Presentation on theme: "USSOCOM Acquisition Overview"— Presentation transcript:
1USSOCOM Acquisition Overview UNCLASSIFIEDSPECIAL OPERATIONSACQUISITION AND LOGISTICS CENTERUSSOCOM Acquisition OverviewLTC(P) Fran FierkoDeputy Director of Management4 December 2003Good morning. My name is LTC Fran Fierko, and on behalf of COL Gary Payne, the acting USSOCOM Acquisition Executive, I’d like to welcome you to the United States Special Operations Command.I would also like to express our appreciation for the opportunity to talk to you this morning about the Special Operations Acquisition and Logistics Directorate, commonly referred to as SOAL.UNCLASSIFIED
2USSOCOM Acquisition & Logistics The purpose of Acquisition & LogisticsFirst and foremost, we are here for the user. The warfighter must remain our constant focus and we must ensure we include him in every aspect of the acquisition process, striving to do everything possible to meet his needs. Otherwise, we are missing our Reason For Being.is to support SOF Warfighters
3What Makes USSOCOM Different? (What Do Our Warfighter’s Expect?)Rapid fielding & deployment requirementsUsually demand state-of-the-art capabilitiesWe are perceived as the “Tip of the Spear” for selected battlefield capabilitiesOften results in special operations peculiar items becoming Service common.What makes Special Operations different, as it relates to acquisition, can be summarized by four major tenets:Be in control – control your own acquisition destiny. Often times, as the individual Services prioritized, Special Operations Forces requirements fell below their Services’ “cut line”;Be Responsive – streamline how you acquire weapon systems, equipment, and supplies for the SOF operator; An 80% solution now is better than a 100% solution two months from now;Seek efficiency – cut out unnecessary bureaucracy and eliminate duplication between the Components. For example, fielding the same small arms weapon systems to both Navy SEALs and Army Rangers;Provide a Solid Basis for decisions – understand the Joint material requirements of the USSOCOM component forces, and provide non-parochial recommendations for equipment and funding resources.
4Acquisition Authority COMMANDER USSOCOM’s Authority(10 USC Section 167)Develop and acquire special operations peculiar equipmentAcquire special operations peculiar material, supplies, and servicesHead of agency for acquisition authorityUnitedStatesCodeSection 167 of the 10th U.S. Code provides the Commander USSOCOM the unique authority to develop and acquire special operations peculiar equipment, material, supplies, and services.This authority ensures that Special Operations Forces are adequately equipped and allows us to take the lead in research, development, and acquisition of special operations peculiar material. Because the Commander USSOCOM holds Head of Agency acquisition authority, it makes him equivalent to a Service Secretary in regard to acquisition.The Acquisition Executive’s authority is delegated from the Commander USSOCOM. The AE is the Commander USSOCOM’s Principal Acquisition Advisor and is responsible for the overall acquisition management structure, milestone decisions for all USSOCOM managed programs, and management of all investment funding, to include Operations and Maintenance funding.Because of this structure, SOAL practices true “cradle to grave”, or more correctly, “lust to dust” acquisition management.
5Special Operations Peculiar Equipment, material, supplies, and services required for Special Operations activities for which there is no Service common requirement. This includes:Items and services initially designed for, or used by, SOF until adapted for Service common useModifications approved by CDR, USSOCOM for application to standard items and Service use by DOD forcesItems and services approved by CDR, USSOCOM as critically urgent for the immediate accomplishment of a special operations activityThe key to the definition of “Special Operations Peculiar” is that it refers to materials, supplies, and equipment where there is no broad conventional force requirement.This includes standard Department of Defense items that have been modified for SOF use. It also included SOF developed items that have been adopted for use by DOD conventional forces.Finally, Special Operations Peculiar includes critically urgent SOF items that are not currently available from USSOCOM or the Services. An example would be the procurement of commercial all terrain vehicles for use in Afghanistan.
6USSOCOM Acquisition Authority Chain Defense Acquisition Executive (DAE)Streamlined acquisitiondecision processPMs / SAMs haveready access to decisionmakersready access to users,requirements, andresourcing staffsCommander USSOCOMSpecial Operations Acquisition Executive (SOAE)Program Executive Officer (PEO)USSOCOM has the same Acquisition Chain as any of the Services. Our Acquisition Executive is equivalent to the Services’ Acquisition Executives.One of the primary emphasis in USSOCOM acquisition is streamlining. SOAL has only a single level of management, the PEO, between the PM and the MDA. When the PEO is the MDA, even this layer is eliminated.While our PEOs and PMs have the same responsibilities as their Service equivalents of the same names, this flattened management structure is one way we are able to reduce bureaucracy.We do, however, have a unique position called a System Acquisition Manager (SAM). The SAM serves as a liaison between the Service and USSOCOM. SAMs have different responsibilities than PMs. SAMs monitor multiple programs, and are responsible to the PEO for the management and reporting of all specific MFP-11 programs.Program Manager (PM)System Acquisition Manager (SAM)
7Special Operations Acquisition & Logistics Center (SOAL) PDAEAEDIRECTOROFMANAGEMENT(SOAL-M)PEOFIXED WING(PEO-FW)INTEL & INFOSYSTEMS(PEO-IIS)MARITIME &ROTARY(PEO-M&R)PROCUREMENT(SOAL-K)SPECIALPROGRAMS(PEO-SP)DIRECTOR OFADVANCEDTECHNOLOGY(SOAL-T)DIRECTOR OF LOGISTICS(SOAL-L)This chart reflects the current SOAL organization.As you can see, this is not your typical organization chart, but it emphasizes the importance of our PEOs as the core of our capabilities with all other directorates supporting their efforts.The Acquisition Executive and his Principal Deputy view themselves as the guardians of the core PEO functions whose mission is to directly support the Warfighter’s needs.SOAL is a relatively small organization of approximately 450 military, civilian, and contractor personnel, managing over $2.6 billion in resources annually.
8The USSOCOM Acquisition Process SORRSOOPSOALPlanning, Programming, and BudgetingRequirements Validation & ApprovalAcquisition ManagementAcquisition at USSOCOM comprises three major decision systems or processes:The requirements validation process, which starts out as broad operational statements and evolves into well defined, program specific requirements, is designed to address our Warfighters’ needs.This is followed by the planning, programming, and budgeting process, which is structured to fund affordable programs. This becomes especially important in today’s environment of budget austerity. Furthermore, using the PPB process, we must focus on ensuring that the programs we start can be sustained, given the projected resource constraints. This methodology is referred to as the Strategic Planning Process.Finally, we mange our programs through effective acquisition planning, improved communications, and quarterly program and budget execution reviews. This process provides a solid basis for decision makers, and ensures we deliver quality products, on time, and at or under budget.Product/ServiceRequirementWarfighter
9USSOCOM Acquisition Program Budgets FY02FY03FY04RDT&E $395M (22%)RDT&E $510M (25%)RDT&E $ 440M (17%)PROC $429M (25%)PROC $849M (42%)PROC $1,817M (68%)O&M $189M (11%)O&M $296M (15%)O&M $ 273M (10%)Our acquisition budget had been relatively steady at approximately $1 billion up until FY02.Due to events of September 11th, and the subsequent campaign in Afghanistan in FY02, we received Defense Emergency Response Funding (DERF) and Supplemental Funding in addition to our originally programmed resources of $1 billion. This allowed us to execute nearly $1.8 billion in total funding in FY02, and $2 billion in FY03 with no increase in manpower.Due to the continuing Global War on Terrorism, our FY04 investment budget has grown to the $2.6 billion that is reflected on the slide.This dramatic increase in FY04 is a continuing reflection both of USSOCOM’s expanded mission as a Supported Command, and our continuing need to modernize and recapitalize our equipment.SUPP $319M (18%)SUPP $376M (18%)* SUPP $ 136M ( 5%)*ProjectedDERF $413M (24%)Total: $1,745MTotal: $2,031MTotal: $2,666MFY04 WKG POSITION
10PEO-Fixed Wing Platforms AC-130UMC-130PAC-130HMC-130HCommanded by a Air Force Colonel with a Civilian Deputy21 ProgramsOver $1B annuallyManges one of USSOCOM’s Flagship programs, the CV-22Other major programs are:AC-130U Spooky (25mm/40mm/105mm-Replacement for AC-130H)AC-130H Spectre (2x20mm/40mm/105mm)MC-130E/H Combat Talon/Talon IIMC-130P Combat ShadowSOF Training SystemsCASA 212CV-22CASA-212STS
11PEO-M&R Maritime Platforms ASDSSDVNSW RIBSDVSAHRVMK V SOCNBOECommanded by a Navy Captain, with a Civilian Deputy20 programsOver $680M annuallyManages one of USSOCOM’s Flagship programs, The Advanced SEAL Delivery System (ASDS)Other major programs are:Nongasoline-Burning Outboard EngineSpecial Operations Craft – RiverineSwimmer Transport DeviceSemi-Autonomous Hydrographic Reconnaissance VehicleMK V, Special Operations CraftNSW Rigid Inflatable BoatMK8 MOD1 SEAL Delivery VehicleSTDSOCR
12PEO-M&R Rotary Wing Platforms MH-53MMH-60KA/MH-6MH-47EMH-60LDAPMajor programs are:Aircraft System A/MH-6 Mods (Little Bird) (Light attack and transport)MH-47 D/E (Primary long distance, heavy lift)MH-60 K/L (Long range, low level penetration of hostile territory)MH-53M Pavelow (Primary mission is low-level, long range, undetected penetration into denied areas)
13PEO-IIS ProgramsMulti-Band Multi-MissionRadio (MBMMR)Psychological Operations Broadcast SystemDeployable Print CenterMulti-Band Inter/IntraTeam Radio (MBITR)Headed by a member of the Senior Intelligence Executive Service, with a Civilian Deputy36 programsOver $435M annuallyExample of programs are as shown on the slideEC-130E/JSOF Signal Intelligence Manpack SystemJoint Base Station with Variants
14Family of Special Operations Vehicles (FOSOV) PEO-SP ProgramsINODUAV7.62 Lightweight MachinegunALGLGunfireDetectionSystemPTLDCommanded by a Army Colonel, with a Civilian Deputy31 programs primarily based on capabilities, vice a commodity areaOver $465M annuallyExample of programs are as shown on the slideMAAWSFamily of Special Operations Vehicles (FOSOV)SPEAR - BALCS
15Technology Programs Special Operations Technology Development SOF Medical Technology DevelopmentFibrin BandageDual Fusion GoggleSpecial Operations Special TechnologySmall Business Innovation ResearchThis office was created to rapidly transition and apply critical technologies to Special Operations peculiar requirements to enable special operators to maintain a technological edge over their adversaries.Over $135M annuallySpecial Operations Technology Development (SOTD): Provides a balanced effort of studies and technology applications across the exploratory and advanced development categories.Special Operations Special Technology (SOST): Projects apply advanced technologies to joint, special, or area-specific missions with SOF-unique characteristics. Rapid fabrication and evaluation of prototypes. Provides a quick reaction capability for emerging operational requirementsMedical Technology (MEDTECH): Links studies and non-system exploratory Research & Development to SOF-specific medical needs.Small Business Innovation Research (SBIR): Conducts exploratory and advanced development research to create innovative technologies for Government and commercial useAdvanced Technology Concept Demonstrations (ACTD): Provides the means for integrating, demonstrating, and assessing the military utility of new ideas, concepts, and mature technologies to meet Warfighter needs. Results in a residual or prototype capability that is logistically supported for two years and can be deployed and supported operationallyHummingbird A-160 UAVMan Portable Personal Dual Band Miniature Beacon
16SummaryIn summary, our customer, the Warfighter, plays an invaluable role throughout the acquisition process.We in SOAL remain committed to be the absolute best in Acquisition, delivering products that:1. Meet or exceed our Warfighter’s requirements2. Are fielded on time or ahead of schedule3. Are delivered at, or below, budgeted costWe do this by exercising our Title 10 Authority to create the most streamlined acquisition process within the Department of Defense.At this time, I’d like to share with you a short film that highlights some of the specific equipment and weapon systems that SOAL provides to our Components. At the conclusion of the film, I will make myself available for any questions you may have. (Roll SOAL Film, 14 minutes)
17Questions?Subject to your questions, this concludes my briefing