The newly established Department of Government Efficiency (DOGE) is urged to expedite the defense acquisition process and diminish barriers to foreign military sales, according to Linden Blue, CEO of General Atomics’ aeronautical systems division, in a recent letter directed to DOGE head Elon Musk.

Challenges in the Export Market

In his letter dated January 24, Blue highlighted that ineffective U.S. Government (USG) policies and slow bureaucratic decision-making have allowed competitors such as China, Turkey, and Israel to gain traction in international markets. He noted, “Sales lost to these competitors while we waited on some USG action means less funding available for reinvestment into R&D and modernized manufacturing infrastructure.”

Emphasizing the need for decisive leadership, Blue criticized past reform initiatives as often supervised by the very bodies requiring change, leading to a lack of significant improvement. “DOGE has the potential to drive meaningful change, and we are ready to help where we can,” he asserted.

Calls for Reform and Accountability

Blue’s correspondence follows a similar letter from L3Harris CEO Chris Kubasik to Musk, where he outlined recommendations for reducing Pentagon bureaucracy, including the elimination of certain government accounting rules and the reduction of detailed pricing data submissions. With General Atomics echoing these sentiments, there may be a burgeoning trend among industry leaders to present their reform strategies to DOGE.

Established on inauguration day, DOGE was created through an executive order that transformed the US Digital Service into the US DOGE Service. This agency is tasked with modernizing federal technology and software to enhance efficiency and productivity.

Proposed Solutions for a Streamlined Process

As defense contractors await DOGE’s plans for reform, Blue specifically proposed setting time limits on Defense Department milestones for significant acquisition programs, suggesting a cap of five years from the definition of a program’s requirements to its initial operational capability.

Critiquing the prevalent culture of “buck-passing” in the foreign military sales process, Blue stressed the necessity for greater accountability across the State Department, Pentagon, and military services to fulfill security cooperation goals. He suggested implementing “clear lines of authority and responsibility, time limits for decision-making, and a modern IT system to track the distribution and expenditure of billions of dollars (entirely funded by foreign customers) in the US FMS administrative fund account.”

Reviewing Missile Technology Controls

Finally, Blue advocated for a reassessment of the U.S. government’s interpretation of the Missile Technology Control Regime (MTCR), which governs the export of missiles and unmanned aerial systems. He argued that the focus should be on missile technology related to weapons of mass destruction rather than uncrewed aerial systems (UAS).

General Atomics has long viewed the U.S. posture on the MTCR as excessively restrictive, resulting in stricter controls for drones compared to other military aircraft, such as advanced fighter jets. While the Biden administration issued guidance to soften the MTCR interpretation, it primarily pertained to space technologies.

“We should counter the unfair market advantages gained by foreign suppliers not subject to self-imposed MTCR limitations. Further, we must objectively balance the prioritization of technology security with that of arming allies and partners (using their own money!) for future conflicts and increased burden-sharing,” Blue concluded.

These recommendations reflect a growing urgency within the defense industry for reform that can improve U.S. competitiveness in global markets while enhancing defense capabilities.

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