ComDef 2013 Panel: Procurement Perspectives

Transcription

1 ComDef 2013 Panel: Procurement Perspectives September 4, Maik Kammermann Minister Counselor for Defense Cooperation German Embassy, (202)

2 Bw Reform impact on acquisition Budget Procurement Perspectives

3 Drivers of the Bundeswehr Reform Focus on Operations & International Commitments Availability of military technology, need for investment Budget Funds Tasks Page 3

4 Bilder: Bundeswehr German Embassy Bundeswehr- Reform: Indentified Program Management Deficits a lack of capability management time-consuming consensual agreement processes increasing procurement costs a fragmentation of responsibilities and areas of competence Military Equipment altogether non-transparent processes & inefficient communications structures *) Source: Structural Commission s report dated October 2010

5 Reform-Goal of the Armaments, In-Service Use, IT project Goal: creation of a new, efficient and standardised procurement and in-service process in order to reduce personnel in civilian and military agencies by 20 to 30% Page 5

6 New Armament Organisation: MoD Level From the top...fmod Structure since 1 April 2012 Federal Minister of Defence Parliamentary State Secretary State Secretary Staffs Executive Staff Press and Information Office Organisation und Auditing Staff Parliamentary State Secretary State Secretary Chief of Defence Policy Budget and Controlling Legal Affairs Planning Command & Control of Armed Forces Strategy and Operations Personnel Equipment, Information Technology and In-Service Support Infrastructure, Environmental Protection & Services One Directorate for all the Services!

7 Central Procurement Authority: Federal Office for Bundeswehr Equipment, Information Technology and In-Service Support (BAAINBw) Organizational Chart of the BAAINBw President Vice President Vice President Controlling Equipment Management and Strategy (P) Combat (K) Air (L) Sea (S) Land Support (U) Information Technology (I) IT Support (G) Special Organization Herkules (H) Purchasing (E) Quality and Logistics (Q) Central Affairs (Z) Liaison Office USA/CAN WTD 91 WTD 52 WTD 61 WTD 71 Naval Arsenal WTD 41 WIS WIWeB Bw IT Center WTD 81

8 BAAINBw: Technology Oriented Structure Land Combat Projects Air Systems Projects Sea Systems Projects Land Support Projects Light Armored Vehicles Heavy Armored Vehicles Combat Support Systems Artillery Systems Missile Systems Fighter Aircraft Helicopters Transport A/C Tanker, MPA UAV Air Launched Weapons Surface Combat Ships / Systems Submarine Warfare Systems Combat-/ Mission- Support Vessels Mine / Undersea Warfare Field Camps / General Equipment System Soldier Simulation / Training Systems Reconnaissance Electronic Warfare Mine / Countermine Combat Service Support Systems

9 New Process CPM CPM 2001 R&T Analysis Phase Risk Reduction Introduction In-Service SFF AF ReG GeN u FR CPM new R&T Analysis Phase Realization/Production In-Service FFF Capability Gap / Functional Requirement AWE Source Selection Decision GeNu Approval for operational Use

10 Budget: Re-Gaining Financial Flexibility Funding not sufficient for accepted requirements Bills to Pay Flexibility Budget Outlook Quelle: MTG Available Budget

11 Procurement Trends and Perspective TRENDS Balance financial and capability planning (one integrated planning process) NATO and EU requirements as one orientation for national planning ( Framework Nation ) even more Commercial-Government-Military off the shelf solutions PERSPECTIVE (just examples in no specific order) Surveillance/Reconnaissance Geo (SAR Lupe Replacement) in-theater (UAV based) Air- and Missile Defense IT and Cyberdefense* Joint Fires Support Protected Vehicles Tactical Air Medical Evacuation Multi Purpose Ship...tbc * within the German Government the Ministry of Interior leads Cyberdefense

12 Bilder: Bundeswehr German Embassy Quiz: Identify the national Program

13 é We. Serve. Germany.

14 BACKUPS

15 The new CPM (Procurement and In-Service Process) Capability gap and functional requirement document Integrated planning process stage Analysis of product or service solutions Selection decision document Proposals for solutions Agreement on objectives for procurement and in-service use Approval for service use Fewer phases (3) and interfaces! Pre-analysis phase Not planning category armaments or maintenance and use Analysis phase Defence research and technology (R&T) Production phase In-service phase Disposal Centralised procurement Production / in-service control as a project IPT 1 IPT IPT IPT Beginning of procurement and in-service process Legend: Chief of Staff, Bundeswehr Director of Equipment, IT & In-Service Support / Director of the Federal Office of Equipment, IT & In-Service Support Service Chief of Staff Industry (hatched area: participation if permitted by law) IPT: Integrated Project Team

16 Key characteristics of the amended CPM Process streamlining by reducing the number of phases from four down to three and establishing a high quality analysis phase, Reduction of required milestone documents and avoidance of complicated endorsement chains, Strengthening of the agency level by clearly separating the control tasks of the Ministry from the implementation tasks of the offices by way of an agreement on objectives, Reduction of interfaces by pooling the responsibility for products and services over the entire life cycle in the Equipment, Information Technology and In-Service Support organizational element, Establishment of Integrated Project Teams (IPT), merging the expertise required for successful project implementation under a single authority and significantly enhancing communication, Increase of transparency and improvement of the fundamentals of decision-making by preparing alternative solutions with graded requirement fulfillment levels and their life cycle costs and Process integration of regulations for the procurement of unforeseeable and urgent operational requirements (fast-track initiative).

17 Bilder: Bundeswehr German Embassy Future AD/MD Capabilities Potential Roadmap (1st Draft)