The DAG recommends: This Job Support Tool (JST) provides a framework and suggested approach for conducting an IA&E Assessment as recommended by the DAG and is organized as follows: Section 1 – Fundamental Policies, Section 2 – Analysis and Evaluation, Section 3 – Best Practices, and Section 4 – Documentation of Results. International cooperative development programs are preferred over a joint or DoD Component unique program. ACQ 202 Intermediate Systems Acquisition Course (ISAC) International Acquisition and Exportability | Lesson Summary 1 Lesson Summary International Acquisition and Exportability Learning Objectives The following learning objectives are covered in this lesson: x Recognize the conceptual framework used to plan and implement DoD’s International Acquisition and Exportability (IA&E) activities. Joint Capability Technology Demonstration (JCTD) examines the military utility and provides an assessment of a new technology to clearly establish its operational utility and system integrity. Acquisition Strategy. IA&E Assessment results should be used to establish the international involvement aspects of a program’s initial Acquisition Strategy. Click card to see definition -IA&E Planning & Analysis incorrect Are there applicable U.S.-ratified ISAs that should be included in derived systems requirements and incorporated in solicitations and contracts? Taking into account the answers to the preceding questions, does your program have analytically-based ROM estimates of potential international cooperation and/or future sales of the system? Can they be used as a basis for the program’s international market analysis? These factors can be broadly categorized as internal and external. Note: If you would like to provide feedback on this JST, have ideas on how the JST could be improved, have questions on this JST, or would like advice on how to use this JST in the workplace, please send an email to InternationalHelp@dau.edu. Identify foreign off-the shelf-equipment that might meet DoD requirements or could be modified to do so by ensuring market research (Requests for Information, internet searches, etc.) IA&E Assessment results should be used to establish the international involvement aspects of a program’s initial Acquisition Strategy. and by reviewing defense trade publications and internet sources. Please refer to the companion Acquisition Strategy – International Considerations JST for best practice guidance in this area. Each strategy shall, where appropriate, consider “International involvement, including foreign military sales and cooperative opportunities, in accordance with section 2350a of this title” per 10 USC 2431a (subparagraph (c)(2)(G)). Are there allied and/or friendly countries with common or similar operational requirements for a new development or major modification program/system? (DoDI 8582.01). b) The acquisition strategy defines the program structure used to achieve full capability and the approach to be followed in Full-Rate Production & Deployment. Trade barriers. How reliable do you think they are? DAG Chapter 1 (paragraph 4.2.8.3) recommends that programs in the pre-Material Solution Analysis (MSA) phase conduct an initial IA&E Assessment to identify potential existing foreign solutions, ICP opportunities, foreign technology, or potential for future foreign sales. Despite the increasing popularity of mergers and acquisitions, it has been reported that more than two-thirds of large merger deals fail. International Acquisition includes Int'l Cooperative Programs, Sales & Transfers, Tech Security & Foreign Disclosure, Defense Exportability, and International Contracting. Please turn on JavaScript and try again. Once the applicable TSFD “pipes” have been identified and the TSFD boundaries for the program/system have been established, assess the following: As the system design matures, update this initial assessment and associated TSFD and export control decisions in consultation with the program’s FDO, DoD Component IPO, and TSFD process owners. The demonstration introduces operational concepts utilizing this new technology to solve important military problems and facilitates technology transition. (DoDI 5200.39, paragraph 3) Once their program’s CPI has been defined, program managers will use their PPP to describe the program’s CPI and associated mission-critical functions and components; address the threats to and vulnerabilities of these items; plan for the development and implementation of countermeasures to mitigate associated risks; and address exportability design considerations related to the program protection aspects of potential foreign involvement. If a cooperative development or production program is under consideration, which system design, development and production areas are likely to be restricted to U.S.-only development or production efforts. a) The acquisition strategy evolves through an iterative process and becomes increasingly more definitive in describing the relationship of the essential elements of a program. What element of International Acquisition & Exportability (IA&E) assesses the risks of transferring controlled technology and information that provide U.S. warfighters a combat advantage as well as the benefits of international participation? Taking into account the answers to the preceding questions, does your program have analytically based ROM estimates of potential international cooperation and/or future sales of the system. Sections 1 through 3 of this JST provide detailed guidance on how to develop an IA&E Assessment, and Section 4 provides overall guidance that can be used as a starting point to determine how the results of an assessment will be documented. If yes, are the ROM estimates current or should they be updated? The Foreign Military Sales (FMS) program is a form of security assistance authorized by the Arms Export Control Act (AECA), as amended [22 U.S.C. It is DoD policy to make timely decisions that advance U.S. political-military objectives by building the capacities of allies and partners while maintaining U.S. operational and technological advantages and protecting critical technology from diversion to potential adversaries. Historically programs with a significant level of projected international activity have conducted an initial IA&E analysis to support program planning. What new technologies are 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? Top level IA&E Assessment results should also be incorporated into their program’s Acquisition Strategy and International Business Plan (IBP), as appropriate. Are trade-off analyses with the user required to determine the extent interoperability that should be sought in development of the system? Answer to what element of the international acquisition & exportability examines factors that affect international considerations and potential foreign 2751, et. 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. What configuration items may require development of additional anti-tamper measures to allow foreign transfer? is conducted to examine foreign alternatives. (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 92). (DoDI 5000.02, Enclosure 1, Table 2, page 53), The acquisition strategy must reflect the Program Manager’s understanding of the business environment; technical alternatives; small business strategy; costs, risks, and risk mitigation approach; contract awards; the incentive structure; test activities; production lot or delivery quantities; operational deployment objectives; opportunities in the domestic and international markets; foreign disclosure, exportability, technology transfer, and security requirements. To be successful, we are ensuring our more than 170,000 acquisition professionals are prepared to take on these challenges through relevant training that is tailored to their immediate needs. 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