Sign In



ACQ 380V (International Acquisition Management) 2023 Course Update 380V (International Acquisition Management) 2023 Course Update2023-01-31T17:00:00Z Interest Areas/DAU_International Acquisition UN_20170104.jpg, Interest Areas/DAU_International Acquisition UN_20170104.jpg Interest Areas/DAU_International Acquisition UN_20170104.jpg<div class="ExternalClassE616EE2D75D44E53B23590721C1CF6FC">Defense Acquisition University's first CY 2023 offering of <a href=""><strong>ACQ 380V International Acquisition Management</strong></a> was completed today. Nineteen students from all three Military Departments, Office of SecDef, USSOCOM, and the National Geospatial-Intelligence Agency attended virtually and successfully graduated.<br> <br> ACQ 380V is DAU’s “capstone” International Acquisition & Exportability (IA&E) course available to DoD Acquisition and Security Cooperation Workforce personnel, support contractors, and industry. This course’s target audience is current and future senior and mid-level leaders and managers located in DoD International Program Organizations, Program Offices, Integrated Product Teams, Research & Development Warfare Centers, and Science & Technology laboratories who are responsible for planning, organizing, and leading a wide variety of DoD IA&E efforts.<br> <br> The Defense Systems Management College International Center (DSMC-I) faculty and staff conducts ACQ 380V using DAU’s Microsoft Teams for Education platform. The course includes six pre-course and seven in-course asynchronous lessons – comprised of a mix of videos, knowledge checks, and short essay assignments -- as well as six days of synchronous online course activities with the DSMC-I faculty which were conducted January 24 -31, 2023 from 1200 to 1630 Eastern Time.<br> <br> The ACQ 380V topics include asynchronous and synchronous IA&E learning content in the following functional areas: <ul> <li><strong>Policy Updates </strong>focusing on recent national security, defense, and acquisition IA&E policy changes</li> <li><strong>Applied Critical Thinking </strong>principles and methodologies routinely used in IA&E efforts</li> <li><strong>Planning and Analysis</strong> on the IA&E aspects of existing and new start DoD acquisition projects/programs</li> <li><strong>International Cooperative Program (ICP) </strong>identification, validation, negotiation, and implementation</li> <li><strong>Foreign Military Sales (FMS) </strong>and other Defense Sales business planning, engagement, transactions, and program implementation</li> <li><strong>Technology Security & Foreign Disclosure (TSFD) </strong>system engagement and navigation</li> <li><strong>Defense Exportability Integration (DEI)</strong> design and development</li> <li><strong>International Contracting</strong> transaction policies and practices</li> </ul> The DSMC-I faculty uses MS Teams to create a virtual, student-centered, seminar-based learning environment. During the six days of ACQ 380V online learning, the faculty and students engage in nineteen online learning content blocks, which included IA&E domain knowledge discussions in all of the areas listed above, as well as two Practical Exercises, four Case Studies, and Industry and Office of SecDef guest speaker sessions.<br> <br> The students in our January 2023 course offering were knowledgeable and engaged participants who demonstrated substantial IA&E acumen across a wide variety of specialized IA&E topic areas. Their ability to apply Stakeholder Analysis and Engagement and Interest-Based Negotiation Decision Framework principles during small and large group Practical Exercises and Case Studies grew substantially throughout the course. Their energetic participation in the Industry Guest Speaker presentation and DoD Senior Leader Panel on current IA&E 'hot topics' – including defense exportability efforts at the program level and ongoing challenges/successes encountered in DoD's acquisition support to Ukraine and other key allies & friends – was also quite impressive.<br> <br> Until February 1, 2022, ACQ 380 was a required course for DoD Acquisition Workforce Level III International Acquisition Career Path (IACP) members and is still highly recommended as position specific training for personnel working in IACP positions previously designated by the MILDEPs and DoD 4<sup>th</sup> Estate Directors of Acquisition Career Management (DACMs). While specific certification requirements are currently under review by the Defense Security Cooperation Agency (DSCA), Defense Security Cooperation Agency (DSCU), and DoD Component international program organizations, ACQ 380 has also been recommended as a training course applicable to DoD Security Cooperation (SC) Workforce personnel involved in the acquisition process.<br> <br> DAU's <a href=""><strong>ACQ 230V International Acquisition Integration</strong></a> course is a prerequisite. The next four ACQ 230V offerings are scheduled for February, March, April, June, July, and September 2023. The next two <a href=""><strong>ACQ 380V International Acquisition Management</strong></a> offerings are scheduled for May and August 2023.<br> <br> All DoD Acquisition Workforce (all career fields), DoD Security Cooperation Workforce members DoD support contractors, and defense industry employees are welcome! Register today for ACQ 380V through the <a href=""><strong>DAU iCatalog</strong></a>.<br> <br> Until next time.<br> Prof K</div>string;#/training/career-development/intl-acq-mgmt/blog/ACQ-380V-(International-Acquisition-Management)-2023-Course-Update
DoD International Acquisition & Exportability (IA&E) – Looking Forward International Acquisition & Exportability (IA&E) – Looking Forward2023-01-03T17:00:00Z Interest Areas/DAU_International Acquisition UN_20170104.jpg, Interest Areas/DAU_International Acquisition UN_20170104.jpg Interest Areas/DAU_International Acquisition UN_20170104.jpg<div class="ExternalClassE1468B4F056845D3AEF70531D2BB1E0D">Happy New Year to the U.S. Government (USG) Department of Defense (DoD) IA&E community members throughout government and industry, as well as our allied/friendly counterparts around the globe. We wish you all the best in 2023!<br> <br> With the advent of the new year, it’s customary to take stock of where we’ve been and plan our journey into the future despite the many challenges we are currently facing.<br> <br> Here are a few thoughts and recommendations that we hope will help prepare you tackle the IA&E problems you will likely encounter in 2023 and beyond. <h3><strong>Maintaining Situational Awareness</strong></h3> DoD Program Managers (PMs)/Integrated Product Teams (IPTs) and their supporting DoD Component International Program Organizations (IPOs) often struggle to maintain IA&E situational awareness. To guard against this problem, we recommend that they establish two parallel <a href="/training/career-development/intl-acq-mgmt/blog/International-Acquisition-and-the-OODA-Loop">Observe-Orient-Decide-Act (OODA) Loops</a>:<br> <br> <strong>Loop 1</strong>: Observing, organizing, and planning DoD/USG activities pertinent to their program(s) (or equivalent acquisition efforts) across the IA&E elements including International Cooperative Programs (ICP), Defense Sales (including Foreign Military Sales (FMS) and Direct Commercial Sales (DCS), USG/DoD Technology Security & Foreign Disclosure and Export Control, Defense Exportability Integration, and International Contracting.<br> <br> <strong>Loop 2</strong>: Monitoring and engaging with various entities across the international competitive environment in multinational and bilateral government and industry sphere of activity that pertain to their program(s).<br> <br> The program’s International Manager (or equivalent) should periodically fuse Loop 1 and Loop 2 “Observe” results into a common IA&E strategic and tactical picture that can shared throughout the PM/IPT organization as well as with key USG/DoD stakeholders. PM/IPT members should use this situational awareness information to spot potential IA&E opportunities and challenges that could benefit or adversely affect their program, giving them more “time and space” to assess them and begin to develop responses. Programs that fail to do this are routinely surprised and have little or no time to react to heretofore unknown IA&E opportunities or problems.<br> <br> Clearly, it’s better to be aware of potential IA&E opportunities and challenges early rather than surprised by them. This allows your program team to “panic early” by starting to devote the appropriate level of <strong>Time, Talent, and Treasure</strong> (resources) – which I will refer to as <strong>T<sup>3</sup></strong> from this point onward -- to begin taking appropriate action.<br> <br> Regardless of whether you are aware of or surprised by a new IA&E opportunity or challenge, however, PMs/IPTs and IPOs must still decide how much (or little) <strong>T<sup>3 </sup></strong>to devote to addressing it. After all, that’s what leaders and managers do. But how? <h3><strong>Triaging</strong></h3> When it comes to the OODA loop’s “Orienting’ phase, DSMC-I advocates the use of a Triaging Methodology – routinely used in medicine and business – to prioritize IA&E opportunities and challenges that arise in a dynamic and constantly changing environment. PMs should ask their International Manager (or equivalent) to employ the IA&E Triaging Methodology described in DAU’s “<a href="">IA&E Critical Thinking Module: Part II – IA&E Analysis</a>” video to “rack and stack” the program’s IA&E challenges in priority order, then allocate an appropriate amount of the program’s <strong>T<sup>3 </sup></strong>to the problem solving efforts for each challenge.<br> <br> While DAU’s IA&E Triaging Methodology is relatively easy to understand – it’s described in three slides in the aforementioned video – it usually takes PMs/IPTs and IPOs a bit of “trial and error” to effectively apply it to prioritizing their programs’ daily IA&E activities. We advise PMs and International Managers to shoot for a triaging process somewhere in between the polar opposites of “who cares, if it feels good, do it” on one hand versus “let’s search for metaphysical truth before establishing our priorities” on the other.<br> <br> Much better to have an International Manager-run, PM-led IA&E triaging approach that is timely and ~75% accurate to allocate scarce program <strong>T<sup>3 </sup></strong>to tackle the program’s various IA&E opportunities and challenges rather than winging it and hoping something good happens. In our experience, it’s definitely worth the effort. <h3><strong>Deciding & Acting – Taking Stock</strong></h3> Improving situational awareness and using triaging to establish IA&E priorities at the PM/IPT and IPO level is essential. However, we all know that achieving successful IA&E transactions at the program level requires timely and effective Deciding & Acting performance.<br> <br> The DAU video “<a href="">IA&E Critical Thinking Module: Part II – IA&E Analysis</a>” contains several charts that focus on the IA&E challenges associated with OODA Loop “Deciding and Acting” phases for new, large-scale Major Capability Acquisition (MCA) programs. While this training remains valid, we have learned from DAU IA&E classroom and mission assistance workshop experience that it does not adequately address the breadth and depth of IA&E challenges faced by many PMs/IPTs and IPOs engaged in: <ul> <li>DoD Science & Technology (S&T) and RDT&E projects as well as <a href="">Adaptive Acquisition Framework (AAF)</a> Middle Tier Acquisition (MTA) and Urgent Capability Acquisition (UCA) pathway IA&E acquisition transactions with allied/friendly nations.</li> <li>Mature DoD acquisition programs involved in various forms of ‘steady-state’ production and product upgrade activities with allied/friendly nations.</li> <li>Practical application of “hybrid” approaches that combine international acquisition transaction mechanisms such as FMS-DCS, FMS-ICP, and FMS-DCS-ICP.</li> <li>Evaluating the benefits and challenges involved in conducting various IA&E activities on a bilateral, multilateral, or combined ‘bilat & multilat’ basis.</li> </ul> From a DAU DSMC-International faculty perspective, we are often frustrated with our inability to provide timelier and more effective Deciding & Action support to the IA&E community since we: <ul> <li>know how to address these kinds of situations based on our past experience and “tribal knowledge” that we can access through an informal network of top IA&E experts across DoD; but,</li> <li>have not been able to capture and document this higher-level IA&E experience and knowledge in DAU learning assets yet.</li> </ul> <br> While we attempt to connect PMs/IPTs with the top IPO IA&E experts in their DoD Component IPOs, they are often overstretched and may be unavailable available to assist them. As a result, we routinely encounter PMs/IPTs and DoD IPOs looking to DAU for assistance at the local level in trying to improve their program’s IA&E performance outcomes.<br> <br> Moreover, in early 2022 the DoD Acquisition Workforce (DAW) implemented a Back-to-Basics training approach that: <ul> <li>Eliminated mandatory International Acquisition Career Field (IACP) training requirements and replaced it with <a href="/training/career-development/intl-acq-mgmt/blog/DoD-International-Acquisition-and-Security-Cooperation-Workforce-Training-Update">optional IA&E Knowledge Area</a> training.</li> <li>Removed IA&E training from ACQ 1010 and ACQ 2022 and replaced with two optional International (INT) online training courses deployed by the end of 2022.</li> </ul> <br> As a result, we are beginning to encounter increasing numbers of DAW and contractor support personnel who have had no IA&E training whatsoever attempting to formulate, establish, and implement various types of IA&E transactions. Needless to say, this approach is not a recipe for success.<br> <br> What could (or should) the DoD IA&E community do in 2023 to improve the current situation? <h3><strong>Deciding & Acting – Looking Forward</strong></h3> <br> <strong>DAU</strong><br> <br> Our DAU/DSMC-International plans for 2023 include three initiatives intended to improve IA&E community training availability and learning content: <ol> <li>We are expanding our efforts to make DSMC-I faculty member available to PMs/IPTs and DoD Component IPOs – especially DoD 4<sup>th</sup> Estate organizations with small (or no) IPOs -- to provide virtual and in-person DAU targeted training via DAU <a href="">WSM 021 IA&E Workshops</a>.</li> </ol> <ol> <li value="2">We intend to conduct IA&E community webinars that address IA&E performance learning topics of specific interest to the community focusing on problems often encountered in planning, negotiating, and implementing complex ICP, FMS, and hybrid transactions.</li> </ol> <ol> <li value="3">We will continue our efforts to develop and field additional ICP and TSFD online learning courses on specific topics of interest to the DoD IA&E community.</li> </ol> <br> <strong>PMs/IPTs</strong><br> <br> DoD IA&E transactions require detailed knowledge of a diverse set of laws, regulations, policies, procedures, and practices unique to this area that differ markedly from domestic acquisition. DoD’s IA&E specialists cannot establish international acquisition transactions by themselves. PM/IPT personnel must be willing to allocate some of their scarce <strong>T<sup>3</sup> </strong>to learn IA&E fundamentals that will enable them to achieve their program’s IA&E objectives. Here are our recommendations for PMs/IPTs in 2023. <ol> <li>Ensure your International Manager and supporting IA&E specialist government and contractor support employees complete <a href="">ACQ 120 (Fundamentals of International Acquisition)</a>, <a href="">ACQ 1300 Fundamentals of Technology Security/Transfer</a>, and <a href="">ACQ 230V (International Acquisition Integration)</a>.</li> </ol> <ol> <li value="2">Ensure PM/IPT <a href="/functional-areas">Acquisition Functional Area</a> government and contractor support personnel working on the IA&E aspects of a program complete <a href="">INT 1110 (International Acquisition/Security Cooperation Foundation)</a> and <a href="">INT 2110 (International Acquisition/Security Cooperation Program Management)</a>.</li> </ol> <ol> <li value="3">Use DAU’s <a href="/cop/iam/Pages/Topics/IA%20and%20E%20Job%20Support%20Tools%20JSTs%20and%20Lessons%20Learned.aspx">IA&E Job Support Tools (JSTs)</a> to learn more about performing the specific actions required in the formulation and establishment of ICP and FMS transactions as well as the planning and implementation of Defense Exportability Integration and International Contracting activities that provide a foundation for a program’s IA&E efforts.</li> </ol> <br> <strong>IPOs</strong><br> <br> DoD IPOs provide PMs/IPTs with guidance and advice based on their detailed knowledge of IA&E laws, regulations, policies, procedures, and practices. IPO personnel must possess the breath and depth of IA&E knowledge needed to support PMs and their International Managers and IA&E specialists at the program level. To be effective, IPO government and contractor support personnel need to be well-trained in IA&E fundamentals, up to speed on IA&E legal and policy changes, and familiar with constantly evolving IA&E best practices. Here are our recommendations for IPOs in 2023. <ol> <li>Ensure new IA&E specialist government and contractor support personnel complete <a href="">ACQ 120 (Fundamentals of International Acquisition)</a>, <a href="">ACQ 1300 Fundamentals of Technology Security/Transfer</a>, and <a href="">ACQ 230V (International Acquisition Integration)</a> as part of their initial training "syllabus."</li> </ol> <ol> <li value="2">Consider asking journeyman level IA&E government and contractor IA&E specialists who haven’t already done so to complete <a href="">ACQ 230V (International Acquisition Integration)</a>, <a href="">ACQ 380V (International Acquisition Management)</a>, and other IA&E topic-specific <a href="/cop/iam/Pages/IAE-Online-Learning-Modules.aspx">Online Learning Modules</a> available on the DAU International Acquisition Management Community of Practice (ICOP) website.</li> </ol> <ol> <li value="3">Participate in DSMC-I Webinars designed to inform the IA&E community of changes in laws, policies and best practices and engage with the DSMC-International faculty to organize and plan <a href="">WSM 021 IA&E Workshops</a> for IPO personnel that will build their specialized IA&E knowledge, skills, and abilities.</li> </ol> <h3><strong>Summary</strong></h3> U.S. national security & defense strategy and policy requires the acquisition of defense equipment, logistics support, and product upgrades that will enable U.S. and allied/friendly forces to train, operate, and fight in flexible coalitions in support our (and their) national interests.<br> <br> The mosaic of DoD IA&E program-level IA&E efforts performed daily across the entire defense acquisition community in hundreds of DoD PMs/IPTs and IPOs turns this strategic vision into reality. Let’s all commit to “upping our game” in 2023 by working together to enhance our individual and collective IA&E knowledge, skills, and abilities.<br> <br> Until next time,<br> Prof K</div>string;#/training/career-development/intl-acq-mgmt/blog/DoD-International-Acquisition-and-Exportability-(IAandE)-–-Looking-Forward
International Cooperative Program (ICP) Equitability – Foundational Knowledge Cooperative Program (ICP) Equitability – Foundational Knowledge2022-11-14T17:00:00Z Interest Areas/DAU_International Acquisition UN_20170104.jpg, Interest Areas/DAU_International Acquisition UN_20170104.jpg Interest Areas/DAU_International Acquisition UN_20170104.jpg<div class="ExternalClassD9462B205DAD4BBB8096459532717BD9">We recently conducted an ICP International Agreement (IA) Familiarization Workshop with a Department of Defense (DoD) organization where the participants brought up a topic that we are often asked to address in our DAU courses and mission assistance activities … <h4><strong><em>How does DoD assess equitability in the identification, formulation, negotiation, approval, and implementation of ICP IAs?</em></strong></h4> This may seem like a simple question to answer but, like a lot of things in DoD, it isn’t. As H.L. Mencken aptly pointed out several years ago, "For every complex problem, there's a solution that is simple, neat, and wrong."<br> <br> I will do my best to try to explain what is an often considered a complex area by describing the overall U.S. Government and DoD framework and decision process that’s used by DoD to assess ICP equitability for each proposed program, project, or activity. <h3><strong>Legal Aspects</strong></h3> There are four U.S. statutes that are typically used by DoD as a legal basis for entering into ICP IAs: <ul> <li><a href="">Title 10 USC 2350a</a></li> <li><a href="">Title 22 USC 2767</a></li> <li><a href="">Title 10 USC 4001</a> (formerly 10 USC 2358)</li> <li><a href="">Title 10 USC 2350l</a></li> </ul> The first two U.S. statutes in this list are most often used; the third and fourth are occasionally used. Two of these statutes specifically address equitability; Title 10 USC 2350a and Title 22 USC 2767. <h4><strong><u>Title 10 USC 2350a Excerpt</u></strong></h4> <em>(c) Cost Sharing.-</em><br> <br> <em>(1) Except as provided in paragraph (2), each cooperative research and development project entered into under this section shall require sharing of the costs of the project (including the costs of claims) between the participants on an equitable basis.</em><br> <br> <em>(2) A cooperative research and development project may be entered into under this section under which costs are shared between the participants on an unequal basis if the Secretary of Defense, or an official specified in subsection (b)(2) [of this statute] to whom the Secretary delegates authority under this paragraph, makes a written determination that unequal cost sharing provides strategic value to the United States or another participant in the project.</em><br> <br> <em>(3) For purposes of this subsection, the term "cost" means the total value of cash and non-cash contributions.</em> <h4><strong><u>Title 22 USC 2767 Excerpt</u></strong></h4> <em>(c) Agreements for equitable share of costs; limiting nature of agreements</em><br> <br> <em>Each agreement for a cooperative project shall provide that the United States and each of the other participants will contribute to the cooperative project its equitable share of the full cost of such cooperative project and will receive an equitable share of the results of such cooperative project. The full costs of such cooperative project shall include overhead costs, administrative costs, and costs of claims. The United States and the other participants may contribute their equitable shares of the full cost of such cooperative project in funds or in defense articles or defense services needed for such cooperative project. </em><br> <br> Of note, while the other two U.S. statutes listed above that are used as a legal basis for ICP IAs do not specifically address equitability, DoD OGC and OUSD(AT&L) (now A&S) decided back in the 1990s to establish a single ICP IA policy and process to assess equitability regardless of the ICP IA’s legal basis. <h3><strong>DoD International Agreement Policy & Process “Basics”</strong></h3> DoD policy for International Agreements is contained in <a href="">DoDI 5530.03</a> issued in December 2019. Reading DoD directives and instructions to comprehend their actual meaning (especially the nuances) is like reading runestones. To be successful, you must first understand how and why DoDD/Is are constructed the way they are, then interpret each DoDD/I’s specific meaning based on a detailed understanding of the policy domain(s) being addresses.<br> <br> DoDI 5530.03, authored by DoD Office of General Counsel, addresses the international agreement domain across the entire Department by: <ul> <li>‘Carving up the turf’ by assigning responsibility for overseeing and managing the international agreement process in each ‘piece of turf’ among the Office of Secretary of Defense (OSD) senior officials that are direct reports to the SecDef and DepSecDef (SD and DSD).</li> <li>Delegating limited responsibility for oversight and management of selected international agreement actions to the DoD Components (e.g., Army, Navy, Air Force, Combatant Commanders, Defense Agencies, etc.).</li> <li>Establishing fundamental business process standards and process requirements that apply to “Initiating, negotiating, concluding, and reporting” all DoD international agreement actions regardless of the DoD originator or type of agreement.</li> </ul> When we zoom into the area of acquisition international agreements, USD(Acquisition & Sustainment) is delegated authority in DoDI 5530.03 paragraph 2.2 to “authorize the negotiation and conclusion of all international agreements relating to the responsibilities and functions of the USD(A&S) established in DoDD 5134.01” and DSD guidance. This category of international agreements are typically referred to as International Cooperative Program (ICP) International Agreements (IAs) in various DoD 5000 series directives and instructions.<br> <br> In exercising this responsibility, DoDI 5530.03 requires USD(A&S) to consult and coordinate with the following OSD senior officials and (for some agreements) the State and Commerce Departments: <ul> <li><em><strong>DoD OGC</strong></em> - to ensure legal sufficiency</li> <li><em><strong>USD(R&E)</strong></em> - if 10 USC 2350a is used as legal basis</li> <li><em><strong>USD(Comptroller)</strong></em> – to ensure financial sufficiency</li> <li><em><strong>USD(P)</strong></em> - to ensure foreign policy and Technology Security & Foreign Disclosure (TSFD) compliance</li> <li><em><strong>Affected DoD Components </strong></em>– to ensure their organizational equities are considered & addressed</li> <li><em><strong>State and Commerce</strong></em> – to ensure their organizational responsibilities/equities are considered & addressed</li> </ul> The involvement of these organizations often includes sharing their perspectives on the equitability of proposed ICP IAs and providing their inputs into the DoD decision-making process that governs DoD ICP IA efforts. <h3><strong>ICP Policy & Process “Basics”</strong></h3> USD(A&S) has established the process it uses to oversee and manage the ICP IA process in the <a href="">DoD International Acquisition & Exportability (IA&E) Practices Guidebook</a>. DAU has developed and published an <a href="/tools/t/International-Cooperative-Programs-(ICPs)-Job-Support-Tool-(JST)">ICP Job Support Tool (JST)</a> to assist DoD acquisition workforce members in this area.<br> <br> The overall ICP Process described in the IA&E Guidebook and ICP JST contains three steps: <ol> <li><strong><em>Cooperative Opportunity Identification and Assessment</em></strong></li> <li><strong><em>ICP IA Process</em></strong></li> <li><strong><em>ICP Implementation</em></strong></li> </ol> <br> The ICP IA Process in Step 2 consists of four phases: <ul> <li><strong><em>Request for Authority to Develop (RAD)</em></strong> (internal to USG/DoD)</li> <li><strong><em>International Agreement Negotiation</em></strong> (with other nation(s))</li> <li><strong><em>Request for Final Approval (RFA)</em></strong> (internal to USG/DoD)</li> <li><strong><em>International Agreement Signature</em></strong> (with other nation(s))</li> </ul> <h3><strong>Equitability – The Big Picture</strong></h3> During <strong>Step 1</strong>, the DoD Component organization that has decided to establish a new ICP – commonly referred to as the <strong><em>ICP Proponent</em></strong> – should formulate an ICP that will be considered equitable from both a DoD and prospective partner nation(s)’ perspective(s) during higher level review.<br> <br> During <strong>Step 2</strong>, the OSD senior officials’ staffs – and their counterpart in the prospective partner nation(s) -- evaluate the ICP Proponent’s equitability approach to confirm that the ICP IA is equitable. DoD evaluates an ICP IA’s equitability during RAD and RFA phase from a DoD legal and policy point of view. The other nation(s)’ perspective(s) on equitability are provided during the negotiation and signature phases of the ICP IA process.<br> <br> During <strong>Step 3</strong>, the ICP Proponent and their partner nation counterpart(s) are mutually responsible for implementing the ICP described in the IA in an equitable manner until the IA either expires or is terminated. Failure to do so could be a violation of U.S. law (depending on the ICP IA’s legal basis) and would be a violation of DoD policy which could result in adverse actions for DoD personnel that are deemed responsible. <h3><strong>Summary</strong></h3> In many instances, the equitability of a proposed ICP IA is clear to both DoD and partner nation higher level evaluators … or as our UK colleagues would call them “scrutineers.” However, reasonable people in various DoD organizations sometimes have divergent views on an ICP IA’s equitability which must be assessed and reconciled. My next blog on this topic will explore the process DoD uses to evaluate ICP IA equitability and decide on what is (and isn’t) equitable from a DoD perspective.<br> <br> Until next time,<br> Prof K</div>string;#/training/career-development/intl-acq-mgmt/blog/International-Cooperative-Program-(ICP)-Equitability-–-Foundational-Knowledge
Naval Supply Systems Command International Programs Webinar Supply Systems Command International Programs Webinar2022-10-14T16:00:00Z Fields/DAU_Logistics USN_20170104.jpg, Fields/DAU_Logistics USN_20170104.jpg Fields/DAU_Logistics USN_20170104.jpg<div class="ExternalClassEF573C1FB345455A8FB6BD205AD43160">The Naval Supply Systems Command (NAVSUP) and DAU are conducting a Webinar on "Weapon Systems Support (WSS) Secrets to Success: International Programs" from 1100 -- 1230 (ET) on November 8, 2022. NAVSUP provides support to more than 80 countries around the world. The NAVSUP WSS team delivers program logistics support capabilities to allied and friendly nations around the globe on a broad range of Navy weapon systems to sustain mission ready forces.<br> <br> The Webinar will address various aspects of Security Assistance and Security Cooperation support that NAVSUP WSS provides to allies and friends. NAVSUP uses Foreign Military Sales (FMS) transactions, which are implemented through the U.S. Government/DoD Security Assistance program via the Navy International Programs Office (NIPO), to provide supply chain integration articles and services to FMS customer nations to build and maintain their U.S.-origin weapon systems' operational capacity, proficiency and interoperability.<br> <br> Register on <a href="/event/NAVSUP_WSS_Secrets_to_Success_International_Programs"><strong>DAU's Web Events Program Website</strong> </a>to participate in this Webinar. Contact DAU at <a href=""></a> for further information. <p><br> Until next time,<br> Prof K</p></div>string;#/training/career-development/intl-acq-mgmt/blog/Naval-Supply-Systems-Command-International-Programs-Webinar

Chat with DAU Assistant
Bot Image