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document, and it was the only historical evidence found to indicate the existence of acquisition doctrine. Further, Department of the Air Force Instruction (DAFI) 63-151 provides supplemental implementation guidance to the DoD 5000 series and serves as the DAF’s directive for acquiring capabilities through the major capability acquisition process (Department of the Air Force, 2022). The DA PAM 70-3 and DAFI 63-151 are implementation guidance but not explicit doctrine, which the Space Force desperately needs. As argued in the discussion that follows, a formalized Space Force acquisition doctrine will create a more culturally aligned, Warfighter-centric mentality for its acquisition corps. As a profession, acquisition is broad in both scope and definition. The Federal Acquisition Regulation (FAR) defines acquisition as “the acquiring by contract with appropriated funds of supplies or services (including construction) by and for the use of the Federal Government through purchase or lease, whether the supplies or services are already in existence or must be created, developed, demonstrated, and evaluated” (FAR, 1984). Said differently, engineers and acquirers create, build, test, and deliver technology to Warfighters. This function, although different from traditional warfighting roles, will benefit from its own dedicated doctrine. Such a doctrine would guide its organization, define relevant best practices, and outline the principles that direct its employment.
Despite mixed results, the DoD has strived to improve acquisition over many years. Numerous studies have been undertaken in pursuit of acquisition reform, and this study aims to contribute to the existing body of knowledge.
The evolution of the Space Force, especially developing Guardians with a warfighting mentality, can be reinforced by creating an acquisition doctrine. Hence, the purpose of this article is twofold. First, the study included qualitative research through a comprehensive survey to identify acquisition best practices across the DoD. The qualitative approach provided rich insight into participants’ experiences, worldviews, and how they put meaning to experiences (Merriam & Tisdell, 2015). Despite mixed results, the DoD has strived to improve acquisition over many years.
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Defense ARJ, Summer 2025, Vol. 32 No. 2: 132—193
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