The GAO has released their report on Modular Open Systems Approach (MOSA). The report begins with a title that says the most important point: the DoD needs better planning. Our collaborative voices, with the key participants across the MOSA Network, are working to provide recommendations.

Industry Must Collaboration to Help Achieve the Government’s MOSA Mandate

The recent GAO report Defense Department’s implementation of MOSA, clocking in at 75 pages long, has just been released. The report highlights significant gaps in planning, coordination, and implementation across programs. Despite the clear benefits of MOSA—such as reduced lifecycle costs, enhanced interoperability, and accelerated upgrades—the report reveals challenges in ensuring alignment across the DoD’s complex acquisition ecosystem.

Central to the findings is the need for better coordination across programs and portfolios to fully realize MOSA’s potential. For industry, this presents a unique opportunity to support the government by leveraging cross-program expertise, building horizontal product lines, and fostering collaboration through consortium-based networks of subject matter experts (SMEs). Companies offering modular, scalable solutions that can integrate across services and systems have a critical role to play in shaping the future of defense acquisition. Just as trade organizations, like electricians and plumbers, have a voice in the way their services are acquired, we in the defense industry should have a voice in seeing these benefits realized.

Some in the public think that the lack of rapid insertion of new technology, existing commercial solutions, and open architecture somehow serves a nefarious purpose by certain industry players in driving up costs for defense systems. People like to envision smoke filled rooms with fat cat defense contractors overselling unique and unnecessary customizations. No one that works in defense innovation would ever think this, however, because running a business is hard enough without having to reconfigure your solution for every single new proposal – it is not just annoying, it is driving innovative companies away from defense. One article described how helping the DoD acquire innovation is “…like negotiating with a toddler in the middle of a tantrum…” about the dinner they really need to survive. Many of us are veterans and we serve in the defense industry not because of the profits (which are historically slim and over regulated) but because we care about giving the best possible tech to those on the front lines defending the nation. A great summary of the industry perspective on this is captured in the Defense Reformation article on 18Theses.com. The GAO Report opens the door for a perspective that we can offer as participants in the economics of open defense competition.

The National Defense Industrial Association (NDIA) Architecture Committee, the Vertical Lift Consortium (VLC), Advanced Technology International (ATI), and many other participating organizations within the MOSA ecosystem are reviewing these findings and can offer a valuable industry perspective on how to move forward. When combined with new proposed legislation such as the FORGE act, the potential exists to radically improve defense acquisition innovation. Now is the time to coordinate our voices to ensure that we amplify the need for reform that we expect – not only members of the defense industry, but as citizens of the nation the Defense Department serves.

Key Takeaways from the GAO Report

1. Planning Gaps in Programs: Most programs failed to include key MOSA planning elements in acquisition documents, such as identifying which system components would be modular and how those components could evolve.

2. Limited Portfolio Coordination: Few Program Executive Offices (PEOs) had formal processes to coordinate MOSA implementation across programs, resulting in missed opportunities for interoperability and cost savings.

3. Resource Challenges: Military departments have yet to fully assess and prioritize the resources needed for MOSA implementation, leaving some programs without adequate funding or expertise.

4. Policy and Guidance Gaps: Existing DOD policies do not comprehensively address how MOSA should be implemented in rapid acquisition pathways like the Middle Tier of Acquisition (MTA).

To address these issues, the GAO made several recommendations, including improving MOSA planning and documentation, developing methods for assessing costs and benefits, and fostering collaboration across programs and portfolios.

The Role of Industry in Cross-Program Coordination

The GAO report underscores the importance of portfolio-level collaboration to achieve MOSA’s potential benefits. For industry, this means moving beyond the traditional model of vertically integrated, single-customer solutions to embrace horizontal product lines and scalable architectures that can integrate across multiple platforms and services. Here’s a potential path forward:

1. Deliver Horizontal Solutions for Cross-Service Integration

• Challenge: Many DOD programs are siloed, with contractors developing proprietary, vertically integrated solutions for specific platforms or service branches.

• Opportunity: Companies that offer modular, interoperable components—such as open mission systems, software-defined architectures, or scalable communication modules—can enable cross-service integration and reuse across programs.

• Action: Develop and market products designed with open interfaces and standards that align with MOSA principles, ensuring compatibility across diverse systems.

2. Partner with PEOs and Portfolios

• Challenge: Few PEOs have formal processes to coordinate MOSA implementation across their portfolios, leading to redundant development and missed opportunities for shared solutions.

• Opportunity: Industry can step in as a partner to help PEOs identify common requirements, share lessons learned, and leverage modular solutions across programs.

• Action: Establish regular engagement with PEOs and acquisition officials to offer horizontal product lines tailored to portfolio-wide needs.

Building a Network of SMEs Across Multiple Consortia

One of the most impactful ways to support the DOD’s transition to MOSA is through a consortium-based network of SMEs. The MOSA Network can provide a platform for collaboration, innovation, and knowledge-sharing across industry and government by first recognizing that the key participants are involved in many consortia, each with a valuable perspective from standards to contracting lessons learned. Here’s what we can achieve together:

1. Foster Collaboration Across Programs

• Recommendation: Establish working groups focused on cross-service interoperability, sharing best practices, and aligning on common standards.

• Action: Convene consortium members to review portfolio-level MOSA opportunities and identify where horizontal solutions can reduce redundancy and cost.

2. Develop Resources for MOSA Planning

• Recommendation: Address the GAO’s finding that programs often lack the expertise to incorporate MOSA into acquisition documents.

• Action: Create templates, guidelines, and training materials to help government programs document MOSA requirements effectively. Leverage SME expertise to provide hands-on support for program offices.

3. Facilitate Cost-Benefit Analyses

• Recommendation: The GAO emphasized the need for consistent methods to evaluate MOSA costs and benefits.

• Action: Develop standardized tools and methodologies for assessing MOSA’s lifecycle value. A consortium can lead pilot projects to demonstrate cost savings and provide data to inform future decisions.

4. Advocate for Policy Alignment

• Recommendation: Address gaps in DOD policy and guidance that hinder MOSA implementation.

• Action: Use the consortium as a unified voice to recommend policy changes, such as requiring MOSA coordination at the portfolio level or clarifying expectations for rapid acquisition pathways like the MTA.

Case Studies in Success

The GAO report highlighted examples where leadership emphasis and horizontal thinking led to successful MOSA implementation:

• Future Long Range Assault Aircraft (FLRAA): The Army’s tilt-rotor aircraft program incorporated MOSA early, enabling faster fielding of innovations and cost savings across the aviation portfolio.

• Stand-In Attack Weapon (SiAW): Air Force leadership mandated a MOSA for this munition program, prioritizing long-term adaptability and competition.

These programs demonstrate that with the right vision and coordination, MOSA can deliver on its promises. Industry must follow their lead by offering solutions that prioritize interoperability and adaptability.

A Collaborative Path Forward

The GAO report makes it clear that DOD cannot achieve MOSA’s potential benefits alone. It needs industry partners who can think beyond individual contracts and deliver scalable solutions that work across services and systems. By prioritizing horizontal product lines, fostering collaboration through consortiums, and addressing planning and resource gaps, industry can play a pivotal role in shaping the future of defense acquisition.

At the MOSA Summit, we aim to bring together the brightest minds in industry and government to advance this vision. Join the conversation, share your expertise, and help us build the collaborative ecosystem needed to make MOSA a success. Together, we can redefine what’s possible in defense innovation.