Recent efforts by the Defense Department and Congress reflect a desire to attract new companies that historically have not contributed to the defense mission. Strategic frameworks are valuable for shaping the department’s vision, but implementing them requires adjustments to underlying tactical and administrative processes, particularly in how the Navy contracts for supplies and services.
Four contracting policy alterations can complement broader acquisition changes and accelerate the delivery of fleet capability and capacity. These alterations include tailoring flow-down requirements to attract nontraditional defense companies, codifying pathways for transitioning capabilities procured using unconventional acquisition authorities, automating parts of the contracting process to create efficiencies, and aligning contracting and acquisition culture.
By making these adjustments, the Navy can overcome obstacles in contracting, encourage innovation, streamline processes, and better harness the talent within the defense-industrial base. Ultimately, strengthening the U.S. Navy’s fleet capabilities depends on modernizing contracting practices to align with broader acquisition strategies.
