US Air Force Revamps Strategy, Buys Smarter for Indo-Pacific

As tensions rise in the Indo-Pacific, the US Air Force is rethinking how it acquires and integrates new weapons systems. Facing the possibility of a conflict with China, the service is shifting its focus toward a more agile and collaborative approach. This strategy includes building direct relationships with smaller suppliers and emphasizing programs that align with the demands of modern warfare.

Acquisition Chief Andrew Hunter, speaking at Defense One’s State of Defense Business event last week, outlined the Air Force’s evolving strategy and highlighted the importance of mission systems, affordability, and innovation in ensuring the US maintains its edge.

Moving Beyond the Traditional Model

At last week’s event, Hunter acknowledged that the typical acquisition process—focused on cost, schedule, and performance—is no longer sufficient for today’s complex battlefields.

For instance, a potential conflict in the Pacific would require operating thousands of interconnected systems across vast distances. To meet this challenge, the Air Force is prioritizing “mission systems” development and fostering “direct relationships with suppliers” rather than relying solely on traditional defense contractors.

This shift opens the door for smaller providers to contribute directly to critical projects, increasing competition and innovation.

While prime contractors still play a role in integrating systems, future contracts will favor those offering “best of breed” mission systems.

Programs like the collaborative combat aircraft (CCA) illustrate this new approach. The CCA program allows companies to bid on future tranches, maintaining a dynamic and competitive relationship with the industry.

Lessons from Past Failures

Hunter also reflected on past acquisition missteps, particularly fixed-price contracts that underestimated development risks. Boeing’s T-7 trainer and KC-46 tanker programs, which faced significant delays and financial losses, serve as cautionary tales.

The Air Force is adopting a more flexible approach to avoid similar pitfalls, balancing risk between the government and contractors and ensuring that companies remain profitable and can retain the engineering talent necessary for complex projects.

Hunter emphasized that a healthy industrial base is essential. “We need the best of the best,” he said, warning against driving companies into unprofitability, which could deter investment and talent in critical areas.

“…[W]e need to be careful not to push an industry to a place where they are unprofitable, unattractive to capital, and unattractive to human talent,” he said.

Collaborative Combat Aircraft

One of the most exciting developments in the Air Force’s modernization efforts is the ramped-up experimentation with collaborative combat aircraft (CCA), or “robot wingmen.” These drones, as previously discussed, are designed to work alongside manned fighters, providing tactical support and expanding the capabilities of traditional aircraft.

The Air Force has recently approved additional CCA purchases for its experimental operations unit at Nellis Air Force Base in Nevada.

General Atomics and Anduril, the two companies developing initial CCA prototypes, have already cleared critical design reviews.

The Air Force expects to begin flight tests next year, a crucial step toward operational deployment. These drones are intended to be affordable and scalable, ensuring that the service can procure them in large numbers without breaking the budget.

Building Trust with Autonomous Systems

The experimental operations unit at Nellis will play a vital role in refining tactics, techniques, and procedures for integrating CCAs into combat scenarios.

The Air Force aims to build trust with these autonomous systems by using real assets in a controlled environment. This includes understanding how they interact with manned fighters and evaluating their performance in complex missions.

General Atomics and Anduril have designed their CCAs to be cost-effective alternatives to manned aircraft.

According to Hunter, these drones will cost a fraction of an F-35, making them an attractive option for expanding the Air Force’s capabilities without straining its budget.

This focus on affordability aligns with broader modernization efforts, including the development of a sixth-generation fighter and next-generation tanker.

Affordability and Modernization: Balancing Priorities

Hunter stressed that affordability is a cornerstone of the Air Force’s modernization strategy.

As the service works on three interconnected programs—the CCA, the Next Generation Air Dominance (NGAD) fighter, and the next-generation tanker—budget constraints remain a significant challenge.

Air Force Secretary Frank Kendall has signaled that the current plans may need to be adjusted, reinforcing the importance of cost management from the outset.

The Air Force’s approach to CCAs exemplifies this balance. By focusing on “good enough” solutions rather than aiming for perfection, the service can keep costs in check while still delivering effective capabilities.

This pragmatism ensures that the service can meet its operational goals without compromising its financial sustainability.

Final Thoughts

The US Air Force’s overhaul of its acquisition strategy marks a pivotal shift in how the service prepares for future conflicts. By emphasizing mission systems, fostering competition, and prioritizing affordability, the Air Force is positioning itself to meet the challenges of a potential conflict in the Indo-Pacific.

Programs like the collaborative combat aircraft highlight the service’s commitment to innovation and adaptability, ensuring that it remains a formidable force in the face of evolving threats.

As the Air Force continues to experiment and refine its approach, these efforts will undoubtedly play a critical role in shaping the future of air combat.