On November 22, while the world watched, the U.S. Navy’s newest, most complex warship ground to a stop in middle of the Panama Canal, both propellers seized, leaving the ship dead in the water. The warship, the USS Zumwalt, DDG-1000, had to be towed out of the canal. While not as embarrassing as watching our sailors being taken hostage by Iran and then publicly humiliated, nonetheless it was pretty embarrassing. Yes, all new classes of ships have teething problems, but this is at least the third major “engineering casualty” that the USS Zumwalt has experienced over the last few months, and it is emblematic of a defense-procurement system that is rapidly losing its ability to meet our national-security needs.
The Zumwalt was going to be the United States’ 21st-century, cruiser-sized, super destroyer that would allow us to dominate the world’s oceans and littorals for the next 50 years. The Navy made big promises: The two overarching goals for the program were that the ship would be very stealthy and that it would set new standards in reducing crew size. Another major element of its raison d’être, was that it would be able supply the Naval Surface Fire Support (NSFS) capability the Navy has been promising the Marines since it retired the last of the modernized Iowa-class battleships in 1992.
This really big warship was going to anchor the Navy’s ability to project power into the littorals. Its 15,000 to 16,000 tons of displacement would be crammed full of new and revolutionary technologies such as the Integrated Power System, the Linux-powered Total Ship Computing Environment Infrastructure (TSCEI), and, of course, the Advanced Gun System. Its massive generating capacity would allow it to power the energy-hungry lasers and railguns of the future. Its defining glory, its stealth, would allow the Zumwalt to undertake missions that other less stealthy ships could not.
Skyrocketing Costs, No Accountability
The Zumwalt destroyer program grew out of the 1994 SC-21 program, the goal of which was to develop the Navy’s surface-combatant warships of the 21st century. This destroyer program, PMS 500, went through several name changes, the DD-21, the DD(X), before finally, in 2006, the program was renamed to DDG-1000, the Zumwalt class.
Based on the Navy’s 1999 assurances that each ship would cost just $1.34 billion and that the whole 32-ship program would come in at $46 billion, Congress committed to fund the program. But by 2001, cost growth prompted the Navy to lower the projected class size to only 16 ships. And by 2005, with the Congressional Budget Office (CBO) estimating costs of well over $3 billion per ship, the Navy decided to drop the number of ships to be built to just seven. Flash-forward to today and the Navy has capped production at just three ships, with each costing over $4.2 billion in construction costs alone. Toss in over $10 billion for development costs, and you end up at more than $7 billion per ship. Amazingly, this is actually more than the $6.2 billion we paid for our last Nimitz-class aircraft carrier.
To make matters worse, this cost is still rising — the Navy actually took delivery of, and commissioned, a ship that is far from complete and years away from being ready for combat. To obfuscate this fact, many future “modernization costs,” new threat upgrades, and the like will appear, all funded under new programs with the goal of pumping more money into to Zumwalt to get it to where it should have been when it was commissioned. Unsurprisingly, as of May of 2016, the GAO reports that only three of eleven critical technologies the Zumwalt relies upon were considered mature.
Adding insult to injury, absolutely no one has been held accountable for this budget-busting debacle. In fact, every one of the Navy’s four original project managers were almost immediately promoted from captain to admiral upon completing their stint in charge. And the lead contractors for the Zumwalt program — Raytheon, Northrop Grumman, and General Dynamics — have received additional hundreds of billions of dollars’ worth of defense contracts — even as costs soared, schedules slipped, and capabilities declined.
Unsurprisingly, the chief of naval operations, the Navy’s senior uniformed naval officer, who played a major role in getting initial support and funding for new destroyer program, went on to become CEO and chairman of General Dynamics, which during his tenure secured billions of dollars directly related to the Zumwalt program. Of course, none of the congressional representatives who carried water for these same defense contractors have paid any price whatsoever for continuing to support funding the Zumwalt — despite overwhelming evidence the project was a loser.