Pentagon scraps 'joint requirements' process in major acquisition reform
The Pentagon is ditching a cornerstone process that has governed military acquisitions for over two decades, according to an Aug. 20 memo from the Office of the Secretary of Defense.
Defense Secretary Pete Hegseth and Deputy Secretary Steve Feinberg announced the termination of the Joint Capabilities Integration and Development System (JCIDS), the process established in 2003 to ensure military services coordinate their equipment needs rather than pursuing duplicative programs.
The Defense Department will change how it validates and prioritizes technology requirements, replacing what critics have long derided as a slow, paper-heavy system with what officials promise will be a more agile, industry-friendly approach.
JCIDS under siege
JCIDS emerged in the early 2000s as part of broader Pentagon reforms following the Goldwater-Nichols Act, designed to break down service stovepipes and ensure the Army, Navy, Air Force and Marines collaborated on equipment purchases. The system required extensive documentation and multi-layered reviews before any major program could move forward. The process became notorious for its glacial pace. Government Accountability Office audits repeatedly found that JCIDS validation could take multiple years, generating "hundreds of pages of requirements documents" while doing little to speed critical capabilities to warfighters. Industry executives routinely complained about the system's bureaucratic maze that added years to already lengthy acquisition timelines. The criticism intensified as the Pentagon faced pressure to compete with rapidly advancing Chinese military capabilities, particularly in emerging technologies such as artificial intelligence, hypersonic vehicles and space systems where speed-to-market is crucial.
New acronyms
The new system introduces a alphabet soup of entities that defense contractors and Pentagon officials will need to master: Requirements and Resourcing Alignment Board (RRAB): The new central body co-chaired by the Vice Chairman of the Joint Chiefs and the Deputy Secretary of Defense. The RRAB will integrate requirements and prioritize resources and will be run by the director of Cost Assessment and Program Evaluation and other senior officials. Key Operational Problems (KOP): The problem-focused framework that will drive requirements, replacing JCIDS' capability-based approach. Joint Acceleration Reserve (JAR): A dedicated funding mechanism maintained by the Cost Assessment and Program Evaluation office to rapidly resource priority problems identified by the RRAB. Mission Engineering and Integration Activity (MEIA): A new technical body under the undersecretary of defense for research and engineering designed to provide expertise and facilitate industry engagement. Targeting the 'Valley of Death'
The reforms aim to address what Pentagon officials call the "valley of death" — the gap between promising research and actual fielded capabilities. The JAR funding mechanism is designed to bridge this gap by "allowing for the alignment of JAR funding to military services' annual budget requests," according to the memo.
This approach could prove beneficial for space and defense tech companies that have struggled with the Pentagon's traditional requirement to fully define capabilities before funding development. The new system promises to "provide a demand signal that supports industry innovation."
The memo directs military departments to provide "approved requirements and program data to support this transition" as JCIDS is disestablished and RRAB takes its place.
Broader reform agenda
JCIDS' elimination represents one element of what Hegseth and Feinberg describe as a "broader acquisition reform agenda" focused on reducing bureaucratic bottlenecks and accelerating technology fielding. The memo emphasizes removing "low-value-add review, approval, staffing, documentation or certification processes" that have characterized Pentagon acquisitions.
The reform also strengthens the role of individual military services in identifying their specific needs and requirements, potentially giving service acquisition executives more autonomy in shaping their technology portfolios.
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