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MILITARY LOGISTICS FORUM
August 2014 Volume 8, Issue 7
Features
Cover / Q&A
U.S. Army Communications-Electronics Command Special Pull-Out Supplement
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CECOM’s Electronic Sustainment Support Center
Exclusive interview with
Maj. Gen. Bruce T. Crawford
Deployed support enhances operational readiness. By Summer Barkley
Commander U.S. Army CommunicationsElectronics Command
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LOG-IT Reps
Who’s who pictorial
Logistics assistance representatives help soldiers keep computers talking. By Summer Barkley
U.S. Army CommunicationsElectronics Command
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Special section: Logistics Lessons from the Field Long deployments in several very harsh environments have taught the U.S. military a lot about doing logistics under tough conditions. Private contractors, who have often shared the military’s logistic burdens, have also learned a few lessons. By Henry Canaday
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Military Logistics Forum had the chance to talk with Matthew Sannito, the Logistics Civil Augmentation Program’s deputy to the executive director, to better understand where the program has been, where it is now and what’s ahead.
As unmanned aerial systems have proliferated, both military and civilian contractors have had to step up the maintenance and sustainment activities of the platforms to ensure their readiness. By Scott Nance
LOGCAP Update
Departments
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Major General John J. Broadmeadow
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Industry Interview
2 Editor’s Perspective 10 Supply Chain 19 Resource Center
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Military Logistics Forum Volume 8, Issue 7 • August 2014
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Over the course of the year, KMI Media Group has had the distinct pleasure of interviewing close to 100 generals and admirals across the breadth of our armed forces. Each year, more than 70 grace the covers of our family of magazines and we are truly honored that they give us their time and insights. Roughly two years ago, I sat across the table from then Brigadier General Harold Greene when he was the PEO U.S. Army Intelligence, Electronic Warfare & Sensors for an interview in our Tactical ISR Technology magazine. Our interview was filled with program updates, project developments that have led to greater detection and survivability on the battlefield, and intelligence-gathering capabilities that created better decision-making environments. He talked at great length about discipline in the acquisition process and the need to enhance contracting skills, risk management, integrating and implementing master schedules, and how to effectively contract with the appropriate incentives for industry. With several master’s degrees and a Ph.D to his credit, it’s no wonder that he brought critical thinking, organizational skills and problem-solving to every command and task he was assigned. A common thread that ran throughout the entire interview was how highly he thought of and was concerned for the people in his command. He spoke highly of them in their dedication to the mission, their focus on managing costs for the taxpayer and their devotion to doing everything possible for the warfighter. From his interview, “In a lot of places you hear about the 9-to-5 government worker who’s only doing the minimum before going home. I don’t know where those folks are but they sure aren’t in this PEO. I routinely work late hours, and I expect that because I have a position I’m honored to have. What amazes me is that I’m never the last one to leave. There’s always somebody else working and when you ask them, ‘Why are you still here?’ they answer, ‘I’ve got to get something done because we’ve got to get this out to get something to a soldier, sailor, airman or Marine.’ When you have people working like that with that kind of an attitude you just have to be excited about being there. I’m thrilled to say that I get to work with folks like that.” Like too many American heroes doing great work, Major General Harold J. Greene left this world too soon.
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Special Section
Learning from prior deployments how to
manage the supply chain away from home.
By Henry Canaday, MLF Correspondent
Long deployments in several very harsh environments have taught the U.S. military a lot about doing logistics under tough conditions. Private contractors, who have often shared the military’s logistic burdens, have also learned a few lessons. Time and space are as challenging to the logistician as they are to the maneuver elements. “We are continually faced with ensuring we get the right support to the right locations before it’s needed,” said Rick Simis, general manager at ManTech International Corporation. “Anticipating requirements without overcommitting resource distribution across the battlefield is one of the toughest challenges in deployed logistics. This is a challenge that cannot be taken lightly. The commitment to supporting our military on the ground in a hostile environment is a commitment to putting all our expertise and knowledge into making each decision and solution the most efficient, cost-effective and operationally impactful as possible under the circumstances.” Rapidly getting employees into theater has its own set of challenges. After recruiting talented employees, ManTech provides them with contract-specific and essential theater training, ensures they are medically qualified (by government standards) to deploy, and transports them to the area of operations. Overall, ManTech’s recent challenges were toughest in Afghanistan. “There is no doubt that the lines of communications in Afghanistan are some of the most restrictive and challenging in the world.” Simis said. “Where our previous Southwest Asia deployments had routine aviation support across many large sites, Afghanistan was more nodal, with a greater emphasis on contingency operating bases and forward operating bases. Transport to these smaller sites frequently encountered significant delays.” The logistics challenge was balancing service-support costs against system operational availability. www.MLF-kmi.com
“Throughout our years of support in these environments, since 1990 when ManTech was one of the first contractors on the battlefield in Southwest Asia, and across the many different programs that we support involving logistics fielding, sustainment and training we have had unique opportunities to develop best practices and tools to help our military succeed,” Simis explained. Following are some of the key challenges we have faced and the processes and tools used to meet these challenges. One challenge when deploying personnel was that the required medical certifications were initially dependent on numerous civilian health providers unfamiliar with government standards— resulting in insufficient or inconsistent evaluations and employees removed late in the deployment process. To meet this challenge ManTech began using a single clinic and provided consistent health standards for evaluating each candidate during new employee orientation at a single location. This resulted in more consistent evaluations and less personnel turnover (and resultant cost savings) due to medical restrictions. Shifting base locations due to mission OPTEMPO and support requirements resulted in dynamically changing equipment densities, unit location and transport routes—resulting in longer lead time to procure parts and maintain equipment. To reduce lead time in procuring parts, ManTech’s Web-based data system incorporates logistics analysis techniques and uses actual demand to determine the repair parts and support items needed. These resources are then reallocated in the region and repair parts, spares and personnel are aligned along government transportation arteries. They also developed common-item kitting to securely pack repair parts, specialty tools and fielding material in hard container carry-on baggage. This expedites shipments and enables staff to courier critical items from site to site—ensuring FSRs arrived with the proper tools and parts. MLF 8.7 | 3
Special Section to attack. “We pioneered operations in some of the most challengTransporting hazardous materials, specifically batteries, while ing and inhospitable locations around the world,” Reichert said. ensuring we comply with international regulations and governThe firm has learned to develop multiple supply chains to meet ment agency policies that are not identical can be a challenge. the unexpected: border closure, avalanche, flooding, fires or politiManTech developed processes to handle transportation of hazardcal situations. It also develops alternatives for failure of the prious material components in separate containers and used training mary supply chain or surges in requirements. Finally, Supreme’s seminars conducted by certified agencies to provide education and integrated systems give it visibility into the entire supply chain, resources to process hazardous shipments. enabling intervention when there are failures. Over the past 20-plus years the U.S. government has enhanced The Supreme CEO said 50 years of experience give his comand improved their support to contractors. During Desert Shield/ pany the ability to delivery food, fuel and supplies in some of the Desert Storm both the government and the contractors were new most heavily contested parts of the world. Both point-to-point at deploying together. This type of co-dependency requires Manand hub-and-spoke models of delivery are used. He urged military Tech and other contractors to have a complete, true partnership organizations to exploit specialized supply-chain providers, such with our government customers. The constantly changing envias Supreme, and focus on core military missions. Contractors ronment and OPTEMPO requires strict diligence, responsiveness, are as effective as, and more economic than, military logistics, he and an ability to adjust when needed. argues. Contractors have demonstrated they can establish opera“Keeping the lines of communication open between the govtions in conflict zones, even before the military arrives. “This will ernment and their support contractors on the battlefield is critibe a huge advantage for the military as it means cal,” said Simis. “Both government and contractors defense forces can hit the ground running and there need to continually strive to increase communicawill be no down time waiting for support services to tion and share their unique perspectives of the be established.” challenges inherent in the operating environment. The toughest challenges with deployed logistics Since the early deployments, each service has stood for Oshkosh Defense are tracking and maintaining up organizations that are focused in supporting all the moving pieces, while adjusting for rapidly contractors on the battlefield. This model provides changing priorities, said Mike Ivy, vice president, direct oversight, communication, resources, and global integrated product support. “You have to assistance for contactors on the battlefield.” get the right goods to the right people at the right “Logistics in conflict and post-conflict areas is time with limited resources for moving items at said to be an exact art and a subtle science,” noted Mike Ivy your disposal. The most important part of logistics Supreme Group CEO Theo Reichert. “No amount of is having the right quantity on hand at the right planning can help us overcome challenges that we time.” Ivy said this delicate balance is especially challenging in have had to deal with on a regular basis, especially in Afghanistan, deployed environments outside the United States, where logicians [such as] Taliban attacks, extreme weather conditions, theft and are required to practice their skills when transportation is limited political challenges.” Most of Supreme’s work is performed outand storage is at a premium. side the wire in some of the remotest locations of military combat This challenge has been tough in Afghanistan. “But it is a chaloperations. lenge throughout the entire Middle East where the sheer distance Supreme also needs to anticipate military requirements. “A sudfrom a reliable and dedicated supply chain adds difficulties,” Ivy den surge in troop levels, for instance, needs to be factored into our noted. supply chain,” Reichert explained. Border closures are another chalTo meet this challenge, Oshkosh works with its customers to lenge. “We need to find alternative routes to transport our cargo.” thoroughly understand their needs. “If we are running an upgrade In Africa and other remote locations, challenges include severe program we start with the end user,” Ivy said. “If they can only weather conditions, lack of infrastructure, poor road networks, supply five trucks per day, we scale the operation to meet the need. just-in-time order and delivery cycles, insurgent activities and Our demand on the supply chain is scaled to allow as close to high risks. just-in-time delivery as possible.” He added that there is no value These kinds of challenges make Supreme’s supply chain long, in consuming transportation and storage assets in order to have up to 120 days in Afghanistan, for example. That affects planning surplus kits on hand. and quality control, because Supreme must maintain ideal condiOne way the government might help is to avoid over-demand tions during storage and distribution so the products are not spoilt. just to be on the safe side. “It’s a compounding factor that every“Safety, quality and legality of product cannot be compromised,” one wants more equipment on the ground,” Ivy argued. He recReichert stressed. ommended stocking for immediate needs and leaving space in These challenges have been toughest in Afghanistan and parts transportation assets for other uses, rather than filling transportaof Africa. But Reichert said Supreme specializes in challenging tion assets to the max when given the opportunity. O environments, is flexible in meeting changes and can draw on its resources and skills to solve seemingly insurmountable problems. Supply chain design depends on several factors, including country, availability of local suppliers, contracts with clients and, For more information, contact Editor-in-Chief Jeff McKaughan at jeffm@kmimediagroup.com or search our online archives for related stories most important, risk. Based on much experience, Supreme has at www.mlf-kmi.com. implemented robust procedures to minimize its risk and exposure 4 | MLF 8.7
www.MLF-kmi.com
Military Logistics Forum had the chance to talk with Matthew Sannito, the Logistics Civil Augmentation Program’s deputy to the executive director, to better understand where the program has been, where it is now and what’s ahead.
Q: What background can you provide on LOGCAP? A: Over the last 13 years, the Logistics Civil Augmentation Program (LOGCAP) has provided an unprecedented level of sustainment support and reception, staging, onward movement and integration to more than 2 million servicemembers, coalition forces, U.S. government employees and contractors. LOGCAP has provided this support across two simultaneous theaters of operations in Iraq and Afghanistan, while also supporting global operations in the joint, interagency, intergovernmental and multinational environment. LOGCAP’s capabilities have guaranteed the highest levels of readiness for our Army, and supported populations from echelons above brigade down to the squad level at more than 250 bases. The program will be imperative as we transition to sustain the Department of State, Joint Forces and Afghanistan National Security Forces in the future in Afghanistan. www.MLF-kmi.com
LOGCAP was established in 1985 as a capability to offset reductions in the active and reserve component combat service support force structure from previous Total Army Analysis, allowing the Army to use commercial resources to provide a broad range of logistics and sustainment services to U.S. and allied forces. We also integrate the total Army into LOGCAP support; our LOGCAP Support Brigade provides reserve component soldiers to conduct LOGCAP planning and oversight of execution in any contingency. This capability supports the military during wartime, contingency, peacekeeping, humanitarian assistance and disaster response, and training operations. Commanders in the field can focus on the mission at hand, knowing that LOGCAP is managing logistics and sustainment effectively. LOGCAP’s program management office is located at Rock Island Arsenal, Ill., within the Headquarters, Army Sustainment Command (ASC), where its work is a key element in ASC’s overall mission to sustain Army and joint forces around the globe.
And like all of our global missions, the LOGCAP workforce is in the field serving the soldier. Civilian LOGCAP logistics positions are designated emergency-essential, which means the people in those positions are deployable. Most of our civilians have several deployments. We can put boots on the ground [within] 48-72 hours in some cases, and our planners live and work alongside the troops we support. We consider the unique circumstances of each mission and work with commanders to create a customized package of support to meet their exact needs. Then we stay in place to ensure that support services are delivered as promised and adjust to changing conditions as needed. Because LOGCAP is a full-fledged program, our planners embedded in the combat commands and Army service component commands have a host of benefits behind them, including over a decade of historical data and institutional knowledge, along with the backing of ASC’s command structure and resources. We take the fully-established systems that come MLF 8.7 | 5
with a program and apply them using the individualized assessments of our boots on the ground. Understanding the difference between LOGCAP as a program and the tools we use (contracts) to execute missions is incredibly important. As a full program LOGCAP is tailorable, flexible and adaptive to the needs of the combatant commanders. That makes LOGCAP the commanders’ first choice and premier provider of support services. Q: Why was LOGCAP necessary in Iraq? A: When the war in Iraq began, the military initially used troop capabilities to provide sustainment and base life support. In the summer of 2003, it was determined that we did not have the force structure to sustain those operations with troops alone, so LOGCAP was called in to offset CSS force structure shortages. Soldiers were then able to use their specialized training to perform critical combat missions while LOGCAP took over various sustainment and base life support functions. Our plans never called for LOGCAP to serve as a long-term sustainment capability, but the program’s success made it the commanders’ first choice. LOGCAP provides reliable support on any scale, in any location and under any conditions. Operationally, LOGCAP brought capabilities above and beyond what the Army could provide. As the program proved its worth using a network of supply, transportation, distribution management and maintenance services, commanders in the theater began asking LOGCAP to do more. This is where we gained proficiency and experience in a wider range of services, such as conducting medical, aviation and communication for our own operations, as well as providing engineering support for more than 35,000 facilities, power and water generation, and fire fighting services. Q: Why LOGCAP III instead of LOGCAP IV in Iraq? A: As commanders in Iraq began planning for the drawdown of forces and the transition to a Department of State mission, they put together courses of action for handling sustainment and logistics during the remaining timeframe of Title 10 or military-based operations. The options 6 | MLF 8.7
included transitioning from LOGCAP III to LOGCAP IV, continuing LOGCAP III, or moving to a completely different program. The analysis showed that continuing LOGCAP III was the best path forward in both operational and financial terms. The contractors and their associated infrastructure were already in place, which meant we could maintain a consistent level of support for our warfighters. Commanders on the ground were familiar with LOGCAP III, so they could focus on executing the drawdown of their missions without navigating a new structure for obtaining support. At the end of 2011, the LOGCAP III mission in Iraq ended along with the conclusion of the Title 10 mission. We implemented LOGCAP IV when the Department of State’s mission began in January 2012, creating a seamless transition for both the service providers and the people receiving support. Q: Tell me more about the Department of State and why LOGCAP was still necessary after the department assumed responsibility. A: Usually, the Department of State relies on host nation support for logistics and sustainment, but in Iraq they were faced with a new government. The local infrastructure for commodities and basic sustainment needs was not well established, and the agency didn’t have its own inhouse capabilities for obtaining commercial sustainment support. Between those structural issues and the need to operate in what was still a very dynamic and volatile environment, the Department of State decided to take a look at Department of Defense and LOGCAP capabilities. They needed the reliability of the DoD network with its various safeguards, such as ensuring that fuel was tested properly, food and water inspections met standards, and force protection requirements were met. When the Title 10 mission ended on December 31, 2011, the Department of State took charge of Title 22 or foreign service-based missions with a chief of mission working under the U.S. ambassador for Iraq. Our program continued to provide the same logistics and sustainment services at the same standards through LOGCAP IV, but at fewer sites for a smaller population. Now that the Department of State has established systems to meet their
sustainment needs, LOGCAP wrapped up its support mission on March 31, 2014. Q: Did LOGCAP prove its doctrinal worth in Iraq? A: Absolutely. Under Army Force Generation, or ARFORGEN, principles, military units typically deployed to Iraq for 12 months at a time, making it difficult for units in theater to plan beyond their yearlong mission. LOGCAP was able to provide an enduring capability while ensuring continuity of logistics and sustainment services for our troops. The validation of requirements packets is a perfect example of this. Depending on the deployment cycles, there were some units that rotated in and out of theater without participating in this process because their deployment didn’t fall within the validation window. There was a clear need for logistical continuity on the ground. LOGCAP provided this continuity because our people could draw on years of experience and data rather than a few months’ worth, while also looking farther down the road at future sustainment needs. Because LOGCAP is a full program and not just a contract vehicle, it is a powerful tool for commanders who are working in the early phases of operations. In Iraq, we found that as unit rotations into theater became shorter and overall troop numbers decreased, it became much more critical to have careful planning during the Phase 0 (Shape the Environment) period. LOGCAP planners were able to work with commanders during that early phase and bring their knowledge to bear during critical decision points. This enabled units coming into theater to focus on their missions as opposed to things like base life support. Q: What is the future of LOGCAP as Afghanistan draws down? A: I have been getting that question a lot lately. Let’s start with the drawdown—no matter what happens in the theater, LOGCAP is well-prepared to meet the demand. With the recent force structure guidance coming out from the president, we will work with commanders to transition the theater and right-size operations. We’ve done the planning and will be able to meet the timelines as needed. www.MLF-kmi.com
Matthew L. Sannito serves as the deputy to the executive director for LOGCAP, U.S. Army Sustainment
What is transpiring in Afghanistan is similar, from the LOGCAP viewpoint, to what we saw in the last 18-24 months of military operations in Iraq. There is a great deal of uncertainty, but there has also been a great deal of planning. The planning process that’s taking place is very broad and covers all the possibilities. LOGCAP proved in Iraq and elsewhere that it is wellsuited for the volatility and fluidity of the unknown. That is one of our successes. We have the right processes in place, and we have historical benchmarks we can use and follow to ensure success again. Now, sometimes when people ask me this question, it’s because they think there won’t be anything for LOGCAP to do after Afghanistan, and I have to laugh a little bit because we are busy. Truly, the sun never sets on LOGCAP. Beyond Afghanistan, we provide support to the Navy and Marine Corps in Bahrain, special forces in Africa, and we’re in the midst of realigning capabilities to pivot toward the Pacific. We are working closely with combatant commands to support their regional requirements with LOGCAP capabilities. This strategy will provide more efficient and responsive support, ultimately [enabling us] to deploy to our commercial partners within 48 hours. This is exactly the capability we established in 2012 to support AFRICOM for Operation Observant Compass. LOGCAP has tremendous opportunities for potential support as we look at U.S. Army Pacific’s Pacific Pathway and www.MLF-kmi.com
Command, a position he has held since January 2011. He oversees the day-today operations for 45,000 personnel, under which the program provides force augmentation to military services, allied forces and federal agencies for sustainment capabilities to meet operational requirements for combat, contingency, humanitarian and training support. Prior to joining LOGCAP, Sannito was the deputy director of the U.S. Army Corps of Engineers Logistics Activity (ULA). As deputy director, he was responsible for managing the day-today operations of approximately 400 civilian employees geographically dispersed across 52 locations, financial resources, facilities, logistics, technology,
support in the European Command area of responsibility. LOGCAP is and will continue to be a valuable asset as a force multiplier. The nature of the program is scalability and flexibility, which means that it can adapt to the current environment and the needs of DoD. No matter what the future holds, LOGCAP is available to provide the necessary augmentation to our warfighters to ensure their success. Q: What do you think the role of LOGCAP will be within the Army of 2025 and beyond? A: In terms of the general environment, the Army will be tasked with achieving the nation’s security objectives in a world that is only becoming more complex, more uncertain and more unpredictable. At the same time, force reductions and limited financial resources mean that the Army and DoD will continue working with industry partners to augment their force structure capabilities, like they already do with LOGCAP. This continued downsizing means that Army leaders may need to concentrate resources on core combat capabilities and could rely upon LOGCAP to offset combat support force structure as well. We are already aligning LOGCAP’s workforce and capabilities to the combatant commands so we can improve our planning activities. Developing regionally aligned task orders rather than waiting for a contingency situation to emerge allows
emergency management and performance management of the ULA. Sannito started his career as a Department of the Army logistics intern at Fort Lee, Va. He has served in various logistics positions across the Army Enterprise. Sannito has an M.S. in logistics management from Florida Institute of Technology and dual B.A. degrees in finance and management from Loras College. Sannito is also a graduate of the Office of Personnel and Management’s 2005 Executive Leadership Program, Level III Certified in Life Cycle Logistics, and is a member of the Army Acquisition Corps. He has been awarded numerous Superior Civilian Service Awards and Commander’s Awards for Civilian Service.
us to provide more agile and responsive services by giving commanders more flexibility in their planning and decision making. We believe LOGCAP will have an increased role in theater security cooperation plans and strategies as commanders use the program’s capabilities to shape and set the theater by providing services such as water purification or power generation in a developing country—an operation that may be as important as any military-tomilitary engagement. I’d like to see the Army designate a lead augmentation services integrator in the same way that there is a lead materiel integrator. With that authority, a program can eliminate existing redundancies across the Army and establish a streamlined enterprise-wide acquisition process to obtain augmentation services. Under the auspices of ASC, LOGCAP has successfully provided civil augmentation services to Army and joint forces as well as other federal agencies and foreign governments. Based on our track record of collaborative planning with requiring activities and successful delivery of augmentation services, I believe LOGCAP is well-prepared and wellpositioned to become the lead augmentation services integrator for the Army and DoD as a whole. 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.
MLF 8.7 | 7
Unmanned system maintenance and life cycle management are maturing as systemwide use increases. By Scott Nance, MLF Correspondent As they’ve been tasked with more and more missions, unmanned aerial systems (UAS) have proliferated across the U.S. military. And that’s meant that personnel—both military and civilian contractors—have had to step up the maintenance and sustainment activities of the platforms to ensure their readiness. The services—including the Army, which recently marked 2 million UAS flight hours—have had to maintain their UAS fleets while keeping an eye on controlling costs, according to those in uniform and at private contractors who oversee a variety of UAS sustainment programs. “One of the things that we really have to work very closely with Army customers is this balance between cost and readiness,” said Alan Stull, vice president of unmanned system services at Hunt Valley, Md.-based AAI Logistics & Technical Services, which supports the RQ-7 Shadow and other UAS platforms. “Because of the mission sets that they fly, sometimes readiness will trump cost. In other cases, maybe a unit that’s not in the fight, not deployed, maybe you lean more toward reducing the cost versus readiness. It’s a balance we work very, very closely with our Army customer to make sure we meet their needs. “Now, we do have certain metrics within our contract to sustain certain readiness levels. Our primary business model is to drive to meet those overall readiness levels. But we do have to balance that,” Stull added. One of the biggest areas where AAI can help control costs is in its supply chain, Stull said. “What’s the best way to do repairs of the components that are being retrograded to us? We try as best we can to look for costsavings methods—to repair as far forward as we can, or at least troubleshoot as far forward, so we can better identify faults before something even comes back into the supply chain,” he said. “We look for better methods for lower-cost repairs as well, be they internal repairs to AAI or [sending them] to our external vendors to do repairs. “Again, our plan at AAI [is to] do a little more robust troubleshooting so that there may be some cases we don’t need to send back out to a vendor for repair—and just try to keep those costs as low as we can,” he added. 8 | MLF 8.7
Stull said he also works to manage the turnaround time of AAI’s vendors. “That consumes a lot of my time, trying to manage and motivate vendors, as well as even internal to AAI, to keep my turnaround time as low as I can. Because the lower I keep my turnaround time, the less inventory I have to maintain,” he said. “Of course, it’s more cost to the program [if] I have to maintain more inventory to maintain my readiness. So that’s a large effort we spend our time on, just trying to figure out what it would take to keep those turnaround times as low as possible. “Really, [there’s] no magic—I think it’s that way across any program you sustain,” he added. One of the first things he did when he joined AAI was review the “entire [UAS sustainment] process in a value stream,” and evaluated each part of that process, Stull said. “One of the biggest challenges we have in that process is that we have Shadow systems sitting at a forward operating base in Afghanistan. So I’ve got to get that unserviceable part back to the main base in Afghanistan, then it has to get packed up in a shipping container and then shipped back to Hunt Valley, Md., to AAI,” he said. “From there, we have to evaluate it and decide what process it’s going to follow. “So we took a very detailed look at that process, and really have reduced that time—cut it in about half—just by really understanding each [part of the process] that the/our part moved through,” he added. “And we’ve started doing that with our external vendors, as well, to try to work with them to get their repair time down, basically by getting out what I would call the ‘non-value-added’ time in the process.” Over the last three years AAI has reduced UAS life cycle cost to the Army, “to the tune of millions of dollars,” Stull said. “That is probably one of the largest focuses of the Army right now: cost out, cost out, cost out. … It is a continuing effort to drive those costs out of the program,” he added.
Green-Suit Maintainers From the Army’s perspective, a key to cost control has been to rely on service personnel rather than contractors to carry out www.MLF-kmi.com
an increasing number of sustainment activities, according to top UAS officials at the Army Program Executive Office for Aviation at Redstone Arsenal in Alabama. “I think one of the good things we’ve done over the last couple of years, on the sustainment side for UAS, is really move away from contractor logistic support to green-suit maintainers,” said Colonel Timothy Baxter, project manager, unmanned aircraft systems. “That’s had a huge effect. Early on, when we didn’t have the [military occupational specialties] for UAS and the green-suit maintainers, we relied on contractor logistic support. We’re more on a path to eliminate that and primarily move to green-suit maintainers. That’s got an obvious effect on budgets. “I think the other contributor is we’ve got significant performance-based logistics contracts on our larger platforms. We’ve learned some things over the last couple of years in terms of metrics that we applied to performance-based logistics contracts. That, combined with incorporating a number of tenets from Better Buying Power, has helped us in terms of driving our budget down so that the Army budgets shrink,” Baxter added, referring to Department of Defense acquisition guidance. What that means is that the Army now is in a better position to make data-driven decisions on its performance-based logistics, said Rich Kretzschmar, deputy project manager, unmanned aircraft systems. “The systems have been out in the field long enough that we have the data in order to adjust those metrics so that we can really drive the costs down in the sustainment systems as we go forward. That’s a function of them just being out there and us understanding what it takes to support the systems better,” he said.
UAS Partnerships General Atomics Aeronautical Systems (GA-ASI), which holds a $362 million contract with the Air Force to support the MQ-1 Predator and MQ-9 Reaper platforms, this year launched new publicprivate logistics partnerships with the Warner-Robins Air Logistics Complex in Georgia, the Ogden Air Logistics Complex at Hill Air Force Base in Utah and the Oklahoma City Air Logistics Complex at Tinker Air Force Base, said Baron Asher, the company’s manager for U.S. Air Force Predator/Reaper logistics and sustainment. “We just kicked off our first repairs with the government depot at Warner-Robins, and we will be starting additional repairs at Ogden in the April timeframe. That’s a new thing for us,” Asher said. GA-ASI has established new supply chains to support the flow of materiel to and from the military depots, he said. “It’s an interesting partnership for us. It’s one that we have embraced wholeheartedly with our Air Force customer,” he added. The company will be moving some touch-labor associated with the repairs to the military depots while its personnel will continue to provide key materiel and engineering support to the depots, Asher said. The company focuses on parts reliability to help control costs, Asher said. “As we have evolved over the years, our scheduled returns—the time for certain things like servos, for example—have gone from 200 hours to almost 2,000 hours on our newer aircraft,” he said. “We’ve used our innovation and technology to really drive down the number of times that components need to come back to the factory. That, of course, affects life cycle costs and total-ownership costs.” www.MLF-kmi.com
GA-ASI boasts the “highest availability and lowest cost per flight-hour of any comparable system” used by DoD, according to Asher. “As far as how do we make things better? We have a continuous improvement process that is ongoing in our manufacturing and repair facility all the time,” he said. “We have a robust reliability and maintainability program that we operate as part of our [contractor logistics support] contract, to always be analyzing the returns that come back and try to quickly identify any trouble that may be evolving, any obsolescence issues that come up—that sort of thing.” One of the key attributes that makes UAS systems different from manned platforms is that the fuselage, wings and tail can be viewed as replaceable due to their almost 100 percent composite nature, Asher said. “If the composite structure is damaged somehow, it can be repaired in the field, it can be re-built in the factory, or a composite structure can just be replaced—and everything else just goes right back into it,” he said. “That’s one unique aspect of composite aircraft that we really take advantage of here: the ability to treat the airplane—all of its components—as repairable/replaceable, as opposed to large manned aircraft, which are really married to a very heavy aluminum tail-number.”
The Importance of Software and Sensors Although they are unique in that since a UAS cockpit resides within a ground control station, maintaining a UAS airframe and control station often “is pretty standard,” said Jim Zortman, vice president of global logistics and operational support at Northrop Grumman Aerospace Systems, which supports its Global Hawk and other UAS platforms. Zortman cited Northrop Grumman’s MQ-8C Fire Scout, a UAS based on the Bell 407 helicopter. “There have been thousands of them flying all over the world. What we did was we unmanned it so it flies autonomously,” he said. “The maintenance of that helicopter is pretty well established. There’s a long track record of how it’s maintained.” One of the largest challenges in UAS sustainment involves software maintenance, since software is at the core of both UAS autonomy and its ground station, Zortman said. “Maintaining that software over the life of the airplane is going to be where a lot of the activity [is] around maintaining the system to be missioncurrent and to be mission-relevant.” When it comes to the high-altitude, long-endurance Global Hawk, sensors also are key, Zortman added. “The majority of the maintenance activity really isn’t as much around the airframe as it is around the sensors, because the sensors are really kind of the magic of something like the Global Hawk. It carries a variety of different sensors,” he said. “The real activity in maintaining it goes back to: How do you maintain those sensors? How do you maintain those comms links that connect those sensors to the ground? And, then another piece of it is back to that ground station that really is the cockpit that you want to make sure is controlling both the aircraft and the sensors.” O
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MLF 8.7 | 9
SUPPLY CHAIN
Compiled by KMI Media Group staff
Extra Duty Bulk Boxes Buckhorn Inc., a provider of reusable plastic packaging and material handling systems, has expanded its series of BN4845 extra-duty bulk boxes. Originally, the box was designed in 25-inch and 34-inch heights. The company is now introducing 7-inch and 10-inch extension rings that can be added in any combination to those boxes. The new boxes are stocked in black and have a capacity of 2,000 pounds. The BN4845 series has a proven design of sturdy, structural foam panels and drop down doors combined with an injection-molded, two-piece welded base. The boxes securely stack with competitive bins when upright or collapsed and provide four-way forklift entry. They are available with or without dropdown doors. The doors are a full 31.7 inches wide, and do not block fork openings, minimizing damage to the container. The boxes are also easy to repair—no special tools or fasteners required. The panels simply snap into the base while the latches and hinges lock into the door. Buckhorn’s BN4845 boxes are 100 percent recyclable. These extra-duty boxes feature added decoration areas often required for industrial applications, including multiple recessed ID tag areas on all four sides of the base and additional flat surfaces on the panels and doors for labels or RFID tracking. “We understand that businesses need durable, affordable solutions in a variety of sizes,” said Joe Borer, Buckhorn market manager. “The BN4845 series is a great value, and the extension rings allow us to give our customers a complete offering of the strongest, most versatile boxes on the market.”
DNA-Based Authentication and Security Applied DNA Sciences (APDN) Inc., a biotechnology firm that provides DNA-based authentication and security solutions and services, has been awarded a Missile Defense Agency research project that would expand APDN’s technology platform established in the Phase I Small Business Innovation Research (SBIR) contract to accommodate as many as 100 electronic component manufacturers. The contract provides for monthly payments to APDN totaling approximately $975,000 over a two-year period. APDN has already developed proprietary SigNature DNA inks supplemented with optical markers to provide authentication marks that are of a higher standard relative to other taggant technologies. This reliable DNA-optical adduct is impervious to copying and is required by the Defense Logistic Agency (DLA) for the marking of FSC 5962 electronic components. The new research, in addition to developing more efficient methods of SigNature DNA application, entails the development of an optical reader that could be employed in the field for rapid detection of the SigNature DNA ink marked on a component.
Contract Repair Management System Support The Air Force has selected Array Information Technology (ARRAY) to support its Contract Repair Management System (CRMS) program located at Tinker Air Force Base in Oklahoma City, Okla. The award is part of the USAF NETCENTS II contract vehicle. CRMS is an Air Force Materiel Command (AFMC) tool that provides full enterprise visibility and contract performance tracking and analysis, and facilitates the management of mission
10 | MLF 8.7
critical contracted-out AFMC depotlevel repairs of government-owned end items and materiel. “Team ARRAY is proud to assume responsibility for sustainment of CRMS,” said Mark Douglas, defense client executive of ARRAY. “CRMS will be a complimentary addition to our Air Force logistics portfolio, including other asset management systems such as Commercial Asset Visibility Air Force and Integrated Logistics System–Supply.”
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Readiness Maintainer Maj. Gen. Bruce T. Crawford Commander U.S. Army CommunicationsElectronics Command
2014
U.S. Army Communications-Electronics Command
U.S. Army Communications-Electronics Command
Readiness Maintainer
Q& A
Developing, Integrating, Providing and Sustaining Army C4ISR Major General Bruce T. Crawford Commander U.S. Army CommunicationsElectronics Command Major General Bruce T. Crawford assumed duties as the 14th commander of the U.S. Army Communications-Electronics Command (CECOM) on May 20, 2014. A native of Columbia, S.C., Crawford was commissioned on May 28, 1986, after graduating as a Distinguished Military Graduate with a Bachelor of Science in electrical engineering through South Carolina State University’s Reserve Officer Training Corps program. He holds a Master of Science in administration from Central Michigan University and a Master of Science in national resource strategy from the Industrial College of the Armed Forces. During his 28 years of service, Crawford has served in a variety of leadership positions at tactical, operational and strategic levels. In his previous assignment, he served as the J6, director of C4/Cyber and chief information officer, U.S. European Command. Prior to that, he served as the commanding general, 5th Theater Signal Command, and G6, United States Army Europe in Wiesbaden, Germany. His command assignments include the 516th Signal Brigade, Fort Shafter, Hawaii; 82nd Signal Battalion, 82nd Airborne Division, Fort Bragg, N.C. and Operation Iraqi Freedom, Iraq; and B Company, 51st Signal Battalion, 35th Signal Brigade, XVIII Airborne Corps, Fort Bragg. His key staff assignments include director, Chief of Staff of the Army, Coordination Group, Office of the Chief of Staff, U.S. Army, Washington, D.C.; division chief, LandWarNet Integration Division, Chief Information Office, G-6, Pentagon, Washington, D.C.; branch chief, Net Centric Assessments and Analysis Branch, later executive assistant to the J-6, the Joint Staff, Washington D.C.; and assistant operations officer, later corps emergency deployment readiness officer, 35th Signal Brigade, XVIII Airborne Corps, Fort Bragg, and Operations Desert Shield/Storm, Saudi Arabia. His awards and decorations include the Distinguished Service Medal; the Defense Superior Service Medal; the Legion of Merit; the Bronze Star Medal; the Defense Meritorious Service Medal with Oak Leaf Cluster; the Meritorious Service Medal with four Oak Leaf Clusters; the Army Commendation Medal with Oak Leaf Cluster; and the Army Achievement Medal with four Oak Leaf Clusters. Crawford is authorized to wear the Combat Action Badge, the Master Parachutist Badge, the Ranger Tab, the Joint Chiefs of Staff Identification Badge and the Army Staff Identification Badge. Q: You assumed command of CECOM back in May. Tell me about your first months in command and what has guided you in moving forward. www.MLF-kmi.com
A: First and foremost, my family is truly honored with the opportunity to lead our nation’s finest as the senior mission commander and commanding general of this phenomenal team of dedicated professionals here at Aberdeen Proving Ground and the U.S. Army Communications-Electronics Command. Given the broad depth and scope of our mission, which at its core involves developing, integrating, providing and sustaining the logistics readiness of our Army’s C4ISR weapon systems and enablers, we truly have an opportunity to make a difference. There is no place I would rather be or job I would rather have. Being here at CECOM and Aberdeen Proving Ground provides a great opportunity to help posture our Army for the future strategic environment. The future strategic environment that we will face as an Army makes it necessary for us as a command to adapt more quickly than we have in the past, with more innovative approaches, and with creative partnerships in order to sustain our global leadership role in C4ISR. I see three key challenges that we must address as we move forward. The first is developing and sustaining our competitive advantage, which is our quality workforce. It’s not a cliché to say that CECOM’s most important resource is the [group of] hard working U.S. Army Communications-Electronics Command | MLF 8.7 | 1
U.S. Army Communications-Electronics Command people around the world serving our armed forces and our allies. We talk a lot about nofail programs that are critical to our success. In my opinion, the greatest no-fail mission is ensuring we have the most highly-trained and dedicated workforce in the world. With that said, step one in the ‘how’ of developing and sustaining our workforce has to be illuminating the importance of strengthening the Army profession. Above everything else, we must continue to invest in and commit to developing a deeper understanding and awareness of what it means to be a professional. Although this observation is intuitive for some, there are times when we as leaders must remind our teammates (and sometimes ourselves) of why we chose to serve, [and remind them of] that feeling and sense of pride we all had when we took the oath for Increased investment in signal training, inclusive of mission training complexes, signal universities, and courses such as the Digital Master Gunner Class shown above, will be a critical to the success of the new field support construct and ensure that soldiers have the first time. the opportunity to build the skills needed to address operator-level issues in the field. [Photo courtesy of DoD] We truly are in a noble, selfless calling the end the fundamental question is: Can we achieve the evolutionary that is successful because our predecessors earned the trust of the capability we envision by using the same incremental processes we’ve people we serve. If we are to remain the absolute most respected probecome accustomed to in the past 20 or 30 years? fession on Earth, we must first re-establish a deeper understanding of Finally, do I have the right capability (training, engineering, field why we serve this great nation. support) in place to enable readiness? As the CECOM commanding We’ve got a lot of great minds at CECOM but we also have to general, I need to assess whether we have the right capability in the live up to our solemn commitment to serve. Overcoming all other right places to support an expeditionary Army that is in the process obstacles is possible when we first understand why we do what we do. of evolving its fight upon arrival skill-sets. At first glance this chalThat leads into the second challenge, which is coming to grips lenge may appear to be oriented only [in terms of] our tactical formawith the fact that although we’ve made tremendous strides over the tions. But this challenge actually includes the institutional Army and past 13 years, we must continue to evolve many of our enterprise our force projection platforms where much of the training and leader processes and the policies that support them. development occurs. This is less about numbers of CECOM people Make no mistake about it ... job one is supporting the current than it is about ensuring that I have a versatile mix of training and fight and emerging contingencies around the world. We owe it to maintenance capacity at our posts, camps and stations ‘to the left of those teammates (and their families) who are either in or preparing to the customer’s need.’ go into harm’s way. But simultaneously, we have to take an introspecSo now comes the fun part: [determining] what exactly we are tive look at those policies and processes that drive our core missions. going to do. I’ve been in command now for about 80 days and have As an example, as we transition to sustainment, what repeatable taken the opportunity to visit about 60 percent of the organization processes do we put into place to create the predictability that feeds in multiple locations to include a couple of our divisions. To be quite our organic industrial base? I consider [these processes] to be critical honest, I’m both encouraged and inspired by what I’m seeing. I’m enablers to both sustainment and readiness. about complete with my initial 90-day assessment, but in order to Over the years, we’ve leveraged force generation and resourcing overcome the aforementioned challenges, my guidance has been the processes and policies to create predictability. We knew what units development of four initial priorities: were on the patch charts and what equipment to expect at our industrial base facilities. Although not formally institutionalized, there • Given the investment required to best leverage our competitive was an actual informal handshake that existed between our C4ISR advantage (which is our people), focusing on command climate, industrial base and our war fighting formations. Units turned in their quality of life and the profession is key. equipment before they redeployed back to home station, and for the • Readiness, both internal as a customer and external as a most part, by the time they returned from block leave and started the provider, [is essential]. All that we do must stand the audit test. train up for the next mission, their original equipment had either Are we doing what we are chartered to do at the level that our been replaced or reset. With what do we replace the predictability procustomers expect and deserve? vided by our past force-generation models and other processes that • Accountability, in the end, is what our nation expects. It is govern and resource the development, integration and sustainment fundamental to building trust both internally and externally of capability in our Army and joint formations? The impact is felt … this is what has earned our military, year in and year out, immediately in both the efficiencies and effectiveness of our industrial the [reputation] of the absolute most respected profession on base and our command elements that enable and deliver hardware Earth. From treating people with dignity to being responsible and software sustainment. There are many other examples, but in 2 | MLF 8.7 | U.S. Army Communications-Electronics Command
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U.S. Army Communications-Electronics Command stewards, accountability is about who we are and what we stand for. • Last but not least is the idea of “sustained relevance.” Thanks to some phenomenal leaders who came before me, CECOM has become the proverbial “gold standard” for many things across DoD. Now, I must ensure that I’m doing all that I can to posture this amazing command for the future. It’s been well documented that the uncertainty of our future strategic environment presents many challenges that we must prepare to meet head-on. But after only a few months in the seat, I must say that I like the team we have developing solutions both in CECOM and the greater C4ISR community, which includes our higher headquarters at the Army Materiel Command (AMC), the DA staff and our teammates in the combatant commands and on the Joint Staff. Q: In general terms can you offer an overview of CECOM’s budget priorities—with your insight on future funding? A: Our near-term budget priority is timely and efficient execution of the FY14 operation and maintenance funding that we received to execute CECOM’s mission. We plan to meet this goal by the end of the fiscal year. Defensewide reductions to funding, as well as audit readiness requirements, are causing us to relook how we do business
in general. We must support the mission within the [confines of the] resources available while achieving and maintaining audit readiness. One measure taken this past year that supports becoming more efficient and audit-compliant was a consolidation of resource management and information technology functions at the headquarters. This change has enabled us to continue our support to the C4ISR mission, while meeting our headquarter staff reduction goals as directed by the Department of Defense. One of CECOM’s budget priorities for the future is to manage an increased number of systems transitioning to sustainment without a corresponding increase in funding and personnel. A second priority for CECOM is streamlining field support as we decrease the requirement for field support representatives. This is driving us to look at the way we have been providing sustainment support in all areas to achieve efficiencies and still effectively support the warfighter. We are working closely with our partners in ASAALT to ensure that we are collectively ready to support systems that will [ease the] transition from production and fielding to sustainment in the next few years. One of our critical challenges will be sustaining a growing workload in post-production software support—in particular, ensuring systems remain protected against cybersecurity vulnerabilities. Q: What does the workload for Tobyhanna look like now and what is the projection for work and staff over the next 12 months?
Whether helping our government use real-time intelligence or keeping our troops well equipped and safe, we have one focus–protecting our national security for future generations. Our customers have a critical mission and they rely on us for solutions they can trust.
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U.S. Army Communications-Electronics Command | MLF 8.7 | 3
U.S. Army Communications-Electronics Command
CECOM Leadership
Maj. Gen. Bruce T. Crawford Commanding General
Gary P. Martin Deputy to the Commanding General
CECOM Staff
Col. Federica King Director Central Technical Support Facility
2014
Lane D. Collie Director Logistics and Readiness Center
CECOM Centers and Commands
Charles J. Glaser, G1 Director for Personnel and Training
James Lint, G2 Director for Intelligence and Security
Robert DiMichele Public Affairs Officer
Steve Hart Director Directorate for Safety
CECOM Special Staff
Maria Esparraguera Chief Counsel
Maj. Young Kim Chaplain
Col. Charles Gibson Chief of Staff
Sgt. Maj. Kennis J. Dent Command Sergeant Major
Larry M. Muzzelo 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
Kent Woods, G3/5 Director for Operations and Plans
Michael Vetter, G4 Director for Logistics and Engineering
Patricia L. O’Connor, G6 Chief Information Officer
Liz Miranda, G8 Director for Resource Management
Neslie Etheridge Director Equal Employment Opportunity
Phillip Pierson Inspector General
Dominic D’Orazio Director Internal Review Office
Vacant Director Office of Small Business Programs
Gene Catena Secretary to the General Staff
U.S. Army Communications-Electronics Command A: Let me start off by saying that Tobyhanna Army Depot, Pa., is a strategic enabler for our Army. It is the largest full-service electronics maintenance facility in the Department of Defense, and it is capable of providing total logistics support for hundreds of electronic systems to include sustainment, design, manufacture, repair and overhaul. It is a unique and critical facility operated by specialized artisans with skillsets that, in many cases, do not exist elsewhere in the United States. Industrial bases such as Tobyhanna are a centerpiece of Army readiness, and CECOM works tirelessly to preserve this capability in a responsible, cost-efficient way. At the beginning of the summer, the projected ending workload in dollars for FY14 at Tobyhanna was about $652 million. As of July, the depot had received $600 million in workload. Some of the highest driver workloads are the:
Signal university students at Iron Horse University, Fort Carson, Colo., receive training on the AN/PSC-5 multiband radio. Signal universities are located at nine installations across the United States and have 31 staffed instructors and numerous training teams available to deliver C4ISR training when, where and how units require it. [Photo courtesy of DoD]
• Overhaul of Harris radios ($56 million) and Single Channel Ground and Airborne Radio System ($47 million) • Repair, overhaul and tech assist support for Standard Integrated Command Post System/Tactical Operations Center ($27 million) • Repair and tech assist support for PM CREW ($21 million) and Air Defense and Airspace Management CELL in support of Army Aviation and Missile Life Cycle Command (AMCOM) ($17 million) • Overhaul, repair and tech assist support for the AN/TPQ-36/37 radar (Firefinder) systems ($26 million) • Overhaul and fabrication support of AN/TPS-59 radar systems ($11.6 million) and AN/TPS-63 radar systems ($5.5 million) for the Marine Corps • Overhaul of the AN/TPS-75 radar for the Air Force ($5.6 million)
Our projected depot workload for FY15 is around $485 million. Most of the high driver workload from FY14 remains consistent through FY15, with a few exceptions. We see the addition of the overhaul and maintenance of AN/ASM 146 shelters ($23 million); the fabrication, repair, modifications and technical assistance supporting the Vehicle Optics Sensor System ($6.6 million); and the overhaul of traffic control and landing systems for the Air Force ($15 million) as driving our workload. Although we expect to see reductions in DoD budgets and associated reductions to core depot workload, Tobyhanna leadership has been very proactive in ensuring they remain competitive through a number of initiatives focused on reducing their overhead rates. As the new commander of CECOM, I intend to ensure maximum utilization of Tobyhanna’s capabilities as a critical part of my command’s mission to sustain C4ISR systems. Q: When the services go looking for a facility to manage a joint program, like Gray Eagle, what’s involved in that process and why was Tobyhanna selected? 6 | MLF 8.7 | U.S. Army Communications-Electronics Command
A: For a joint program such as Gray Eagle, the military services nominate a depot to be evaluated for consideration to become the depot source of repair by following the Center for Industrial and Technical Excellence (CITE) designations. Tobyhanna has the Army CITE designation for C4ISR and electronics, avionics, and missile guidance and control, and the U.S. Air Force Technology Repair Center (TRC) designation for ground communications and electronics. The Gray Eagle payload and ground control stations fall under Tobyhanna’s CITE and TRC designations for the Army and the USAF. After the services nominate a candidate depot to perform the workload, the Joint Program Office reviews the existing capabilities for the depots and makes a determination based on existing capabilities, facilitization costs and capacity. I’m proud to say that Tobyhanna was selected based upon a best value analysis of all factors needed to establish an organic repair capability from within the Department of Defense. Q: One aspect of program control has been focused on the acquisition process. What can CECOM do to streamline the way it manages acquisition of equipment, parts and services? A: Our centers and subordinate commands are taking a proactive approach to improving how we do business in this area. For example, over the last year our CECOM Logistics and Readiness Center (LRC) completed two Lean Six Sigma black belt projects to map, document, and optimize the acquisition requirements documentation package generation process for both Army and Foreign Military Sales acquisitions. These efforts reduced the cycle time for generating these packages by more than 50 percent, eliminating significant re-work and improving the quality of the packages as well. This will help reduce our overall contracting cycle times. The LRC currently has five followon streamlining projects underway to improve how they generate www.MLF-kmi.com
U.S. Army Communications-Electronics Command and manage requirements in the area of depot-level maintenance services for C4ISR systems. We are expecting these projects to result in a much more accurate and reliable requirements forecast. We also have collaborative efforts on-going with AMC Headquarters, AMCOM, U.S. Army TACOM Life Cycle Management Command, U.S. Army Research, Development and Engineering Command, and DLA to explore and develop acquisition methods, contract vehicles and acquisition practices that leverage the buying power of all of AMC for the procurement of not only equipment and parts, but also engineering and technical services. Q: Under current conditions, is the statutory requirement of a 50/50 split between organic and commercial base workload a help or a hindrance to best practices?
Members of the Communication and Electronics Repair Section of the 322nd Support Maintenance Company, inspecting and putting the final touches on SINCGARS radio transmitters. [Photo courtesy of U.S. Army by/Steve Grzezdzinski]
A: This rule is one of several core logistics laws passed by Congress to protect the unique skills and capabilities of the organic industrial base and retain the capacity to expand to meet unforeseen future needs. By requiring that at least 50 percent of funds appropriated for depot-level maintenance and repair in any fiscal year must be performed by employees of the federal government, the 50/50 rule functions as both a help and a hindrance to our best practices. Over the years, the statute has been helpful as it enables the establishment of public-private partnerships that are essential as we move to a more complex environment in the future. However, in order for the Army to better meet the intent of the statute, it must become focused not only upon the ratio or quantity of systems invested into organic and contractor activities, but also upon the quality of those investments to ensure Army core weapons systems are being maintained at an appropriate source of repair. The core documents (core depot assessment/source of repair analysis) are critical to 50/50 as they ensure the health of the organic industrial base and the Army’s war fighting posture. These documents identify if new or unique repair capabilities or additional capacity must be added to supplement the existing capabilities and capacities at the organic hardware and software depots. They also determine the most cost effective source of repair for redundant core workloads and document a weapons system’s depot level repairables. In summary, the 50/50 law enables DoD to maintain appropriate capabilities in our organic industrial base. However, with the significant reduction in overseas contingency operation funding and the corresponding impact on depot workload and equipment reset, the real challenge will be aligning industrial base capacity (organic and non-organic) to the realities of a smaller workload while maintaining compliance with the law. Q: With a paradigm shift underway and the expectation that some communications and electronics repairs will be done by soldiers in the field, what has been the feedback at the soldier level? www.MLF-kmi.com
A: This summer marks the beginning of a new era for C4ISR field support Army-wide, as leadership from the 1st Infantry Division and the C4ISR Center of Excellence have come together to kick off implementation of a new field support solution. When we first examined the C4ISR field support structure, we conducted site visits at the National Training Center at Fort Irwin, Calif., and the Joint Readiness Training Center at Fort Polk, La., and observed home-station training events at Fort Hood, Texas, and Fort Drum, N.Y. Our C4ISR team found that we were missing an opportunity to empower soldiers to handle operator- and maintenance-level tasks, so we developed the new model, piloted it, validated it, and today we stand ready to implement it. Team C4ISR is working closely with a wide range of headquarters and supported units to develop and refine a new tiered concept for delivering field support. Basically, we are reinvesting in our soldiers so that they are able to maintain their own C4ISR equipment. Feedback at the soldier level has been positive because it is a fundamental fact that soldiers want to be able maintain their own equipment. However, we understand that there has to be a training plan to mitigate skill gaps that developed over years of contracted field service support for systems. As we implement the home station concept for the first time at Fort Riley, Kan., we are tailoring the approach based on feedback from the 1st Infantry Division. We will continue to refine the concept as we start implementation at Fort Carson, Colo., in the first quarter of FY15. The initial planning meeting was held with the 4th ID staff in July to get their assessment of our planned way ahead. In the concept, a typical brigade combat team will have five personnel assigned, inclusive of three multifunctional logistics assistance representatives (LARs), a digital systems engineer (DES) and a system-specific field support representative (FSR). This staff will be supported by an additional 10 professionals aligned to the division, to include the CECOM trail boss, four multifunctional LARs, four system-specific FSRs and one division DES, as well as by other system-specific experts that are regionalized. U.S. Army Communications-Electronics Command | MLF 8.7 | 7
U.S. Army Communications-Electronics Command Q: Has the Army done a good enough job articulating to industry its requirements to fully integrate life cycle management into all of its programs? A: During the last dozen years of war the Army, and especially the C4ISR community, was challenged to quickly develop and field capabilities that were urgently needed on the battlefield. Providing for life cycle management was less of a priority in these cases as it was not known if these capabilities would remain as enduring systems that the Army would have to manage, and the overarching need to get the capability into the hands of our soldiers quickly. As we move forward into the peacetime acquisition environment, we will be getting back to more comprehensive and well-integrated life cycle management practices. Industry should expect to see greater An APG Real-world Internships in Science & Engineering Program student learns how to solder metal parts together for building fuel emphasis placed on total cost of ownership systems in the CERDEC CP&I Reactive Flow Lab. [Photo courtesy of U.S. Army/by Allison Barrow] versus performance and delivery timelines. due to the thousands of dedicated professionals working around This will achieve higher levels of reliability and maintainability, the globe ensuring our formations are equipped with the most designing systems so that they can be more easily operated and state-of-the-art capabilities we can provide. I’m extremely proud maintained by our soldiers without the need for contractor field of the distinguished legacy and reputation CECOM has with our service personnel. This will enable our Army to continually selfmany partners and customers. assess and optimize our life cycle management strategies for C4ISR However, CECOM cannot do this alone. We work closely with systems. our C4ISR Center of Excellence partners and utilize the full force of AMC. Within our logistics core functions, we partner very Q: How will you be looking at how you manage inventory? Do you closely with three other AMC major subordinate commands, the think there are opportunities to fine tune how you order, transArmy Sustainment Command (ASC), the Surface Deployment port and manage the CE inventory? and Distribution Command (SDDC), and the Security Assistance Command (USASAC). Through ASC we leverage AMC’s single A: It’s obvious we’re working in an environment with real resource face to the field, the Army field support brigades (AFSB). constraints. My team is always looking at opportunities to gain For example, we embed our team within the 401st AFSB’s efficiencies and leverage technology to better manage our invenredistribution property assistance teams to enable identificatory. We’ve made great strides towards full automation, especially tion, classification and disposition of C4ISR equipment. We then as it relates to working with our business partners. One of the tools leverage our partners at SDDC in order to move our equipment we use to maintain proper inventory levels is our Procurement back through strategic sea and ground lines of communication Advisory Group (PAG). The PAG is comprised of a team of dedicated to our industrial base activities. But the partnerships don’t stop individuals that review all repair and procurement actions prior to there. We also work very closely with USASAC for our role in funds being obligated. We also leverage the sales and operations C4ISR security assistance, which helps build capabilities with planning supply review process to identify and aggressively reduce our allies and coalition partners. This effort is not only a key excess inventory. Together, these processes allow us to make the enabler for our combatant commanders as they build the capacright decisions and be good stewards of the taxpayers’ money. ity of our partners and allies, but also provides an opportunity for Furthermore, our weapon system directorates and transportaAMC to maintain critical skills and workload within our organic tion experts work in concert, through working-level reviews, to industrial base. track assets throughout the transportation network and expedite At the end of the day, the capabilities and innovative services movements whenever possible. This ensures we deliver materiel we provide come down to dedicated people—their commitment to the warfighter where and when needed, in the most efficient and support to our soldiers, sailors, airmen and Marines. From manner possible. our CECOM forward elements to our subordinate elements around the country to our C4ISR Center of Excellence campus, Q: Anything you care to add about the men and women of CECOM professionals from across the command provide an CECOM? invaluable capability in logistics and sustainment services in support of operational readiness and retrograde operations. They A: Upon taking command back in May, I noted that CECOM is one truly are the critical link that drives C4ISR readiness. O of the “crown jewels” of the military C4ISR community. This is 8 | MLF 8.7 | U.S. Army Communications-Electronics Command
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U.S. Army Communications-Electronics Command
Deployed support enhances operational readiness. Optics, sensors, scanners, helium trailers, generators and radios are very different types of equipment fielded to deployed troops that are supported by Communications-Electronics Command (CECOM) personnel at the Electronic Sustainment Support Center (ESSC)/ Regional Support Center (RSC), located in a corner of the 3-401st Army Field Support Battalion footprint, where units can access C4ISR maintenance, training and troubleshooting support. The ESSC and RSC house technicians who provide maintenance support in communications, electronics, networking, fiber optics, software, HVAC/ECU, power generation and program manager support for a veritable laundry list of highly specialized technical equipment used by U.S. and coalition forces. Some of the equipment is non-standard and commercial off-the-shelf equipment, and some is U.S. Army system or program of record equipment that requires very specialized tools or skills to maintain. In the case of Army equipment, it is either more cost- or time-effective to have CECOM technicians complete the repairs. “It’s an umbrella organization,” said Robert L. Martin, ESSC manager. “The ESSC houses support capabilities and provides facilities and infrastructure to support various program manager programs.” Martin said he had a sign placed on the front of the building listing 15 capabilities housed in the regional support center so units can become familiar with the one-stop support provided there. The list—which includes radar, radios, customs and biometrics—is not all-inclusive. Martin listed at least 20 separate supported systems but noted that each system can have a number of variants and workers must be trained on each variant. Levels of support available vary but range from full maintenance and fly-away support, to direct exchange, to packing, wrapping and shipping. Many technicians are located at forward-deployed locations or are available to fly out on short notice to supply parts and expertise. Support for Program Manager Programs and Equipment varies and is determined by the program manager. Support for Program Manager Ground Sensors vehicle optics sensor systems, for example, includes new equipment and refresher training for operators and maintainers; de-installing old or faulty equipment and installing new equipment; full maintenance; fly-away support, and technicians located at 10 locations in theater. Martin said his technicians will also pack, wrap and ship between operating, storage and maintenance locations. Support for persistent threat detection systems, the unblinking eye in the sky, includes pack, wrap and ship only. Martin said the contractors working in the RSC are ‘multiskilled,’ and that helps reduce personnel numbers and costs. April Picart, an electronics technician who works on Harris and Thales radios, formerly supported only one system, but now supports multiple systems. She said her work is important because vehicles must have radio capability to be considered mission ready. www.MLF-kmi.com
By Summer Barkley
Vehicular amplifier adaptors made by Harris are shelved awaiting repairs at the CommunicationsElectronics Command Electronic Sustainment Support Center/Regional Support Center. [Photo courtesy of U.S. Army/by Summer Barkley]
While training is not a primary mission for the ESSC/RSC, contractors in the generator maintenance and environmental control unit shops have soldiers working with them to increase their skills and knowledge base. “I’ve learned a lot in the last four to six months,” said Specialist Steven R. Murphy, 2nd Battalion, 44th Air Defense Artillery Regiment, and a native of Knoxville, Tenn. “I’m learning valuable tools to take back to Fort Campbell.” “The more they can learn the better,” said Robert Stephens, ESSC generator maintenance shop lead. Specialist Mark A. Ocampo, a Pohnpei, Micronesia native, also with the 2-44th ADA, is working with Peter ‘Pete’ McGinnis, ECU lead. He said he’s a wheel vehicle mechanic, but working with McGinnis is giving him skills in other areas. “I’ve learned a lot and can now troubleshoot generators,” he said. “I’ll be good in three fields.” Andrew L. Thompson, CECOM senior command representative to the 401st Army Field Support Brigade, observed that everyone who works in the ESSC/RSC is very committed to supporting the warfighter. “Treat every system and piece of equipment as if your child has to use it,” he said. “Once a soldier, sailor, airman and Marine go outside the perimeter they don’t get a chance to re-do their situation. The services and systems we provide have to be 100 percent … all the time … every time.” 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.
U.S. Army Communications-Electronics Command | MLF 8.7 | 9
U.S. Army Communications-Electronics Command
Logistics assistance representatives helps soldiers keep computers talking. By Summer Barkley Every day, in locations around the world, U.S. Army Communications-Electronics Command (CECOM) logistics assistance representatives and senior master technicians work toward one goal—to improve soldier skills and knowledge on communications and electronics equipment that is vital to mission accomplishment. CECOM’s mission is to develop, provide, integrate and sustain the logistics and readiness of C4ISR (command, control, communications, computers, intelligence, surveillance and reconnaissance) systems and mission command capabilities for joint, interagency and multinational forces worldwide. To execute the mission, CECOM provides software and hardware engineers, logisticians, and maintenance personnel to the field supporting units. The ‘face to the field’ includes logistics assistance representatives, field service representatives and field service engineers under the management of CECOM’s senior command representatives. CECOM logistics assistance representatives (LARs) supporting Operation Enduring Freedom are usually assigned to a logistics support element nested in one of the battalions of the 401st Army Field Support Brigade. The LARs are a critical link between the deployed soldier and the solutions to battlefield problems that could delay or stop mission accomplishment. The CECOM LARs are subject matter experts who train and mentor soldiers to increase their knowledge and ability to work on and with C4ISR systems. One of the CECOM LAR skill sets is LOGIT, short for logistics information technology, and the men and women who are LOT-IT LARs are out working with supported units to train, advise and assist soldiers in keeping their black boxes (computers) talking. Michael A. Madden, LOG-IT LAR, recently worked with a soldier from the 419th Combat Sustainment Support Battalion who was charged with ensuring approximately 35 companies were able to update
A U.S. Army Communications-Electronics Command logistics information technology assistance representative provides ‘over-theshoulder’ training to the 419th CSSB sustainment automation support management officer, who is working with soldiers from 514th Support Maintenance Company, 10th Sustainment Brigade. [Photo courtesy of U.S. Army/by Summer Barkley]
data on equipment availability and readiness for use in planning missions. “He [Madden] taught me just about everything I know so far,” said Specialist Sean M. Koski, 419th CSSB sustainment automation support management officer. Koski said the knowledge he’s gained from Madden enables him to keep the computer systems for his supported companies functional for the unit. “Anytime we have any issues, he [Madden] is here to give us the big picture,” said 1st Lieutenant Sylvia L. McDonald, 514th Support Maintenance Company, 10th Sustainment Brigade maintenance control officer. “Our brigade SASMO [sustainment automation support management officer] referred us to Mike.” “We rely on our SAMS boxes for daily reports,” said Sergeant 1st Class Jamie Cox, 514th SMC maintenance control sergeant. Madden said his job is to train, advise and assist soldiers on how things are supposed to work. “I provide information and over-theshoulder training and mentoring,” Madden said.
10 | MLF 8.7 | U.S. Army Communications-Electronics Command
He said he acts as an ‘honest broker’ and focuses solely on training soldiers. He explained that he does not work for the soldier’s unit or command and also has no affiliation with the product. Madden also said working so closely with soldiers in a deployed environment enables him and other LARs to take a lot of information back to the program managers who field equipment. He believes LAR feedback can help identify potential problems, trends and solutions. Madden was nearing the end of his seventh deployment as a civilian and scheduled to return to his home station at Fort Hood, Texas, where he is a LOG-IT LAR in the 407th Army Field Support Brigade’s Logistics Support Element. O Summer Barkley is with Army Materiel Command.
For more information, contact Editor-in-Chief Jeff McKaughan at jeffm@kmimediagroup.com or search our online archives for related stories at www.mlf-kmi.com.
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SUPPLY CHAIN
Compiled by KMI Media Group staff
RFID Reader RF Controls was awarded a contract by Lockheed Martin to install their groundbreaking bi-directional, steerable phased array fixed antenna system to track parts, tools and government owned assets for their F-35 Lightning II production program. The RF Controls and Lockheed Martin team designed a fixed antenna system capable of reading passive radio frequency identification (RFID) tags from distances far greater than previously imagined with accuracy levels of 99 percent in real time. This concept, pioneered by Lockheed Martin, will fundamentally change the way assets of all kinds are monitored, counted and managed while reducing cost, increasing efficiencies and further enhancing workplace safety. “Working with Lockheed Martin provides the ultimate validation of our technology in the marketplace given their long history of innovation particularly using RFID,” said RF Controls’ CEO Tom Ellinwood. “The technology of RF Controls will serve as the foundation for the Internet of Things around the globe. We are proud to be the vendor of choice for Lockheed Martin and a part of their plans to redefine the future of manufacturing.” RF Controls LLC, a provider of advanced RFID technology, was founded in 2006 by businessman and entrepreneur Tom Ellinwood, and chief scientist and technology developer Graham Bloy. The company’s patented intelligent tracking and control system provides real-time location system functionality, using only passive, ultra-high frequency radio frequency identification tags to identify, locate and track items. The system is now in use at some of the world’s largest companies.
Engine Management and Health Monitoring Pratt & Whitney, a United Technologies Corp. company, is teaming with IBM to enhance the engine fleet management and health solutions Pratt & Whitney offers to customers. Pratt & Whitney, with IBM’s help, will significantly broaden its current performance monitoring capabilities of more than 4,000 operational commercial engines. IBM will assist Pratt & Whitney in leveraging its world-class military diagnostic, prognostic and health management capabilities to enable proactive and automated logistics to its rapidly expanding commercial fleet. This will provide Pratt & Whitney customers with longer time on-wing, complement current asset maintenance alerts and deliver better insight into flight operational data. “By incorporating learnings from our military engines programs, where we are pushing the envelope in terms of monitoring capabilities, and teaming with IBM to integrate component and system health
information, we will strengthen our commercial engine health analytics offering for customers,” said Matthew Bromberg, president, Pratt & Whitney aftermarket. “This will enable us to accurately and proactively monitor the health of our customers’ engines and give us further visibility to plan ahead for optimized fleet operations while reducing customers’ costs.” “Today’s aircraft engines can generate up to a half-terabyte of data per flight. This data deluge can be made into a critical resource if coupled with predictive analytics, creating a valuable asset for early warning or fault detection and improved visibility into the overall health of aircraft engines,” said Alistair Rennie, general manager, business analytics, IBM. “By applying real-time analytics to structured and unstructured data streams generated by aircraft engines, we can find insights and enable proactive communication and guidance to Pratt & Whitney’s services network and customers.”
Asset Tracking System For the past 10 years, DoD has had a requirement to tag government property with a unique identification number that is serialized. Dynamic Systems Inc., a provider of barcode tracking systems for government agencies, has announced the release of the 2 Dimensional (2D) Dot label for The Total Track System. The 2D label will enhance the tracking of all government assets. The system also alerts when www.MLF-kmi.com
preventive maintenance is due on all equipment, tools and vehicles. The software also includes an inventory function that will track consumable supplies and keep minimum and maximum levels and tell you when items are due for purchase. The introduction of 2D labels allows users to track items where the typical barcode label won’t adhere. Examples are where the surface of the tool being tracked is not flat or smooth. The 2D label
allows tools and equipment that are stored under harsh conditions of high and low temperatures and has a small foot print to be tracked more effectively. “I’m impressed with potential of the 2D label and the simplicity and adaptability of your Total Track System. It’s affordable for most agencies, even those with just a handful of employees,” stated Bill Allen, process control consultant. MLF 8.7 | 11
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Q& A
Providing Operational-Level Logistics to Marine Forces Globally Major General John J. Broadmeadow Commanding General Marine Corps Logistics Command Major General John J. Broadmeadow graduated from Norwich University, Northfield, Vt., in May 1983 and was commissioned a second lieutenant in July 1983. As a company grade officer from 1983 to 1995, he served in staff and command billets with 3rd Force Service Support Group, 9th Marine Amphibious Brigade, Facilities Department Camp Pendleton, 1st Marine Corps District, and 1st Force Service Support Group deploying to Somalia for Operation Restore Hope. As a field grade officer from 1995 to 2009, he served in the following staff billets: G-4 operations and plans officer, 1st Marine Aircraft Wing, Okinawa, Japan; prepositioning officer for Deputy Commandant Plans, Policies, and Operations at Headquarters, U.S. Marine Corps; assistant chief of staff (AC/S) G-4, 1st Marine Expeditionary Brigade; AC/S N-4, Task Force 58 during the amphibious assault and first conventional force operations in Afghanistan at the start of Operation Enduring Freedom; AC/S G-4, 1st Marine Division for the attack to Baghdad during Operation Iraqi Freedom I and the return for stability/counterinsurgency operations in Al Anbar, Iraq, for OIF II; and AC/S G-4, 3rd Marine Aircraft Wing. His command billets include commanding officer, Marine Wing Support Squadron 371 deploying to Al Anbar, Iraq, for OIF 04-06; commanding officer, Combat Logistics Regiment 17; and team chief and senior advisor to the 7th Iraqi Infantry Division in Iraq for OIF–08. As a general officer he was assigned as the deputy commanding general, Marine Forces Pacific in August 2009. During this tour he also served as the combined force land component commander for Exercise Rim of the Pacific ’10 and as the deputy commander for Joint Task Force 505 in Japan for Operations Tomodachi and Pacific Passage. Broadmeadow assumed command of 1st Marine Logistics Group in June 2011 and deployed to Afghanistan in February 2012 for OEF 12. Upon redeploying in December 2012 he assumed the concurrent duty as commanding general 1st Marine Expeditionary Brigade. He was promoted to major general on July 3, 2013. Broadmeadow is a graduate of the USMC Amphibious Warfare School and Command and Staff College (non-resident programs), a graduate of the U.S. Army War College in 2001, the Joint Forces Staff College in 2008, and the National Defense University’s CAPSTONE Course in 2009. He holds a B.S. in business administration from Norwich University, a dual M.A. in business administration and computer resources management from Webster University, and a M.S. in strategic studies from the U.S. Army War College. Q: Describe the operational capabilities that Marine Corps Logistics Command (LOGCOM) brings to the Marine Corps. www.MLF-kmi.com
A: Marine Corps Logistics Command is the operational-level logistics provider to Marine forces at home, abroad and deployed. Our primary mission is to maximize combat readiness throughout the Corps by applying our four competencies of supply, maintenance, distribution and prepositioning support management. Our emphasis is placed in two different yet mutually supporting directions. On the one hand, we direct our operational-level efforts in support of Marine component commands and the operating forces. The Marine Corps is well-known for its prowess on the battlefield, and the tactical logistics capabilities embedded within Marine air ground task forces provide tremendous organic capabilities. Marine Corps Logistics Command reinforces this capability by bridging the gap between logistics requirements at the tactical level and resources at theater, national or strategic levels, which can be leveraged to meet these requirements in support of the component commander and MARFORs. We also ensure that our capabilities are fully supporting the Marine Corps’ strategic direction. In this respect we concentrate on developing long-term equipment sustainment approaches that support the acquisition community and needs of the operating forces. As USMC refines the mix of new and legacy gear that supports our leadership’s vision of the Corps’ current and future role in national security, we make certain that sustainment plans and resources are ready, available, and integrated to provide for maximum and enduring combat readiness. MLF 8.7 | 13
Our mission is a notably diverse and far-reaching one. Consequently, we rely heavily on the extensive experience and expertise of our workforce to manage our core competencies using the most effective and efficient mix of capabilities available. What we do on a daily basis has immediate effects across the entire Marine Corps enterprise and a lasting influence on the Corps’ ability to meet its national security role. Q: What are your priorities for Marine Corps Logistics Command while in command? A: Marine Corps Logistics Command has four areas of focus that guide both our day-to-day operations and our long-term approach to sustaining combat readiness across the Corps. Our first priority is to ensure that we complete our mission to reset the Marine Corps’ equipment used in Iraq and Afghanistan. We have Marines and contractors working alongside the Marine expeditionary brigade in Afghanistan assisting the retrograde and ensuring we retain great accountability of our equipment. As the Marine Corps future needs evolve, LOGCOM will rapidly adjust our reset plans to keep pace with operating force needs while executing reset actions efficiently, ensuring good stewardship of government resources like overseas contingency funds. Second, we will support the reinvigoration of the Marine Corps’ expeditionary capability. As we transition from an extended period of sustained land operations, the Marine Corps’ maritime prepositioned force (MPF) capabilities will grow in importance. LOGCOM’s Blount Island Command, responsible for the logistics management of our MPF capability, will work in close cooperation with the operating forces as this important program evolves to meet emerging requirements. We will incorporate the lessons we’ve learned supporting Marine forces engaged in combat operations over the last 12 years and apply them as operational-level logistics capabilities to support Marine expeditionary operations. Third, we will build the organizational flexibility to operate in a dynamic resource environment. Not only do we recognize that we will have to operate in an era of fiscal austerity, but fundamental resourcing decisions like budgets, force structure and operational tempo will remain fluid for the foreseeable future. Our previous experience with sequestration, furloughs and other results of fiscal turbulence has taught us that flexibility and agility are crucial to our ongoing success. Finally, we must foster a culture of operating in teamwork supported processes. We will continue to mature and enhance welldefined and proven logistics processes and we must support these processes by developing and fostering a strong and dedicated sense of teamwork among all the players in our logistics network. This includes organizations within the Marine Corps, the joint community, agencies within the Department of Defense, and commercial entities. Q: As we conclude operations in Afghanistan, what is Marine Corps Logistics Command’s role in reset and reconstitution? A: Marine Corps Logistics Command has had a long history of operations in both Iraq and Afghanistan, and we are now seeing that mission draw to a close. Over the last two years, Marine Corps Logistics Command (Forward) played a critical role in the retrograde of equipment returning from Afghanistan. We identified, accounted for and shipped over 60,000 items of returning equipment to final destinations across the Marine Corps. Our distribution, supply and maintenance 14 | MLF 8.7
management systems ensured the accountability of each piece of gear through the entire process. Additionally, we upheld exacting fiscal accountability throughout the reset operations, and continue to do so today, to ensure the most efficient use of critical resources. Even after redeployment is finished, our focus will remain on completing the repair and recapitalization of equipment designated for further use by the operating forces and supporting establishment. Much of this activity occurs within the production plants of our Marine Depot Maintenance Command, the Corps’ single organic depot maintenance capability that enables us to self-generate combat readiness quickly when operational requirements surge demand. Additionally, we will leverage the capability of our partners in the other services and industry where it adds value to our reset effort. We will continue to apply the principles of accountability and efficiency to all our efforts and we will ensure that everything we do supports the Marine Corps’ strategic goals of reconstitution. Q: Marine Corps Logistics Command is the operational-level logistics provider to the Marine Corps. What does this mean to you? A: Operational-level logistics consists of meeting requirements beyond the capability or capacity of tactical units with resources obtained from theater or national assets. Marine Corps Logistics Command is in the unique position of being both a broker and provider of those resources. From our headquarters in Albany, Ga., we supervise, manage and oversee a global network of sustainment capabilities in support of Marine forces worldwide. Some of this network consists of Marine Corps-organic capacities like our production plants within the Marine Depot Maintenance Command and the equipment and supplies embarked aboard ships of the maritime prepositioning squadrons at sea and in port. Other elements of that network utilize the resources of national-level logistics providers like the Defense Logistics Agency and the United States Transportation Command. A third element of the network includes commercial capabilities we obtain through contracts and partnerships. Our relationship with Marine Forces Central Command during Operations Iraqi Freedom and Enduring Freedom is a prime example of how Marine Corps Logistics Command brought critical capabilities into the theater, at the behest of the component, to solve logistics challenges beyond the ability of the tactical organizations on the ground. It was a tremendous learning experience for all of us and it provides a clear roadmap for how operational-level logistics can be accomplished in the future. Q: The Marine Corps is America’s expeditionary force in readiness. How does Marine Corps Logistics Command fit within this role? A: Much of the Marine Corps has spent the last 13 years conducting sustained combat operations in Iraq and Afghanistan, and we are fiercely proud of the legacy earned by our Marines. Our men and women demonstrated the same fighting spirit and will to prevail that has been the hallmark of every generation of Marines since the birth of the Corps. As combat operations in the Central Command theater draw to a conclusion, however, the Marine Corps is reprising its role as the nation’s expeditionary force in readiness. We are America’s crisis response force, forward-deployed on U.S. Navy vessels, on patrol among the regions of the world most prone to crisis. We are prepared, on a moment’s notice, to execute missions across the full range of www.MLF-kmi.com
military operations. This is our national security role, and it is precisely the capability America expects from her Marines. Marine Corps Logistics Command has two principal tasks that support the expeditionary force. First, we must continue to sustain the highest attainable levels of combat readiness across the Marine Corps. Readiness is the stock-in-trade of an expeditionary force. Forwarddeployed forces must be ready to respond instantly to emerging crises. Forces at home stations must be ready to deploy and must arrive at the crisis ready to act. Marine Corps Logistics Command integrates supply, distribution, maintenance and prepositioning management to ensure that the entire force stays ready. Second, we must continue to develop our role as the Marine Corps’ operational-level logistics provider. In assuming the management and execution of those tasks that fall beyond the capability of tactical forces, we enable commanders on the ground to focus on the mission in front of them while remaining confident that operational-level support is behind them. Marine Corps Logistics Command has hundreds of personnel positioned at all the major Marine Corps installations across the globe. We undertake tasks that enable tactical forces to concentrate on tactical missions by providing capabilities that would otherwise require commanders to divert resources and manpower from their primary responsibilities. Marine Corps Logistics Command provides a good part of the “ready” in the expeditionary force in readiness. Q: How do you see your partnerships with industry bringing value to the capability Marine Corps Logistics Command offers the Marine Corps? A: The capabilities and capacity our commercial partners bring to Marine Corps Logistics Command’s operations is critical to our ability to meet many requirements generated throughout the Marine Corps. In addition to offering subject matter expertise that in some cases is not available within our own ranks, commercial entities can often perform certain tasks for us at a lower overall resource cost. And in many cases, using a commercial provider can free up our Marines to accomplish missions that only uniformed personnel can execute. Most importantly, though, we use commercial resources to quickly surge when requirements demand we do so. For example, at the height of operations in our depot maintenance production plants, we employed a considerable number of contracted personnel to work alongside our federal civilian workforce. This allowed us to keep pace with the high tempo of depot maintenance without dramatically increasing the size of our permanent workforce. As the demand lessened, we reduced the size of our contracted workforce accordingly without having to cut our permanent personnel. The flexibility represented by commercial resources allowed us to rise to the demand and then reduce when the demand retracted, all without cutting into the experience and expertise embodied in our permanent federal workforce. We used a similar approach to some of our maintenance concerns in Iraq and Afghanistan. When tactical forces had amassed overflow maintenance, we leveraged our contract at our prepositioning facility at Blount Island Command in Jacksonville, Fla., to put commercial boots on the ground in theater. This proved successful with our armoring effort, mine resistant ambush protected maintenance, and our retrograde and redeployment efforts as well. Commercial capacity is a great enhancement to the Marine Corps Logistics Command’s organic capability, and it’s a partnership we will continue to leverage in the future. 16 | MLF 8.7
Q: In your view, what are the biggest challenges facing Marine Corps Logistics Command in the coming year? A: I think the biggest challenge we face is completing the reset of the Marine Corps’ ground equipment amidst a turbulent fiscal environment. Reset, which is a critical element of the Marine Corps’ in-stride reconstitution, is a significant effort to begin with. When undertaken against a backdrop of financial uncertainty it becomes even more challenging and complex. Our process starts with a reset strategy, an intended end state for each item of equipment currently in theater. Some will be returned immediately to the operating force to fill home station shortfalls, some will undergo depot-level maintenance to return it to a “like-new” condition, and some will be disposed of. All of these options are based on how the Marine Corps is reconstituting itself into the nation’s expeditionary force in readiness. So we are making decisions today that will require fiscal resources in the future to implement, and both the decisions and the resources affect our reconstitution. When unexpected budget cuts, sequestration, and unplanned delays in the availability of fiscal resources occur, it becomes very challenging to execute a strategy over the long-term. Q: How do you adapt to this environment of fiscal austerity? A: First and foremost, we are continuing to aggressively pursue the efficiencies we identified by consolidating our depot-level maintenance facilities under a single command, the Marine Depot Maintenance Command. As this organization matures, we are streamlining our business processes and eliminating variances and inefficiencies that unnecessarily consumed resources. We are training our workforce to implement the most effective business, fiscal and industrial processes. These efforts are keeping us on track to achieve a $65 million savings by 2018, continuing to provide the Marine Corps with an organic, state-of-the-art depot maintenance capability that maximizes combat readiness for our expeditionary forces. We are also actively implementing performance-based logistics into our sustainment plans for both new equipment acquisitions and current items in our inventory. These efforts will ensure that we form a true partnership with both Department of Defense and commercial logistics providers, and give us the most effective sustainment capability for the most efficient use of resources. Readiness comes at a cost, and no organization recognizes this more acutely than the Marine Corps. We realize that fiscal austerity is upon us and that there is little relief on the horizon. But this fact serves only to cause us to find more efficiencies and savings, and to be even more innovative in our approach to our business. Q: Any closing thoughts on Marine Corps Logistics Command? A: Marine Corps Logistics Command is a unique organization within the Marine Corps. We provide critical logistics and sustainment support that enables the operating forces to concentrate on tactical missions, pre-deployment training events, and crisis response. A sign hangs above the entrance to our production plants. It states “What YOU do is IMPORTANT. Everyday a MARINE’S LIFE will depend on it!” This is an ethos that is understood by every civilian and uniformed Marine at LOGCOM. It is a privilege to serve in an organization filled with people who dedicate themselves to ensuring the Marine Corps remains at the forefront of the defense of our nation. O www.MLF-kmi.com
Looking at where computer ruggedization starts and how far it can go. By William Murray, MLF Correspondent
building and installing the chassis for a notebook and sealing the gasIt’s difficult to build significant ruggedization features into ket, according to Dell’s Seidensticker. “When you plan ruggedization notebook PCs and tablet computers after manufacture, and any from the inside out, you can optimize the size of the unit,” he said. process to retroactively build ruggedization features into a notebook Cases have limited utility, according to Seidensticker, so there is usually incurs significant expenses, according to several leading just a niche for their use in DoD. “Cases can be put around tablets. manufacturers. It’s a low cost way to provide protection,” he said. “It’s more difficult “You can’t build a sensitivity to negative 20 degrees Fahrenheit to do for a notebook.” into a computer after its manufacture,” said John Lamb, director of “What I haven’t seen cases do is protect against marketing at Getac, a manufacturer of rugged notewater and extreme drops,” Seidensticker said. They books and tablets in Irvine, Calif. can typically protect against drops up to 6 feet, he said. “Ruggedization really has to be built in,” said PatIn some situations a rugged carrying case can be rick Seidensticker, rugged mobility marketing director used as a carrying bag or a hardened case for transat Dell in Austin, Texas, which claims to be the second port, according to Simpson. “At the end of the day, leading manufacturer of ruggedized notebooks used the core product is still a commercial based laptop by the Department of Defense after Panasonic, and that was designed to be cost competitive and with designs its ruggedized notebooks with independent quick time to market in mind. third party testing to meet 30 DoD ruggedization “Applying the ‘add-ons’ needed to protect the lapstandards, including ingress protection, emissions and top, as well as the cables needed to talk to peripheral hazardous materials certifications. “Ruggedization has John Lamb devices, increases overall system cost, where havto be planned” during the fabrication process, he said. ing an all-in-one Semi or Ultra rugged laptop with “It’s hard to make something ruggedized [after embedded peripherals would ultimately be a cheaper system solution initial fabrication],” said Sean Hall, Army national sales director at and easier to manage as a single asset,” Simpson said. Panasonic, a company that claims a commanding 70 percent market Cases have very limited utility for notebooks, according to Panashare in the DoD ruggedized notebook market, although Dell and sonic’s Hall. “When you have a case, you lose the reason you go the Getac officials claimed to be gaining market share at Dell’s expense. device to begin with,” he said, since it can fundamentally change the VT Miltope, a manufacturer of ruggedized and semi-ruggedized computers and peripherals, sells modular products. “Making a form factor of the machine. To buy a case for an iPhone, for example, doesn’t make sense since it significantly changes the user’s experiproduct modular typically always adds some level of cost,” said Rob ence, according to Hall. His company builds notebooks and tablets Simpson, ruggedized products systems engineer at the Hope Hull, that work on the Google Android and Microsoft Windows 7 and 8 Ala.-based company. “The core of the products have to be able to operating systems. accept the module, which inevitably adds cost to the electrical and The ability to operate in extreme temperatures with powerful but mechanical design for interfacing. In addition, having separate modcompact fans and cooling systems is also a ruggedization feature that ules increases design and assembly costs. Though having configumanufacturers have to plan in the product design and assembly prorable options is a great way of expanding the products market, it is cess, according to Seidensticker. “The ability to operate at 145 degrees not the best way to increase or decrease its ruggedness level because Fahrenheit can’t be added on in a modular fashion,” he said. the core of the product always has to be designed to the highest level Seidensticker noted that the most popular ruggedization needs intended,” he said. in DoD include protection against drops, dust, rain, sand, extreme Modulation gives customers options, according to Simpson. temperature and vibration. Like its competition, Dell also markets “These products are more so meant to provide customer configurathe ruggedized products to public safety, utilities, foreign military and tion options for different technologies in the form of peripheral addother markets to achieve better economies of scale. on modules. However, this is done within the same ruggedness level Despite what some other military contractors might be experiencas the core product,” he said. ing, Dell’s ruggedized notebook business with DoD isn’t suffering, Media and memory have to be locked down, and manufacturers even with the ending of the Afghanistan and Iraq wars. Despite what also have to consider military standards for ruggedization when www.MLF-kmi.com
MLF 8.7 | 17
would appear to be a bleak overall picture to many, Dell sales are still strong, according to Seidensticker. “Most of our business is programmatic in nature,” with budgets decided years in advance, he said. “There’s always a theater of operation in need,” given the scope of DoD and intelligence community’s operations worldwide. With the Afghanistan and Iraq wars ending, Hall sees the Army, the military branch where he served, as engaged in a refresh period for equipment like notebooks, recovering from the wars and getting ready for the next large scale engagement. Hall sees U.S. Special Operations Command and other major commands as continuing to be engaged in a high tempo of operations. Seidensticker noted that manufacturers have to build ruggedization features according to military standards into the cabling and other key features of a computer. “From a shock and vibration perspective, you have to consider ruggedization with the components and computer,” he said. The 810G military standards for ruggedization are the most popular, according to Getac’s Lamb. He sees a strong need for ruggedization to guard against humility, altitude, salt, fog, vibration and drops. Lamb noted that Getac’s notebooks are rated according to 810G military standards to survive drops of up to 6 feet. Semi-rugged notebooks and tablets, meanwhile, are rated for drops up to 2 feet. Getac has its origins in General Electric Aerospace’s work that began in 1989 building ruggedized notebooks for the Department of Defense. Conventional wisdom is that ruggedized products generally cost more than non-ruggedized, commercially-sold versions of the same products. VT Miltope’s Simpson, however, noted that, “Semi-rugged products are in fact offered as a cheaper solution to users that need some aspects of ultra-rugged such as ingress protection, extended temperature ranges, and shock/vibration durability, but may offer FCC level of EMI compliance as opposed to the military MIL-STD 461 levels.” VT Miltope’s semi-rugged products are cheaper because material selection and assembly costs are reduced, and this phenomenon has attracted a lot of attention in the last two years. “This may be due to shrinking budgets or the end user concentrating on specific needs,” Simpson said. “Miltope is investing more into this product line, however, in cases where the product must meet the full suite of EMI compliance, have a 1275 power supply, work over very wide temperature ranges and pass higher levels of ingress protection. Miltope continues to offer the Ultra Rugged product lines, which are the company’s legacy,” Simpson said. In addition to ruggedized systems for DoD and homeland security applications, VT Miltope also sells airborne systems, including printers, servers, storage and wireless products, focusing on difficult environments for sensitive electronics products. Strictly speaking from a rugged computer (laptop and handheld) design and manufacturer, it would be possible in some ways to make a product that is modular to increase or decrease the ruggedness/cost, according to Simpson. For instance, an I/O panel could be changed out to replace expensive military grade connectors to standard commercial connectors to save cost. “However, the ruggedness level of a product starts at product conception and resides at every level of the design all the way down to the core electrical and mechanical components selected,” he said. The trend now in the Army is the use of ruggedized wearable computers, according to Hall. Panasonic sells 10-inch, 7-inch and 5-inch versions of a ruggedized wearable Windows-based computer. Hall envisions a future Army where every soldier uses a wearable 18 | MLF 8.7
computer, to follow the present-day reality in which practically all soldiers on deployment have radios. “How do you power them?” he said of the wearable computers, given the limits of batteries and the processing capabilities of the computers. “That’s that next big thing.” “There’s not a job in the military that’s not a tough job,” Hall said, using Panasonic’s preferred product lingo. In addition to artillery, infantry and tank, there’s finance, logistics, maintenance, medical, operations, personnel, and physical security that can demand some level of ruggedization. “It’s been blurred for life now, the distinction between jobs in the military that would always require ruggedization and those that would never require it,” he said. Hall sees the innovation that manufacturers like Panasonic have introduced with ruggedized PCs migrating to semi-rugged versions of the products. Lamb noted that one can purchase less expensive notebooks and tablets without ruggedization features, but that the user usually has to sacrifice on weight, processing speed, battery life and other key areas, accepting inferior performance. Getac ruggedized notebooks running Windows 7 or 8 generally start at $1,600, while commercial notebooks can start at $850 to $1,000 per unit. Paying the higher price provides certain advances to the end user. Ruggedized notebook vendors noted a great deal of excitement and purchasing activity related to recently released products. Released in October 2013, for example, the Getac F110 ruggedized tablet, running Windows 8 and featuring an 11.6-inch display, is the fastest selling product in Getac corporate history, according to Lamb. He noted that Getac’s 8-inch tablets are so small they can fit into a user’s pants pockets, and added that the increased, processing heavy uses that such small form factor computers can handle include mapping. Dell’s Latitude Rugged Extreme 12, meanwhile, incorporated a lot of key customer suggestions in the product development process, according to Seidensticker. The ruggedized notebooks run Windows 7 and 8 and features touchscreens and the latest Intel processors. Dell officials claim the Rugged Extreme 12 is the first fully ruggedized “flip hinge” notebook that can be easily converted into a tablet. It is made with impact-resistant ultra-polymers and sturdy magnesium alloy and, like many leading ruggedized notebooks, is sold through GSA Schedule and other governmentwide acquisition contracts. Dell Latitude Rugged Extreme 12 and 14 data, moreover, is protected from the elements with sealed doors and compression gaskets while enabling performance at high temperatures with fourth-generation QuadCool thermal management. Company officials claim that the Rugged Extreme 12 and 14 notebooks can easily be shifted from operating in the boardroom to the battlefield. What about DoD users who want to take their ruggedized notebooks from the field to the office and use them? “In most cases, our customers buy the Semi-Rugged or Ultra-Rugged laptop and use it in the office as opposed to the other way around,” Simpson said. “Making these computers modular with respect to ruggedness is difficult because the modules inevitably add cost and the core of the product needs to meet the highest level of ruggedness intended for the product anyway,” Simpson said. “This ruggedness is as much with respect to the internal components as it is to the external. We do, however, provide commercial connectors, which allow ease of use in an office environment.” 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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September 2014 Vol. 8, Issue 8
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Special PULL-OUT SUPPLEMENT
Cover and In-Depth Interview with:
Maj. Gen. Theresa C. Carter Special Assistant to the Commander U.S. Air Force Materiel Command
Special Section
ManTech International Corporation....................................................... 3 www.mantech.com
Military MRO Maximizing organic and non-organic capabilities to create new best practices.
Northrop Grumman Technical Services ...............................................C2 www.northropgrumman.com/logistics
Features
Northrop Grumman Technical Services ..............................................4-5 www.northropgrumman.com/performance
Performance Based Logistics When are PBLs the best option, and is there a one-size fits all for PBL contracts?
Calendar
Life Cycle Efficiencies As acquisition costs spiral, major systems are expected to stay in service longer and longer. DoD expects life cycle considerations to be a part of all major programs.
August 22-25, 2014 NGAUS Chicago, Ill. www.ngausconference.com September 15-17, 2014 Air & Space Conference National Harbor, Md. www.afa.org September 23-25, 2014 Modern Day Marine Quantico, Va. www.marinecorpsexpos.com October 13-15, 2014 AUSA Washington, D.C. www.ausa.org October 20-22, 2014 Logistics Officer Association Symposium Washington, D.C. www.loanational.org/ conference/
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October 23, 2014 DLA Land & Maritime Combat & Wheeled Vehicles Outreach Forum Columbus, Ohio dla.land.and.maritime.industry. forum@dla.mil October 28-30, 2014 NDTA-USTRANSCOM Fall Meeting St. Louis, Mo. http://ndtahq.com/events_cal_ events.htm October 30-November 2, 2014 Annual Tanker Association Conference Nashville, Tenn. www.atalink.org December 2-4, 2014 Defense Logistics Alexandria, Va. www.wbresearch.com/ defenselogisticsusa/
Engine and Powerplant Sustainment Technical expertise is required to keep the engines turning on aircraft, ships and ground vehicles.
Special Who’s Who Pull-Out Supplement U.S. Air Force Air Logistics Complexes A special pull-out supplement featuring:
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Exclusive interviews with Major General H. Brent Baker Sr., commander of the Ogden Air Logistics Complex; Brigadier General Cedric George, commander of Warner Robins Air Logistics Center; and Brigadier General Donald Kirkland, commander of the Oklahoma Air Logistics Complex Two-page organizational profile of the Air Force Materiel Command and the Air Logistics Complexes
A handy reference guide with a long shelf life.
Bonus Distribution Air & Space Conference Logistics Officer Association Symposium
Insertion Order Deadline: August 26, 2014 Ad Material Deadline: September 2, 2014
MLF 8.7 | 19
INDUSTRY INTERVIEW Military Logistics Forum Lee Krantz Senior Vice President of Technology Products AAR Corp. improving processes. In operations, we’re optimizing supply chains across business units, sharing engineering and manufacturing resources, and improving plant efficiencies. Finally, our defense businesses are looking at ways to exploit AAR’s global commercial footprint to gain competitive advantage in new markets.
Lee Krantz is vice president of operations and general manager for the Mobility Systems, Integrated Technologies, Aerostructures and Interiors, and Nordisk Aviation cargo business units of AAR, a global aerospace and defense contractor. Q: What are your company’s capabilities to meet the needs of defense customers? A: AAR offers capabilities in three distinct market segments: Mobility Systems designs and manufactures rapid deployment equipment, including mobile tactical shelters and ISU shipping and storage containers, and is the leading manufacturer of military air cargo pallets and seat pallets. We offer standard and custom expeditionary systems, including accommodations, ablutions, refrigerated containers, and containerized latrines, showers, laundries and workshops. Integrated Technologies (InTech) develops C2 systems for mobile and fixed facilities. We perform technology upgrades and service life extension programs for existing C2 systems, as well as new system development and integration. InTech has installed C2 systems into 14,000 ground vehicles, shelters, transit cases and fixed sites over the past 10 years. Aerostructures & Interiors (A&I) makes parts and assemblies for military and commercial aircraft. A&I’s composites business fabricates fairings, flight surfaces, instrument pods and complete helicopter interiors. A&I’s precision metal machining business makes primary structures including landing gear, spars, flap tracks and bulkheads. Other businesses within AAR Corp. also focus on defense customers, providing expeditionary airlift services, supply chain management solutions, aircraft modification and maintenance services, and aircraft cargo systems. Q: What innovations are you working on to enhance competitiveness? A: AAR continues to expand product lines and work with partners to integrate proven technologies into our products. One example is a program on which we teamed with an 20 | MLF 8.7
airbeam shelter manufacturer to develop selfcontained systems integrated in our containers for rapid deployment. We see significant opportunity to incorporate renewable energy, automated power management, improved insulative materials and water re-use technology into our expeditionary systems. Q: What do you do to better understand your customers’ logistical requirements? A: AAR’s ‘close to the customer’ business model gives us intimate knowledge of each customer’s specific logistical requirements and serves as an incubator for new ideas. For instance, most of Mobility Systems’ products are born as a result of working directly with users facing tough operational challenges. We recently worked with a spec ops customer to develop an ultra-compact communications shelter that’s transportable in the V-22 and CH-47. For a defense OEM, we helped develop a modular CRAM radar site, integrating components into a customized containerand-pallet suite that elevates the radar for increased aerial coverage and facilitates quick redeployment using air or ground assets. Q: What challenges are you facing over the next year? A: Challenges include reduced product demand as major overseas operations wind down, a shift in spending away from new procurement toward lower-margin sustainment services, and more small business prime contracts. AAR is focusing on four areas to stay competitive. First, in product development we continue to integrate new technologies into our product lines and invest in product improvements as well as developing new product lines. In program execution, we’re strengthening our management teams and
Q: What examples illustrate your capability to meet the needs of defense customers? A: AAR’s Mobility Systems’ ISU product line has evolved to 50 configurations to meet enduser needs, with virtually limitless options for customization. Another unique product line—our air mobile shelters—grew out of talks with customers who wanted a mobile workspace with the rapid deployment capability of the ISU. In C2, InTech designed and fielded the system used by USAF to monitor and control airspace in the Middle East theater, and to monitor CONUS and national capital area airspace. Under an ongoing multi-year program at one of our sites in the Middle East, we are integrating C2 upgrades into more than 1,000 tracked and wheeled vehicles. A&I offers manufacturing expertise for defense OEMs. For example, our composites business designs and fabricates external ISR pods for aircraft self-defense systems and airborne surveillance, and our metals business offers specialized capabilities in manufacturing and refurbishing large missile canisters. Q: With reduced DoD spending, do you see your company becoming more involved in joint ventures? A: We’ll see more business arrangements designed to enhance competiveness and customer value. They may be joint ventures, strategic partnerships or other types of agreements—both domestically and overseas, where local partners are key elements of our growth strategy. We also see opportunity to work with small businesses and technology partners who can benefit from AAR’s product development and manufacturing capabilities. O
lee.krantz@aarcorp.com www.MLF-kmi.com
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