capability acquisition process

The capability acquisition process is a structured management methodology originating from systems engineering and defense, designed to ensure an organization obtains new operational capabilities in a controlled and effective manner. Standardized in ISO/IEC/IEEE 15288, it covers the entire lifecycle from needs analysis to deployment. In the context of AI governance, this process is critical for systematically managing unique risks like algorithmic bias and lack of transparency, as guided by frameworks like the NIST AI Risk Management Framework (AI RMF). Unlike simple procurement, it emphasizes deep integration of technology and organization, full lifecycle risk control, and alignment with trustworthy AI principles.

Applying the capability acquisition process for AI adoption involves three key steps. First, define the required AI capability and conduct a comprehensive risk assessment using frameworks like the NIST AI RMF, covering data, models, and potential human rights impacts. Second, establish multi-faceted evaluation criteria (technical, security, ethical) and perform due diligence on potential vendors, demanding transparency on training data and bias testing. Third, after integration, conduct rigorous Verification and Validation (V&V) to confirm the system is fair, reliable, and compliant with regulations like GDPR. For example, a bank acquiring an AI credit scoring system must validate its performance and fairness to prevent discrimination, aiming for a measurable reduction in compliance-related incidents.

Taiwan enterprises face three primary challenges. First, the lack of a dedicated national AI law creates regulatory uncertainty. The solution is to proactively adopt international standards like ISO/IEC 42001 and the EU AI Act's risk-based approach. Second, many SMEs lack the resources for robust AI model validation. Mitigation involves collaborating with public research institutions for testing services and prioritizing high-risk applications. Third, managing complex AI supply chain risks from third-party vendors is difficult. The strategy is to implement stringent vendor due diligence, demanding transparency through a 'Model Bill of Materials' (MBOM) and clear contractual obligations for security and auditing.

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