Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, Facilities and Policy (DOTMLPF-P) analysis is the first step in the Functional Solutions Analysis (FSA) It determines/recommends if a non-material approach or a materiel approach is required to fill a capability gap identified in the Functional Needs Analysis (FNA). For programs in the MSA phase, the DAG recommends that the program’s IA&E Assessment address the program’s: Depending on the potential scope of the international involvement envisioned, the PMO should consider obtaining subject matter expertise on global technology defense marketplace demands for a new system from the DoD S&T community, TSFD community, intelligence community, DoD Component IPO, U.S. industry, and any other sources required to conduct a comprehensive, high-quality assessment. Are trade-off analyses with the user required to determine the extent interoperability that should be sought in development of the system? Australia, Canada, New Zealand, United Kingdom, and U.S. standardization forums consist of the American, British, Canadian, Australian and New Zealand (ABCA) Armies' Program, the AUSCANZUKUS Naval C4 group, the Air and Space Interoperability Council (ASIC), and the Combined Communication Electronics Board (CCEB). Note: If you would like to provide feedback on this JST, have ideas on how the JST could be improved, have questions on this JST, or would like advice on how to use this JST in the workplace, please send an email to InternationalHelp@dau.edu. Acquisition Executives Acquisition Plan Identify foreign off-the shelf-equipment that might meet DoD requirements or could be modified to do so by ensuring market research (Requests for Information, internet searches, etc.) In general, IA&E Assessments should organized and conducted (or at a minimum, orchestrated) by the PMO. It is DoD policy to make timely decisions that advance U.S. political-military objectives by building the capacities of allies and partners while maintaining U.S. operational and technological advantages and protecting critical technology from diversion to potential adversaries. The results of this analysis should be used to identify the set of TSFD authorizing processes (sometimes referred to as “pipes”) that will assess and issue decisions regarding future foreign release of the capabilities, critical technologies, and critical/sensitive classified and controlled unclassified information for the program/system. Identify the sensitive information, CPI and/or mission-critical functions and components handled or transmitted via USG/DoD Trusted Systems and Networks (TSN) that are part of, relate to, or document the system’s design (to the extent possible). What new technology is needed/desired for the program/system and are there global leaders in these technology areas that could either provide or cooperate with the DoD in maturing these technologies? The program’s IA&E Assessment should be updated periodically to support the development and update cycle for the program’s Acquisition Strategy International Involvement section and, if applicable, International Business Plan (IBP). There are many factors that affect importing and exporting. For example, on an ACAT I program with significant international potential, establishing a formal IA&E Assessment effort – including a chartered team and a Plan of Action and Milestones (POA&M) integrated with the MSA phase Analysis of Alternatives (AoA) -- should be considered. International Acquisition includes Int'l Cooperative Programs, Sales & Transfers, Tech Security & Foreign Disclosure, Defense Exportability, and International Contracting. Mission Enable the Delivery and Sustainment of Secure and Resilient Capabilities to the Warfighter and International Partners Quickly and Cost Effectively This analysis should include review and assessment of precedent-setting TSFD and export control decisions on analogous systems in documents such as: Network with the program’s Foreign Disclosure Officer (FDO) and DoD Component International Program Organization (IPO) disclosure personnel to identify relevant policies and precedent-setting TSFD decisions related to the program/system. Develop a rough order of magnitude (ROM) estimate of potential international sales based on JCIDS ICD allied interoperability requirements (if any) and the above consultations, and update the initial ROM estimate as additional information becomes available. a) The acquisition strategy evolves through an iterative process and becomes increasingly more definitive in describing the relationship of the essential elements of a program. (DoDI 5000.02, Enclosure 1, Table 2, page 53), The acquisition strategy must reflect the Program Manager’s understanding of the business environment; technical alternatives; small business strategy; costs, risks, and risk mitigation approach; contract awards; the incentive structure; test activities; production lot or delivery quantities; operational deployment objectives; opportunities in the domestic and international markets; foreign disclosure, exportability, technology transfer, and security requirements. How reliable do you think they are? The main elements of Acquisition Based Logistics are: Contractor Logistics Support; Integrated Logistics Support (ILS) Life-Cycle Sustainment Does any country (or group of countries) have a planned or ongoing acquisition program addressing similar requirements? -Access and design exportability features incorporated into the system-Facilitates exort to allies and partners-Considerations are required by Statute regardless of the type of international acquisition program being considered International Acquisition and Exportability | Lesson Summary 1 . To be successful, we are ensuring our more than 170,000 acquisition professionals are prepared to take on these challenges through relevant training that is tailored to their immediate needs. International Acquisition and Exportability (IA&E) Overview, International Acquisition & Exportability (IA&E) Overview, International Acquisition Career Path (IACP), IA&E Job Support Tools (JSTs) and Lessons Learned, Ask a Question / Share an Idea (Login required). Conducting an IA&E Assessment is a logical precursor to defining the international considerations that should be addressed in the international involvement section of a program’s Acquisition Strategy to comply with 10 USC 2431a (subparagraph (c)(2)(G)) and 10 USC 2350a (para (e)) and DoD 5000 series requirements. The following learning objectives are covered in this lesson: • Recognize the conceptual framework used to plan and implement DoD’s International Acquisition and Exportability (IA&E) activities. what element of the international Acquisition & Exportability examines factors that affect international considerations and potential foreign involvement, including interoperability requirements, program protection considerations, cooperative, and international markets? (Note: for programs that envision substantial international involvement throughout the life-cycle, acquiring subject matter expertise from government or industry sources to estimate global defense marketplace demands for the system during its early development phases should be considered). Discuss interoperability requirements with the user to determine correct tradeoff balance, then incorporate appropriate ISAs in specifications, statements of work, and other contractual documents. Often these factors work at opposite extremes and contradict each other. Identify applicable U.S.-ratified International Standardization Agreements (ISAs) within NATO and/or the Australia, Canada, New Zealand, United Kingdom, and U.S. standardization forums. Engage global leaders for needed/desired technology by networking within the international community and consulting with the following: Identify other countries that have similar operational requirements by networking within the international community and consulting with the following: Are there any foreign off-the-shelf systems that might satisfy the requirement (or with modification)? (DoDI 2010.06, paragraph 3.d) For systems that may be used in allied, partner-nation, coalition, or multinational operations, issues relating to applicable U.S.-ratified international standardization agreements should be incorporated in the derived system requirements as a best practice. The Acquisition Strategy is a comprehensive plan that identifies and describes the acquisition approach that Program Management will follow to manage program risks and meet program objectives. You may be trying to access this site from a secured browser on the server. ACQ 380 - International Acquisition Management ACQ 380.U16.01.03 Examine the benefits of establishing a “set” of exportable configurations for the program ACQ 380.U16.01.04 Examine how different international acquisition program mechanisms can be leveraged in the program’s P&D and O&S acquisition phases Sections 1 through 3 of this JST provide detailed guidance on how to develop an IA&E Assessment, and Section 4 provides overall guidance that can be used as a starting point to determine how the results of an assessment will be documented. Identify global technology that could be relevant to the program/system, particularly program technologies with low Technology Readiness Levels (TRLs). 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