How Munro & Associates Helped Shape the Future of Defense Acquisition

Introduction: Why TRL and MRL Matter

When a company develops advanced technology—especially for defense applications—the U.S. Department of Defense (DoD) must evaluate not only whether the technology works in principle but also whether it can be manufactured at scale. Two structured frameworks exist for this purpose: Technology Readiness Levels (TRLs) and Manufacturing Readiness Levels (MRLs).

Together, these tools provide a systematic way of reducing risk, aligning funding, and ensuring suppliers can deliver reliable, repeatable, and affordable systems. They became central to the Weapon Systems Acquisition Reform Act (WSARA) of 2009, which dramatically reshaped defense procurement.

What many may not know is that Munro & Associates—led by Sandy Munro, along with colleagues David Foreman and Joe Feord—was instrumental in pushing the DoD to adopt these readiness frameworks between 2004 and 2006, and in ensuring the 2009 reform was implemented effectively.

A Brief History of TRL and MRL

• Technology Readiness Levels (TRLs) originated at NASA in the 1970s as a nine-step scale to measure the maturity of new technologies—from basic principles observed (TRL 1) to proven systems in operational environments (TRL 9).
• Manufacturing Readiness Levels (MRLs) evolved later, with strong DoD and industry collaboration, to complement TRLs by assessing the maturity of production processes, tooling, and supply chains.

While TRLs gained widespread acceptance in aerospace and defense by the 1990s, MRLs lagged behind. Without MRLs, suppliers could present high-TRL technologies that looked promising but were still unproducible at scale, creating enormous cost and schedule overruns.

By the early 2000s, the DoD needed a more disciplined approach. This is where Munro & Associates entered the picture.

Munro & Associates and the DAPA Panel (2004–2006)

In 2005, the Defense Acquisition Performance Assessment (DAPA) Panel was convened to evaluate systemic challenges in defense acquisition. The panel’s findings became a cornerstone for the eventual WSARA 2009 legislation.

Munro & Associates, with decades of Lean Design® expertise, brought forward a critical perspective: technology maturity must be paired with manufacturability readiness. Sandy Munro, David Foreman, and Joe Feord presented and advocated for TRL and MRL adoption as joint, auditable measures.

Key contributions included:

• Bridging the gap between TRL and MRL: Munro’s team demonstrated how design simplicity and manufacturability should be assessed alongside technology performance.
• Practical audit methodology: Munro & Associates was, at the time, the only company to create a structured TRL/MRL audit embedded directly into its flagship software, Design Profit®.
• Policy influence: The team consulted directly with DoD leaders, ensuring that both TRL and MRL frameworks were recognized as prerequisites for funding decisions and program milestones.

Their efforts were central to the DAPA Panel’s recognition that acquisition reform required standardized readiness metrics.

WSARA 2009: Codifying TRL and MRL

The Weapon Systems Acquisition Reform Act of 2009 was a watershed moment in defense procurement. Among its reforms, it codified the use of TRLs and MRLs as tools to evaluate risk before greenlighting major programs.

Because of advocacy from industry experts—including Munro & Associates—WSARA made clear that manufacturing readiness could no longer be an afterthought. Programs would need to demonstrate not only technological feasibility but also the ability to produce consistently at cost and schedule targets.

Munro’s role went beyond initial advocacy. Between 2006 and 2009, Sandy Munro and his colleagues continued to consult with policymakers to ensure the wording of the legislation—and its implementation guidance—reflected practical industry realities.

The Design Profit Advantage

What set Munro & Associates apart was not only thought leadership but also tooling. Design Profit® was, and remains, the only engineering tool to natively integrate TRL and MRL audits into its workflow.

With this integration, engineers and suppliers could:

• Assess design simplicity and cost while simultaneously evaluating readiness.
• Attach evidence directly to TRL/MRL ratings, creating a defensible audit trail for DoD reviews.
• Accelerate funding eligibility for suppliers, since documented TRL/MRL compliance became a prerequisite for many military programs.

This unique capability meant that defense contractors using Design Profit were better prepared to compete for funding and pass DoD milestone reviews.

Why TRL and MRL Still Matter Today

Fifteen years after WSARA 2009, TRLs and MRLs remain cornerstones of acquisition strategy. For modern challenges—ranging from hypersonics to autonomous systems to next-generation batteries—the same principles apply:

• TRLs ensure the science is real.
• MRLs ensure it can be built and sustained.

Without both, programs risk falling into the “valley of death” where promising prototypes fail to scale. With both, the DoD can make smarter investments, industry can de-risk its supply chains, and taxpayers see better value.

Munro & Associates’ Legacy and Ongoing Role

Munro & Associates’ advocacy for TRLs and MRLs during the formative years of 2004–2006 and its consulting influence through the passage of WSARA 2009 highlight the company’s enduring commitment to disciplined, evidence-based design.

The combination of thought leadership (pushing DoD to adopt readiness frameworks), consulting (ensuring legislation and policy were worded correctly), and software innovation (Design Profit®’s integrated audits) made Munro & Associates a unique force in acquisition reform.

Today, as defense systems grow ever more complex, the principles Sandy Munro, David Foreman, and Joe Feord championed remain vital. They remind industry and government alike that technology and manufacturability are inseparable—and that readiness must be measured, managed, and proven.

Conclusion

The story of TRL and MRL adoption is also the story of how visionary engineering leadership from Munro & Associates helped shape modern defense procurement. By ensuring that readiness frameworks were not only adopted but also embedded in practical tools like Design Profit, Munro’s team provided industry and government with the means to reduce risk, accelerate innovation, and deliver value.

In doing so, they left an indelible mark on acquisition reform—and set a standard that continues to guide the future of defense technology.