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Acquisition Research Program Newsletter
May 16, 2025 — Issue 239
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Dr. Robert Mortlock, Principal Investigator & Chair of the Acquisition Research Program, gives the opening remarks at the 22nd Annual Research Symposium and Innovation Summit. (U.S. Navy photo by Mass Communication Specialist 2nd Class Janiel Adames)
The ARP and NPS teams are still recovering from -- and reveling in -- the great success of last week's symposium, "Creating Synergy for Informed Change: Transitioning Technology to the Warfighter." We were blown away by the attendance, which topped 1,214 virtual participants and almost tripled the number of attendees that usually join us in person in Monterey.
Every panel brought new insights about where DOD stands in its efforts to revolutionize the work of acquisition and its impact on the mission-essential task of more quickly transitioning technology to the warfighter.
As NPS professor and ARP chair Bob Mortlock said during his opening remarks, "Using research to inform policy change IS innovative."
Here are some of the recurring themes that appeared in talks by leadership and in the research presented in the panels:
- How to balance risk versus speed -- and the keen awareness that de-risking the acquisition process often increases strategic and mission risk.
- DOD's acquisition culture -- and how to give the acquisition workforce the education, incentives, and the top cover to take risks and fail faster in service of innovation and speed.
- Misalignment of industry and DOD incentives, and the need for clear communication from DOD in both words and action.
- How to leverage existing acquisition pathways -- particularly the Software Acquisition Pathway and the Middle Tier -- to bring in more non-traditional suppliers, support faster learning and iteration, focus on the most promising technology, and accelerate the move from prototype to program of record.
- How to ensure that DOD is delivering capability that the forces need and can use, by facilitating early and frequent feedback and input into new capabilities from the combatant commands.
- Exciting updates from current NPS students and recent graduates on how their work has expedited the development and fielding of new technologies, including high-power laser beams and guided missiles
This is our 22nd year hosting the Research Symposium, and we've been privileged to witness the ripple effects of the ideas that are exchanged during the event. David Berteau, President and CEO of the Professional Services Council and longtime friend to the Acquisition Research Program, summed it up like so:
“I’ve seen both the impact of the conversations and the presentations that are done here, and I’ve also seen the evolution of the participants and the attendees. Folks who were O-3s and O-4s when we did the first one back in the mid-aughts are now flag and general officers who are shaping today and the future of DOD procurement and acquisition.”
The discussions that took place last week are part of ongoing conversations being held throughout DOD and the government -- as is evident in this week's news coverage, which features:
- DOD leaders "blowing up" the processes that slow innovation
- A warning about a renewed risk of industry consolidation
- An examination of why and how to treat the combatant commands as customers
- An “Anything-as-a-Service” pilot program from the Pentagon, implementing a recommendation from the Section 809 panel
- A review of the Software Acquisition Pathway -- including what it solves for and where it introduces new risks
All that below -- plus the first of many videos from the Symposium and Innovation Summit: A keynote address from Mr. Steven Morani covering the rapidly changing acquisition landscape and how USD(A&S) is implementing recent DOD direction and executive orders, 27 of which are A&S equities. Watch the video here.
Enjoy!
P.S. You can find all the papers and presentations on our Symposium website.
This Week's Top Stories
An aerial view of the Pentagon, Washington, D.C., May 15, 2023. (DoD photo by U.S. Navy Petty Officer 2nd Class Alexander Kubitza)
Pentagon moves to implement ‘Anything-as-a-Service’ pilot program
Jon Harper, DefenseScoop
The Pentagon is moving forward with implementing an “Anything-as-a-Service” pilot program, as directed by Congress, to explore "consumption-based" contracting for technology-supported capabilities. This effort aims to measure the cost and speed of delivery compared to other acquisition methods.
The Revolutionary FAR Overhaul: A First Step
Christopher Yukins, Public Procurement International
The Trump administration has rolled out the tranche of the Federal Acquisition Regulation (FAR), part of the "Revolutionary FAR Overhaul" called for by Executive Order.
- Streamlining Focus: A primary goal is to simplify the FAR, removing regulations not required by statute or deemed otherwise essential, often replacing them with "buying guides" under the umbrella term "Strategic Acquisition Guidance".
- Automatic Expiry: A controversial "sunset" requirement dictates that non-statutory FAR sections must expire four years after becoming effective unless explicitly renewed by the FAR Council.
- Specific Changes: Initial proposals involve deleting the FAR's vision statement and rulemaking process (Part 1) and removing the subpart requiring full and open competition for major systems acquisitions (Part 34).
- Resource: Tracking the Trump Administration’s Actions Impacting the U.S. Federal Procurement System
Another Last Supper and a New Era of Defense Giants
Nicholas Hooper, War on the Rocks
Despite claims of supporting small businesses and innovation, the defense industry is undergoing a new wave of consolidation mirroring the post-Cold War "last supper," creating a landscape where large entities.
- New Giants: The current trend bolsters a new class of giants, including former disruptors like Palantir, despite policies claiming to lower barriers for small businesses.
- Same Playbook: Today's technology-focused defense companies are following the same consolidation playbook through acquisitions used by the primes they claim to challenge, aiming to capture new market segments.
- Integrated Warfare: Consolidation is partly driven by the military's doctrinal shift towards integrated, multi-domain operations, necessitating companies that can provide comprehensive, integrated solutions.
A proposal to reorganize the entire Defense Department — all of it, all at once
Terry Gerton, Federal News Network
A new proposal suggests a comprehensive top-to-bottom reorganization of the entire Department of Defense. This effort presents three distinct options to address the department's "sclerotic," additive change processes and realign its core components like the Office of the Secretary of Defense, military departments, services, and combatant commands.
- Fundamental Rethink: The proposal stems from the belief that the current structure, dating back to post-WWII reforms and later changes in 1986, is outdated given today's threats and technologies
- Urgency Factor: The push for change is underscored by a belief that the risk of moving too slowly far outweighs the risk of moving fast, especially given potential timelines for future conflicts.
- Political Window: There is a perceived opportunity for alignment among Congress (citing potential in the Defense reconciliation bill and 2026 NDAA), the administration, and military leadership to enact changes.
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ARP and NPS News
Mr. Steven Morani Keynote Address - NPS Acquisition Research Symposium and Innovation Summit
“We don't need radical reform. We need a change in culture and behavior that makes speed and precision a top priority.”
That was a key message in today's keynote address from Steven J. Morani in the opening session of “Creating Synergy for Informed Change: Transitioning Technology to the Warfighter," the NPS 22nd Annual Research Symposium and Innovation Summit.
In his prepared remarks, Mr. Morani, Performing Duties of Under Secretary of Defense for Acquisition and Sustainment (USD(A&S)), detailed the rapidly changing acquisition landscape and how USD(A&S) is implementing recent DOD direction and the 27 executive orders that are A&S equities.
Noting that recent executive orders and DOD directives lean toward standardizing and expanding the use of existing acquisition authorities and processes, Mr. Morani emphasized the importance of developing an acquisitions culture that recognizes and rewards an orientation toward speed and decisiveness, rather than process and procedure.
"We have the tools and frameworks, but we need to work with them differently, train and reward people to be more decisive, move faster, take more risk."
Mr. Morani called out the strategic importance of acquisition to national security, highlighting the deterrent effects of logistics and sustainment and praising the current administration's push to field needed capability at scale and at a good cost.
"We need to take advantage of this chance to make big changes," says Mr. Morani. "We have top-down leadership support for this from the President, the Secretary of Defense, and the leadership in building."
Watch Mr. Morani's full address here.
Trump administration picks new DARPA director
Jon Harper, DefenseScoop
NPS alumnus Stephen Winchell has been appointed to lead the Defense Advanced Research Projects Agency (DARPA). Winchell most recently served as the AI and autonomy portfolio leader at the Pentagon's Strategic Capabilities Office. He holds multiple advanced degrees, including an M.S. in applied physics from the U.S. Naval Postgraduate School.
NPS Helps Joint Chiefs Develop Integrated Military, Economic Deterrence Options to Chinese Aggression
Matthew Schehl, NPS Public Affairs
The Naval Postgraduate School (NPS), in collaboration with various experts, conducted a four-year study for the Joint Chiefs of Staff (JCS) to develop quantifiable integrated military and economic options to deter a notional Chinese aggression scenario against Taiwan.
- Informing Leaders: Briefings on the study's results have informed key decisions regarding posture initiatives for INDOPACOM and a study on the Navy's future fleet design for OPNAV N7.
- Receiving Recognition: Several NPS experts involved in the research were presented the Navy Civilian Service Commendation Medal by senior INDOPACOM officials.
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Acquisition
Adm. Samuel J. Paparo, commander of U.S. Indo-Pacific Command, and Gen. Romeo S. Brawner Jr., Chief of Staff of the Armed Forces of the Philippines, participate in an honors ceremony at Camp Aguinaldo during a visit to Manila, Philippines, Feb. 21, 2025. (U.S. Navy photo by Chief Mass Communication Specialist Shannon M. Smith)
Combatant Commands as Customers?
Justin Johnson, War on the Rocks
This analysis argues that the Department of Defense operates too much like a centrally-planned economy, leading to slow technology development and acquisition. To accelerate the delivery of capabilities to warfighters, the author proposes decentralizing decision-making and empowering combatant commands to act more like customers.
- Empower Customers: Combatant Commands are the joint warfighters and should be empowered as the true customers, enabling them to send valuable signals to producers (services, agencies, companies) based on operational needs.
- Move COCOM Budgets: Combatant Command budgets should be moved out of the military services' accounts and into defense-wide accounts to increase independence and transparency.
- Related research: Providing Acquisition Authority to Combatant Commands in the DoD
Overcoming Acquisition Obstacles for the Rapid Transition of a New Warfighting Capability
Dean R. Evans, Defense Acquisition Magazine
A focused prototyping campaign successfully developed and tested a new palletized weapon system for cargo aircraft in under 24 months, demonstrating an unconventional "out-of-the-box" approach to overcome traditional defense acquisition obstacles and rapidly deliver a vital capability.
- Acquisition Bypass: A critical factor was executing the effort before the formal acquisition timeline began, allowing work to start immediately instead of waiting years for the typical POM cycle.
- Early Integration: An Integrated Product Team (IPT) with early involvement from MAJCOMs, testers, program offices, and airworthiness authorities helped streamline approvals and incorporated vital feedback before final design.
- Senior Leader Support: Success relied on leadership championing speed and accepting temporary failures and greater risks, using year-of-execution funding to enable immediate action.
- Warfighter Focus: The process constantly looked through the lens of the warfighter and ensured a seamless hand-off, delivering a capability multiple stages ahead of where a normal program would be.
MITRE Survey Highlights Persistent Challenges and Emerging Opportunities in Defense Acquisition
MITRE
A recent MITRE survey highlights that the complexity and inflexibility of defense acquisition processes remain significant hurdles, particularly for smaller businesses, hindering the rapid delivery of capabilities needed by warfighters.
- SMB Views: Small- and medium-sized businesses (SMBs) express a distinct perspective, perceiving lower resource efficiency, slower delivery speeds, and diminished confidence in acquisition effectiveness compared to other groups.
- Softened Perceptions: While the Adaptive Acquisition Framework has somewhat softened extreme negative views since 2020, it hasn't dramatically changed overall feelings about participating.
- Full Report: Barriers in Defense Acquisition
Meeting the Software Challenge: Acquisition Reform Brings Its Own Complications
Shaun Waterman, Air & Space Forces
The Software Acquisition Pathway is designed to speed up the process of buying and deploying software from the private sector. While proponents believe it allows the military to access innovative technology more quickly, critics raise concerns about the potential for reduced oversight and increased waste due to the loosened regulations.
- Speed Metric Doubts: Speed is considered a "dangerous" metric by some, arguing it doesn't guarantee usability or effectiveness under fire, unlike metrics like user adoption and resilience.
- Workforce Needs: The workforce requires "trilingual" expertise, understanding acquisition tools, warfighter needs, and fundamentally being able to "speak software" to ask the right technical questions.
- Beyond Acquisition: Fundamental problems lie outside acquisition, including the need to heavily modify commercial software for DOD networks (creating technical debt) and restrictions on using modern development tools on military networks.
- Part 1 of this Series: Meeting the Software Challenge: How the Air Force Is Embracing New Acquisition Rules
- Part 2 of this Series: Meeting the Software Challenge: How the New Acquisition Pathway Came to Be
Innovation
U.S. Army Special Forces Soldier with 7th Special Forces Group (Airborne) aims a mortar during maritime operations (MAROPS) training on Eglin Air Force Base, Florida. March 14, 2024. (U.S. Army photos by Sgt. Taylor Zacherl)
Cut the Chaff–Acquisition Revolution at SOCOM
Chad Williamson, Real Clear Defense
Under Acquisition Executive Melissa Johnson, SOCOM is revolutionizing defense acquisition to keep pace with rapid commercial innovation and the demands of irregular warfare.
- Cut Chaff: The core philosophy is to ruthlessly eliminate bureaucracy, layered paperwork, and misaligned incentives that slow down defense acquisition.
- Warfighter Centered: The focus shifts from rigid requirements lists to understanding the "day in the life" of the operator and co-creating solutions that truly work.
- Empowered Decisions: SOCOM's decentralized structure allows Program Executive Officers (PEOs) to make over 90% of portfolio decisions, with leadership focusing on removing roadblocks.
- First Mover: SOCOM positions itself as a "first mover" for adopting promising technologies that the larger military services can potentially scale later.
How a key Pentagon tech leader plans on ‘blowing up’ outdated software risk framework
Carley Welch, Breaking Defense
Under the direction of acting DoD CIO Katie Arrington, the Pentagon is launching the Software Fast Track (SWFT) program, aiming to radically streamline and speed up software acquisition by replacing outdated approval processes like the Risk Management Framework (RMF) and standard Authority to Operate (ATO) approvals.
- Cost Savings: Arrington argues SWFT will save companies money by replacing costly ATO processes (upwards of half a million dollars) with less expensive assessments and third-party certified software bills of materials (SBOM). It will also save the DoD hundreds of millions spent on evaluating ATOs.
- RFI: RFI for DoD CIO for SWFT Tools
Research
Workers observe a propeller installation for USS Nimitz at Puget Sound Naval Shipyard and Intermediate Maintenance Facility in Bremerton, Washington, October 16, 2018. Photo by Brian Kilpatrick/U.S. Navy
Why the United States, South Korea, and Japan Must Cooperate on Shipbuilding
Miyeon Oh and Michael Cecire, RAND
The authors propose a maritime alliance with South Korea and Japan, two leading shipbuilding nations, emphasizing that their industrial capacity and expertise are crucial for revitalizing U.S. maritime power through methods like joint production and investment.
Innovators and transformers: Envisioning a revolution in middle mile logistics with extended range cargo drones
Clinton T. Purtell, Ila Manuj, Terrance L. Pohlen, Vipul Garg, Jamie Porchia, Michael James Hill, International Journal of Physical Distribution & Logistics Management
This study -- co-authored by Jamie Porchia, Assistant Professor in the Department of Defense Management at NPS -- investigates the integration of middle mile drones (MMD) into logistics operations, identifying potential advantages but emphasizing the significant challenges that must be overcome for successful, widespread implementation.
Events
ai+ expo
2-4 June 2025
Washington DC
DLA Supply Chain Alliance Conference & Exhibition
11-12 June 2025
Richmond, VA
Training & Simulation Industry Symposium (TSIS) 2025
17-18 June 2025
Orlando, FL
MTO Spark Tank
24-25 July 2025
Aurora, CO
MODSIM World 2025
18-20 August 2025
Norfolk, VA
2025 Emerging Technologies for Defense
27-29 August 2025
Washington, DC
I/ITSEC 2025: Optimizing Training: Ensuring Operational Dominance
1-4 December 2025
Orlando, FL
One more thing...
An F/A-18 Super Hornet from Strike Fighter Squadron 213 lands aboard the USS Gerald R. Ford (CVN-78) (Photo by Justin Katz/Breaking Defense.)
Aboard the Ford: What it’s like on a US Navy aircraft carrier preparing for deployment
Justin Katz, Breaking Defense
A visit aboard the USS Gerald R. Ford aircraft carrier during its Composite Unit Training Exercise (COMPTUEX), a crucial rehearsal for the crew to build synchronicity before deployment.
- High-tech Carrier: The USS Gerald R. Ford (CVN-78) is identified as the US Navy’s newest and most technologically advanced operational aircraft carrier. It incorporates technology like electromagnetic catapults and arresting gear for launching and recovering aircraft.
- Evolving Training: Recent Navy experiences, such as fending off Houthi missile and drone threats, have directly influenced changes in the COMPTUEX training regimen. Sailors are now practicing extensively against unmanned aircraft, recognizing them as a significant, hard-to-find threat.
- Ship Reconfiguration: In a "fleet first" and "wave of the future" change, an Arleigh Burke-class destroyer, the USS Winston S. Churchill (DDG-81), is taking on the significant role of air and missile defense commander, a task traditionally assigned to cruisers which the Navy is retiring. This requires adjustments and reconfiguration of the destroyer's combat center.
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Maureen Lauder, PhD, Communications Manager
Karey Shaffer, MBA, Program Manager
Acquisition Research Program
Naval Postgraduate School
e: ARPEditor@nps.edu
Note: Article summaries were generated with the help of AI tools.
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