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Transition to Jointness
An Analysis and Appraisal of Consolidating Service Acquisition Personnel Into a Joint Acquisition Force
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Why has the defense acquisition workforce across the services not yet been reorganized into a consolidated, joint organization and would such an organization serve stakeholders better than the current system? The methodology for this paper included researching precedent-setting steps such as enactment of the Goldwater-Nichols Act, the Defense Acquisition Workforce Improvement Act (DAWIA), and Acquisition Reform initiatives. The methodology continued with research on the current acquisition workforce: The Army Acquisition Corps (AAC), the Air Force Acquisition Corps (AFAC), and the Navy Acquisi...
Why has the defense acquisition workforce across the services not yet been reorganized into a consolidated, joint organization and would such an organization serve stakeholders better than the current system? The methodology for this paper included researching precedent-setting steps such as enactment of the Goldwater-Nichols Act, the Defense Acquisition Workforce Improvement Act (DAWIA), and Acquisition Reform initiatives. The methodology continued with research on the current acquisition workforce: The Army Acquisition Corps (AAC), the Air Force Acquisition Corps (AFAC), and the Navy Acquisition Professional Community (NAPC); and the acquisition cycle: the Life Cycle System Management Model (LCSMM). Next, various joint organizational structures such as unified commands, an all civilian workforce, and an examination of the current workforce as it evolves toward 'jointness' were examined and evaluated as potential structures for a joint acquisition workforce. Finally, a consolidated workforce--regardless of the actual organizational structure--was examined for effectiveness and ineffectiveness.
