United States Special Operations Command Acquisition Authorities (CRS Report for Congress)
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| Release Date |
July 9, 2018 |
| Report Number |
R45252 |
| Report Type |
Report |
| Authors |
Moshe Schwartz; Jason A. Purdy |
| Source Agency |
Congressional Research Service |
Summary:
United States Special Operations Command (SOCOM) is the Unified Combatant Command
responsible for training, doctrine, and equipping all special operations forces of the Army, Air
Force, Marine Corps and Navy. SOCOM has been granted acquisition authority by Congress to
procure special operations forces-peculiar equipment and services.
There is a perception among some observers and officials that SOCOM possesses unique
acquisition authorities that allow it to operate faster and more efficiently than the military
departments.
SOCOM possesses unique acquisition authorities when compared with other combatant
commands. However, SOCOM is generally held to the same statutory and regulatory acquisition
requirements as the military departments and, in some instances, has less acquisition authority.
There are no unique authorities granting SOCOM exemptions or waivers from acquisition
requirements. But when it comes to acquisition, SOCOM is different than the military services.
SOCOM’s acquisition performance is influenced by the size of the organization, focus of its
acquisitions (which are limited to special operations-specific goods and services), and smaller
size of its programs in terms of both scope of development and dollars. The current SOCOM
Acquisition Executive reiterated these points when he reportedly stated that “[SOCOM’s] ability
to move relatively fast is a function of scale.”
These factors allow SOCOM to maintain the majority of its procurement programs at Category III
levels, thereby reducing the oversight and bureaucratic burden, and allowing critical Milestone
Decision Authority to remain at lower levels within the Command. As a result, some observers
have argued that the SOCOM acquisition process is often capable of executing faster (and failing
faster), maintaining closer communication between leadership and users, being more nimble, and
fostering a culture willing to assume more risk.
