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We are pleased to be here today to discuss issues facing the Department of Defense (DOD) in its acquisition of weapon systems, related spare parts, and other goods and services. In response to the many changes that have been witnessed in the defense acquisition environment over the last few years, DOD has begun broad-based changes to its acquisition and contracting processes. However, weapon programs continue to have questionable requirements; unrealistic cost, schedule, and performance estimates; and strategies that begin production before adequate testing has been completed. This discussion of acquisition issues is well-timed, as DOD implements plans to increase its procurement budget to $60 billion in fiscal year 2001-a 40-percent increase over last fiscal year's budget. My testimony focuses on a different approach to improving weapon acquisition outcomes based on best commercial practices and an understanding of the acquisition culture. My testimony also includes some observations on (1) DOD'S management of its acquisition workforce and organization, (2) DOD'S experience with commercial pricing of spare parts, (3) the effectiveness of DOD'S mentor-protege pilot program, and (4) federal agencies' use of multiple award task- and delivery-order contracts.
The Pres. has announced his intention to improve the acquisition process, particularly given the half a trillion dollars the fed. gov¿t. spent in FY 2009 on acquiring goods and services. The DoD spent $384 billion in FY 2009 on goods and services -- double what it spent in 2001. A high-quality workforce with the right competencies and skill sets will be critical to improving DoD acquisitions. This report determined the efficacy of DoD¿s certification training for its acquisition workforce. It assessed: (1) DoD¿s capability to provide certification training; (2) the extent that such training reaches members of the workforce; and (3) the extent that previous training recommendations have been implemented. Charts and tables. A print on demand publication.
Disseminates information concerning new developments and effective actions taken relative to the management of defense systems programs and defense systems acquisition.
In response to a congressional request, GAO reported on the results of a survey of government and industry managers of major weapon programs, regarding the effectiveness of the Department of Defense's (DOD) Defense Acquisition Improvement Program (DAIP). GAO found that program managers believe that the DAIP program has made little or no difference in the acquisition process, and that the government manager's responsibility and accountability were adequate before DAIP was initiated; (2) one-half of the government managers and three-fourths of the industry managers indicated that the government manager's authority was now only marginally adequate to inadequate, even though DAIP was intended to provide program managers with more authority; and (3) the program managers believe that DOD needs to stabilize and streamline the acquisition process and reduce government oversight of programs.
Disseminates information concerning new developments and effective actions taken relative to the management of defense systems programs and defense systems acquisition.
The weapon systems acquisition process has been the subject of discussion and criticism for many years. The public and Congress have seriously questioned the Department of Defense's (DOD) ability to effectively manage its acquisition programs. On November 5, 1990, the Defense Acquisition Workforce Improvement Act (10U.S.C. 1701) was enacted to professionalize DOD's acquisition work force. The act establishes experience, training, education, and other qualification requirements for these employees. These requirements and other provisions are to take effect over a 3-year period, with some in effect beginning October 1, 1991. The act permits DOD officials to waive specific qualification requirements pertaining to program managers and other acquisition personnel. It also requires that, through 1998, we annually review and report on DOD's compliance with the act's waiver provisions. This is our first report required by the act. In addition, as requested by the House Armed Services Committee, we identify difficulties facing DOD as it implements the act.