2019财年、2020财年、美国空军采办部、两年期报告、最终报告（英）-61页_10mb

Department of the Air Force Acquisition Biennial Report 2019 + 2020 Summary

Mission and Vision

• Mission: Cost-effectively modernize to increase the lethality of the force.
• Vision: Rapidly deliver enduring, world-class capabilities to assure air, space, and cyberspace dominance for the nation and its allies.
• Priorities:
  • Keep programs within cost, schedule, and performance parameters.
  • Tailor the acquisition process to provide capability to the warfighter.
  • Develop the acquisition workforce and delegate authority to the lowest appropriate level.
  • Drive innovation to secure the future.
  • Strengthen alliances through collaboration.

Acquisition Budget

• FY19 Funding:
  • Appropriation: $25.7B
  • Procurement: $30.4B
  • RDT&E: $25.7B
• FY20 Funding:
  • Appropriation: $26.8B
  • Procurement: $35.3B
  • RDT&E: $26.8B

Acquisition Categories

• ACAT I: Programs with expenditure over $480M (RDT&E) or $2.79B (Procurement) in FY 2014 dollars.
• ACAT II: Programs with expenditure over $185M (RDT&E) or $835M (Procurement) in FY 2014 dollars.
• ACAT III: Programs not meeting ACAT I or II criteria.
• BCAT I: Expected budget authority over $250M in the current Future Years Defense Program.
• BCAT II: Expected budget authority over $50M in the current Future Years Defense Program.
• BCAT III: Programs not meeting BCAT I or II criteria.

FY19 and FY20 Programs by Category

• FY19:
  • ACAT I: 42 programs
  • ACAT II: 39 programs
  • ACAT III: 367 programs
  • BCAT I: 2 programs
  • BCAT II: 8 programs
  • BCAT III: 75 programs
• FY20:
  • ACAT I: 34 programs
  • ACAT II: 36 programs
  • ACAT III: 367 programs
  • BCAT I: 2 programs
  • BCAT II: 8 programs
  • BCAT III: 75 programs

Cost, Schedule, and Performance Trends

• ACAT I:
  • Programs showed varied growth and schedule changes from original and current baselines.
  • Examples: F-15 EPAWSS (18% growth), KC-46A (49 months over original schedule).
• ACAT II:
  • No sufficient data for yearly analysis due to lack of historical data.
  • Programs like Advanced Targeting Pod Modernization showed significant growth (169%).
• ACAT III:
  • No baselines or data for yearly analysis.

Personnel Overview

• Total Force Personnel: 54,000
• Education Levels:
  • Associate's/Professional/High School: 10%
  • Bachelor's: 36%
  • Master's: 50%
  • Doctorate: 4%

Workforce Development

• Recruiting: Used digital hiring projects and social media to attract talent.
• Hiring: Leveraged student direct hire and other authorities, hiring 8,583 professionals in FY20.
• Training: Implemented 84 training courses and provided tuition assistance to 1,443 members for Master's and 19 for PhD.
• Education with Industry (EWI): 77 fellows across 29 career fields, embedded in 55 companies.

Awards and Recognition

• David Packard Excellence in Acquisition Award: Recognized for innovation and performance.
• Software Innovation Team Award: Highlighted agile software development and DevSecOps.
• Flexibility in Contracting Team Award: Focused on modern contracting methods.
• Acquisition Demonstration Program: Covered 41% of the acquisition workforce, based on mission contribution.

Future Focus

• The Air Force continues to transform recruitment, hiring, development, and reward systems to sustain the acquisition workforce.
• Emphasis on innovation, technology integration, and workforce development.

Cutting Edge of Design & Technology

• Digital Trinity:
  • Digital Engineering: Used for designing and testing systems virtually before physical production.
  • Agile Software Development: Implemented DevSecOps to integrate security early and improve development speed.
  • Open Architectures: Designed systems for portability, upgradeability, and cost efficiency.

Key Programs and Initiatives

• eT-7A Red Hawk: Reduced assembly hours by 80% and software development time by half.
• Next Generation Air Dominance (NGAD): Uses digital engineering for iterative platform upgrades.
• Ground Based Strategic Deterrent (GBSD): Aims to produce a "digital twin" for each missile sortie.
• Universal Armament Interface (UAI): Standardized software interfaces, reducing costs and schedules for integrated weapons.
• AFWERX 2.0: Focused on integrating commercial technology into military systems.
  • Spark: Virtual collaboration to turn ideas into operational realities.
  • AFVentures: Leverages military missions to accelerate commercial tech.
  • Prime: Incubates new commercial markets with military implications.

Conclusion

The Department of the Air Force is committed to modernizing its acquisition processes through digital engineering, agile software, and open architectures to enhance lethality and ensure dominance in air, space, and cyberspace. The report highlights the department's efforts in workforce development, innovative recruitment, and leveraging commercial technology to support its mission.