A Perspective on New Maritime Strategy in the Current Environment

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A Perspective on New Maritime Strategy in the
Current Environment

• John ONeill

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Strategic Context
Tenets of New Maritime Strategy
Implications

• Influence and shape in diversifying areas
• Increasingly diverse partners
• Domestic Agencies
• International
• Private
• Increasing mission diversity
• GWOT/Homeland Defense
• Humanitarian assistance
• Nation-building
• Maritime interdiction
• Rapid response timelines
• Decisive actions
• Capability Based

• Increasingly flexible, adaptable, reconfigurable
  forces
• Increased multi-mission capability,
  agility/readiness
• Rapid capability development/deployment
• Sufficient numbers to support strategic tenets
• Quantity also matters
• Cost must come down to support budgetary reality

Budget Reality vs. Diversification A Conundrum?
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Environment
Navy Plan
Likely Outcome
7B
Average Age
300
20
2005
Ships
Age in Years
15
10
1B
100
5
2025
2005
Declining/Aging Ship Force Structure
Escalating Ship Acquisition Costs
390K
30B
Naval Personnel
150K

5B
50K
290K
Diminished Acquisition Force
Manpower Costs Rising Disproportionately
Current approaches do not support strategy
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Necessary changes?

• Reduce cost of new platform design/construction
• Improve electronics modernization
• Extend the effective service life of existing
  platforms
• Increase ability to rapidly, affordably insert
  capability
• Reduce Manpower/Total ownership costs
• Operational and Infrastructure

Doing more with same processes and costs?
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Reduce cost of new platform design/construction

• Separate electronics life cycle from the platform
• Recognize that ship life spans 10 electronic
  generations
• Common electronics forward fit and back fit
• Optimize capability at fleet level, not platform
  level
• Spiral development Focus on eliminating change
  activity
• Requirements defined and frozen early in each
  spiral
• All but critical changes to next flight
• Mature design prior to construction
• Drawing completeness prior to release minimize
  reservations
• 100 drawing release prior to construction
• Construction process/technologies proven prior to
  start
• Once design is proven, use EOQ for planned spiral
  qtys
• Improve all stakeholder accountability for all
  business case/outcome

Program Management System Engineering Rigor
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Improve Electronics Modernization

• New electronics business model supported by a
  systems architecture that features
• Common, scaleable systems
• Modular, federated components with well defined
  I/Fs
• Maximum use of commercial technology/practices
• Capability focused, ongoing Technology Transition
  process widely open to academia/gov. lab/industry
• Lifecycle support/Technology Insertion/Development
  from same process
• Measured, closed loop User process
• Benefits
• Highly adaptable to changing mission requirements
• Reduced time/costs of capability development and
  upgrades
• Reduced total ownership costs
• Increased competitive acquisition

Affordability in Current Budget Environment
Demands a New Electronics Business Model
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Reduced Manpower/Total Ownership Costs

• Operational Manpower reduction from increased
  reliance on
• Remotely operated/automated systems
• Unmanned Systems (UAVs, USVs, UUVs)
• Netted, offboard systems including distance
  support and reachback
• Increased redundancy with aim to eliminate
  onboard maintenance
• Infrastructure Reduced Total Ownership Costs TOC
  from
• Increased commonality in warfighting capability
  areas
• Merging development and support infrastructures
• Increased redundancy with aim to eliminate
  onboard maintenance training

Cost Walks
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Summary

• New Maritime Strategy and necessary force
  structure requires a modified acquisition
  approach
• Lower costs for new platform design/construction
• Common systems across warfighting domains
• Business model that allows rapid capability
  evolution and continuous competition
• Reduced Operational and Infrastructure
  manpower/costs