From the U.S. Government Accountability Office, www.gao.gov Transcript for: Weapon Systems Annual Assessment 2025 Description: The Department of Defense (DOD) plans to invest nearly $2.4 trillion to develop and acquire its costliest weapon programs. But it continues to struggle with delivering timely and effective solutions to the warfighter. This report assesses the characteristics and performance of 106 of DOD's costliest weapon programs. GAO is recommending that DOD leadership take steps to ensure that future major weapon acquisition programs include leading practices for product development during the earliest stages of the programs. Related GAO Work: GAO-25-107569, Weapon Systems Annual Assessment: DOD Leaders Should Ensure that Newer Programs Are Structured for Speed and Innovation Released: June 2025 [ START ] [ Text On-Screen: ] GAO Report to Congress [ GAO's Shelby Oakley, Director - Contracting & National Security Acquisitions, speaking: ] Since our last annual assessment of DOD weapons programs, we found that costs continue to rise as DOD struggles to deliver innovative technologies to the warfighter. [ Text On-Screen: ] Weapon Systems Annual Assessment [ Shelby Oakley: ] This year, our 23rd assessment, we found that DOD plans to spend $2.4 trillion across its portfolio and plans to take even longer to deliver critical capability to the warfighter. [ Text On-Screen: ] Weapon System Aquisitions ------------------------- $2.4 Trillion 1.5 years longer delivery time than last year [ Shelby Oakley: ] The Air Force's Sentinel program alone is reporting a $36 billion cost increase this year. [ Text On-Screen: ] Sentinel Missile Program ------------------------ $36 billion cost increase [ Shelby Oakley: ] Most Navy shipbuilding programs are delayed with the Columbia-class submarine program, the Navy's number one acquisition priority, reporting up to 18 months in delays. [ Text On-Screen: ] Columbia-Class Submarine ------------------------ Up to 18 months in delays [ Shelby Oakley: ] Over the past several years, DOD has taken steps intended to improve timeliness. It created a streamlined process known as the MTA pathway, intended to deliver capabilities to the warfighter within five years. [ Text On-Screen: ] MTA Pathway ----------- 5 year delivery goal [ Shelby Oakley: ] But for some programs, this process isn't resulting in speedy capability delivery. The Army's XM30 Combat Vehicle is planning 11 years of development before providing a capability to the warfighter. [ Text On-Screen: ] XM30 Combat Vehicle ------------------- 11 years of development [ Shelby Oakley: ] These outcomes aren't inevitable. DOD could chart a different course, especially for newer programs. Our prior work has shown that leading companies get products to customers quickly by using iterative design, testing and feedback processes. [ Text On-Screen: ] Iterative deign, testing, and feedback processes [ Shelby Oakley: ] To break the pattern of negative outcomes, DOD leaders should follow leading practices; ensure programs are putting in place processes to develop initial capability that can be upgraded later on as threats change and technology evolves. [ Text On-Screen: ] DOD Leaders ----------- should follow leading practices Develop initial capability -------------------------- and upgrade later on [ Shelby Oakley: ] To find out more, check out our report at GAO.gov. [ Text On-Screen: ] find out more @ GAO.gov Footage: Department of Defense, Lockheed Martin Corporation, stock.adobe.com (STUDIO MELANGE) [ END ] For more info, check out our report GAO-25-107569 at: GAO.gov