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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? b) The acquisition strategy defines the program structure used to achieve full capability and the approach to be followed in Full-Rate Production & Deployment. IA&E Assessment results should be used to establish the international involvement aspects of a program’s initial Acquisition Strategy. 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. 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. What allied and friendly nation interoperability requirements have been established by the user community? International cooperative development programs are preferred over a joint or DoD Component unique program. 2751, et. Are there allied and/or friendly countries with common or similar operational requirements for a new development or major modification program/system? (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. 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 program’s P&D and O&S acquisition 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). 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. 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). Flexibility and creativity in conducting the actual assessment should be encouraged. 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. Does any country (or group of countries) have a planned or ongoing acquisition program addressing similar requirements? 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 program’s Acquisition Strategy to comply with 10 USC 2431a (subparagraph (c)(2)(G)) and 10 USC 2350a (para (e)) and DoD 5000 series requirements. (1), page 92). Click card to see definition -IA&E Planning & Analysis incorrect Let us look at a few of the most important of these factors. d. An international acquisition typically generates quicker and larger cash flows than the establishment of a new subsidiary. 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 … (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). 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? What interfaces must be controlled in derived systems requirements (specifications, statements of work, etc.,) to achieve the desired interoperability? 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. DoD International Acquisition & Exportability (IA&E) efforts with allied and friendly nations are based on two fundamental principles: Clearly, some language learners are successful by virtue of their sheer determination, hard work and persistence. International Acquisition and Exportability . 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. (DoDI 5000.02. (DoDI 5000.02, Enclosure 2, paragraph 7.a, page 92). Mission Enable the Delivery and Sustainment of Secure and Resilient Capabilities to the Warfighter and International Partners Quickly and Cost Effectively 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. Historically programs with a significant level of projected international activity have conducted an initial IA&E analysis to support program planning. 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. 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