Contents

Under Secretary Of Defense For Acquisition And SustainmentEdit

The Under Secretary of Defense for Acquisition and Sustainment (A&S) is a senior civilian official in the United States Department of Defense (DoD) responsible for shaping how the department buys, builds, and keeps its military capabilities ready. This role sits in the top ranks of the civilian leadership, typically reporting to the Secretary of Defense and working closely with the Deputy Secretary and the undersecretaries who manage operations across the department. The A&S office directs policy, oversight, and execution of the defense acquisition system, with an emphasis on delivering reliable systems on time and at a predictable cost, while maintaining a robust domestic industrial base and sustainment capacity for the armed forces. The position is empowered to set broad direction for acquisition reform, program management, and logistics, and it coordinates across the military departments—the Army, the Navy, and the Air Force—and with allied partners.

The office operates at the intersection of national security strategy, procurement law, and industrial policy. In practice, the Under Secretary guides the life cycle of major weapon systems and essential services—from concept through development, production, deployment, and sustainment—while promoting competition, accountability, and value for taxpayers. This involves policy development under the framework of the Federal Acquisition Regulation (FAR) and related defense-specific rules, oversight of major programs, and management of the sustainment enterprise that keeps aircraft, ships, vehicles, and information systems mission-ready in peacetime and during conflict. The A&S function also encompasses supply chain resilience, cybersecurity for defense acquisitions, and efforts to preserve an efficient and innovative industrial base that can respond rapidly to national security needs. See Department of Defense and Federal Acquisition Regulation for foundational governance.

Role and Scope

  • Acquisition policy: Establishes the rules and standards that govern how the DoD buys goods and services, prioritizing cost certainty, performance, and schedule discipline. See Defense Acquisition System.
  • Program oversight: Provides governance for major programs, including ACAT programs such as Major Defense Acquisition Program initiatives, balancing risk, cost, and capability.
  • Sustainment and logistics: Ensures that fielded systems remain effective through maintenance, parts supply, and lifecycle management, coordinating with the Defense Logistics Agency and related entities.
  • Industrial base policy: Maintains a robust and secure domestic industrial base capable of supplying critical materials, components, and manufacturing capacity, with attention to resilience and security.
  • Budget and reform: Shapes budgeting approaches and procurement reform efforts to reduce waste, accelerate fielding, and curb cost growth without compromising capability. See National Defense Authorization Act for annual context.
  • Interagency and alliance collaboration: Aligns DoD acquisition with broader national-security objectives and partner interoperability, engaging with congressional committees and allied defense organizations. See Congress of the United States and Senate Armed Services Committee.

History and Evolution

The modern DoD acquisition enterprise emerged from reorganizations designed to streamline procurement and assign clear accountability for cost, schedule, and performance. The office of the Under Secretary for Acquisition, Technology, and Logistics (AT&L) evolved through reforms in the late 20th and early 21st centuries as responsibilities for technology, weapons programs, and logistics were realigned to sharpen focus on deliverables. In recent years, the department reorganized to emphasize acquisition and sustainment as distinct yet tightly integrated functions, renaming the role to Under Secretary of Defense for Acquisition and Sustainment (A&S) to reflect a greater emphasis on life-cycle management and readiness. This shift sought to reduce bureaucratic friction, improve accountability for major programs, and accelerate fielding of capabilities that matter for national security. See Defense Acquisition System and Major Defense Acquisition Program practices.

Appointment, Tenure, and Accountability

The Under Secretary is a presidential appointee confirmed by the United States Senate and serves at the pleasure of the President, subject to Senate confirmation. The selection process emphasizes a track record of defense acquisition management, budget discipline, and a demonstrated commitment to accountability and reform. The A&S office reports to the Secretary of Defense and works in concert with the Deputy Secretary of Defense to ensure that policy and execution are aligned with national security priorities and the department’s strategic objectives. Oversight comes from Congress, including hearings and budget reviews, and the DoD Inspector General conducts evaluations of program management and compliance with acquisition laws and regulations. See Federal Acquisition Regulation and Defense Acquisition Board for governance mechanisms.

Controversies and Debates

Debates surrounding the acquisition and sustainment enterprise often center on speed versus rigor, cost control versus capability, and the appropriate balance between competition and program stability. From a perspective that prioritizes readiness and value to taxpayers, supporters of the A&S framework argue:

  • Speed and flexibility: Critics claim the procurement process can be slow and expensive. Proponents contend that disciplined but agile processes—when properly managed—allow rapid prototyping, modular design, and iterative fielding without sacrificing accountability. This is where authorities such as Other Transaction Authority and streamlined contracting are discussed in light of efficiency and risk management.
  • Cost discipline: The defense budget must deliver credible capability within constrained resources. The right-of-center view emphasizes strict cost control, transparent reporting of cost growth, and incentives for contractors to meet milestones. The defense acquisition system is urged to avoid cronyism and to reward performance-based contracts that align price with proven outcomes.
  • Industrial base and domestic resilience: Maintaining a strong domestic industrial base is a priority, with emphasis on supply chain security and on-shoring where feasible. Critics from various perspectives worry about overreliance on a small set of suppliers or foreign dependencies; supporters stress that a robust, competitive domestic economy is essential to national security.
  • Oversight versus bureaucracy: There is ongoing tension between necessary oversight and excessive regulation. Advocates for reform push for streamlined processes, greater competition, and more straightforward governance, while recognizing that proper checks and balances are essential to prevent waste, fraud, and mismanagement.
  • Interoperability and alliance cohesion: Ensuring that procurement decisions support allied interoperability and collective defense objectives remains a central concern, particularly in joint operations with NATO and other partners. This is balanced against the need to protect sensitive technologies and maintain a strategic advantage.

Controversies against the backdrop of budget cycles and political change are common. Proponents argue that the A&S framework, properly applied, delivers better capability faster and at predictable cost; critics contend that excessive reform can disrupt ongoing programs or create uncertainty for industry and the armed services. The discussion typically emphasizes value, accountability, and national security outcomes rather than signaling trends in broad political culture. See National Defense Authorization Act for annual policy context and Defense Contract Management Agency for implementation oversight.

See also