Acquisition Is the Bottleneck. The Tools to Fix It Already Exist.

Why It Matters

If the DoD cannot modernize its acquisition framework, critical warfighting software will lag behind evolving threats, eroding operational advantage. Implementing Kroger’s reforms could slash costs, accelerate capability delivery, and set a new standard for federal tech procurement.

Key Takeaways

• "Water‑scrum‑fall" ties agile sprints to hardware‑style contracts
• Kessel Run delivered five apps in 124 days, 85% faster
• Section 31 cut analysis time from three hours to 15 minutes
• Cancel underperforming contracts; shift funding to successful efforts
• Statutory tools like OTAs and SBIR Phase III already enable rapid contracts

Pulse Analysis

The bottleneck in U.S. defense software is not technology but acquisition. Legacy procurement rules, designed for hardware, lock requirements before users can provide feedback, forcing developers to chase outdated specifications. This "water‑scrum‑fall" model inflates schedules, inflates costs, and can even endanger lives, as Kroger’s Air Force intelligence experience illustrates. Understanding the existing FAR framework is the first step toward reform, because many agencies overlook the flexibility already built into the regulations.

Proof of concept comes from the DoD’s own software factories. Kessel Run’s five operational applications were fielded in an average of 124 days—a reduction of 85 percent compared with traditional timelines—while the Space Force’s Section 31 delivered eight tools in just 64 days, shrinking a critical conjunction‑analysis process from three hours to 15 minutes. These successes demonstrate that outcome‑focused, venture‑capital‑style growth boards can coexist with familiar acquisition language, allowing rapid delivery without breaking institutional norms. However, early gains faded when leadership changes reverted contracts to staff‑augmentation models, underscoring the need for institutional continuity.

The remedy lies in leveraging existing statutory mechanisms rather than crafting new legislation. Other Transaction Authorities, FAR Parts 12 and 13, and SBIR Phase III contracts already permit competition‑free, 30‑day award cycles and flexible funding across multiple budget activity codes. Kroger’s recommendations—cancelling failing contracts, aligning budget elements, and measuring performance with DORA metrics—translate these tools into a repeatable, three‑horizon investment model. If adopted, the DoD could consistently achieve 180‑day production targets and weekly software releases, delivering mission‑critical capabilities at the speed modern warfare demands.