In general, IA&E Assessments should organized and conducted (or at a minimum, orchestrated) by the PMO. The degree It looks like your browser does not have JavaScript enabled. (DoD 4120.24-M, Enclosure 4, paragraph 2.d, page 17) All International Cooperative Programs (ICPs) will consider applicable U.S.-ratified materiel international standardization agreements in accordance with Chairman of the Joint Chiefs of Staff Instruction 3170.01H. IA&E Assessment results should be used to establish the international involvement aspects of a programs initial Acquisition Strategy. Defense Acquisition University (DAU) overview that describes the key elements of DoD International Acquisition & Exportability (IA&E). (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. 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. 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). (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. 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? It is their comp 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 programs international aspects within the Defense Acquisition System framework. What are U.S. industrys and/or subject matter experts views regarding the potential for international cooperation and/or future sales for the system being developed or modified? Let us look at a few of the most important of these factors. There are many factors that affect importing and exporting. International Acquisition and Exportability . Cooperative opportunities assessment results should be documented in the programs International Involvement section of the Acquisition Strategy or Course of Action Analysis for programs responding to urgent needs. Early on in a program, there will be imperfect information and the assessment team will need to be make key assumptions subject to future validation as the program matures. Engage global leaders for needed/desired technology by networking within the international community and consulting with the following: Identify other countries that have similar operational requirements by networking within the international community and consulting with the following: Are there any foreign off-the-shelf systems that might satisfy the requirement (or with modification)? (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). Please refer to the companion Acquisition Strategy International Considerations JST for best practice guidance in this area. 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. 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. 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. Lesson Summary . A programs 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. Joint Requirements Oversight Council Memo (JROCM 025-19) issued on 15 April 2019 requires that allied/partner interoperability and coalition use be included in the Concept of Operations (CONOPS) section of an Initial Capabilities Document (ICD). What interfaces must be controlled in derived systems requirements (specifications, statements of work, etc.,) to achieve the desired interoperability? Are trade-off analyses with the user required to determine the extent of interoperability that should be sought in development of the system? Acquisition Strategy. International Acquisition and Exportability (IA&E) Defined 3 The term "International Acquisition and Exportability (IA&E)" refers to DoD efforts in the following four complementary areas: International Cooperative Programs; Sales and Transfers; Technology Security and Foreign Disclosure; and, Defense Exportability Integration. Does any country (or group of countries) have a planned or ongoing acquisition program addressing similar requirements? (DoDI 5000.02, Enclosure 2, paragraph 7.a, page 92). If yes, are the ROM estimates current or should they be updated? However there are other crucial factors influencing success that are largely beyond the control of the learner. Acquisition Executives 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. The Acquisition Strategy is a comprehensive plan that identifies and describes the acquisition approach that Program Management will follow to manage program risks and meet program objectives. seq.] The part of the International Acquisition and Exportability (IA&E) Assessment during which the Program Management Office and Integrated Product Team identify the Technology Security and Foreign Disclosure (TSFD) technology areas ("pipes") that are relevant to the program's future international acquisition activities: 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? Factors for Success and Failures in IT Acquisition While the business context in which technology acquisition is utilized may various, resulting in a vast combination of variables that influences outcomes, there are some common characteristics and traits in acquisition process that may indicate its inclination toward success or failure. -Access and design exportability features incorporated into the system-Facilitates exort to allies and partners-Considerations are required by Statute regardless of the type of international acquisition program being considered The results of this analysis should be used to identify the set of TSFD authorizing processes (sometimes referred to as pipes) that will assess and issue decisions regarding future foreign release of the capabilities, critical technologies, and critical/sensitive classified and controlled unclassified information for the program/system. To achieve interoperability with the North Atlantic Treaty Organization (NATO) and coalition forces, pursuant to 10 USC 2457, program offices and procuring activities must, to the maximum extent feasible when needed to meet required capabilities, comply with U.S.-ratified materiel ISAs applicable to their acquisitions by citing their implementing documents in solicitations and contracts. 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. Review the programs Operational Viewpoint - 1 (OV-1) to identify system interfaces that must be defined to permit materiel interoperability and/or connectivity. Identify planned or ongoing foreign acquisition programs that might meet DoD requirements or could be modified to do so by networking within the international community including Component IPOs, Security Cooperation Organizations (SCOs), discussions with DoD NATO Main Armament Groups representatives, foreign embassy officials, U.S. industry, etc. The level of effort for an IA&E Assessment should be based on the complexity of the program and its international acquisition potential. 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. 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. (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). (1), page 88). 10/23/2017 12:22 PM Presentation What are U.S. industrys and/or subject matter experts views regarding the potential for international cooperation and/or future sales for the system being developed or modified? Often these factors work at opposite extremes and contradict each other. 2751, et. DoD International Acquisition & Exportability (IA&E) efforts with allied and friendly nations are based on two fundamental principles: Identify program protection considerations that must be factored into the assessment in the following areas: Defense Exportability Features (DEF) design and development, Systems Engineering (SE) and Systems Security Engineering (SSE) program protection tradeoff analyses in the Systems Engineering Plan (SEP), and specific program protection measures (e.g., information security, Anti-Tamper (AT), and TSN) needed to facilitate international involvement. (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 programs 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. Historically programs with a significant l Please enable scripts and reload this page. 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 programs P&D and O&S acquisition phases 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? Discuss interoperability requirements with the user to determine correct tradeoff balance, then incorporate appropriate ISAs in specifications, statements of work, and other contractual documents. 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. e. All of the above are advantages of international acquisitions. (DoDI 5000.02. Are there allied and/or friendly countries with common or similar operational requirements for a new development or major modification program/system? what element of the international Acquisition & Exportability examines factors that affect international considerations and potential foreign involvement, including interoperability requirements, program protection considerations, cooperative, and international markets? Identify global technology that could be relevant to the program/system, particularly program technologies with low Technology Readiness Levels (TRLs). Equipment procured for U.S. forces employed in North Atlantic Treaty Organization (NATO), other allied, and coalition operations be standardized or at least interoperable with the equipment of allies and coalition partners. Cooperative opportunities per 10 USC 2350a (para (e)) for all Acquisition Category (ACAT) level programs must be assessed at an early point during the formal development review process of the Department of Defense (only required at the programs first milestone decision). How reliable do you think they are? For programs in the MSA phase, the DAG recommends that the programs IA&E Assessment address the programs: 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. Examine the IA&E aspects of system security engineering and program protection. Programs should conduct an IA&E Assessment as early as possible in a programs lifecycle to collect information and assess factors that affect international considerations and potential foreign involvement including interoperability requirements, program protection considerations, cooperative opportunities, and international markets. Conducting an IA&E Assessment is a logical precursor to defining the international considerations that should be addressed in the international involvement section of a programs Acquisition Strategy to comply with 10 USC 2431a (subparagraph (c)(2)(G)) and 10 USC 2350a (para (e)) and DoD 5000 series requirements. CPI will be identified early and reassessed throughout the RDT&E program so that CPI protection requirements and countermeasures may be identified and applied as the CPI is developed and modified throughout the lifecycle as needed. Despite the increasing popularity of mergers and acquisitions, it has been reported that more than two-thirds of large merger deals fail. Can they be used as a basis for the programs international market analysis? is conducted to examine foreign alternatives. Are there applicable U.S.-ratified ISAs that should be included in derived systems requirements (specifications, statements of work, etc.) 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 DoDs International Acquisition and Exportability (IA&E) activities. Top level IA&E Assessment results should also be incorporated into their programs Acquisition Strategy and International Business Plan (IBP), as appropriate. 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? How reliable do you think they are? Trade barriers. International acquisitions are generally cheaper than the establishment of a new subsidiary. and a fundamental tool of U.S. foreign policy. What sensitive information, CPI and/or mission-critical functions and components will likely be included in the system design and documentation efforts? (DoDI 8582.01). You may be trying to access this site from a secured browser on the server. 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. International Acquisition and Exportability | Lesson Summary 1 . Programs should conduct an IA&E Assessment as early as possible in a programs lifecycle to collect information and assess factors that affect international considerations and potential foreign involvement including interoperability requirements, program protection considerations, cooperative opportunities, and international markets. (DoDD 5000.01, Enclosure 1, paragraph E1.1.18, page 8) Where appropriate, PMs should pursue cooperative opportunities and international involvement throughout the life cycle to enhance cooperation and improve interoperability. Click card to see definition -IA&E Planning & Analysis incorrect Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, Facilities and Policy (DOTMLPF-P) analysis is the first step in the Functional Solutions Analysis (FSA) It determines/recommends if a non-material approach or a materiel approach is required to fill a capability gap identified in the Functional Needs Analysis (FNA). (DoDI 5200.39, paragraph 3) Once their programs CPI has been defined, program managers will use their PPP to describe the programs 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. 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 programs 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. (DoDI 5000.02, Enclosure 2, paragraph 7.b. 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. Chapter 2, Security Cooperation Organization (SCO) and Case Manager Responsibilities, Security Assistance Planning and Survey Teams, describes the responsibilities of Foreign Military Sales and Security Cooperation Case Managers, and Security Cooperation Organizations (Department of Defense elements located in a foreign country to carry out security cooperation (SC) and security assistance 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 programs FDO, DoD Component IPO, and TSFD process owners. 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? 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. Learning Objectives . 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. What configuration items may require development of additional anti-tamper measures to allow foreign transfer? Please note that you should expect to receive a response from our team, regarding your inquiry, within 2 business days. What are the projected U.S., International Organization (NATO, ABCA, etc. Identify applicable U.S.-ratified International Standardization Agreements (ISAs) within NATO and/or the Australia, Canada, New Zealand, United Kingdom, and U.S. standardization forums. What system characteristics and/or configuration items may require Defense Exportability Feature (DEF) development of differential capabilities from the DoD configuration? Enclosure 2, paragraph 6.a. The following learning objectives are covered in this lesson: Recognize the conceptual framework used to plan and implement DoDs International Acquisition and Exportability (IA&E) activities. Question: Which Of The Following IA&E Activities Addressed In The International Considerations Section Of The Acquisition Strategy Could Influence The Programs Overall Acquisition Strategy? CPI protection measures will be integrated and synchronized, then documented in the Program Protection Plan (PPP). 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. What allied and friendly nation interoperability requirements have been established by the user community (e.g., JCIDS ICD allied interoperability requirements)? What system characteristics and/or configuration items may require DEF development of differential capabilities from the DoD configuration? International cooperative development programs are preferred over a joint or DoD Component unique program. (DoDI 2010.06, paragraph 3.d) For systems that may be used in allied, partner-nation, coalition, or multinational operations, issues relating to applicable U.S.-ratified international standardization agreements should be incorporated in the derived system requirements as a best practice. 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. These factors can be broadly categorized as internal and external. Please turn on JavaScript and try again. (DoDI 5200.44), Program managers should take appropriate steps to protect sensitive unclassified information about system-related design, applications, processes, capabilities, and items that reside on non-DoD (contractor) information technology systems and networks. 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. (DODI 2010.06, para 3.b), Information technology that DoD Components use must interoperate with systems of joint, combined, and coalition forces to the maximum extent practical. 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. (1), page 92). Contact DoD Component personnel involved in these forums for assistance in identifying ISAs relevant to a specific program. Are there applicable U.S.-ratified ISAs that should be included in derived systems requirements and incorporated in solicitations and contracts? The demonstration introduces operational concepts utilizing this new technology to solve important military problems and facilitates technology transition. The main elements of Acquisition Based Logistics are: Contractor Logistics Support; Integrated Logistics Support (ILS) Life-Cycle Sustainment The Acquisition Strategy guides program execution across the entire program life cycle and is updated at every major milestone and review. Plan and synchronize technology security and exportability efforts to enhance international acquisition outcomes at the PMO level . and incorporated in solicitations and contracts? (DoDI 5000.02, Enclosure 1, Table 2, page 53), The acquisition strategy must reflect the Program Managers 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. 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. opportunities in the domestic and international markets, Acquisition Strategy International Considerations JST, (DoD 4120.24-M, Enclosure 4, paragraph 2.d, page 17, (DoDI 5000.02, Enclosure 2, paragraph 7.b. Internal and external factors that impact on, and help shape, every defense acquisition program. Acquisition logistics activities are most effective when they are integral to both the contractors and Governments System Engineering Process and addressed early in the Acquisition Processes. Are trade-off analyses with the user required to determine the extent interoperability that should be sought in development of the system? Historically programs with a significant level of projected international activity have conducted an initial IA&E analysis to support program planning. The programs IA&E Assessment should be updated periodically to support the development and update cycle for the programs Acquisition Strategy International Involvement section and, if applicable, International Business Plan (IBP). ACQ 230.U06.01.02 Explain how differences in political structures, bureaucratic organization, defense industrial base factors, and acquisition policies can effect international acquisition programs ACQ 230.U08.01 Discuss key IA&E outcomes and tasks in the Technology Maturation and Clearly, some language learners are successful by virtue of their sheer determination, hard work and persistence. Develop a rough order of magnitude (ROM) estimate of potential international sales based on JCIDS ICD allied interoperability requirements (if any) and the above consultations, and update the initial ROM estimate as additional information becomes available. 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 systems design (to the extent possible). IA&E Assessment results should be used to establish the international involvement aspects of a programs initial Acquisition Strategy. 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? Australia, Canada, New Zealand, United Kingdom, and U.S. standardization forums consist of the American, British, Canadian, Australian and New Zealand (ABCA) Armies' Program, the AUSCANZUKUS Naval C4 group, the Air and Space Interoperability Council (ASIC), and the Combined Communication Electronics Board (CCEB). What allied and friendly nation interoperability requirements have been established by the user community? Evaluate Technology Security and Foreign Disclosure (TSFD) pipe impacts on program exportability 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. The International Marketing Environmental Factors That Affect Global Companies In Their International Marketing Decisions Published on May 10, 2016 May 10, 2016 42 Likes 3 Comments Flexibility and creativity in conducting the actual assessment should be encouraged. ), and allied/friendly nation resource implications, cost estimates, and budgeting efforts, as applicable, to achieve required/desired interoperability outcomes? and by reviewing defense trade publications and internet sources. 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. As the program progresses through the Defense Acquisition System, ensure the Geographic Combatant Commanders (GCC) views on providing the capability to specific countries in their Areas of Responsibility (AoR) are factored into the assessment. 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. Answer to what element of the international acquisition & exportability examines factors that affect international considerations and potential foreign Mission Enable the Delivery and Sustainment of Secure and Resilient Capabilities to the Warfighter and International Partners Quickly and Cost Effectively Acquisition Plan Program managers should assess any allied/partner interoperability and coalition JCIDS ICD requirements that are established based on JROCM 025-19 and take appropriate steps to develop initial Defense Exportability Features (DEF) program protection requirements to support future sale, transfer, or use of the system to allied/partner nations. On the other hand, for ACAT II or ACAT III programs with limited international potential, a smaller scope effort using DoD Component in-house expertise approach may prove to be adequate. 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. d. An international acquisition typically generates quicker and larger cash flows than the establishment of a new subsidiary. For MDAPs with the potential for substantial international involvement, A&S International Cooperation and Defense Security Cooperation Agency (DSCA) staff members can help PMOs identify experts in the above areas with robust knowledge and encourage their participation in the IA&E Assessment. 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. 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.) The following items provide an overview ofDoD's International Acquisition & Exportability (IA&E) conceptual organization, terminology, and key elements. 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)). b) The acquisition strategy defines the program structure used to achieve full capability and the approach to be followed in Full-Rate Production & Deployment. May delay or compromise an international acquisition program Need to incorporate adequate program protection and defense exportability features early Disclosure authorizations must be in place in order to lawfully discuss certain types of DoD information Benefits Operational - to increase military effectiveness The agency head or a designee shall prescribe procedures f or the following: (a) Promoting and providing for full and open competition (see part 6) or, when full and open competition is not required in accordance with part 6, for obtaining competition to the maximum extent practicable, with due regard to the nature of the supplies and services to be acquired (10 U.S.C. International Acquisition includes Int'l Cooperative Programs, Sales & Transfers, Tech Security & Foreign Disclosure, Defense Exportability, and International Contracting. What interfaces must be controlled in derived systems requirements incorporated in program contracts to achieve the desired interoperability? 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