International Acquisition amp Exportability (IAampE) Update and Best Practices

DAUDSMC - International CenterFebruary 2018

Overview

2

bull Policy amp Guidance Updatebull IAampE Elementsbull Working with Industrybull IAampE Best Practicesbull Summary

Acquisition Strategyldquo[Program Management is responsible for integrating [IAampE] considerations into the programrsquos Acquisition Strategy at each major milestone or decision point [PM] will consider the potential demand and likelihood of cooperative development or production Direct Commercial Sales or Foreign Military Sales early in the acquisition planning process and consider US export control laws regulations and DoD policy for international transfers when formulating and implementing the acquisition strategyrdquo

DoDI 500002 (Enclosure 2 paragraph 7a)

Provisions reflected in 2016 NDAA for major programs

3

First Mention of Foreign Sales in DoD Acquisition Policy

Overview

2

bull Policy amp Guidance Updatebull IAampE Elementsbull Working with Industrybull IAampE Best Practicesbull Summary

Acquisition Strategyldquo[Program Management is responsible for integrating [IAampE] considerations into the programrsquos Acquisition Strategy at each major milestone or decision point [PM] will consider the potential demand and likelihood of cooperative development or production Direct Commercial Sales or Foreign Military Sales early in the acquisition planning process and consider US export control laws regulations and DoD policy for international transfers when formulating and implementing the acquisition strategyrdquo

DoDI 500002 (Enclosure 2 paragraph 7a)

Provisions reflected in 2016 NDAA for major programs

3

First Mention of Foreign Sales in DoD Acquisition Policy

Acquisition Strategyldquo[Program Management is responsible for integrating [IAampE] considerations into the programrsquos Acquisition Strategy at each major milestone or decision point [PM] will consider the potential demand and likelihood of cooperative development or production Direct Commercial Sales or Foreign Military Sales early in the acquisition planning process and consider US export control laws regulations and DoD policy for international transfers when formulating and implementing the acquisition strategyrdquo

DoDI 500002 (Enclosure 2 paragraph 7a)

Provisions reflected in 2016 NDAA for major programs

3

First Mention of Foreign Sales in DoD Acquisition Policy

Program ProtectionldquoProgram protection also supports international partnership building and cooperative opportunities objectives by enabling the export of capabilities without compromising underlying US technology advantagesrdquo Program managers will describe in their PPP the programrsquos critical program information and mission-critical functions and components hellip [including] planning for exportability and potential foreign involvement Countermeasures should include anti-tamper exportability features security hellip and other mitigations helliprdquo (emphasis added)

DoDI 500002 (Enclosure 3 paragraph 13)4

Anti-Tamper (AT) Guidance

5

bull Program Manager AT Architecture Responsibilities minus Development programs containing Critical Program

Information (CPI) will develop and implement an AT architecture to protect the system if it is ever exported (default expectation)

minus DoD Anti-Tamper Executive Agentrsquos (ATEArsquos) direction is to design with exportability as the goal

AT Technical Implementation Guide (TIG) Version 10 ndash Nov 2016

Defense Acquisition Guidebook (DAG)

6

bull ATampL published a comprehensive DAG update in Feb 2017minus Calls for greater integration of international

considerationsminus Provides more comprehensive guidance on IAampE

activitiesbull Program Management (Chapter 1)minus International Acquisition and Exportability Considerations

(DAG Chapter 1 (paragraph 428)minus Substantial IAampE Supplement provides detailed guidance

Anti-Tamper (AT) Guidance

5

bull Program Manager AT Architecture Responsibilities minus Development programs containing Critical Program

Information (CPI) will develop and implement an AT architecture to protect the system if it is ever exported (default expectation)

minus DoD Anti-Tamper Executive Agentrsquos (ATEArsquos) direction is to design with exportability as the goal

AT Technical Implementation Guide (TIG) Version 10 ndash Nov 2016

Defense Acquisition Guidebook (DAG)

6

bull ATampL published a comprehensive DAG update in Feb 2017minus Calls for greater integration of international

considerationsminus Provides more comprehensive guidance on IAampE

activitiesbull Program Management (Chapter 1)minus International Acquisition and Exportability Considerations

(DAG Chapter 1 (paragraph 428)minus Substantial IAampE Supplement provides detailed guidance

Defense Acquisition Guidebook (DAG)

6

bull ATampL published a comprehensive DAG update in Feb 2017minus Calls for greater integration of international

considerationsminus Provides more comprehensive guidance on IAampE

activitiesbull Program Management (Chapter 1)minus International Acquisition and Exportability Considerations

(DAG Chapter 1 (paragraph 428)minus Substantial IAampE Supplement provides detailed guidance

New DAU IAampE Job Aids

7

bull DAG contains links to new DAU-developed Job Support Tools (JSTs)ndash International Acquisition amp Exportability (IAampE) Assessmentndash Acquisition Strategy - International Considerationsndash Defense Exportability Integration (under construction)ndash International Cooperative Programs (ICPs) ndash Foreign Military Sales (FMS) Systems Acquisition ndash International Business Planning

bull JSTs contain information on relevant policies best practice procedures and key areas for analysis and evaluation

ndash DAUmil tools site in International Acquisition topic area ndash DAU International Acquisition Management Community of

Practice (ICoP)

IAampE Elements

Planning and Analysis

International Cooperative Programs Sales amp Transfers

Technology Security amp Foreign Disclosure

Defense Exportability Integration

International Contracting

International Acquisition amp Exportability (IAampE)8

IAampE Environmentbull Recent laws and policy requires greater consideration of

international cooperation sales amp exportability in acquisition strategies

bull US industry becoming more reliant on international sales in an increasingly competitive global market

bull Complex US Technology SecurityForeign Disclosure (TSFD) policies and processes cause many challenges

bull Pilot Program for designing in exportability ongoingbull OSD initiatives encourage greater awareness of global Science

amp Technology (SampT) sourcesproducts

Intrsquol acquisition programs are a part of Security Cooperation 9

10

Planning amp Analysis

IAampE Assessment

11

InteroperabilityRequirements

ProgramProtection

CooperativeOpportunities

InternationalMarkets

Assessment

Inform Acquisition Strategy Inform MDA Decisions

Foreign Solutions

CoalitionInteroperability

ICP Participation Foreign Sales Design for

Exportability

Acquisition Strategy IAampE Factors

12

ForeignIndustry

Participation

AcquisitionStrategy

IAampEAssessment

Law ampPolicy

Key IAampE Decisions

InternationalCooperation

Potential

ForeignSales

Potential

BusinessStrategy

Considerations

International Business Planning

13

OngoingInternational

Activity

AcquisitionStrategy

International Opportunities

InternationalBusinessPlan (IBP)

Content

ProspectiveInternational

Activity

StakeholderAlignment Security

CooperationAlignment

ExportabilityPlanning

Tool to enhance a programrsquos domestic and international acquisition outcomes

PMOAlignment

14

International Cooperative Programs

Intrsquol Armaments Cooperation (IAC)

15

bull Cooperative research development and acquisition projects and programs

bull Enabling Programsminus Personnel exchange (ESEP amp APEP)minus RDTampE Information Exchange Program (IEP)minus International Cooperative RampD (ICRampD) programminus Coalition Warfare Program (CWP)minus Foreign Comparative Testing Program (FCT)

bull International Cooperative Programs (ICPs)

Intrsquol Cooperative Programs (ICPs)

Scopebull DoD concludes about 30-40

international agreementsyear for ICPs

bull Most agreements are for SampT or early RampD projects

bull Some agreements for cooperation on a piece of a program

bull Limited number of fully cooperative major system developmentproduction programs

Major System Examplesbull F-35 Joint Strike Fighter (JSF)bull NATO Alliance Ground Surveillance

(AGS)bull Rolling Airframe Missile (RAM) bull Evolved SeaSparrow Missile

(ESSM)bull Multifunctional Information

Distribution System (MIDS)bull Guided Multiple Launch Rocket

System (GMLRS)bull Wideband Global SATCOM (WGS)

16

Intrsquol Coop Program (ICP) Process

17

Opportunity Identification

amp Assessment

Cooperative Program

Execution

Request Authority to

Develop (RAD)

International AgreementNegotiation

Request Final Approval

(RFA)

International AgreementSignature

Opportunity identification amp Assessment

Identifying a potential cooperative opportunity conducting exploratory or technical discussions and assessing viability of the effort

Request Authority to Develop (RAD)

Staffing of the Summary Statement of Intent (SSOI) ldquobusiness caserdquo within Component and OSD to obtain approval to negotiate

IA Negotiation Negotiating the International Agreement (IA) with partner nation(s) after obtaining authority through RAD approval

Request Final Approval (RFA)

Obtaining approval to sign the IA based on Component and OSD staffing of the IA text and an updated SSOI

IA Signature Obtaining US and partner nation(s) signature of the IA

ICP Execution Executing the cooperative projectprogram in accordance with the signed IA

OUSD(AampS) International Agreements (IA) Process

18

Technology Security amp Foreign Disclosure

Interagency process

USGDoD TSFD ProcessesDoD

Component Processes

MILDEP-Specific

(well-defined)

Other DoD Components(less defined)

Other DoD Processes

DoD Lead Various

Organization specific --

various

Few documented processes

TSFD policy development normally starts here

and then ends up in the ldquoPipesrdquo but which ones and how

19

20

Sales amp Transfersbull Foreign Military Sales (FMS)bull Building Partner Capacity (BPC)bull Direct Commercial Sales (DCS)

Intrsquol Acquisition Mechanism OverviewMechanism

Foreign Military Sales (FMS)

Building Partner Capacity (BPC)

Direct Commercial Sales (DCS)

International Cooperative

Programs (ICPs)Requirement Foreign Customer DoD Determined Foreign Customer Mutually

Determined

Relationship Buyer-Seller Provider-Receiver Buyer-Seller Partner

Form of agreement Foreign Military Sales (FMS) Letter of Offer and Acceptance (LOA)

Psuedo-LOA Export License and IndustryContract(s)

ICP International Agreement (MOU MOA PA etc)

Funding Foreign Customer DoD Foreign Customer Equitably Shared

Program Management

DoD Implementing Agency (IA)

DoD IA Foreign Customer Joint

Contract Privity DoD IA and Industry

DoD IA and Industry

Foreign Purchaser and US Industry

Partner Nations and Industry

21

FMS Systems Acquisition Process

22

LOALORPre-LOR RFP Contract Execution Delivery

Pre-LOR Assisting the customer in developing a defined Letter of Request (LOR)

LOR Receipt and analysis of the LOR

LOA Preparation of a Letter of Offer and Acceptance (LOA)

RFP Preparing the Request for Proposal (RFP)

Contract Negotiating and awarding contracts

Execution Managing contract and program execution

Delivery Preparing for and delivering a ldquototal packagerdquo

See FMS Systems Acquisition JST for best practices in each phase of the cycle that the acquisition community should use to improve acquisition outcomes for the FMS customer

23

Defense Exportability Integration

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

IAampE Environmentbull Recent laws and policy requires greater consideration of

international cooperation sales amp exportability in acquisition strategies

bull US industry becoming more reliant on international sales in an increasingly competitive global market

bull Complex US Technology SecurityForeign Disclosure (TSFD) policies and processes cause many challenges

bull Pilot Program for designing in exportability ongoingbull OSD initiatives encourage greater awareness of global Science

amp Technology (SampT) sourcesproducts

Intrsquol acquisition programs are a part of Security Cooperation 9

10

Planning amp Analysis

IAampE Assessment

11

InteroperabilityRequirements

ProgramProtection

CooperativeOpportunities

InternationalMarkets

Assessment

Inform Acquisition Strategy Inform MDA Decisions

Foreign Solutions

CoalitionInteroperability

ICP Participation Foreign Sales Design for

Exportability

Acquisition Strategy IAampE Factors

12

ForeignIndustry

Participation

AcquisitionStrategy

IAampEAssessment

Law ampPolicy

Key IAampE Decisions

InternationalCooperation

Potential

ForeignSales

Potential

BusinessStrategy

Considerations

International Business Planning

13

OngoingInternational

Activity

AcquisitionStrategy

International Opportunities

InternationalBusinessPlan (IBP)

Content

ProspectiveInternational

Activity

StakeholderAlignment Security

CooperationAlignment

ExportabilityPlanning

Tool to enhance a programrsquos domestic and international acquisition outcomes

PMOAlignment

14

International Cooperative Programs

Intrsquol Armaments Cooperation (IAC)

15

bull Cooperative research development and acquisition projects and programs

bull Enabling Programsminus Personnel exchange (ESEP amp APEP)minus RDTampE Information Exchange Program (IEP)minus International Cooperative RampD (ICRampD) programminus Coalition Warfare Program (CWP)minus Foreign Comparative Testing Program (FCT)

bull International Cooperative Programs (ICPs)

Intrsquol Cooperative Programs (ICPs)

Scopebull DoD concludes about 30-40

international agreementsyear for ICPs

bull Most agreements are for SampT or early RampD projects

bull Some agreements for cooperation on a piece of a program

bull Limited number of fully cooperative major system developmentproduction programs

Major System Examplesbull F-35 Joint Strike Fighter (JSF)bull NATO Alliance Ground Surveillance

(AGS)bull Rolling Airframe Missile (RAM) bull Evolved SeaSparrow Missile

(ESSM)bull Multifunctional Information

Distribution System (MIDS)bull Guided Multiple Launch Rocket

System (GMLRS)bull Wideband Global SATCOM (WGS)

16

Intrsquol Coop Program (ICP) Process

17

Opportunity Identification

amp Assessment

Cooperative Program

Execution

Request Authority to

Develop (RAD)

International AgreementNegotiation

Request Final Approval

(RFA)

International AgreementSignature

Opportunity identification amp Assessment

Identifying a potential cooperative opportunity conducting exploratory or technical discussions and assessing viability of the effort

Request Authority to Develop (RAD)

Staffing of the Summary Statement of Intent (SSOI) ldquobusiness caserdquo within Component and OSD to obtain approval to negotiate

IA Negotiation Negotiating the International Agreement (IA) with partner nation(s) after obtaining authority through RAD approval

Request Final Approval (RFA)

Obtaining approval to sign the IA based on Component and OSD staffing of the IA text and an updated SSOI

IA Signature Obtaining US and partner nation(s) signature of the IA

ICP Execution Executing the cooperative projectprogram in accordance with the signed IA

OUSD(AampS) International Agreements (IA) Process

18

Technology Security amp Foreign Disclosure

Interagency process

USGDoD TSFD ProcessesDoD

Component Processes

MILDEP-Specific

(well-defined)

Other DoD Components(less defined)

Other DoD Processes

DoD Lead Various

Organization specific --

various

Few documented processes

TSFD policy development normally starts here

and then ends up in the ldquoPipesrdquo but which ones and how

19

20

Sales amp Transfersbull Foreign Military Sales (FMS)bull Building Partner Capacity (BPC)bull Direct Commercial Sales (DCS)

Intrsquol Acquisition Mechanism OverviewMechanism

Foreign Military Sales (FMS)

Building Partner Capacity (BPC)

Direct Commercial Sales (DCS)

International Cooperative

Programs (ICPs)Requirement Foreign Customer DoD Determined Foreign Customer Mutually

Determined

Relationship Buyer-Seller Provider-Receiver Buyer-Seller Partner

Form of agreement Foreign Military Sales (FMS) Letter of Offer and Acceptance (LOA)

Psuedo-LOA Export License and IndustryContract(s)

ICP International Agreement (MOU MOA PA etc)

Funding Foreign Customer DoD Foreign Customer Equitably Shared

Program Management

DoD Implementing Agency (IA)

DoD IA Foreign Customer Joint

Contract Privity DoD IA and Industry

DoD IA and Industry

Foreign Purchaser and US Industry

Partner Nations and Industry

21

FMS Systems Acquisition Process

22

LOALORPre-LOR RFP Contract Execution Delivery

Pre-LOR Assisting the customer in developing a defined Letter of Request (LOR)

LOR Receipt and analysis of the LOR

LOA Preparation of a Letter of Offer and Acceptance (LOA)

RFP Preparing the Request for Proposal (RFP)

Contract Negotiating and awarding contracts

Execution Managing contract and program execution

Delivery Preparing for and delivering a ldquototal packagerdquo

See FMS Systems Acquisition JST for best practices in each phase of the cycle that the acquisition community should use to improve acquisition outcomes for the FMS customer

23

Defense Exportability Integration

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

10

Planning amp Analysis

IAampE Assessment

11

InteroperabilityRequirements

ProgramProtection

CooperativeOpportunities

InternationalMarkets

Assessment

Inform Acquisition Strategy Inform MDA Decisions

Foreign Solutions

CoalitionInteroperability

ICP Participation Foreign Sales Design for

Exportability

Acquisition Strategy IAampE Factors

12

ForeignIndustry

Participation

AcquisitionStrategy

IAampEAssessment

Law ampPolicy

Key IAampE Decisions

InternationalCooperation

Potential

ForeignSales

Potential

BusinessStrategy

Considerations

International Business Planning

13

OngoingInternational

Activity

AcquisitionStrategy

International Opportunities

InternationalBusinessPlan (IBP)

Content

ProspectiveInternational

Activity

StakeholderAlignment Security

CooperationAlignment

ExportabilityPlanning

Tool to enhance a programrsquos domestic and international acquisition outcomes

PMOAlignment

14

International Cooperative Programs

Intrsquol Armaments Cooperation (IAC)

15

bull Cooperative research development and acquisition projects and programs

bull Enabling Programsminus Personnel exchange (ESEP amp APEP)minus RDTampE Information Exchange Program (IEP)minus International Cooperative RampD (ICRampD) programminus Coalition Warfare Program (CWP)minus Foreign Comparative Testing Program (FCT)

bull International Cooperative Programs (ICPs)

Intrsquol Cooperative Programs (ICPs)

Scopebull DoD concludes about 30-40

international agreementsyear for ICPs

bull Most agreements are for SampT or early RampD projects

bull Some agreements for cooperation on a piece of a program

bull Limited number of fully cooperative major system developmentproduction programs

Major System Examplesbull F-35 Joint Strike Fighter (JSF)bull NATO Alliance Ground Surveillance

(AGS)bull Rolling Airframe Missile (RAM) bull Evolved SeaSparrow Missile

(ESSM)bull Multifunctional Information

Distribution System (MIDS)bull Guided Multiple Launch Rocket

System (GMLRS)bull Wideband Global SATCOM (WGS)

16

Intrsquol Coop Program (ICP) Process

17

Opportunity Identification

amp Assessment

Cooperative Program

Execution

Request Authority to

Develop (RAD)

International AgreementNegotiation

Request Final Approval

(RFA)

International AgreementSignature

Opportunity identification amp Assessment

Identifying a potential cooperative opportunity conducting exploratory or technical discussions and assessing viability of the effort

Request Authority to Develop (RAD)

Staffing of the Summary Statement of Intent (SSOI) ldquobusiness caserdquo within Component and OSD to obtain approval to negotiate

IA Negotiation Negotiating the International Agreement (IA) with partner nation(s) after obtaining authority through RAD approval

Request Final Approval (RFA)

Obtaining approval to sign the IA based on Component and OSD staffing of the IA text and an updated SSOI

IA Signature Obtaining US and partner nation(s) signature of the IA

ICP Execution Executing the cooperative projectprogram in accordance with the signed IA

OUSD(AampS) International Agreements (IA) Process

18

Technology Security amp Foreign Disclosure

Interagency process

USGDoD TSFD ProcessesDoD

Component Processes

MILDEP-Specific

(well-defined)

Other DoD Components(less defined)

Other DoD Processes

DoD Lead Various

Organization specific --

various

Few documented processes

TSFD policy development normally starts here

and then ends up in the ldquoPipesrdquo but which ones and how

19

20

Sales amp Transfersbull Foreign Military Sales (FMS)bull Building Partner Capacity (BPC)bull Direct Commercial Sales (DCS)

Intrsquol Acquisition Mechanism OverviewMechanism

Foreign Military Sales (FMS)

Building Partner Capacity (BPC)

Direct Commercial Sales (DCS)

International Cooperative

Programs (ICPs)Requirement Foreign Customer DoD Determined Foreign Customer Mutually

Determined

Relationship Buyer-Seller Provider-Receiver Buyer-Seller Partner

Form of agreement Foreign Military Sales (FMS) Letter of Offer and Acceptance (LOA)

Psuedo-LOA Export License and IndustryContract(s)

ICP International Agreement (MOU MOA PA etc)

Funding Foreign Customer DoD Foreign Customer Equitably Shared

Program Management

DoD Implementing Agency (IA)

DoD IA Foreign Customer Joint

Contract Privity DoD IA and Industry

DoD IA and Industry

Foreign Purchaser and US Industry

Partner Nations and Industry

21

FMS Systems Acquisition Process

22

LOALORPre-LOR RFP Contract Execution Delivery

Pre-LOR Assisting the customer in developing a defined Letter of Request (LOR)

LOR Receipt and analysis of the LOR

LOA Preparation of a Letter of Offer and Acceptance (LOA)

RFP Preparing the Request for Proposal (RFP)

Contract Negotiating and awarding contracts

Execution Managing contract and program execution

Delivery Preparing for and delivering a ldquototal packagerdquo

See FMS Systems Acquisition JST for best practices in each phase of the cycle that the acquisition community should use to improve acquisition outcomes for the FMS customer

23

Defense Exportability Integration

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

IAampE Assessment

11

InteroperabilityRequirements

ProgramProtection

CooperativeOpportunities

InternationalMarkets

Assessment

Inform Acquisition Strategy Inform MDA Decisions

Foreign Solutions

CoalitionInteroperability

ICP Participation Foreign Sales Design for

Exportability

Acquisition Strategy IAampE Factors

12

ForeignIndustry

Participation

AcquisitionStrategy

IAampEAssessment

Law ampPolicy

Key IAampE Decisions

InternationalCooperation

Potential

ForeignSales

Potential

BusinessStrategy

Considerations

International Business Planning

13

OngoingInternational

Activity

AcquisitionStrategy

International Opportunities

InternationalBusinessPlan (IBP)

Content

ProspectiveInternational

Activity

StakeholderAlignment Security

CooperationAlignment

ExportabilityPlanning

Tool to enhance a programrsquos domestic and international acquisition outcomes

PMOAlignment

14

International Cooperative Programs

Intrsquol Armaments Cooperation (IAC)

15

bull Cooperative research development and acquisition projects and programs

bull Enabling Programsminus Personnel exchange (ESEP amp APEP)minus RDTampE Information Exchange Program (IEP)minus International Cooperative RampD (ICRampD) programminus Coalition Warfare Program (CWP)minus Foreign Comparative Testing Program (FCT)

bull International Cooperative Programs (ICPs)

Intrsquol Cooperative Programs (ICPs)

Scopebull DoD concludes about 30-40

international agreementsyear for ICPs

bull Most agreements are for SampT or early RampD projects

bull Some agreements for cooperation on a piece of a program

bull Limited number of fully cooperative major system developmentproduction programs

Major System Examplesbull F-35 Joint Strike Fighter (JSF)bull NATO Alliance Ground Surveillance

(AGS)bull Rolling Airframe Missile (RAM) bull Evolved SeaSparrow Missile

(ESSM)bull Multifunctional Information

Distribution System (MIDS)bull Guided Multiple Launch Rocket

System (GMLRS)bull Wideband Global SATCOM (WGS)

16

Intrsquol Coop Program (ICP) Process

17

Opportunity Identification

amp Assessment

Cooperative Program

Execution

Request Authority to

Develop (RAD)

International AgreementNegotiation

Request Final Approval

(RFA)

International AgreementSignature

Opportunity identification amp Assessment

Identifying a potential cooperative opportunity conducting exploratory or technical discussions and assessing viability of the effort

Request Authority to Develop (RAD)

Staffing of the Summary Statement of Intent (SSOI) ldquobusiness caserdquo within Component and OSD to obtain approval to negotiate

IA Negotiation Negotiating the International Agreement (IA) with partner nation(s) after obtaining authority through RAD approval

Request Final Approval (RFA)

Obtaining approval to sign the IA based on Component and OSD staffing of the IA text and an updated SSOI

IA Signature Obtaining US and partner nation(s) signature of the IA

ICP Execution Executing the cooperative projectprogram in accordance with the signed IA

OUSD(AampS) International Agreements (IA) Process

18

Technology Security amp Foreign Disclosure

Interagency process

USGDoD TSFD ProcessesDoD

Component Processes

MILDEP-Specific

(well-defined)

Other DoD Components(less defined)

Other DoD Processes

DoD Lead Various

Organization specific --

various

Few documented processes

TSFD policy development normally starts here

and then ends up in the ldquoPipesrdquo but which ones and how

19

20

Sales amp Transfersbull Foreign Military Sales (FMS)bull Building Partner Capacity (BPC)bull Direct Commercial Sales (DCS)

Intrsquol Acquisition Mechanism OverviewMechanism

Foreign Military Sales (FMS)

Building Partner Capacity (BPC)

Direct Commercial Sales (DCS)

International Cooperative

Programs (ICPs)Requirement Foreign Customer DoD Determined Foreign Customer Mutually

Determined

Relationship Buyer-Seller Provider-Receiver Buyer-Seller Partner

Form of agreement Foreign Military Sales (FMS) Letter of Offer and Acceptance (LOA)

Psuedo-LOA Export License and IndustryContract(s)

ICP International Agreement (MOU MOA PA etc)

Funding Foreign Customer DoD Foreign Customer Equitably Shared

Program Management

DoD Implementing Agency (IA)

DoD IA Foreign Customer Joint

Contract Privity DoD IA and Industry

DoD IA and Industry

Foreign Purchaser and US Industry

Partner Nations and Industry

21

FMS Systems Acquisition Process

22

LOALORPre-LOR RFP Contract Execution Delivery

Pre-LOR Assisting the customer in developing a defined Letter of Request (LOR)

LOR Receipt and analysis of the LOR

LOA Preparation of a Letter of Offer and Acceptance (LOA)

RFP Preparing the Request for Proposal (RFP)

Contract Negotiating and awarding contracts

Execution Managing contract and program execution

Delivery Preparing for and delivering a ldquototal packagerdquo

See FMS Systems Acquisition JST for best practices in each phase of the cycle that the acquisition community should use to improve acquisition outcomes for the FMS customer

23

Defense Exportability Integration

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Acquisition Strategy IAampE Factors

12

ForeignIndustry

Participation

AcquisitionStrategy

IAampEAssessment

Law ampPolicy

Key IAampE Decisions

InternationalCooperation

Potential

ForeignSales

Potential

BusinessStrategy

Considerations

International Business Planning

13

OngoingInternational

Activity

AcquisitionStrategy

International Opportunities

InternationalBusinessPlan (IBP)

Content

ProspectiveInternational

Activity

StakeholderAlignment Security

CooperationAlignment

ExportabilityPlanning

Tool to enhance a programrsquos domestic and international acquisition outcomes

PMOAlignment

14

International Cooperative Programs

Intrsquol Armaments Cooperation (IAC)

15

bull Cooperative research development and acquisition projects and programs

bull Enabling Programsminus Personnel exchange (ESEP amp APEP)minus RDTampE Information Exchange Program (IEP)minus International Cooperative RampD (ICRampD) programminus Coalition Warfare Program (CWP)minus Foreign Comparative Testing Program (FCT)

bull International Cooperative Programs (ICPs)

Intrsquol Cooperative Programs (ICPs)

Scopebull DoD concludes about 30-40

international agreementsyear for ICPs

bull Most agreements are for SampT or early RampD projects

bull Some agreements for cooperation on a piece of a program

bull Limited number of fully cooperative major system developmentproduction programs

Major System Examplesbull F-35 Joint Strike Fighter (JSF)bull NATO Alliance Ground Surveillance

(AGS)bull Rolling Airframe Missile (RAM) bull Evolved SeaSparrow Missile

(ESSM)bull Multifunctional Information

Distribution System (MIDS)bull Guided Multiple Launch Rocket

System (GMLRS)bull Wideband Global SATCOM (WGS)

16

Intrsquol Coop Program (ICP) Process

17

Opportunity Identification

amp Assessment

Cooperative Program

Execution

Request Authority to

Develop (RAD)

International AgreementNegotiation

Request Final Approval

(RFA)

International AgreementSignature

Opportunity identification amp Assessment

Identifying a potential cooperative opportunity conducting exploratory or technical discussions and assessing viability of the effort

Request Authority to Develop (RAD)

Staffing of the Summary Statement of Intent (SSOI) ldquobusiness caserdquo within Component and OSD to obtain approval to negotiate

IA Negotiation Negotiating the International Agreement (IA) with partner nation(s) after obtaining authority through RAD approval

Request Final Approval (RFA)

Obtaining approval to sign the IA based on Component and OSD staffing of the IA text and an updated SSOI

IA Signature Obtaining US and partner nation(s) signature of the IA

ICP Execution Executing the cooperative projectprogram in accordance with the signed IA

OUSD(AampS) International Agreements (IA) Process

18

Technology Security amp Foreign Disclosure

Interagency process

USGDoD TSFD ProcessesDoD

Component Processes

MILDEP-Specific

(well-defined)

Other DoD Components(less defined)

Other DoD Processes

DoD Lead Various

Organization specific --

various

Few documented processes

TSFD policy development normally starts here

and then ends up in the ldquoPipesrdquo but which ones and how

19

20

Sales amp Transfersbull Foreign Military Sales (FMS)bull Building Partner Capacity (BPC)bull Direct Commercial Sales (DCS)

Intrsquol Acquisition Mechanism OverviewMechanism

Foreign Military Sales (FMS)

Building Partner Capacity (BPC)

Direct Commercial Sales (DCS)

International Cooperative

Programs (ICPs)Requirement Foreign Customer DoD Determined Foreign Customer Mutually

Determined

Relationship Buyer-Seller Provider-Receiver Buyer-Seller Partner

Form of agreement Foreign Military Sales (FMS) Letter of Offer and Acceptance (LOA)

Psuedo-LOA Export License and IndustryContract(s)

ICP International Agreement (MOU MOA PA etc)

Funding Foreign Customer DoD Foreign Customer Equitably Shared

Program Management

DoD Implementing Agency (IA)

DoD IA Foreign Customer Joint

Contract Privity DoD IA and Industry

DoD IA and Industry

Foreign Purchaser and US Industry

Partner Nations and Industry

21

FMS Systems Acquisition Process

22

LOALORPre-LOR RFP Contract Execution Delivery

Pre-LOR Assisting the customer in developing a defined Letter of Request (LOR)

LOR Receipt and analysis of the LOR

LOA Preparation of a Letter of Offer and Acceptance (LOA)

RFP Preparing the Request for Proposal (RFP)

Contract Negotiating and awarding contracts

Execution Managing contract and program execution

Delivery Preparing for and delivering a ldquototal packagerdquo

See FMS Systems Acquisition JST for best practices in each phase of the cycle that the acquisition community should use to improve acquisition outcomes for the FMS customer

23

Defense Exportability Integration

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

International Business Planning

13

OngoingInternational

Activity

AcquisitionStrategy

International Opportunities

InternationalBusinessPlan (IBP)

Content

ProspectiveInternational

Activity

StakeholderAlignment Security

CooperationAlignment

ExportabilityPlanning

Tool to enhance a programrsquos domestic and international acquisition outcomes

PMOAlignment

14

International Cooperative Programs

Intrsquol Armaments Cooperation (IAC)

15

bull Cooperative research development and acquisition projects and programs

bull Enabling Programsminus Personnel exchange (ESEP amp APEP)minus RDTampE Information Exchange Program (IEP)minus International Cooperative RampD (ICRampD) programminus Coalition Warfare Program (CWP)minus Foreign Comparative Testing Program (FCT)

bull International Cooperative Programs (ICPs)

Intrsquol Cooperative Programs (ICPs)

Scopebull DoD concludes about 30-40

international agreementsyear for ICPs

bull Most agreements are for SampT or early RampD projects

bull Some agreements for cooperation on a piece of a program

bull Limited number of fully cooperative major system developmentproduction programs

Major System Examplesbull F-35 Joint Strike Fighter (JSF)bull NATO Alliance Ground Surveillance

(AGS)bull Rolling Airframe Missile (RAM) bull Evolved SeaSparrow Missile

(ESSM)bull Multifunctional Information

Distribution System (MIDS)bull Guided Multiple Launch Rocket

System (GMLRS)bull Wideband Global SATCOM (WGS)

16

Intrsquol Coop Program (ICP) Process

17

Opportunity Identification

amp Assessment

Cooperative Program

Execution

Request Authority to

Develop (RAD)

International AgreementNegotiation

Request Final Approval

(RFA)

International AgreementSignature

Opportunity identification amp Assessment

Identifying a potential cooperative opportunity conducting exploratory or technical discussions and assessing viability of the effort

Request Authority to Develop (RAD)

Staffing of the Summary Statement of Intent (SSOI) ldquobusiness caserdquo within Component and OSD to obtain approval to negotiate

IA Negotiation Negotiating the International Agreement (IA) with partner nation(s) after obtaining authority through RAD approval

Request Final Approval (RFA)

Obtaining approval to sign the IA based on Component and OSD staffing of the IA text and an updated SSOI

IA Signature Obtaining US and partner nation(s) signature of the IA

ICP Execution Executing the cooperative projectprogram in accordance with the signed IA

OUSD(AampS) International Agreements (IA) Process

18

Technology Security amp Foreign Disclosure

Interagency process

USGDoD TSFD ProcessesDoD

Component Processes

MILDEP-Specific

(well-defined)

Other DoD Components(less defined)

Other DoD Processes

DoD Lead Various

Organization specific --

various

Few documented processes

TSFD policy development normally starts here

and then ends up in the ldquoPipesrdquo but which ones and how

19

20

Sales amp Transfersbull Foreign Military Sales (FMS)bull Building Partner Capacity (BPC)bull Direct Commercial Sales (DCS)

Intrsquol Acquisition Mechanism OverviewMechanism

Foreign Military Sales (FMS)

Building Partner Capacity (BPC)

Direct Commercial Sales (DCS)

International Cooperative

Programs (ICPs)Requirement Foreign Customer DoD Determined Foreign Customer Mutually

Determined

Relationship Buyer-Seller Provider-Receiver Buyer-Seller Partner

Form of agreement Foreign Military Sales (FMS) Letter of Offer and Acceptance (LOA)

Psuedo-LOA Export License and IndustryContract(s)

ICP International Agreement (MOU MOA PA etc)

Funding Foreign Customer DoD Foreign Customer Equitably Shared

Program Management

DoD Implementing Agency (IA)

DoD IA Foreign Customer Joint

Contract Privity DoD IA and Industry

DoD IA and Industry

Foreign Purchaser and US Industry

Partner Nations and Industry

21

FMS Systems Acquisition Process

22

LOALORPre-LOR RFP Contract Execution Delivery

Pre-LOR Assisting the customer in developing a defined Letter of Request (LOR)

LOR Receipt and analysis of the LOR

LOA Preparation of a Letter of Offer and Acceptance (LOA)

RFP Preparing the Request for Proposal (RFP)

Contract Negotiating and awarding contracts

Execution Managing contract and program execution

Delivery Preparing for and delivering a ldquototal packagerdquo

See FMS Systems Acquisition JST for best practices in each phase of the cycle that the acquisition community should use to improve acquisition outcomes for the FMS customer

23

Defense Exportability Integration

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

14

International Cooperative Programs

Intrsquol Armaments Cooperation (IAC)

15

bull Cooperative research development and acquisition projects and programs

bull Enabling Programsminus Personnel exchange (ESEP amp APEP)minus RDTampE Information Exchange Program (IEP)minus International Cooperative RampD (ICRampD) programminus Coalition Warfare Program (CWP)minus Foreign Comparative Testing Program (FCT)

bull International Cooperative Programs (ICPs)

Intrsquol Cooperative Programs (ICPs)

Scopebull DoD concludes about 30-40

international agreementsyear for ICPs

bull Most agreements are for SampT or early RampD projects

bull Some agreements for cooperation on a piece of a program

bull Limited number of fully cooperative major system developmentproduction programs

Major System Examplesbull F-35 Joint Strike Fighter (JSF)bull NATO Alliance Ground Surveillance

(AGS)bull Rolling Airframe Missile (RAM) bull Evolved SeaSparrow Missile

(ESSM)bull Multifunctional Information

Distribution System (MIDS)bull Guided Multiple Launch Rocket

System (GMLRS)bull Wideband Global SATCOM (WGS)

16

Intrsquol Coop Program (ICP) Process

17

Opportunity Identification

amp Assessment

Cooperative Program

Execution

Request Authority to

Develop (RAD)

International AgreementNegotiation

Request Final Approval

(RFA)

International AgreementSignature

Opportunity identification amp Assessment

Identifying a potential cooperative opportunity conducting exploratory or technical discussions and assessing viability of the effort

Request Authority to Develop (RAD)

Staffing of the Summary Statement of Intent (SSOI) ldquobusiness caserdquo within Component and OSD to obtain approval to negotiate

IA Negotiation Negotiating the International Agreement (IA) with partner nation(s) after obtaining authority through RAD approval

Request Final Approval (RFA)

Obtaining approval to sign the IA based on Component and OSD staffing of the IA text and an updated SSOI

IA Signature Obtaining US and partner nation(s) signature of the IA

ICP Execution Executing the cooperative projectprogram in accordance with the signed IA

OUSD(AampS) International Agreements (IA) Process

18

Technology Security amp Foreign Disclosure

Interagency process

USGDoD TSFD ProcessesDoD

Component Processes

MILDEP-Specific

(well-defined)

Other DoD Components(less defined)

Other DoD Processes

DoD Lead Various

Organization specific --

various

Few documented processes

TSFD policy development normally starts here

and then ends up in the ldquoPipesrdquo but which ones and how

19

20

Sales amp Transfersbull Foreign Military Sales (FMS)bull Building Partner Capacity (BPC)bull Direct Commercial Sales (DCS)

Intrsquol Acquisition Mechanism OverviewMechanism

Foreign Military Sales (FMS)

Building Partner Capacity (BPC)

Direct Commercial Sales (DCS)

International Cooperative

Programs (ICPs)Requirement Foreign Customer DoD Determined Foreign Customer Mutually

Determined

Relationship Buyer-Seller Provider-Receiver Buyer-Seller Partner

Form of agreement Foreign Military Sales (FMS) Letter of Offer and Acceptance (LOA)

Psuedo-LOA Export License and IndustryContract(s)

ICP International Agreement (MOU MOA PA etc)

Funding Foreign Customer DoD Foreign Customer Equitably Shared

Program Management

DoD Implementing Agency (IA)

DoD IA Foreign Customer Joint

Contract Privity DoD IA and Industry

DoD IA and Industry

Foreign Purchaser and US Industry

Partner Nations and Industry

21

FMS Systems Acquisition Process

22

LOALORPre-LOR RFP Contract Execution Delivery

Pre-LOR Assisting the customer in developing a defined Letter of Request (LOR)

LOR Receipt and analysis of the LOR

LOA Preparation of a Letter of Offer and Acceptance (LOA)

RFP Preparing the Request for Proposal (RFP)

Contract Negotiating and awarding contracts

Execution Managing contract and program execution

Delivery Preparing for and delivering a ldquototal packagerdquo

See FMS Systems Acquisition JST for best practices in each phase of the cycle that the acquisition community should use to improve acquisition outcomes for the FMS customer

23

Defense Exportability Integration

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Intrsquol Armaments Cooperation (IAC)

15

bull Cooperative research development and acquisition projects and programs

bull Enabling Programsminus Personnel exchange (ESEP amp APEP)minus RDTampE Information Exchange Program (IEP)minus International Cooperative RampD (ICRampD) programminus Coalition Warfare Program (CWP)minus Foreign Comparative Testing Program (FCT)

bull International Cooperative Programs (ICPs)

Intrsquol Cooperative Programs (ICPs)

Scopebull DoD concludes about 30-40

international agreementsyear for ICPs

bull Most agreements are for SampT or early RampD projects

bull Some agreements for cooperation on a piece of a program

bull Limited number of fully cooperative major system developmentproduction programs

Major System Examplesbull F-35 Joint Strike Fighter (JSF)bull NATO Alliance Ground Surveillance

(AGS)bull Rolling Airframe Missile (RAM) bull Evolved SeaSparrow Missile

(ESSM)bull Multifunctional Information

Distribution System (MIDS)bull Guided Multiple Launch Rocket

System (GMLRS)bull Wideband Global SATCOM (WGS)

16

Intrsquol Coop Program (ICP) Process

17

Opportunity Identification

amp Assessment

Cooperative Program

Execution

Request Authority to

Develop (RAD)

International AgreementNegotiation

Request Final Approval

(RFA)

International AgreementSignature

Opportunity identification amp Assessment

Identifying a potential cooperative opportunity conducting exploratory or technical discussions and assessing viability of the effort

Request Authority to Develop (RAD)

Staffing of the Summary Statement of Intent (SSOI) ldquobusiness caserdquo within Component and OSD to obtain approval to negotiate

IA Negotiation Negotiating the International Agreement (IA) with partner nation(s) after obtaining authority through RAD approval

Request Final Approval (RFA)

Obtaining approval to sign the IA based on Component and OSD staffing of the IA text and an updated SSOI

IA Signature Obtaining US and partner nation(s) signature of the IA

ICP Execution Executing the cooperative projectprogram in accordance with the signed IA

OUSD(AampS) International Agreements (IA) Process

18

Technology Security amp Foreign Disclosure

Interagency process

USGDoD TSFD ProcessesDoD

Component Processes

MILDEP-Specific

(well-defined)

Other DoD Components(less defined)

Other DoD Processes

DoD Lead Various

Organization specific --

various

Few documented processes

TSFD policy development normally starts here

and then ends up in the ldquoPipesrdquo but which ones and how

19

20

Sales amp Transfersbull Foreign Military Sales (FMS)bull Building Partner Capacity (BPC)bull Direct Commercial Sales (DCS)

Intrsquol Acquisition Mechanism OverviewMechanism

Foreign Military Sales (FMS)

Building Partner Capacity (BPC)

Direct Commercial Sales (DCS)

International Cooperative

Programs (ICPs)Requirement Foreign Customer DoD Determined Foreign Customer Mutually

Determined

Relationship Buyer-Seller Provider-Receiver Buyer-Seller Partner

Form of agreement Foreign Military Sales (FMS) Letter of Offer and Acceptance (LOA)

Psuedo-LOA Export License and IndustryContract(s)

ICP International Agreement (MOU MOA PA etc)

Funding Foreign Customer DoD Foreign Customer Equitably Shared

Program Management

DoD Implementing Agency (IA)

DoD IA Foreign Customer Joint

Contract Privity DoD IA and Industry

DoD IA and Industry

Foreign Purchaser and US Industry

Partner Nations and Industry

21

FMS Systems Acquisition Process

22

LOALORPre-LOR RFP Contract Execution Delivery

Pre-LOR Assisting the customer in developing a defined Letter of Request (LOR)

LOR Receipt and analysis of the LOR

LOA Preparation of a Letter of Offer and Acceptance (LOA)

RFP Preparing the Request for Proposal (RFP)

Contract Negotiating and awarding contracts

Execution Managing contract and program execution

Delivery Preparing for and delivering a ldquototal packagerdquo

See FMS Systems Acquisition JST for best practices in each phase of the cycle that the acquisition community should use to improve acquisition outcomes for the FMS customer

23

Defense Exportability Integration

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Intrsquol Cooperative Programs (ICPs)

Scopebull DoD concludes about 30-40

international agreementsyear for ICPs

bull Most agreements are for SampT or early RampD projects

bull Some agreements for cooperation on a piece of a program

bull Limited number of fully cooperative major system developmentproduction programs

Major System Examplesbull F-35 Joint Strike Fighter (JSF)bull NATO Alliance Ground Surveillance

(AGS)bull Rolling Airframe Missile (RAM) bull Evolved SeaSparrow Missile

(ESSM)bull Multifunctional Information

Distribution System (MIDS)bull Guided Multiple Launch Rocket

System (GMLRS)bull Wideband Global SATCOM (WGS)

16

Intrsquol Coop Program (ICP) Process

17

Opportunity Identification

amp Assessment

Cooperative Program

Execution

Request Authority to

Develop (RAD)

International AgreementNegotiation

Request Final Approval

(RFA)

International AgreementSignature

Opportunity identification amp Assessment

Identifying a potential cooperative opportunity conducting exploratory or technical discussions and assessing viability of the effort

Request Authority to Develop (RAD)

Staffing of the Summary Statement of Intent (SSOI) ldquobusiness caserdquo within Component and OSD to obtain approval to negotiate

IA Negotiation Negotiating the International Agreement (IA) with partner nation(s) after obtaining authority through RAD approval

Request Final Approval (RFA)

Obtaining approval to sign the IA based on Component and OSD staffing of the IA text and an updated SSOI

IA Signature Obtaining US and partner nation(s) signature of the IA

ICP Execution Executing the cooperative projectprogram in accordance with the signed IA

OUSD(AampS) International Agreements (IA) Process

18

Technology Security amp Foreign Disclosure

Interagency process

USGDoD TSFD ProcessesDoD

Component Processes

MILDEP-Specific

(well-defined)

Other DoD Components(less defined)

Other DoD Processes

DoD Lead Various

Organization specific --

various

Few documented processes

TSFD policy development normally starts here

and then ends up in the ldquoPipesrdquo but which ones and how

19

20

Sales amp Transfersbull Foreign Military Sales (FMS)bull Building Partner Capacity (BPC)bull Direct Commercial Sales (DCS)

Intrsquol Acquisition Mechanism OverviewMechanism

Foreign Military Sales (FMS)

Building Partner Capacity (BPC)

Direct Commercial Sales (DCS)

International Cooperative

Programs (ICPs)Requirement Foreign Customer DoD Determined Foreign Customer Mutually

Determined

Relationship Buyer-Seller Provider-Receiver Buyer-Seller Partner

Form of agreement Foreign Military Sales (FMS) Letter of Offer and Acceptance (LOA)

Psuedo-LOA Export License and IndustryContract(s)

ICP International Agreement (MOU MOA PA etc)

Funding Foreign Customer DoD Foreign Customer Equitably Shared

Program Management

DoD Implementing Agency (IA)

DoD IA Foreign Customer Joint

Contract Privity DoD IA and Industry

DoD IA and Industry

Foreign Purchaser and US Industry

Partner Nations and Industry

21

FMS Systems Acquisition Process

22

LOALORPre-LOR RFP Contract Execution Delivery

Pre-LOR Assisting the customer in developing a defined Letter of Request (LOR)

LOR Receipt and analysis of the LOR

LOA Preparation of a Letter of Offer and Acceptance (LOA)

RFP Preparing the Request for Proposal (RFP)

Contract Negotiating and awarding contracts

Execution Managing contract and program execution

Delivery Preparing for and delivering a ldquototal packagerdquo

See FMS Systems Acquisition JST for best practices in each phase of the cycle that the acquisition community should use to improve acquisition outcomes for the FMS customer

23

Defense Exportability Integration

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Intrsquol Coop Program (ICP) Process

17

Opportunity Identification

amp Assessment

Cooperative Program

Execution

Request Authority to

Develop (RAD)

International AgreementNegotiation

Request Final Approval

(RFA)

International AgreementSignature

Opportunity identification amp Assessment

Identifying a potential cooperative opportunity conducting exploratory or technical discussions and assessing viability of the effort

Request Authority to Develop (RAD)

Staffing of the Summary Statement of Intent (SSOI) ldquobusiness caserdquo within Component and OSD to obtain approval to negotiate

IA Negotiation Negotiating the International Agreement (IA) with partner nation(s) after obtaining authority through RAD approval

Request Final Approval (RFA)

Obtaining approval to sign the IA based on Component and OSD staffing of the IA text and an updated SSOI

IA Signature Obtaining US and partner nation(s) signature of the IA

ICP Execution Executing the cooperative projectprogram in accordance with the signed IA

OUSD(AampS) International Agreements (IA) Process

18

Technology Security amp Foreign Disclosure

Interagency process

USGDoD TSFD ProcessesDoD

Component Processes

MILDEP-Specific

(well-defined)

Other DoD Components(less defined)

Other DoD Processes

DoD Lead Various

Organization specific --

various

Few documented processes

TSFD policy development normally starts here

and then ends up in the ldquoPipesrdquo but which ones and how

19

20

Sales amp Transfersbull Foreign Military Sales (FMS)bull Building Partner Capacity (BPC)bull Direct Commercial Sales (DCS)

Intrsquol Acquisition Mechanism OverviewMechanism

Foreign Military Sales (FMS)

Building Partner Capacity (BPC)

Direct Commercial Sales (DCS)

International Cooperative

Programs (ICPs)Requirement Foreign Customer DoD Determined Foreign Customer Mutually

Determined

Relationship Buyer-Seller Provider-Receiver Buyer-Seller Partner

Form of agreement Foreign Military Sales (FMS) Letter of Offer and Acceptance (LOA)

Psuedo-LOA Export License and IndustryContract(s)

ICP International Agreement (MOU MOA PA etc)

Funding Foreign Customer DoD Foreign Customer Equitably Shared

Program Management

DoD Implementing Agency (IA)

DoD IA Foreign Customer Joint

Contract Privity DoD IA and Industry

DoD IA and Industry

Foreign Purchaser and US Industry

Partner Nations and Industry

21

FMS Systems Acquisition Process

22

LOALORPre-LOR RFP Contract Execution Delivery

Pre-LOR Assisting the customer in developing a defined Letter of Request (LOR)

LOR Receipt and analysis of the LOR

LOA Preparation of a Letter of Offer and Acceptance (LOA)

RFP Preparing the Request for Proposal (RFP)

Contract Negotiating and awarding contracts

Execution Managing contract and program execution

Delivery Preparing for and delivering a ldquototal packagerdquo

See FMS Systems Acquisition JST for best practices in each phase of the cycle that the acquisition community should use to improve acquisition outcomes for the FMS customer

23

Defense Exportability Integration

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

18

Technology Security amp Foreign Disclosure

Interagency process

USGDoD TSFD ProcessesDoD

Component Processes

MILDEP-Specific

(well-defined)

Other DoD Components(less defined)

Other DoD Processes

DoD Lead Various

Organization specific --

various

Few documented processes

TSFD policy development normally starts here

and then ends up in the ldquoPipesrdquo but which ones and how

19

20

Sales amp Transfersbull Foreign Military Sales (FMS)bull Building Partner Capacity (BPC)bull Direct Commercial Sales (DCS)

Intrsquol Acquisition Mechanism OverviewMechanism

Foreign Military Sales (FMS)

Building Partner Capacity (BPC)

Direct Commercial Sales (DCS)

International Cooperative

Programs (ICPs)Requirement Foreign Customer DoD Determined Foreign Customer Mutually

Determined

Relationship Buyer-Seller Provider-Receiver Buyer-Seller Partner

Form of agreement Foreign Military Sales (FMS) Letter of Offer and Acceptance (LOA)

Psuedo-LOA Export License and IndustryContract(s)

ICP International Agreement (MOU MOA PA etc)

Funding Foreign Customer DoD Foreign Customer Equitably Shared

Program Management

DoD Implementing Agency (IA)

DoD IA Foreign Customer Joint

Contract Privity DoD IA and Industry

DoD IA and Industry

Foreign Purchaser and US Industry

Partner Nations and Industry

21

FMS Systems Acquisition Process

22

LOALORPre-LOR RFP Contract Execution Delivery

Pre-LOR Assisting the customer in developing a defined Letter of Request (LOR)

LOR Receipt and analysis of the LOR

LOA Preparation of a Letter of Offer and Acceptance (LOA)

RFP Preparing the Request for Proposal (RFP)

Contract Negotiating and awarding contracts

Execution Managing contract and program execution

Delivery Preparing for and delivering a ldquototal packagerdquo

See FMS Systems Acquisition JST for best practices in each phase of the cycle that the acquisition community should use to improve acquisition outcomes for the FMS customer

23

Defense Exportability Integration

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Interagency process

USGDoD TSFD ProcessesDoD

Component Processes

MILDEP-Specific

(well-defined)

Other DoD Components(less defined)

Other DoD Processes

DoD Lead Various

Organization specific --

various

Few documented processes

TSFD policy development normally starts here

and then ends up in the ldquoPipesrdquo but which ones and how

19

20

Sales amp Transfersbull Foreign Military Sales (FMS)bull Building Partner Capacity (BPC)bull Direct Commercial Sales (DCS)

Intrsquol Acquisition Mechanism OverviewMechanism

Foreign Military Sales (FMS)

Building Partner Capacity (BPC)

Direct Commercial Sales (DCS)

International Cooperative

Programs (ICPs)Requirement Foreign Customer DoD Determined Foreign Customer Mutually

Determined

Relationship Buyer-Seller Provider-Receiver Buyer-Seller Partner

Form of agreement Foreign Military Sales (FMS) Letter of Offer and Acceptance (LOA)

Psuedo-LOA Export License and IndustryContract(s)

ICP International Agreement (MOU MOA PA etc)

Funding Foreign Customer DoD Foreign Customer Equitably Shared

Program Management

DoD Implementing Agency (IA)

DoD IA Foreign Customer Joint

Contract Privity DoD IA and Industry

DoD IA and Industry

Foreign Purchaser and US Industry

Partner Nations and Industry

21

FMS Systems Acquisition Process

22

LOALORPre-LOR RFP Contract Execution Delivery

Pre-LOR Assisting the customer in developing a defined Letter of Request (LOR)

LOR Receipt and analysis of the LOR

LOA Preparation of a Letter of Offer and Acceptance (LOA)

RFP Preparing the Request for Proposal (RFP)

Contract Negotiating and awarding contracts

Execution Managing contract and program execution

Delivery Preparing for and delivering a ldquototal packagerdquo

See FMS Systems Acquisition JST for best practices in each phase of the cycle that the acquisition community should use to improve acquisition outcomes for the FMS customer

23

Defense Exportability Integration

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

20

Sales amp Transfersbull Foreign Military Sales (FMS)bull Building Partner Capacity (BPC)bull Direct Commercial Sales (DCS)

Intrsquol Acquisition Mechanism OverviewMechanism

Foreign Military Sales (FMS)

Building Partner Capacity (BPC)

Direct Commercial Sales (DCS)

International Cooperative

Programs (ICPs)Requirement Foreign Customer DoD Determined Foreign Customer Mutually

Determined

Relationship Buyer-Seller Provider-Receiver Buyer-Seller Partner

Form of agreement Foreign Military Sales (FMS) Letter of Offer and Acceptance (LOA)

Psuedo-LOA Export License and IndustryContract(s)

ICP International Agreement (MOU MOA PA etc)

Funding Foreign Customer DoD Foreign Customer Equitably Shared

Program Management

DoD Implementing Agency (IA)

DoD IA Foreign Customer Joint

Contract Privity DoD IA and Industry

DoD IA and Industry

Foreign Purchaser and US Industry

Partner Nations and Industry

21

FMS Systems Acquisition Process

22

LOALORPre-LOR RFP Contract Execution Delivery

Pre-LOR Assisting the customer in developing a defined Letter of Request (LOR)

LOR Receipt and analysis of the LOR

LOA Preparation of a Letter of Offer and Acceptance (LOA)

RFP Preparing the Request for Proposal (RFP)

Contract Negotiating and awarding contracts

Execution Managing contract and program execution

Delivery Preparing for and delivering a ldquototal packagerdquo

See FMS Systems Acquisition JST for best practices in each phase of the cycle that the acquisition community should use to improve acquisition outcomes for the FMS customer

23

Defense Exportability Integration

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Intrsquol Acquisition Mechanism OverviewMechanism

Foreign Military Sales (FMS)

Building Partner Capacity (BPC)

Direct Commercial Sales (DCS)

International Cooperative

Programs (ICPs)Requirement Foreign Customer DoD Determined Foreign Customer Mutually

Determined

Relationship Buyer-Seller Provider-Receiver Buyer-Seller Partner

Form of agreement Foreign Military Sales (FMS) Letter of Offer and Acceptance (LOA)

Psuedo-LOA Export License and IndustryContract(s)

ICP International Agreement (MOU MOA PA etc)

Funding Foreign Customer DoD Foreign Customer Equitably Shared

Program Management

DoD Implementing Agency (IA)

DoD IA Foreign Customer Joint

Contract Privity DoD IA and Industry

DoD IA and Industry

Foreign Purchaser and US Industry

Partner Nations and Industry

21

FMS Systems Acquisition Process

22

LOALORPre-LOR RFP Contract Execution Delivery

Pre-LOR Assisting the customer in developing a defined Letter of Request (LOR)

LOR Receipt and analysis of the LOR

LOA Preparation of a Letter of Offer and Acceptance (LOA)

RFP Preparing the Request for Proposal (RFP)

Contract Negotiating and awarding contracts

Execution Managing contract and program execution

Delivery Preparing for and delivering a ldquototal packagerdquo

See FMS Systems Acquisition JST for best practices in each phase of the cycle that the acquisition community should use to improve acquisition outcomes for the FMS customer

23

Defense Exportability Integration

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

FMS Systems Acquisition Process

22

LOALORPre-LOR RFP Contract Execution Delivery

Pre-LOR Assisting the customer in developing a defined Letter of Request (LOR)

LOR Receipt and analysis of the LOR

LOA Preparation of a Letter of Offer and Acceptance (LOA)

RFP Preparing the Request for Proposal (RFP)

Contract Negotiating and awarding contracts

Execution Managing contract and program execution

Delivery Preparing for and delivering a ldquototal packagerdquo

See FMS Systems Acquisition JST for best practices in each phase of the cycle that the acquisition community should use to improve acquisition outcomes for the FMS customer

23

Defense Exportability Integration

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

23

Defense Exportability Integration

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Defense Exportability

24

Pastbull No consideration during system

designbull Launch customer paid for

expensive modificationsbull No authority to use appropriated

funds for exportability design

Presentbull 2011 Defense Exportability

Features (DEF) pilot programbull Incorporate technology protection

features in system designbull Funds for exportability feasibility

studies - industry shares cost

Whybull Enhance protection of Critical Program Information (CPI) and mission

critical functions on exportable systemsbull Reduce overall domesticexportable program protection costsbull Make our systemsequipment available earlier to allies and friends

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Defense Exportability Integration (DEI)

TSFD amp Exportability Modifications

BA C

Materiel Solution Analysis

Technology Maturation amp

RiskReduction

Engineering amp Manufacturing Development

Operations amp Support

Productionamp Deployment

MDD

CDD Validation

Dev RFPRelease FRPFD

Decision

JCIDS

ICD

Old Approach

FeasibilityStudies

SystemAttributes

ExportableDesigns

ExportabilityAssessment

Production

New Approach

25

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

DEI Building Blocks

bull Information Securitybull Critical Program Information

(CPI) Protectionbull Trusted Systems and

Networks (TSN) Critical Components Protection

Program ProtectionMeasures

Technology Security amp Foreign Disclosure (TSFD)

bull TSFD Processesbull Differential Capability

Modificationsbull Unique Anti-Tamper

Requirements (if any)bull Expanded Information and

TSN Protection

Applies only to foreign configurationApplies to domestic and foreign configuration

26

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

27

International Contracting

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Foreign Industry Participation

28

Can foreign industry participate in the program at prime major subcontractor or supplier level

National Security Considerations

CompetitionBenefits

Buy AmericaAct

Domestic PreferenceLegislation

Acquisition Strategy

MarketAnalysis

Variety of factors effect the extent of allowable foreign industry participation

Waived for countries which have established Reciprocal Defense Procurement (RDP) international agreements with DoD

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

29

Working with Industry

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

PMO and US Industry Cooperation

International Market Analysis

Product Marketing Material Availability

TSFD amp Export Control

Designing for Exportability

Cooperative Program

Formulation

Foreign Competitions

DCS Program Support

FMS Program Planning amp Execution

PMO

US Industry

30

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

IAampE Mutual Dependency

31

US GovernmentObjectives

US IndustryObjectives

bull Security Cooperation objectives

bull Affordable programsbull Strong industrial base

bull Profitabilitybull Revenuebull Foreign investmentbull Foreign technology

bull Market Analysisbull TSFDEC approvalsbull Advocacybull International program

development amp execution

USGIndustry Cooperation Enables Achievement of Common Interests

Shared Undertakings

US

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

32

IAampE Best Practices

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

International Program Benefits

FMS

ICP

bull Improved Interoperabilitybull Economies of Scaleminus Productionminus Operations amp Support

bull Maintain hot production basebull Share sustaining engineering costsbull Share production line shutdown costsbull Share RDTampE costsbull Gain access to foreign technologybull Share production non-recurring costs

DCS

BPC

33

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Program Leadership

bull Facts of Lifeminus PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activities

minus Most stakeholders donrsquot appreciate how theirIAampE ldquodemandsrdquo impact acquisitionprograms

bull Best Practiceminus PMOs should use an IBP to align stakeholdersrsquo interests

and integrate domestic and international acquisition activities to promote synergy and minimize disruptions

34

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Internal amp External Stakeholders

PMOs should analyze stakeholders to influence program outcomes

PMO

Country TeamsSCOs

Industry

Foreign Governments

Other USGDoD Organizations

OUSD(ATampL)

COCOMs

OUSD(Policy)DSCA

DoD ComponentCAE amp IPO

35

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Pol-Mil Influences on IAampE

Foreign PolicyRelationships

MilitaryPolitical

Alliance Considerations

Regional BalanceImpacts

Coalition Operations

Operational Planning amp Burden Sharing

Mil-to-Mil Relationships

Administration Congress Interagency amp DoD Components may have views36

Personal Relationships Personal Relationships

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

IAampE Organization

Test and Evaluation

Product Support

Contracting

Acquisition Planning

Program Protection

Systems Engineering

Business Financial Mgmt

PMO

Domestic and IAampE program planning and implementation is a ldquoteam sportrdquo 37

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

IAampE Time amp Resource DemandsResourcesTime

IAampE efforts require ldquotime talent amp treasurerdquo to be successful38

Why do ICP MOUs take so long to negotiate

Where can we find funding to pursue this ICP opportunity

Why does the FMS LOR ndashto-LOA process take so long

Why am I always waiting for the [fill in the blank] TSFD process to make a decision

Where is the USG export approval we need

Why isnrsquot there any FMS Admin funding available to support our programrsquos FMS initiatives

We have money to fund PMO work hours but wersquore not allowed to hire more people ndash why

We need people with specialized IAampE skills right away ndash where can we find them

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

IAampE Best Practices Integration

39Efficient amp effective PMOs generate substantial IAampE benefits

Business Process

StakeholdersPol-Mil

Influences

TSFD amp ECTime amp

Resources

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Summary

40

bull Recent acquisition policies require more integration of defense sales considerations in planning programs

bull More robust guidance and tools developedbull USGindustry cooperation helps enables achievement of

common interests bull PMOs should lead the way in planning and implementing

their programsrsquo current and future IAampE activitiesbull IAampE Job Support Tools (JSTs) available on-line

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

41

Background amp ReferenceCharts

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

42

DAU amp Workforce Development

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Intrsquol Acquisition Career Path (IACP)bull Created by ATampL in 2007 to ensure more knowledge of

international acquisition processes and program implicationsbull Requires identifying and coding positions supporting

international acquisition programs and projectsminus Initially only Program Management Career Field positions

required identificationcodingminus Expanded in Sep 2014 to allow coding of positions in any

functional areabull Creates mandatory training requirement for personnel in

coded positions

It is a Career Path not a Career Field43

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Workforce Development Programs

USD(AampS)International Acquisition

Career Path

DSCAInternational Affairs

Certification Program

DSCASecurity Cooperation Workforce

Development Program

Required by 2017 NDAA

43

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Acquisition Learning Model (ALM)

DAU is with you throughout your career

Gain fundamental acquisition

knowledge and skills

Find acquisition resources to help

you on the job

Receive assistance tailored to your organizationrsquos specific needs

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

Foundational Learning

= Intrsquol Acq Level 1 2 and 3 and Required Courses

= Functional Training Prerequisite Courses

= Intrsquol Acq Duty Specific Courses

ACQ 101Fundamentals of

Sys Acq Mgt

ACQ 120Fundamentals of Intrsquol Acquisition

ACQ 130Fundamentals of

Tech SecTransfer

ACQ 230Intrsquol Acquisition

Integration

ACQ 380Intrsquol

AcquisitionManagement

ACQ 202Intermediate Sys

Acquisition

ACQ 340Adv Intrsquol MgtWorkshop

ACQ 350Adv Tech Sec

Control Workshop

International Acquisition Training Standards amp Core Plus Development Guide

Level 1 Level 2 Level 3

45

IAampE Workflow Learning

IAM Functional Gateway

International Acquisition Management (IAM) Community of Practice (ICOP)

ICOP Team Sites(Password Protected)

International Acquisition Tools

International Acquisition Videos

47

IAampE Performance Learning

IAampE Performance Learning support is available

Tailored Workshops

Team Training

Consulting

Please contact us if we can be of any assistance48

49

Acquisition Strategy Examples

Example Programs

50

Type of Cooperation Program

Full Cooperative Program M982 Excalibur

Full Cooperative Program F-35 Joint Strike Fighter (JSF)

Production amp Operations Wideband Global SATCOM (WGS)

Development Production amp Sustainment

P-8 Maritime Patrol Aircraft

Sustainment amp Operations RC-135VW Rivet Joint

M982 Excalibur

bull Precision guided extended range 155mm cannon artillery ammunition

bull Provides precision standoff engagement capability

bull US Army amp Sweden cooperative program

Program Descriptionbull Steering Committee oversight bull PEO Ammo amp FMV established

Joint Program Office (JPO) bull Army awards contracts for JPObull Raytheon prime contractor and

BOFORS Defense subcontractor

Program Structure

International Cooperative Programbull Follow-on to DEA info exchangesbull 2002 System Development and

Demonstration MOUbull 2009 Cooperative Production and

Deployment MOUbull Cost shares based on production

quantities

Foreign Military Salesbull Australiabull Canadabull Germanybull Spainbull United Kingdombull Netherlandsbull Jordan

50

F-35 Joint Strike Fighter (JSF)

52

Joint Affordable Strike Technology

(JAST) (1994-1996)

System Demonstration amp Development (SDD)

(2001-2016)

Concept Development Phase (CDP)(1997-2001)

Production Sustainment amp Follow-On

Development (PSFD)(2006 ndash 2051)

JAST MOUUK

(STOVL tech)

CDP MOUCanada Italy

Denmark Netherlands Norway UK

(3 levels of investment)

SDD MOUAustralia Canada

Denmark Italy Netherlands

Norway Turkey UK (3 levels of investment)

FMS LOAsIsrael Singapore

Turkey(Access to prog info)

FMS LOAsIsrael Singapore

(Security Cooperation Participants)

PSFD MOUAustralia Canada

Denmark Italy Netherlands

Norway Turkey UK (45 year MOU)

FMS LOAsIsrael Japan Korea

(Aircraft amp Support)

Participation in JAST and CDP MOUs helped sell program and avoid later competition

Wideband Global SATCOM (WGS)

bull Ten satellite constellation providing worldwide coverage

bull US funded system developmentbull Constellation expanded by two

satellites through international partnering

International Cooperative Program

Program Description

bull AU funded production and launch of WGS 6 under 2007 MOU

bull CA DE LU NE and NZ funded production of WGS 9 under 2012 multilateral MOU

bull Partners receive proportional share of constellation services

Benefitsbull Foreign investment of $13B allowed

US to expand constellation by two satellites

bull Partners receive assured access to global SATCOM resources

52

bull Navy establishes a requirement to replace the P-3

bull Australia Germany Italy amp UK interested in replacing MPA assets

bull Australia decides on combination ofP-8 and Navy MQ-4C Triton

bull Current DCS Customer Indiabull Current FMS Customers UK and

Norway

International Cooperative Program

Program Description DCS and FMS

bull EMD MOU (US and Australia)bull Production Sustainment and Follow-

On Development (PSFD) MOU (US and Australia)

bull PSFD MOU cost shares based on projected US and Australia P-8 buys

Combined Activitiesbull Sustainment (logistics)

ndash Australia will be treated as ldquo13th

Squadronrdquo by Navybull US UK and Norway trilateral P-8

coalition being established

P-8 Maritime Patrol Aircraft

53

RC-135VW Rivet Joint

bull UK retires Nimrod R1 wants toretain SIGINT capability

bull UK decides to ldquobuy intordquo US RJprogram

bull USAF provides three KC-135Rs as EDA

bull FMS Case UK-D-SAObull KC-135s converted to RC-135sbull Ground support equipment

spares and training

International Cooperative Program

Program Description Foreign Military Sales

bull Sustainment amp Follow-on Development (SFD) MOU (2011)ndash Common logistics supportndash Cooperative follow-on

developmentndash Cost shares based on fleet size

(17 US3 UK)

Combined Operationsbull Co-Manning MOU

ndash USAF to train UK cadre under FMS

bull Cooperative Operations MOUndash Framework for cooperative

operations

54

International Program Trends

Past Present

Foreign Military Sales (FMS)

Direct Commercial Sales

International Cooperative Programs (ICPs)

Sale of DoD Configurationwith Exportability Mods

Integration of BuyerFurnished Equipment (BFE)

Development and Integrationof New Equipment

Sale of DoD Configurationwith Exportability Mods DCSFMS Hybrid Programs Sale of New or Highly

Modified Systems

Cooperative Development ofNew Systems

Incorporating ForeignParticipation in DoD Program

Cooperation ThroughoutProgramsrsquo Life-Cycles

55

• International Acquisition amp Exportability (IAampE) Update and Best Practices
• Overview
• Acquisition Strategy
• Program Protection
• Anti-Tamper (AT) Guidance
• Defense Acquisition Guidebook (DAG)
• New DAU IAampE Job Aids
• Slide Number 8
• IAampE Environment
• Slide Number 10
• IAampE Assessment
• Acquisition Strategy IAampE Factors
• International Business Planning
• Slide Number 14
• Intrsquol Armaments Cooperation (IAC)
• Intrsquol Cooperative Programs (ICPs)
• Intrsquol Coop Program (ICP) Process
• Slide Number 18
• USGDoD TSFD Processes
• Slide Number 20
• Intrsquol Acquisition Mechanism Overview
• FMS Systems Acquisition Process
• Slide Number 23
• Defense Exportability
• Defense Exportability Integration (DEI)
• Slide Number 26
• Slide Number 27
• Foreign Industry Participation
• Slide Number 29
• Slide Number 30
• IAampE Mutual Dependency
• Slide Number 32
• International Program Benefits
• Program Leadership
• Internal amp External Stakeholders
• Pol-Mil Influences on IAampE
• IAampE Organization
• IAampE Time amp Resource Demands
• IAampE Best Practices Integration
• Summary
• Slide Number 41
• Slide Number 42
• Intrsquol Acquisition Career Path (IACP)
• Workforce Development Programs
• Acquisition Learning Model (ALM)
• Foundational Learning
• IAampE Workflow Learning
• IAampE Performance Learning
• Slide Number 49
• Example Programs
• M982 Excalibur
• F-35 Joint Strike Fighter (JSF)
• Wideband Global SATCOM (WGS)
• P-8 Maritime Patrol Aircraft
• RC-135VW Rivet Joint
• International Program Trends

Example Programs

50

Type of Cooperation Program

Full Cooperative Program M982 Excalibur

Full Cooperative Program F-35 Joint Strike Fighter (JSF)

Production amp Operations Wideband Global SATCOM (WGS)

Development Production amp Sustainment

P-8 Maritime Patrol Aircraft

Sustainment amp Operations RC-135VW Rivet Joint

M982 Excalibur

bull Precision guided extended range 155mm cannon artillery ammunition

bull Provides precision standoff engagement capability

bull US Army amp Sweden cooperative program

Program Descriptionbull Steering Committee oversight bull PEO Ammo amp FMV established

Joint Program Office (JPO) bull Army awards contracts for JPObull Raytheon prime contractor and

BOFORS Defense subcontractor

Program Structure

International Cooperative Programbull Follow-on to DEA info exchangesbull 2002 System Development and

Demonstration MOUbull 2009 Cooperative Production and

Deployment MOUbull Cost shares based on production

quantities

Foreign Military Salesbull Australiabull Canadabull Germanybull Spainbull United Kingdombull Netherlandsbull Jordan

50

F-35 Joint Strike Fighter (JSF)

52

Joint Affordable Strike Technology

(JAST) (1994-1996)

System Demonstration amp Development (SDD)

(2001-2016)

Concept Development Phase (CDP)(1997-2001)

Production Sustainment amp Follow-On

Development (PSFD)(2006 ndash 2051)

JAST MOUUK

(STOVL tech)

CDP MOUCanada Italy

Denmark Netherlands Norway UK

(3 levels of investment)

SDD MOUAustralia Canada

Denmark Italy Netherlands

Norway Turkey UK (3 levels of investment)

FMS LOAsIsrael Singapore

Turkey(Access to prog info)

FMS LOAsIsrael Singapore

(Security Cooperation Participants)

PSFD MOUAustralia Canada

Denmark Italy Netherlands

Norway Turkey UK (45 year MOU)

FMS LOAsIsrael Japan Korea

(Aircraft amp Support)

Participation in JAST and CDP MOUs helped sell program and avoid later competition

Wideband Global SATCOM (WGS)

bull Ten satellite constellation providing worldwide coverage

bull US funded system developmentbull Constellation expanded by two

satellites through international partnering

International Cooperative Program

Program Description

bull AU funded production and launch of WGS 6 under 2007 MOU

bull CA DE LU NE and NZ funded production of WGS 9 under 2012 multilateral MOU

bull Partners receive proportional share of constellation services

Benefitsbull Foreign investment of $13B allowed

US to expand constellation by two satellites

bull Partners receive assured access to global SATCOM resources

52

bull Navy establishes a requirement to replace the P-3

bull Australia Germany Italy amp UK interested in replacing MPA assets

bull Australia decides on combination ofP-8 and Navy MQ-4C Triton

bull Current DCS Customer Indiabull Current FMS Customers UK and

Norway

International Cooperative Program

Program Description DCS and FMS

bull EMD MOU (US and Australia)bull Production Sustainment and Follow-

On Development (PSFD) MOU (US and Australia)

bull PSFD MOU cost shares based on projected US and Australia P-8 buys

Combined Activitiesbull Sustainment (logistics)

ndash Australia will be treated as ldquo13th

Squadronrdquo by Navybull US UK and Norway trilateral P-8

coalition being established

P-8 Maritime Patrol Aircraft

53

RC-135VW Rivet Joint

bull UK retires Nimrod R1 wants toretain SIGINT capability

bull UK decides to ldquobuy intordquo US RJprogram

bull USAF provides three KC-135Rs as EDA

bull FMS Case UK-D-SAObull KC-135s converted to RC-135sbull Ground support equipment

spares and training

International Cooperative Program

Program Description Foreign Military Sales

bull Sustainment amp Follow-on Development (SFD) MOU (2011)ndash Common logistics supportndash Cooperative follow-on

developmentndash Cost shares based on fleet size

(17 US3 UK)

Combined Operationsbull Co-Manning MOU

ndash USAF to train UK cadre under FMS

bull Cooperative Operations MOUndash Framework for cooperative

operations

54

International Program Trends

Past Present

Foreign Military Sales (FMS)

Direct Commercial Sales

International Cooperative Programs (ICPs)

Sale of DoD Configurationwith Exportability Mods

Integration of BuyerFurnished Equipment (BFE)

Development and Integrationof New Equipment

Sale of DoD Configurationwith Exportability Mods DCSFMS Hybrid Programs Sale of New or Highly

Modified Systems

Cooperative Development ofNew Systems

Incorporating ForeignParticipation in DoD Program

Cooperation ThroughoutProgramsrsquo Life-Cycles

55

• International Acquisition amp Exportability (IAampE) Update and Best Practices
• Overview
• Acquisition Strategy
• Program Protection
• Anti-Tamper (AT) Guidance
• Defense Acquisition Guidebook (DAG)
• New DAU IAampE Job Aids
• Slide Number 8
• IAampE Environment
• Slide Number 10
• IAampE Assessment
• Acquisition Strategy IAampE Factors
• International Business Planning
• Slide Number 14
• Intrsquol Armaments Cooperation (IAC)
• Intrsquol Cooperative Programs (ICPs)
• Intrsquol Coop Program (ICP) Process
• Slide Number 18
• USGDoD TSFD Processes
• Slide Number 20
• Intrsquol Acquisition Mechanism Overview
• FMS Systems Acquisition Process
• Slide Number 23
• Defense Exportability
• Defense Exportability Integration (DEI)
• Slide Number 26
• Slide Number 27
• Foreign Industry Participation
• Slide Number 29
• Slide Number 30
• IAampE Mutual Dependency
• Slide Number 32
• International Program Benefits
• Program Leadership
• Internal amp External Stakeholders
• Pol-Mil Influences on IAampE
• IAampE Organization
• IAampE Time amp Resource Demands
• IAampE Best Practices Integration
• Summary
• Slide Number 41
• Slide Number 42
• Intrsquol Acquisition Career Path (IACP)
• Workforce Development Programs
• Acquisition Learning Model (ALM)
• Foundational Learning
• IAampE Workflow Learning
• IAampE Performance Learning
• Slide Number 49
• Example Programs
• M982 Excalibur
• F-35 Joint Strike Fighter (JSF)
• Wideband Global SATCOM (WGS)
• P-8 Maritime Patrol Aircraft
• RC-135VW Rivet Joint
• International Program Trends

M982 Excalibur

bull Precision guided extended range 155mm cannon artillery ammunition

bull Provides precision standoff engagement capability

bull US Army amp Sweden cooperative program

Program Descriptionbull Steering Committee oversight bull PEO Ammo amp FMV established

Joint Program Office (JPO) bull Army awards contracts for JPObull Raytheon prime contractor and

BOFORS Defense subcontractor

Program Structure

International Cooperative Programbull Follow-on to DEA info exchangesbull 2002 System Development and

Demonstration MOUbull 2009 Cooperative Production and

Deployment MOUbull Cost shares based on production

quantities

Foreign Military Salesbull Australiabull Canadabull Germanybull Spainbull United Kingdombull Netherlandsbull Jordan

50

F-35 Joint Strike Fighter (JSF)

52

Joint Affordable Strike Technology

(JAST) (1994-1996)

System Demonstration amp Development (SDD)

(2001-2016)

Concept Development Phase (CDP)(1997-2001)

Production Sustainment amp Follow-On

Development (PSFD)(2006 ndash 2051)

JAST MOUUK

(STOVL tech)

CDP MOUCanada Italy

Denmark Netherlands Norway UK

(3 levels of investment)

SDD MOUAustralia Canada

Denmark Italy Netherlands

Norway Turkey UK (3 levels of investment)

FMS LOAsIsrael Singapore

Turkey(Access to prog info)

FMS LOAsIsrael Singapore

(Security Cooperation Participants)

PSFD MOUAustralia Canada

Denmark Italy Netherlands

Norway Turkey UK (45 year MOU)

FMS LOAsIsrael Japan Korea

(Aircraft amp Support)

Participation in JAST and CDP MOUs helped sell program and avoid later competition

Wideband Global SATCOM (WGS)

bull Ten satellite constellation providing worldwide coverage

bull US funded system developmentbull Constellation expanded by two

satellites through international partnering

International Cooperative Program

Program Description

bull AU funded production and launch of WGS 6 under 2007 MOU

bull CA DE LU NE and NZ funded production of WGS 9 under 2012 multilateral MOU

bull Partners receive proportional share of constellation services

Benefitsbull Foreign investment of $13B allowed

US to expand constellation by two satellites

bull Partners receive assured access to global SATCOM resources

52

bull Navy establishes a requirement to replace the P-3

bull Australia Germany Italy amp UK interested in replacing MPA assets

bull Australia decides on combination ofP-8 and Navy MQ-4C Triton

bull Current DCS Customer Indiabull Current FMS Customers UK and

Norway

International Cooperative Program

Program Description DCS and FMS

bull EMD MOU (US and Australia)bull Production Sustainment and Follow-

On Development (PSFD) MOU (US and Australia)

bull PSFD MOU cost shares based on projected US and Australia P-8 buys

Combined Activitiesbull Sustainment (logistics)

ndash Australia will be treated as ldquo13th

Squadronrdquo by Navybull US UK and Norway trilateral P-8

coalition being established

P-8 Maritime Patrol Aircraft

53

RC-135VW Rivet Joint

bull UK retires Nimrod R1 wants toretain SIGINT capability

bull UK decides to ldquobuy intordquo US RJprogram

bull USAF provides three KC-135Rs as EDA

bull FMS Case UK-D-SAObull KC-135s converted to RC-135sbull Ground support equipment

spares and training

International Cooperative Program

Program Description Foreign Military Sales

bull Sustainment amp Follow-on Development (SFD) MOU (2011)ndash Common logistics supportndash Cooperative follow-on

developmentndash Cost shares based on fleet size

(17 US3 UK)

Combined Operationsbull Co-Manning MOU

ndash USAF to train UK cadre under FMS

bull Cooperative Operations MOUndash Framework for cooperative

operations

54

International Program Trends

Past Present

Foreign Military Sales (FMS)

Direct Commercial Sales

International Cooperative Programs (ICPs)

Sale of DoD Configurationwith Exportability Mods

Integration of BuyerFurnished Equipment (BFE)

Development and Integrationof New Equipment

Sale of DoD Configurationwith Exportability Mods DCSFMS Hybrid Programs Sale of New or Highly

Modified Systems

Cooperative Development ofNew Systems

Incorporating ForeignParticipation in DoD Program

Cooperation ThroughoutProgramsrsquo Life-Cycles

55

• International Acquisition amp Exportability (IAampE) Update and Best Practices
• Overview
• Acquisition Strategy
• Program Protection
• Anti-Tamper (AT) Guidance
• Defense Acquisition Guidebook (DAG)
• New DAU IAampE Job Aids
• Slide Number 8
• IAampE Environment
• Slide Number 10
• IAampE Assessment
• Acquisition Strategy IAampE Factors
• International Business Planning
• Slide Number 14
• Intrsquol Armaments Cooperation (IAC)
• Intrsquol Cooperative Programs (ICPs)
• Intrsquol Coop Program (ICP) Process
• Slide Number 18
• USGDoD TSFD Processes
• Slide Number 20
• Intrsquol Acquisition Mechanism Overview
• FMS Systems Acquisition Process
• Slide Number 23
• Defense Exportability
• Defense Exportability Integration (DEI)
• Slide Number 26
• Slide Number 27
• Foreign Industry Participation
• Slide Number 29
• Slide Number 30
• IAampE Mutual Dependency
• Slide Number 32
• International Program Benefits
• Program Leadership
• Internal amp External Stakeholders
• Pol-Mil Influences on IAampE
• IAampE Organization
• IAampE Time amp Resource Demands
• IAampE Best Practices Integration
• Summary
• Slide Number 41
• Slide Number 42
• Intrsquol Acquisition Career Path (IACP)
• Workforce Development Programs
• Acquisition Learning Model (ALM)
• Foundational Learning
• IAampE Workflow Learning
• IAampE Performance Learning
• Slide Number 49
• Example Programs
• M982 Excalibur
• F-35 Joint Strike Fighter (JSF)
• Wideband Global SATCOM (WGS)
• P-8 Maritime Patrol Aircraft
• RC-135VW Rivet Joint
• International Program Trends

F-35 Joint Strike Fighter (JSF)

52

Joint Affordable Strike Technology

(JAST) (1994-1996)

System Demonstration amp Development (SDD)

(2001-2016)

Concept Development Phase (CDP)(1997-2001)

Production Sustainment amp Follow-On

Development (PSFD)(2006 ndash 2051)

JAST MOUUK

(STOVL tech)

CDP MOUCanada Italy

Denmark Netherlands Norway UK

(3 levels of investment)

SDD MOUAustralia Canada

Denmark Italy Netherlands

Norway Turkey UK (3 levels of investment)

FMS LOAsIsrael Singapore

Turkey(Access to prog info)

FMS LOAsIsrael Singapore

(Security Cooperation Participants)

PSFD MOUAustralia Canada

Denmark Italy Netherlands

Norway Turkey UK (45 year MOU)

FMS LOAsIsrael Japan Korea

(Aircraft amp Support)

Participation in JAST and CDP MOUs helped sell program and avoid later competition

Wideband Global SATCOM (WGS)

bull Ten satellite constellation providing worldwide coverage

bull US funded system developmentbull Constellation expanded by two

satellites through international partnering

International Cooperative Program

Program Description

bull AU funded production and launch of WGS 6 under 2007 MOU

bull CA DE LU NE and NZ funded production of WGS 9 under 2012 multilateral MOU

bull Partners receive proportional share of constellation services

Benefitsbull Foreign investment of $13B allowed

US to expand constellation by two satellites

bull Partners receive assured access to global SATCOM resources

52

bull Navy establishes a requirement to replace the P-3

bull Australia Germany Italy amp UK interested in replacing MPA assets

bull Australia decides on combination ofP-8 and Navy MQ-4C Triton

bull Current DCS Customer Indiabull Current FMS Customers UK and

Norway

International Cooperative Program

Program Description DCS and FMS

bull EMD MOU (US and Australia)bull Production Sustainment and Follow-

On Development (PSFD) MOU (US and Australia)

bull PSFD MOU cost shares based on projected US and Australia P-8 buys

Combined Activitiesbull Sustainment (logistics)

ndash Australia will be treated as ldquo13th

Squadronrdquo by Navybull US UK and Norway trilateral P-8

coalition being established

P-8 Maritime Patrol Aircraft

53

RC-135VW Rivet Joint

bull UK retires Nimrod R1 wants toretain SIGINT capability

bull UK decides to ldquobuy intordquo US RJprogram

bull USAF provides three KC-135Rs as EDA

bull FMS Case UK-D-SAObull KC-135s converted to RC-135sbull Ground support equipment

spares and training

International Cooperative Program

Program Description Foreign Military Sales

bull Sustainment amp Follow-on Development (SFD) MOU (2011)ndash Common logistics supportndash Cooperative follow-on

developmentndash Cost shares based on fleet size

(17 US3 UK)

Combined Operationsbull Co-Manning MOU

ndash USAF to train UK cadre under FMS

bull Cooperative Operations MOUndash Framework for cooperative

operations

54

International Program Trends

Past Present

Foreign Military Sales (FMS)

Direct Commercial Sales

International Cooperative Programs (ICPs)

Sale of DoD Configurationwith Exportability Mods

Integration of BuyerFurnished Equipment (BFE)

Development and Integrationof New Equipment

Sale of DoD Configurationwith Exportability Mods DCSFMS Hybrid Programs Sale of New or Highly

Modified Systems

Cooperative Development ofNew Systems

Incorporating ForeignParticipation in DoD Program

Cooperation ThroughoutProgramsrsquo Life-Cycles

55

• International Acquisition amp Exportability (IAampE) Update and Best Practices
• Overview
• Acquisition Strategy
• Program Protection
• Anti-Tamper (AT) Guidance
• Defense Acquisition Guidebook (DAG)
• New DAU IAampE Job Aids
• Slide Number 8
• IAampE Environment
• Slide Number 10
• IAampE Assessment
• Acquisition Strategy IAampE Factors
• International Business Planning
• Slide Number 14
• Intrsquol Armaments Cooperation (IAC)
• Intrsquol Cooperative Programs (ICPs)
• Intrsquol Coop Program (ICP) Process
• Slide Number 18
• USGDoD TSFD Processes
• Slide Number 20
• Intrsquol Acquisition Mechanism Overview
• FMS Systems Acquisition Process
• Slide Number 23
• Defense Exportability
• Defense Exportability Integration (DEI)
• Slide Number 26
• Slide Number 27
• Foreign Industry Participation
• Slide Number 29
• Slide Number 30
• IAampE Mutual Dependency
• Slide Number 32
• International Program Benefits
• Program Leadership
• Internal amp External Stakeholders
• Pol-Mil Influences on IAampE
• IAampE Organization
• IAampE Time amp Resource Demands
• IAampE Best Practices Integration
• Summary
• Slide Number 41
• Slide Number 42
• Intrsquol Acquisition Career Path (IACP)
• Workforce Development Programs
• Acquisition Learning Model (ALM)
• Foundational Learning
• IAampE Workflow Learning
• IAampE Performance Learning
• Slide Number 49
• Example Programs
• M982 Excalibur
• F-35 Joint Strike Fighter (JSF)
• Wideband Global SATCOM (WGS)
• P-8 Maritime Patrol Aircraft
• RC-135VW Rivet Joint
• International Program Trends

Wideband Global SATCOM (WGS)

bull Ten satellite constellation providing worldwide coverage

bull US funded system developmentbull Constellation expanded by two

satellites through international partnering

International Cooperative Program

Program Description

bull AU funded production and launch of WGS 6 under 2007 MOU

bull CA DE LU NE and NZ funded production of WGS 9 under 2012 multilateral MOU

bull Partners receive proportional share of constellation services

Benefitsbull Foreign investment of $13B allowed

US to expand constellation by two satellites

bull Partners receive assured access to global SATCOM resources

52

bull Navy establishes a requirement to replace the P-3

bull Australia Germany Italy amp UK interested in replacing MPA assets

bull Australia decides on combination ofP-8 and Navy MQ-4C Triton

bull Current DCS Customer Indiabull Current FMS Customers UK and

Norway

International Cooperative Program

Program Description DCS and FMS

bull EMD MOU (US and Australia)bull Production Sustainment and Follow-

On Development (PSFD) MOU (US and Australia)

bull PSFD MOU cost shares based on projected US and Australia P-8 buys

Combined Activitiesbull Sustainment (logistics)

ndash Australia will be treated as ldquo13th

Squadronrdquo by Navybull US UK and Norway trilateral P-8

coalition being established

P-8 Maritime Patrol Aircraft

53

RC-135VW Rivet Joint

bull UK retires Nimrod R1 wants toretain SIGINT capability

bull UK decides to ldquobuy intordquo US RJprogram

bull USAF provides three KC-135Rs as EDA

bull FMS Case UK-D-SAObull KC-135s converted to RC-135sbull Ground support equipment

spares and training

International Cooperative Program

Program Description Foreign Military Sales

bull Sustainment amp Follow-on Development (SFD) MOU (2011)ndash Common logistics supportndash Cooperative follow-on

developmentndash Cost shares based on fleet size

(17 US3 UK)

Combined Operationsbull Co-Manning MOU

ndash USAF to train UK cadre under FMS

bull Cooperative Operations MOUndash Framework for cooperative

operations

54

International Program Trends

Past Present

Foreign Military Sales (FMS)

Direct Commercial Sales

International Cooperative Programs (ICPs)

Sale of DoD Configurationwith Exportability Mods

Integration of BuyerFurnished Equipment (BFE)

Development and Integrationof New Equipment

Sale of DoD Configurationwith Exportability Mods DCSFMS Hybrid Programs Sale of New or Highly

Modified Systems

Cooperative Development ofNew Systems

Incorporating ForeignParticipation in DoD Program

Cooperation ThroughoutProgramsrsquo Life-Cycles

55

• International Acquisition amp Exportability (IAampE) Update and Best Practices
• Overview
• Acquisition Strategy
• Program Protection
• Anti-Tamper (AT) Guidance
• Defense Acquisition Guidebook (DAG)
• New DAU IAampE Job Aids
• Slide Number 8
• IAampE Environment
• Slide Number 10
• IAampE Assessment
• Acquisition Strategy IAampE Factors
• International Business Planning
• Slide Number 14
• Intrsquol Armaments Cooperation (IAC)
• Intrsquol Cooperative Programs (ICPs)
• Intrsquol Coop Program (ICP) Process
• Slide Number 18
• USGDoD TSFD Processes
• Slide Number 20
• Intrsquol Acquisition Mechanism Overview
• FMS Systems Acquisition Process
• Slide Number 23
• Defense Exportability
• Defense Exportability Integration (DEI)
• Slide Number 26
• Slide Number 27
• Foreign Industry Participation
• Slide Number 29
• Slide Number 30
• IAampE Mutual Dependency
• Slide Number 32
• International Program Benefits
• Program Leadership
• Internal amp External Stakeholders
• Pol-Mil Influences on IAampE
• IAampE Organization
• IAampE Time amp Resource Demands
• IAampE Best Practices Integration
• Summary
• Slide Number 41
• Slide Number 42
• Intrsquol Acquisition Career Path (IACP)
• Workforce Development Programs
• Acquisition Learning Model (ALM)
• Foundational Learning
• IAampE Workflow Learning
• IAampE Performance Learning
• Slide Number 49
• Example Programs
• M982 Excalibur
• F-35 Joint Strike Fighter (JSF)
• Wideband Global SATCOM (WGS)
• P-8 Maritime Patrol Aircraft
• RC-135VW Rivet Joint
• International Program Trends

bull Navy establishes a requirement to replace the P-3

bull Australia Germany Italy amp UK interested in replacing MPA assets

bull Australia decides on combination ofP-8 and Navy MQ-4C Triton

bull Current DCS Customer Indiabull Current FMS Customers UK and

Norway

International Cooperative Program

Program Description DCS and FMS

bull EMD MOU (US and Australia)bull Production Sustainment and Follow-

On Development (PSFD) MOU (US and Australia)

bull PSFD MOU cost shares based on projected US and Australia P-8 buys

Combined Activitiesbull Sustainment (logistics)

ndash Australia will be treated as ldquo13th

Squadronrdquo by Navybull US UK and Norway trilateral P-8

coalition being established

P-8 Maritime Patrol Aircraft

53

RC-135VW Rivet Joint

bull UK retires Nimrod R1 wants toretain SIGINT capability

bull UK decides to ldquobuy intordquo US RJprogram

bull USAF provides three KC-135Rs as EDA

bull FMS Case UK-D-SAObull KC-135s converted to RC-135sbull Ground support equipment

spares and training

International Cooperative Program

Program Description Foreign Military Sales

bull Sustainment amp Follow-on Development (SFD) MOU (2011)ndash Common logistics supportndash Cooperative follow-on

developmentndash Cost shares based on fleet size

(17 US3 UK)

Combined Operationsbull Co-Manning MOU

ndash USAF to train UK cadre under FMS

bull Cooperative Operations MOUndash Framework for cooperative

operations

54

International Program Trends

Past Present

Foreign Military Sales (FMS)

Direct Commercial Sales

International Cooperative Programs (ICPs)

Sale of DoD Configurationwith Exportability Mods

Integration of BuyerFurnished Equipment (BFE)

Development and Integrationof New Equipment

Sale of DoD Configurationwith Exportability Mods DCSFMS Hybrid Programs Sale of New or Highly

Modified Systems

Cooperative Development ofNew Systems

Incorporating ForeignParticipation in DoD Program

Cooperation ThroughoutProgramsrsquo Life-Cycles

55

• International Acquisition amp Exportability (IAampE) Update and Best Practices
• Overview
• Acquisition Strategy
• Program Protection
• Anti-Tamper (AT) Guidance
• Defense Acquisition Guidebook (DAG)
• New DAU IAampE Job Aids
• Slide Number 8
• IAampE Environment
• Slide Number 10
• IAampE Assessment
• Acquisition Strategy IAampE Factors
• International Business Planning
• Slide Number 14
• Intrsquol Armaments Cooperation (IAC)
• Intrsquol Cooperative Programs (ICPs)
• Intrsquol Coop Program (ICP) Process
• Slide Number 18
• USGDoD TSFD Processes
• Slide Number 20
• Intrsquol Acquisition Mechanism Overview
• FMS Systems Acquisition Process
• Slide Number 23
• Defense Exportability
• Defense Exportability Integration (DEI)
• Slide Number 26
• Slide Number 27
• Foreign Industry Participation
• Slide Number 29
• Slide Number 30
• IAampE Mutual Dependency
• Slide Number 32
• International Program Benefits
• Program Leadership
• Internal amp External Stakeholders
• Pol-Mil Influences on IAampE
• IAampE Organization
• IAampE Time amp Resource Demands
• IAampE Best Practices Integration
• Summary
• Slide Number 41
• Slide Number 42
• Intrsquol Acquisition Career Path (IACP)
• Workforce Development Programs
• Acquisition Learning Model (ALM)
• Foundational Learning
• IAampE Workflow Learning
• IAampE Performance Learning
• Slide Number 49
• Example Programs
• M982 Excalibur
• F-35 Joint Strike Fighter (JSF)
• Wideband Global SATCOM (WGS)
• P-8 Maritime Patrol Aircraft
• RC-135VW Rivet Joint
• International Program Trends

RC-135VW Rivet Joint

bull UK retires Nimrod R1 wants toretain SIGINT capability

bull UK decides to ldquobuy intordquo US RJprogram

bull USAF provides three KC-135Rs as EDA

bull FMS Case UK-D-SAObull KC-135s converted to RC-135sbull Ground support equipment

spares and training

International Cooperative Program

Program Description Foreign Military Sales

bull Sustainment amp Follow-on Development (SFD) MOU (2011)ndash Common logistics supportndash Cooperative follow-on

developmentndash Cost shares based on fleet size

(17 US3 UK)

Combined Operationsbull Co-Manning MOU

ndash USAF to train UK cadre under FMS

bull Cooperative Operations MOUndash Framework for cooperative

operations

54

International Program Trends

Past Present

Foreign Military Sales (FMS)

Direct Commercial Sales

International Cooperative Programs (ICPs)

Sale of DoD Configurationwith Exportability Mods

Integration of BuyerFurnished Equipment (BFE)

Development and Integrationof New Equipment

Sale of DoD Configurationwith Exportability Mods DCSFMS Hybrid Programs Sale of New or Highly

Modified Systems

Cooperative Development ofNew Systems

Incorporating ForeignParticipation in DoD Program

Cooperation ThroughoutProgramsrsquo Life-Cycles

55

• International Acquisition amp Exportability (IAampE) Update and Best Practices
• Overview
• Acquisition Strategy
• Program Protection
• Anti-Tamper (AT) Guidance
• Defense Acquisition Guidebook (DAG)
• New DAU IAampE Job Aids
• Slide Number 8
• IAampE Environment
• Slide Number 10
• IAampE Assessment
• Acquisition Strategy IAampE Factors
• International Business Planning
• Slide Number 14
• Intrsquol Armaments Cooperation (IAC)
• Intrsquol Cooperative Programs (ICPs)
• Intrsquol Coop Program (ICP) Process
• Slide Number 18
• USGDoD TSFD Processes
• Slide Number 20
• Intrsquol Acquisition Mechanism Overview
• FMS Systems Acquisition Process
• Slide Number 23
• Defense Exportability
• Defense Exportability Integration (DEI)
• Slide Number 26
• Slide Number 27
• Foreign Industry Participation
• Slide Number 29
• Slide Number 30
• IAampE Mutual Dependency
• Slide Number 32
• International Program Benefits
• Program Leadership
• Internal amp External Stakeholders
• Pol-Mil Influences on IAampE
• IAampE Organization
• IAampE Time amp Resource Demands
• IAampE Best Practices Integration
• Summary
• Slide Number 41
• Slide Number 42
• Intrsquol Acquisition Career Path (IACP)
• Workforce Development Programs
• Acquisition Learning Model (ALM)
• Foundational Learning
• IAampE Workflow Learning
• IAampE Performance Learning
• Slide Number 49
• Example Programs
• M982 Excalibur
• F-35 Joint Strike Fighter (JSF)
• Wideband Global SATCOM (WGS)
• P-8 Maritime Patrol Aircraft
• RC-135VW Rivet Joint
• International Program Trends

International Program Trends

Past Present

Foreign Military Sales (FMS)

Direct Commercial Sales

International Cooperative Programs (ICPs)

Sale of DoD Configurationwith Exportability Mods

Integration of BuyerFurnished Equipment (BFE)

Development and Integrationof New Equipment

Sale of DoD Configurationwith Exportability Mods DCSFMS Hybrid Programs Sale of New or Highly

Modified Systems

Cooperative Development ofNew Systems

Incorporating ForeignParticipation in DoD Program

Cooperation ThroughoutProgramsrsquo Life-Cycles

55

• International Acquisition amp Exportability (IAampE) Update and Best Practices
• Overview
• Acquisition Strategy
• Program Protection
• Anti-Tamper (AT) Guidance
• Defense Acquisition Guidebook (DAG)
• New DAU IAampE Job Aids
• Slide Number 8
• IAampE Environment
• Slide Number 10
• IAampE Assessment
• Acquisition Strategy IAampE Factors
• International Business Planning
• Slide Number 14
• Intrsquol Armaments Cooperation (IAC)
• Intrsquol Cooperative Programs (ICPs)
• Intrsquol Coop Program (ICP) Process
• Slide Number 18
• USGDoD TSFD Processes
• Slide Number 20
• Intrsquol Acquisition Mechanism Overview
• FMS Systems Acquisition Process
• Slide Number 23
• Defense Exportability
• Defense Exportability Integration (DEI)
• Slide Number 26
• Slide Number 27
• Foreign Industry Participation
• Slide Number 29
• Slide Number 30
• IAampE Mutual Dependency
• Slide Number 32
• International Program Benefits
• Program Leadership
• Internal amp External Stakeholders
• Pol-Mil Influences on IAampE
• IAampE Organization
• IAampE Time amp Resource Demands
• IAampE Best Practices Integration
• Summary
• Slide Number 41
• Slide Number 42
• Intrsquol Acquisition Career Path (IACP)
• Workforce Development Programs
• Acquisition Learning Model (ALM)
• Foundational Learning
• IAampE Workflow Learning
• IAampE Performance Learning
• Slide Number 49
• Example Programs
• M982 Excalibur
• F-35 Joint Strike Fighter (JSF)
• Wideband Global SATCOM (WGS)
• P-8 Maritime Patrol Aircraft
• RC-135VW Rivet Joint
• International Program Trends