What the FY2027 request buys
Verbatim from the R-2A exhibit for project T05 of PE 0605013A. This is the budget justification's own description of work that has not happened yet — the one thing no other level of the budget carries.
Acquisition and Program Management Activities = $13.024 million The Software Pathway Program has a comprehensive approach to managing its development efforts. Acquisition and Program Management oversees new development efforts, ensuring optimal performance and creating necessary documentation for milestones and checkpoints. This effort supports contract management for technical services, Agile implementation, and business and financial management functions. These activities help ensure the program meets its objectives, resources are allocated effectively, and stakeholders remain informed and involved throughout the lifecycle. Product and Software Development = $51.017 million. Funding is allocated to multiple EBS-C software development and development Other Transaction Authority (OTA) contracts. EBS-C product management and contract developer collaborate across three core development categories to include: Technical Implementation, Interface Development (including User Interface (UI), User Experience (UX), and Bridging), and Systems Engineering and Technical Assistance. Product and Software Development supports Continuous Integration and Continuous Deployment (CI/CD) in alignment with EBS-C Portfolio Roadmap Key components of CI/CD include: - Modernizing financial and logistics capabilities, replacing legacy SAP-based Enterprise Resource Planning (ERP) systems and other Defense Business Systems. - Implementing a modular contracting approach to facilitate development and deployment within FedRAMP-compliant government cloud environments. - Engaging multiple vendor teams to deliver capabilities rapidly, conduct external testing, validate user experience, and ensure cybersecurity compliance. - Enhancing UI and UX to streamline training requirements and provide a bridging solution between existing ERP systems and EBS-C. - Applying modern technology, data architecture, and integration best practices to improve accessibility, accelerate data processing, increase throughput for low latency, and mitigate dependence on any single technology or vendor. - Utilizing a data abstraction layer to ensure that EBS-C data remains securely transferable and accessible across government systems leveraging standard SAP Application Programming Interfaces. - Developing training materials and following the Continuous Authority to Operate (cATO) process for iterative capability releases. In FY 2027 the EBS-C Portfolio Roadmap develops and delivers the following capabilities: - Fielding AWM to remaining ASPs, facilitating the retirement of the Standard Army Ammunition System (SAAS) saving the Army an estimated $12 million in annual maintenance. - Develop and field handheld scanners to the ASPs for operations in deployed environments with limited bandwidth - Beginning development of Foundational Finance in the transactional core and deliver limited Service Contracts capability - Beginning development of G-Invoicing - Beginning development of Ammunition Procurement, Production, and Distribution capabilities at the National level supporting Army Materiel Command Organic Industrial Base. Each MVCR is developed through tabletop exercises, engaging senior leaders and stakeholders to simulate scenarios, identify risks, and refine strategies. The objective is to foster cross-team collaboration to continuously address operational challenges and deploy each successful implementation of EBS-C supporting and enhancing Army readiness. Testing = $3.049 million Funds are allocated to support external government testing and internal audit and security compliance for developmental and operational test activities. Key initiatives include: - Embedding evaluators from the Operational Test Agencies (OTA) and Joint Interoperability Test Command (JITC) within the Program Management Office (PMO) to streamline system evaluation, reducing overall test costs and scope. - Eliminating the need for a standalone Operational Test (OT) by integrating evaluation within Agile development cycles. - Incorporating Developmental Test (DT), OT, and audit compliance early within Agile sprint planning to enable proactive data collection and alignment with development timelines.
FY 2027 funding increased due to software development tool licenses and to enable additional development capacity to deliver more capabilities identified in the EBS-C Portfolio Roadmap in FY 2027 over FY 2026.
FY2025–FY2026: what came before
Prior-year accomplishments and current-year plans from the same exhibit. Context for the FY2027 plan, not a series — an activity partitions its project exactly in the request year, but can under-cover it in earlier years.
Acquisition and Program Management Activities = $12.769 million The Software Pathway Program has a comprehensive approach to managing its development efforts. Acquisition and Program Management oversees new development efforts, ensuring optimal performance and creating necessary documentation for milestones and checkpoints. This effort supports contract management for technical services, Agile implementation, and business and financial management functions. These activities help ensure the program meets its objectives, resources are allocated effectively, and stakeholders remain informed and involved throughout the lifecycle. Product and Software Development = $48.141 million Funding is allocated to multiple EBS-C software development and development Other Transaction Authority (OTA) contracts. EBS-C product management and contract developer collaborate across three core development categories to include: Technical Implementation, Interface Development (including User Interface (UI), User Experience (UX), and Bridging), and Systems Engineering and Technical Assistance. Product and Software Development supports Continuous Integration and Continuous Deployment (CI/CD) in alignment with EBS-C Portfolio Roadmap Key components of CI/CD include: - Modernizing financial and logistics capabilities, replacing legacy SAP-based Enterprise Resource Planning (ERP) systems and other Defense Business Systems. - Implementing a modular contracting approach to facilitate development and deployment within FedRAMP-compliant government cloud environments. - Engaging multiple vendor teams to deliver capabilities rapidly, conduct external testing, validate user experience, and ensure cybersecurity compliance. - Enhancing UI and UX to streamline training requirements and provide a bridging solution between existing ERP systems and EBS-C. - Applying modern technology, data architecture, and integration best practices to improve accessibility, accelerate data processing, increase throughput for low latency, and mitigate dependence on any single technology or vendor. - Utilizing a data abstraction layer to ensure that EBS-C data remains securely transferable and accessible across government systems leveraging standard SAP Application Programming Interfaces. - Developing training materials and following the Continuous Authority to Operate (cATO) process for iterative capability releases. In FY 2026 the EBS-C Portfolio Roadmap develops and delivers the following capabilities: - Complete the fielding to CONUS and OCONUS sties for Distribution Planning. - Complete development of Ammunition Warehouse Management (AWM) capabilities. - Delivery of AWM to pilot sites for user training, such as Ammunition Supply Points (ASPs) EBS-C Minimum Marketable Product (MMP) Following the EBS-C Portfolio Roadmap will incrementally deliver the Minimum Marketable Product (MMP). The EBS-C MMP is fundamental to the modernization of operational processes, specifically focusing on: - Ammunition and component management - Resource distribution and transportation planning - Financial unification and real-time data access - Auditability natively supported enhancements Each MVCR is developed through tabletop exercises, engaging senior leaders and stakeholders to simulate scenarios, identify risks, and refine strategies. The objective is to foster cross-team collaboration to continuously address operational challenges and deploy each successful implementation of EBS-C supporting and enhancing Army readiness. Testing = $2.541 million Funds are allocated to support external government testing and internal audit and security compliance for developmental and operational test activities. Key initiatives include: - Embedding evaluators from the Operational Test Agencies (OTA) and Joint Interoperability Test Command (JITC) within the Program Management Office (PMO) to streamline system evaluation, reducing overall test costs and scope. - Eliminating the need for a standalone Operational Test (OT) by integrating evaluation within Agile development cycles. - Incorporating Developmental Test (DT), OT, and audit compliance early within Agile sprint planning to enable proactive data collection and alignment with development timelines.
Launched Minimum Viable Capability Release (MVCR) in July 2025 for AMMO management solution and user testing. Acquisition Activities = $9.283 million Acquisition activities for this BCAT Level 1 program continue the transition to the Software Acquisition Pathway which is planned for in FY 2024. The acquisition activities ensure the development of key acquisition pathway documentation in support of milestones and leadership execution checkpoints. In addition, the creation and support of multiple support contract awards for various technical support services, Agile implementation support, and software licensing agreements. Other key business management functions to include lifecycle cost estimating, program office estimates and year of execution management and support. Costs include contractor engineering with a modicum of inherently governmental oversight, software support and travel. Product and Software Development = $31.630 million Product and Software Development enables the development of EBS-C's Minimum Viable Capability Release (MVCR) and the establishment of the Continuous Integration and Continuous Deployment (CI/CD) pipeline to be completed in FY 2025. The development OTA will leverage the prototypes developed in FY 2024 as part of the risk reduction activities to lay the foundation for the deployable EBS-C solution in FedRAMP compliant government provided cloud environments utilizing proven agile methodology. More specifically, EBS-C will expand their agile team footprint to develop capability across at least 6 agile development teams and supporting cross functional teams. We anticipate development and deployment of capability on a rapid cadence to include external testing, user validation, and cyber assurance. Additionally, develop user Interface and User Experience capability to minimize training requirements and enable a bridging solution between existing ERP capability and EBS-C limiting the impact to current operations. Finally, develop and deploy training materials and receive the first continuous Authority to Operate. Output will include the Army's ability to improve ammunition management, the ability to deliver munitions and supplies to the point of need and rapidly relocate those issue points due to the threat environment. Testing = $0.906 million Funds are allocated to support external government testing and internal audit and security compliance for deployment of the MVCR. Key testing strategies include: - Embedded Evaluation Teams: Operation Test Agencies (OTA) and Joint Interoperability Test Command (JITC) evaluators will work alongside the Program Management Office (PMO) to streamline system assessment, reducing costs and eliminating the need for a dedicated Operational Test (OT). - Agile-Integrated Testing: Developmental Test (DT), Operational Test (OT), and audit compliance will be incorporated early into Agile sprint planning, ensuring timely data collection and alignment with the development timeline.
Three years, and no five-year plan
An R-2A activity publishes the prior year, the current year and the budget year. The FYDP outyears exist at project and program-element level and are deliberately absent here rather than inferred. Estimate types are colored and never summed into one figure.
| Fiscal Year | Estimate Type | Amount ($M) |
|---|---|---|
| FY2025 | Actual | 33.3 |
| FY2026 | Enacted | 63.5 |
| FY2027 | Request | 67.1 |
This activity is 77% of project T05's FY2027 request and 55% of PE 0605013A's. In the request year the activities under a project sum to it exactly; in the current year they under-cover it in about 9% of cases, so an activity's delta can legitimately exceed its parent's and the two must not be compared row to row.
5 activities in project T05
Every R-2A line of this project, largest FY2027 request first. Linked where the activity has enough of its own narrative to carry a page; the rest are shown in full on the project page.