international defense competitions - dau sponsored documents... · product marketing . capture...
TRANSCRIPT
International Defense Competitions
Frank KenlonProfessor of Int’l Acq (Intermittent)DAU/DSMC Int’l Acquisition Center [email protected] 18, 2020
Discussion Areas
2
• USG/DoD and Industry IA&E cooperation• US Industry motivations• Analyzing & shaping the international competitive
environment• Types of Foreign Government requests• Responding to Foreign Government requests • Influencing Foreign Government requests• Advocacy by the USG/DoD
IA&E Mutual Dependency
3
U.S. GovernmentObjectives
U.S. IndustryObjectives
• Security Cooperation objectives
• Affordable programs• Strong industrial base
• Profitability• Revenue• Foreign investment• Foreign technology
• Market Analysis• TSFD/EC approvals• Advocacy• International program
development & execution
USG/Industry Cooperation Enables Achievement of Common Interests
Shared Undertakings
U.S.
Working with U.S. Industry
4
PMO
Understanding Industry
Motivations
Understanding Industry Business
Strategies
Business Development
Interaction
TSFD and EC Cooperation
Security Cooperation Alignment
Cooperation Across IA&E Continuum
What Does Defense Industry Look Like?
5
A global mix of many diverse companies
Public, Private, Commercial, Large, Medium, Small, and Foreign Companies
Top 15 Defense Companies
6
Rank Company Country Def Rev ($B) % Defense1 Lockheed Martin U.S. 50.5 942 Boeing U.S. 34.0 343 Northrop Grumman U.S. 25.3 844 Raytheon U.S. 25.2 935 Aviation Industry Corp of China China 24.9 386 General Dynamics U.S. 24.1 667 BAE Systems UK 22.5 918 China North Industries Group Corp China 14.8 229 Airbus NE/FR 13.1 17
10 China Aerospace Science/Industry China 12.1 3211 China South Industries Group Corp China 12.0 3112 China Electronics Tech Group China 10.3 3113 Leonardo Italy 9.8 6814 China Shipbuilding Industry Corp China 9.8 2015 Almaz-Antey Russia 9.7 98
Source: Defense News 2019 Top 100
Company Strategy Drives Actions
7
CorporateStrategy
Strategic Goals and Plans
(sets company direction)
Tactical Goals and Plans(links strategy to operations)
Operational Goals and Plans(guides day-to-day operations)
Upper Management
Middle Management
First or Second Line Supervision
CEO, Board of Directors
ExternalFocus
InternalFocus
Defense industry has four key levers to create value
Key Industry Motivations
8
Materiel InputsLabor“Defense” overheadCost of capital
TechnologyPatents/IPHuman CapitalBrand
Defense BudgetsCommercial AeroExports
FacilitiesMachinery/ToolsLandGoodwill
Cash Margins(Return/Profit)
InvestedCapital
Growth(Revenues)
CompetitiveAdvantage
International business helps achieve industry objectives
Increased Profitability
Access to foreign defense investment
Increased Revenue
Access to global defense technology
9
Market Analysis Product Marketing Capture Planning Program Advocacy
Identify Potential Interest
• Replacement System
• New Capabilities
Determine Detailed
Requirements
Assess Against USG Security Cooperation Objectives
Understand DoD Acquisition Program
Budgets and Schedules
Analyze Customer Decision Making
Process
Understand Domestic and
Foreign Competition
Determine Customer Decision Criteria (Including
Offsets)
Understand what product should be offered
Understand how to win
10
Market Analysis Product Marketing Capture Planning Program Advocacy
Follow USG Marketing Lead
Generate Interest in Countries that USG Could Approveor
Develop USG Support for Program
Seek TSFD Approvals &License Authorizations
Have Country Request USG Classified Capabilities Briefing
Develop Capture or Campaign Plan
Provide Public Domain Information
Stimulate Country to Submit an RFI
Attempt to Shape Requirements & RFP
Provide Product Information and Gain Access to Decision Makers
11
Market Analysis Product Marketing Capture Planning Program Advocacy
Form capture team, designate lead, and develop capture/campaign plan
Arrange for consultants and commissioned sales representatives
Define industrial teaming arrangements based on customer’s interests in domestic industry and their capabilities
Joint Venture Associate Prime Subcontractor Supplier
Develop offset strategy based on whether sole source or competitive procurement, importance in evaluation, and customer’s industrial capabilities
Develop export licensing approach to support teaming and offset strategies
• Production line capacity/delivery
• LOA pricing (leveraging planned DoD, FMS, DCS buys, etc.)
• Product support approach• Site survey efforts
FMS Programs DCS Programs • Use of USG assets• Production line
capacity/delivery• FMS-only item
availability/procurement• USG technical assistance• Product support approach
Areas where industry and PMOs must work together
Program Alternatives
12
Hybrids
FMS or DCS (Industry Perspective)
13
DCS Pros• Often desired by prospective
customer nations• Simpler overall process can
lead to more streamlined contract awards
• Potentially more profitable
FMS pros• DoD has stake in TSFD
approvals• USG endorsement can
enhance selection potential• Company insulated from
corrupt practices• Lower risk – USG
responsible for overall implementation
Situation-dependent based on USG policy and Customer needs
Industry normally supports either modality of sale
Int’l Competitions - DSCA Policy
14
1) Security Assistance Management Manual (C.4.3.1) • Foreign Solicitation guidance• Lead Agency for Advocacy guidance• Responsibilities of the DoD Lead Managing Response
2) International FMS Competitions Video (May 2019)• Key Points:
o “No two competitions are the same”o “Must be a fair and level playing field”o “Directly supports the National Defense Strategy”
• Other Guidance:o Roles of the SC Communityo Lead Agency Criteria/Tasks - MILDEP (one/multi pgms) vs DSCA (multi MILDEP)o Rules for Advocacy
Foreign Gov’t (FG) Request Types
15
1) FMS – Letter of Request (LOR)• Program of Record (POR)• Non-POR (Type 1 or 2 – see next chart)
2) Hybrid – LOR or ‘Request for Proposal’ (RFP)*• Typically an NPOR (Type 1 or 2)
3) DCS – ‘RFP’• Typically an NPOR (Type 2 or 3)
* DSCA defines international solicitations to include Request for Info (RFIs), RFPs, Invitations to Bid (IFBs), E-mails, and “Other” (watch DSCA Video for details)
International or civil variant of a Program of Record with non-standard configuration(s)• Sometimes marketed as
civil variants of military platform(s) / system(s) (e.g., S-70)
• E.g. F-15SA for KSA, F-16 for UAE, F/A-18 E/F for Australia
Prior Program of Record• Sundowned U.S. Program
of Record that is no longer supported
• Excludes antique military equipment subject to the Export Administration Regulations
• E.g., USN F-14 Tomcat
Program consisting of commercially developed munitions items • Items are subject to TSFD
review• NVDs limited to items that
are specially designed for a military end-user
• E.g., strike enabled UAV, and Counter-UAS system
Program consisting of commercially developed dual-use items• Items are subject to TSFD
review• E.g., Night Vision Devices
(NVD), UAS, remote sensing satellites
Program consisting of commercially developed dual-use items combined with POR elements•Only pertains to
U.S. POR elements that are subject to the TSFD review process
•Common example is incorporation of U.S. software and/or encryption with commercially available dual-use hardware
Program consisting of commercially developed dual-use item(s) with military end-use•Items do not
have TSFD elements, are otherwise export controlled
•Any modifications for military applications are solely limited to form and fit
•May use defense services in the form of military training
•E.g., military flight school
Type 1 Type 2 Type 3.a
Non-Program of Record
Type 3.b Type 3.d
Non-Program of Record Definition Rolls Up Various Types of Programs Encountered by TSFD Processes
Type 3.c
16
Responding* to FG Requests
17
A. FMS PORs = LORB. Hybrid Type 1 NPORs (Lead TBD)
• FMS LOR for DoD-lead NPORs• RFP w/ ‘FMS-only’** LOR for Industry-lead NPORs
C. Hybrid – Type 2 NPOR (Typically Industry-lead)• RFP only• RFP w/ ‘FMS-only’** LOR
D. Hybrid – Type 3 NPOR (Industry-lead)• RFP only• RFP w/ ‘FMS-only’** LOR
** Typically Established by DoD Components (for business reasons) or TSFD Pipes (for tech transfer reasons)
* OSD, Embassies, and MILDEPs must comply with DSCA Guidance on Lead Agency and Advocacy
Influencing FG Requests
18
• Designing for exportability at program level (or not)
• FMS program planning and pricing • DoD Component TSFD decisions• USG/DoD TSFD Pipe Decisions• Approval for industry access to
key DoD facilities & special tooling• Access to key PEO/PMO
Technical Assistance via FMS
What Could Cause Divergence?
19
DoD policy generally supports industry in int’l competitions, however:• Top-level USG/DoD support may be withheld for
SC policy, programmatic, or TSFD reasons• DoD Component willingness to support be
withheld if key interests conflictCompanies focus on their interests:• DoD is “big place” with diverse stakeholders• DoD is not the only actor companies try to
influence (interagency, Congress, etc.) Companies shouldn’t expect support for their ‘offers’ if DoD stakeholders aren’t consulted
Potential for divergent actions
Gov’t - Industry Perspectives
20
Government
Industry
Interests
Degree of Convergence vs Divergence?
BothAggressive
One or BothPassive
One or Both Against
Views ActionsGovernment- Timely TSFD/EC approvals- Expedited FMS/Hybrid transactions
Industry- Engage foreign industry sources- Pursue transaction-related contracts
Government- Senior leader apathy- TSFD/EC approvals languish- FMS/Hybrid transactions plod along
Industry- Limited scope BD activities- Domestic source orientation- Pursuit of domestic contracts
Government or Industry- TSFD/EC inaction or denials- Industry decides not to act/bid
International Competition Scenarios
21
Rosy
• “DSCA, the CAE, and our CEO really want this to happen”
• “We’ll expedite the Gov’t approvals if you work closely with us on the details”
• “I am willing to devote resources to this effort if you are”
DoD Supports
Typical Watch Out
Versus
Industry Supports
Industry Supports
DoD Passive
DoD Supports
Industry Passive
DoDAgainst/For
Industry For/Against
Versus
“Let’s let them [DoD or Industry] take the lead and we’ll help if we can”
• “I know industry wants this but it doesn’t fit with our SC plans”
• “I know Gov’t wants this but it doesn’t match our corporate objectives”
• “I don’t think [fill in key DoD or Industry stakeholder(s)] will support it”
Harmonizing interests Effective DoD-Industry cooperation
U.S. companies can request USG advocacy for defense sales
22
Market Analysis Product Marketing Capture Planning Program Advocacy
• Senior leader engagement
• Media activities• Correspondence• Talking points
AdvocacyQuestionnaire
&Anti-BriberyAgreement
U.S.Company
Advocacy Center
Bureau of International Trade Administration
InteragencyCoordination
Bureau of Industry and Security
Department of Commerce
U.S. EmbassyDefenseState
National Interest Determination
• U.S. export content• Foreign competition• Foreign government
decision• Other U.S. policy goals
Multiple Applicants
• Advocate a U.S. solution w/o preference except in special circumstances
AdvocacyInteragencyCoordination
Ethics and Compliance
23
• Industry personnel can be held liable (fines and/or imprisonment) for violations
• Ethics and export compliance is primarily a company responsibility, but PMO and functional organizations are responsible for monitoring and reporting potential violations to USG authorities (State, Commerce, DoJ)
Foreign Corrupt Practices Act (FCPA)
Export Control Compliance (ITAR & EAR)
Controls behavior of companies, their agents, and representatives
Company Compliance Officer & Empowered Official responsibilities
Any Questions
What can DAU do help you in this area?
24
Summary
25
• Responding to International Defense Competitions is a “Team Sport” – USG/DoD and Industry must work together to be effective
• Consult DSCA policy guidance in the SAMM and International FMS Competitions Video for details
• DSCU and DISCS is responsible for Security Cooperation training in this area
• DAU is responsible for DoD acquisition training in this area• Achieving a high level of PEO/PM-level performance
requires knowledge, experience, agility, and critical thinking because “no two competitions are [entirely] the same”
Backup Charts
26
Market Analysis
27
Harmonizing USG SC and Industry BD market analysis efforts can pay big dividends for both parties
Both parties have unique market analysis capabilities they can contribute
Understand DoD Program Budgets &
Schedules
Assess USG Security Cooperation Objectives
ID Potential Interest• Replacement System• New Capabilities
Analyze Foreign Decision Process(es)
Determine Detailed Requirements
Understand Domestic and Foreign Competition
Conduct Analysis of Alternatives (AoA)
Develop IA&E Assessment
Government Gov’t & Industry Industry
Incorporate IA&E in Acquisition Strategy
Product Marketing
28
Industry’s ability to provide product information is a critically important aspect of coordinated USG SC and Industry BD efforts
Industry routinely seeks USG support in making information available
DSP-5s “License for Permanent Export”
Technical Assistance Agreements (TAAs)
DoD & Industry Public domain information
Host Foreign Visits
International Trade Shows
Int’l Traffic in Armaments Regs (ITAR) exemptions
DoD Controlled Unclas Info (CUI)
DoD Classified Military Info (CMI)
Government Gov’t & Industry Industry
Capture Planning
29
Primarily an Industry activity but DoD often coordinates with industry in major international system competitions
USG Security Cooperation and Industry business interests often converge
Form Capture Team
Develop Capture Plan & Conduct Campaign
Form gov’t/industry team relationships
Coordinate Country Team & local Industry
activities
Discuss customer engagement plans
Engage Consultants and Local Sales Reps
Prioritize PMO/IPT Resources
Obtain FMS Admin Funding
Government Gov’t & Industry Industry
Program Advocacy
30Harmonized “Talking Points” = Consistent USG and Industry “Messaging”
Request USG Advocacy via DoC
Obtain DoC Advocacy Process Approval
Multiple vs Single Company Advocacy
Coordinated Senior Leader & Media Engagements
International Trade Show Participation
Implement Industry Elements of Advocacy
Plan
Support Industry Request(s) to Dept of
Commerce (DoC)
Coordinate Trade Show & Engagement
Plans with DSCA
Government Gov’t & Industry Industry
DoD and Industry cooperation in program advocacy is essential in international system competitions