**Accelerating Defense: How Speed in Contracting Gives the U.S. Military a Tactical Edge**
In the high-stakes world of military operations, the ability to rapidly acquire and deploy technology can be a decisive factor. A recent report from the George Mason University Center for Government Contracting delves into this critical topic, examining the concept of “speed” in the defense procurement process—from initial contracting to getting vital technology onto the battlefield. We spoke with Stephanie Halcrow, a senior fellow at the center and co-author of the report, to uncover the key findings and recommendations.
### The Power of Speed in Contracting
The report, co-authored with Dr. Jim Hasik of the Stevens Institute of Technology, focuses on contracting as a pivotal area where speed can provide a significant competitive advantage. “When my co-author and I started to banter about like what was going to be our next project,” Halcrow explains, “we said, you know, let’s pick something that frankly, you know, government has complete control of and is something that is at a tactical level and contracting.”
The research reveals several key advantages of speeding up the contracting process:
1. **Delivering Value Sooner:** The most obvious benefit is that faster contracting means technology and solutions can be deployed and start providing value much quicker.
2. **Reducing Overall Costs:** A longer contracting process often drives up costs. Halcrow emphasizes that “the longer it takes you to do this contract, the higher you drive the price, the more expensive it gets.”
3. **Technological X-Factor:** Perhaps the most significant finding is that speed in contracting can be the “X factor” in technology development. Getting the right people working on a technology sooner can dramatically accelerate its advancement and readiness.
### Historical Successes and Modern Challenges
The report draws on historical examples, highlighting the U.S. advantage in World War II, where the ability to quickly replace lost equipment was a major factor. A more recent example is the MRAP (Mine-Resistant Ambush Protected) vehicle program. “They didn’t have any special authorities. They didn’t any waivers to do what they did,” Halcrow notes. “They used all the same rules and regulations and policies that were available to any organization at the time, but they just did it faster. They embraced speed, and frankly, the end result was lives were saved.”
Today, the nature of warfare has evolved, with advanced technology like AI, high-capacity computers, and sophisticated drones becoming central. The challenge is balancing this complexity with the need for speed. Halcrow argues that the foundational approach remains the same: “So you have these big ideas, like in World War II, okay, we won World War II, but when you can directly link a single program and the ability to deliver that program to the war fighter actually results in lives saved, that is something tactical contracting teams should really embrace.”
### Recommendations for a Faster Future
So, how can defense departments foster a culture of speed? The report offers clear guidance:
* **Make the Decision to “Go Fast, Fast”:** It starts with a mindset shift. “First and foremost, make the decision to go fast, fast,” Halcrow urges. This commitment must come from the highest policy levels down to the tactical contracting teams on the ground.
* **Shift the Focus from “Reform” to “Speed”:** While past efforts focused on “reform,” Halcrow suggests that talking about “speed” is more direct and measurable. “I encourage policy folks to start talking speed and to drop the term reform.”
* **Invest in the Workforce:** Speed isn’t just about process; it’s about people. “Investing in the workforce” means providing the right tools, including modern IT systems and networks. “If a network is down half the day, how can the workforce do their jobs efficiently? How can they move fast?”
### FAQ: Addressing Common Concerns
**Q: Doesn’t prioritizing speed lead to reckless spending and failures, like past projects that moved too fast?**
**A:** Not necessarily. The report argues that the current system’s caution often leads to delays or failure to deliver anything at all. Speed should not mean bypassing necessary oversight, but rather streamlining the process. The example of the MRAP program shows that speed can be achieved within the existing regulatory framework. The goal is to deliver capabilities that *work* faster, not to cut corners.
**Q: What are the main “speed bumps” preventing faster contracting today?**
**A:** According to Halcrow, the primary obstacles are not a lack of laws or regulations, but a slow paradigm and an approach at the tactical level. She points out that programs like MRAP proved that existing rules can be followed while still moving fast. The biggest hurdle is often the cultural resistance to prioritizing speed over extreme caution.
### Conclusion
The report from George Mason University provides a compelling case for rethinking defense procurement through the lens of speed. In an era of rapidly evolving technology, the ability to contract and deploy solutions quickly is not just an administrative advantage—it is a critical tactical and strategic imperative. By making a conscious decision to prioritize speed, investing in the necessary workforce tools, and shifting the narrative from “reform” to “velocity,” the defense community can unlock significant advantages, save lives, and maintain a decisive edge on the modern battlefield.
