The Fiscal Year (FY) 2022 National Defense Strategy (NDS) articulates a vision and direction for the Department of Defense (DoD or Department) focused on addressing the national security imperatives of our time.To meet challenges and seize opportunities, the 2022 NDS priorities are: Defending the homeland, paced to the growing multi-domain threat posed by the People’s Republic of China (PRC) ; Deterring strategic attacks against the United States, Allies, and partners ; Deterring aggression, while being prepared to prevail in conflict when necessary, prioritizing the PRC challenge in the Indo-Pacific, then the Russia challenge in Europe ; Building a resilient Joint Force and defense ecosystem. The Department will advance our goals through three primary ways: Integrated deterrence, campaigning, and actions that build enduring advantages.

The DoD spends billions of dollars each year to maintain key business operations, including systems and processes related to the management of contracts, finances, the supply chain, support infrastructure, and weapon systems acquisition. A number of these areas are vulnerable to fraud, waste, abuse, and mis-management and because of opportunities to achieve greater efficiencies and free up resources for higher-priority needs. This study assessed the extent to which DoD has taken steps to: (1) implement management frameworks for business transformation; and (2) develop business transformation plans, supported by a strategic planning process, that enable them to align goals and planning efforts and measure progress. A print on demand report.

"The mission of the Department of Defense is to protect the American people and advance our national interests. The challenges facing the United States are immense, but so too are the opportunities. The 2010 Quadrennial Defense Review (QDR) set forth priority objectives for the DoD to meet these challenges and seize opportunities: prevail in today's wars; prevent and deter conflict; prepare to defeat adversaries and succeed in a wide range of contingencies; preserve and enhance the All-Volunteer Force; and reform the business and support functions of the Defense enterprise. This Strategic Management Plan (SMP) establishes management goals for business operations linked to the DoD's overarching strategic goals and objectives. Amplifying the QDR's call for business improvements, this SMP establishes specific business goals that directly support the Strategic Goals of the QDR, as well as further articulates changes needed in the DoD's business domain, while ensuring unity of effort across the enterprise. This SMP covers a 2-year period, Fiscal Years 2012-2013, and includes seven overarching business goals: (1) Strengthen and right-size the DoD total workforce, (2) Strengthen DoD financial management, (3) Build agile and secure information technology capabilities, (4) Increase the buying power of the DoD, (5) Increase operational and installation energy efficiency, (6) Re-engineer/use end-to-end business processes, and (7) Create agile business operations that support contingency missions. Each business goal is supported by key initiatives needed to achieve the business outcome. Goal owners will oversee and monitor the progress of these activities through established internal mechanisms that govern business activities. Background information on the statutory requirements for the SMP is provided in Appendix 1, a description of each goal and its associated initiatives is contained in Section 2, and measures/milestones for each goal/initiative are contained in Appendix 2"--DTIC abstract.

Section 324 of the National Defense Authorization Act (NDAA) for Fiscal Year 2014 required DOD to establish a policy regarding the retrograde, reconstitution, and replacement of units and materiel used to support overseas contingency operations and to submit a plan for implementation of the policy within 90 days of the enactment of the NDAA. The act required DOD to submit annual updates for the next 3 years on its progress toward meeting the goals of the plan. The act also included a provision for us to review and report on DOD’s policy and implementation plan and its annual updates. For this report on DOD’s second annual update, we evaluated the extent to which DOD has addressed our May 2016 recommendations. Specifically, we assessed the extent to which (1) DOD has established a strategic policy consistent with leading practices on sound strategic management planning for the retrograde and reset of operating forces that support overseas contingency operations, (2) DOD has developed and required the use of consistent information and descriptions of key terms regarding retrograde and reset in relevant policy and other guidance, and (3) each of the services has developed and implemented a service-specific plan consistent with leading practices on sound strategic management planning for the retrograde and reset of operating forces that support overseas contingency operations.

DoD¿s management of its supply chain network is critical to supporting military forces in Iraq, Afghanistan, and elsewhere and also represents a substantial investment of resources. As a result of weaknesses in DoD's management of supply inventories and responsiveness to warfighter requirements, supply chain management is a high-risk fed. gov¿t. program. In July 2010, DoD issued a new Logistics Strategic Plan that represents the dept's. current vision and direction for supply chain management and other logistics areas. This testimony: (1) describes DoD's prior strategic planning efforts in the area of logistics; (2) highlights key elements in the new Logistics Strategic Plan; and (3) discusses opportunities for improvement in future iterations of this plan. Ill.