Building a Broader Base for Evidence-Based Acquisition Policy-making

Abstract

One of the primary responsibilities of the under secretary of defense for acquisition and sustainment (USD[A&S]) is to ensure the health of the overall Defense Acquisition System (DAS)—as distinct from the health of any particular acquisition program, portfolio, or pathway. USD(A&S) can bolster the health of the DAS by developing and promulgating sound acquisition policy that improves the function and operation of the DAS at the enterprise level. The premise of this paper—and the premise of OUSD(A&S) leadership—is that acquisition policy-making should be data-driven. However, there are limitations of relying on empirical (e.g., historical) data to guide acquisition policy. In light of these limitations, we argue that acquisition policy-making more generally should be evidence-based in recognition of a wider range of analytic tools that can be brought to bear on acquisition policy questions. This report, intended for acquisition professionals, summarizes the case for a broader evidence base and then focuses on one specific tool that we suggest may add analytic value: policy gaming.