In January 2024, the F/A-18 and EA-18G Program Office (PMA-265) fielded an urgent call from a squadron in the Red Sea supporting Operation Prosperity Guardian. It wanted to carry more AIM-9X missiles on its Super Hornets to bolster its capability against Houthi attacks on merchant vessels. PMA-265 partnered with multiple program offices, the Naval Air Warfare Center Aircraft Division (NAWCAD), the Naval Air Warfare Center Weapons Division, and others to provide a flight clearance in just seven days, a process that—depending on complexity—ordinarily could take weeks or months. In this case, collaboration overcame multiple obstacles.
The Program Executive Office for Tactical Aircraft (PEO[T]) has 11 other program offices in addition to PMA-265, which provide comprehensive support to naval aviation aircraft, weapons, and other Navy and Marine Corps systems. Our work spans systems’ full life cycles—from research, design, and development to procurement, test and evaluation, engineering, and logistics.
Revamping RFIs
PEO(T) conducts market research to better involve industry at the start of the acquisition process. Done right, this creates space for innovation, expands the industrial base, and drives competition. Requests for information (RFIs) and sources-sought notices (SSs) convey to industry partners the government’s needs and how it intends to fulfill them contractually. These communications are typically industry’s first and best insight into Navy and Marine Corps requirements.
Early and frequent RFIs and SSs also give PEOs better insight into what industry can provide, which helps shape contracting strategies. They also test assumptions. For example, a program office might assume only an original equipment manufacturer (OEM) can provide a service or product because of complexity, timing, or cost. However, early communication with industry may reveal other vendors that can meet the need.
PEO(T) has also altered how it formulates RFIs and SSs. Instead of explicitly describing a system or service, we now define the desired capability and/or outcome. If vendors cannot meet the delivery deadline, they are given a chance to share capabilities they could provide in the future.
Over the past few years, we have made our language around technical data in RFIs and SSs open to more alternatives. Previously, it was usually assumed a vendor could not supply a product if it did not have access to all the original technical data at the outset. Now, we ask vendors to suggest alternative means to get the data—e.g., by partnering agreements—or if they can produce a similar product with the same form, fit, and function without OEM data.
Open Architecture
PEO(T) employs innovative development processes. We know the Navy must develop technology faster—but it has to do so affordably. That means the Navy and industry must continue to strengthen their partnership. One way to do so is through a modular open-systems approach (MOSA). Using Department of Defense–approved standards, MOSAs can lead to fast deployment of cost-efficient, adaptable, and reusable technology.
Open systems and standard architectures allow PEO and PMA teams to decompose a system into smaller subsystems, establishing and maintaining ownership of the interface and integration standards along the way. Subsystems can be competed among a much larger industrial base—so long as they comply with the standards.
PEO(T)’s Air Combat Electronics Program Office (PMA-209) leads MOSA efforts for avionics, sensors, and mission systems across Naval Air Systems Command–affiliated programs. Its avionics architecture team promotes multiple open standards. One was developed and sponsored in-house called Hardware Open Systems Technologies (HOST), a technical standard for high-performance embedded computing. It lays out requirements that a program manager or integrator can use to create a verifiably open system.
In addition to speeding technology deployment, it also widens the aperture for competition and participation from industry, including small businesses. Historically, the best most small businesses could hope for was to be selected to perform work as a subcontractor to a major prime. But open standards create more opportunities for Tier 2 and 3 vendors to compete directly.
Collaborative Forums
Industry input and feedback is critical. PEO(T) is committed to increasing the transparency of its performance and decision-making, as well as the collective situational awareness of the military, civilian, and industry team. One way we do this is through collaborative forums called heads-up display (HUD) meetings.
HUD meetings are for specific platforms, components, and problems to address and resolve barriers to delivery. They are part of the Naval Sustainment System—Aviation and facilitate conversation and problem-solving across Navy and Marine Corps teams. These meetings include the PEO and program office associated with the type/model/series; fleet stakeholders; supporting government entities; and industry teammates. HUDs bridge boundaries across otherwise stovepiped approaches.
PEO(T) uses the same guiding principles in every HUD meeting to set expectations, foster open and honest communication, and build trust. These principles emphasize collaboration and accountability. Participants are challenged to understand the root cause and embrace the “red,” which means sharing honest, sometimes brutal facts to get to the core of issues.
These forums have achieved numerous positive outcomes. For example, the Aircraft Launch and Recovery Equipment Program Office (PMA-251) relies on HUDs to keep the Electromagnetic Aircraft Launch System and Advanced Arresting Gear (AAG) program running as effectively as possible in support of the newest class of aircraft carriers. Before the first deployment of the USS Gerald R. Ford (CVN-78) in 2023, the AAG team developed and distributed an important software update in just three months. In a normal software update cycle, that task would typically require 18 months. The HUD meeting brought together Commander, Naval Air Force Atlantic; PEO(T); PMA-251; NAWCAD; and industry partners to identify and remove barriers and expedite a solution.
After an issue affecting the readiness of F-5 Tiger II depot aircraft was discovered in 2023, vendors joined a HUD discussion to team with the Adversary and Specialized Aircraft Program Office (PMA-226) and other participants to address the issue. When contract logistics vendors were included, the HUD resulted in immediate benefits and extended the life limit on the part in question. As a result, the adversary fighters gained an additional 2,100 hours of flight time before having to return to the depot.
Industry partners have similarly played a key role in the HUD forum for the General Electric (GE) F414 engine, the power behind the Navy’s twin-engine F/A-18E/F Super Hornet and EA-18G Growler. From 2019 to 2023, the F414 ecosystem experienced engine module shortages as it struggled to meet the goal of 341 mission-capable Super Hornets. The F414 HUD facilitated collaboration among all stakeholders and provided GE an inside look into how the engine shortfalls affected the fleet. Together, in November 2023, the Fleet Readiness Center Southeast, PMA-265, Naval Supply Systems Command, the Defense Logistics Agency, GE, and other organizations surpassed the goal of 1,451 ready-for-issue F414 engines for the first time since 2018—eight months ahead of the planned recovery schedule.
So, what do we need from industry partners in these HUD forums? Highlight roadblocks and issues early and identify where the government can help break down any barriers. Be prepared to speak to current status and any risks or issues and empower leaders to make real-time decisions. Because supply chain shortfalls remain a challenge, we ask our prime contractors to include sub-tier vendors in HUDs to field solutions as a team.
PEO(T) will continue to look for ways for government and industry teammates to stay aligned and innovate across its entire portfolio. Acquisition and sustainment of capability are essential to the nation’s ability to deter, fight, and win. Strong collaboration built on trust is our bond as we and industry work side by side to rapidly field and sustain capability for the fleet.
