The authors of this report examined how the U.S. Space Force (USSF) can improve its use of modeling and simulation throughout the space system life cycle. Having analyzed interviews, workshop materials, and literature reviews, the authors recommend a strategy for the USSF that leverages investments in the workforce, infrastructure, organization, processes, and leadership.

More Effective and Efficient Modeling, Simulation, and Analysis Across the U.S. Space Force System Life Cycle

George Nacouzi, Emmi Yonekura, Arianne Collopy, Ajay K. Kochhar, Éder M. Sousa, Grace Van Valkenburg, Tim McDonald, Adrian Luna, Anna Jean Wirth

ResearchPublished Aug 5, 2025

Cover: More Effective and Efficient Modeling, Simulation, and Analysis Across the U.S. Space Force System Life Cycle
Download PDF
Additional Downloads

Includes Research Summary

Throughout the U.S. Space Force (USSF), the need for modeling and simulation (M&S) is near-ubiquitous. One of the approaches to help modernize and improve the USSF's overall efficiency is through a more efficient and effective use of M&S. The authors of this report examined how the USSF can improve its use of M&S throughout the space system life cycle.

After conducting and analyzing interviews with USSF M&S stakeholders, the authors found that many of the articulated M&S gaps indicate a need for better collaboration between USSF organizations and stakeholders. The number-one gap expressed by interviewees is the lack of M&S at different fidelity levels, followed by M&S tool interoperability and availability of models. The authors also found that all organizations would benefit from a workforce more proficient in digital engineering skills and with more M&S capacity.

The top three solutions identified by USSF stakeholders to address the current M&S gaps were having and sharing information and data across organizations, having M&S tools and environments, and having effective modeling capabilities and documentation practices. Exemplar organizations that use M&S in the U.S. government or industry demonstrated the need for a skilled and trained workforce, a collaborative culture, early digital engineering implementation, and thoughtful use of digital twins.

The authors' recommendations fall into four categories: workforce; M&S environment, tools, and data; organizational structures and processes; and leadership. These recommendations are categorized into those that are easier to implement in the short term and those that need more time and resources to implement.

Key Findings

  • Gaps differ across the life cycle phases. Organizations involved in system design are heavier users of M&S and have more expertise but need lower-fidelity tools to conduct trade studies. Organizations that focus on system use and acquisition need more-specific M&S capabilities related to system definition, interoperability, and Red–Blue models.
  • The identified gaps are indicative of a need for better collaboration and cooperation among the organizations across the USSF — with easier access to models and data from other organizations, including contractors.
  • The number-one M&S gap expressed by USSF stakeholders is the lack of M&S at different fidelity levels and data, followed by interoperability of M&S tools and the availability of Blue and Red models.
  • All organizations would benefit from a workforce that is more proficient in digital engineering (DE) skills and provides more M&S capacity.
  • The top three solutions identified by USSF stakeholders to address the current M&S gaps were having and sharing information and data across organizations, having M&S tools and environments, and having effective modeling capabilities and documentation practices.
  • Best practices and lessons that stand out from exemplar organizations that use M&S are the need for a skilled and trained workforce, a culture conducive to and supportive of collaboration and cooperation, implementing DE early in a program, using digital twins (cautiously) for specific applications, and embracing the use of artificial intelligence as an enabler for some M&S activities while ensuring that human decisionmakers maintain control and understanding of system designs.

Recommendations

  • The USSF should develop and enable a DE-competent and M&S-acquainted workforce.
  • The USSF should prioritize meeting M&S personnel capacity needs.
  • The USSF should support the development of a mutual-support culture for M&S efforts.
  • The USSF should develop a modeling, simulation, and analysis (MS&A) concept of operations document describing the coordinated execution of an effective and efficient MS&A approach (including recommended activities provided in this report).
  • The USSF should require the phased development of a common environment across USSF organizations for M&S practitioners and analysts to use and share models, simulations, and data.
  • The USSF should mandate new programs to require shareable models in contracts.
  • The USSF should empower a single focal organization to develop and implement a plan to enable effective and efficient use of M&S across organizations supporting the life cycle of a space system.
  • The USSF should encourage a DE-oriented culture to facilitate the transformation of the USSF into a DE force.

Topics

Document Details

Citation

Chicago Manual of Style

Nacouzi, George, Emmi Yonekura, Arianne Collopy, Ajay K. Kochhar, Éder M. Sousa, Grace Van Valkenburg, Tim McDonald, Adrian Luna, and Anna Jean Wirth, More Effective and Efficient Modeling, Simulation, and Analysis Across the U.S. Space Force System Life Cycle. Santa Monica, CA: RAND Corporation, 2025. https://www.rand.org/pubs/research_reports/RRA3164-1.html.
BibTeX RIS

Research conducted by

The research reported here was commissioned by the U.S. Space Force (USSF) Chief Technology and Innovation Office and conducted in the Resource Management Program of RAND Project AIR FORCE.

This publication is part of the RAND research report series. Research reports present research findings and objective analysis that address the challenges facing the public and private sectors. All RAND research reports undergo rigorous peer review to ensure high standards for research quality and objectivity.

This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited; linking directly to this product page is encouraged. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial purposes. For information on reprint and reuse permissions, please visit www.rand.org/pubs/permissions.

RAND is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.