What are the projected U.S., International Organization (NATO, ABCA, etc. 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.) 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)). Review JCIDS documents, Concept of Operations (CONOPs), and other user documents to determine interoperability requirements including the Net-Ready Key Performance Parameter (KPP) and any requirements stated as desired system attributes. If the system will replace an existing system: If the system is a new capability rather than a replacement, estimate the potential demand from countries that might have an operational requirement for self-defense needs, their typical role in coalition operations, and budget availability based on discussions with Component IPOs, SCOs, U.S. intelligence community, and U.S industry. If it is early in a program before the system design is established, it is possible to gain general situational awareness on Technology Security and Foreign Disclosure (TSFD) boundaries by analyzing relevant policies and precedent-setting release decisions from analogous systems with comparable CPI and or mission-critical functions and components. DAG Chapter 1 (paragraph 4.2.8.3) recommends that the Program Manager conduct an International Acquisition and Exportability (IA&E) Assessment to collect information and assess factors that may affect potential international involvement in a program in order to identify potential existing foreign solutions, ICP opportunities, foreign technology, or potential for future foreign sales. Examine the IA&E aspects of system security engineering and program protection. Flexibility and creativity in conducting the actual assessment should be encouraged. This analysis should include review and assessment of precedent-setting TSFD and export control decisions on analogous systems in documents such as: Network with the program’s Foreign Disclosure Officer (FDO) and DoD Component International Program Organization (IPO) disclosure personnel to identify relevant policies and precedent-setting TSFD decisions related to the program/system. Acquisition Executives CPI protection measures will be integrated and synchronized, then documented in the Program Protection Plan (PPP). International acquisitions are generally cheaper than the establishment of a new subsidiary. Top level IA&E Assessment results should also be incorporated into their program’s Acquisition Strategy and International Business Plan (IBP), as appropriate. 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. You may be trying to access this site from a secured browser on the server. PMO assessment teams should tailor the approach for their programs/systems based on key IA&E factors relevant to the program consistent with DoD 5000 series guidance and DAG recommendations. IA&E Assessment results should be used to establish the international involvement aspects of a program’s initial Acquisition Strategy. What allied and friendly nation interoperability requirements have been established by the user community (e.g., JCIDS ICD allied interoperability requirements)? International Acquisition includes Int'l Cooperative Programs, Sales & Transfers, Tech Security & Foreign Disclosure, Defense Exportability, and International Contracting. The Defense Acquisition Guidebook (DAG) emphasizes the importance of conducting IA&E Assessments during the initial phases of the DoD acquisition process based on 10 USC 2431a (subparagraph (c)(2)(G)) and 10 USC 2350a (para (e)) and corresponding DoDI 5000.02 policy which requires early, comprehensive consideration of a program’s international aspects within the Defense Acquisition System framework. International involvement to include potential cooperative development, foreign sales, and promoting interoperability with allied and friendly nations is to be discussed in the International Involvement section of the Acquisition Strategy as required by DoDI 5000.02, 10 USC 2350a, and the FY16 NDAA. Which areas will likely be available to foreign partners (government or industry) for future program efforts that will be unaffected by projected TSFD and export control boundaries and restrictions? A substantial IA&E Assessment for an MDAP may benefit from contractual studies in key areas, including an extensive international defense market analysis, which may be difficult for the government to conduct. 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. The program’s IA&E Assessment should be updated periodically to support the development and update cycle for the program’s Acquisition Strategy International Involvement section and, if applicable, International Business Plan (IBP). 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. 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. (DoDI 8582.01). (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. A program’s IA&E Assessment should be conducted in an iterative manner as the program proceeds through the Defense Acquisition System development phases into the Production and Deployment (P&D) and Operations and Support (O&S) phases. (DoDI 5000.02. Evaluate Technology Security and Foreign Disclosure (TSFD) “pipe” impacts on program exportability Lesson Summary . Are trade-off analyses with the user required to determine the extent of interoperability that should be sought in development of the system? The following items provide an overview of DoD's International Acquisition & Exportability (IA&E) conceptual organization, terminology, and key elements. If no ROM estimates exist, how could your program develop ROM estimates for OSD, DoD Component, and PEO/program-level use in initial domestic and international program planning, including defense exportability business case analysis? What interfaces must be controlled in derived systems requirements (specifications, statements of work, etc.,) to achieve the desired interoperability? International Acquisition and Exportability (IA&E) Overview, International Acquisition & Exportability (IA&E) Overview, International Acquisition Career Path (IACP), IA&E Job Support Tools (JSTs) and Lessons Learned, Ask a Question / Share an Idea (Login required). Internal and external factors that impact on, and help shape, every defense acquisition program. Please turn on JavaScript and try again. Please note that you should expect to receive a response from our team, regarding your inquiry, within 2 business days. International Acquisition and Exportability | Lesson Summary 1 . The main elements of Acquisition Based Logistics are: Contractor Logistics Support; Integrated Logistics Support (ILS) Life-Cycle Sustainment 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. Mission Enable the Delivery and Sustainment of Secure and Resilient Capabilities to the Warfighter and International Partners Quickly and Cost Effectively The Acquisition Strategy guides program execution across the entire program life cycle and is updated at every major milestone and review. (DoDD 5111.21, paragraph 3), U.S. warfighter technological advantage will be maintained and operational effectiveness of DoD capabilities will be preserved through the identification and protection of Critical Program Information (CPI). PMT 401.U04.01 Integrate International Acquisition and Exportability (IA&E) concepts, policies, and best practices in DoD acquisition efforts throughout the life-cycle to achieve optimal outcomes for U.S. and allied/friendly nation warfighters in support of U.S. National Security and Defense Strategies objectives. The following learning objectives are covered in this lesson: • Recognize the conceptual framework used to plan and implement DoD’s International Acquisition and Exportability (IA&E) activities. An international acquisition outcomes at the PMO documentation efforts what configuration items may require DEF of! And its international acquisition typically generates quicker and larger cash flows than establishment. 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