Streamlining Army Procurement: A Transformation in Acquisition Strategy

The U.S. Army is initiating significant reforms aimed at reducing its extensive procurement cycle, often spanning decades, by consolidating various regulatory offices under a streamlined program office structure.

New Program Management Framework

The establishment of six Portfolio Acquisition Executives (PAEs) will replace the previous configuration of 12 Program Executive Offices (PEOs). The newly merged Transformation and Training Command (T2C) will oversee this restructured entity, with a designated assistant secretary for acquisition, logistics, and technology serving as its civilian overseer.

According to General David Hodne, commander of T2C, the Army previously faced an overwhelming number of stakeholders involved in the requirements process, estimating more than 40 agencies could influence or obstruct decisions. Now, these entities will report directly to the PAE, which will be responsible for making unified determinations that ascend to the four-star command level.

The Realignment of Capability Areas

Each PAE will be tasked with overseeing one of six critical capability sectors:

• Fires
• Maneuver Ground
• Maneuver Air
• Command and Control, Counter Command and Control
• Agile Sustainment and Ammo
• Layered Protection and Chemical, Biological, Radiological, and Nuclear Defense

This realignment merges the old PEO structures and Centers of Excellence under the PAE umbrella, establishing direct reporting relationships to eliminate organizational redundancy.

Addressing the Inefficiencies of Requirements

The Army’s procurement reforms aim to address the limitations of its traditional requirements process, which has been criticized for being overly rigid and slow. Brent Ingraham, the civilian lead for the PAEs, emphasized that the prior fragmented approach diluted accountability and led to misalignment among stakeholders. The Army’s goal is to align its operational concepts with requirements, thus positioning itself to deliver essential capabilities without unnecessary delays.

Shifting the Acquisition Philosophy

The transformation extends beyond structural changes; it aims to modernize the Army’s acquisition strategy significantly. Army Secretary Dan Driscoll highlighted a historical tendency to rely heavily on military-specific solutions—90% tailored military systems versus only 10% commercial off-the-shelf products. He criticized this approach, suggesting it has misled stakeholders into believing bespoke solutions are inherently superior.

Driscoll advocates for a substantial shift, proposing that the focus should increasingly shift toward commercially available options that can be rapidly scaled. He articulated the need for agility in large-scale conflict scenarios, where speed of acquisition is critical.

A New Approach to Requirements and Decision-Making

The Army is now adopting a more dynamic decision-making process regarding how closely a system meets specified requirements, how swiftly it can be deployed, and the associated costs. General Randy George noted the importance of flexibility in meeting requirements, advocating for the procurement of systems that may differ slightly from original specifications but are more cost-effective and expedient.

Conclusion

The Army’s efforts to reform its procurement process reflect a comprehensive reassessment of how military capabilities are defined, developed, and delivered. By consolidating decision-making authority and embracing commercial solutions, the Army aims to enhance its readiness in an increasingly complex operational landscape. As reforms continue to unfold, the military community will closely observe their implications for both current and future acquisition strategies.