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b) The acquisition strategy defines the program structure used to achieve full capability and the approach to be followed in Full-Rate Production & Deployment. What new technology is needed/desired for the program/system and are there global leaders in these technology areas that could either provide or cooperate with the DoD in maturing these technologies? d. An international acquisition typically generates quicker and larger cash flows than the establishment of a new subsidiary. (DoDI 8330.01, paragraph 3.a), DoD complies, to the maximum extent feasible, with applicable materiel International Standardization Agreements (ISAs) ratified by the United States, subject to systems engineering tradeoffs. What allied and friendly nation interoperability requirements have been established by the user community? DoD International Acquisition & Exportability (IA&E) efforts with allied and friendly nations are based on two fundamental principles: Top level IA&E Assessment results should also be incorporated into their program’s Acquisition Strategy and International Business Plan (IBP), as appropriate. Answer to what element of the international acquisition & exportability examines factors that affect international considerations and potential foreign ACQ 380 - International Acquisition Management ACQ 380.U16.01.03 Examine the benefits of establishing a “set” of exportable configurations for the program ACQ 380.U16.01.04 Examine how different international acquisition program mechanisms can be leveraged in the program’s P&D and O&S acquisition phases Acquisition Plan (DoDI 5000.02, Enclosure 2, paragraph 7.b. Some students learn a new language more quickly and easily than others.This simple fact is known by all who have themselves learned a second language or taught those who are using their second language in school. For example, on an ACAT I program with significant international potential, establishing a formal IA&E Assessment effort – including a chartered team and a Plan of Action and Milestones (POA&M) integrated with the MSA phase Analysis of Alternatives (AoA) -- should be considered. (1), page 92, (DoDI 5000.02, Enclosure 3, paragraph 13.b, page 99, (DoDD 5000.01, Enclosure 1, paragraph E1.1.18, page 8, per 10 USC 2431a (subparagraph (c)(2)(G)), NATO Standardization Office (NSO) website, Conducting an initial IA&E Assessment during the pre-Materiel Solution Analysis (MSA) phase to identify potential existing foreign solutions, International Cooperative Program (ICP) opportunities, foreign technology, or potential for future foreign sales, Updating the program’s IA&E Assessment during the MSA phase to identify specific existing or projected international agreements(s), Joint Requirements Oversight Council (JROC)-validated coalition interoperability requirements, international markets, and potential program protection issues and requirements. Identify the sensitive information, CPI and/or mission-critical functions and components handled or transmitted via USG/DoD Trusted Systems and Networks (TSN) that are part of, relate to, or document the system’s design (to the extent possible). and a fundamental tool of U.S. foreign policy. (DoDI 5000.02, Enclosure 3, paragraph 13.b, page 99), Program managers should take steps to protect mission-critical elements and components in USG/DoD Trusted Systems and Networks (TSN) through measures such as Systems Security Engineering (SSE), Supply Chain Risk Management (SCRM), Anti-Counterfeits, Software Assurance, Trusted Foundry, etc. (1), page 88). (Note: for programs that envision substantial international involvement throughout the life-cycle, acquiring subject matter expertise from government or industry sources to estimate global defense marketplace demands for the system during its early development phases should be considered). Delegation of Disclosure Authorization Letters (DDLs), National Disclosure Policy Committee (NDPC) Record of Actions, Low Observable Counter Low Observable (LO/CLO) EXCOM Decisions, National Security Agency (NSA) Communications Security (COMSEC) release decisions, Intelligence community products release decisions, Overall USG/DoD program protection policies and practices related to protection of sensitive system design-related information on USG/DoD and contractor TSNs, Areas where TSFD-required differential capabilities or additional anti-tamper measures would likely be required, Areas where foreign government and/or industry involvement in cooperative development/production would likely not be authorized by TSFD and/or export control authorities, Areas where foreign industry participation would likely be authorized from a TSFD and export control decision-making perspective, Technology that – based on TSFD and/or export control decisions – may need to be black-boxed with only form, fit, and function interface information provided to potential partner/customer nations, Service overseas offices (Office of Naval Research (ONR) Global, Air Force Office of Scientific Research (AFOSR) International Office, and Army RDECOM International Technology Centers), Defense Advanced Research Projects Agency (DARPA), Component participants in major international S&T/R&D forums (NATO Science and Technology Organization (STO), The Technology Cooperation Program (TTCP), and other similar S&T forums, DoD personnel involved NATO, OSD, Joint Staff, COCOM, and Component international forums, SCOs in major collaborative partner countries, Major partner Washington, DC embassy personnel, U.S. industry business development personnel, Identify foreign operators of current system and estimate the potential demand for the system based on consultation with Component IPOs, SCOs, U.S. intelligence community, and U.S industry to determine the countries’ modernization plans, Identify operators of comparable foreign systems and estimate potential demand considering remaining service life of the foreign system and the likelihood of the countries procuring a U.S. system based on discussions with Component IPOs, SCOs, and U.S industry, Ability to procure or modify existing U.S. or foreign material solutions as part of the OSD CAPE Analysis of Alternatives prior to starting a new development program, Potential for international cooperative research, development, production, logistics support, interoperability, and defense exportability, Existing or projected international agreement(s), JROC-validated coalition interoperability requirements, international markets, and potential program protection issues and requirements. Clearly, some language learners are successful by virtue of their sheer determination, hard work and persistence. Acquisition Strategy. For programs in the MSA phase, the DAG recommends that the program’s IA&E Assessment address the program’s: Depending on the potential scope of the international involvement envisioned, the PMO should consider obtaining subject matter expertise on global technology defense marketplace demands for a new system from the DoD S&T community, TSFD community, intelligence community, DoD Component IPO, U.S. industry, and any other sources required to conduct a comprehensive, high-quality assessment. The demonstration introduces operational concepts utilizing this new technology to solve important military problems and facilitates technology transition. PMOs may find the attached IA&E Assessment Summary Guide helpful as a starting point in determining how to document IA&E Assessment results for their program. The factors include political forces, policies, regulations, reactions to unanticipated requirements, and emergencies.

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