1. The Natick Soldier Center Matthew Hill | Bret Richmond Polina Segalova | David Yoshida Franklin W. Olin College of Engineering 3 November 2003

2. Department of Defense Army Other Services (Navy, Air Force, etc.) USSOCOM Army Material Command Natick Soldier Center Special Operations Forces Warrior Protection RDECOM

3. Purpose of NSC To maximize the warrior's survivability, sustainability, mobility, combat effectiveness and quality of life by treating the warrior as a system. To maximize the warrior's survivability, sustainability, mobility, combat effectiveness and quality of life by treating the warrior as a system. Technology generation Technology generation Soldier system generation Soldier system generation Solving field problems Solving field problems Do not mass produce products Do not mass produce products

4. Directorates Individual protection Individual protection Combat feeding Combat feeding Collective Protection Collective Protection Airdrop/ Aerial Delivery Airdrop/ Aerial Delivery Supporting Science and Technology (biotechnology, nanotechnology) Supporting Science and Technology (biotechnology, nanotechnology) Warrior Systems Technology & Program Integration Warrior Systems Technology & Program Integration Objective Force Warrior Objective Force Warrior

5. Individual Protection Directorate Directs Research and Development in: Directs Research and Development in: –Chemical/ Biological Protection –Ballistic Protection –Directed Energy Protection –Environmental Protection –Camouflage –Multi-functional Materials

6. Special Operations Forces (SOF) 1942 – Army Rangers established 1942 – Army Rangers established 1952 – Army Green Berets formed 1952 – Army Green Berets formed 1962 – Navy SEALs created 1962 – Navy SEALs created USSOCOM established in 1987 USSOCOM established in 1987 USSOCOM’s role validated in 2001 with operations in Afghanistan USSOCOM’s role validated in 2001 with operations in Afghanistan

7. SOF Personnel and Office SOF office does not report directly to NSC SOF office does not report directly to NSC New and highly flexible organization New and highly flexible organization –SOF Program Manager (PM) is the only civilian PM at NSC –Much financial flexibility due to small volume of products

8. Strategy Primary strategy is to “deliver good stuff” to their customers Primary strategy is to “deliver good stuff” to their customers Take risks – ask for forgiveness, not permission Take risks – ask for forgiveness, not permission Value of their reputation is increased by: Value of their reputation is increased by: –Designing high quality products –“Making it right” when they make mistakes

9. “What do we produce? Results.” –Fred Chan Unlike other directorates, all ideas come from the field, not the lab Unlike other directorates, all ideas come from the field, not the lab All manufacturing is out-sourced All manufacturing is out-sourced Turn-around time of 2-8 months vs. 4-6 years for rest of military Turn-around time of 2-8 months vs. 4-6 years for rest of military Full process management Full process management

10. Production Process 1.Field & Evaluate request 2.Find or Design a Solution. Off-the-shelf is preferred. 3.Source vendors for cost and speed 4.Guide vendors in transition to production 5.Follow-up with field users

11. Marketing Differentiation Differentiation –Emphasis on speed and results –Higher individual autonomy –Closer link to the customers Competitors Competitors –Other government agencies –Private sector companies Marketing Strategy Marketing Strategy –Minimal advertisement, mostly word or mouth and reputation –“If you build it, they will come.”

12. Finances Funded by DOD (~$2 million). Funded by DOD (~$2 million). Additional funding from special program budget allocations and directorates (~$38 million). Additional funding from special program budget allocations and directorates (~$38 million). Competes with private sector defense contractors and other DOD research facilities for 95% of its budget Competes with private sector defense contractors and other DOD research facilities for 95% of its budget

13. Finances - Distribution $2 million Operations and Maintenance budget supports 9 staff members and capital improvements $2 million Operations and Maintenance budget supports 9 staff members and capital improvements $.5 million RDTE budget enables development of commercial and off the shelf products $.5 million RDTE budget enables development of commercial and off the shelf products $37.5 Million procurement budget funds the actual purchasing of all developed equipment $37.5 Million procurement budget funds the actual purchasing of all developed equipment

14. Finances - Budgeting Requests are planned out for five years into the future Requests are planned out for five years into the future Every two years the budget is reviewed and finalized Every two years the budget is reviewed and finalized Budget approval comes from up the chain of command, ultimately receiving congressional approval Budget approval comes from up the chain of command, ultimately receiving congressional approval Budgeting received only covers Operation and Maintenance expenses Budgeting received only covers Operation and Maintenance expenses

15. Conclusion SOF Group represents a new wave in military organization to respond to the need for a dynamic, lean, and productive military. SOF Group represents a new wave in military organization to respond to the need for a dynamic, lean, and productive military. Though entrepreneurial internally, application of its methodology to other parts of the military and to SOF’s own role in the military is needed. Though entrepreneurial internally, application of its methodology to other parts of the military and to SOF’s own role in the military is needed.

16. Thank you Dianne St. Jean Dianne St. Jean Fred Chan Fred Chan Michelle Poirier Michelle Poirier Dick Brown Dick Brown Natick Soldier Center Staff Natick Soldier Center Staff