JPO, is evident throughout the process. Accordingly, a number of key factors contributed to success in meeting the overall program objectives of fielding as many survivable vehicles as fast as possible. First, the use of multiple vehicle manufacturers was a critical trade-off that allowed maximum expansion and use of the industrial base. This allowed the program to leverage the strengths of each participating manufacturer and pre- established supply chains. Attempts to focus on a common design would likely have resulted in increased competition for limited resources and a corresponding reduction in capacity. In addition, this decision brought in manufacturers that may have been less likely to commit resources given an all-or-nothing outcome. Finally, the competition brought about by multiple manufacturers allowed the Government to determine the best vehicles and shift production in that direction later in the program.
A second key factor in the production and integration effort involved the detailed DoD look at the entire supply chain, which allowed identification of key resource constraints such as tires and steel, and allowed for the implementation of efforts to mitigate these constraints. It also demonstrates the range of tools available to assist a rapid defense acquisition, such as a DX rating under the Defense Priorities and Allocation System. This powerful tool gives the Government priority status for materials needed for the program as well as resources needed to manufacture the product.
A third factor evident in this effort, as well as the entire MRAP program, is the focus on concurrent processes. As discussed under T&E, this factor introduces risk into
the program as it increases the chance of rework or of fielding a vehicle
The benefit, however, is that concurrency again strategy and speeds the capability to warfighters.
difficult to the overall
A fourth factor evident throughout the production and integration phases is the focus on partnering. These efforts, fostered by the JPO and DCMA, teamed MRAP manufacturers with test officials, DCMA representatives, and system integrators at SPAWAR. This teaming effort led to increased communications throughout the value stream and resulted in continual product and process improvement.