development of requirements will improve the functionality of systems.

Multinational InteroperabilityWith the U.K.In December 2004, the U.S. and U.K.signed the Land Battlespace SystemsMOU. Under that MOU’s authority,the FCS(BCT) program manager(PM) established a bilateral command,control, communications, computers,intelligence, surveillance, and recon-naissance (C4ISR) interoperability PAto deliver significant improvements inC4ISR capability and interoperabilitythrough a 2-phased program. The PA established a comprehensive andfocused framework for determiningand implementing tactical C4ISR interoperability between the U.S.Army and U.K. Joint Forces (Armyand Royal Marines).

Phase one was a systematic review of planned U.S.-U.K. C4ISR inter-operability to assess options for improvement. Phase two, which is currently underway, completes U.S.-U.K. program planning to deliver improved interoperability across allU.S. and U.K. defense lines of devel-opment. The experiments in phase two will evaluate the delivery of capa-bilities defined during phase one and

develop the interoperability require-ments for current U.S. and U.K. programs of record.

Multinational InteroperabilityWith AustraliaIn July 2006, FCS(BCT) entered intoan MOU with Australia in the area ofland forces capabilities modernization.Under that MOU’s authority, a futureforce networks interoperability PA between the U.S. and Australia wassigned in the third quarter 2008 to en-able C4ISR interoperability and inte-gration between U.S. future forces andAustralian land forces in a combinedand joint environment. The PA alsosupports integrated coalition opera-tions in the network-centric paradigm.

The U.S.-Australia agreement focuseson the development and implementa-tion of Future Force interoperability solutions by aligning ongoing actionswith planned studies and experimenta-tion. The first phase, which began inthe fourth quarter 2008, is evaluatingthe network platform and Soldierwaveforms, battle command applica-tions, and middleware systems. Secondphase plans include using U.S. FCSradio-programmable capabilities aspart of Battle Communications System(Land) development.

Multinational InteroperabilityWith the 5P The Deputy Assistant Secretary of the Army for Defense Exports and Cooperation is the proponent for a 5P senior national representative(Army) MOU with the U.K., Italy,France, and Germany. Under thatMOU’s authority, the FCS(BCT) PMdeveloped a net-centric interoperabilityPA. The objectives are to enhanceC4ISR interoperability among the participating nations’ ground forcesthrough synchronization and align-ment of net-centric migration plans;

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to increase interoperability withinNATO by establishing net-centric operational concepts, service specifica-tions, and technology standards; and toleverage ongoing and planned nationaland multinational (NATO, Multina-tional Interoperability Program, etc.)analyses, studies, modeling and simula-tion efforts, and experimentation tothe maximum extent possible. The 5P-NC-PA’s 3-year plan is to com-plete system alignment and concept-of-operations documentation and experimentation to define brigade-and-below interoperability.

SEELEXThe Systems Engineering and Experi-mentation Lab Experiment (SEELEX)events used a mix of high-fidelityC4ISR system simulations, real-timemodels, real systems with computer-generated force, and comprehensiveanalysis and reporting tools. SEELEX5, the latest in the SEELEX series andconducted in January 2007, investigatedbrigade to brigade-and-below-brigadeinteroperability using a range of directpoint-to-point options to inform interimtransformation capability options. U.S.and U.K. systems were fully integratedto support the operational construct,waveform simulation, and bidirec-tional SA message exchanges across

echelons in both the Current and Future Force brigade structures.

SEELEX 5 established the frameworkfor future bilateral U.S.-U.K. C4ISRinteroperability experimentation. Themultinational experimentation teambroke new ground through the inte-gration of required message exchangemodels, providing an accurate exchangeof all message sets. The combined in-formation path for blue and red SAmessages transported through variouswaveforms and computer informationsoftware infrastructures provided anexcellent first look at the complexitiesand capabilities associated with U.S.-U.K. interoperability solutions.

Coalition Warrior Interoperability Demonstration (CWID)The CWID is the Chairman of theJoint Chiefs of Staff annual event en-abling discovery and investigation ofC4ISR solutions that consider relevantand timely objectives for enhancingcoalition and combatant commanderinteroperability and information shar-ing. The CWID focuses on net-centricsolutions to identified C4ISR gapsthat the traditional DOD acquisitionprocess is not addressing.

The FCS interoperability trial forCWID 08 supported the goal to improve a coalition and Joint C4ISR architecture. It focused on SA data exchange, collaborative operations (including chat and white-boarding),and network fire missions between the FCS System-of-Systems CommonOperating Environment (SOSCOE)middleware and battle command sur-rogates and the U.K. land commandand control information system(LC2IS). This involved investigatingthe Web-based interoperability be-tween U.S. and U.K. land forces.

Successful FCS participation in CWID08 provided detailed technical feed-back to the FCS lead systems integra-tor — feedback that can be applied tothe development of future SOSCOEand battle command products. TheU.K. experimentation team also collected valuable information for improving their LC2IS. The CWID08 was the first step in evaluating net-work fires missions. It will serve as abaseline for future experimentation and cooperation between FCS and theU.K. acquisition organizations.

Multinational Experiment(MNE) 2.0Although peripheral planning and in-tegration activities of the MNE 2.0 —the most recent MNE (conducted dur-ing the fourth quarter 2007) — werecompleted virtually, the main experi-ment was conducted out of the FCSNetwork Analysis and Integration Labo-ratory (NAIL) at Fort Monmouth, NJ.The aim was to exchange position lo-cation information (PLI) with strategicreachback to the U.S. Mission Manage-ment Center using a service-orientedapproach, tactical-level (battalion-to-battalion) message exchange over theU.S. Joint Tactical Radio System (JTRS)-U.K. Bowman High-Capacity DataRadio gateway, collaborative planning,

Soldiers review their screens at a Non-Line-of-Sight Cannon demonstration at the Pentagon in June 2008. (U.S.Army photo.)

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and brigade-to-brigade voice-over-Internet-protocol modeling over theU.S. Army’s Joint Network Node/Warfighter Information Network-Tactical (WIN-T) to U.K. Ministry of Defense’s Skynet 5 and FALCON.MNE 2.0 analyzed the end-to-endperformance of this complex exchange,including cross-domain security solutions and overall network qualityof service.

MNE 2.0 successfully demonstratedthat using a Web services approach toPLI message exchange improved per-formance and collaborative planningenhancements could increase functional-ity and lower bandwidth requirements.Improvements were also demonstratedby moving the cross-domain solutionto a U.S. tactical point of presence, allowing direct information exchangeacross domains. While the focus ofthis experiment was interoperabilityfor bilateral collaborative operations,the experiment’s conclusions have been relevant to information exchangebetween any logically distinct but in-terconnected information domains.

MNE 3.0MNE 3.0 will be executed as part of the partnership between the JointProgram Executive Office JTRS, the

U.K., and FCS. MNE 3.0 planning isunderway, with execution scheduledfor the second quarter 2009.

The experiment will be conducted atNAIL in a closed-network environ-ment using actual hardware. TheMNE will test the exchange of SA information through the JTRS-Bowman link and explore configura-tion management, message exchangeand translation, and mission manage-ment load for that gateway. The servicecapabilities to exchange basic commandand control, targeting, and voice data will be evaluated using the WIN-T-to-FALCON link. MNE 3.0 will be an opportunity to evaluate ways toreduce risk for U.S. JTRS and U.K.Bowman programs.

Over the past few years, the FCS pro-gram team has worked diligently withour multinational partners to identifyareas for experimentation within theC4ISR arena, and it continues to buildupon the results of each test. Participa-tion in PAs and experiments providean early opportunity to investigate andassess interoperability of FCS platformsand network products with productsbeing developed by our coalition part-ners. The PA participants maintainclose relationships with all stakeholders

within their country, with the goal of aseamless coalition battlefield. All thingsconsidered, multinational network in-teroperability experimentation providestactical coalition interoperability con-cepts and solutions that will increase thecommunication capabilities of FCS and,ultimately, the safety of our warfighters.

MAJ TROY CROSBY is a Joint Assis-tant PM at the FCS(BCT) JIMI ProductOffice and the lead for Joint and MNEefforts. He holds a B.A. in business administration from James MadisonUniversity, an M.B.A. from WebsterUniversity, and an M.S. in informationsystems technology from The GeorgeWashington University. He is a U.S.Army Acquisition Corps member withLevel II certifications in program man-agement and information technology.

CHARLENE DEAKYNE is a defensecontractor working for the FCS(BCT)JIMI Product Office supporting Joint andMNE efforts. She holds a B.S. in math-ematics from the University of Alabamaand an M.S. in computer science fromthe University of Alabama-Huntsville.

GERARDO DI DIO is a defense contractor working for the FCS(BCT)JIMI Product Office supporting Jointand MNE efforts. He holds a B.A. inelectrical engineering and an M.S. incomputer science from Fairleigh Dick-inson University. He has more than 20years’ experience in systems engineer-ing and research and development indefense contracting, telecommunica-tions, medical instrumentation, andengine electronic systems.

SCOTT SCHNORRENBERG is a defense contractor working for the FCS(BCT) JIMI Product Officesupporting Joint and MNE efforts. He holds a B.A. in psychology fromAuburn University.

During the Preliminary Limited User Test, a Soldier uses FCS Spin Out capabilities, including the network,to execute cordon and search and urban defense missions in a desert environment against conventionaland insurgent adversaries operating among a civilian population. (FCS(BCT) photo.)

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U.S. Army Research, Development, and Engineering Command’s Armament

Research, Development, and Engineering Center (RDECOM-ARDEC) — Leveraging

Foreign TechnologiesLu Ting

International cooperation in defense acquisition is mandated by

DOD policy. According to DoD Directive 5000.1, acquisition

program managers must “pursue international armaments co-

operation to the maximum extent feasible, consistent with sound

business practice and with the overall political, economic, tech-

nological, and national security goals of the United States.” One

objective of that pursuit is the leveraging of foreign technology.

By leveraging the technology of our allies and strategic partners,

DOD can develop the capabilities our warfighters need within a

shortened acquisition cycle and at a lower cost.

Soldiers from the 2nd Battalion (Bn), 8th Field Artillery (FA), 1st Brigade, 25th Infantry Division (ID), fire an M777A2Howitzer Oct. 2, 2008. The calibration took place at Camp Buehring, Kuwait, and was the last requirement for theStryker Brigade Combat Team (BCT) to complete before heading into Iraq. (U.S. Army photo by PFC Alicia Torbush.)

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A Lightweight Towed HowitzerPossibly the best known and most successful examples of leveraging for-eign technologies are the Excalibur155mm Precision-Guided ExtendedRange Artillery Projectile, which has been described in an article onPage 16, and the M777 Lightweight155mm Howitzer, which was based onforeign technologies in the beginningof its development.

In the early 1990s, in response tochanges in the U.S. defense strategy —from a forward-based strategy to one

of power projection — the U.S. Armyinitiated the Advanced Towed CannonSystem project to develop a lighterweight towed howitzer. At the time,the U.S. Marine Corps (USMC) wasalso looking for a replacement for theM198, which is too heavy for strategicand tactical deployment. In October1993, the Army and USMC signed amemorandum of agreement to Jointlydevelop a lightweight howitzer; and in1995, a Joint operational requirementsdocument was approved by both services. Meanwhile, in the UnitedKingdom (U.K.), privately funded

development, trials, improvement, anddemonstrations were already underwayfor lightweight field howitzers with amaximum weight of 4,000 kilograms.

In the hope to preclude the researchand development (R&D) reinventing,the Army and USMC Joint ProgramOffice conducted a competitive shoot-off to evaluate existing howitzers, with the winning candidate enteringdirectly into engineering and manufac-turing development (EMD). Threeguns participated in the shoot-off and two of those were from the U.K.:

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the ultra-lightweight field howitzer(UFH) of Vickers Shipbuilding andEngineering Ltd. (VSEL) and RoyalOrdnance’s light towed howitzer.

Both British howitzers advanced to thesecond round of shoot-off; however, inthe end the VSEL UFH stood out andwas awarded an EMD contract. In1999, VSEL was merged into BAESystems, which remains until todaythe prime contractor for productionand post-production logistics supportfor this new howitzer.

Nonaircraft-Grade TitaniumAlloysThe new howitzer uses titanium alloysextensively to reduce weight, but thetitanium alloys and manufacture of the titanium components posed majortechnology challenges. To ensure thetransfer of technology and know-howfrom the U.K. to the U.S., the acquisi-tion strategy included a pilot produc-tion to produce the final two EMDhowitzers in the United States.

Titanium is a major cost driver for thenew howitzer. Despite its superiorstrength-to-weight ratio and corrosionresistance, titanium is limited for mili-tary armaments and platforms applica-tions because of high cost. To overcomethis restriction, RDECOM-ARDEC,with the support of the Army’s ForeignTechnology (and Science) AssessmentSupport (FTAS) program, is currentlyevaluating a specific foreign technol-ogy that can produce nonaircraft-gradetitanium ingots suitable for militaryapplication, but at a lower cost.

The FTAS program was initiated in2005 by the Deputy Assistant Secre-tary of the Army for Research andTechnology (DASA(R&T)), the DASAfor Defense Exports and Cooperation(DE&C), and the RDECOM Com-mander, to fund the assessment of

emerging foreign technologies foundby the RDECOM international tech-nology centers (ITCs). The Army’sITCs provide the critical link betweenthe U.S. technology developers andforeign academia, industry, and gov-ernment labs.

Gunfire Detection Systems(GDS)Excalibur and the new lightweighttowed howitzer leveraged foreign

technologies from the begin-ning and ran through the entire acquisition cycles.

However, leveraging with the goal of rapid

fielding can occurwithout an EMD.

In 1999, to counter sniper fire during operations in Bosnia and Kosovo, U.S.forces urgently needed a gunfire detec-tion and localization capability. Aftersurveying available technologies forrapid fielding, RDECOM-ARDECand the RDECOM Army ResearchLaboratory proposed to the U.S. Spe-cial Operations Command (SOCOM)a foreign comparative testing (FCT)project to evaluate a French acousticGDS: PILAR™. PILAR senses andanalyzes the acoustic waves from gun-fire to provide the relative azimuth, elevation, and range of small- andmedium-caliber weapons.

PILAR performed well during FCTand subsequent evaluations. Urgentfielding and deployment of PILAR wasauthorized in the third fiscal quarter2003, and 10 units each of the fixed-site (FS) and vehicle-mounted (VM)variant were deployed to Iraq for useby the 101st Airborne Division.

Soldiers from B Battery, 2nd Bn, 11th FA Regiment, 2nd Stryker BCT, 25ID, prepare to fire the M777A2Lightweight 155mm Howitzer Jan. 2, 2008, at Camp Taji, Iraq. (U.S. Army photo by SFC Christina Bhatti.)

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SOCOM approved the Milestone Cand fielding and deployment release inMay 2005 as M1 FS GDS and M2VM GDS. Since then, more systemshave been delivered to both SOCOMand the Army in Iraq and other the-aters. Soldiers named both systemsamong the Army’s Top 10 Greatest Inventions of 2005.

Remote Weapon Stations(RWSs)GDS can be linked to an optical pan-and-tilt device that automaticallypoints a day or infrared camera towardthe sniper’s position. For M2 VMGDS, it can be linked to an RWS andcan help the Stryker vehicle commanderto slew the weapon to that positionand use the RWS’s onboard day andnight cameras to identify the target before engagement.

The Army’s main RWS programs areother examples of leveraged foreigntechnologies. Stryker vehicles havebeen equipped with the Norwegian-developed M151 Protector RWS(Kongsberg Defence and Aerospace)since 2003. A variant of M151 Protec-tor won a 2007 contract to deliver6,500 XM153 RWS systems for theArmy’s multivehicle weapon-mountingand control system Common Re-motely Operated Weapon Station(CROWS) II program.

The Protector RWS consists of a stabi-lized weapon station that can mount a variety of small- and medium-caliberweapons. RWS systems offer full, in-hullprotection for the crew, much betterfire-on-the-move capability, and theability to use the RWS’s advanced sen-sors at night or in obscured conditions.

Low Vulnerability ArtilleryPropellantsAlthough rapid transition into anEMD phase or fielding is the most

cited outcome for the leveraging offoreign technologies, leveraging effortsmore often start in the earliest stage ofacquisition — the Technology Basephase. Foreign technologies help ad-vance or expand the U.S. TechnologyBase where we are lagging or lack thefunding for that specific R&D. Goodexamples are the cooperative projectson the R&D of low vulnerability(LOVA) artillery propellants with Japanand the insensitivehigh-energy densityenergetics with theRepublic of Korea.

During the 17thU.S.-Japan Systemsand TechnologyForum (November1995), which on theU.S. side was headedby the Office of theUnder Secretary ofDefense for Acquisi-tion, Technology, andLogistics (OUSD(AT&L)), Interna-tional Cooperation,Japan proposed cooperation on theR&D of LOVA artillery propellants.Japan’s proposal was based on the concept to use an energetic bindercalled cellulose acetate nitrate (CAN),instead of a nonenergetic binder, to increase the energetic output and, at the same time, to use CAN to replace some of the high-energy ener-getic filler such as RDX, to lower thesensitivity of propellants.

A series of CAN compounds had beenmanufactured in Japan since 1992.Japan proposed to offer various CANsamples in exchange for different U.S.plasticizers so that both sides could in-dependently design and fabricate a fewenergetic formulations with JapaneseCAN, U.S. plasticizers, and commonRDX fillers and stabilizers, and then

test for vulnerability, energy, erosivity,combustion, and aging characteristics.RDECOM-ARDEC accepted the proposal in 2000 and signed a cooper-ative R&D memorandum of under-standing with the Technical Researchand Development Institute (TRDI) of the Japan Defense Agency. It was a 4-year program and, at the end, bothcountries leveraged each other’s tech-nologies; gained mutual trust and

respect; and under-stood each other’splans, programs, andapproaches for insen-sitive energetics R&D.

As a follow up, in2005, Japan TRDIsent a scientist work-ing on the CAN toRDECOM-ARDECas an exchange scien-tist under the Engi-neer and Scientist Exchange Program(ESEP). The OUSD(AT&L) and DASA(DE&C)-run ESEP

has been a very fruitful mechanism for leveraging foreign technologies for RDECOM-ARDEC. During her1-year assignment at RDECOM-ARDEC, the Japanese exchange scien-tist experimented with a new type of calorimeter. Followed by anotherexchange engineer from a differentcountry, RDECOM-ARDEC now has a new capability for aging surveil-lance of a specific group of propellants.

Insensitive High-Energy Density EnergeticsWhile the LOVA cooperative projectled to further leveraging of foreigntechnologies through ESEP, the ESEPwill also lead to a follow-on coopera-tive R&D project. For example, a Korean scientist from the energeticslaboratory of Korean Agency for

RDECOM-ARDEC,

with the support of

the Army’s FTAS

program, is currently

evaluating a specific

foreign technology

that can produce

nonaircraft-grade

titanium ingots suitable

for military application,

but at a lower cost.

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Defense Development (ADD) sent toRDECOM-ARDEC in 1997-1998under ESEP earned such respect forhis knowledge and skill in the synthe-sis of energetic materials that the U.S.initiated a cooperative R&D projectwith Korea on the design, synthesis,test, and evaluation of various novelenergetics molecules.

Korean ADD has great capabilities in the theoretical calculation of ener-getics properties, modeling, and syn-thesis of novel energetics molecules;RDECOM-ARDEC has a wealth ofexperience in the R&D and scale-upof novel energetics. The cooperative 5-year project narrowed down the poolof promising energetics candidates,with reduced sensitivity but withoutdegradation in performance.

In 2004, this cooperative project was extended to complete the study on several promising polynitro poly-aza heterocyclic compounds. The 3-year extension will investigate the alternate synthesis routes to improve

yields, the scaling up processes, andthe formulations of energetics withthese compounds.

As a result of this project, RDECOM-ARDEC scientists recently designedand successfully synthesized a fewnovel melt-cast explosive ingredients.This material has higher energy com-pared to TNT and Comp-B, which areused in artillery and mortar shells, re-spectively. In addition, the project haselicited theoretical models for a-prioriprediction of the densities and sensitiv-ities of compounds. This has allowedRDECOM-ARDEC scientists to con-centrate on the synthesis of new com-pounds that are predicted to havehigher performance and lower sensitivity.

The Challenge International cooperation is an integralpart of the acquisition program, andthe leveraging of foreign technologiesis the underlying objective of that co-operation. By leveraging foreign tech-nologies, the U.S. Army’s internationalcommunities have been able to help

acquisition managers develop or acquire the required capabilities,shorten the acquisition cycle, andlower acquisition cost. Past programshave made great contributions; how-ever, in light of the ever-changingwarfighting environment, and with the rapid advancement of technologyand ubiquitous technology sources,how to effectively and efficiently lever-age foreign technologies remains anenormous challenge.

LU TING is the Chief, RDECOM-ARDEC International Office, andmanages the RDECOM-ARDEC International Armaments Cooperationand International Standardization pro-grams. He holds a B.S. in metallurgicalengineering and materials science fromNational Cheng-Kung University, Tai-wan, and an M.S. in materials sciencefrom the University of Notre Dame.Ting is Level III certified in systemsplanning, research, development, and engineering and is a U.S. ArmyAcquisition Corps member.

SGT Thomas Dieter, 688th Engineer Co., 890th Engineer Bn, monitors his CROWS from the protection of a Buffalo mine resistant ambush protected vehicle during aroute-clearance mission in Baghdad, Feb. 22, 2009. (U.S. Army photo by SSG Mark Burrell.)

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RDECOM has nine ITCs organized across three regions.The Atlantic regional office is in London, with twoITCs in France and Germany. The Pacific regional officeis in Tokyo, with two ITCs in Singapore and Australia.The Americas regional office is in Santiago, Chile,

with two ITCs in Canada and Argentina. Many ofthese offices are collocated with the U.S. Navy’s Of-fice of Naval Research and the U.S. Air Force’s Officeof Scientific Research. Collocation allows the Army toshare information and leads with its sister services.

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RDECOM ITCs

AMERICASRegional Center

(Chile)

ATLANTICRegional Center

(U.K.)

Atlantic-France

PACIFICRegional Center

(Japan)

Pacific-Australia

Americas-Canada

Pacific-Singapore

Atlantic-Germany

Americas-Argentina

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ARMY AL&T

Army Foreign Comparative Testing (FCT) Program

Karen M. Wilson

Thanks to the 7.62mm short-range training ammunition cartridge, the

Army has enhanced its live-fire training for small unit tactics at military

operation urbanized terrain sites and reduced the size requirements for

small-arms ranges. The cartridge, which was developed by SNC Technologies of

Canada, was a solution to bullets traveling beyond the standard target distances,

a problem that posed obvious safety issues. The 7.62mm cartridge is an example

of the success our military has had under the FCT program. More than 800,000

rounds have been produced for the Army’s inventory and the U.S. Navy has

fielded more than 800,000 rounds. The projected Army fielding date is in the

first half of 2009. Warfighters are anxious for the 7.62mm cartridge to be avail-

able through inventory and standard issue channel since it will greatly enhance

the capabilities of training facilities and meet deployment requirements.

After FCT qualification in 2002, the first two Buffalo mine-protected clearance vehicles were deployed in support of theIVMMD. (U.S. Army photo.)


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FCT is an important acquisition toolfor the Army. It takes advantage of existing technology developed by non-U.S. companies to get the bestequipment to our Soldiers quickly and cheaply. The FCT program alsohas a number of objectives beyond satisfying the immediate needs of pro-gram managers (PMs). FCT solutionshave reduced program risk, fosteredinternational relationships, enhancedstandardization and interoperability,and bolstered the U.S. industrial basethrough licensed production of foreignproducts within the United States.

Background and ProceduresThe Army FCT program’s mission isto test items and technologies (with ahigh-technology readiness level) of ourforeign allies and friends to determinetheir potential for satisfying Army requirements. FCT PMs look for candidates that save on cost and time(field rapidly), improve performanceover the current item, or solve an operational or tactical problem.

The program promotes the procure-ment of mature equipment and tech-nology, which reduces expenditures for research and development (R&D).FCT acquisitions can also lower pro-curement and operations costs (itemsalready in production can lower thecost) and support life-cycle savings,thus reducing risk for major acquisi-tion programs and accelerating thefielding of equipment needed by our warfighters.

The FCT program was congressionallyauthorized in 1989 as Title 10, UnitedStates Code, Section 2350a(g). TheFCT program is a consolidation of theformer Foreign Weapons Evaluation(1980-1989) and NATO ComparativeTest (1986-1989) programs. The newprogram focused on identifying andtesting equipment to get it quickly and

more cost-effectively to U.S. forces toimprove their readiness and safety.

The Army comparative testing teammanages and provides FCT programoversight. The team consists of fourcivilians and one contractor. In addi-tion to managing the program, theteam actively seeks candidate itemsthat could satisfy the existing require-ments of PMs. The comparative test-ing team is part of the U.S. Army Research, Development, and EngineeringCommand (RDECOM) HeadquartersSouth, Global Operations and SupportDirectorate, Fort Belvoir, VA. TheCommanding General (CG), U.S.Army Materiel Command, exercisesresponsibility for Army participationin the greater DOD FCT program,and that responsibility has been dele-gated to the RDECOM CG.

The Army team also manages the De-fense Acquisition Challenge (DAC)program, which proposes alternative or“challenge” proposals to existing DODacquisition programs. Much like theFCT program, the DAC challenge isto find an out-of-the box domestic so-lution (or foreign solution if foreigncandidates are included in the project)that would improve upon current per-formance or result in greater afford-ability, manufacturability, or opera-tional capability. DAC funds are pro-vided for test and evaluation (T&E) ofthe approved DAC proposals.

The Office of the Secretary of Defense(OSD) Comparative Testing Office(CTO) reviews and selects service orU.S. Special Operations Command(SOCOM) proposals per the FCTevaluation criteria and funding con-straints and notifies Congress of its in-tent to provide funding for T&E forthe new and continuing projects inthe coming fiscal year. Approved andfunded proposals become projects.

The sponsoring organization — eitherservice or command — conducts thetesting and procures items that meetthe set requirements. U.S. candidatecosts in FCT tests are funded by thesponsoring organization, as are allcosts for procurement and fielding.Projects are usually funded for 1 or 2 years.

Since its inception in 1980, the Army’sFCT and predecessor programs havesupported 195 projects with 22 coun-tries and procured 59 items from 12countries. Although OSD has pro-vided $215 million in T&E funding,the Army has avoided more than $3billion in R&D and T&E costs andreduced the average fielding time forprocured systems by 5 years.

Success StoriesOver the years, the Army FCT program has enjoyed the successfulqualification, procurement, and deployment of a wide range of equipment and material, includingsupport to our troops in Iraq andAfghanistan. The following are a few examples of that success:

The EAPS is an FCT program success story. Whenused on helicopters flying in dusty or sandyenvironments, the EAPS can significantly increaseengine life because it decreases erosion of enginecomponents. (U.S. Army photo.)

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Developed by Aleris of Germany, the aluminum alloy 5059 (AA5059)offers greater ballistic and blast protection for armored hull-type vehicles. Because it can be readilywelded and offers superior corrosionresistance, the alloy was an excellentcandidate material fora wide range of appli-cations. The Armyuses AA5059 in theRG-33 Mine Resis-tant Ambush Pro-tected (MRAP) vehi-cle that is deployed inIraq, and the alloy isbeing considered forother programs aswell. In addition toprotecting ourwarfighters, thelighter weight ofAA5059 meansgreater fuel economy and enhancedsystem performance, and the decreasedrate of corrosion lowers overall life-cycle costs. More than 2,000 RG-33MRAPs have been fielded.

The engine air particle separator(EAPS) for the CH-47 cargo helicopteris manufactured by Pall AeropowerCorp. of the United Kingdom (U.K.)at its U.S. location in New PortRichey, FL. The EAPS swirls engineinlet air at a high velocity to separate

particulate matter via centrifugal force.When used in dustyor sandy environ-ments, the EAPS cansignificantly increaseengine life because itdecreases erosion ofengine components,thus reducing enginerepair costs. TheEAPS currently in useis a “long can” designthat must be movedbefore engine mainte-nance or inspections.

The Pall Aeropower design is a “shortcan” that can remain in place duringmaintenance. The CH-47D and its replacement, the CH-47F, are flyingwith EAPSs. All CH-47s in Iraq are

now flying with the short can EAPS,which increases operational readinessand supports flight safety. There areapproximately 130 sets of EAPS deployed in Iraq and Afghanistan, inthe training pipeline, and/or assignedto both Active and Guard/Reserveunits for their training/operational use.Total inventory is approximately 200sets with more being procured. Manymore experienced pilots are flying with EAPS and less maintenance man-hours are being performed on the T-55 engine.

The Buffalo mine-protected clearancevehicle was developed by Denel-Mechem (South Africa) for mine-clearing operations, especially impro-vised explosive devices. The blast-resistant vehicle protects Soldiers andis in operation throughout Iraq. AfterFCT qualification in 2002, the firsttwo production units were deployed insupport of another FCT success, theinterim vehicle-mounted magneticmine detection (IVMMD) system.

22 Countries195 Projects

28 Years

FCT Funding Received — $215 million

The Army FCT

program has enjoyed

the successful

qualification,

procurement, and

deployment of a wide

range of equipment and

material, including

support to our troops in

Iraq and Afghanistan.

Figure 1. International Participation in Army FCT 1980-2008

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The GID-3 developed by Smiths De-tection (formerly Graseby Dynamics,U.K.) was selected to fulfill the auto-matic chemical agent detector alarm(ACADA) requirement and was firstprocured in 1998. The sensitive detec-tors of the GID-3 can remotely detectchemical agents, including nerve agentsthat the previous detector could not.The ACADA’s advanced power supplywas qualified by the FCT program be-cause of its improved reliability andsignificant weight reduction. ACADAis the standard detector for all Armyunits and is deployed worldwide. Italso protects domestic installations, including the Pentagon. The servicesliked the ACADA and it became theJoint Force’s standard chemical detec-tor. There were approximately 5,300ACADAs bought and fielded in FY07and approximately 1,000 in FY08. The ACADA has been replaced by the Joint Chemical Agent Detector in FY08 and beyond.

The Gun-Laying and Positioning System (GLPS) developed by Leica

Heerbrugg (Switzerland) significantlyimproves the capability of our warfight-ers to quickly and accurately positionand survey a battery of howitzers. Ituses a Global Positioning System re-ceiver with satellite input to provide a very accurate position and reducegun-laying time by more than one-third. GLPS is currently deployedthroughout Iraq. There are 511 sys-tems currently fielded and there havebeen no reliability issues reported todate. The GLPS is the primary systemthe Soldiers prefer to use for aligningtheir guns. It is currently manufac-tured by Vectronix in Virginia.

Standard Advanced Dewar Assembly(SADA) Type II and the One WattLinear Drive Cooler successfully qualified for the Army’s HorizontalTechnology Insertion program. SADAs,which offer optical improvement, weredeveloped by SOFRADIR of France;the One Watt Linear Drive Coolerswere developed by AEG Infrarot Modules of Germany. These items(with advanced second-generation

forward-looking infrared systems) provide unequaled day and night, all-weather capability to engage targets andprovide situational awareness in theplatform sights of the Abrams tanksand Bradley Infantry Fighting Vehiclesthat were deployed in support of Oper-ations Enduring and Iraqi Freedom.

The Army has spent $5 billion in pro-curements as a result of FCT projects.The FCT funds are provided to T&Eforeign nondevelopmental items withintent to procure and field items thattest successfully. Funds are provided by the OSD CTO, which provides the opportunity for the services andSOCOM to submit proposals to com-pete for the funds. The services/SOCOM programs of record conductthe T&Es and pledge future funds toboth procure and sustain the technologysuccessfully resulting from the tests.

Through its FCT program, the Armyhas successfully met its key objectivesto improve warfighter capability, accel-erate fielding, and save taxpayer funds.FCT acquisitions of ammunition, elec-tronic and communication equipment,power equipment, vehicles, and cam-ouflage have enjoyed an outstandingtrack record for supporting thewarfighter and contribute significantlyto the fight against terrorism.

KAREN M. WILSON is a member of the Army Comparative TestingTeam, RDECOM, Global Operationsand Support Directorate. She is respon-sible for the program management ofspecific Army service level FCT pro-gram and DAC program proposals and projects. Wilson holds a B.S. inbusiness management from the Uni-versity of Maryland, University Col-lege, is Level III certified in programmanagement, and is a certified LeanSix Sigma Green Belt.

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Each FCT/DAC project that is funded

has gone throughmultiple disciplined reviews.

Figure 2. Project Selection Process

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ARMY AL&T


An International Acquisition Career PathD.T. Tripp and Roy Wood

Our Nation’s leaders have set international cooperation in defense operations

and system acquisition as a high priority. At a White House news conference,

Nov. 4, 2004, President George W. Bush articulated three significant goals for

his second term: fight terrorism, promote democracy, and build effective multinational

and multilateral institutions that can support effective multilateral action when neces-

sary. In October 2007, Secretary of Defense Robert Gates reinforced those goals at a

speech delivered to the Association of the United States Army, by saying, “arguably the

most important military component in the war on terrorism is not the fighting we do

ourselves, but how well we enable and empower our partners to defend and govern

their own countries.”

The IACP structure aligns the complexity of working in the international environment with the context of the primary functional disciplinesof an acquisition workforce. Here, CPT Shari Carter, 401st Army Field Support Brigade (AFSB) (Forward) Logistics Officer, encourages U.S.Army civilian Leautry Pierce, 3rd Battalion, 401st AFSB, before he undergoes the Individual Skills Assessment exercise of the CombatLifesaver Course at Bagram Airfield, Afghanistan. (U.S. Army photo.)

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Then-Under Secretary of Defense forAcquisition, Technology, and Logistics(USD(AT&L)) Kenneth Krieg capturedthe challenge this way: “Armament cooperation programs strengthen themilitary and industrial relationshipsthat bind our Nation with our part-ners in strong security coalitions.” Indeed, DOD policy directs the acquisition workforce to “pursue international armaments cooperationto the maximum extent feasible, con-sistent with sound business practiceand with the overall political, eco-nomic, technological, and national security goals of the United States,”(DoD Directive 5000.01).

Done well, international cooperationspreads the cost and risk of developingcomplex defense systems across severalnations. It can also allow access to thebest technology worldwide, ensure interoperability among allied andcoalition warfighters, and encourageunderstanding and strengthen ties with our allies.

Yet international cooperation is complex. Programs must navigate a complicated and often confusingweb of legal and regulatory require-ments and processes. The transfer ofdefense technology to an internationalpartner invokes regulations for arms

and technology transfers, which aresubject to export control laws and require U.S. State Department per-mission. The sharing of dual-use technologies can also entail gaining the Department of Commerce’s per-mission. Even technical discussionsamong allies must be covered by appropriate legally binding agree-ments or other authorizations.

How, then, can the Defense Acquisi-tion Workforce (DAW) navigate the maze of legal and regulatory requirements to support the interna-tional cooperation priorities set out by our national leadership? What

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organizational support and training isavailable to equip the DAW to meetthose requirements? DOD’s trackrecord suggests we have yet to over-come these hurdles and realize the goal of robust international coopera-tion in many of our major programs.Thankfully, things are changing.

BackgroundIn 1990, the Defense Acquisition Workforce Improvement Act (DAWIA)provided a legal mandate to structureand provide the DAW with the bestpossible practitioner training. Thattraining has been the foundation of an extraordinarily successful workforcemanagement strategy.

DAWIA required the Secretary of Defense to designate all acquisition-related positions within DOD, specifi-cally including positions within 11functional career fields (contracting,program management, etc.). DAWIAalso outlined the education, training,and experience necessary for acquisitioncertification and career progressionwithin those functional disciplines.

Although “joint development and production with other governmentagencies and foreign countries” wasamong the functional disciplines identified in DAWIA, for 17 years, no separate, formal career path was established for international acquisi-tions. The reason for this is clear: managing a program — even withoutinternational partner involvement — requires a strong acquisition team; thepeculiarities of an international acqui-sition simply add complexity for thatteam, from program management tocontracting and business management.To be successful, each function of theacquisition team must understand thelegal and regulatory implications ofworking with a foreign partner. Train-ing in the nuances of international

cooperation should, ideally, be avail-able across the multiple acquisition career fields.

Developing International Acquisition Training Within DAWIADAWIA’s strength is based, in part, on identifying and developing specifictraining curricula that are linked to required career field “competencies” —the knowledge, skills, and abilities nec-essary for individuals to perform at thedesired level of proficiency for a partic-ular job. No unique competencies forinternational acquisition were initiallyidentified in DAWIA; therefore, clearguidelines for effective training werenot established. Intuitively, DOD recognized the need for international cooperation training, developed courses,and made them available to individualswho wanted to attend. Without anidentified requirement, however, muchof the curricula was ad hoc.

In June 2007, the USD(AT&L) direc-ted the development of a new interna-tional acquisition career path (IACP).The terminology — “career path” versus “career field” — is important.The international career path eventu-ally will be a supplement to otherfunctional acquisition career fields. International competencies that aretailored to the different career fieldswill be identified, with appropriatetraining developed and ultimately deployed. The IACP structure alignsthe complexity of working in the international environment with thecontext of the primary functional dis-ciplines of an acquisition workforce.

IACP DeploymentAs a first step, USD(AT&L) decidedto develop and deploy an IACP withinthe program management career field.An integrated process team (IPT) was formed to identify the appropriate

international competencies that pro-gram managers must possess if they are to effectively work within an inter-national environment. The IPT thendeveloped the appropriate training for the new career path option.

The IPT included representatives from the Office of the USD(AT&L)(OUSD(AT&L)), the Army, U.S. Navy(USN), U.S. Air Force (USAF), Mis-sile Defense Agency, Defense Technol-ogy Security Administration, and theDefense Security Cooperation Agencyas represented by the Defense Instituteof Security Assistance Managementand the Defense Acquisition Univer-sity (DAU). This team forms the coreof an ongoing working group that sup-ports the OUSD(AT&L) Director forInternational Cooperation, who is thefunctional advisor for the new careerpath and ultimately responsible for implementing and overseeing it.

IACP Applicability Current guidelines require that theIACP be applied to acquisition person-nel within the program managementcareer field who support internationalacquisition programs or technologyprojects for which more than 50 percentof the work is international-related.Here, “international-related” means:

• A program that has been designatedby the USD(AT&L) or the compo-nent acquisition executive as an international program, or one thathas high potential for future foreignmilitary sales or international directcommercial sales.

• A program with a technology development strategy or acquisitionstrategy that identifies a potential international system or cooperativeopportunity.

• An existing program with an interna-tional agreement that is pending or is in force.

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• A program associated with an international sale, lease, or logisticssupport of U.S. defense equipment.

These criteria are the guidelines of a survey being circulated in the nextseveral months. The responses to thatsurvey will more accurately character-ize the number and position of peoplealong the IACP.

DAU IACP Training The new program management IACPhas three levels of international train-ing courses offered at DAU. Three online training modules are required at Level I: International Armaments Cooperation, Parts 1, 2, and 3. Each of these self-paced modules is approxi-mately 2 hours in length. Level IItraining requires the completion oftwo additional online modules andtwo 1-week residency courses. The 2-hour online modules are InformationExchange Program DOD Generic forRDT&E [Research, Development,Test, and Evaluation] and TechnologyTransfer and Export Control Fundamen-tals. The residency courses are theMultinational Program ManagementCourse (PMT 202) and InternationalSecurity and Technology Transfer/ Control Course (PMT 203). Level III

of the program management IACP requires the completion of a 1-weekresidency course, Advanced Interna-tional Management Workshop (PMT304). (The 2009 DAU catalog, avail-able at www.dau.mil, contains the ad-ditional course training requirementsfor the program management IACP.)

It is important to note that thesecourses for the IACP are in additionto all training requirements for theprogram management career field.However, the IACP course require-ments represent only 10 hours of online training and 3 weeks of resi-dent training to attain IACP Level III competency.

IACP UtilityBy establishing the IACP, specific acquisition workforce billets can becoded as international program man-agement positions, thus requiring individuals to possess both career field and IACP qualifications to fillimportant positions within interna-tional cooperative programs. It alsogives certified personnel significantprominence and helps senior manage-ment select appropriately qualified individuals to lead those internationalprograms. This should effectively solvethe historical problem of insufficienttraining and enable tomorrow’s acqui-sition teams to be more proactivewhen seeking allied participation inimportant defense programs.

Adapting IACP Elements to Other Career FieldsThe program management IACP is the first step in addressing interna-tional acquisition disconnects acrossthe DAW. The long-term objective isto assess the competency requirementsand training needs within the remain-ing nine acquisition career fields iden-tified in DAWIA. When complete, the expanded IACP will enable and

empower the entire acquisition work-force through improved training andcareer development, making them moreknowledgeable of the processes andimplications for international programs.

The educational structure is in place toimplement the new career path, andelements will evolve over time as theneeds of international acquisition professionals are refined. The IACP issure to improve acquisition outcomesand meet the policy intent of greatercooperation with key allies. In the end,effective sharing of the advantages andburdens of defense developments withinternational partners will benefit theAmerican taxpayer, as well as U.S., allied, and coalition warfighters.

D.T. TRIPP is the Director of Inter-national Programs for DAU. He holdsa B.S. in civil engineering from theUniversity of Wyoming and an M.P.A.from Troy State University. He is Level III certified in program manage-ment and has experience in both security assistance and armaments cooperation. He is a retired USAFcolonel fighter pilot.

ROY WOOD is the Dean of the Defense Systems Management College,School of Program Managers at DAU.He has a B.S. in computer sciencefrom Texas A&M University, an M.S.in electrical engineering from theNaval Postgraduate School, an M.B.A.from the University of Phoenix, anM.S. from the Industrial College ofthe Armed Forces, and is completinghis doctoral dissertation for a Ph.D.from Capella University, expected in 2009. He is Level III certified inprogram management and systemsplanning, research, development, and engineering. Wood is a retiredUSN engineering duty officer and aDOD Acquisition Corps member.

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USD(AT&L) developed and deployed an IACP withinthe program management career field. The IPT forthis project developed the appropriate training forthe new career path option. (Stock photo.)

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Setting Acquisition, Logistics,and Technology Conditionsfor AfghanistanBen Ennis

Afghanistan is characterized bymountainous and rugged terrain,and the Army must take intoaccount these challenges whenfielding and sustaining weaponsystems and equipment. Here, U.S. Army Soldiers descend aridge line during a dismountpatrol near FOB Lane inAfghanistan’s Zabul Province,Feb. 26, 2009. (U.S. Army photo by SSG Adam Mancini.)


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Mr. Dean G. Popps, the Army Acqui-sition Executive/Acting Assistant Secretary of the Army for Acquisition,Logistics, and Technology (ASAALT),and GEN Ann E. Dunwoody, Com-manding General, U.S. Army MaterielCommand (AMC), recently traveledto Afghanistan to set conditions forthe successful influx of troops in theater,including weapons systems and equip-ment needed to accomplish the mission.

“We are committed to providing ourSoldiers with the right weapons sys-tems and equipment for success on thebattlefield. These are very harsh condi-tions and our military is continuing toadapt,” said Mr. Popps.

While in Afghanistan, Mr. Popps andGEN Dunwoody visited numerous acquisition and logistics organizationsand support personnel, to include theBagram Regional Contracting andBusiness Office. Mr. Popps cited thecontracting office personnel efforts atthe Bagram office as a good exampleof the enterprise approach at work,setting the conditions for success. Thecontracting office is in the process ofadding contractors and focusing ondeveloping onsite contracting officer’srepresentative (COR) training and alsotransitioning from Logistics Civil Aug-mentation Program III (LOGCAP III)to LOGCAP IV.

During their visit to one of the ArmyField Support Brigades (AFSBs), Mr.Popps and GEN Dunwoody talkedwith the embedded acquisition supportpersonnel about their duties. Currently,there are 4,000 acquisition professionals(military, Department of the Armycivilians, and contractors) in theatersupporting the warfighter mission.These professionals are coordinatingwith program managers (PMs) to getthe right equipment and systems to unitsand help with science and technology(S&T) priorities. Mr. Popps echoedhow proud he is of the great thingsthat the AFSBs and Program ExecutiveOffice (PEO) community are doing tosupport our Soldiers as they fight andsimultaneously nation-build. Below aresome examples of PEO contributionsto overseas contingency operations.

Program Executive Office, Intelligence, Electronic Warfare,and Sensors (PEO IEW&S)Throughout Afghanistan, systems andequipment fielded by PEO IEW&Sare protecting U.S. and coalition forcesand assisting in tracking down enemyfighters by thickening the intelligence,surveillance, and reconnaissance coverageof the area of operations. Daily moni-toring for insurgents is made possiblewith detection equipment, and com-munications with Afghan locals will beeasier with various translation systems.

Program Executive Office,Command, Control, andCommunications Tactical(PEO C3T)The Army’s PEO C3T is providing a vast range of support for operationsin Afghanistan in every aspect, fromequipping and training units in prepa-ration for deployment to around-the-clock reachback field support and resetof units upon redeployment. PEOC3T embeds digital systems engineersin direct support of their assignedbrigade combat team, which ulti-mately deploys with the unit intoAfghanistan. Mr. Popps highlightedthe example of COL David Moore,the Liaison Officer for PEOs C3T and IEW&S in Afghanistan, where he works directly with units and U.S.Forces Afghanistan as a team to sup-port operations. Moore is coordinatingefforts with the 401st AFSB and the U.S. Army Communications-Electronics Command Life CycleManagement Command ElectronicSystems Sustainment Centers to dovetail PEO C3T support into their framework.

Program Executive Office,Soldier (PEO Soldier)PEO Soldier will establish additionalfielding sites in Bagram and Kandaharto field the Common Remotely Oper-ated Weapon Stations, which provide

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In Afghanistan, the climate variation is immense. Soldiers must deal with an extreme range of temperatures, ranging from 12 to 17 F in winter and 110 to 120 F insummer. Here, U.S. Personnel Security Detail Soldiers from Alpha Co., 1st Platoon, 101st Airborne (Ab) Division (Div.), provide security in the extreme coldclimate in Bagram, Afghanistan, Feb. 15, 2009. (U.S. Army photo by SGT Prentice C. Martin-Bowen.)

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Soldiers with the ability to acquire andengage targets while inside a vehicle,protected by its armor. Additionally,PEO Soldier is focused on the equip-ment of the troops. For instance, eachSoldier deploying to Afghanistan will beissued mountain boots, which provideimproved ankle support and stabilityfor use in the rugged terrain of Afghan-istan’s countryside. The Winter ArmyCombat Shirt with Integrated PatchKit program addresses the capabilitygap identified by organizations andSoldiers operating in this cold weatherterrain. PEO Soldier has also fieldedmore than 300 sets of the EnhancedNight Vision Goggles to 10th MountainDiv. Soldiers bound for Afghanistan.

Program Executive Office,Enterprise Information Systems (PEO EIS)Several hundred PEO EIS staff person-nel work in Iraq and Afghanistan toinstall, operate, and maintain commu-nications, logistics, personnel, and intelligence systems for the Army anddefense forces. In one of these projects,PEO EIS Product Manager Joint-Automatic Identification Technology(PdM J-AIT) is assisting redeploying

units to equipcontainers withidentification(ID) tags to min-imize pilferageof containers andenhance forceprotection. PdMJ-AIT providesprocurementand technicalservices that sup-port focused logistics, totalasset visibility,and the integra-tion of globalsupply chains.PdM J-AIT is

also equipping all current and futureforward operating bases (FOBs) withradio frequency ID equipment.

Program Executive Office,Missiles and Space (PEO MS)PEO MS provides support to Soldiersin Afghanistan through Warrior-A Unmanned Aircraft System (UAS)HELLFIRE Missile weaponization.The Joint Attack Munition Systemsand UAS project offices are currentlyweaponizing the Warrior-A UASs inthe Afghanistan theater.

Another example of PEO MS supportis the Video from UAS for Interoper-ability Teaming-Level 2 (VUIT-2) forApache technology. VUIT-2 providesApache aircrews with real-time stream-ing battlefield video and metadatafrom UAS on cockpit multipurposedisplays. “VUIT-2 has proven itsworth in combat operations,” saidCOL Eric Peterson, Brigade Comman-der, 10th Combat Aviation Brigade.

Program Executive Office,Ground Combat Systems(PEO GCS)PEO GCS has deployed towed how-itzers to the Afghanistan theater. The M777A2 Towed Howitzer pro-vides great firepower, is helicopter-transportable, and is programmed to fire the Excalibur precision-guidedmunition. The M119A2 Towed How-itzer also provides critical fire supportto infantry units.

PEO GCS also provides a variety ofrobots for maneuver forces. Examplesinclude the xBot, a small reconnais-sance robot with a manipulator armfor maneuver forces, and the Do-KingMV-4, a route-clearance mini-flail.The PEO GCS Joint Robotic Repairand Fielding (JRRF) Activity, currently

Mr. Popps and GEN Dunwoody are determined to be key enablers to our Soldiers by identifying theirneeds. Here, U.S. Personnel Security Detail Soldiers from Alpha Co., 1st Platoon, 101st Ab Div., conduct asecurity patrol near Bagram, March 10, 2009. (U.S. Army photo by SGT Prentice C. Martin-Bowen.)

The Bagram Regional Contracting and Business Office assists Soldiers by providingacquisition and logistics support. Here, a U.S. Soldier pulls security duty inBagram, Feb. 15, 2009. (U.S. Army photo by SGT Prentice C. Martin-Bowen.)

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manned by U.S. Army Reservists, repairs all robots within Afghanistan.The JRRF was stood up under aMemorandum of Agreement withAMC for direct repair of ground robots within theater.

Program Executive Office,Ammunition (PEO Ammo)To execute equipment fielding toAfghanistan, PEO Ammo enables itsPMs to directly coordinate the develop-ment of the operational needs statement,fielding and sustainment strategy, thetechnology deployment plan, end usersafety statements, urgent materiel re-leases, Soldier safety confirmations, andtheater clearances. Coordination at thearea of responsibility level commenceswith Combined Joint Task Force-101and Task Force Paladin, with detailedcoordination with the AFSBs and theCoalition Engineer Cell elements. TheASAALT Liaison Officer and theAMC S&T Advisor are also included,as well as sister PdMs, such as PdMImprovised Explosive Device (IED)

Defeat/Protect Force and PdM As-sured Mobility Systems.

The role of the S&T Advisor withinthe AFSB has been instrumental in facilitating PM efforts within Afghan-istan. The AFSBs further assist PMs asthey extend their efforts to outlyingFOBs. All life-support functions required at these FOBs, such as theuse of facilities for systems fielding andmaintenance, are coordinated throughthe S&T Advisor for implementationinto the AFSB. The S&T Advisor fur-ther assists the PMs by providing initialpoints of contact to begin coordinationwith receiving units.

PEO Ammo’s PMs have provided bothroute-clearance and area-clearanceequipment to the warfighter. PEOAmmo has also provided the XM982Excalibur 155mm precision-fired can-non artillery round in response to anUrgent Need Statement for 155mmprecision fires.

Program Executive Office,Combat Support and Combat Service Support(PEO CS&CSS)PEO CS&CSS is responsible for morethan 300 systems that provide supportto Soldiers. Within the Afghanistantheater, the PEO has four different PMs.During their travels in Afghanistan, Mr.Popps and GEN Dunwoody visited withthe PEO CS&CSS PM Mine ResistantAmbush Protected (MRAP) team. TheMRAP team in Afghanistan is composedof military, government civilians, andcontractor personnel united in a commonpurpose — to put survivable vehiclesin the hands of our warfighters. Multiplemissions will be supported by the MRAPfleet to include reconnaissance, convoyoperations, troop transport, ambulance,combat engineer, and explosive ordnancedisposal missions for maneuver units.

Mr. Popps asserted that success re-quires an enterprise-focused cultureand full commitment by the ASAALTand AMC leadership. He emphasizedthat the enterprise approach will acknowledge the acquisition functionas defined by law, but will also seek toestablish a common framework andclarify working relationships.

The following pages highlight the visit to Afghanistan by Mr. Popps and GEN Dunwoody.

BEN ENNIS is the Strategic Commu-nications Chief at the U.S. Army Acqui-sition Support Center. He has a B.S.in business from the University of Colorado and an M.B.A. in marketingfrom Atlanta University. Ennis is a former Army Reserve Advertising Chiefand has attended numerous militaryschools, including the U.S. ArmyCommand and General Staff Collegeand Defense Information School.

Mr. Popps and GEN Dunwoody receive a briefing about the capabilities of the UAS shown in the photo.(Photo by COL Jonathan A. Maddux, ASAALT Chief of Staff.)

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1-3. Mr. Popps and GEN Dunwoody receive briefings about the MRAP vehicles being deployed in defense against IED threats. PEO CS&CSS isresponsible for developing, acquiring, and fielding ground combat vehi-cles such as MRAPs. (Photo by COL Jonathan A. Maddux, ASAALT Chiefof Staff.)

4. PEO CS&CSS is working to field MRAPs to Soldiers in Afghanistan to ensurethey are protected from IED threats. Here, a U.S. Army security force con-voy travels in MRAPs to Gardez City, Afghanistan, for meetings with localofficials. (Photo by Fred Baker, Office of the Secretary of Defense (OSD).)

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1. Mr. Popps and GEN Dunwoody pose with Army senior leaders in front of the Bagram Regional Contracting and Business Office.The office is setting the AL&T conditions for success. Among otheractions, it will add contractors and develop onsite COR training.(Photo by AFSB MAJ George Steffens.)

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2-3. GEN Dunwoody and Mr. Poppstake turns preparing to launch aUAS. The person not physicallylaunching the UAS holds itscontrol to navigate after launch.(Photo by COL Jonathan A.Maddux, ASAALT Chief of Staff.)

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1. Mr. Popps and GEN Dunwoody pose with a Soldier infront of an MRAP during their recent visit to Afghanistan.PEO CS&CSS is fielding the MRAP to provide Soldierswith defense against IEDs. (Photo by COL Jonathan A.Maddux, ASAALT Chief of Staff.)

2. Mr. Popps speaks with a Soldier stationed in Afghanistanin front of an MRAP vehicle. (Photo by COL Jonathan A.Maddux, ASAALT Chief of Staff.)

3. During his recent trip to Afghanistan, Mr. Popps discussesissues with Army senior leaders. Containers used by Sol-diers for various purposes are pictured in the background.PEO EIS’ PdM J-AIT is assisting redeploying units to equipcontainers with ID tags to minimize pilferage of contain-ers and enhance force protection. (Photo by COLJonathan A. Maddux, ASAALT Chief of Staff.)

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1. ASAALT Chief of Staff COL JonathanA. Maddux traveled with Mr. Poppsto Afghanistan. Here, COL Madduxboards a Black Hawk helicopter totravel to another Afghan province.(U.S. Army photo.)

2. A doorgunner pulls security in aBlack Hawk helicopter that trans-ported the ASAALT/AMC team toFOB Shark. Fielding of the BlackHawk is the responsibility of PEOAviation. (Photo by COL Jonathan A. Maddux, ASAALT Chief of Staff.)

3. Semi-trucks hauling goods to eastern Afghanistan travel along the narrow and dangerous “K-GPass.” This aerial view of the pass illustrates the type of harsh terrainSoldiers face in Afghanistan. (Photo by Fred Baker, OSD.)

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The 26th Army Science Conference: Transformational Army Science and

Technology (S&T) — Harnessing Disruptive S&T for the Soldier

Dr. John A. Parmentola and Irena D. Szkrybalo

In his keynote address to attendees at the 26th Army Science Conference

(ASC), GEN Peter W. Chiarelli, Vice Chief of Staff of the Army (VCSA),

applauded the Army’s scientists and engineers and thanked them for all

they are doing for Soldiers in harm’s way and for those who are wounded.

Having spent 2 years of his “recent life” in Iraq, Chiarelli said he saw firsthand

the positive impact innovative contributions were making on the battlefield

and how the use of these new capabilities by Soldiers “spread like a virus.”

Drs. Thomas H. Killion and John A. Parmentola address students participating in this year’s Army-sponsored eCYBERMISSIONeducational outreach program who attended the 26th ASC. (U.S. Army Research Laboratory (ARL) photo by Larry A. Shank.)


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He went on to relate the story of how,early in the 20th century, shortly afterWorld War I, two Army majors andpersonal friends, George S. Patton andDwight D. Eisenhower, were unable toconvince their branch leadership at thetime of the radical impact that the tank,an emerging potentially disruptive in-novation, would have on the conductof warfare. Although Eisenhower wasthreatened with court martial by hissuperiors if he continued to push theradical idea, this disruptive innovationeventually was adopted by the Armyand led to extraordinary successes in World War II and subsequent con-flicts. In citing this history, Chiarellistressed the importance of encourag-ing, not squashing, the pursuit of dis-ruptive technologies whose applicationon the battlefield could shift the bal-ance of military power overwhelminglyin our favor.

The 26th ASC was held Dec. 1-4,2008, in Orlando, FL. Approximately1,500 representatives of government,academia, and industry from the U.S.and more than 25 nations attendedthe conference. The ASC is a biennialevent inaugurated in 1957 to providean ongoing and unique Army forumfor the presentation and open exchangeof ideas and results. The conferencealso recognizes the accomplishments of scientists and engineers working onissues and challenges of high relevanceto the Army.

The 26th ASC theme was “Transfor-mational Army S&T — HarnessingDisruptive S&T for the Soldier.” Toaddress the frontiers of scientific exploration and discovery, leaders ofthe Army S&T community identifiedseven areas of science or technologyfrom which disruptive technologies arelikely to emerge. The seven areas areautonomous systems, biotechnology, im-mersive technology, nanotechnology,

network science, neuroscience, andquantum information science. Whenharnessed in a multidisciplinary ap-proach, these areas could result in disruptive technologies that would potentially offer extraordinary capabili-ties for our Soldiers.

The 26th ASC was structured aroundthe seven science or technology areas.Thirty-six invited speakers from both theU.S. and abroad, representing govern-ment, industry, and academia, addresseda wide range of transformational initia-tives in support of our Soldiers’ needs.Among the invited speakers were someof the most illustrious female researchersin their respective fields, who the Armyacknowledged for their remarkableachievements in pushing the frontiersof scientific and engineering knowledgeand innovation.

PresentationsIn addition to the invited speakers,world-class scientists and engineersfrom all over the world made oral pre-sentations during 17 Parallel TechnicalSessions. Authors ofthe most outstanding92 technical papers,down-selected froman original submis-sion of 845, pre-sented during theParallel Technical Sessions and receivedspecial recognitionand awards at theclosing banquet onDec. 4. Conferenceattendees also had theopportunity to viewapproximately 250posters covering thebest in S&T endeavors of scientistsand engineers from across the globe.The posters were staffed by their re-spective authors throughout the 4-dayconference, providing attendees the

opportunity to meet with these out-standing scientists and engineers anddiscuss their work.

Since 1957, the ASC has grown to become an international event. Therehas been significant progress in reachingout to the international S&T community,as well as to scientists and engineersconcerned with developing militarilyrelevant innovations for our Soldiers.The International CollaborationAward, inaugurated at the 25th ASC,was also presented at the closing ban-quet. This award recognizes collaborativeresearch efforts between U.S. Armyand foreign scientists and engineerswho have expanded and enhanced the Army’s research and technologyprogram, while at the same time benefiting their own nations.

Groundbreaking Army efforts in theseven areas were on display at the conference’s S&T Showcase. These displays represented innovative workbeing conducted by Army scientistsand engineers and their counterparts

and supported by theU.S. Army ResearchInstitute for the Be-havioral and SocialSciences; the U.S.Army Engineering,Research, and Devel-opment Center; theU.S. Army MedicalResearch and MaterielCommand; and theU.S. Army Research,Development, andEngineering Com-mand (RDECOM).

Leading off the con-ference, the ASC audience was treatedto a viewing of “The Science of Vic-tory,” a 5-minute video featuring lead-ers of the U.S. services’ S&T commu-nities and prominent members from

Chiarelli stressed the

importance of

encouraging, not

squashing, the pursuit

of disruptive

technologies whose

application on the

battlefield could shift

the balance of military

power overwhelmingly

in our favor.

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industry and academia, to include anumber of Nobel Laureates in thefields of science. Individuals featuredin the video collectively made the caseof the critical importance of basic re-search and the people who perform itto providing capabilities that enableDOD to perform its mission andmaintain the Nation’s warfighting capabilities well into the future.

As the organizer and moderator of the26th ASC, Dr. John A. Parmentola,the Army’s Director for Research andLaboratory Management, opened theconference by welcoming attendeesand acknowledging special guests inthe audience. These included Soldierswho, in their service to the Nation,were seriously wounded. The Soldierswere introduced and applauded fortheir sacrifice, great courage, and hero-ism. Also introduced were seven winnersof the Junior Science and HumanitiesSymposium, a triservice-sponsored science competition, who presentedtheir prize-winning research during a number of the Parallel Technical Sessions throughout the week. Also

acknowledged were 140 students fromthe Orlando public schools participatingin this year’s Army eCYBERMISSIONS&T competition.

In his introductory remarks, Parmentolasaid, “We in the scientific communityhave learned an important lesson inthe last decade — that leveraging scien-tific discoveries and knowledge acrossscientific disciplines and approachescan bring about extraordinary new capabilities. The biotechnology rev-olution has its origins in the synergy derived from biology, the physical sciences, computer technology, and information science. We are also be-ginning to see this happening in net-work science and neuroscience. Thesynergies gained in these areas will be profound, involving applicationsfor new forms of social networking,new computer architectures, au-tonomous systems with human-likecharacteristics, virtual environmentsessentially indistinguishable from realenvironments, biotechnology, and clin-ical medicine.”

Parmentola went on tointroduce the sponsor ofthe 26th ASC, Dean G.Popps, Acting AssistantSecretary of the Army forAcquisition, Logistics,and Technology(ASAALT) and Army Acquisition Executive. In his videotaped wel-come to the audience,Popps praised the scien-tific community for lead-ing the way in providingnew and innovative capa-bilities to win wars. Heurged conference partici-pants to listen, imagine,share ideas, and challengeone another. Popps saidthat our American Sol-

diers must never merely be in a fairfight. They must have the technologi-cal advantages to see first, kill first,and win always, regardless of the envi-ronment they’re in or the number ofenemies they face. “We must ensurethat we are always, and forever will be,in reality and in worldwide perception,a high-technology Army,” said Popps.

Popps was followed by the HonorableNelson M. Ford, Under Secretary of the Army, who video teleconfer-enced his remarks from the Pentagon.In his address, “Harnessing Imagina-tion — The Ultimate Disruptive Technology,” Ford cited examples of disruptive strategies and technolo-gies currently adapted and applied tothe battlefield. All of these entrepre-neurial solutions shared a commonthread — imagination. Ford reiteratedthe Army’s commitment to basic re-search and funding. He stressed thatthe Army’s ongoing support of S&Tensured and encouraged imagination— a key ingredient essential to the development of disruptive technolo-gies. Ford’s speech was followed by

The 26th ASC Warfighter Topical Panel members CSMs Philip F. Johndrow, Hector G. Marin, James E. Diggs, and Jeffrey J.Mellinger are briefed on the Army High Performance Computing Program by RDECOM’s Charles Neitubicz. (ARL photoby Larry A. Shank.)

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Army S&T leadership presentationsand a Warfighter Topical Panel titled“Technology and the Warfighter.”

Over the final 3 days of the conference,keynote presentations on disruptivetechnologies were made by world-renowned female scientists. Their pre-sentations were followed each day bytopical panels comprised of subject matter experts who addressed potential applications of the same disruptive tech-nologies. The keynote speakers and topi-cal panelists stressed the importance ofthe profound synergies to be gained intaking a multidisciplinary approach toresearch and technological development.These synergies hold great promise forthe emergence of disruptive technolo-gies that could provide unprecedentednew capabilities for the Soldier.

Awards and Closing CeremonyThe awards banquet and closing cere-mony, hosted by Dr. Thomas H. Kil-lion, Deputy Assistant Secretary of the

Army for Research and Technology andArmy Chief Scientist, concluded the26th ASC. Following the presentationof colors by the 3rd U.S. Infantry(The Old Guard) and a rousing musicalprogram by TheArmy Strings, atten-dees were treated toan interesting and in-spiring presentationby Dr. Joel Primack,Professor of Physicsat the University ofCalifornia, SantaCruz, and his wife,Nancy Ellen Abrams,a lawyer, scholar,writer, singer, song-writer, and artist. Pri-mack and Abrams co-authored “The Viewfrom the Center ofthe Universe — Discovering our Extraordinary Place in the Cosmos,”which they addressed in tandem in an oral and video presentation at the banquet.

The presentation of awards by Killionand Parmentola was the closing eventof the final evening. Authors of themost outstanding papers in each of 17technical categories received Best Paper

Awards. Four of the17 best papers wereadditionally selectedas the highest qualityresearch efforts pre-sented at the confer-ence. Authors of theoverall best paper received the Paul A. Siple MemorialAward, while authorsof the next three Best Papers receivedbronze medallions.The InternationalCollaboration Awardwas presented to the

authors whose work was selected by apanel of scientific peers as the most outstanding collaborative research effort between U.S. Army and foreignscientists. For speaker biographies and information on their talks, namesof award winners and titles of their papers, paper and poster manuscripts,and other information, visit the 26thASC Web site at www.asc2008.com.

DR. JOHN A. PARMENTOLA is the Director for Research and Laboratory Management, Office of the ASAALT. He has a B.S. inphysics from the Polytechnic Instituteof Brooklyn and a Ph.D. in physicsfrom the Massachusetts Institute of Technology.

IRENA D. SZKRYBALO is a SeniorTechnical Consultant with DyneticsInc. She has a B.S. in aeronautical engineering from Wayne State Univer-sity and an M.S. in commercializationof S&T from the University of Texas-Austin.

There has been

significant progress

in reaching out to the

international S&T

community, as well

as to scientists and

engineers concerned

with developing

militarily relevant

innovations for

our Soldiers.

VCSA GEN Peter W. Chiarelli and Dr. Thomas H. Killion, right, discuss flexible display technologies withDr. Greg Raupp of the Flexible Display Center and ARL’s Dr. Eric Forsythe. (Photo by Richard Mattox,Program Executive Office Command, Control, and Communications Tactical.)

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An innovative and unexpectedapplication of multibodydynamics model to support

physical testing of Stryker vehicleshas been developed and used bythe U.S. Army Materiel SystemsAnalysis Activity (AMSAA) in sup-port of the Stryker Project Man-agement Office (PMO). Projectmanagers (PMs) and their supportstaff can use physical testing andcomputer modeling and simulation(M&S) to determine durability andstability limitations of Army vehicles.

Knowledge of these limitations helpsguide PMs and their staff in makingdecisions on numerous issues that in-fluence the life cycle of the vehicles forwhich they are responsible. Effects suchas component resets, part supplies, safetyreleases, and training efforts are amongthe many concerns. As a result, there is

a constant demand for fast, accuratetesting methods that will embody a widerange of configurations because it is notcost-effective or possible to test eachvariant under all loading conditions.

Testing Variants All too often there are not enough vehicles available for testing, especiallywhen a fleet of vehicles includes severalvariants, as is the case with the Strykerfamily of vehicles. To compensate forthe short supply of test vehicles, a PMOwill often direct test facilities to ballastone variant of a particular fleet to rep-resent another variant. Testing is usu-ally conducted on variants that are themost prevalent or variants that areconsidered to be the worst-case loadingconfigurations. Three very importantphysical characteristics indicate whetherone system is a good representation ofanother: weight, center-of-gravity(COG) location, and moments of

inertia (MOI). The goal of ballasting isto match these three physical character-istics of one variant to represent another.AMSAA uses multibody dynamicsmodeling to accomplish this duringthe model development phase forcomponent-level durability simula-tions, as well as stability and handlinganalyses to support PM decision mak-ing. In addition, this enables AMSAAengineers to cover the full spectrum ofload configurations for a fleet of vehicles.

The system’s COG is a single point in space about which the vehicle freelyrotates, or the point on the vehiclewhere you could balance it regardlessof its orientation in space. MOI ac-count for the weight distribution dur-ing rotation about a body’s axes of rev-olution. MOI are significant character-istics because the weight and the COGlocation are not enough informationto accurately analyze the stability and

Using Multibody Dynamics Models to Determine Ballasting of Stryker

Vehicles to Support Physical TestingDorothy Foley and Lane D. Salins

Pictured is a Stryker RV with a ballast kit (red plates)to represent an MGS variant. (U.S. Army photocourtesy of AMSAA.)

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handling of any vehicle. For example,a baseball and a hockey puck haveroughly the same weight and COG location. However, because of theirdifferent shapes and resulting mass distributions, their MOI are very dif-ferent. This concept applies to vehicleswith vastly different weight distribu-tions, such as a Stryker ReconnaissanceVehicle (RV) compared to a StrykerMobile Gun System (MGS) variant,and has significant ramifications forvehicle handling, reliability, androllover characteristics.

When making recommendations, en-gineers and analysts must ensure thatthe vehicles are properly represented.The correct MOI, along with the weightand COG, provide a more accuraterepresentation of the variant to be emu-lated in testing. However, the problemsthat a PM’s staff can encounter withcollecting these parameters are that of time and manpower. It is a time-consuming process to obtain the verticalCOG location and inertia values. Testengineers typically resort to a partiallist of these values; namely, they collectthe COG location in the longitudinaland lateral directions. Fortunately,these values can be easily estimatedfrom the weight and distance of eachwheel station from a common refer-ence. Per an engineer from the Strykerprime contractor, it takes about 1 dayto manually ballast a Stryker vehicle.Only the system’s weight and two ofthe three components of the systemCOG location are considered in theprocess. The vertical COG and all inertia values are estimated only oncenear the start of the ballast designprocess with computer software.Therefore, the results may not be anaccurate representation of the real vehicle. This is where the applicationof multibody dynamics modeling canbe most advantageous.

SoftwareA ballast kit analysis can be conductedby an iterative process using several engineering software tools that includeMATLAB® Computing Language,Pro/ENGINEER 3D solid modeling,and Dynamic Analysis and DesignSystem (DADS) multibody dynamics.This method was used during testingof a Stryker RV variant that was bal-lasted to emulate an MGS variant. Themethod consists of first establishing abaseline dynamics model of the variantto be emulated at full combat weightbased on field or test data. In this case,it was the Stryker MGS variant. This isthe most critical point of the analysisfor maintaining accurate results becausethe weight, COG location, and MOImust reflect an actual fielded vehicle to extrapolate to an accurate represen-tation of the up-weighted vehicle.

Second, the model is up-weighted byadding mission equipment packagesand/or armor kits, such as slat armor.The weight, COG location, and iner-tias results of the up-weighted modelare calculated by simulation and ac-knowledged as the parameters thatmust be reproduced for the test vehicleand working model. Next, a baselinedynamics model of the variant thatwill be ballasted is established based onparameters from the vehicle at the testfacility. Then, the ballast kit is incorpo-rated and the simulation is conducted.If the COG location is incorrect, theballast kit is adjusted by rearranging or removing some of the individualmasses, recalculating the mass and in-ertia properties of the computer-aideddesign geometry, and then importingthe data into the dynamics model forsimulation. A quasi-static settle simula-tion run is conducted to get the overallvehicle weight, the weight at each wheelstation, and the vertical distance atwhich the vehicle settles, so the COGlocation can be calculated. The system

COG location is calculated usingDADS and Microsoft® Excel.

Finally, the system inertias are calcu-lated using MATLAB. The ballastedmodel is adjusted until the COG andinertias match the parameters from theup-weighted model, which may takeseveral iterations. When all the param-eters are within an acceptable range,the ballast kit arrangement is docu-mented, approved, and sent to the test facility as installation guidance.

The described M&S approach to pro-viding more accurate, timely, and affordable testing for the Stryker vehi-cles has great benefits for the programand can support other Army weaponsystem programs. These techniquescan further shape and optimize theprogram development, testing, andevaluation strategies of the future.

DOROTHY FOLEY is the DeputyAssociate Director, PM Stryker, SystemsEngineering, Warren, MI. She holds aB.S. in electrical engineering from theUniversity of Detroit and an M.S. incomputers and information systemsfrom the University of Detroit Mercy.Foley is a U.S. Army Acquisition Corpsmember and is Level II certified in sys-tems planning, research, development,and engineering (SPRDE)-programmanagement and Level II in SPRDE-program systems.

LANE D. SALINS is a mechanical engineer on the Stryker Physics-of-Failure Team at AMSAA, AberdeenProving Ground, MD. He holds a B.S. in mechanical engineering fromthe University of Maryland and anM.S. in mechanical engineering from Johns Hopkins University. Salins is Level II certified in SPRDE-systems engineering and is pursuingLevel III certification.

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The Army has designated 2009 theYear of the Noncommissioned Officer(NCO). SMA Kenneth O. Preston

said the NCO is “the glue” that holds theArmy together. “It’s those NCOs out thereevery day who are not only successfully sup-porting [overseas contingency operations];they’re also the ones who directly influence their piece of theArmy by being first-line supervisors. They’re the ones [NCOs]who create command climate and train the Soldiers in theiroccupational specialties.” I’m proud to report that our U.S.Army Acquisition Corps (AAC) NCOs continue to fill a gapleft by an increased operational tempo in acquisition/con-tracting battlefield requirements. The U.S. Army Acquisi-tion Support Center (USAASC) is resolute in developingstrong, viable, and competent leader development and certi-fication programs for our ever-growing AAC NCOs. I inviteyou to read how the USAASC Enlisted Proponent is accom-plishing this mission in articles by SGM Ethan A. Jones onPages 61 and 65 of this issue. During this year of the NCO,you will see the progression of the AAC NCOs via ArmyAL&T Magazine and Army AL&T Online articles.

Section 852 Army’s Catalog of Opportunities UpdateWe are in the midst of finalizing our FY09 Section 852 planfor consideration by the Acting Deputy Under Secretary of Defense for Acquisition and Technology. This plan, if approved, will increase the Army’s Section 852 requirementby an additional $109.7 million. In addition to increasingour throughput capability for numerous training opportuni-ties, USAASC is seeking funds to increase the Army’s surgeof new hires in the Student Career Experience Program andat the Intern, Journeyman, and Highly Qualified Expert levels. Additionally, we hope to deploy the Civilian IncentiveProgram as well as the Civilian Referral Bonus Program. In the near future, watch for the launch of the Congres-sional Operations Course and an Operational ExperienceProgram at the National Training Center, Fort Irwin, CA.Programs currently available are listed in the Army’s Catalogof Opportunities at http://asc.army.mil/career/programs/852/default.cfm. For more information, contact Kelly L.Terry at [email protected].

2009 CDG/AAF Program Orientation and Graduation With the theme “Developing Our Next Generation of Lead-ers,” the Competitive Development Group/Army AcquisitionFellowship (CDG/AAF) Program held its annual orientation,graduation, and training in Orlando, FL, Feb. 3-4, 2009.The program, designed to develop future acquisition leaders,provides board-selected Fellows with training that might not otherwise be available to them, such as executive leader-ship education, experiential, and other career developmentopportunities, including developmental assignments in theAAC. Orientation activities for the Fellows included twopanels of current and former project managers and CDG/AAFFellows who gave firsthand program insight, other speakerswho explained the program’s benefits, and a mentoringbriefing by Edward Elgart from the U.S. Army Communica-tions-Electronics Command Contracting Center. The eventculminated with a graduation dinner where BG William T.Crosby, Program Executive Officer Aviation, was the hon-ored guest speaker. Crosby congratulated both the currentand the graduating Fellows, thanked them for their service,and looked forward to their future leadership goals. If youare interested in applying to the USAASC CDG/AAF Pro-gram for the 2010 Year Group, please contact ChandraEvans-Mitchell at (703) 805-1247/DSN 655-1247 or [email protected].

Acquisition Career Development Learning and Training OpportunitiesA key initiative of the Army Acquisition Executive and theDirector, Acquisition Career Management, is to grow andenhance the acquisition workforce. USAASC supports this initiative by offering career development learning and train-ing opportunities. In FY09, there are many new trainingprograms available for Acquisition, Logistics, and Technology(AL&T) Workforce members in positions from entry levelthrough key leadership positions. Most programs requirethat eligible applicants be certified for their current positionbefore applying to the program. For a listing of programs,requirements, and application details, please access the Career Acquisition Management Portal [CAMP] throughhttps://rda.altess.army.mil/camp/. Enter through the CareerAcquisition Personnel and Position Management Informa-tion System [CAPPMIS] and locate the Army AcquisitionProfessional Development System [AAPDS] to find the applications that you need.

AAC Annual Awards Call for NominationsIt’s that time of year again where we call for nominations forthe AAC Awards. It’s vitally important that we recognizethose among us who have distinguished themselves by going

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beyond expectations and simultaneously making the AL&TWorkforce an even more professional and positive influencefor the Army, as well as a great example of acquisition excel-lence for the American people. For information on nomina-tion deadlines and windows, please see the inside back coverof this issue.

Craig A. SpisakDirector, U.S. Army

Acquisition Support Center

U.S. Army Acquisition Corps (AAC) Introduces Latest Enlisted Personnel Proponent

SGM Ethan A. Jones

With increased military contracting requirements to supportwarfighters in meeting rapid deployments, sustainability,and Nation building, the Vice Chief of Staff of the Army(VCSA) approved additional contracting force structure“generating force” (GenForce) in a message dated Nov. 10,2008. Structure was necessary for the initial training, com-pliance, doctrine, policy, guidance, and oversight for thenew Army contracting force structure and the leveraging ofcapabilities of other Army and DOD organizations involvedin the contracting process.

Per directives such as Army Regulation [AR] 600-3, PersonnelProponent; AR 70-1, Army Acquisition Policy; and Departmentof the Army [DA] Pamphlet 600-25 NCO [NoncommissionedOfficer] Professional Guide, the U.S. Army Acquisition SupportCenter (USAASC), a Direct Reporting Unit to the Office ofthe Assistant Secretary of the Army for Acquisition, Logistics,and Technology (ASAALT), is the proponent for the militaryand civilian AL&T Workforce. With the approval of the

GenForce table of distribution and allowances (TDAs), theVCSA approved integration of the 51C enlisted proponentstructure into ASAALT and the life-cycle functions of MilitaryOccupational Specialty (MOS) 51C throughout the Army.ASAALT provides uniform guidance for managing positionsand career development of the AL&T Workforce throughthe Army Acquisition Executive (AAE). This guidance includesthe designation and identification of AL&T positions; specifi-cation of position requirements; attainment and maintenanceof AL&T competencies through education, training, and ex-perience; management of the AAC selection and placementof personnel in AL&T positions; and workforce metrics.

The AAE has designated the Principal Military Deputy(MILDEP) to the ASAALT as the Director, Acquisition Ca-reer Management (DACM). The DACM directs the AACand assists the AAE in carrying out Defense Acquisition Work-force Improvement Act (DAWIA) requirements. The DACMappoints a Deputy Director, Acquisition Career Management(DDACM), reporting directly to the DACM, who has respon-sibility for the organization and daily management functionsof the Army’s acquisition career management activities.

USAASC establishes DAWIA Army policies and procedures,including overseeing accession; identifying high-quality edu-cation, training, and experience opportunities; assisting thefunctional leaders in establishing career paths; and providingmilitary and civilian workforce career development. USAASCalso provides resource, personnel, program, and force struc-ture guidance to program executive offices, direct reportingprogram management, and other acquisition elements onthe USAASC TDA. USAASC is also the proponent for theAAC regarding Total Army Analysis submissions.

DAWIA focuses heavily on a systematic approach in makingthe AL&T Workforce more professional. DAWIA addressesspecific requirements for work assignments, experience, edu-cation, and training. A major challenge for today’s Army isintegrating military and civilian AL&T Workforce members’education, training, and career development into the organi-zational mission. Commanders and managers at all levelsmust possess a clear understanding of their roles and respon-sibilities to meet this challenge.

ASAALT’s core mission is to effectively and efficiently leadthe Army’s acquisition function and the acquisition man-agement system. The responsibilities include oversight of theArmy weapons systems and equipment life-cycle manage-ment and containment from research and developmentthrough test and evaluation, acquisition, logistics, fielding,

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and disposition. ASAALT oversees the Elimination ofChemical Weapons Program and appoints, manages, andevaluates program managers and program executive officers,and manages the AAC and AL&T Workforce.

The Army DACM, currently LTG N. Ross Thompson III,oversees the training management and support of more than43,000 Army acquisition professionals. He is also responsi-ble for the AAC NCO Corps career and professional devel-opment programs. Thompson and the DDACM approve the AL&T Military Development Model/programs. Thisprogram trains, supports professional growth, provides oper-ational experience, and enhances leadership competencies.

The USAASC 51C Contracting Proponent is responsible for synchronizing the Career Management Field (CMF) 51-Acquisition and MOS 51C-AL&T Contracting NCOeight life-cycle management processes. The life-cycle man-agement functions are recruitment, retention, individualtraining, education, distribution, sustainment, professional

and career development, and separation. The military contracting proponent office reports to the DDACM andconsists of a 51C Proponent Officer/O-4, Chief NCO Proponent/E-9, AL&T Combat Development NCO/E-8,Instructor/E-7, and U.S. Army Human Resources Command(HRC) 51C Career Manager and Assignment Officer/E-7.Furthermore, the military contracting proponent performscoordination with HRC, Acquisition Career ManagementBranch for Acquisition Officers, and Quartermaster EnlistedPersonnel Management Branch. This proponency is unlikemost U.S. Army Proponent Offices as congressional mandatesand the DAWIA govern the life-cycle management functions.

The Military Contracting Proponent-Contracting Propo-nency Officer and Chief NCO Proponent sergeant majorprovide a wide range of functions in supporting the militarycontracting workforce with direction from the DACM andDDACM and ensure compliance with DAWIA, including:

• Conducting DA G-1 functional reviews, CMF reviews,and the Army’s personnel transformation for current andfuture operations.

• Providing the U.S. Army Training and Doctrine Command(TRADOC) with proponent updates pertaining to life-cycle management policies, procedures, and promotions.

• Providing proponent input to DA regulation and pam-phlet updates.

• Initiating and fostering partnerships with the U.S. MarineCorps, U.S. Air Force (USAF), Defense Acquisition Uni-versity, and the U.S. Army Logistics Management Collegefor officer and NCO career and professional development.

The AL&T Combat Contracting Development NCO-51C master sergeant performs a variety of AL&T analyticaltasks, including:

• Placing special emphasis on operational functions, doc-trine, materiel fielding, solutions, and training in supportof the U.S. Army Expeditionary Contracting Commandand teams.

• Analyzing documents and obtaining approval of warfight-ing concepts, future operational capabilities, organizationalrequirements, and materiel requirements.

• Determining solutions for future operational capabilities.• Revising manuals and developing new training tools

and publications.

The AL&T Contracting NCO-51C sergeant first class(SFC) serves as a primary instructor and liaison for theArmy and USAF enlisted personnel attending the 51C

ARMY AL&T

The USAASC 51C Contracting Proponent is responsible for synchronizing theCMF 51-Acquisition and MOS 51C-AL&T Contracting NCO managementprocesses. Here, SGT Christopher Smith, 172nd Infantry Brigade, moves througha training area forest during a situational training lane challenge at the U.S.Army Europe (USAREUR) NCO of the Year Competition held in August 2008 at the Grafenwoehr Training Area, Germany. (U.S. Army photo by SPC JosephH. McAtee, USAREUR Public Affairs Office (PAO).)

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reclassification training. The Army instruc-tor/liaison will be responsible for:

• Facilitating, training, and mentoring theprofessional development of Army andUSAF NCOs.

• Training enlisted personnel in acquisitionprocesses, procedures, policies, compliance,laws, regulations, statutes, and equipmentin all components.

• Assisting with updating combat adminis-trative data and program of instruction as required.

• Providing operational experience and lead-ership from lessons learned during contin-gency contracting operations and missions.

• Coordinating the planning and briefing ofArmy training requirements to the 345thTraining Squadron staff.

The AL&T Contracting NCO-SFC and the 51C CareerDevelopment, Assignment, and Training Officer is responsible for:

• Reclassification, assignment, and initial training for MOS 51C.

• Accepting or rejecting nominations; filling open requisi-tions in the Enlisted Distribution and Assignment System;and coordinating with the Army, other DOD agencies,and senior enlisted contracting advisors in the field on filling assignment and training requirements.

The objective of the USAASC 51C Contracting Proponentis to work in sync with TRADOC in developing viable officer and NCO professional development programs and to create professional, agile, and motivated officers and anNCO Corps that consistently make sound and informedbusiness decisions, act in an ethical manner, and delivertimely and affordable capabilities to the warfighter. Addi-tionally, USAASC will provide career guidance and oppor-tunities for broadening experiences and progression for itsNCOs and ensure effectiveness of training and civilian education programs. These positions form the core of 51Cenlisted personnel management and career development pro-grams. The majority of AL&T Contracting NCO positionsare in the U.S. Army Expeditionary Contracting Command’sunits and teams, a subordinate command of the U.S. ArmyMateriel Command. The AL&T Contracting NCO’s pri-mary mission is to deploy and perform as a warranted con-tingency contracting officer.

SGM Ethan A. Jones is the Senior Enlisted Advisor to theASAALT and his MILDEP. He is also the Chief NCO Propo-nent for CMF-51 Acquisition and MOS 51C-AL&T Con-tracting NCO. Jones holds a B.A. in public relations and masscommunications from Paine University and is pursuing anM.A. in acquisition management from the University of Man-agement and Technology. He is Level III certified in contracting.

Army, Industry Increase Synergy Through CGSCSpeakers Program

Brandon Pollachek

As a group of more than 100 corporate employees gatheredfor a lunchtime speaking engagement in Cambridge, MA,the setting was status quo except for the speaker. Thistime, audience members were able to hear from the enduser of their product — the Soldier.

The newly formed Command and General Staff College(CGSC) Industry Speakers Program matches up studentsattending the intermediate development course at FortLeavenworth, KS, with industry. Students are afforded anopportunity to share their military experiences with themen and women who produce the products they are usingon the battlefield.

ARMY AL&T

With the approval of the GenForce TDAs, the VCSA approved integration of the 51C enlistedproponent structure into ASAALT and the life-cycle functions of MOS 51C throughout the Army.Here, Soldiers are sworn into the NCO Corps at an NCO induction ceremony at Camp Liberty, Iraq,Jan. 22, 2009. (U.S. Army photo by SGT Michael Goebelbecker, 10th Sustainment Brigade PAO.)

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The program’s roots are based on CGSC Commandant LTG William Caldwell IV’s requirement for CGSC officersto speak publicly to complete the course and a desire fromprogram executive offices (PEOs) to have Army officers engage industry partners. Six PEOs participate in the pro-gram, each reaching out to those with which they do busi-ness. More than 35 companies are participating so far.

All students attending CGSC are required to participate in a speaking engagement during the course of the pro-gram. “With less than 1 percent of the U.S. populationserving in the military, I think it is imperative for our Soldiers to share their stories with the American publicthey serve,” said Caldwell. “The ‘Sharing Our Story withthe Nation’ program gives students the opportunity tohonor their fallen comrades and tell the incredible story of the American Soldier, while simultaneously educatingand informing members of the community. I truly see thisas one component of being able to effectively operate intoday’s information environment.”

One of the first students to participate in the program wasMAJ Ryan Welch, an Apache helicopter pilot, who delivereda presentation centered on a few battles he engaged in whiledeployed to Operation Iraqi Freedom (OIF ). Following his30-minute presentation, Welch fielded questions from theaudience for more than 45 minutes. Points of interest in-cluded everything from the various systems he used in thecockpit to troop morale and challenges he faced in theater.

“I chose to participate in the industry speakers program to thank industry research and development personnel fortheir vital role in providing our warfighters with top-endtechnological equipment in [overseas contingency opera-tions],” Welch said. “Secondly, I wanted to share some stories about the heroic actions and tremendous sacrificesour Soldiers make on the battlefield every day. I feel it is important for these workers to know what their work ultimately results in where the rubber meets the road.”

In addition to the benefits speakers receive from participat-ing, the CGSC Industry Speakers program also represents anopportunity for PEOs to solidify relationships with their industry partners. “This is a tremendous opportunity foryoung officers to gain appreciation of what industry doesand for workers at defense contractors to hear directly fromSoldiers about the Army and what capabilities industry provides. It’s a great experience for all involved,” noted BG Thomas Cole, Program Executive Officer Intelligence,Electronic Warfare, and Sensors (IEW&S).

“The feedback I have received on this program has beennothing short of phenomenal. Every audience from Massa-chusetts to Arizona has raved about the professionalism andenthusiasm of our student representatives,” Caldwell said.“With 16 engagements conducted in less than 4 months, I see this program as a true win-win for everyone.”

Following his briefing, Welch stated, “The primary benefitof this engagement was the ability to connect with peoplewho are involved in the development of equipment that willmake my future units more combat effective.” Additionally,Welch viewed his speaking engagement as a chance to con-nect with the audience on another level. He wanted industry to be able to take away that “what they do is important and results in lives saved,” he said. “We are making signifi-cant gains on the battlefield that are a direct result of yourdiligence and determination in resourcing Soldiers.”

Brandon Pollachek is the PEO IEW&S Public Affairs Officerat Fort Monmouth, NJ. He holds a B.S. in political sciencefrom Cazenovia College and has more than 9 years’ experiencein writing about military systems.

ARMY AL&T

MAJ Ryan Welch, a CGSC student, addresses a group of industry professionalsabout his experiences while deployed as an Apache pilot in support of OIF.The briefing was part of the CGSC Industry Speakers Program. (U.S. Armyphoto by Brandon Pollachek.)

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Integrating Career Management Field (CMF) 51 andMilitary Occupational Specialty (MOS) 51C CareerDevelopment and Certification

SGM Ethan A. Jones

Developing and integrating strong, viable, and competentleader development and certification programs supportingCMF 51-Acquisition and MOS 51C-Acquisition, Logistics,and Technology (AL&T) Contracting NoncommissionedOfficer (NCO) has been challenging. As the U.S. Army Acquisition Corps (AAC) NCO numbers continue to growin order to support additional acquisition/contracting battle-field requirements, the U.S. Army Acquisition Support Cen-ter (USAASC) 51C Proponent for MOS 51C continues toidentify, develop, and build constructive leader developmentand certification programs for 51C Soldiers, including AACmembers. However, with all new challenges comes change— a culture change that requires support and understandingfrom senior acquisition leaders and Soldiers.

In accordance with Department of the Army [DA] Pamphlet600-25, NCO Professional Guide, and the Defense AcquisitionWorkforce Improvement Act (DAWIA ) contracting certifica-tion standards for Levels I, II, and III, 51C Soldiers haveguidance and policies to support their professional growthand mission. The integration of these policies assists theNCO contracting force structure and support functionswithin the full-spectrum Army. To leverage existing expertiseand capabilities throughout DA and DOD agencies involvedin institutional contracting training and leader developmentfunctions, USAASC 51C Enlisted Proponent, certification,and leader development training processes are embeddedwithin various DOD agencies. These agencies include theU.S. Army Logistics Management College (ALMC), De-fense Acquisition University (DAU), U.S. Air Force 37thTraining Wing, U.S. Army Human Resources Command(HRC), U.S. Army Training and Doctrine Command(TRADOC), and the Institute for Advanced Technology.

Drill Sergeant SchoolThe TRADOC core mission is to recruit, train, and educateSoldiers; develop leaders; support unit training; develop doc-trine; establish standards; and build the future Army. Toleverage existing leader development programs, USAASC,through the HRC Drill Sergeant Branch, will request onedrill sergeant E-6 position with a projected fill in FY11. The HRC Enlisted Personnel Management Branch and the51C Career and Assignment Office will enlist those 51C

staff sergeant NCOs in becoming drill sergeants. The DrillSergeant School consists of 10 weeks of the same activities as basic training, including drill and ceremony, basic riflemarksmanship, and obstacle/confidence. The drill sergeant’stour of duty is 2 years with a possible 1-year extension. The51C drill sergeants may be assigned to units that conductbasic combat training or 1-station training with a projectedfill in FY11.

51C First SergeantUSAASC is also developing a 51C first sergeant require-ment. This requirement will support the U.S. Army Quar-termaster Center and School Advance Individual TrainingUnit with a projected fill in FY11. A first sergeant carriesthe responsibility and authority of the company and:

• Has the breadth of experience, professional knowledge,and education.

• Is the unqualified expert in a variety of areas, includingpromotions, demotions, military law, civilian law, counsel-ing, discipline, leave and passes, evaluations, inspections,public speaking, billeting, permanent change-of-stationmoves, and temporary duty assignments.

• Serves as the “eyes and ears” for the commander and thevoice for the enlisted force.

The Mission Airmen Ready Contracting Course(MRAC)MRAC is the 8-week resident 51C Reclassification TrainingCourse at Lackland Air Force Base, TX. Soldiers who suc-cessfully complete the MRAC receive Basic NCO Coursecredit and, if necessary, a requirement by TRADOC/ArmyG-1 to remain competitive for promotion to the next highergrade. Soldiers also receive DAWIA Level I contracting certi-fication training.

ALMCThe ALMC (east campus), part of TRADOC in Huntsville,AL, has an agreement with USAASC to support and trainthe acquisition military and civilian communities. ALMC is instrumental in the professional development and trainingof the acquisition community. ALMC teaches the Army Acquisition Basic Course, Army Intermediate ContractingCourse, Army Intermediate Contracting Lab, and the Oper-ational Contract Support Course. All are viable, distinctive,and unique courses to the acquisition community. The ArmyIntermediate Contracting Course and the Army IntermediateContracting Lab run for 6 weeks and equate to the Contract-ing Advance NCO Course (ANCOC); 51C NCOs will re-ceive ANCOC credit. In this course, the AL&T Contracting

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NCO learns the intermediate principles of the Federal Acqui-sition Regulation and Defense Federal Acquisition Regulation.

To continue with the leveraging of existing training capabili-ties and expertise in every aspect of the acquisition processand leader development, USAASC has incorporated into its51C professional development program the Institute for Advance Technology 51A Intermediate Qualification Courseon acquisition leadership. Soldiers in grade of sergeant firstclass (promotable) and master sergeant are authorized to attendthe 4-week resident course designed to provide tools in de-veloping acquisition leaders capable of leading/commandingoperations in any acquisition organization at the O-5/O-6levels. Throughout this course, the Soldier will:

• Develop and motivate a pool of future senior officers andNCOs trained in innovative leadership and prepared forcomplex acquisition challenges.

• Be exposed to real-world customer needs and programmanagement and program executive office operationsthrough a series of speakers, staff rides, and field trips.

• Develop an enhanced understanding of customers andtheir support needs, industrial operations and its defenseinterface, and the civilian workforce.

U.S. Army Sergeants Major Academy (USASMA)TRADOC’s USASMA helps Soldiers broaden their knowl-edge base. The prime educational technique employed

throughout the course is the small group participatory learning process. The USASMA course is divided into fourareas: leadership, resource management, training manage-ment, and military operations at the highest levels of theArmy. This training prepares 51C sergeants major as SeniorEnlisted Contracting Advisors in support of major acquisi-tion and contracting commands/organizations at O-7 andabove levels.

The Army Acquisition Executive designated LTG N. RossThompson III as the Army’s Director, Acquisition CareerManagement (DACM). The DACM oversees the trainingmanagement and support of more than 43,000 acquisitionprofessionals. The DACM and the Deputy DACM approvethe AL&T Military Development Model/programs. All pro-grams are designed to train, support professional growth,provide operational experience, and enhance leadership competencies throughout the NCO’s career.

USAASC 51C Enlisted Proponent’s objective is to create a professional, agile, and motivated NCO workforce thatconsistently makes sound and informed business decisions,acts in an ethical manner, and delivers timely and affordablecapabilities to the warfighter. AL&T Contracting NCOswill become contingency contracting technical experts,trainers, and leaders. In the first years of their careers, they will require more technical training as it pertains tocontracting statutes, laws, and regulations. Additionally,

ARMY AL&T

USAASC 51C Enlisted Proponent’s objective is to create a professional, agile, and motivated NCO workforce that consistently makes sound and informedbusiness decisions, acts in an ethical manner, and delivers timely and affordable capabilities to the warfighter. Here, NCOs SFC William Perkins (left) and SSG Jeremy Smith (right center) are recognized for completing contracting officer’s representative training and saving the Army more than $200,000 at Camp Arifjan, Kuwait, in January 2008. Also pictured are MG (then BG) James L. Hodge, then-Commanding General U.S. Army Materiel Command (Forward)(left center), and LTC Doug Kiser, Commander, U.S. Army Contracting Command-Kuwait (right). (U.S. Army photo.)

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USAASC will provide career guidance and opportunities tobroaden experiences and progression for its NCOs. To meetand achieve certain certification goals for the AAC NCOs,USAASC sends Soldiers to DAU courses.

DAU provides a full range of basic, intermediate, and advanced training; assignment-specific training; and contin-uous learning opportunities. For AAC NCOs to performtheir wartime mission as contingency contracting officers

or contract specialists, they must either havereceived accreditation under OSD policiesand guidelines or certification under theOSD based on experience, training, and education as outlined by DoD Instruction5000.66.

Under DAWIA, all Soldiers must have abachelor’s degree coupled with experienceand training to qualify for one of the fol-lowing contracting certifications: basic(Level I), intermediate (Level II), or ad-vanced (Level III).

To become a member of the AAC, the ap-plicant must be a member of the ArmyAL&T Workforce and occupy a designatedDA AL&T position at the GS-13 (or com-parable payband) grade level or above or be tentatively selected for a DA Critical Acquisition Position. In the enlisted ranks,AAC membership is available to NCOs in the ranks of master sergeant and higher who are DAWIA Level II or III certified in contracting and have 4 to 6 years of acquisition experience.

One of USAASC’s goals is to produce com-petent, innovative, and viable AAC NCOleaders for today and tomorrow. The AL&TContracting NCO’s force structure was de-veloped to support the Army’s modularforce. AL&T Contracting NCOs acquiretechnology, supplies, and service for ourwarfighters and our Nation through respon-sive and innovative support. Professionaland leader development is the cornerstone ofthe Soldier. USAASC training and leaderdevelopment programs will continue tobring AL&T modular capabilities holisti-cally to the battlefield.

SGM Ethan A. Jones is the Senior Enlisted Advisor to the Assis-tant Secretary of the Army for AL&T and his Military Deputy.He is also the Chief NCO Proponent for CMF-51 Acquisitionand MOS 51C-AL&T Contracting NCO. Jones holds a B.A.in public relations and mass communications from Paine Uni-versity and is pursuing an M.A. in acquisition managementfrom the University of Management and Technology. He is LevelIII certified in contracting.

ARMY AL&T

The USAASC 51C Proponent continues to develop, cultivate, and build constructive leader developmentand certification programs for 51C Soldiers. Here, Acquisition NCO MSG Christopher Bowers speakswith Acquisition Career Manager Yves Jackson at the USAASC kiosk at the Association of theUnited States Army Annual Meeting and Exposition in October 2008. Bowers was the first-everwinner of the AL&T NCO Award of Excellence for 2008. (USAASC photo by McArthur Newell,BRTRC Contractor.)

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Contracting Community Highlights

Greetings to the Army Acquisition,Logistics, and Technology team! Iam extremely honored and proud to

be serving as the Deputy Assistant Secretaryof the Army (Procurement). The acquisitioncommunity is a cadre of outstanding pro-fessionals whom I admire for their expertise,dedication, and persistence to excellence in an environmentof unparalleled challenges.

Since assuming this role on Dec. 8, 2008, I have spokenwith senior contracting officials about the major issues fac-ing our community. Over the near term, I will share my vision and the strategic goals for the Army’s procurementcommunity. We are learning the focus areas of the new administration and more about congressional priorities.Contracting effectiveness and efficiency is a high priority in both communities. There will be new initiatives designedto cut costs and an increased emphasis on key procurementareas, such as increasing competition, a stronger focus onmarket research, tracking and managing Army property, and overall contract administration.

Contract closeout is an immediate concern. The Army hasseveral hundred thousand Army contracts that are physicallycomplete, but not closed out. The Federal Acquisition Regu-lation (FAR ) requires contracts to be closed within 6 to 36months after award. Although many of these may need onlya few keystrokes in the Standard Procurement System toclose, others are physically complete with outstanding pay-ments and unliquidated obligations. I have directed that allArmy contracts that are physically complete and over age per FAR 4.804 be closed by Sept. 30, 2011, unless there areoutstanding issues with external organizations, such as theDefense Contract Audit Agency or Defense Contract Man-agement Agency. I have discussed plans for an Armywidecloseout with the Principal Assistants Responsible for Con-tracting that includes priorities, processes, and metrics. Acritical outcome of our closeout will be for Army contract-ing activities to identify the resources, personnel, facilities,and training needed to perform the full range of the con-tract life cycle, including closeout. As you learn more aboutthis plan from your contracting leadership, I request and

expect your full support. It is a matter of regulation andsound fiscal discipline that these contracts be closed.

The Army has committed to expanding the contractingworkforce in response to the Gansler Commission Report.Hiring, training, and mentoring this expanded workforcewill be a great challenge. Additionally, in a recent meeting,GEN Peter W. Chiarelli, Army Vice Chief of Staff, made the bold statement that contracted support to the warfighteris the new normal. We have his strong support for Armycontracting. We must be prepared to provide sustained support to an Army engaged in persistent conflict.

Much has already been accomplished, but much remains. I look forward to joining you in continuing to improve ourprocesses and providing our workforce with better tools andtraining. I am totally committed to expending time and re-sources that will improve Army contracting. Together, wemust overcome the challenges facing our community, sustainour commitment to excellence, and continue to provideworld-class contracting capability to support our warfightersacross the full spectrum of military operations.

Edward M. Harrington Deputy Assistant Secretary of the Army

(Procurement)

New Army Competition Advocate General (ACAG)Promotes Increased Competition

Dona Alexander

The Army contracting community continues to be vigilantin promoting and providing full and open competition insoliciting offers and awarding government contracts. Thenew ACAG, Edward M. Harrington, Deputy Assistant Secretary of the Army (Procurement) (DASA(P)), heartilysupports increased competition and has recently reempha-sized its importance and continuous improvement on Armycompetition achievements.

The overall percentage of dollars and actions awarded com-petitively has remained relatively constant since FY98. Forexample, 66 percent of every dollar spent in 2007 was awardedcompetitively; in 2008, 65.4 percent of every dollar wasawarded competitively, which slightly exceeded the 63 percent

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Army competition goal. The competitive percentages arehigher when measured by actions because all Army Com-mands, Army Service Component Commands, and DirectReport Units are competing what they can, but high-dollarnoncompetitive procurements drive the overall picture. In2007, the Army competed 84 percent of its actions; in 2008,81 percent were competitive. Generally, installation/depotand construction/services contracting are well-suited to com-petition, but there is still plenty of room for improvement.

The Army contracting workforce made great strides in FY08to improve competition. The U.S. Army Research, Develop-ment, and Engineering Command has significantly increasedcompetition by employing best-value source selection pro-cedures for all of its systems acquisitions. Several of theseprograms involved multiple awards to maximize productioncapabilities, ensure competitive design features, and level thepricing field for potential future buys. They rely on broadagency announcements and small business innovative researchprograms for state-of-the-art research and development proj-ects for future warfighters. These programs are inherentlycompetitive, and they stimulate and capitalize on innovativescientific research for Soldier-support items.

The Information Technology E-Commerce and CommercialContracting Center is committed to maximizing competitionfor all actions by establishing “master contracts” for Army-wide use. These vehicles are not only created as a result ofcompetition, but they also require additional competitionwhen delivery orders/task orders (DOs/TOs) are issued. TheDefense Management Travel Area, Army Desktop and Mo-bile Computing-2, and the Information Technology Enter-prise Solution contracts for services and hardware are just a few examples of indefinite delivery indefinite quantity(IDIQ)-type contracts that benefit from this strategy. Notonly do they provide substantial savings, but they also en-sure that competition is retained for the life of the contracts.

The U.S. Army Communications-Electronics Command(CECOM) Contracting Center is a strong proponent ofusing IDIQ contracts to meet dynamic requirements. Theacquisition strategies for multiple-award IDIQ contracts include a robust plan for maintaining competition for DOs/TOs, which are awarded only after prime contractors havebeen provided with a fair opportunity to be considered foraward. Although CECOM supports many legacy systems forwhich competition is often not viable, contracting officershave contacted the systems developers or original equipmentmanufacturers (OEMs) to ascertain their interest in sellingthe Technical Data Packages (TDPs) if it is in the government’s

best interest. Additionally, the command’s technical expertscontinue to monitor the marketplace for changes that maypresent opportunities for additional sources to compete tomeet government requirements and reinvigorate competi-tion. Furthermore, a review of these legacy systems’ compo-nents is performed to identify those that can be broken outto enhance competitive opportunities.

Fair opportunity competitions were high on DO/TO awardsin FY08. Total dollars on Army orders against DOD-issuedmultiple-award contracts were 88.8 percent competitivelyawarded. Total dollars on Army orders against non-DOD is-sued multiple-award contracts were 74.4 percent competitivelyawarded. These numbers bode well to maintain competition.

Army contracting officers face impediments to competitionevery day. In the arena of spare parts, subsystems and up-grades competition is frequently limited by lack of TDPsand the rigorous testing process required to approve substi-tute items. The latter factor is especially notable in the air-craft industry, where safety-of-flight considerations make the testing and approval process especially lengthy and ex-pensive. It is also a major factor with vehicles. Competitionhas a negative effect when a major system OEM uses a ven-dor whose commercial part was privately developed and is protected by patents or trade secrets. Once this compo-nent or subsystem is incorporated into the end product, itcreates a sole source situation for replacements and repairs.Breakouts are possible, with performance (form, fit, andfunction) specifications, but this can be time-consuming and expensive.

Numerous urgent and compelling justifications and approvalswere processed in FY08 to provide support to the FederalEmergency Management Agency, including relief effortsafter Hurricanes Gustav and Ike, and Midwest flooding re-covery. The primary barrier to full and open competition inthe contingency theater is the urgent requirement to meetneeds of combat forces and local Army and police support,and to obtain parts for aging infrastructure, especially forpower generation and water treatment. In particular, theBaghdad Security Plan Surge from October 2007 to May2008 continued to require the use of other methods thanfull and open competition to meet unusual and compellingcombat requirements.

Health care is another area that doesn’t lend itself to compe-tition due to compatibility with existing government-ownedequipment and physician-prescribed invasive devices, such as surgical implants, stents, pacemakers, artificial limbs, and

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prosthetics. In particular, this area will continue to be a chal-lenge because no exemption exists for these items. Barriersto competition are also encountered in secure environmentcontracting efforts, which are not candidates because of thesensitive nature of the action.

The ACAG is committed to supporting increased competi-tion in the Army acquisition process. While enhanced com-petition opportunities are continually identified, many existing and new noncompetitive actions will also receive increased scrutiny. At the direction of the Assistant Secretaryof the Army for Acquisition, Logistics, and Technology,Harrington has launched a TDP decision process reviewthat, if merited, may provide enhanced, standard guidanceon a business case analysis on TDP procurement for newsystems acquisitions. Initiatives under consideration to in-crease competition at all command levels are the Army oversight of command goal performance through quarterlyreports on competition dollars spent and actions, PrincipalAssistants Responsible for Contracting alerts to share com-petition success stories, and a specific contracting award torecognize competition. The Army will continue to promotecompetition in FY09 by emphasizing market research, spon-soring industry day events, and conducting outreach.

Dona Alexander is a Procurement Analyst in the Office of theDASA(P), Business Operations Directorate. She holds a B.S. inbusiness management from the University of Maryland, is LevelIII certified in contracting, and is a U.S. Army AcquisitionCorps member. Alexander can be reached at (703) 696-4465/DSN 426-4465 or [email protected].

USAMRAA Progresses Toward Contract Excellence

Terry McCune

As contracting professionals, we are all charged with providingon-time delivery of the best value and best quality productsand services. Many metrics captured by acquisition activitiesrelate to workload growth in dollars, actions, and workforcesize. The messages conveyed by these metrics are that we aredoing more with less and/or our cost-per-dollar obligationhas been significantly decreased. The metrics typically do little to measure our services in terms of product or servicequality, timeliness, or value.

The U.S. Army Medical Research Acquisition Activity (USAMRAA), a subordinate command of the U.S. ArmyMedical Research and Materiel Command (MRMC), is im-plementing processes and procedures that will impact thequality, timeliness, and value of the products and servicesdelivered. Using MRMC’s Balanced Scorecard Strategic Man-agement System, USAMRAA has established objectives thatfocus on employee development under the learning and growthperspective, measure processes under the internal processperspective, and ensure financial support for USAMRAAprograms from the resources perspective, which improves cus-tomer services. This article addresses some of these initiatives.

Quality Assurance ProgramAs a member of the Deputy Assistant Secretary of the Army(Procurement) (DASA(P)) Procurement Management Review(PMR) Advisory Team, USAMRAA has developed contract-ing tool kits to evaluate Army contracting activities. Eachtool kit is used to review specific functional areas within anacquisition activity. USAMRAA also provides senior acquisi-tion professionals to travel with the DASA(P) team to assistin PMRs. USAMRAA participation on the advisory teamand the PMRs has significantly improved product quality. It helps USAMRAA focus on the most pressing issues in acquisition and allows best practices to be observed duringPMRs. USAMRAA has assigned a senior procurement analyst to review contract and assistance agreement files by using DASA(P) contract execution tool kits, allowingcontinuous evaluation of file compliance.

International Organization for Standardization (ISO) 9001USAMRAA is ISO 9001 certified and has developed qualitymanuals and procedures to ensure implementation of acqui-sition policies, routine internal and external inspections, andhands-on management involvement. USAMRAA managersmeet monthly to review ISO objectives and develop actionsfor continuous improvement. Two internal and one externalaudit are conducted yearly, and a recertification audit iscompleted every 3 years. USAMRAA has more than 80 in-dividuals certified as internal auditors and one lead auditor.

Lean Six Sigma (LSS)To improve efficiency and reduce contracting costs, USAMRAA has embarked on an ambitious LSS project toreduce overall turnaround times for simplified acquisitionpurchases. This project includes the definition and decon-struction of each step in simplified acquisition purchases tobuild a value stream map. Interestingly, many contractingprocesses have very little variance. USAMRAA found a

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6-percent variance among contract specialists, a 1-percentvariance among customer service centers, and almost novariance for procurement requests received by USAMRAA.A substantial variance was found in the completeness of procurement packages submitted by USAMRAA customers.One of the LSS goals is to improve customer procurementpackages to reduce contracting costs and lead times. As a result of the project, USAMRAA fully expects to see a 15-percent reduction in simplified acquisition cycle times. Furthermore, USAMRAA expects to transfer efficienciesfound in this study to all other acquisition categories.

Information Management (IM)/Information Technology (IT) Initiatives USAMRAA has purchased laptops with docking stationsand dual monitors for its employees. The docking stationsprovide workforce flexibility and enhance USAMRAA’s telework ability, and the dual monitors permit viewing ofelectronic contract files and Procurement Desktop 2 files simultaneously. Hardware deployment is key to ensuring atotal USAMRAA IM/IT solution.

USAMRAA has also developed a contract specialist work-load distribution tool to manage contracts and assistanceagreements. This tool tracks the award type, complexitybased on a 1 to 5 rating, and the contract specialist’s work-load. Each element generates a factor, allowing the supervisorto manage and normalize employee workloads. Contractspecialists use the tool to monitor their contract actions.

In January 2009, USAMRAA deployed an electronic con-tract award file. This file contains all documents typicallyfound in a hard-copy file. Each file is organized as a 6-partaward file that mirrors the contract checklist. This effort will fully bring USAMRAA into the paperless environment.USAMRAA’s justification and approval log will hyperlink to the electronic contract award file.

In August 2008, USAMRAA deployed an electronic con-tracting officer’s representative (COR) database that containsawards, training certificates, training completion dates, andCOR recertification dates. It allows management of CORtraining, award assignments, and certifications, and updatesCORs on the latest acquisition changes. The COR databaseis hyperlinked to the electronic contract award file.

Contract file checklists have been developed based on con-tract award type or method:

• Simplified Acquisition Procedures (SAP)-services.• SAP-supplies.• Construction.• Research and development.• Small Business Innovative Research (SBIR)/Small Business

Technology Transfer. • General Services Administration.• Commercial services.• Assistance agreements.

USAMRAA has purchased laptops with docking stations and dual monitors for its employees similar to the one being used here at the U.S. Air Force TheaterHospital, Balad Air Base, Iraq. (U.S. Army photo.)

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In some contracting activities, one checklist is used for allactions. The rationale for USAMRAA using the differentchecklists is to minimize confusion since USAMRAA con-tract specialists must process all requirements.

USAMRAA has developed a new products and ideas sub-mission procedure on its Web site (http://www.usamraa.army.mil/pages/index.cfm) where contractors and researchinstitutions can submit unsolicited proposals based on theproduct category (pharmaceutical, medical device, etc.) and the development stage (research, prototype, off-the-shelf, etc.). The unsolicited proposals are then forwarded to the subject matter expert based on the category and stage criteria. To date, USAMRAA has received approxi-mately 340 unsolicited proposals with response times at less than 30 days.

Terry McCune is the USAMRAA Business Oversight BranchChief, MRMC SBIR Coordinator, and manages the USAMRAAquality management programs. He holds a B.S. in management/health care from Park University and an M.S. in contracts andacquisition management from the Florida Institute of Technol-ogy. McCune is certified Level III in contracting and is a U.S.Army Acquisition Corps member. He can be reached at (301)619-2110/DSN 343-2110 or [email protected].

Army Implements Congressional Direction to Insourcing

Kimberly Buehler

Throughout the past couple of decades the federal govern-ment has grown increasingly reliant on contractor-providedmanpower supplied through service contracts. The down-sizing of the Army’s civilian workforce and the increasingcontractor workforce was driven by various factors, includ-ing increased requirements resulting from overseas contin-gency operations, staffing limitations, hiring restrictions, and budget cuts. Managers had few options for servicingcontracts to attain a ready and skilled labor pool.

Hardly a day goes by without a news article about govern-ment contractors. Articles cover the wide spectrum of issuesassociated with a robust contractor workforce, such as thenumber of contractors in the “shadow workforce” and thelack of oversight and surveillance on service contracts. Forthe Army, the mission-critical, contractor-provided services

in Iraq and Afghanistan have been of particular media andinternal DOD interest.

After years of supporting outsourcing, congressional focushas shifted to decreasing dependence on service contractingby increasing the civilian workforce. Congress expressedconcern that DOD has outsourced inherently governmentalfunctions in key mission areas and operationally executedunauthorized personal services contracts. As a result, the National Defense Authorization Act for FY08 (NDAA 08)brought new statutory requirements for DOD on servicecontracts and civilian hiring.

NDAA 08 Section 324 directs DOD to consider using civil-ian employees to perform new functions and the work cur-rently being performed by contractors. The statute requiresthis to be accomplished outside of the A-76 process. Acqui-sition planners are directed to give special consideration toinsourcing for:

• Functions performed by DOD employees at any time during the previous 10 years.

• Functions “closely associated with inherently governmentalactivities” as defined in Federal Acquisition Regulation(FAR) 7.503(d ).

• Functions performed pursuant to a contract awarded on anoncompetitive basis.

• Contracts with documented poor performance records resulting from excessive costs or inferior quality.

NDAA 08 Section 807 requires DOD to submit an annualinventory of the activities performed under service contractsand review those activities for unauthorized personal services,inherently governmental functions, and functions closely associated with inherently governmental functions. The section also directs that military service secretaries reviewcontracts in the inventory and take appropriate correctiveaction to continue, discontinue, or convert the activities toDOD civilian performance. The review mandated at Section807 supports the identification of insourcing opportunitiesrequired under NDAA 08 Section 324. The Deputy UnderSecretary of Defense for Acquisition and Technology se-lected the Army to provide the pilot inventory of servicecontract activities required under NDAA 08 Section 807 because the Secretary of the Army (SecArmy) has had re-quired manpower reporting for all service contracts sinceJanuary 2005. The Assistant Secretary of the Army for Manpower and Reserve Affairs (ASA(M&RA)) created aContractor Manpower Reporting Application (CMRA) tocapture data from contractors on labor hour expenditures

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by function, funding source, and mission supported. Contractors input data into the CMRA annually betweenOctober and December. The ASA(M&RA) converts thenumber of labor hours reported to an estimate of govern-ment full-time equivalents. The manpower reporting require-ment applies to all service contracts except utility services,foreign military sales, and construction. For reporting purposes, services are defined in FAR Subsection 37.101.

ASA(M&RA) submitted the prototype inventory to the Office of the Defense Procurement, Acquisition Policy, andStrategic Sourcing on June 13, 2008. Data was compiledfrom CMRA, the Federal Procurement Data System-NextGeneration, and the Army Contracting Business IntelligenceSystem. The report was coordinated with the Deputy ASA(DASA) (Procurement).

To comply with future review and reporting requirements ofNDAA 08 Sections 324 and 807 and to reemphasize long-standing FAR Subpart 7.5 and 37.104 responsibilities andlimitations for inherently governmental functions and per-sonal services contracts, the ASA(M&RA) revised the processand form used to document services contract approval. TheSecArmy formalized the services contract approval processvia a memorandum on Feb. 23, 2006. The process estab-lished completion of the Request for Civilian Hire or Ser-vices Contract Approval form before contracting for newservice requirements and exercising options on existing re-quirements. The process also required monthly reporting to the ASA(M&RA) on the number of service contracts approved and disapproved at each Army Command, ServiceComponent Command, and Direct Reporting Unit. On

May 8, 2008, the ASA(M&RA) changed the report frommonthly to quarterly and it now collects the information required under NDAA 08 Sections 324 and 807.

The ASA(M&RA) also revised the Request for Civilian Hire or Services Contract Approval form to include a set ofaccompanying worksheets. The revised form now includesthe certification that:

• The requirement does not include inherently governmentalfunctions.

• The requirement does not include unauthorized personalservices either in the way the work statement is written or in the way the contract operates.

• In the case of work closely associated with inherently governmental functions or noncompetitive contracts, special consideration was given to using federal govern-ment employees.

• The contract was either reported in the CMRA, was notreported in the CMRA (with explanation), or the CMRAreporting requirement was included in the work statementif it was a new requirement.

The four worksheets that now accompany the revised Re-quest for Civilian Hire or Services Contract Approval formare designed to assist requirements officials and senior lead-ership with completing the certification statement. Theworksheets mirror the FAR Subpart 7.5 and 37.104 criteriafor inherently governmental functions and personal servicescontracts. Putting the FAR requirements into the worksheetformat enhances visibility of the requirements and ensuresthat appropriate risk mitigations are developed to preventcontracting for unauthorized personal services or inherentlygovernmental functions. Completion of the revised formand worksheets is mandatory for all new service contractsand the exercise of options on existing service contracts as of Oct. 1, 2008.

More information and documents on the Army’s policies forservice contract approval, insourcing, and NDAA 08 Sections324 and 807 requirements can be found on the ASA(M&RA)Web site at http://www.asamra.army.mil/insourcing/.

Kimberly Buehler is a procurement analyst in the Office of the DASA (Procurement), Procurement Policy and Support Directorate. She holds a B.A. in history/secondary educationfrom Trenton State College and an M.A. in art history fromTemple University. Buehler is certified Level III in contractingand Level I in program management, and is a U.S. Army Acquisition Corps member.

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After years of supporting outsourcing, congressional focus has shifted todecreasing dependence on service contracting by increasing the civilianworkforce. Here, Michelle Holmes, an Army civilian secretary, prepares adocument for signature at Camp Victory, Iraq, in September 2008. Holmesvolunteered for Iraq duty from her home station at Fort Drum, NY. (U.S. Army photo by SPC Josh LeCappelain.)

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AbilityOne Program Highlights

J. Vincent Gonzales

“Employment is the key to economic security and personalindependence of all Americans, especially Americans withdisabilities,” said Tina Ballard, Executive Director of theCommittee for Purchase from People Who Are Blind or Severely Disabled, the independent federal agency that ad-ministers the AbilityOne Program. “Through employment,this group of Americans, 54 million strong, will not only enhance their sense of well-being and gain more confidence,but will also be able to enjoy a reduced dependence on gov-ernment support and join the ranks of taxpayers.”

The AbilityOne program, formerly the Javits-Wagner-O’Day(JWOD) program, creates employment for thousands ofpeople who are blind or have other severe disabilities.AbiltyOne coordinates its activities and participation withmore than 600 nonprofit organizations and employs morethan 40,000 personnel with severe disabilities. It also pro-vides goods and services to the federal government at a fairprice. AbilityOne has nearly 1,000 locations representing 40

government agencies that represented $2.3 billion of prod-ucts and services purchased by the federal government in2006. The program is a major provider of military diningservices to DOD and provides most of the Military ChemicalProtective Coats and Trousers, known as the Joint ServiceLightweight Integrated Suit Technology (JSLIST) overgar-ment. AbilityOne is the largest provider of custodial servicesand commissary shelf stocking to the federal government. Inaddition, it supports humanitarian relief programs in morethan 30 countries.

The JWOD Act directs the designation of “a central non-profit agency or agencies to facilitate the distribution … of orders of the government for commodities and serviceson the procurement list among qualified nonprofit agencies[NPAs] for the blind or such agencies for other severlyhandicapped.” The National Industries for the Blind (NIB)and NISH (formerly known as National Industries for theSeverely Handicapped) are the national nonprofit organiza-tions designated to perform this and other functions to helpNPAs participate in the AbilityOne program. NIB and NISHwork closely with contracting activities and NPAs to matchgovernment requirements with NPA capabilities.

In 2006, the JWOD name was changed to AbilityOne. Thetransition has been gradual, but the AbilityOne logo andname are gaining recognition as the program continues toimprove and expand its services and products. In the past,JWOD was known for production of mops and brooms andlater for more traditional services, such as custodial services,shelf stocking, ground maintenance, food services, mail,

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AbiltyOne supports Soldiers by providing most of the JSLIST overgarment shownhere. (Photo courtesy of Program Executive Office Soldier.)

Retired SPC Nathan Short shares his story about how AbilityOne helped himafter he was wounded on active duty. Short spoke during a recognitionceremony for the AbilityOne Program Oct. 8, 2008, at the Pentagon. (DODphoto by PO2 Molly A. Burgess, U.S. Navy.)


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laundry, switchboards, and administrative services. Today,AbilityOne provides facility and fleet management, hospitalhousekeeping, document management and destruction,warehousing, call center operations, recycling, hospitality,and secure mail.

To meet future challenges, AbilityOne is expanding intonew markets. These include contracts for baggage inspectors;airfield alert support; manufacturing and development assis-tance; security services; dormitory management; vehicle registration; heating, ventilation, and air conditioning filtermaintenance; vehicle dispatchers; kennel caretakers; andcentral issue facilities operations.

As members of the acquisition workforce, we must expandour vision to include how the blind and severely disabledcan be part of the Army team and participate in supportingour warfighters. When an order is placed with AbilityOne,blind or severely disabled people receive jobs that help ourwounded warriors who have served this country.

To access AbilityOne products and services, visit:

• http://abilityone.com.• http://www.globalsupply.gsa.gov.• http://www.gsaadvantage.gov.• https://emall6.prod.dodonline.net/main.• http://www.jwod.gov/jwod/participate/authorized_

distributors.html.• http://www.jwod.gov/jwod/about_us/bsc.html.

For additional information, call AbilityOne’s customer hotline at (800) 433-2304 or e-mail [email protected].

J. Vincent Gonzales is a Procurement Analyst in the Office of the Deputy Assistant Secretary of the Army (Procurement),Business Operations Directorate. He holds a B.S. in engineeringfrom the University of Central Florida and is Level II certifiedin contracting.

RDECOM Division B Contracting Team Wins Coveted Award

Tonya Wood

The U.S. Army Research, Development, and EngineeringCommand (RDECOM) Division B Contracting Team haswon the Contract Professional of the Quarter Award. Theteam provided exceptional support to the Extended AreaProduction and Survivability (EAPS) Integrated Demonstra-tion (ID) Source Selection and Evaluation Board pre-awardevaluation and award process during FY08. EAPS ID is amultiple-year, multiple-award, 5-phase program throughFY12 to design, fabricate, integrate, and test an EAPS battleelement missile prototype. The prototype would meet theEAPS ID performance goals of negating single-threat targetsby the end of Phase 3 and multiple-threat targets using simul-taneously guided-missile interceptors by the end of Phase 4.

An integrated process team (IPT) of technical, legal, smallbusiness, Defense Contract Audit Agency, and pricing andacquisition personnel was established to ensure that the gov-ernment’s requirement was identified and solicited unambigu-ously. The IPT was instrumental in approving the PerformanceWork Statement, Acquisition Strategy Document, Acquisi-tion Plan, Source Selection Evaluation Plan, and Request forProposal. The IPT shortened the preproposal review time asquestions and/or concerns were readily discussed and quicklyresolved. The requirement was solicited fully and openlywith competitive negotiations using best-value award criteria.The best-value approach included the proper balancing of tech-nical, management, cost, and past performance factors. Elec-tronic and/or paperless means were used for quick processingand ease of data exchange, especially during solicitation.

Four large businesses submitted proposals with various con-cepts to meet the EAPS requirement at price ranges fromapproximately $39 million to $110.5 million. After evalua-tions, two 5-year cost-plus-fixed-fee, performance-based taskorder contracts were awarded.

Tonya Wood is the RDECOM-Division B Chief. She can bereached at (256) 876-2112/DSN 746-2112 [email protected].

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Army “ACE” Card Assists in Suicide Prevention

The loss of any Soldier’s or Army civilian’s life is a greattragedy, regardless of cause or reason. In 2007, the Armysaw its highest suicide rate statistics, which have followed asimilar trend in 2008. The rate has nearly doubled since2001, according to the Army G-1 Suicide Prevention Office.

As Principal Military Deputy to the Assistant Secretary ofthe Army for Acquisition, Logistics, and Technology(AL&T) LTG N. Ross Thompson III recently reported in amessage sent to the AL&T community, the Army hit amajor and undesired milestone in January 2009. Since theArmy has kept suicide statics, the beginning of this yearmarked the first time that Army suicide rates were higherthan the general population. In January 2009, our Army lostmore Soldiers to suicide than we lost to combat operations.

The Army is aggressively acting to reverse this alarmingtrend and prevent future suicides. It is our duty as part ofthe Army family to get involved if we see anyone, Soldier or civilian, who is contemplating taking his or her own life.We must follow the message put forth by LTG Michael D.Rochelle, Deputy Chief of Staff, G-1: “The success of theArmy Suicide Prevention Program rests upon proactive, caring, and courageous people who recognize the imminent

danger and then take immediate action to save a life. Suicide prevention is everybody’s business in the Army.”

Informing and educating the Army military and civilianworkforce is integral to suicide awareness, intervention, and prevention. The Army’s suicide intervention “ACE”card, pictured below, has information that may help yousave a life. One of the most important aspects to suicide prevention is recognition of certain suicide warning signs.The Army community must be trained and ready to reactimmediately to these signs.

Thompson advised that to achieve effective suicide preven-tion, the Army community must promote an environment of:

• Reduced stigma associated with seeking mental health care.• Assurance that our workforce knows how and where to get

the help needed to deal with stress, Post-Traumatic StressDisorder, and other health issues.

• Reassurance that this help comes without negative reper-cussions, real or perceived, to career aspirations.

Additional suicide prevention/intervention resources can be found at the Army G-1 Suicide Prevention Web site(http://www.armyg1.army.mil/hR/suicide) and the U.S.Army Center for Health Promotion and Preventive Medi-cine Web site (http://chppm-www.apgea.army.mil/dhpw/Readiness/suicide.aspx).

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IN THIS ISSUE:

• Army International Programs: A Win-Win for the U.S. and Our Allies• Foreign Military Sales (FMS) Program Helps Iraq Transition to Security Self-Reliance• Setting Acquisition, Logistics, and Technology Conditions for Afghanistan

ARMY ACQUISITION, LOGISTICS & TECHNOLOGY

ISSN 0892-8657

DEPARTMENT OF THE ARMY ARMY AL&T9900 BELVOIR RD SUITE 101FT BELVOIR, VA 22060-5567

http://asc.army.mil

Headquarters Department of the Army | PB-70-09-02 | Approved for public release: Distribution is unlimited

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