The Publication of Record for the Military Logistics Community
Special Pull-out supplement
U.S. Army CommunicationsElectronics Command
Response Logistician Lt. Gen. William M. Faulkner Deputy Commandant for Installations and Logistics U.S. Marine Corps
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August 2013 Volume 7, Issue 7
Exclusive Interview with:
Frank W. Zardecki Deputy Commander Tobyhanna Army Depot
Maintaining Unmanned Systems O CECOM’s Logistics Readiness Center Educating the Logistician O Tough Computer Screens O Life Cycles
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MILITARY LOGISTICS FORUM
August 2013 Volume 7, Issue 7
Features
Cover / Q&A
U.S. Army Communications-Electronics Command Special Pull-Out Supplement Exclusive interview with
6
Frank W. Zardecki
Deputy Commander Tobyhanna Army Depot
Right Sizing
CECOM right-sizes field support entities to match the current environment. By Lane Collie Director Logistics Readiness Center, CECOM
1
17
5
8
The need to cut spending in the short term should not distract from the basic and big-dollar defense challenge: getting the right assets to perform well over the long term at the lowest possible total life cycle cost. By Henry Canaday
One of the more vulnerable parts of a computer is the screen itself. Rugged computer screens for rugged environments are a reality. Drops and shocks are the most common damages these pieces of technology see and are the most damaging to screens. By Karen E. Thuermer
Making Life Cycles Pay
Tough Screens
Departments
11
Preparing for the Future
24
A logistician must be well-skilled in core logistics functions and processes; highly organized and disciplined; flexible and adaptable to changing requirements and conditions; and results-oriented, dedicated and determined. It all starts with education. By Kelly Fodel
Maintaining Unmanned Systems
As unmanned systems have proliferated, so have industry efforts to maintain them. Unmanned systems maintenance has emerged as an important and sizable line of work for the defense industry. By Marc Selinger
Industry Interview
2 Editor’s Perspective 4 Log ops/people 14 Supply Chain 27 Resource Center
Steven B. Harrison
Chief Commercial Officer AAR Airlift Group
28
Your single-source solution for material and services. www.SupplyCore.com
Lieutenant General William M. Faulkner Deputy Commandant for Installations and Logistics U.S. Marine Corps
“One of the challenges with supporting operations and retrograde simultaneously is being able to do the latter without degrading ongoing operations and accepting no additional risk.” - Lt. Gen. William M. Faulkner
EDITOR’S PERSPECTIVE
Military Logistics Forum Volume 7, Issue 7 • August 2013
Publication of Record for the Military Logistics Community Editorial
Editor-In-Chief Jeff McKaughan jeffm@kmimediagroup.com Managing Editor Harrison Donnelly harrisond@kmimediagroup.com Online Editorial Manager Laura Davis laurad@kmimediagroup.com Copy Editors Sean Carmichael seanc@kmimediagroup.com Laural Hobbes lauralh@kmimediagroup.com Correspondents Heather Baldwin • Christian Bourge Peter Buxbaum • Henry Canaday Cheryl Gerber • Hank Hogan • Marc Selinger Karen Thuermer
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Those who talk about taking a long time to turn an oil tanker around should hear the one about how long it takes to change out how the Army moves containers in-theater. Prior to the Army 2001 strategy, the Army used flatracks to move containerized and non-containerized cargo around the system. A 1998 operational requirements document looked at other ways to move the cargo in what would become container handling units/enhanced container handling units (CHUs/ECHUs) and containers transfer enhancements (CTE) for containerized cargo and the container roll-in/out platform (CROP) for non-containerized cargo. Jeffrey D. McKaughan Between 2002 and 2006, the Army issued contracts for about 36,900 CROPs. Editor-IN-CHIEF As of June 2013, the Army was using 47,228 CROPs and still had 4,342 flatracks in service. Although no further acquisition funding is planned, due to ordered but-not-yet-delivered numbers, the total inventory of each will rise to 48,397 and 7,241 respectively. According to Army documentation provided by the Government Accountability Office, from 2008 through 2010, warfighters in Iraq and Afghanistan identified an unanticipated and urgent need for flatracks to move cargo in containers to forward operating units, in order to better conceal and protect items being moved along hazardous routes. After the Army’s 2001 strategy eliminated the need for flatracks, Army officials stated that the ability to move containers to forward operating units was limited because CROPs cannot carry containers. Further, as of 2010, Army officials said that there was an insufficient inventory of CHUs/E-CHUs to meet the urgent need for container distribution, because the Army had not anticipated the need to move containers to forward operating units. As always, operational lessons provide the reality check for a procurement process and new equipment items run up against warfighters having to get the job done. The best answer is a combination of the existing and the new. A number of simulations and studies have indicated the CHUs/E-CHUs and CTEs can provide far more capacity—up to three times as much—than the flatrack system alone. The studies also seem to indicate that the most efficient system would employ a combination of CHUs/E-CHUs, CTEs, flatracks and CROPs. When the retrograde winds down, there will be an abundance of container-handling equipment items, but before we can get to the place where there are too many, we have to go through the place where there are just enough.
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LOG OPS
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Former Fuel Specialist Teaches Combat Tactics Accomplishing a certain mission is a career goal for most military members, but for one former logistics Marine, it is a daily objective. Staff Sergeant Andrew Walters, a combat instructor with Kilo Company, Marine Combat Training [MCT] Battalion, School of Infantry-West, started off as a bulk fuel specialist with Bulk Fuel Company, 7th Engineer Support Battalion, 1st Marine Logistics Group, before transitioning to his current billet. “Being a bulk fuel specialist is a good job,” said Walters. “It’s a necessity, which is great. I love my [military occupational specialty], but I love teaching combat tactics.” The mindset and unit integrity of a ground support unit is very similar to that of an infantry unit, making for a smooth transition to combat instructor, Walters said. “In a bulk fuel company, you can have a platoon of 20 Marines or a platoon of 70 Marines—it’s all about personnel
management,” he said. “In MCT, it’s very much the same when I’m leading 120 Marines every day. It’s not just about having rank. It’s about having a command presence and being a leader Marines can constantly emulate.” Each day, Walters sets out to push new Marines further by giving them more knowledge on infantry tactics to make them better. “There’s a mission every day,” he said. “It’s a lot of full bore, up-tempo, something new every day from sunup to sundown.” It is not rare for a combat instructor to get less than three hours of sleep a night during a four-week cycle, Walters said. Less sleep can add to additional stress to an already overwhelming training schedule, he added. “You learn to work around the stress and run with it,” he said. By Marine Corps Lance Cpl. Cody Haas, 1st Marine Logistics Group
Supporting 5th Fleet Genco, a provider of product life cycle logistics solutions, recently announced that the company’s wholly owned subsidiary, Genco Infrastructure Solutions (GIS), has secured a contract with the Defense Logistics Agency to support the U.S. Navy’s presence in Bahrain and CENTCOM theater. The one-year fixed-price contract, with four oneyear options, is valued at $38.8 million. With its prior operation in Kuwait, GIS brings proven experience in the region, a team fully trained to utilize DSS and experience managing both third-country nationals and local nationals. The 330,000 square foot operation will process over 100,000 transactions per year, consisting of government property from all service branches. GIS will also manage a Navy material processing center for naval fleet support. Full operations are scheduled to begin in September. John McGonigle, president, Genco Infrastructure Solutions, said, “As our first overseas prime contract, the DLA distribution operation in Bahrain builds on our previous success and provides an opportunity to support the Navy’s 5th Fleet, a long standing, forward deployed, strategic capability and other Army and Air Force units in the region.”
PEOPLE Colonel John M. Wood, who has been selected for the rank of brigadier general, commander, 87th Air Base Wing, Air Mobility Command, Joint Base McGuire-Dix-Lakehurst, N.J., has been assigned to deputy director, strategic plans, requirements, and programs, Headquarters Air Mobility Command, Scott Air Force Base, Ill. Major General Margaret W. Boor, U.S. Army Reserve, has been assigned as commander (Troop Program Unit), 99th Regional Support Command, Fort Dix, N.J. She is currently serving as the deputy director for logistics operations, J-4
4 | MLF 7.7
Compiled by KMI Media Group staff
(individual mobilization augmentee), Joint Staff, Washington, D.C. Rear Admiral (lower half) Althea H. Coetzee will be assigned as contingency contracting deputy director, Office of the Under Secretary of Defense (Acquisition, Technology and Logistics), Washington, D.C. Coetzee is currently serving as executive director, deputy assistant secretary of the Navy (acquisition and procurement), Office of the Assistant Secretary of the Navy (research, development and acquisition), Washington, D.C.
Rear Admiral (lower half) Paul A. Sohl will be assigned as commander, Fleet Readiness Centers/ assistant commander for logistics and industrial operations (AIR-6.0) Naval Air Systems Command, Patuxent River, Md. Sohl is currently serving as commander, Naval Air Warfare Center, Weapons Division/assistant commander for test and evaluation, Naval Air Systems Command (AIR5.0), China Lake, Calif. Rear Admiral (lower half) Scott A. Stearney will be assigned as commander, Strike Force
Training Atlantic, Norfolk, Va. Stearney is currently serving as commander, Joint Enabling Capabilities Command, U.S. Transportation Command, Norfolk, Va. Captain Michael T. Moran, who has been selected for promotion to rear admiral (lower half), will be assigned as commander, Naval Air Warfare Center, Weapons Division/ assistant commander for test and evaluation, Naval Air Systems Command (AIR-5.0), China Lake, Calif. Moran is currently serving as military assistant, Office of the Secretary of
Defense for Acquisition, Technology and Logistics, Washington, D.C. Captain Paul J. Verrastro, who has been selected for promotion to rear admiral (lower half), will be assigned as executive director, deputy assistant secretary of the Navy (acquisition and procurement), Office of the Assistant Secretary of the Navy (research, development and acquisition), Washington, D.C. Verrastro is currently serving as commanding officer, Naval Supply Systems Command, Fleet Logistics Center, Pearl Harbor, Hawaii.
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Making Life Cycles
Pay
There are plenty of opportunities to reduce life cycle costs. By Henry Canaday, MLF Correspondent
Budget pressures and sequestration are emphasizing reducing the short-term costs of defense operations and procurement. But the need to cut spending in the short term should not distract from the basic and big-dollar defense challenge: getting the right assets to perform well over the long term at the lowest possible total life cycle cost. Much progress has been made along these lines in the last decade as private-sector methods have been brought to bear on sustainment of military platforms and systems. And valuable experience has been gained. Both progress and experience point to the same conclusion: much more can be done to boost performance and reduce life cycle cost in the future. Jane Feitler, research director at Gartner’s Supply Chain Group, said that potential to reduce life cycle costs is very good but depends on where assets are in their life cycles. “Highly mature programs may gain reductions by reducing cycle time and inventories. Programs in early stages have a greater opportunity, as processes are not entrenched. They can be streamlined and designed for agility, flexibility and lower life cycle costs.” For example, private firms can offer better ways to provide services, developed for private markets. And contracts may spur cost reductions by requiring year-over-year improvements. Feitler said sustainment touch-points can be minimized by automation, such as radio frequency identification (RFID) and integrated supply-chain execution systems. In addition, “using RFID ensures capture of clean and correct supply-chain data that can be used to improve operations and decision-making.” When platforms are in design and development stages, product support managers can design in sustainment strategies to reduce life cycle costs. Feitler said performance could also be improved. “The key is measuring desired outcomes and having operation, execution and www.MLF-kmi.com
management metrics aligned. Performance levels must be included in the contract. All stakeholder performance must be measured, reported, shared and reviewed regularly.” Private firms typically post performance scorecards on supplier portals so their suppliers know how they stand. Problems can then be addressed collaboratively to identify cause and effect. Feitler said this approach could work across many type of assets. “Maintenance response time, reliability and quality improvements are examples of the opportunities. Look to the cost drivers. For example, maintenance time can be reduced by better inventory management that improves supply availability.” One key is adapting private best practice to military programs. Fortune-500 firms often require metrics such as 98 percent ontime delivery, 99.999 percent inventory accuracy and 100 percent outbound order accuracy from their logistics providers. These firms team with clients to streamline processes and provide strong governance. Feitler said one handicap in defense markets is that trust is lacking in life cycle support. History and culture have created mistrust, making collaboration difficult. Annual contracting also adds inefficiencies and costs. Competition is the chief means by which private firms get highperforming, low-cost sourcing bids. Yet there may be little incentive for firms to compete vigorously for one-year government contracts. “Longer-term contracts will give contractors a better opportunity to recoup resources spent developing efficiencies, lower life cycle costs and gain ROI.” In private markets, contractors share cost, overhead and profit figures with buyers. This enables a mutually-agreed-upon baseline price, fixed for a period and then negotiable for future business. MLF 7.7 | 5
Acquisition System (CEMAS) and the new Defense Business System Smart private firms have already been applying these principles to Modernization. Cotone said this comprehensive integration sets Supimportant military programs. Mark Hitch, vice president of business plyCore apart from its competitors. development at AAI Logistics and Technical Services emphasized three SupplyCore’s Enterprise Resource Planning (ERP) system is Orasupport programs his company provides that demonstrate reduction in cle’s JDE E1, chosen for its distribution and warehousing functions. E1 life cycle costs. is 100 percent web-enabled and can be used anywhere in First, AAI provides maintenance- and aircrew-trainthe world. Government users request material through ing, as well as sustainment, for the C-17 Globemaster EDI, and SupplyCore picks, packs and ships to the endand the B-1B Lancer. AAI also has a performance based user. “We communicate regularly with DLA on usage logistics (PBL) contract for hydraulic components on and stocks, as information in the system is only as good the EA-6B Prowler. as information it is given,” Cotone noted. With budgets under pressure, the military is flying Integration with CEMAS allows for paperless older aircraft much longer than anticipated, so one big requests and fewer human touches. Government saves challenge is obsolescence management. For the EA-6B, on fewer touches, lower cost and less paper. The military AAI has public-private partnerships with fleet readiness also gets faster quotes and deliveries. centers in Jacksonville and San Diego. Under these SupplyCore customized E1 especially for integraPPPs, techs from the two FRCs complete hydraulics Mark Hitch tion with defense information systems, tagging transacrepairs for AAI, as well as produce components that have tions with defense meta-data to ensure traceability and gone obsolete in the private sector. ease. This yields several benefits: improved visibility and AAI manages the supply chain on the EA-6B, deals velocity; real-time access to inventory quantities, status with the Defense Logistics Agency (DLA), carries invenand location; and selection of lowest-cost carriers and tories financed by its own funds, forecasts part requireoptimized warehouse management including automatic ments and gets the FRCs parts needed for repairs. “They replenishment. have constraints on getting parts that may not even be Cotone believes industry management of spare parts in production anymore,” Hitch noted. “In the old days, on aircraft and ships improve performance of these they stopped and started waiting for parts. Now we assets. For example, SupplyCore has consistently prosurround them with the right parts. Components go vided fill rates over 95 percent for all contract items in through quickly, and last longer on wing.” the Fleet Automotive Support Initiative-Global (FASI-G) The results are impressive. August 2013 will be the Steve Cotone contract. “Reduction of inventory being held by defense, 60th straight month that part availability for the EA-6B along with the high level of performance, would benefit the military,” hit 100 percent, versus a required 97 percent. Since the original PBL Cotone said. He argued lack of asset visibility remains a large challenge eight years ago, Hitch said, costs have been cut by 30 percent. to defense efficiency. For the aircraft trainers, results are similar. The C-17 contract Effective inventory management drives operational efficiency and required 95 percent part availability. “We are running at 99 to 100 peron-time completion of maintenance, repairs, overhauls and upgrades, cent,” Hitch noted. The B-1B trainer required 96 percent and AAI has stressed John Johnson, strategic account manager for CribMaster. maintained 99 to 100 percent. “Automation is a key component in minimizing support costs,” Also important is that logistics and engineering are linked for the Johnson noted. “It is also very important that materials be located as trainers. “The trainers have to change when the aircraft does,” Hitch close as possible to point of use, dry dock, flight line, and so forth.” explained. “We have the engineering capacity to do that, we can keep it CribMaster’s inventory system controls material usage and cuts available and upgraded all at once.” barriers to efficiency. It manages work-order instructions, maintenance, Hitch predicted that the lower expense of using trainers rather than spare parts and inventories, using weight-sensing and RFID technoloaircraft will increase trainer use in the future. He thinks it would be gies. It does item-level access control, inventory alerts, cost accounting smart to combine sustainment with modifications. And Hitch is confiand tracking of tools, kits, consumables and durables. dent that the techniques AAI uses so successfully on the EA-6B could be The software is Microsoft-certified and can run in virtually any IT applied to other aircraft and non-hydraulic components. architecture. It uses SQL or Oracle databases, allowing integration with An integrated logistics company, SupplyCore can manage supply ERP systems through data transfers. “This makes it easy to develop chains, distribution, warehousing or facilities or all four functions a unified, end-to-end solution for tracking maintenance inventory together. Steve Cotone, vice president Programs Management, said his throughout the supply chain,” Johnson explained. CribMaster also aids firm offers performance-based support, including repairs, globally. “We in procurement and tool control. Comprehensive serialized tracking, provide a single, streamlined source of manufactured components for calibration and inspection features ensure long-term accuracy. tactical vehicles, aviation and military needs,” Cotone noted. “Our focus Apart from software, CribMaster offers locker cabinets, carousels on minimizing total cost of procurement makes us a valuable program and divided drawers which can hold a broad range of tools, maintenance partner.” kits and inventory. Accessories include AccuDrawer for storage, last SupplyCore assesses manufacturers’ capabilities, combining the point read monitors to read RFID-enabled assets, handheld scanners best suppliers, and maintains redundant supply sources to minimize to locate missing tools, PROTOid with built-in RFID and rfidDrawer, risks and delay. Its PBL solutions provide quality parts on-time. which offers rapid deployment of RFID tools without the full CribMasCotone put strong emphasis on SupplyCore’s successful integration ter. with many defense information systems. It was the third company to Tools unaccounted for might be foreign object debris, a major conuse Electronic Data Interchange (EDI) with DLA in the 1990s and one cern for those working on aircraft. Using passive RFID, tool-tracking of the first to integrate with the Air Force’s Civil Engineering Material 6 | MLF 7.7
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software and point-of-use dispensing, CribMaster tracks the movement of each tool in and out of the cabinet. CribMaster and its dispensing devices have reduced inventory spending by 20 to 30 percent in the first year, Johnson said. “Reductions in walk time, wait time and searching for lost materials are also well documented. CribMaster drives efficiency and reduces costs by streamlining processes associated with life cycle support inventory from conception to disposal.” IHS Solutions provides two-fold help in reducing life cycle costs, explained Kevin Hearn, director of government sales, design and supply chain. “First, we provide solutions to the government for obsolescence and diminishing manufacturing sources and material shortages [DMSMS]. Parts that are not produced anymore pose problems for the government on aging Kevin Hearn aircraft for systems. Those parts dry up.” IHS provides a heads-up on potential problems and finds the parts if they exist in stocks somewhere. The chief tool is IHS’s 4Donline Bill of Materials (BOM) Manager. The second kind of help comes from IHS subcontractor, Trident Technical. Trident procures the scarce part and does the logistics to get it to the government customer, summarized Wally Shellhouse, co-owner of Trident. And if the part is simply unavailable, Trident uses its engineering expertise to find a replacement part with the right form, fit and function that will work without redesign of the entire system. Other firms also provide obsolescence management, Hearn acknowledged. “But our competitors average 30 to 200 million individual parts in their database. We have over 340 million.” Shellhouse stressed that Trident does not manufacture replacement parts, so its recommendations are neutral and highly competitive in pricing. Hearn estimated that the combination of IHS data and tools with Trident’s service avoided $2.5 billion in costs over four years at one Air Force air logistics complex. “There are five Air Force locations, 12 Navy locations and how many Army locations? Think how much they could save.” In addition to DMSMS assistance, IHS also supplies the government with data on critical metals, counterfeit parts, authorized distributors and environmental standards, for example on lead, so government can make smart procurement decisions without redesigning systems. Hearn believes private firms like his can help reduce military life cycle costs by monitoring obsolescence and ensuring that selected components are long-lived, endorsed by OEMs for new designs and have many fit-form-function or drop-in replacements from several manufacturers and that planning is done for last-time buys. IHS’s BOM Manager supports all these functions. Industry could also help by designing systems that can be repaired, rather than fully replaced. “This could be accomplished by something as simple as reducing the number of proprietary COTS [commercialoff-the-shelf] items in the design,” Hearn noted. “This would reduce reliance on sub-vendors in sustaining the system.” In addition, more modular systems that allow for small pieces to be repaired or replaced would help. O
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WHEN PEACE OF MIND IS AN
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CribMaster, the complete solution. visit www.cribmaster.com/missionready or call us at 1.888.419.1399 for more details
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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MLF 7.7 | 7
Rugged computer screens for rugged environments are a reality. By Karen E. Thuermer, MLF Correspondent
The military operates in tough environments. Military equipment, in general, must be built to survive war. That includes computing devices such as personal computers, laptops, desktops, tablets and smartphones. With troops depending increasingly on these devices, particularly tablets, breakage of their screens is a continual concern. “Drops and shocks are the most common damages these pieces of technology see and are the most damaging to screens,” commented James Poole, director, federal, Panasonic System Communications Company of North America. “Not only are screens the weakest point, they are the most expensive and critical component.” Many device screens are composed of liquid crystal displays (LCD) and are built primarily for commercial uses. Making LCDs particularly vulnerable is the fact they are exposed to elements—heat, cold, moisture, sand, snow, ice, rain, etc.—all at the same time. They must survive extended exposure to the harshest of elements. They must also be able to endure factors induced by the nature of the mission. This includes shock, drop, scratch, temperature, vibration, electromagnetic interference (EMI), and explosive atmospheres—even nuclear and biological warfare. “Screens often break because of the way LCDs are covered,” explained Vinita Jahanwal, director of Mobile and Emerging Display and Technology at IHS, a market information firm. “The top of the LCD screens used to be made of plastic. Now with the onset of the touch interface, most devices have changed to glass to make this technology work. Even smartphones are using some type of chemically strengthened glass.” Corning Glass, Asahi Glass Company (AGC), and Schott Glass, offer brands customized to the applications of the electronics. “These developments began primarily with the launch of the iPhone in 2007,” Jahanwal explained. Before then, most 8 | MLF 7.7
cellphones were primarily of the clamshell design, which meant they had a hinge to open the phone. “That way, the body of the phone protected the screen,” she said. “But now with manufacturers placing more content on the phone, brand makers need to maximize their reliance on the glass so as not to waste real estate by providing keyboards.” Enter touch technology, which needs a glass screen to work. “Such technology has filtered down to tablet-sized platforms—even computers that offer the Windows 8 operating system, which is primarily a touch interface,” Jahanwal noted. “Even notebook PCs are moving to a touch interface.” Since the launch of the iPhone, Corning Glass has launched three versions of its Gorilla Glass with each version improving its hardness and ability to withstand more scratches and drops. AGC’s Dragontail, a chemically strengthened glass material that is six times stronger than conventional sodalime glass, is highly resistant to scratch and features a pristine finish, especially when compared to resin. Other solutions are underway, such as the use of sheets of sapphire as a cover screen. “Sapphire has similar properties as glass and can make touch happen,” Jahanwal reported. “In fact, its electronic property is better, and sapphires can only be broken by diamonds.” Sapphire is about 10 times more scratch resistant than normal window glass and around three times the strength and scratch resistance of Gorilla Glass. Although very expensive, the military is already using thin sheets of sapphire glass to create transparent armor. “Military requirements often overtake the cost because of their niche requirements,” she added. Those requirements include the abilities to work in harsh environments, withstand drops, handle extreme temperature and moisture variations, and water resistance.
Military Standards The military has a wide range of military standards that guide industry as to the test conditions that a rugged system must meet to be qualified for fielding. The two most popular environmental standards are Mil-STD-810 and Mil-STD 461, which are currently on their revision G and F, respectively. “These tests look beyond the toughness of any one single component and evaluate the computer’s overall resistance to drops, shock, extreme temperatures, vibration and other factors,” Poole said. Mil-STD-810 covers the governing test suite for physical ruggedization. Mil-STD 461 is the suite of tests for Electromagnetic compliance. Both are typically updated and maintained. “In addition, equipment is sometimes tested using non-DoD standards,” reported West Kephart, vice president, Rugged Systems Program Development for VT Miltope. Underwriters Laboratories has several standards that specify a “ball drop test” onto displays. This test is comprised of a steel ball of specified weight being dropped from a specified height onto the display to verify structural integrity and capability. Some requirements include the “boot kick” test, in which the display is impacted with a test device that simulates a steel-toe boot. “The thought behind this test is that warfighters climbing in and out of their vehicle may literally kick the display screen of the mounted computer and the display needs to be able to withstand that impact,” Kephart added.
Industry Responds According to Kephart, the primary goal is to ruggedize the display to meet the environmental requirements without impacting the functional requirements or capability of the display. “This is not easy to do,” he said. www.MLF-kmi.com
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The trend today is toward the use of hardened glass. But manufacturers build their LCDs primarily for the commercial world. These LCDS do not typically meet all the requirements out of the box and need to be enhanced. Some enhancements may include changing out interior elements such as backlights, or adding shock absorbers or external elements such as protective films. “There are a few branded solutions in this area that are gaining in popularity,” remarked Poole. Panasonic has its own hardened glass solution that it has been using for years. “As a result of this and the shock mounting of our screens, cracked or damaged screens are minimal, even in the most demanding environments,” Poole stated. Panasonic’s computers are also purposebuilt from the inside out for ruggedness and durability. “Panasonic was the first to encase LCD screens in magnesium alloy, which is 20 times stronger than ABS plastic,” he said. Dell has introduced a number of technologies to make its screens tough. One involves an optical-grade resin deposit that covers the front of the screen to protect it from damage when dropped. A lightweight, strong and impact-resistant custom polymer also goes in the back of the LCD screen. “The final piece is the hinges that connect the LCD screen to the rest of the notebook,” explained Patrick Seidensticker, Dell marketing director. “We use extra duty alloy, which protects against shock, drop and vibration.” To protect the entire LCD inside the frame, the LCD is enclosed in its frame and encapsulated. “The whole LCD floats inside that frame and is protected by bumpers on all sides and edges. It’s like being on a little pillow,” described Seidensticker. “You can only see it if you take the whole unit apart.” Metal enclosures around the screens also play an important part in ruggedization. Companies like Otterbox provide ruggedized cases that pass drop and non-break tests—not just for the screen, but also the electronics inside the device so that they do not shift and break. “That ruggedization helps to support non breakage of the entire device,” Jahanwal said. “Some cases come with sealants that withstand moisture, water and drops. They use plastics or certain materials that seal the device both inside and outside.” Panasonic’s measures to improve screen durability include not only chemically strengthened glass, but strengthening the 10 | MLF 7.7
hinges that connect the screen to the laptop base, and shock mounting the screen within the case. Panasonic also strengthens the edges of its laptops and tablets. The corners on all fully rugged tablets are further reinforced. The computers are entirely encased in magnesium alloy, including the screen. “This means that it can take a drop at any angle,” Poole explained. “Typical non-rugged devices have little protection for the screen, moisture from humidity or condensation, extreme temperatures, etc.,” commented John Lamb, marketing director for Getac. Consequently, Getac has introduced an optical direct bonding solution it calls LumiBond that fuses the screen layers together using optical bonding. “We start with an impact-resistant cover glass similar to [that of] many smartphones on the market and add in the capacitive touch panel and LCD display,” Lamb explained. Each layer is fused together using a specifically formulated optical clear resin. When three layers become one, the single final piece is thicker and able to withstand greater impact than each component as an individual layer. Additionally, the reflective surfaces reduce from six edges down to two, aiding in sunlight readability. According to Getac’s, not only does LumiBond provide more crisp colors, it offers better sunlight readability, better brightness, better contrast ratio, and a better view angle. It also enhances the physical strength of the LCD panel and touchscreen assembly so that it can endure larger direct impacts of crush, shock, drop and vibration. “The technology is being developed further for inclusions in future products that have yet to be announced,” Lamb revealed. VT Miltope has adopted technologies as they have emerged such as trans-missive and trans-flective TFT displays, LED backlights, optical bonding, chemical strengthened glass, shock mounting, EMI mesh and indium tin oxide coatings. “There is no one single technology,” Kephart explained. “Instead it is an art of balancing all these technologies combined with meeting the functional and environmental requirements of our customers and offering that solution at a competitive price point. “
Touchscreens Touchscreen technology can be equally complicated given that it is subjected to
environmental wear and tear. Touchscreen technologies include resistive, capacitive, IR, acoustic and touch pen. However, with each, trade-offs must be made. “Capacitive is the most popular technology in the commercial world and in many cases as of late, the influx of commercial smartphones into the military world,” Kephart remarked. While capacitive touchscreens are easy to use and highly sensitive, Kephart points out that is not the case when they get wet or if the user has gloves on, since capacitive touchscreens rely on direct contact with the skin of the finger. “Touch pen solutions have a single point of failure in that if the pen is lost or broken then the touchscreen no longer works,” Kephart added. “IR touchscreens do not have the same touch resolution as other, more common types of touchscreen technologies and emit a beam of IR which historically has been an undesirable attribute on the battlefield.” Consequently, VT Miltope offers resistive touchscreens on its ultra-rugged products. “This technology is the most dependable,” he said. “Virtually anything can be used to touch the touchscreen—finger, gloved finger, stylus, etc.—so there is no single point of failure of a pen or stylus and there are no complications of bare hands, specialized gloves or dry surfaces.” Resistive touchscreens also can be constructed to be very durable. “The outer surfaces can be made out of highly scratchresistant Mylar or chemically strengthened glass,” Kephart explained. In the most recent years, controllers have been developed for multi-touch technology that works with resistive touchscreens. But Kephart added that resistive touchscreens have the drawback of seeming to not be as responsive as capacitive touchscreens. “This is because the user has to push a bit harder than she/he would on a typical iPod or smartphone, which has now become the baseline of touchscreen performance,” he said. Dell also has options for touchscreens for its rugged laptops. “Our touchscreens are based on a resistant touchscreen, so that troops can use these screens while wearing heavy gloves,” Seidensticker said. O
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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Educating the logistician of today is the best preparation for tomorrow. Logisticians perform a critical role in a highly complex and dynamic environment. They must be well-skilled in core logistics functions and processes; highly organized and disciplined; flexible and adaptable to changing requirements and conditions; and resultsoriented, dedicated and determined to succeed in meeting the needs of the customer. “The budgetary challenges during the sequestration of logistics services are to educate and examine our time management skills, metrics and technology,” said Dr. Oliver Hedgepeth, reverse logistics program director, American Military University. “Budget cutbacks help reduce inefficiency, more than they constrain the operational environment. Today’s military logistician is engaged in the biggest reverse logistics operation in history, returning thousands of containers and equipment from the Middle East back to the U.S. Our logisticians are re-thinking new ways to load and track and trace our inventory. This budget uncertainty has led them to focus on operational certainty.” “Successful logisticians are good planners with good analytic skills,” said Denver Tolliver, director, North Dakota State University Transportation and Logistics Program. “They are able to identify alternatives and apply their skills to choose among them. The ability to design and work within logistics systems is important. However, because of the unpredictable nature of operating in remote and sometimes hostile areas, military logisticians must also be able to make decisions based on ground-level assessments with minimum information, and that often means functioning outside established systems.” “Military logisticians often face unpredictable and unusual circumstances related to the need to respond to military or humanitarian situations in practically any location on the globe,” said Mark C. Cramer, president, Institute for Defense and Business and executive director, Center of Excellence in Logistics and Technology. “The extremes faced by military logisticians are far beyond those experienced by those in most civilian industries, so it is critically important that class material and case studies and capstone activities be tailored to military students.” The abilities and attributes of the logistician include: character, intellect, presence, inquisitiveness, critical thinking, professional www.MLF-kmi.com
By Kelly Fodel MLF Correspondent
ethics, interpersonal skills, emotional maturity and leadership. Their primary competencies are supply chain management, life cycle systems management, joint logistics planning and defense industrial base optimization. Shaped by doctrine of the Capstone Concept for Joint Operations (CCJO)/Joint Force 2020 (JF2020), the Department of Defense and the joint force will make some of the most important advancements from innovations in training, education, personnel management and leadership development. Within that framework, logistics leaders from across DoD are developing the educational architecture for today’s logistician. “As America’s combat logistics support agency, DLA logisticians are the primary members of the agency’s workforce and our principal customer-facing employees,” said Sam Henderson, Strategic Programs and Initiatives, DLA Logistics Operations directorate. “Our logisticians, in many cases, are physically embedded in service headquarters and combat command operations and directly support our customers. We also have teams in Afghanistan and Kuwait. Their primary mission as the DLA face to the customer is to interpret customer needs and relate those requirements back to the Agency’s various supply chains [Troop Support, Aviation, Land and Maritime] that satisfy those needs. The logistics expertise they deliver ensures the correct logistics solutions and fastest possible customer resolution at the least possible cost. The other two important areas that logisticians impact are the actual distribution of items and the collection and disposal of obsolete, unusable or unneeded items. Without the logistician, DLA would not be able to fulfill its mission.” To meet the needs of the joint force, today’s logistician must be ready to support globally integrated operations. To meet the vision of CCJO/JF2020, a more modern, tailored education is required. It is essential for the logistician to receive a mix of education, training and experience that establishes a workforce who understand the joint logistics environment and who can harmonize logistics across the full range of military operations. “At the most senior levels of DLA, we are involved with shaping and developing our future logisticians—participating in strategic councils led by the Assistant Secretary of Defense (L&MR) and the Joint Staff MLF 7.7 | 11
(J4),” said Debbie Osborne, director of DLA training, DLA Human Resources Services directorate. “The objectives of these efforts will influence the future training/education and skill sets of DLA logisticians. DLA collaborates with military service schools to deliver training that enhances the servicemember’s understanding of DLA’s processes, functions, policies and logistics applications. This enables them to provide effective and timely self-service when ordering needed supplies, conducting research and determining status, promoting improved budgeting and decision making at the unit level. The knowledge and skills gained are expanded and serve to create additional efficiencies when participants return to their units and share the tips and techniques they have learned.” Early in a military logistician’s career, it is critical that they receive service-specific logistics training in doctrine, process, technology and related matters and soon thereafter gain a broader joint perspective. As they progress in their careers, in addition to additional militaryspecific training, it is important that logistics leaders develop broader knowledge bases across multiple fields and higher analytic, synthesis and evaluative capabilities. Critical thinking and adapting new concepts to achieve quantum improvements become increasingly important as the scope and breadth of logistician’s responsibilities increase. In today’s competitive global transportation and logistics business climate, organizations are under pressure to adopt new procedural and technological trends to improve the visibility of product and cargo flows through an ever-widening and complex supply chain. “At AMU, we holistically examine how reverse logistics is being used in both the military and civilian logistics organization,” said Hedgepeth. Military logistics training is the core of pure logistics in the commercial world. That core of military training has to be blended with the theories from the for-profit global and reverse logistics worlds. “We refine our curriculum at AMU by incorporating military and civilian logistics leaders as part of an industry advisory council, with whom we meet several times a year to address new areas of focus for the curriculum, and what technology and process lessons learned are impacting the military logistician,” explained Hedgepeth. “Our faculty includes both military and civilian experts in reverse and forward logistics. Military veterans teach our logistics courses to active duty logisticians and civilians who support the military. Our faculty members are consulted on a weekly basis on what changes in logistics are working and what does not seem to be working any longer. We listen to, and are partnered with, the military.” “We believe strongly that education in private-sector logistics business practices, processes and technologies is a key to provide military logisticians with alternative approaches and models that can enable their efforts to achieve dramatic improvements,” IDB’s Cramer said. The Institute for Defense and Business [IDB] has worked closely with numerous military commands, organizations and agencies to develop customized education programs since 2000. They include: the U.S. Army Materiel Command; the J4, Director of Logistics, the Joint Staff; the Task Force on Business and Stability Operations at DoD; the Business Transformation Agency and the Deputy Chief Management Officer at DoD; the Defense Logistics Agency; all the services; and the Departments of Veterans Affairs and Homeland Security. These programs have expanded from their original focus on supply chain and logistics to also encompass military industrial base management, life cycle, stabilization and economic reconstruction, strategic studies and related areas. In a collaborative and iterative process, the IDB works with the sponsoring organization to tailor curriculum to meet specific learning 12 | MLF 7.7
objectives. According to Cramer: “We secure faculty from a variety of universities, as well as subject matter experts from the private sector and military, and deliver programs here in Chapel Hill, and around the country and internationally as well. Each program delivery is extensively evaluated and subsequent classes are modified to maximize the educational experience.” Since 2000, the IDB in partnership with the University of North Carolina at Chapel Hill’s Kenan-Flagler Business School has administered the Center of Excellence in Logistics and Technology (LOGTECH). Through LOGTECH, well over 3,000 logisticians from DoD, DoD agencies, the services, joint commands, civilian agencies, allied militaries and the private sector have participated in logistics and technology programs in Chapel Hill, N.C. The IU-UNC LogMBA developed as part of LOGTECH, is a hybrid in-residence and distance MBA tailored to logisticians, and it will enroll its 10th cohort in February 2014. Also of note is the Depot and Arsenal Executive Leadership Program that will enroll its 11th cohort in the fall of 2013. All of the U.S. Army depot and arsenal commanders come through this seven-month program, as well as participants from the Marine Corps, Defense Logistics Agency, Coast Guard, Navy, Air Force and the private sector. The IDB has also developed and delivered a series of programs on logistics cooperation for stabilization and economic reconstruction, with the sponsorship of the J4, Director of Logistics. Most recently, the UNC-IDB Strategic Studies Fellows Program has enrolled 29 senior Army captains for a five-week program in Chapel Hill to broaden their strategic perspectives, and the IDB in conjunction with the Department of Veterans Affairs has developed a program for medical logisticians called MedLog21. “In our case at North Dakota State University, we work closely with the U.S. Army Logistics University at Fort Lee, Va., to align our programs to meet the needs of students,” said Tolliver. “The Master of Managerial Logistics program at NDS meets all 12 points of the National Logistics Curriculum Initiative at Army Logistics University. Beginning this fall, the program will be available in a distance learning format to make it more accessible to military students. NDSU provides transfer credits for students who have completed Army Logistics University’s Theater Logistics Studies Program.” Tolliver continued: “Military and civilian logistics professionals can learn a great deal from each other. For example, profit-driven logistics in the civilian world results in innovative approaches to improve efficiency and reduce costs. Those approaches are valuable for military logisticians as well. Similarly, the military’s need for robust and redundant supply chain management under uncertain and difficult circumstances can yield new approaches that can benefit private sector logistics.” Graduates report that NDSU’s MML program has provided excellent background for their missions. For example, 2010 graduate Major Jeremiah O’Connor of the 101st Sustainment Brigade, Fort Campbell, Ky., and officer in charge of a 200 Pax Forward Logistics Element in Kabul, Afghanistan, recently said, “The master of managerial logistics program at NDSU is the best possible preparation I could have conducted prior to this mission. The MML program gave me the supply chain theory, analytical tools, problem-solving strategies and communication skills necessary to improve logistics efficiency and effectiveness in the Regional Command Capital.” DLA benefits from its partnerships with the military service schools primarily by leveraging and applying the knowledge and skills learned. Each DLA employee who attends a course or program will have a different takeaway; how they leverage what they learn will depend on their www.MLF-kmi.com
position and responsibilities within their organization. DLA continuously seeks opportunities to develop current and future leaders, prepare them to effectively navigate and manage leadership challenges, and develop competencies critical to maintaining supply chain excellence. DLA collaborates with The Eisenhower School for National Security and Resource Strategy on shaping the curriculum of their Supply Chain Management course, as well as collaborative efforts with the Defense Acquisition University. “DLA has worked with schools and institutions and they’ve worked with us, on many levels,” said Dan McLean, Materiel Policy, Process and Assessment, DLA Logistics Operations directorate. “Through course participation, DLA employees provide feedback that is used to shape or refine curriculum. In some instances, schools seek DLA subject matter expertise to provide briefings or overviews addressing logistics or specific aspects of the supply chain. DLA has also worked with other entities to include the Center for Joint and Strategic Logistics, military service schools, and other centers that provide core logistics learning.” “With DLA’s highly skilled, diverse and agile workforce as the keystone to our success, we are committed to continuously investing in the development of our workforce to ensure they have the skills and capabilities needed to support DLA’s current and future mission objectives,” said Osborne. “The needs and expectations of the warfighter, along with DLA’s other customers, continue to evolve. As such, DLA leverages existing relationships with schools and institutions, and logistics and leadership curriculums from a variety of military and university training programs.”
“The key to developing and sustaining curriculum that is on point with military and other clients is to conduct frequent evaluations of all instructional blocks and instructors, listening carefully to the client organizations, as well as staying current on DoD and service logistics policies and plans,” said Cramer. “The IDB then is able to fashion curriculum responding to that input and bringing private-sector lessons to bear on addressing military challenges.” Tolliver added, “We at NDS see the military’s input as an opportunity to enhance and improve our logistics curriculum. Improving our ability to meet the rigorous educational needs of military students will almost certainly improve our ability to meet the needs of traditional students. There are occasional challenges in being responsive in implementing program changes rapidly enough to meet the needs of our military cooperators.” Admiral Eric T. Olson, an IDB Executive Fellow, summed this up well early this year in an IDB program when he noted that the speed of logistics is what controls the speed of war. Wars cannot be fought and won without the logisticians who develop and implement comprehensive and effective logistics plans. Logisticians are indispensable partners to warfighters, who depend on them for what they fight with, travel in, communicate with, live in, wear, eat and drink. O
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.
THE TOP CHOICE OF SERVICEMEMBERS. People talk. And right now, they’re talking about AMU. Built upon student referrals, AMU is the global leader in education for the U.S. military. Since we offer more than 80 online degrees, from Business to Transportation Logistics, you can do anything you set your mind to — whether in the military or transitioning out.
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*As reported by Military Times/Edge Magazine We want you to make an informed decision about the university that’s right for you. For more about the graduation rate and median debt of students who completed each program, as well as other important information—visit www.APUS.edu/disclosure.
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SUPPLY CHAIN
Compiled by KMI Media Group staff
Light Weight and Fire Resistant Setting a milestone for in-flight safety, commercial aerospace and defense contractor AAR has developed a fire resistant container (FRC) that has proved capable of containing an onboard fire for up to six hours of flight. By partnering with DuPont, AAR was able to incorporate DuPont Kevlar brand fiber and Nomex XF flame barrier into the innovation, making it the lightest-weight FRC on the market, up to 30 percent lighter than aluminum containers. Positive testing of the main deck container incorporating DuPont Kevlar and Nomex XF has benefits for cargo carriers at heightened risk of experiencing onboard fires linked to hazardous materials, chemicals or lithium batteries. “This is an improvement over other fire-resistant containers, which give pilots anywhere from 18 minutes to four hours to land an aircraft from the time smoke detectors go off,” said Hector Plaza, vice president, The Americas, for Nordisk, the AAR subsidiary that collaborated with DuPont. “Our new product can provide the pilot up to six hours to land.” “Regulatory agencies currently have no specification for certification of this type of product,” said William F. Weber, vice president, DuPont Protection Technologies. “So we’re actually well ahead of the current standard in developing a product that reduces fire risk while also providing weight savings. These are two significant benefits for air cargo carriers.” The new FRC, which passed testing performed at Intertek, an independent third-party testing facility in San Antonio, Texas, is a main deck container designated with the airline industry code AAD, referring to its size and shape, which is over 485 cubic feet. Testing strictly measured fire containment, not blast resistance. Depending on the aircraft’s size, anywhere from 24 to 30 FRCs could fit inside the aircraft.
USS Wasp Maintenance and Modernization BAE Systems announced, “We’re thrilled to welcome the U.S. Navy’s amphibious assault ship, USS Wasp [LHD 1], to our Norfolk, Va., shipyard where our team will execute a $110 million contract to perform maintenance and modernization to the vessel.” The contract modification secures a fiscal year 2013 drydocking planned maintenance availability, which includes the planning and execution of depot-level maintenance, alterations and modifications that will update and improve the ship’s military and technical capabilities.
Accommodating aircraft and amphibious vehicles, the USS Wasp was the Navy’s vessel of choice in responding to Hurricane Irene in 2011 as well as Super Storm Sandy in 2012, offering emergency communications assistance, air traffic control capabilities, and carrying aircraft and equipment. The U.S. Navy also relies on USS Wasp as the test platform for joint strike fighters. The work will be performed in Norfolk and is expected to be completed by May 2014.
Final C-130J for Largest C-130J Group On a rainy day in April 2010, one of the Air Force’s most reliable airframes was reborn for the 317th Airlift Group when the unit’s first C-130J Super Hercules was delivered by then-Chief of Staff of the Air Force, General Norton A. Schwartz. The arrival of the first C-130J began the 317th AG’s three-year transition from a 33-bird C-130H fleet into the largest J-model organization in the world. On July 25, 2013, under equally dark and rainy skies, the final C-130J taxied onto a Dyess Air Force Base runway, announcing that the 317th Airlift Group’s order of 28 C-130Js had been fulfilled. Air Force tail number 5726, piloted
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by General Paul J. Selva, Air Mobility Command commander [See the next issue of MLF for Gen. Selva’s interview], marked the fleet’s completion, bringing with it an increased mission capability for the group. “The J-model offers substantial performance improvements over previous models, which will allow the 317th to efficiently and effectively accomplish our mission of saving lives and sustaining our nation’s operations by training, mobilizing and employing these combat aircraft worldwide,” said Colonel Walter Ward, 317th Airlift Group commander. “The Air Force has entrusted
these highly capable aircraft to the hardworking, innovative men and women of the 317th, and we understand that—now more than ever—we have a responsibility to the American people to make the best use of our available resources.” From December 2003 to April 2013, the 317th was continuously deployed overseas in support of combat operations. Over the course of 3,378 consecutive days, the group flew more than 57,000 sorties and recorded 95,000 flying hours, all while transitioning their fleet and aircrews from the C-130H to the C-130J. By Airman 1st Class Peter Thompson, 7th Bomb Wing Public Affairs
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C4ISR Maintainer Frank W. Zardecki Deputy Commander Tobyhanna Army Depot
2013
U.S. Army Communications-Electronics Command
U.S. Army Communications-electronics command
C4ISR Maintainer
Q& A
Largest Full-Service Electronics Maintenance Facility Serving DoD Frank W. Zardecki Deputy Commander Tobyhanna Army Depot Frank W. Zardecki has served as the deputy commander to the commanding officer of Tobyhanna Army Depot since 1990. An organization of approximately 5,000 personnel performing diversified logistics, administrative and related support missions. In this position, he participates fully in the overall administration and operation of the entire depot. He provides professional guidance and assistance on all matters pertaining to depot missions, operating goals, and determination of depot resource requirements in terms of funds, facilities and personnel. He reviews and evaluates the effectiveness and efficiency of all depot missions. He also identifies and resolves critical operating problems, and determines and directs special studies and management improvement reviews. Zardecki is a veteran of the U.S. Air Force. He began his depot career in 1966 as an electronics-mechanic helper. Since 1972, he has held a wide variety of management positions, beginning as a first-line supervisor in the Avionics Branch. He has since progressed through increasingly responsible managerial positions in the electronics maintenance field. These included avionics section chief, chief of the Radio and Radar Branches, Electronics Division chief, and deputy director of maintenance. He was the depot’s first force modernization officer. He served as chief, Production Engineering Division, based on his experience, technical ability and managerial skills. In 1985, Zardecki was selected for a special assignment as the civilian executive assistant at Sierra Army Depot, Herlong, Calif. This assignment included directing the ammunition and special weapons missions performed at the installation. Zardecki attended Wilkes College, Wilkes-Barre, Pa., and the University of Scranton, Scranton, Pa., completing courses in business administration. He also has completed many Air Force and Army electronics and other technical training courses. In addition, he has attended numerous government-sponsored courses in the field of management, including supervision, leadership, labor relations, maintenance management, the environment, automation, and Lean. He is a 1995 graduate of the Senior Executive Fellowship Program, JFK School of Government, Harvard University. Throughout his career Zardecki has been selected to serve on numerous Department of the Army and Department of Defense special studies on military logistics. He is recognized as a leader in the area of depot maintenance, labor relations and interservicing. He was responsible for the transfer of the Air Force Ground Communications Electronics workload to the Army as a result of the 1995 Base Realignment and Closure (BRAC) process. www.MLF-kmi.com
Awards and decorations include two Decoration for Exceptional Civilian Service Awards, Meritorious Civilian Service Award, four Superior Civilian Service Awards, Commander’s Award for Civilian Service and numerous performance and special service awards. In January 2012, he was recognized for 50 years of federal service. Q: Could you first give us a broad-brush look at the depot including its size, budget and workload? How does this compare to let’s say three years ago? A: Before we start, let me give you a little background. What most people don’t understand is that depots are really the closest thing to the private sector, because we operate under working capital fund—there is no money appropriated by Congress for the operation of depots. We get paid for products we produce and services we render. We need to be competitive, especially in today’s environment, because customers can shop around and compete workloads. It’s imperative that we maintain efficiencies and keep our cost of operations down. If you look at the depot today, our workload for fiscal year 2013 is about $740 million, and our population is about 3,511 people. We’re U.S. Army Communications-Electronics Command | MLF 7.7 | 1
U.S. army Communications-electronics command CECOM HQ Leadership
Maj. Gen. Robert S. Ferrell Commanding General
Gary P. Martin Deputy to the Commanding General
Col. Charles Gibson Chief of Staff
Sgt. Maj. Kennis J. Dent Command Sergeant Major
CECOM Centers and Commands
Col. Anthony Wizner Director Central Technical Support Facility
Lane D. Collie Director Logistics and Readiness Center
Gary Lichvar Director Software Engineering Center
Col. Gerhard P.R. Schröter Commander Tobyhanna Army Depot
Col. Patrick L. Kerr Commander U.S. Army Information Systems Engineering Command
CECOM G-Staff
Charles J. Glaser G1 Director for Personnel and Training
James Lint G2 Director for Intelligence and Security
Kent Woods G3/5 Director for Operations and Plans
Michael Vetter G4 Director for Logistics and Engineering
Patricia L. O’Connor G6 Chief Information Office
Liz Miranda G8 Director for Resource Management
CECOM Special Staff
Maria Esparraguera Chief Counsel
Maj. Young D. Kim Chaplain
Karen Quinn-Doggett Director Corporate Communications
Steve Hart Director Directorate for Safety
Neslie Etheridge Director Equal Employment Opportunity
Melvin Graves Inspector General
Dominic D’Orazio Director Internal Review Office
Kenyata Wesley Director Office of Small Business Programs
Gene Catena Secretary to the General Staff
Tobyhanna Army Depot 2013
Col. Gerhard P.R. Schroter Commander Tobyhanna Army Depot
Frank Zardecki Deputy Commander Tobyhanna Army Depot
Heb Shirey Chief of Staff Tobyhanna Army Depot
Tobyhanna Directors
James Antonelli Director of Resource Management
George Bellas Director of Command, Control and Computers/ Avionics [C3/Avionics]
Ron Cappellini Director of Business Management
Patrick Esposito Director of Production Management
Lorraine Henry-Hunt Director of Communications Systems
Brad Jones Director of Productivity Improvement and Innovation
Robert Katulka Director of Production Engineering
Jody Oustrich Director of Systems Integration and Support
Suzanne Rudat Director of Field Logistics Support
George Salitsky Director of Intelligence, Surveillance and Reconnaissance
Martha Verbonitz Director of Industrial Risk Management
Richard Woodworth Director of Public Works
John Howard Director of Information Management
U.S. army Communications-electronics command going to execute about 4.2 million man-hours of direct labor work this year. When you look at that in comparison to FY10, our budget was $980 million, so our budget, like everybody else’s, is declining. We’ve come down a little over $200 million in the last three years. Our population in FY10 was about 4,586, so again you can see that we’ve come down about 1,000 people. It’s a sign of the times as the budget reduction, sequestration and taking brigade combat teams out of the Army, that the workload is going to go down for the next few years. That’s what we’re looking at and how we plan on operating. Q: As the largest full-service, electronics maintenance facility within DoD, how much work do you do with and for the other services? What are some examples? A: Currently, Tobyhanna’s business is C4ISR; that’s our focus. If you look at that $740 million that I just talked about, about 30 percent of our workload is done for other services, specifically for the Air Force as a result of BRAC 95 when the work was transferred here. We do all of the Air Force deployable air traffic control systems, the air defense radars and the threat emitters they used in their electronic warfare training, among a number of other items. For the Marine Corps, and that’s a fast-growing workload for us, we do all of their air defense and counter-fire radars. That just started within the last two years and we’ve been very successful there. Overall, we’ve developed a good relationship with the Marine Corps. For the Navy we also do some interesting and nontraditional Army work; we do some depth detectors for the submarines and we’re doing some refurbishment on the rolling air frame missile launchers. Q: Is all of your work accomplished here at Tobyhanna or do you have staff forward deployed? A: We have quite a few forward deployed personnel, especially in the last few years; field support was our fastest-growing business area. Right now we have 66 forward repair activities around the world. On average, about 645 people a day work outside the gates of Tobyhanna. We have approximately 150 people in southwest Asia, at 23 different locations in Afghanistan and Kuwait. Since the start of Operation Enduring Freedom, we’ve had about 3,000 people—civilians—deployed to southwest Asia for six-month rotations, all volunteers. We also have about 300 or so personnel permanently assigned to locations around the world. Q: How have the budget tightening and sequestration furloughs affected your ability to stay ahead of the work flow? A: Quite frankly, it’s just the opposite. With the declining workload, we’ve had to readjust, lower the amount of people we have. Because cost is so important and the hourly rates we’ve charged, we’ve had to do a lot of analysis of our workload and our costing. This year to date we’ve reduced about $20 million in overhead cost. Through our lean initiatives and efficiency studies, we’ve been able to decrease the product cost of systems we overhaul or maintain. It’s really imperative that we maintain comparative rates so that our customers can afford to come here, especially in the time of 4 | MLF 7.7 | U.S. Army Communications-Electronics Command
declining budgets. That’s something that Tobyhanna works on really hard, all the time, in trying to keep our rates down and be competitive. Q: What is your role with the OEMs and other commercial industry? Do you have partnerships with them that harness their expertise and background? A: Absolutely, we’ve been doing this for a number of years now. Just this year alone, we have about 30 ongoing partnerships of various sizes. One of the interesting things about Tobyhanna is our workload is so diversified that we have a lot of little partnerships utilizing our production lines because of the nature of the work. We have partnerships that encompass unmanned systems, UH-60 Black Hawk avionics, radios and a host of other equipment items. We have a number of ongoing proposals that we work with the OEMs or other contractors. The value is that we partner together to do something that we can’t do independently. For the future, partnerships are where we’re going so that we can maintain technologies and have workload to share with our partners. We can do things they can’t do, and we can offer those services. Q: What is your ratio of Army personnel to civilian personnel? Do you use outside contractors for surge capabilities or specific skill sets that you may not need full time? Will your use of contractors go up or down in the coming year? A: Well, when you look at the Department of Defense industrial base of any of your depots, about 99.9 percent of the depots are civilians. At Tobyhanna we have three military—the commander, a sergeant major, and one or two other folks. Primarily we’re a civilian organization. Do we use contractors? Yes. Back in 2008, that was really our biggest year for production, and we hired a number of contractors to help us through that surge. Over time, we have reduced the number of contractors. With the workload going down, we’ll continue to use contractors, but not at the same level that we did in the past. Q: As new devices come online, such as smartphones and tablets, are those falling under your wing as well? Is there anything particularly challenging about the devices different from other electronics that you are charged with? A: It’s interesting—the technology is really good, it’s really good for the warfighters and the reliability of the new systems is really tremendous. If I can take you back and give you an example of technology and how it has changed and how it impacted depot maintenance because requirements go down. From an Army standpoint, tactical FM radios are the primary means of communication in the field. Back in the ’70s and ’80s, we had what was known as the VRC-12 series of radios that was in all the vehicles and that’s how we all communicated. Well, that was the only time that Tobyhanna ever had a production line; we would do about 900 of these radios a month and we had about 300 people. The mean time between failure [for the VRC-12] was about 200 hours. Then we went to SINCGARS, a good and reliable radio, so meantime between failure went to over 6,000 hours. Today, www.MLF-kmi.com
U.S. Army Communications-electronics command with a much bigger fleet of SINCGARS radios than in the past, we have about 50 people doing what 300 people did. Today, going with the joint tactical radio, the technology is a lot different, the reliability is much greater, and a lot of it is really throwaway; some of it is just not reparable because of design, integration, new components ... So we do a lot different than in the past. You can’t truly overhaul a handheld radio; you can make minor repairs and things like that. So technology has really, really changed what we do here at Tobyhanna It has improved the system so much that we have less people working on the same systems that we had years ago, even though our portfolio has really expanded. We have more than 4,000 different contracts, whether it’s handheld radios, strategic satellite terminals, threat emitters, air traffic control systems. Our diversity in our field is really different than you would find in most places.
Task Force Observe, Detect, Identify, and Neutralize – Afghanistan’s primary mission depends on properly functioning ISR equipment. [Photo courtesy of U.S. Army/by Staff Sgt. Jack Carlson III]
Q: Upon receiving a piece of equipment in disrepair, what is the process to determine if repairs are warranted or if it would be more cost effective to destroy it and replace it with new? A: Well there’s two ways we do that. The first thing we do, especially when we get the major systems in here, we would do an evaluation of the system to determine what the repair costs would be. Within the Army we have the MEL—maintenance expenditure limit—and generally that’s in the neighborhood of 65 percent of the procurement value. So we do an evaluation of what it would cost to repair or overhaul a system based on the procurement value, and if it’s going to exceed 65 percent, then we need permission from the item managers, from the major subordinate commands, to determine whether they want to do that based on the availability of systems. In a lot of cases, we deal with low-density systems. But generally, our overhaul cost is significantly lower—generally in the neighborhood of about 20-25 percent of the procurement value. Q: Does your facility have a role in foreign materiel sales equipment? A: Yes, we do foreign military sales. We have a number of programs, especially with some radars, counter-fire radars, mortar tracking and other similar programs. Tobyhanna has a really, really interesting program—Language Labs, which we do through the State Department and our headquarters [Communications-Electronics Command]. We take the Language Labs, assemble them, and take them to various foreign countries to help teach the foreign military how to learn how to speak English so that they can operate American systems. We’ve been doing this for a number of years; we’ve been in numerous, numerous countries. For example, we’ve had two trips in the last year to Vietnam. It’s really interesting; if you want to see the world, that’s the job to have. www.MLF-kmi.com
Q: What is your training regime to make sure that your staff stay current on equipment technologies and on maintenance best practices? A: Keep in mind the conversation about depots and the working capital fund. We train our own people, and we pay for that out of our lease. We spend in the neighborhood of $8 million a year. We have our own facility we affectionately call Toby Tech, where we keep people trained and current, whether it’s computer systems, radar systems, management information systems. Especially, again, in our field of C4ISR, Technology in the C4ISR field continues to advance rapidly, so we need to keep people current. This means not just with equipment, but also with our business systems, because they’re just as important in how we measure ourselves and determine how we’re doing as a business. Education is very important to us, and we continually train our people to upgrade their skills. Q: Any closing thoughts about the men and women of the depot? A: Well, I think obviously everybody’s aware of the budget reductions and the impacts of sequestration, so the next two years are going to be difficult for us, but I think our folks will rise to the occasion. We have a lot of good, dedicated employees who are working hard to keep our costs down. I think Tobyhanna has a very good reputation around the world and we’re going to maintain that reputation. We continue to look at how we can improve our efficiencies, how we can reduce the repair cycle time of some of the systems. We do this so that we can remain competitive and remain valuable to DoD, especially in C4ISR—our area—because today it’s an electronics battlefield. The things we do are important—our counter-mortar systems, our IED protection systems, they save lives, and people know that, and the workforce is very proud of the things they do to help the warfighters. O U.S. Army Communications-Electronics Command | MLF 7.7 | 5
U.S. army Communications-electronics command
Right Sizing CECOM right-sizes field support entities to match the current environment. By Lane Collie, Director Logistics Readiness Center, U.S. Army Communications-Electronics Command As the Army redeploys from Afghanistan and overseas contingency operations funding dries up, the Army’s Force Generation model no longer dictates nine-month deployment cycles. Soldiers are home longer between duty stations, allowing more time to train on the equipment at the home station before deployments. This change in battle rhythm prompted leaders from the U.S. Army Communications-Electronics Command’s (CECOM) Logistics and Readiness Center (LRC) to explore ways to improve our field support strategy in a post-war environment for execution in fiscal year 2015. We’re getting back to the basics. The new strategy calls for soldiers to be the primary field service components for the operation and maintenance of C4ISR equipment and systems at the unit level, just as they were before the conflicts started. During the height of the conflicts, soldiers were focused on training for deployments and the execution of soldier combat-related activities, leaving a void for field support representatives to fill. With soldiers focused on theater operations, the sustainment and maintenance mission was left to the LRC’s civilians and contractor support to execute. However, that often left the LRC operating in a reactive mode, filling in supportability gaps wherever and whenever needed to support the boots on the ground. Because of the way we grew our field support infrastructure for the last 12 years—delivering quick reaction capabilities and support at a moment’s notice—civilians and contractors supplemented the field support gaps that soldiers (before Operations Iraqi and Enduring Freedom) would typically fill in a garrison environment. Soldiers will now, like before, be expected to provide unit-level field support and maintenance activities. In fact, about 85 percent of field level issues can be solved at the operator/maintainer level in the unit. The LRC has begun to use a three-tier approach to provide field support services. At Tier 0, or at the field support level, formerly embedded civilians are being replaced by soldiers already assigned to the unit who are trained to operate and maintain the equipment, capable of resolving most technical issues. Issues not resolved at Tier 0 will be addressed by a field representative at the Tier 1 field level. What cannot be resolved on-site will be sent to Tier 2, which functions much like a regional help desk. All issues not resolved regionally will be sent to Tier 3, where the original equipment manufacturer or the research and development component can address the most complex issues. The idea is to ensure soldiers are trained to recognize, troubleshoot and resolve issues at the Tier 0 level. LRC experts would come to conduct over-the-shoulder training and mentoring, lending greater capability to the soldier, allowing the command to decrease the field support footprint in the region. 6 | MLF 7.7 | U.S. Army Communications-Electronics Command
CECOM is not alone in tackling the issue of training soldiers to use and maintain equipment at the unit field level. AMC and the Army logistics community are using the Global Logistics 2020 and Beyond concept to develop a strategy that ensures global logistics capabilities are properly structured, aligned and positioned to provide responsive support to the Army and joint force of the future. In an effort to support this direction in Army logistics, we have made it a top priority to work with command, control, communications, computers, intelligence, surveillance and reconnaissance partner organizations, to develop methodology for determining the optimum field support structure for fiscal year 2015 and beyond. Among the list of goals is to find efficiencies; investigate the concepts for application to enduring systems; and create a regional field support map to provide “right-sized” support. Part of the reason we are doing the right-sizing is that if, in the future, we encounter a higher operational tempo scenario, we can ramp up again—and back down—but in a more structured way, as opposed to what happened before … a lot of patchwork solutions. Although those solutions worked in the near term, planning ahead will position the command to operate more proactively in how it delivers field support in both war and peacetime environments. We have a chance to take lessons learned from our work during operational contingencies, and incorporate them into the way we do business. The future force will be much different than before, according to Army 2013 strategic guidance. Units will be smaller, leaner, more agile and responsive, therefore the LRC’s services must compliment the new strategy and be the “right size” to support the new way our Army will be organized to fight and operate. CECOM and its LRC are posturing themselves, now, to be ready and relevant to the Army of the future. Right-sizing efforts would be directed in four areas: creation of multi-functional field service representatives; increased regionalization; strategic consolidated contracting; and optimization of internal management structure. Right-sizing is similar to industry’s just-in-time concept used to replenish stock, while keeping costs down, enabling companies to buy only what is needed, when it is needed. With soldiers taking the lead for field support at the unit level, the concept would call for the LRC to deliver field support personnel as needed, rather than those personnel being available at the field level indefinitely, even when there is no immediate mission at hand. It’s a matter of resources and the ability to balance resource efficiency with meeting the units’ readiness requirements. It’s a balancing act. At the end of the day, it’s really about being the most efficient steward of the resources and doing it smartly. O www.MLF-kmi.com
SUPPLY CHAIN
Compiled by KMI Media Group staff
Innovative Workload Management Tools James Glenn was hired into the Defense Logistic Agency’s Pathways to Career Excellence (PaCE) Program in July 2012 and has developed two workload-management tools that are getting noticed within the DLA Aviation community. Glenn designed an Excel workflow tracking spreadsheet and a new query method to take advantage of a little-known but very useful Material Master Review operation. “The tool consolidates data associated with manual purchase requests and other work items into one location to allow for tracking of actions and suspense dates by product specialists,” he said. As a product specialist, Glenn said he uses many different resources and touch-points to process work items and he developed the spreadsheet to allow him to pull needed item information into one condensed, easy-to-access location. He said the tool’s features and enhancements grew as his responsibilities and workload requirements grew. DLA Aviation product specialists review purchase requests to make sure supply sources are valid, part numbers are correct, technical data
packages are complete and drawings are correct with the most up-to-date revisions available, and to ensure the item’s material master and total item record is updated prior to the acquisition specialists releasing a request for quote. Glenn said the tool’s main benefit is it helps him proactively organize, prioritize and maintain detailed status of his workflow items as they are processed in DLA’s Enterprise Business System. His workload is less than most product specialists in the division because he said he is still in training; however, he is still responsible for three terminal digits. Terminal digits are the last two numbers in a national stock number within a particular federal supply class, such as lighting or cables. DLA’s PaCE Program is a two-year training program designed to train entry-level personnel for subsequent advancement to the journey-level in professional, administrative and technological career fields. By Cathy Hopkins, DLA Aviation
Maneuver Support Vessel (Light)
The U.S. Army, Product Director, Army Watercraft Systems (PD AWS) intends to replace its fleet of Landing Craft Mechanized 8 Mod I and II (LCM-8) vessels with a vessel as described in emergent requirement development called the Maneuver Support Vessel (Light) [MSV (L)]. The MSV (L) is an Army waterborne platform that will provide land maneuver forces with operational agility through tactically synchronized movement of combat-ready, tailored force elements. MSV (L) represents a modernization of current Army watercraft capabilities as provided by the aging LCM8 that adds new capabilities intended to meet the Army’s future tactical and operational movement and maneuver requirements. The craft is intended to access austere entry points, degraded ports and bare beaches without dependency on support ashore, in support of land www.MLF-kmi.com
maneuver support and/or maneuver sustainment operations. The MSV (L) will be capable of operating throughout the littoral operational environment, maneuvering in shallow coastal waters, narrow inland waterways and rivers in support of widely dispersed, tailored force elements, even in anti-access/area denial environments. The LCM-8 is a shallow draft, multipurpose vessel that transports cargo, troops and vehicles from ship to shore or in retrograde movements with roll-on/roll-off capability for wheeled and tracked vehicles. It is also utilized in lighterage operations and multipurpose utility work in harbors. The LCM-8 has been in service since 1967. The vessel was originally procured with an expected economic useful life (EUL) of 25 years—meaning 1992. The current Army fleet consists of 38 LCM-8 MOD Is and 6 LCM-8 MOD IIs (command and control variant). PD AWS has a goal to issue a single contract to a prime contractor for fleet replacement of the LCM-8, with the MSV (L) to achieve greater maneuverability; and improved payload, protection, and performance characteristics; including better reliability, availability, and maintainability (RAM), thereby reducing operation and sustainment cost. The EUL is 30 years minimum, 40 years optimum.
SBIR Operational Energy and Power Theme Technological advances in electric power generation, distribution and use are enabling transformational military capabilities. Advanced power-generating technologies enable significant improvements in platform flexibility, survivability, lethality and effectiveness. The Army’s transformation challenge is to develop a smaller, lighter and faster force, utilizing hybrid electric drive, electric armament and protection, and a reduced logistical footprint. The Navy is developing future ship concepts that integrate electric power into a next-generation architecture which enables directed energy weapons, electromagnetic launchers and recovery, new sensors, as well as supporting significant fuel, maintenance and manning reductions. The Air Force needs electric power to replace complex mechanical, hydraulic and pneumatic subsystems, and also enable advanced electric armament systems. Improved power sources will support the individual soldier by permitting longer duration missions and reduced weight borne by the soldier. The DoD Operational Energy Implementation Plan, March 2012, asked that the Assistant Secretary of Defense for Research and Engineering identify investment gaps in the department’s science and technology portfolio necessary to reduce power demand, improve system efficiency and expand supply alternatives, as articulated in the DoD Operational Energy Strategy. In this assessment, the following areas were identified as gaps/priority areas: high-efficiency energy conversion; energy integrated design and simulation; high efficiency propulsion; environmental control systems; and flexible and adaptive power distribution. In response, the latest OSD small business innovative research solicitation includes five projects to address these themes: • Phase-change thermal buffers for environmental control unit efficiency improvement • High-efficiency electric power manager for man-portable photovoltaic systems • High-efficiency flexible photovoltaics • Ultra-high power density solid oxide fuel cell stack for high-efficiency propulsion and power systems • Precision in-cylinder pressure sensor system for heavy-duty diesel engines
MLF 7.7 | 15
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Response Logistician
Q& A
Applying Lessons Learned to the Future LOG Mission
Lieutenant General William M. Faulkner Deputy Commandant for Installations and Logistics U.S. Marine Corps
Lieutenant General William Faulkner was commissioned in 1982. Following completion of the Basic School and the Infantry Officer’s Course in 1983, he was assigned to First Battalion, Sixth Marines, where he served as a rifle and weapons platoon commander, company executive officer, battalion adjutant and assistant S-4 officer. He was augmented into the regular Marine Corps in 1985 and received a directed lateral move to the logistics occupational field. From 1986-1989 he served with 1st Marine Expeditionary Brigade as S-4 officer with Marine Air Base 24 then as assistant S-4 officer with Marine Aircraft Group 24. Faulkner was a distinguished graduate from the Amphibious Warfare School in Quantico, Va., in 1990. From 1990-1992, he served with Brigade Service Support Group 4 as assistant S-3 operations officer, participating in Operation Desert Shield/ Desert Storm. He later served as the S-3 operations officer and was assigned to the United Nations High Commissioner for Refugees in the former Yugoslavia, where he participated in Operation Provide Promise, coordinating the delivery of humanitarian relief into Bosnia and throughout Serbia. From 1993-1995 Faulkner was assigned to Headquarters Marine Corps, serving as an action officer in the Logistics Plans, Policies and Strategic Mobility Division of the Installations and Logistics Department. Following Headquarters Marine Corps, he attended Air Command and Staff College in Montgomery, Ala., graduating with distinction in 1997. From 1997-1999 he was assigned to United States Central Command where he worked in the J4/Logistics Directorate. During this tour, he participated in Operations Southern Watch, Desert Fox and Noble Response. From 20002002, Faulkner served with 2d Force Service Support Group as the G-3 current operations officer before assuming command of MEU Service Support Group 26, 26th Marine Expeditionary Unit. With the 26th MEU, he deployed to Afghanistan and participated in Operation Enduring Freedom as part of Task Force 58. Faulkner graduated from the Industrial College of the Armed Forces at National Defense University in 2003. From 2003-2005, he was assigned to the Joint Chiefs of Staff at the Pentagon in the J4 Directorate, where he worked as a logistics operations officer in the National Military Command Center then as Section Head, Logistics Programs and Policy Division. In 2005, he was assigned www.MLF-kmi.com
to 2d Force Service Support Group as the assistant chief of staff G-3. In May 2006, he activated and assumed command of Combat Logistics Regiment 27. In November 2006, he was assigned duty as the chief of staff of 2d Marine Logistics Group (Forward) in support of Operation Iraqi Freedom 06-08 in Al Anbar Province, Iraq. He returned from Iraq early 2008 and assumed command of 2d Marine Logistics Group in April. He turned over command of 2d Marine Logistics Group in late May 2008 and reported to III MEF where he commanded 3d Marine Logistics Group from May 2008 to June 2010. From June 2010 until August 2012 Faulkner served as vice director, J-4, Joint Staff. Faulkner graduated from East Carolina University Class of 1982, receiving a Bachelor of Science degree in business. He holds a master’s degree in business from Chaminade University and a Master of Science in national resource strategy from the Industrial College of the Armed Forces. Q: What are the challenges of maintaining the force in place while also planning and executing the retrograde? A: Our most important priority from a logistics perspective is providing the very best support to the Marines deployed to Operation Enduring Freedom in order to maintain the nation’s premier crisis response force. MLF 7.7 | 17
However, one of the challenges with supporting operations and retrograde simultaneously is being able to do the latter without degrading ongoing operations and accepting no additional risk. With that in mind, we established a model in theater that ensures the retrograde effort is all but transparent to those Marines operating in Regional Command South-West. We created dedicated organizations within theater whose singular mission is to facilitate the retrograde of ground equipment back to home station. At the core of this model are Marines within our retrograde and redeployment in support of Reset and Reconstitution Operations Group [R4OG] based at Camp Leatherneck, Afghanistan. The R4OG’s mission is essentially to shoulder the full logistical burden that the right spare parts, in the right quantities, are in the right spot at the right time is all about supply chain management. of equipment turn-in, agricultural and Ensuring Keeping the Super Cobra mission-ready depends on having those parts in the hands of a skilled maintenance team. [Photo courtesy of U.S. customs processing and transporta- Marine Corps/Photo by Sgt. Gabriela Garcia] tion booking and visibility so that our tegic lift capacity, minimizing transportation costs and mitigating Marines operating as part of the OEF Marine air ground task force congestion at our maintenance depots. can remain engaged in the fight up to the last days before they We’re also speeding up the process by retrograding non-depot depart the U.S. Central Command theater. This process has worked level repair assets directly to the Marine Expeditionary Forces well and has been the hallmark of our success during last year’s where we have forward positioned maintenance teams from Marine post-surge recovery of equipment and sustainment stocks back to Corps Logistics Command on site to execute reset. This is a lesson home station and today as we continue retrograde operations. we took away from Operation Iraqi Freedom, where the collection point for equipment returning from Iraq was largely our depot Q: You’ve recently said that the reset from the Afghanistan surge repair facilities, which we learned was slowing down the process. in 2009 is on track and running perhaps as much as $1 billion We’ve since changed that practice for the OEF retrograde, and under the projected cost of $3.2 billion. What is the timeline and consequently we’re able to get the equipment back into the hands how have you been so effective in resetting the force? of our Marines in a much shorter duration than we would have otherwise. A: We’re pleased with the pace and progress of our ground equipment reset effort. The post-surge recovery, which ended December Q: There was a Corps-wide review to identify mission critical 2012, was successful. Not only were we able to test and prove the assets while at the same time identifying those assets for divestiviability of our strategy, but we also reduced our OEF equipment ture. What is the status of that review and what role does Instalfootprint by 60 percent while shrinking our sustainment stocks by lations and Logistics [I&L] have in the process? about 70 percent. This puts us in a solid position with respect to maintaining a lean Marine air ground task force in theater, keeping A: The Marine Corps has been undergoing a comprehensive review only what we need to support the mission, and posturing for future of its table of equipment [T/E] in order to align future capabilities force and equipment reductions. with the future 182K end strength. Similarly, the repair and recapitalization of our war-torn Part of that review included the Marine Corps’ decision on the equipment is on track. Of the equipment that has returned from enduring requirement for the mine resistant ambush protected Afghanistan, we’ve reset and returned about 31 percent of it back vehicle, settling on a total quantity of just over 1,200. to the operating forces. Our remaining timeline is dependent on Our role in I&L with respect to identifying mission critioperational decisions associated with the pace of troop reductions. cal assets and those for divestiture is to ensure that the capaWe anticipate needing anywhere from two to three years after bilities requirements and system procurement decisions are fully the end of hostilities in OEF to get all of our OEF equipment reset integrated into our retrograde and reset plan. This is a critical through the maintenance process. ingredient in making fiscally responsible drawdown decisions To date, a great deal of our success has been a result of early and determining what equipment will return home to fill critical planning as well as applying lessons learned from our experience shortfalls and what equipment will be divested in theater because in Iraq. For example, we’ve been able to increase the velocity of we simply don’t have a future demand for it. It’s a fluid process that ground equipment reset by leveraging in-theater maintenance requires a great deal of teamwork and communication across the assessments to weed out those assets that, due to excessive wear or Marine Corps. damage, are simply not economical to repair; thus preserving stra18 | MLF 7.7
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We have a superb cast of Marines and civilian Marines doing that coordination every day to ensure our transition out of Afghanistan is swift, efficient and in concert with emerging operational demands. Q: Installations and permanent bases are huge energy consumers. What is the Marine Corps strategy to make their CONUS bases more energy efficient? What is the strategy to lighten the load on the Marine on the battlefield so he consumes less power—and therefore has to carry less power? How expensive will it be for the Marines to become more energy efficient and is there a projected date at which point there will be a return on the investment?
The marines have created dedicated organizations within theater whose singular mission is to facilitate the retrograde of ground equipment back to home station. [Photo courtesy of U.S. Marine Corps]
A: I’ll start with installations. Since 2009, the Marine Corps has invested over $300 million to improve the energy efficiency of heating, cooling and lighting systems; install advanced metering infrastructure; and expand the utilization of renewable energy resources on our installations. As a result of these efforts, we have reduced facility energy intensity—consumption per square foot—by over 18 percent from the 2003 baseline and are making significant progress toward meeting the congressional efficiency mandates to reduce by 30 percent by 2015. Additionally, our on-site renewable power generation currently accounts for 5 percent of the electricity consumed on Marine Corps installations. Installation energy projects are prioritized based on return on investment. On average, projects have a simple payback of 10 years. Through these investments we have been able to significantly reduce our funding requirements for energy used by installations. Notwithstanding our investments, the cost of energy resources remains volatile and our energy supplies continue to be vulnerable to potential manmade and natural disasters. Instability in both price and supply puts our installations and training areas at risk. Congressional legislation and presidential directives have mandated Department of Defense installations to diversify supply and bolster the resiliency of energy-related infrastructure. To provide a framework and direction for installation leaders and personnel to address these concerns, the USMC Installations Energy Strategy was signed in late June 2013 promoting the following principles: • Achieving success will require developing a Corps-wide ‘energy ethos’ based on the common understanding that the efficient use of vital energy resources has a positive impact on Marine Corps readiness. • Continued implementation of prudent management practices and energy-efficient technologies will maximize funding available for investment in future operational capabilities. 20 | MLF 7.7
• Further integration of renewable energy and alternative fuel resources will continue to produce utility cost savings and support energy security. • Advanced metering infrastructure and building and utility control systems will provide decision makers with the capability to make informed operating decisions. As for our operational energy strategy, the Marine Corps is investing in new and innovative ways to lighten the load for the individual Marine. Energy-efficient and renewable energy systems are essential to building a lighter, more capable MAGTF that goes farther and stays longer on every gallon of fuel, every kilowatt of energy it requires. These investments yield greater military capability, including increased tactical and operational tempo, and reduced vulnerabilities during resupply. An example of out currently fielded capability is the solar portable alternative communications energy system [SPACES]. It is a lightweight, portable, renewable energy system designed to provide power for platoon and squad size units operating in remote locations. Marines use SPACES to recharge batteries that power communications equipment like SATCOM radios, reducing the number of batteries carried on extended patrol. Marines deployed to OEF with SPACES were able to execute a three-week foot patrol without battery re-supply. Over the last two years in OEF, rechargeable XX90 batteries have lightened the load by 112 tons and saved $7.5 million [$12.2 million in 2010-2011 vs. $4.7 million in 2011-2012]. A future capability we are working on is the Marine austere patrolling system [MAPS] is an integrated, wearable solution that combines smart power management, conformal batteries, highefficiency flexible solar photo voltaic panels, and an individual water filtration system. Currently in prototype form, this system simplifies power distribution and enables production of clean drinking water, lightening Marines’ carried load and eliminating the need for battery and water resupply in austere environments. www.MLF-kmi.com
Q: What is the Marine Corps plan for the use of various technologies—RFID, AIT, AIS, IUID—to increase asset visibility in the supply chain? A: Within our enterprise total life cycle management framework, we have an equipment accountability and visibility integrated product team chartered to look holistically at our enterprise-level asset-visibility efforts and integrate and synthesize them to maximize visibility across the supply chain. RFID, AIT, AIS and IUID have proven to be key technology enablers for us. We have started a bottom-up and top-down review of DoD’s asset-visibility efforts, and we are developing a roadmap to identify AIT/AIS gaps internal and external to the Marine Corps. Last November, we published an IUID ground equipment implementation plan to guide our efforts toward IUID implementation across the Marine Corps. We initiated an RFID infrastructure modernization effort that consists of moving the entire Marine Corps RFID infrastructure—118 readers and interrogator sites at our bases and stations—from remote access servers/dialup configuration to new Internet Protocol addresses for connection to the national DoD RF-ITV server, as well as incorporating the passive RFID infrastructure into one standard infrastructure for both passive RFID and active RFID. We are currently exploring additional opportunities for the use of Global Positioning System transceivers and satellite communication devices during the last tactical mile of distribution to
provide near real-time movement and location visibility of assets while in-transit between fixed locations. Q: How do you see the Marine Corps utilizing performance-based logistics [PBLs] and contracted logistics support in the future? A: In the current budget environment throughout the department, I see performance-based logistics [PBL] being a key support strategy for us. In our acquisition and sustainment communities, we work continuously to evaluate and determine best-value product support strategies, and then implement those strategies using the full range of product support arrangements. PBL gives us an effective means of targeting specific sustainment drivers so we can work to reduce total ownership costs, optimize operational effectiveness and satisfy performance objectives using support arrangements with clear lines of authority and responsibility. A key example I can cite is the great work our light armored vehicle [LAV] program office is doing to implement next-generation PBL initiatives. Last year, the Assistant Secretary of Defense for Logistics and Materiel Readiness selected our LAV improved thermal sight system as the first system to be a pilot model for performance-based sustainment implementation. This pilot will be key in assisting other programs with implementation of bestvalue product support strategies and informing OSD-level PBL policy.
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MLF 7.7 | 21
I see contractor logistics support arrangements continuing in many regards as they exist today. We’re working now to further identify commercial arrangements that lend themselves to meeting performance-based objectives. For many components, traditional organic support strategies will continue to provide best-value results, and we need to ensure that interim supply support arrangements capture and report actual demands to facilitate transfer of support responsibilities from acquisition communities to sustainment communities and—in many cases—from commercial to organic support providers. Q: What can you tell me about the Ground Equipment Portfolio Management Program? A: Over the past decade, the Marine Corps has grown significantly in terms of overall war fighting capability. The number of principal end items in our ground equipment inventory has grown; the weight of our equipment has increased with all the up-armoring we’ve had to do to combat the IED threat; and our energy requirements have increased. Much of this growth is neither sustainable nor affordable. We took a step back and looked at our ground equipment inventory and the various decision processes that drive the materiel management of our ground equipment and supplies. It became evident that we need a more integrated system-of-systems to reduce
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equipment inventories, prioritize our maintenance requirements and right-size supply inventories, with the goal of maximizing the use of limited resources and providing cost-effective ways to increase readiness. The ground equipment portfolio management concept is, at its core, a governance construct that will give us the ability to better integrate and synthesize the various decision processes in the areas of requirements development, acquisition and sustainment, and create a forum where actions can be combined to maximize asset availability across the Marine Corps, maintain high equipment readiness levels that support war fighting requirements, and optimize investment decisions across our capability portfolios. Q: What is the vision for the future incorporation of unmanned supply systems for Marines at the edge of the fight? A: In support of enhanced company operations, distributed operations and USMC Strategic Vision 2025, both manned and unmanned supply systems will be essential to support future expeditionary operations. Along with USMC assault support, cargo resupply unmanned aircraft systems [CRUAS] and aerial delivery and joint precision air drop systems [JPADs] create a combination of options for USMC ground and aviation logistics that increase the range of operations and enhance force protection by reducing the number of convoys on the road. We are taking a systems view of tactical distribution in the battlespace to align current and future capabilities. The KMAX CRUAS has delivered more than 3 million pounds of cargo to Marines in combat, eliminating the requirement for approximately 600 convoy vehicles, and validating the concept of unmanned aerial systems. We are studying what we have learned from KMAX and JPAD operations to determine the specific unmanned requirement. The Marine Corps is now taking steps to make it a program of record by developing the requirement through the capabilities development process. For JPADs we are making significant progress in resolving current recovery and retrograde challenges. As we move forward we will ensure that the various delivery options that enable us to support logistics from the sea or shorebased [tilt rotor, rotary wing, fixed wing, aerial delivery—USAF and USMC, manned convoys, CRUAS and JPADs] are complementary and aligned to warfighter needs. The Marine Corps is refining these specific capabilities and incorporating them into the future acquisition plans. Q: In the Marine Corps of the future, will the size of the logistician force increase, decrease or stay the same?
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A: Based on the current plan to reduce the Marine Corps from 202,000 to 182,100 by fiscal year 2017, we anticipate an approximately 5 percent decrease to our active component ground logisticians. Considering the Marine Corps overall force is being reduced by 10 percent, I believe our logisticians have fared quite well and this shows the importance of and the Corps commitment to providing our warfighters with the best possible logistical support to maintain readiness across the Marine Corps. www.MLF-kmi.com
Q: Any closing thoughts? A: Our logisticians are experienced warfighters from over a decade of war in Iraq and Afghanistan, able to provide support in any environment and under any conditions. Combat logistics operations overseas have hardened our Marines and sailors into seasoned professionals who are used to working with all elements of the MAGTF, the other services and our allies. We now possess some of the most innovative, versatile, technologically savvy and agile logisticians our Corps has ever known. This breadth of experience will ensure further success as we reorient to the Pacific. Our role has never been more critical as we train and operate alongside our partner nations in future security cooperation missions and in any environment—permissive or nonpermissive. We will continue to meet the variety of potential conventional and irregular threats because of our expeditionary ethos, the many lessons learned from the global war on terrorism, and the fundamental ability of our Marines and sailors to adjust rapidly to missions in any clime or place. We have just published The Marine Corps Installations and Logistics Roadmap, which provides strategic level direction to develop logistics and logisticians for 21st-century expeditionary operations. The Marine Corps’ ability to rapidly generate combat power, deploy and operate across the full range of military operations is driven by logistics, including installations.
Our mission is to provide logistics to ensure an alwaysready and capable expeditionary crisis-response force. We will enable 21st-century expeditionary operations through professional logisticians, transformational logistics processes, innovative technologies, and a fully integrated logistics enterprise. Our efforts will result in modern logistical capabilities prepared to operate across the ROMO [range of military operations]. We will revitalize and integrate logistics training, education and doctrine to develop logisticians that are prepared for the future operating environment. Finally, we will execute an advocacy construct for MAGTF and installations logistics and logisticians that deliver ready people, the right capabilities, and responsive organizations. Our bases and stations are the Marine Corps’ ultimate deployment platforms. They are home for Marines and their families. They are where MAGTFs train and hone battle readiness. And they are the deployment platforms from which expeditionary forces fight and win the nation’s battles. Our Marine Corps installations are key assets in the deployment of the operating forces, and in the management of ocean, coastal, riverine, inland and airspace training areas. Marine Corps Installation Command’s focus of effort is its full commitment to ensuring force readiness; it is the benchmark to measure the command’s scope of responsibility, its enduring focus on Marine Corps bases and stations across the globe, and its obligation to be good stewards of our resources for the Corps. O
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MLF 7.7 | 23
Maintaining Unmanned Systems As unmanned systems have proliferated,
so have industry efforts to maintain them.
By Marc Selinger, MLF Correspondent
Technical Services. “Shadow systems are Operations and Maintenance known as an Army workhorse for intelliServices gence, surveillance and reconnaissance, as well as other missions, and it’s incumbent General Atomics Aeronautical Systems on us to ensure their mission readiness.” Inc. (GA-ASI) provides a wide range of operaAAI Logistics and Technical Services tions and maintenance services, including employees train, deploy and work alongside field service representatives, supply chain their customer in theater to ensure system logistics, depot repairs and warehousing availability through maintenance, sustainsupport. These activities span 50 sites on ment services, launch and recovery support, four continents and support the GA-ASIand, in some cases, operational support. built MQ-1 Predator (Predator A), MQ-9 AAI also provides classroom and hands-on Reaper (Predator B), Sky Warrior A and instruction at Dugway ProvMQ-1C Gray Eagle UAS. ing Ground in Utah. Predator A and Predator “All of these efforts are B complete 99.1 percent of focused on increasing system their planned sorties, while availability and decreasing Sky Warrior A and Gray Eagle system life cycle cost,” Hitch have a full mission capable said. “We have achieved sigrate of 94 to 99 percent, nificant reductions in cost according to GA-ASI. per flight hour and cost of “Every second of every readiness. Just in the past day, 54 Predator/Gray Eaglefew years, we’ve realized milseries aircraft are airborne Chris Pehrson lions in hard program savworldwide, with the GA-ASI ings based on our continuous family of UAS amassing more improvement methodologies, while supthan 2.3 million flight hours to date,” said porting rigorous operational tempos.” Chris Pehrson, GA-ASI director of strategic Supply chain management is integral to development. Full Spectrum Sustainment AAI’s support activities. To help design changes that improve “We work closely with vendors to assess reliability and reduce unscheduled mainteTextron Systems’ AAI Logistics and Techthe need for spares and repair intervennance, GA-ASI enters all unscheduled mainnical Services has provided full-spectrum tion,” Hitch said. “Where we tenance into its failure reporting, analysis sustainment services for the can handle repairs organiand corrective action system. U.S. Army’s RQ-7B Shadow cally through the skill sets “Through this rigorous analysis, we have tactical UAS for more than of our own experts, we’ll reduced Predator A unscheduled repairs suceight years. Shadow was built do so to cut down on time cessfully from over four per 100 flight hours by another Textron Systems and cost for the customer. in 2003 to the current rate of .63 unschedunit, AAI Unmanned Aircraft Where vendor intervention uled parts per 100 flight hours,” Pehrson Systems. is required for provision of said. “Predator B’s rate is even lower at .5 “Our efforts ramped up spares or repair services, we unscheduled parts per 100 flight hours.” along with the customer’s partner with them to ensure requirements to include supefficiency and effectiveness. port in two theaters of war, End-to-End Maintenance Mark Hitch We also assist with configuand we continue to provide ration management, in many high-impact support for Lockheed Martin, along with Kaman and cases working at even the component level deployed forces in Afghanistan in keepSwanson, provides end-to-end maintenance to determine whether there are areas in ing with the platform’s high operational of the K-Max unmanned helicopter, and the which there are reuse possibilities or other tempo,” said Mark Hitch, senior business platform’s durability has helped minimize applications.” development director at AAI Logistics and the need for such maintenance, said Jon While unmanned systems have grabbed a host of headlines for their role in U.S. military operations in recent years, most of the attention has been on the platforms themselves, not on what it takes to keep them in service. But unmanned systems maintenance has emerged as an important and sizable line of work for the defense industry. That trend was underscored in November 2012, when the Air Force awarded Battlespace Flight Services LLC a multi-year contract worth up to $950 million to provide flight-line maintenance overseas and in the United States for MQ-1 Predator and MQ-9 Reaper unmanned aircraft, ground control stations and support equipment. That’s a significant sum, especially in an era of defense budget constraints. Defense contractors that perform maintenance on unmanned systems, especially unmanned aircraft systems (UAS), say they go to great lengths to provide and improve their services. The field is also getting help from new academic programs that train UAS maintenance technicians.
24 | MLF 7.7
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takeoff and landing system using differenMcMillen, Lockheed Martin’s K-Max busitial or improved location accuracy GPS’ an ness development lead. operational heavy-fuel engine; a communi“Because its original design was for cations relay; a signals intelthe logging industry, K-Max ligence payload, and various has proven very rugged and multi-intelligence payloads. reliable, requiring only 1.4 “The U.S. Army’s MQ-5B maintenance man hours per Hunter is a prime example of flight hour in our deployed a program Northrop Grumoperations,” McMillen said. man not only operates and “In comparison to other milsustains, but has continued itary rotary wing platforms, to improve based on Army this is an order of magnitude requirements since the proless. The original airframe gram’s inception more than design was optimized around 20 years ago,” Sova said. the concept of sending a Jon McMillen In addition, Northrop pilot and mechanic into the Grumman said the mission-capable rate of field for several weeks at a time with all its Global Hawk aircraft rose from approximaintenance conducted in remote or ausmately 52 percent in fiscal year 2011 to tere locations. The design has transitioned nearly 78 percent in 2012, and has now well into the unmanned variant because it exceeded the Air Force’s goal for 24 conallows us to focus on developing advanced secutive months. autonomy systems rather than improving “This increase allowed the Global Hawk airframe reliability.” team to execute and fly more than 13,400 K-Max has held up well in even difficult hours last year,” said Jessica Burtness, environments, such as dusty, windy condispokeswoman for Northrop Grumman tions in Afghanistan, according to McMillen Aerospace Systems. “The Global Hawk team “During routine inspections and mainalso simultaneously fielded an additional tenance, we find dust and sand just about seven Global Hawk aircraft, which included everywhere, yet the design and reliability of the Block 30M airborne signals intelligence the K-Max has not been affected,” McMillen payload and the Block 40 ground movsaid. “Though it can be a challenge to get ing target indicator and synthetic aperture spare parts to remote locations in Afghaniradar.” stan, we continue to see no issues as we Burtness said two reliability and mainplan well in advance to keep the proper tainability initiatives have helped increase reserves in place and provide our maintainthe aircraft’s availability rates. Durability ers with the spare parts and components for and damage tolerance analysis resulted in routine maintenance.” reducing the frequency of non-destructive Maintenance and Modernization inspections from 75 flights to 150. And an engine turbine upgrade increased engine depot overhaul intervals from 2,500 flight Northrop Grumman, which supports hours to 3,000. the U.S. Army’s MQ-5B Hunter, trains operators and maintainers and deploys alongside its customer to provide logistics Degreed Support support, including flightline maintenance. With grant funding “Deployed logistics profrom the U.S. Department vide for immediate availabilof Labor, Northland Comity, less aircraft downtime, munity & Technical College and a cost-effective way of in Minnesota created a firstmanaging the supply chain,” of-its-kind, two-semester said Rob Sova, the company’s certificate program that Hunter program manager. focuses on maintaining and The company has also repairing components of gone beyond maintenance UAS, including unmanned to provide modernization. aircraft, ground control staRob Sova Hunter is the first Army tions and communication unmanned aircraft to be equipped with a gear. The program graduated its first class tactical common datalink; an automatic of students in May 2012. 26 | MLF 7.7
“Courses are designed to create a skilled UAS maintenance technician with a broad understanding of commonly used UAS platforms at the functional level,” according to the college’s website. The program has helped its students land coveted jobs with defense contractors, such as Northrop Grumman, said Jonathan Beck, Northland’s UAS program manager. “It’s definitely meeting the needs of the technological changes over the last 10 years that haven’t had set standards,” Beck said. Northland has had discussions with other schools across the country that are exploring options for similar programs. It has also worked with the National Center for Aerospace and Transportation Technologies to develop nationwide standards for UAS maintenance education. The Alabama Aviation Center, part of Enterprise State Community College (ESCC), announced in January 2013 that it will create Alabama’s first UAS maintenance program. ESCC received a $360,000 state grant to develop and launch the first phase of the program, which is tentatively scheduled to begin in January 2014. ESSC’s grant application was supported by the Ozark-Dale County Economic Development Corp. (ODEC) and private-sector companies that are interested in expanding their unmanned aircraft capabilities. “With its proximity to the U.S. Army Aviation Center of Excellence at Fort Rucker and the many aviation businesses in our region, ESCC’s ability to provide comprehensive aircraft maintenance training will boost our ability to recruit and retain employers seeking such expertise for their employees,” said Eric Basinger, ODEC’s executive director. “The challenge of converting a manned helicopter into an unmanned-only aerial vehicle requires skills that are not taught in traditional aviation mechanic training programs,” said Barry Ford, general manager of Bell Helicopter-Ozark. “The Alabama Aviation Center’s creation of the Unmanned Aircraft Systems Maintenance Program will provide immediate and lasting benefits to its students, the local economy and industry alike.” O
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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MLF RESOURCE CENTER Advertisers Index AAI Logistics & Technical Services........................................................ 25 www.aaicorp.com AM General.............................................................................................. 19 www.amgeneral.com American Military University................................................................ 13 www.amuonline.com/ml CribMaster................................................................................................ 7 www.cribmaster.com/missionready Dell............................................................................................................. 9 www.dell.com/rugged DynCorp International.......................................................................... 16 www.dyn-intl.com IHS............................................................................................................. 3 www.ihs.com ManTech.................................................................................................. 21 www.mantech.com National Industries for the Blind......................................................... C3 www.nib.org Oshkosh Corporation Defense.............................................................. C2 www.oshkoshdefense.com/jltv SAIC.......................................................................................................... C4 www.saic.com/logistics Stanley Vidmar....................................................................................... 22 www.stanleyvidmar.com/UP SupplyCore................................................................................................ 1 www.supplycore.com W.W. Williams Logistics.......................................................................... 23 www.wwwilliams.com Special PULL-OUT SUPPLEMENT
Calendar
September 20-23, 2013 NGAUS Conference Honolulu, Hawaii www.ngausconference.com September 24-26, 2013 Modern Day Marine Quantico, Va. www.marinecorpsexpos.com October 21-23, 2013 AUSA Conference Washington, D.C. www.ausa.org
www.MLF-kmi.com
September 2013 Vol. 7, Issue 8
The Publication of Record for the Military Logistics Community
Cover and In-Depth Interview with:
Gen. Paul Selva Commander Air Force Air Mobility Command
Special Section Military MRO Maintenance, overhaul and repair are the fundamental services that keep the air mobility fleet moving.
Features
Northrop Grumman Technical Services............................................. C2 www.northropgrumman.com/logistics Northrop Grumman Technical Services............................................2-3 www.northropgrumman.com/performance
September 16-18, 2013 Air & Space Conference National Harbor, Md. www.afa.org
NEXTISSUE
October 31-November 3, 2013 Airlift/Tanker Association Convention/Symposium Orlando, Fla. www.atalink.org November 18-21, 2013 DoD Maintenance Symposium Long Beach, Calif. www.sae.org/events/dod/ December 3-5, 2013 Defense Logistics Alexandria, Va. www.defenselog.com
Materiel Handling Equipment Purpose-built equipment eases the transfer, loading and unloading of military cargo. Securing the Supply Chain Ensuring supply chain security and viability during a drawdown requires coordination between the services and industry. Aviation Contractor Logistics Support The benefits of non-organic aviation logistics support and what the future contributions will likely be.
Who’s Who
Air Logistics Complexes Exclusive interviews and pictorial from all three Air Force air logistics complexes.
Bonus Distribution Air & Space Conference Modern Day Marine
I nsertion O rder D eadline: August 23, 2013 A d M aterial D eadline: August 3 0, 2013
MLF  7.7 | 27
INDUSTRY INTERVIEW Military Logistics Forum Steven B. Harrison Chief Commercial Officer AAR Airlift Group Q: How would you describe AAR Airlift’s position within the DoD logistics enterprise?
Q: Does AAR see industry partnerships as a part of your strategic plan?
A: AAR Airlift is the DoD’s largest FAA Part 135 OCONUS aviation provider. On any given day, Airlift will fly 140 hours, move 135,000 pounds of cargo, and transport 1,150 passengers with a variety of rotary wing and STOL fixed wing aircraft in some of the most austere and challenging expeditionary environments on earth. This capability provides operational maneuver, resupply and sustainment to America’s forces and her allies. It is also critical to our nation’s war fighting efforts and is likely to become more so under arduous budgetary environments.
A: In terms of teaming, our strategy speaks to both strategic relationships and industry partnerships. We are absolutely committed to ensuring that we deliver to the customer’s expectations so consistently that we justify their trust and earn their repeat business. So our teaming naturally revolves around relationships that enable performance. On the supply side, it’s critical to our growth and our operational performance expectations that we retain strategic relationships with, for example, original equipment manufacturers [OEMs] that give us access to aircraft and parts in short order, at competitive rates, and through contract structures wellsuited to our target markets. That leads to greater customer satisfaction, better margins, more opportunity for us, and more business for our OEM partners. On the demand side, sometimes the best value proposition for the customer is an integrated service which includes capabilities or expertise beyond our core competencies. That’s when it is imperative to have industry partners who complement our capabilities while also sharing our passion for performance, safety and integrity-based business.
Q: What are AAR’s strengths and how best can you partner with the military? A: AAR offers a unique mix of capabilities that range from MRO and logistics support to specialized mobility and communications equipment. Our Airlift business operates medium, heavy and super heavy rotary wing aircraft as well as light and medium STOL fixed wing aircraft. Our fleet is also capable of operating in a passenger, cargo [internal or external for rotary wing], or combination configuration. We can also employ a strong suite of capabilities, such as airdrop, casualty evacuation, or search and rescue that complement austere and expeditionary aviation operations. Combining these capabilities with extensive experience supporting DoD in places like Iraq, Afghanistan and Africa allows us to offer DoD a wide range of tailor-made applications to support their intra-theater logistics needs. Q: What are the primary challenges facing AAR’s military logistics operations? A: The drawdown in Afghanistan represents an inflection point for all aviation providers in that area. We are cautiously optimistic that, as DoD logistics resources are reduced and other U.S. agencies continue or expand their engagement with the Afghan government, the requirement for our services will remain relatively steady or potentially even grow. But that remains to be seen, and, of course, whether the security environment will remain 28 | MLF 7.7
acceptably permissive for our operations is another unknown. So it’s important we mitigate these risks and diversify our operations. Q: What does AAR bring to the table in helping DoD meet their challenges? A: America’s robust and entrepreneurial commercial environment provides an asymmetrical war fighting advantage in a variety of areas. Where commercial operators can provide air transportation capabilities similar to their DoD counterparts, competition and efficiencies born of specialization almost always drive more flexible and affordable options than organic DoD solutions. Our ability to provide a tailored mix of utility aircraft provides cost advantages over uniformed alternatives and frees our service men and women to focus on their core war fighting competencies. Q: How are you positioned to move forward and grow? A: Over the next year we will continue to rationalize our fleet for economies of scale and for maintenance, logistics and operational efficiencies. At the same time, we will add new competitive fleet types such as Super Puma variants in the heavy rotary wing airlift category. Within the next couple of months we will also further distinguish ourselves from our competition by enhancing our suite of capabilities that are compatible with austere and expeditionary operations such as night vision devices, low cost/low altitude airdrop, casualty and medical evacuation, and integrated services. Finally, you can expect us to enter new markets both within and outside U.S. government operations.
Q: What are AAR’s near term goals? A: Key objectives for Airlift include further solidifying our presence in DoD, expanding our operations with other U.S. and foreign governmental agencies, and commercial diversification opportunities such as resource extraction, non-governmental organizations or prime vendors. But we strongly believe all elements of an organization—such as structure, team work, a culture of empowerment and accountability, trust, respect, and common core values—are integral to optimizing financial and operational performance. Our annual goals include everything from workforce development to safety, continuous process improvement, and specific financial performance. These goals are memorialized by our annual strategic planning team with milestones and metrics to assess progress. O
steven.harrison@aarcorp.com www.MLF-kmi.com
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