I think you are onto something Vern. First question begged is what is a complex adaptive system?
Here is tone source that is grounded in management theory that may be apt (Dooley, Kevin J. "A complex adaptive systems model of organization change." Nonlinear dynamics, psychology, and life sciences 1.1 (1997): 69-97.)
"A theory of complex adaptive systems was borne from the discovery of chaotic dynamics in systems' behaviors. Chaos theory has developed along two dimensions. Experimentalists (as popularized in Gleick, 1987) found ways (primarily grounded in topology) to discover deep and complex patterns in seemingly random or "chaotic" data. Prigogine and Stengers (1984), among others, use chaos to describe how order can arise from complexity through the process of self-organization. Here is a summary of some of the main characteristics of systems described by chaos theory (Dooley et al., 1995): (a) seemingly random behavior may be the result of simple nonlinear systems (or feedback-coupled linear systems), (b) chaotic behavior can be discovered via various topological mappings, (c) nonlinear systems can be subject to sensitive dependence to initial conditions—this sensitivity forces a re-examination of causality—which now must be considered multilevel and multideterminant (Abraham et al., 1990), (d) systems
that are pushed far-from-equilibrium (at the edge of chaos) can spontaneously self-organize into new structures, and (e) changes in the essential nature of a system take place when a control parameter passes a critical threshold—a bifurcation point."
He continues by stating there are two conditions that need to be met in order for something to be considered a complex adaptive system "Whereas chaos theory
relates to a particular behavior of complex systems, complex adaptive systems theory allows one to analyze the organizational system from a more holistic point of view. A CAS is both self-organizing and learning; examples of CAS include social systems, ecologies, economies, cultures, politics, technologies, traffic, weather, etc."
Does our acquisition system fit this description? If not, then it is not a complex adaptive system.
Would want to think about this more, but maybe self-organizing and learning happens outside of, and in opposition to, the structures of acquisition policy. Take OTAs as an example. This could possibly fit into the kind of self-organizing activity in federal procurement that resides outside of the system (inside of one system - 10 U.S.C. 2371 - but outside of the controls of those responsible for acquisition policy)
Looking at acquisition policy I can only help feel that it is blind carpenters seeking nails through the only mechanism that they have any control over. I often hear folks proposing a FAR rule thinking that it will simply force compliance on the private sector to address a federal need as if a contract are the things that fixes (or incentivizes fixing) problems. These contract driven incentives towards solutions place greater compliance burdens on BOTH industry and federal contracting officers, as if compliance achieves the result. As
Maybe acquisitions is not a system at all but rather a construct that drives integrated systems and activities that are meant to cover the berth of federal acquisitions from satellites to sandwiches? It seems to be driven by very earnest people who try hard, but there are big differences between a sandwich and a satellites. Put it in the hands of the internal policy and compliance outfits (as @WifWaf noted in his DCMA example) and things just get progressively less logical and more silly. No self-organization and no learning. In fact, self-organizing is in fact frowned upon.