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A Perspective on New Maritime Strategy in the Current Environment: 

A Perspective on New Maritime Strategy in the Current Environment John O’Neill

Strategic Context: 

Strategic Context 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 Tenets of New Maritime Strategy Implications 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?


Environment Navy Plan Likely Outcome Average Age Declining/Aging Ship Force Structure Escalating Ship Acquisition Costs Diminished Acquisition Force Manpower Costs Rising Disproportionately Current approaches do not support strategy # Ships Age in Years 2005 $ $ Naval Personnel 100 300 5 10 15 20 2005 2025 1B 7B 290K 390K 30B 5B 50K 150K

Necessary changes? : 

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?

Reduce cost of new platform design/construction: 

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 qty’s Improve all stakeholder accountability for all business case/outcome Program Management & System Engineering Rigor

Improve Electronics Modernization: 

Improve Electronics Modernization New electronics business model supported by a systems architecture that features: Common, scaleable systems Modular, federated components with well defined I/F’s 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

Reduced Manpower/Total Ownership Costs: 

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


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

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