The Joint Advanced Strike Technology (JAST) resulted from the decisions of the Secretary of Defense' Bottom Up Review (BUR). Each service has a demonstrated need for advanced technology aircraft to meet future contingencies, but it was determined that costs for development and production of these several different aircraft could not be met due to budgetary constraints. The BUR found that there were not enough resources available to support all these programs in future years. The decision was made to continue with the Air Force F-22 fighter aircraft, and the F/A-18E/F aircraft for the Navy, but to cancel the A/F-X and the MRF. The decision on ASTOL was to continue that research, but to secure specific commitment of resources by at least two of the three Services before building a flying prototype.The BUR also confirmed the continuing needs that were to be met by the A/F-X and MRF programs. This led to the establishment of the Joint Advanced Strike Technology Program in July 1993.
The end of the Cold War, the evolving mission of the U.S. Armed Services, the dramatic improvements in commercial manufacturing--these and other trends are changing how we provide for the common defense. What will we need in the way of defense manufacturing in the year 2010--a short few years away? How should we best spend our defense funds? Defense Manufacturing in 2010 and Beyond sets forth a vision for the nation's defense manufacturing, including policies, technologies, systems, processes, practices, and financial implications. Eight specific trends are forecast--defense spending, the relationship between defense and commerical industries, the nature of the threat to our nation, the emergence of new technologies, and other areas--and their implications for defense manufacturing are explored. The committee describes manufacturing advancements that are around the corner--virtual enterprise, and more--and examines how these breakthroughs will likely meet or fail to meet defense manufacturing requirements. This expert panel identifies the highest priorities and recommends strategies for matching future manufacturing capabilities with our defense needs. February
For several decades, Congress and the DoD have explored ways to improve the acquisition of major weapon systems, yet program outcomes and their underlying causes have proven resistant to change. Last year, the cumulative cost growth in DoD's portfolio of major programs was $296 billion. The opportunity to achieve meaningful improvements may now be at hand with the recent intro. of major reforms to the acquisition process. This report focuses on: (1) identifying weapon programs that are achieving good outcomes; (2) the factors that enable some programs to succeed; and (3) lessons to be learned from these programs to guide implementation of recent reforms. This report conducted case study reviews of five programs. Charts and tables.
An examination of the DoD's FY 1997 budget. Identifies opportunities to reduce FY 97 procurement and RDT&E requests by $3.2 billion and to rescind prior years' procurement and RDT&E appropriations by about $454.9 million. Reductions &/or rescissions can be made because schedules slipped, requirements changed, and issues affecting program funding emerged since the budget request was developed. Potential rescissions include about $35.6 million in excess prior years' appropriates for which obligational authority expires on Sep. 30, 1996.
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