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George D. Boukouris PhD's avatar

Your point about requirements discipline resonates strongly with me. I find myself thinking back to my undergraduate dissertation — written when the Oliver Hazard Perry class was still new, which tells you something about how long I’ve been turning these questions over — in which I examined naval procurement through the lens of strategy and the military-industrial complex. What stayed with me then, and remains with me now, is how rarely the failure lies in engineering capability and how often it lies in organisational discipline at the requirements stage. A lot seems to have changed and not in a good way since that time.

The Constellation class is an instructive case in point. Without wishing to be uncharitable to the decision-makers involved, the procurement narrative reads less like rigorous capability definition and more like the exercise of an unconstrained wish list — each stakeholder adding incremental requirements without a sufficiently robust mechanism to challenge, validate, or refuse them. I’ve spent time teaching project management to engineers from a commercial perspective, and the principle I return to most consistently is deceptively simple: identify your customer requirements, validate them ruthlessly, and then hold the line. Not because engineers don’t know best in their domain, but because without that discipline the brief expands, timelines stretch, and budgets collapse — and the platform that eventually emerges bears only a passing resemblance to what operational need actually demanded.

The LCS story follows a similar arc. The underlying concept had genuine intellectual coherence and operational promise. But promise without constraint is not a programme — it’s an aspiration. The discipline of understanding purpose, validating requirements, and respecting budget envelopes isn’t a bureaucratic formality; it is the engineering and strategic process. Strip it out and you don’t just get cost overruns. You get ships that don’t fully serve the people who sail them. That, to my mind, is where these failures become more than financial — they become a failure of duty to the crews who operate whatever compromised platform eventually reaches the fleet.

Richard Parker's avatar

I'm going to start out by challenging your premise of the 'single purpose ship' as being the defining factor of whether or not a ship will succeed or fail. A lot of the ships you propose as being 'single purpose' were not single purpose at all. FREMM is classed as a 'destroyer' according to NATO and French standards (which is why they have 'D' prefixes in the Marine Nationale). This is because they are 'balanced ASW, AAW, ASuW ships able to do all roles well. FDI is also classed as a destroyer in French service for the same reason. They are not, in fact, single purpose ships. They're more multi-purpose actually than a Burke is (Burkes lost their towed array long ago and are ineffective ASW ships).

Here's what you really want to do, if you want to 'fix' the US Navy. You've already somewhat gone down this road with your hardware choices in your various articles. What you actually want to do is set a budget bogey for each ship and ruthlessly constrain the hardware BOM to meet that price point. Your suggestion of limiting your destroyers to EASR instead of the full SPY-6 is an example of doing just that. Limiting the ships to less than the Burkes' magazine depth also will go a long way towards limiting cost. This is not changing requirements, by the way. It's basically just limiting the solution to something 'affordable'. That's why we added the -C to SWaP to make it SWaP-C. Size, weight, power, and Cost as variables in design.

A putative Frigate, for example, since this is your frigate article could be limited to rotating SPY-6/EASR (single face, 9-element SPY-6 on a rotating platform).

The Euro-ships 'work' because they are ruthlessly cost-controlled. The FDI doesn't have expensive electric drive, as an example. They don't use expensive gas turbines.

This is the real key to getting costs down. You have to accept that your solution is going to be 'good enough' rather than top of the line. Just remember, that does come with other costs that are not strictly in dollar amounts.

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