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Aviation Sustainer Maj. Gen. Lynn A. Collyar Commander U.S. Army Aviation and Missile Command

2013

U.S. ARMY MATERIEL COMMAND

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U.S. Army Materiel Command

Aviation Sustainer

Q& A

Balancing Modernization, Sustaining the Fleet and Preparing for the Future

Major General Lynn A. Collyar Commander U.S. Army Aviation and Missile Command

Major General Lynn A. Collyar became the commanding general, U.S. Army Aviation & Missile Command, on June 1, 2012, following his assignment as director of logistics operations for the Defense Logistics Agency since August 2, 2010. Prior to that assignment, from June 2008 through July 2010, he served as the 35th Chief of Ordnance at Aberdeen Proving Grounds, Md., and Fort Lee, Va. A native of Huntsville, Ala., he was commissioned in the Ordnance Corps upon graduation from the United States Military Academy in 1979. His military schools include, ordnance officer basic and advanced courses, the Command and General Staff College, and the Industrial College of the Armed Forces. He also holds a master’s degree in National Resource Strategy from the National Defense University in Washington, D.C. He was initially assigned to the 619th Ordnance Company, 72nd Ordnance Battalion, 59th Ordnance Brigade at Kriegsfeld, Germany. His positions included platoon leader, shop and tech supply officer, operations officer and executive officer. In 1983, Collyar was assigned as intelligence and operations officer with the 68th Transportation Battalion, 4th Infantry Division (Mechanized), followed by command of the 50th Ordnance Company (Special Ammo), Fort Carson, Colo.

In October 1986, he returned to Europe to serve as division ammunition officer, Division Support Command support operations officer and assistant division materiel management officer with the 8th Infantry Division (Mechanized) in Bad Kreuznach, Germany.

Following Command and General Staff College at Fort Leavenworth, he was assigned to the Office of Resource Management for the Army’s Deputy Chief of Staff for Logistics at the Pentagon.

In June 1993, he joined the 25th Infantry Division (Light) at Schofield Barracks, Hawaii, where he served as the 725th Main Support Battalion executive officer, Division G4 Plans/Operations officer, and then deputy chief of staff for logistics. He served as the deputy logistics officer, Joint Task Force 180, during the division’s deployment to Operation Restore Democracy in Haiti.

Collyar was re-assigned to Fort Bragg, N.C., in July 1996. He served as executive officer/deputy commander of the 82nd Airborne Division Support Command. In July 1997, he then took command of the 189th Corps Support Battalion, 1st Corps Support Command, www.MLF-kmi.com

XVIII Airborne Corps. During his tenure the battalion deployed to Central America where he served as joint logistics task force commander in support of Operation Strong Support.

In July 1999, he returned to the Resource Management Office, Army Deputy Chief of Staff for Logistics, at the Pentagon. He spent the following year at the National Defense University attending the Industrial College of the Armed Forces. Collyar returned to the Pentagon in June 2001 as Chief, Initiatives Group, Army G8.

Collyar took command of the 29th Support Group, 21st Theater Support Command in July 2002. While in command, elements of the unit deployed to various locations throughout European and Central Command areas of operation in support of Operation Iraqi Freedom.

In July 2004, he returned to the Pentagon as the Chief, Focused Logistics Division, Force Development, Headquarters Department of the Army G8.

In August 2006, he assumed command of the Defense Distribution Center, a primary level field activity of the Defense Logistics Agency, based in New Cumberland, Pa. His personal awards include the Defense Superior Service Medal with one oak leaf cluster, the Legion of Merit with two oak leaf clusters, the Defense Meritorious Service Medal with one oak leaf cluster, U.S. Army Materiel Command | MLF 7.9 | 1

U.S. Army Materiel Command the Army Meritorious Service Medal with silver oak leaf cluster, and the Army Parachutist Badge.

Q: How have sequestration and tighter budgets affected Army aviation maintenance?

A: Our top priority will always be to support the soldier in combat. Everything that we do is reflective of that. Our aviation modernization efforts are critical to providing the warfighter with increased capabilities. The reductions in funding in the coming years will tend to slow that modernization down.

Our stability and ability to forecast is key to continued success.

Q: Tell me about the recent deactivation of the UH60A/L/M Product Office and the activation of the UH-60L Digital Product Directorate.

The Army wants to take the UH-60L, like shown here, and upgrade them to the same digital level as found in the M models.

[Photo courtesy U.S. Army]

A: About a year ago, the Project Office for Utility Helicopters received an Army requirement to upgrade the analog UH-60L models to the same digitized enhancement that the M model brings to the battlefield.

In a cost-constrained environment, the Army’s most affordable option, instead of purchasing all M models, is to upgrade the L models with digital capability. The basic approach would be to take existing L model airframes and upgrade them. The goal: Make the L model as similar to the M model as possible, so that when an aviator operates it, he or she sees the same cockpit in terms of graphics and digitized capability as an M model.

The new UH-60L Digital Product Directorate will also focus on eliminating duplication and redundancies. The deactivation of the UH-60A/L/M Product Office and the activation of the UH-60L Digital Product Directorate occurred on June 26, 2013, at a ceremony on Redstone Arsenal.

Q: In June, you held an update for industry briefing. For those that couldn’t be there what was the intent of the meetings and what were the biggest takeaways?

A: Focus on supply chain management, collaborative planning and forecasting, strengthen our partnerships, transparency, checks and balances, and timely sub-contractor certification.

Q: When it comes to modernizing the Army’s helicopters, what programs are your highest priorities over the next 12 months? Are you confident of the funding to see those programs through?

A: We have to ensure that we make balanced decisions. We have to make equitable trades to ensure that we continue to support our number one priority, which is to support the soldier. Decisions we make today will impact the Army and our support to the ground soldiers in current and future missions.

What we seek between PEO Aviation, our aviation enterprise partners and our industry partners is always a balanced approach to get the best return on investment for our taxpayer dollars. Balanced modernization efforts, sustainment of our fleets, and the development of a future vertical lift type capability continue to be top priorities.

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Q: What is happening with Army fixed executive transport fleet?

Where is the majority of the fleet in terms of service life and programs to upgrade and modernize the aircraft? Are there expectations of adding additional airframes in the near future?

A: At the outset, it’s important to bear in mind that the Fixed Wing Project Management Office has many and varied missions, and that the PM has helped facilitate cost savings [and] cost avoidance, and [has] ensured the standardization of airworthiness certification, while providing a single voice/one-stop-shop for support to all Army units.

The PM’s portfolio falls into three categories including utility aircraft [C-37s, UC-35s and C-12s], special electronic mission aircraft that are equipped with sensor packages to support ground commanders, and non-standard fixed wing.

It is worthy to note that the Fixed Wing Project Management Office stood up in 2011. The office currently has about 360 aircraft performing a variety of missions from reconnaissance to transport to executive transport, as well as supporting the Golden Knights.

In fact, the first of three UV-18C Twin Otter Series 400 has been delivered to the U.S. Army parachute team [USAPT], the Golden Knights. The UV-18C is an updated version of the UV-18A and has enhanced safety features. The last two aircraft are currently undergoing modifications and are scheduled to be delivered to USAPT this fiscal year.

The focus was on getting Army fixed wing aircraft under a onestop point of contact for industry as well as soldiers who fly and maintain fixed wing aircraft From the Materiel Enterprise perspective, let me explain that fixed wing users identify requirements to the TRADOC capability manager for lift assets. All procurements require a cost benefit analysis to determine whether or not the cost of maintaining/upgrading a fleet would be more expensive than acquiring a new one. The final determination of capabilities required drives the final solution toward a specific type of aircraft, but the end-state is usually a source selection board for competitive acquisition.

While the fleet procurement of multiple aircraft is built into a POM strategy, low-density aircraft may be purchased individually. www.MLF-kmi.com

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U.S. Army Materiel Command

Headquarters

Gen. Dennis L. Via Commanding General

Cmd. Sgt. Maj. Ronald T. Riling Command Sergeant Major

Lt. Gen. Patricia McQuistion Deputy Commanding General

Aviation and Missile Command LCMC

Maj. Gen. Lynn A. Collyar Commander

Cmd. Sgt. Maj. Tod L. Glidewell Command Sergeant Major

Army Contracting Command

2013

Maj. Gen. Theodore C. Harrison Commander

Cmd. Sgt. Maj. John L. Murray Command Sergeant Major Logistics Support Activity

Col. Charles B. Salvo Commander

John B. Nerger Executive Deputy to the Commanding General

Maj. Gen. Darrell K. Williams Chief of Staff

Army Sustainment Command

Maj. Gen. John F. Wharton Commander

Cmd. Sgt. Maj. James E. Spencer Command Sergeant Major

Col. Bradford K. Nelson Deputy Chief of Staff, G2

Maj. Gen. Gus Perna Deputy Chief of Staff, G3/4

Communications-Electronics Command LCMC

Maj. Gen. Robert S. Ferrell Commander

Cmd. Sgt. Maj. Kennis J. Dent Command Sergeant Major

Military Surface Deployment & Distribution Command

TACOM LCMC

Maj. Gen. Michael J. Terry Commander

William Marriott Deputy Chief of Staff, G1

Cmd. Sgt. Maj. Karl E. Schmitt Command Sergeant Major

Maj. Gen. Thomas J. Richardson Commander

Cmd. Sgt. Maj. Cedric J. Thomas Command Sergeant Major

Army Materiel Systems Analysis Activity

Office of PM-Saudi Arabian National Guard Modernization

Chemical Materials Activity

James Amato Program Manager

Brig. Gen. Victor Petrenko Commander

Donald E. Barclay Director

Dr. Edward Siomacco CIO/Deputy Chief of Staff, G6

Robert J. Turzak Deputy Chief of Staff, G8

Joint Munitions Command/Joint Munitions and Lethality LCMC

Brig. Gen. Kristin French Commander

Cmd. Sgt. Maj. Anthony M. Bryant Command Sergeant Major

Research, Development & Engineering Command

Dale A. Ormond Director

Cmd. Sgt. Maj. Lebert O. Beharie Command Sergeant Major

Army Security Assistance Command

Maj. Gen. Frank Turner Commander

Cmd. Sgt. Maj. Rodger W. Mansker Command Sergeant Major

U.S. Army Materiel Command Key to the PM’s efforts are plans for newer aircraft and platforms to replace the aging fleet, with an eye toward achieving cost savings/cost avoidance in the current and projected tight fiscal defense procurement environments. Further, the PM will standardize acquisitions and aircraft to better meet the needs of the Army, while assuring safety and airworthiness of all platforms. The project office has set cost-saving goals to be achieved via standardizing the cockpits of various aircraft in order to reduce training time and maintenance funding.

The operational support aircraft fleet is aging and has an unfunded modernization plan. The intelligence, surveillance and reconnaissance fleet is comprised of a significant number of different aircraft, many of which were developed for, and have been supporting, theater operations over the past decade. The military intelligence community is currently working to assess the current fleet and to define requirements for the future ISR fleet as a major component of the Army 2020 Modernization Plan.

The future fixed wing utility aircraft will replace our C12s. The next step for the FUA Program is a material development decision brief which is on hold pending the outcome of HQDA aviation capabilities portfolio review.

A: The Army wants to divest the C-23s because the Army no longer has a cargo mission. There will not be a replacement aircraft for the C-23s. The C-23s are being stored in a semi-flyable state at Fort Sill, Okla.

Q: Is the Army actively investigating a replacement airframe for the Sherpa or is that a long-done decision? How long do you expect the Sherpas to remain active?

Q: Are your two depots [Corpus Christi and Letterkenny] seeing a consistent level of work? What are you forecasting for their future workloads?

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Q: What does your footprint look like in Afghanistan and what role do you have in assessing airframes and equipment during the drawdown?

A: AMCOM’s warfighter support remains the command’s number one priority.

In terms of that critical mission, AMCOM has begun several new initiatives to reduce the cost of the Aviation Reset Program.

The newly awarded Army Aviation Field Maintenance [AFM] Contract is one of those initiatives. The AFM Contract is a cost-plus-incentive-fee contract designed to incentivize civilian contractors to reduce operating cost and completion times while maintaining quality.

AMCOM is also working test programs to use commercial offthe-shelf automation tools to more efficiently and cost effectively manage workload and supply stocks.

A: In general, workload at AMCOM depots is relatively constant, but we have started seeing some reduction from wartime highs with FY13 program loads and this trend appears to be continuing as we enter FY14. Looking to the future we expect a continued modification to overall depot workload as re-deployment from theater continues, which coupled with the potential for further sequestration and Army reshaping initiatives sets the stage for significant uncertainty in the overall requirements the Army will place on our depots.

That said there is every indication that our organic industrial base and AMCOM’s depots will remain the centerpiece for flexible, rapid, and economically viable support to the soldier in the field.

Q: Any closing thoughts?

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A: The centerpiece of our operating concept is the weapon system team.

The AMRDEC, the contracting center, the ALC and SAMD of AMCOM support the varied needs of the PMs as they develop and acquire weapon systems.

Each has its own functional focus and area of expertise, along with different flows of money, but we are one team of support to the soldier.

The Materiel Enterprise sets the format to allow integration of the functions into effective and efficient programs.

Again, it does not matter what part of the life cycle a piece of equipment is in, we are a partnership. This is not about who is in control of whom, or who is the boss, it is about what we can do together to support the men and women who depend on our products to save their lives and to prosecute the objectives we give them. O www.MLF-kmi.com

U.S. Army Materiel Command

EAGLE

The Enhanced Army Global Logistics Enterprise, or EAGLE, is the future for managing large, contract-driven programs for Army logistics services.

The goal of the EAGLE program is to reduce redundancy and excess capacity through improved oversight of service contracts.

EAGLE is more than a contract; it’s a program for executing logistics services and requirements using an innovative strategy to satisfy those requirements. The strategy uses basic ordering agreements (BOAs) for task order competitions. Currently there are 128 contractors (known as BOA holders) qualified to compete for EAGLE task orders, 78 of which are small businesses.

EAGLE’s five-year potential dollar value is $23.8 billion, based upon known customer requirements and a cost benefit analysis conducted during the program’s initial planning phase. In addition to the Army Materiel Command (AMC) and its subordinate commands, EAGLE is available to all Army organizations.

While other military branches have asked for

www.MLF-kmi.com

The Enhanced Army Global Logistics Enterprise program is designed to reduce redundancy and excess capacity through improved oversight of service contracts.

By Melanie Johnson and Jody Fasko

information on EAGLE, the program is available only to Army customers.

As of September 28, six EAGLE task orders have been awarded with a total dollar value in excess of $501 million over five years, five in support of logistics readiness centers (LRCs) and one supporting the U.S. Army Reserve Center materiel management teams. Of the six task order requirements, two were set aside and restricted to small business BOA holders, two were restricted to 8(a) BOA holders, and two were issued on an unrestricted basis, meaning all BOA holders could compete for the requirements.

The program focuses on materiel maintenance services, retail/wholesale supply services, and transportation support services.

These services reside primarily in the LRCs transferred on October 1, 2012, to AMC from the Installation Management Command. EAGLE may also be used for other requirements that cover programs such as Army prepositioned stocks, pre-deployment training equipment, left-behind equipment/ unit-managed equipment, theater-provided

equipment, new equipment training and fielding, and reset.

As AMC’s operational arm, the Army Sustainment Command (ASC) has responsibility for all of these programs as well as the LRCs, since they fit into ASC’s mission to sustain Army and joint forces worldwide in support of combatant commanders. ASC manages the EAGLE program through the EAGLE Business Office, which serves as the requiring activities’ focal point for service contracts.

The Army Contracting Command-Rock Island EAGLE Contracting Office is responsible for award and oversight of EAGLE service contracts.

ASC is no stranger to service support programs that include large and flexible contracting strategies. The Logistics Civil Augmentation Program, or LOGCAP, is an overarching logistics program that uses contracts to provide Army, joint forces and coalition partners with a wide array of base and combat service support in eight countries, to include Afghanistan and Southwest Asia. ASC has managed the LOGCAP program since 2000, and as lessons learned have emerged, ASC has adjusted its program to address them.

As LOGCAP supports commanders in the field, the EAGLE program supports them at home station.

EAGLE was originally developed to streamline and standardize the requirements expected to come from the transfer of the LRCs. The program went through several phases, to include issuing a notice seeking contractors’ capabilities and experience, qualifying BOA holders, and issuing task order requests for proposals.

It also incorporates the directives from Better Buying Power and Optimization of Service Contracting with standardization of requirements documentation, such as the performance work statement, to develop an effective and efficient process for service contracting in the Materiel Enterprise.

Better Buying Power is an initiative by the Department of Defense to achieve more efficiency and productivity in defense spending. The goal is to control costs and deliver a better value for the taxpayer and DoD. This U.S. Army Materiel Command | MLF 7.9 | 7

U.S. Army Materiel Command Directorates of Logistics Become Logistics Readiness Centers

By Colonel Daniel Reilly The directorates of logistics (DOLs) have rebranded as the logistics readiness centers.

Their fundamental mission is to support the soldier at home station and support installation and Army logistics readiness.

The name change to LRCs became official on October 1, 2013. The organizations were rebranded in order to: • Align themselves with Department of the Army naming conventions, • Better reflect their missions under the Army Materiel Command, and • Provide a conceptual framework to reshape LRCs as AMC’s Face to the Field.

The logistics readiness centers serve as AMC’s point of contact for installation services at home station with 73 LRCs located in the United States, Europe and East Asia.

The LRCs integrate and synchronize AMC capabilities in support of senior commanders and installation tenants. They are the single hub on the installation for customer access to the Army sustainment base. The Army Sustainment Command, as AMC’s operational arm, has the responsibility for the management of the LRCs. The LRCs manage installation supply, maintenance and transportation, to include food service, ammunition supply, clothing

initiative was outlined in a memo from Deputy Director Ashton Carter, who urged government creation of contract vehicles that would streamline acquisitions and increase competition.

A significant improvement over earlier contract strategies is EAGLE’s focus on increased small business opportunities to compete for task order awards as prime contractors. EAGLE sets aside task orders with an annual value equal or less than $35.5 million for small businesses. Task order requirements with an annual value greater than $35.5 million are open to all qualified BOA holders, which provides additional opportunities for small businesses to compete. Of the task orders expected to be awarded by the end of the calendar year, nearly 40 percent will be set aside for small businesses.

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issue facility/clothing initial issue point, hazardous material, bulk fuel, personal property/ household goods, passenger travel, non-tactical vehicles, rail and garrison equipment maintenance.

The LRC transformation process began on October 1, 2012, when AMC assumed the DOLs, in close and continuing collaboration with the Installation Management Command.

By doing this, the Army took the first step to align all field level materiel and services support functions into the Army’s Materiel Enterprise. A year after assuming mission command, the DOLs have been rebranded LRCs. ASC assumed responsibility for the LRCs because they are a perfect fit in ASC’s mission to sustain Army and joint forces throughout the world in support of combatant commanders.

Several of those benefits are already seeing results.

Before the transfer of the LRCs, each installation managed its own contracts. ASC developed a contracting strategy called the Enhanced Army Global Logistics Enterprise, or EAGLE, to address inconsistencies in requirements and level of services. This program addresses maintenance, supply operations and transportation services in more than 40 locations in the continental United States as well as Alaska and Hawaii (CONUS/ OCONUS), using basic ordering agreements

EAGLE also takes into account President Barack Obama’s small business initiatives to increase the opportunities for small business to participate in government contracts. The Small Business Jobs Act of 2010 strengthens small businesses’ ability to compete for and win federal contracts by promoting equal treatment among small business contracting programs and eliminating barriers to opportunities in certain industries in which they excel, such as construction, landscaping and pest control.

The EAGLE program is designed to be flexible and can be scaled and adapted as needed, which makes it ideal for the current fiscal environment as well as the overall defense resource strategy. EAGLE task orders have the ability to expand or contract based on funding and requirements.

for task order competitions. This allows standardization of performance work statements, greater competition among the basic ordering agreement holders, with the goal of reducing cost and increasing small business participation. It also reduces administrative contracting costs by using one contracting strategy for multiple contracts in many locations.

The DOL to LRC transition will be seamless to the customer, and at this point is a rebranding.

The link to the national sustainment base is critical to the success of the LRCs. Soldiers and commanders now have behind them the full power of a globally networked logistics command, able to access needed soldier services, supply and maintenance support.

The LRCs provide AMC mission command on an installation while allowing technical reach back to the AMC enterprise.

As the LRC concept matures, they will continue to set the conditions to integrate all AMC capabilities under one roof. They will remain flexible to commander requirements, providing installation logistics to soldiers at reduced cost with a primary enduring mission of “sustaining a CONUS-based deployable Army.”

Colonel Daniel Reilly is the director of installation logistics for Army Sustainment Command

As the program matures, lessons learned will be incorporated, which will streamline the process. Opportunities still exist for companies seeking to participate in EAGLE. A request for proposal for additional BOA holders will be issued in October 2013, and annually thereafter. Also, a request for proposal will be issued as new requirements emerge, which will give companies more opportunities to become BOA holders. O Melanie Johnson is with Army Contracting Command-Rock Island, and Jody Fasko is with Army Sustainment Command.

For more information, contact Editor-in-Chief Jeff McKaughan at jeffm@kmimediagroup.com or search our online archives for related stories at www.mlf-kmi.com.

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