Return to Pilot Programs

PILOT PROGRAMS TO
REDUCE TOTAL OWNERSHIP COSTS
(R-TOC)

CHEYENNE MOUNTAIN COMPLEX (CMC)

Description

The Weapon System

The Cheyenne Mountain Complex (CMC) is located at the Cheyenne Mountain Air Station, near Colorado Springs, Colorado. CMC receives input from sensors located worldwide tracking air breathing and space borne vehicles and objects. CMC provides an assessment function based on the inputs. The product of this assessment is provided to decision-makers at National Command Authority and CINC level. The CMC baseline consists of 24 communications, processing, and display systems.

Production Status, Population, and Planned Life

CMC is a unique installation with an indefinite planned life.

Prime contractor: Integrated Space Command and Control Contract (ISC2), awarded to Lockheed Martin Mission Systems, 19 September 2000.

Office of Primary Responsibility: System Program Director, Strategic and Nuclear Deterrence C2 SPO

R-TOC Focus Areas: (From USD (AT&L) memorandum dated May 10, 1999)

  1. Reduced demand from weapon systems via reliability and maintainability improvements
    • Two CMC pilot programs (Pathfinders) were awarded in February 2000. One program will migrate from mainframe computers to PCs and GCCS computers. The other project will merge Theater and Strategic data on PCs from large workstations.

  2. Reduced supply chain response times, leading to reduced spares, system support footprint, and depot needs

  3. Competitive sourcing of product support, leading to streamlining and overhead reductions
    • The System Program Office (SPO) has identified an overarching product support strategy, which is designed to reduce the total cost of CMC ownership. The strategy to be applied is the Integrated Space Command and Control Contract (ISC2). This contract was awarded 19 September 2000, and is currently in the implementation phase.
    • There has been extensive internal discussion to structure the various contract provisions to make the best use of the Total System Performance Responsibility (TSPR) concept. Three major thrusts have emerged: 1.) to create a long-term Government/Contractor relationship, 2.) to internalize in the Contractor a sense of program ownership, and 3.) to allow the Government to reduce the size of the SPO because the Contractor was assuming responsibility for given functions. Full contract implementation will require joint Government and Contractor efforts over the first several years of this fifteen-year contract. The ISC2 contract was awarded in two phases: Migration Demonstration (MD) and Execution.
    • One major goal to be attained by award of the ISC2 Contract is the creation of a long-term Government/Contractor partnership. The benefits of longer-range stability are to allow for continuous planning, predictability and continuity, and to reduce the overhead costs to the government of frequent source selection activities. The challenge will be to create and apply effective metric criteria and to identify the appropriate rewards and penalties, which will ensure productive performance on the part of the Contractor.
    • This "partnering" approach has the objective of creating a sense of program ownership within the Contracting firm, thus eliciting strong and continued corporate commitment to the program's success and cost effectiveness. It is envisioned that such conditions will make it possible and profitable for the Contractor to bring their own resources to bear on the program, reducing the Government's costs.

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