Air Force Nears Completion of Procurement Overhaul
As the rapidly evolving defense landscape demands increased agility and efficiency in weapons development, the U.S. Air Force is nearing the final stages of a significant structural overhaul intended to streamline and modernize its procurement processes. According to a report titled “Air Force Reorg Plan For Weapons Procurement Likely Done By Year’s End: Official” published by Breaking Defense, senior Air Force leaders anticipate that the reorganization plan will be completed by the end of 2025.
At the heart of the restructuring is a fundamental reassessment of how the service conceives, develops, and acquires new weapons systems. The initiative—championed by Andrew Hunter, the Air Force’s assistant secretary for acquisition, technology and logistics—aims to unify previously fragmented program offices under a broader, more strategic procurement architecture. According to Hunter, the goal is not merely bureaucratic reshuffling but a cultural shift toward integrating capabilities faster and more effectively in line with emerging threats and operational needs.
Hunter stated during a recent briefing that the reorganization is designed to enhance coordination across different domains, particularly as the Air Force transitions toward next-generation platforms developed under initiatives such as the Collaborative Combat Aircraft (CCA) program. These efforts demand close alignment between traditional manned systems and autonomous platforms, as well as with space and cyber-based capabilities. Consolidated oversight, officials argue, will help prevent stovepiping and duplication of effort within acquisition channels.
The restructuring also reflects lessons learned from the Next Generation Air Dominance (NGAD) initiative, which involves classified airframe development alongside an array of supporting technologies. The complexity of NGAD highlighted structural inefficiencies in the Air Force’s current organization, particularly the challenges of managing disparate modernization efforts in silos.
While complete implementation is expected to extend beyond the calendar year, Hunter emphasized that the basic design and strategic framework would be in place before 2026. He indicated that this would provide a roadmap for traditional procurement programs and innovative new efforts to co-exist and reinforce one another rather than compete for scarce resources and administrative bandwidth.
The Air Force’s broader modernization aims are being pursued under increasing fiscal pressure and within a tightening timeline, especially amid rising competition with near-peer adversaries such as China. The Pentagon has repeatedly pointed to the need for speed in acquisition and fielding as a critical element of strategic deterrence—particularly in response to China’s rapid military modernization.
Defense analysts have lauded the reorganization effort as a necessary step toward improving acquisition outcomes, although some caution that structural changes alone cannot overcome long-standing challenges unless paired with consistent leadership buy-in and congressional support. Measures designed to increase transparency, promote risk tolerance in early-stage programs, and improve collaboration with industry will also be crucial.
As the year progresses, stakeholders across the Department of Defense and Capitol Hill will closely watch how the Air Force translates reorganization blueprints into operational changes. Given the scale of the challenges facing today’s military procurement environment—and the imperative to deliver battlefield advantage without delay—the success of this reorganization could signal a transformative shift not only for the Air Force but also for the broader defense acquisition enterprise.
