Learned Enterprise Architecture for Dod Acquisition Cdr

The Department of Defense (DoD) could achieve substantially higher acquisition cost savings by following the lead of industry in applying systems engineering theory to organizational structure, to develop an enterprise architecture for DoD acquisition. [AT&L]), has continually spoken of the need to generate the dollars necessary to modernize forces while continuing to meet the operations and maintenance demands of high operational tempos. Where will these funds come from? The premise of this article is that DoD could achieve substantially higher acquisition cost savings by following the lead of industry in developing an enterprise architecture for DoD acquisition. Commercial corporations have discovered that efficient business processes must be carried out within streamlined, seamless organizational structures. To achieve higher cost savings, DoD must reengineer its organizational structure. This will require a change in focus from optimizing individual departments and functions toward a top-down approach that focuses on optimizing the DoD acquisition system at the highest (enterprise) level. The proposed solution is the development of an enterprise architecture for DoD T he Department of Defense has made great strides within the past five years in moving defense acquisition processes toward successful business practices. Despite the undeniable successes achieved, acquisition reform has the potential to achieve substantially more costs savings than have to date been realized. These potential savings must be achieved if the services are to be able to modernize for tomorrow's operational demands. Much of the equipment used by our warfighters is old, and gets older each day. The costs associated with supporting these systems are increasing with time. Although it appears that continued reductions in defense procurement budgets may level off and may actually increase in the coming years, more procurement dollars will be needed to meet the needs of the services.