Since 2001, the Army has spent billions of dollars to develop, test, and procure equipment through the Army Rapid Acquisition Process (ARAP), a process at times used in place of the traditional Army Acquisition Process (AAP) when immediacy and customization are a priority. The ARAP was implemented to increase efficiency in delivering adequate equipment to soldiers. The ARAP has been criticized in the literature for its lack of efficiency and effectiveness in the field. The purpose of this qualitative exploratory case study was to examine ARAP deficiencies through the lens of a broad cross-section of Army acquisition functional area professionals. The research questions addressed key problems and factors of the ARAP's performance and its alignment with the ARAP, bureaucracy, and post bureaucracy. The conceptual foundation of this study included the theories of bureaucracy and post bureaucracy. Principles of bureaucracy are hierarchical structure and management by strict rules. Principles of post bureaucracy are flat management structures and increased autonomy. Data were collected through semistructured interviews from a cross-section of Army acquisition functional area professionals (N = 19). Data analysis consisted of coding participant responses, which resulted in the emergence of themes and categories. Findings revealed the need for improvements to sustain, transition, and fund equipment and the need for improvements in developing equipment requirements and increasing direct soldier involvement when using the ARAP. This research provides lessons that may inform current and future ARAP initiatives and contributes to social change through procuring the best equipment for soldiers to defend against threats to national security.

The Army Acquisition Officer lacks proficient experience needed to fill key leadership positions within the Acquisition Corps. The active duty Army officer is considered for the Acquisition Corps functional area between their 5th and 9th years of service as an officer – after completing initial career milestones. The new Acquisition Corps officer is the rank of senior Captain or Major when he arrives to his first acquisition assignment with a proficiency level of novice (in acquisition). The Army officer may be advanced in his primary career branch, but his level decreases when he is assigned into the Acquisition Corps functional area. The civilian grade equivalent to the officer is a GS-12 or GS-13 whose proficiency level is advanced in his career field. The purpose of this study is to use a systems analysis approach to decompose the current acquisition officer professional development system, in order to study how well the current active duty officer flow works and how well it interacts or influences an acquisition officer's professional development; and to propose a potential solution to assist in the management of Army acquisition officers, so they gain proficiency through not only education and training, but also the hands-on experience that is needed to fill key leadership positions in the Army Acquisition Corps. An increased proficiency and proven successful track record in the acquisition workforce is the basis to positively affect acquisition streamlining processes within the Department of Defense by making good decisions through quality experience.