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Acquisition fix a tall order

Defense Secretary Robert Gates has made it clear that he intends to change how the world’s richest military buys its gear.

Turning that vision into reality will be Ashton Carter, who in April took over the job of defense undersecretary for acquisition, technology and logistics.

Carter faces daunting tasks: reforming an acquisition system that produces top-notch weapons but at too high a cost; rushing needed equipment to Iraq and Afghanistan; withdrawing mountains of U.S. gear from Iraq and shifting it to Afghanistan.

It’s a big job at any time, but especially during wartime and when growth in the acquisition budget may be slowing.

Carter appears to have the right approach. He says fixing the Pentagon’s acquisition system will require discipline in creating, managing and — when necessary — killing programs.

He says he believes that of the three aspects of program management — cost, schedule and performance — the second is key because delays cost more and drag down performance. His belief that underperformance should doom programs is itself a profound reform of the system.

Carter’s success will depend on execution. He must fill senior slots in his office and the services, a process hampered by the White House’s slow vetting process.

He and Gates also must build the clout of the acquisition, technology and logistics office, a weak bureaucratic player within the Defense Department compared with the military services and the offices of the comptroller and Program Analysis and Evaluation, a key behind-the­scenes player in Gates’ April weapons cuts.

Finally, Carter must be diplomatic enough to get onto the same page as the powerful forces that shape Pentagon buying — the military services, the White House, Congress and industry — and keep them there.