The US Space Force is significantly overhauling its acquisition methods, focusing on stricter oversight of underperforming projects and a rapid transition towards fixed-price contracts. Maj. Gen. Stephen Purdy, the Space Force’s acting acquisition executive, announced these intensified efforts at the National Security Space Association’s Defense and Intelligence Space Conference on February 11. He emphasized a more aggressive approach to the streamlining initiatives started by his predecessor, Frank Calvelli. “We’re continuing those efforts, but doing it more aggressively,” Purdy stated.
Purdy's office manages 59 major acquisition programs, half of which already utilize fixed-price contracts. He aims to broaden this model to mitigate financial risk and improve program efficiency. Acknowledging the long-standing issue of defense contractors overpromising and underdelivering, Purdy highlighted the importance of government accountability. “We are looking at taking action against poor-performing government program managers,” he said. “First, we’re going to give them help, provide guidance and additional acquisition support, and if they’re not making it, then we’ll look at removals.”
These reforms align with broader defense acquisition goals, particularly those proposed in Senator Roger Wicker’s FORGED Act. Purdy expressed strong support, stating, “The Wicker Act is really fascinating. We’re big fans of it.” While still pending, its principles could influence the 2026 National Defense Authorization Act. One key provision suggests replacing program executive officers with portfolio acquisition executives, mirroring the successful model used by the National Reconnaissance Office, which enables better resource allocation and commercial technology integration. Purdy noted, “They’re able to do trades with other systems. They’re able to make architectural trades, funding trades, commercial trades. They really understand the commercial market and how they tap into some of those for their missions.”
The Space Force faces challenges, especially with large programs like the OCX ground system for GPS, which has experienced significant delays and cost overruns. Purdy emphasized risk assessment in cost-plus contracts, stating, “We are now really looking to explore risk exposure on our programs… they are really difficult technology. So we’re going to look hard at figuring out how to get out of that, and that’s going to be painful on all sides.” Solutions include breaking down large projects into smaller, more manageable ones and reassessing strict requirements.
The Space Force is actively collaborating with the commercial space sector, engaging with venture capitalists to integrate commercial technologies. Purdy highlighted initiatives like the Strategic Funding Increase (STRATFI) that combine government and venture capital funding to expand successful projects. He considers STRATFI a valuable tool, stating, “That’s a whole different subject, and those are some of my favorite tools… for us to explore some interesting, innovative ideas and get the residual capability.”
The proposed Commercial Augmentation Space Reserve (CASR) aims to utilize commercial space assets during crises. While Purdy supports CASR, implementation requires careful consideration of contractual structures. He acknowledged funding constraints, stating, “We get beat up a lot because we’re not doing enough commercial, and my response is we’re trying to set up as much as we can… we have no money, but we’ll provide the leadership.” He sees creative funding strategies as crucial given budget pressures.