MLF 9.1 (February 2015)

The Publication of Record for the Military Logistics Community

Modernization Strategist Heidi Shyu

Special Pull-Out Supplement

Air Force Life Cycle Management Center

Assistant Secretary of the Army (Acquisition, Logistics and Technology) and Army Acquisition Executive

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February 2015 Volume 9, Issue 1

Excusive Interview with Lieutenant General John F. Thompson Commander Air Force Life Cycle Management Center

Big Data O Tracking the Supply Chain Public-Private Partnerships O MM III Replacement & Recap

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MILITARY LOGISTICS FORUM Features

February 2015 Volume 9, Issue 1

Cover / Q&A

Air Force Life Cycle Management Center Special Pull-Out Supplement

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7

The Three “P”s Public-private partnerships have promoted the utilization of facilities and equipment, technology infusion and collaboration with industry partners.

By Henry Canaday

9

Ground-Based Strategic Deterrent Exclusive interview with

Lieutenant General John F. Thompson

Commander Air Force Life Cycle Management Center

The Air Force is preparing to acquire a replacement for the MM III intercontinental ballistic missile system that replaces the entire flight system, retains the silo basing mode while recapitalizing the infrastructure and implements a new weapon system command and control system.

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Waste, delay and excessive costs are just some of the penalties for not knowing exactly where everything is, how fast it is moving and its condition.

By Henry Canaday

While only around for a few years, big-data solutions are unequivocally critical for military logisticians.

By Karen E. Thuermer

Tracking the Supply Chain

Departments

Storing the Data

10 Heidi Shyu

Assistant Secretary of the Army (Acquisition, Logistics and Technology) and Army Acquisition Executive

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Industry Interview

2 Editor’s Perspective 8 Supply Chain C3 White paper forum 15 Resource Center

John Bryant Senior Vice President of Defense Programs Oshkosh Defense

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Military Logistics Forum Volume 9, Issue 1 • February 2015

Publication of Record for the Military Logistics Community Editorial Editor-In-Chief

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EDITOR’S PERSPECTIVE Many thought that despite the money and time in training the Iraqi military and police, when push came to shove, they would not be the single cohesive force that had been envisioned. Most expected mobility, command and control, and logistical issues would plague the Iraqi services—they were still a relatively young military that had yet to assimilate the tribal and ethnic issues that are common in the region.

Few thought—and fewer expressed it out loud—that the Iraqi military would be such an utter failure at the first sounds of the guns.

Are there lessons to be learned? From a logistical perspective, there Jeff McKaughan certainly is.

Editor In building the Afghan National Army and National Police Force, much of the same pattern was followed as in Iraq. Develop the combat arms first, organize them, train them and deploy them. There was little effort put towards developing the logistics infrastructure and core professions that could be the foundation of the ANA and ANP once coalition forces began to transition out of direct operations, and in some cases, out of the country. The allies—and primarily the United States—provided the local Afghan forces with the necessary mobility and supply chain support. Give a man a fish, or teach him to fish comes to mind.

In conjunction with the Afghan Ministry of the Interior, an initial logistics policy was first defined in 2009.

A report in 2013 found that while some progress had been made, logistics capabilities without support from a coalition partner for the ANP were still off in the distance. The needle didn’t noticeably move in 2014, with many of the same issue remaining.

One change from 2013 to 2014 was that coalition partners became convinced that their ANP colleagues understood the importance of logistics to their overall success—a position not shared in 2013. Still, in 2014, coalition forces still controlled most aspects of ANP logistics.

One of the biggest gaps is a lack of experience with any kind of real demand-based supply chain management. Similarly, the ANP do not have the depth of knowledge and experience in executing vehicle maintenance and fleet management programs. Much of this is simply due to a lack of people that have ever been involved in such a system—let alone been doing logistics on a large scale for 10-15 years.

It is also fair to say that there has been little effort to instill the value of scarcity into the ANP and ANA. When they need more supplies, trucks, weapons, uniforms, etc., there was little accountability as new items were simply supplied.

While the processes and techniques of logistics management need to be taught and trained, more effort needs to go into instilling ownership of the logistics enterprise. Accountability and responsibility will come with that feeling of ownership and the integration of best practices that are best suited for the Afghani LOG Nation.

SPECIAL SECTION

How much data is collectable, and how much is enough?

Keeping track of assets as they move through supply chains is tough but essential to economic logistics. Wastage, delay and excessive costs are just some of the penalties for not knowing exactly where everything is, how fast it is moving and its condition.

Tracking tools have dramatically improved in recent years, and will have to improve further. When U. S. forces deploy for months, rather than years, in areas with sparse infrastructure, tracking technologies, software solutions and communications will have to be nimble and highly portable. Light, quick and accurate will be the needed characteristics in the field.

For more established bases, solutions can be much more extensive and aim for increasingly precise tracking down to the part level. For major assets like vehicles, tracking can now include extensive historical data, aiding the maintenance and service of the asset as well as its locational tracking.

All this comes at a cost, of course, and logisticians must trade off costs against perfection in tracking. But, as with everything else in the digital realm, costs are generally coming down as performance improves. Fortunately, military asset managers now have a wide set of tracking tools to choose from. www.MLF-kmi.com

The Defense Logistics Agency’s automatic identification technologies (AIT) include active radio frequency identification (RFID) technology for large pallets and shipping containers, passive RFID for small parcels and case packs and shipping labels with two-dimensional or linear barcodes.

Each of these technologies has certain advantages, limitations and ideal applications, noted Defense Department spokesman Mark Wright.

An active RFID tag has a power source and a transmitter, and can communicate up to 750 feet. Active RFID tags can be used for detecting container intrusion as well as monitoring the environment of an asset as it moves or is stored. However, active RFID is relatively expensive at $20 or more per tag.

Passive RFID tags, which have no internal power, reliably respond to radio-frequency emissions from RFID readers at a limited distance—about ten feet. They are, however, relatively inexpensive at only 20 cents per tag.

For asset tracking, either kind of RFID can be combined with mobile computing and web technologies to provide complete systems that both identify and track material.

Linear or two-dimensional barcodes are extremely inexpensive and can be printed by common printers on regular paper and

By Henry Canaday, MLF Correspondent labels. These barcodes can be read by most existing computing devices with a camera or laser scanner. But data may be limited.

Wright said the Defense Department is now seeking to increase use of mobile computing devices, combined with RFID readers, in order to reduce paperwork and manual entry of data. “We are introducing RFID tags and equipment into processes that have been largely manual for many years in order to increase efficiency and accuracy in data collection, as well as improving auditability and accountability.”

Vendors across the board have been active in tracking, some specializing in specific AIT technologies, some in attacking the overall AIT problem, some in hardware and others in software.

Northrop Grumman’s AIT Center specializes in developing a variety of automated technologies and services for tracking assets throughout the supply chain. “We have developed and deployed numerous RFID, barcode and smart-card solutions for tracking in-transit visibility of assets and providing chain-of-custody management,” noted a center spokesperson.

Northrop’s AIT Center has developed mobile barcoding applications to automate shipping and receiving of supplies and equipment. These applications use MLF 9.1 | 3

SPECIAL SECTION several technologies, such as linear, twodimensional and data-matrix barcodes. The center has also developed solutions that use unique identification (UID) to manage asset inventories. And it has integrated smart-card solutions that enable customers to track who is processing shipments and manage the chain of custody. Finally, the center has installed several active and passive RFID middleware solutions for defense units to track assets through supply chains while providing data reporting and management.

“As a systems integrator, we develop customized solutions to assist our customers in integrating AIT solutions that enhance business processes, reduce costs and improve tracking efficiencies,” the spokesperson summarized. Northrop also offers technical engineering services that include site surveys, hardware installations and system fielding. It trains on and provides maintenance for its AIT systems globally.

The spokesperson stressed that barcodes and RFID let customers scan information, avoiding the time and effort needed for manual entry in legacy systems.

“Most people are familiar with linear barcode technology used to mark items such as books and groceries for point-of-sale systems.” But other standards, such as PDF417, use two-dimensional barcodes to compress much more data into a single barcode. These 2-D barcodes are thus ideal for tracking and processing cargo shipments. And UID uses a compact datamatrix barcode that can be applied to small, individually serialized items. “This technology is ideal for part marking.”

RFID solutions require less human interaction than barcodes, as RFID readers and antennas are used to communicate with RFID tags. RFID is thus much more automated than barcodes. But implementing RFID can require deploying a large amount of hardware infrastructure such as RFID readers, antennas, uninterruptible power supplies, sensors and light stacks, all of which drive up costs. “Defense has a lot of the infrastructure already in place to support most active RFID solutions,” the spokesperson noted. Nevertheless, the lower cost of passive RFID tags can be compelling when making a business case for new or large-scale deployment.

Finally, smart cards allow customers to identify personnel and trace specific events 4 | MLF 9.1

and transactions to individual users. “This improves accountability and security,” the spokesperson noted.

Northrop’s AIT Center foresees an improvement in the capabilities of AIT technologies and a reduction in the costs of integrating them. The hardware infrastructure required to implement RFID will be greatly reduced as hardware becomes smaller, more powerful and smarter. The center expects smart cards to become integrated with, or be replaced by, biometric technologies such as fingerprinting, iris capture and facial recognition.

As smartphones increase in capabilities and become less expensive, supply chain managers will be eager to exploit the offline storage, voice recognition, sensors and network connectivity of these ubiquitous devices.

Savi makes a variety of sensors for assets both small and large, noted Vice President of Business Operations Rosemary Johnston. Small sensors track basic information such as vehicle identification number, location and maintenance done. Larger sensors contain much more data, such as where an asset has been, any tampering or its sensor tag, humidity and temperature. “These can send alerts if temperature or humidity is above some threshold,” Johnston noted.

Savi sensors and readers are integrated with a tracking system, special software that can detect whether an asset has been diverted for theft or goes outside a predefined corridor for transport. Tamper protection can even detect whether a hole has been cut in a container or a cable has been severed.

Savi sensors can be either active or passive RFID tags or cellular-based GPS tags, depending on tracking requirements. RFID tags need to be read at limited distances, though Savi has had success at up to 500 feet. GPS-cellular tags use satellite technology for remote reading.

Johnston stressed that Savi has been tracking U.S. military assets for a quarter of a century. “Wherever you see RFID infrastructure in defense there will be Savi.

We have retired military people and we know the military’s pain points.”

In April 2014, Savi was awarded a fiveyear, $102-million, sole-provider contract under the RFID-IV program. Johnston said tags under RFID-IV will have longer battery lives and larger memories. Longer battery

lives will reduce effort needed to keep RFID tags working. Expanded memory will enable the entire history of an asset to be written on its tag, useful for condition-based maintenance.

RFID-IV tracking will also be more agile. Savi’s tag-reading kit for portable field deployment had been 56 pounds, requiring two men to carry. “It is now half that size,” Johnston said. Defense is also getting more agnostic tracking solutions, able to use any sensors and any readers, not just those made by Savi.

Johnston sees the military increasingly eager to reduce the tracking footprint, that is, the size of necessary equipment.

Defense managers will be looking for new technology, more sensors and more satellite transponders, she believes.

All this fits the military’s shift away from major deployments in places like Iraq and Afghanistan, which could be planned thoroughly, toward small, quick deployments in places with little or no infrastructure.

Honeywell Scanning & Mobility, which acquired Intermec in 2013, is primarily focused on barcode scanning, offering rugged handled computers and barcode scanners, as well as its line of Captuvo sleds that transform Apple devices into powerful enterprise solutions with scanning and magnetic-stripe reader capabilities. The Honeywell unit also makes highly rugged mobile barcode printers that can be worn on the hip.

Honeywell makes handheld computers and printers for passive RFID as well.

Through a partnership with Savi Technologies, it can also read active RFID tags, according to Tom Glen, director of federal sales at Honeywell.

Honeywell devices are designed for harsh environments, including warehouses and the field. They have computing capabilities and applications for tracking assets. Honeywell devices can also communicate by WiFi or cellular networks.

Glen said barcodes are tried and true, and customers are very comfortable with this technology. On the other hand, the newer RFID technology can be read at longer distances and contain much more data. Active RFID tags can be updated with more information as an asset moves and goes through its life cycle, he adds.

AIT tools like barcodes and RFID are extensively used now in both civilian and www.MLF-kmi.com

military applications. Glen said Honeywell is especially deep into military warehouse and distribution systems for weapons and ammunition, and their systems are used extensively at post exchanges.

Glen emphasized that either Honeywell or its recent acquisition, Intermec, invented many of these AIT tools, so the company knows this field very well. Furthermore, Honeywell has shaped its AIT capabilities for the military, for instance, with secure log-on and encrypted WiFi technologies.

Supply chain management requires transforming information into insight and then insight into action to advance the mission, according to Juan Carlos Garcia, transportation and logistics vertical lead for the Americas at Zebra Technologies.

Various solutions and technologies must work constantly under extreme conditions.

The aim is locating and tracking highvalue assets, classified materials and personnel, all in real time.

Beyond rugged and reliable devices, Garcia argues that defense managers can also exploit the Internet of Things (IoT) to connect, capture and analyze data. Faster collection and analysis enables government and its service providers to act quickly and efficiently.

Mobile and IoT technologies are being used by private industries worldwide, and defense can also exploit their benefits in managing assets, warehouses and yards.

Mobile technologies can be extremely helpful in transportation, where rising fuel costs, increased traffic and tougher regulations make operations challenging. “Inefficiencies caused by lack of visibility are considerable,” Garcia noted. Visibility into personnel, equipment and transactions can improve efficiency, especially at peak.

The right mobile and IoT solutions can connect all devices and sensors across a centralized cloud network and share mission-critical data. The enabling technologies are asset management, cloud, mobile and big data.

Mobile devices include RFID and barcode printers, scanners and mobile computers. Garcia said many logistics companies use RFID to reach nearly 100 percent shipping and receiving accuracy, 99.5 percent inventory accuracy, 30 percent faster order processing and a 30 percent reduction in labor costs. These mobile technologies give visibility into equipment, www.MLF-kmi.com

inventory and business processes. Combining mobile with IoT could deliver even more intelligence and better decisions, Garcia said.

Warehouse and yard management is the core of transportation and logistics.

Mobile devices and IoT solutions for equipment and vehicles give physical assets what Garcia called “a digital voice.” Warehouses can share data across the cloud, ensuring the right products in the right place at the right time.

Yard personnel frequently move on foot or in vehicles, manually conducting routine tasks. This process is time-intensive and error-prone, causing redundant trailer moves, congestion, product shrinkage, wasted fuel and lost time. RFID and realtime location systems (RTLS) can automate asset tracking and locating, reducing or eliminating these problems and greatly increasing accuracy.

Garcia sees continued improvement in all these technologies. Integration of different tools will be streamlined, he predicted. Sensors, tags and devices will be easy to set up in a supply chain cloud. For example, Zebra’s RTLS Dart technology will integrate smaller tags and complementary sensors.

Private companies are also heavy users of AIT tools when they perform asset management or tracking services for military units. To satisfy their military clients, these asset experts must become experts in AIT solutions as well.

For example, Leidos is involved with several programs that include identifying, tracking and moving materials in defense supply chains, noted Program Director Doug Litten.

For the Defense Property Accountability System (DPAS), Leidos provides program management, system application development, sustainment, training and help-desk support. DPAS serves the logistical needs of three branches of the military and a significant portion of the Department of Defense. Indeed, it must interface with more than 20 defense systems.

“Currently, over 2 million assets, worth in excess of $672 billion, are being managed

by DPAS,” Litten noted.

DPAS supports four major business areas: property accountability; maintenance and utilization, which include warranty tracking, preventive-maintenance scheduling, work-order management,

equipment pool and utilization reporting; supply stores; and warehousing.

DPAS can collect the necessary data several ways: by barcode scanners, from RFID tags with portable data collection and through signal acquisition and source location devices. Litten said DPAS managers are considering expanding the program to fleet management, which would include vehicle diagnostics and equipment-safety monitoring.

Another Leidos Defense program is Technical Assistance for Repairable Processing (TARP). Here, Leidos provides packaging, handling, storage and transportation, as well as assisting the Navy with retrograde management both onshore and at sea.

For TARP, Leidos supports all aspects of managing retrograde and repairables. It provides training and field representatives who have extensive experience with the supply system. These reps ensure accurate processing, tracking and retrograde protection by using process analysis and bestpractice technologies and practices.

Within TARP, Leidos supports the electronic Repairables Management System (eRMS), which tracks and monitors billions of dollars in assets each year. eRMS is also used for capturing site surveys, installations and training activity conducted by Leidos field teams. It covers more than 7,000 site visits annually. Litten said eRMS interfaces with most commercial transportation systems, which enables shipment tracking and confirmation of delivery.

For TARP, Leidos developed and manages mobile data-capture applications that work on ships where no enterprise capabilities are available. These applications also support remote offloading, where they identify, apply and track shipping labels.

Mobile portable data terminals and barcode scanners are used for data capture and validation for assets, training, package documentation and quality assurance.

At the moment, no major changes are planned for TARP. Litten said program managers are considering use of smartphones and iPads, but have not made a decision. 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 9.1 | 5

Big data solutions for military logisticians.

By Karen E. Thuermer, MLF Correspondent

sources,” Paton explained. “We must ensure that we can capture and While only around for a few years, big data solutions are unequivstore larger data sets to support analysis requirements and allow us to ocally critical for military logisticians. That’s because some of the efficiently support all our logistics missions.” biggest military challenges relate to logistics support of critical assets such as aircraft, vehicles and the increasingly complex military assets that need maintenance and logistics support.

Industry Offerings “If you look at the numbers, we know there is opportunity, huge opportunity, to use data,” comA number of companies offer big data solutions mented Peeter Kivestu, Teradata’s director of global that can assist military logistics operations. consulting services for the travel, transportation and SAP’s solution hinges on its Hana platform, a government industries. real-time analytics and applications platform for realThose opportunities include improving mission time big data that offers varying layers of security. The completion rates; improving asset availability for sersolution embeds common military and commercial vice; stretching parts inventory dollars further even protocols from data at rest and in transit to make sure while reducing the number of stock outs; and reducing data are properly segmented and encrypted. the out-of-service cycle time of assets while in depot “SAP Hana, this very powerful in-memory platPeeter Kivestu reset or heavy maintenance activity. form, is mature and widely used,” reported David Lincourt, SAP vice president, field support of the global defense and security team. “This sets us apart because Defense Logistics Agency the platform is not just an in-memory data base; it can present the end-user with business and analytics Within the Defense Logistics Agency (DLA), the applications. It imbeds text search.” use of big data is critical for analyzing, visualizing and For example, SAP Hana can bring together mainsharing real-time logistics inventory data within the tenance failure codes and document notes. “This is a agency and at various worldwide vendor locations so massive amount of knowledge that is generally lost or that DLA can effectively support the variety of logistics not shared,” Lincourt said. missions in which it is assigned.

Similarly, SAP Hana offers predictive, forecasting “These missions include support for warfightand calculation solutions. “It can look at predictive ers as well as assisting in domestic and non-military indicators and provide maintenance technicians a Bruce Paton crises, such as the response to Hurricane Sandy and report regarding when a part is going to fail,” he said.

Operation United Assistance, the effort combating the Further, there’s customer tracking and tracing capability so that Ebola outbreak in western Africa,” reported Bruce Paton, DLA chief technicians know the exact location of ordered parts in transit. Liketechnology officer. wise, problems can be rectified without the customer having to make Paton emphasized that DLA recognizes how big data solutions can a call. “Because the solution is comprehensive, it’s simpler,” Lincourt make its operations more efficient and assist in cutting costs. DLA’s said. “It’s now under one umbrella and much easier to manage.” data strategy leverages technology to manage data growth and storage Oracle has always been a big data company. “We built our hiscosts, establish one authoritative data source across the agency, and tory on managing structured, relational data,” commented Mark enable an agile, self-service reporting and analytics capability.

A. Johnson, director, big data and government cloud, Oracle Public “As we continue to implement this strategy, we anticipate sigSector, “and have now incorporated new technologies for managing nificant efficiencies in the real-time integration of data and in the unstructured data.” time required for logistics analysts to collect the data from disparate At a recent public forum, Oracle participated in a discussion of sources, analyze the aggregated data and determine the most effective big data solutions with several DoD organizations, including the means to support the logistics mission,” Paton explained. ”We anticiU.S. Navy. “Often, the problem is low and intermittent bandwidth on pate additional efficiencies in reduced storage and operational costs.” ships,” Johnson said.

DLA continues to leverage technology and is pursuing an EnterTo tackle the problem and analyze data in real time, Oracle prise Data Warehouse (EDW) solution that will interface with its created a new engineered system to handle big data operations. In Enterprise Business System (EBS). building Oracle’s Big Data solution, the company brought together “EBS provides DLA’s supply chain management capability and its hardware with Cloudera’s distribution of Hadoop, the Apache addresses the needs of military logisticians and maintainers,” Paton open-source software. Johnson explains that the solution is easy to set said. “The EDW-EBS linkage will employ the latest technology for up and update because of the combination of Cloudera and Oracle’s consolidating disparate data sources into a single repository and proEnterprise Manager tool for maintaining the system components. vide an agile, accelerated platform for reporting and analytics.”

“We can patch multiple layers of the big data architecture at Going forward, DLA continues to evaluate the latest big data soluonce,” Johnson said. Johnson points out that the future trend in big tions to better serve its logisticians. “This is important because the data is for more simplification and transparent access. current trend is toward larger data sets that are derived from multiple 6 | MLF 9.1

www.MLF-kmi.com

Its solutions include Leidos Data Incubator RDT&E (Research, “Big data is about solving business, supply chain and mainteDevelopment, Test and Evaluation) Environment, DigitalEdge and nance problems,” he said. “The next thing that people will want is Scale2Insight (S2i). the ability to solve problems across data stores.”

Leidos Data Incubator RDT&E Environment is a deployable virtuTake the Joint Strike Fighter Program, for example, an internaalized, hybrid or on-premise Big Data Analytics hub that is based on tional system intended to replace a wide range of existing fighter, an integrated and scalable in-memory distributed framework leveragstrike and ground attack aircraft for the United States, the United ing Hadoop Ecosystem applications and tools with adaptable existKingdom, Italy, Canada, Australia, the Netherlands and their allies. ing interfaces. DigitalEdge is a scalable, pre-integrated, flexible and “What if everyone could securely reach across data boundaries to pluggable data management platform that allows rapid creation and see what each other’s resources are for parts?” he asked. “No data management of near real-time big data applications. Scale2Insight moves. We just issue a query across all that data and have the ability (S2i) is a solution that supports large complex data environments to work with different sources/stores in different parts of the world. with multiple disparate sensors collecting information on different This creates cost efficiencies and improved readiness.” parts of the data ecosystem.

Teradata offers a comprehensive big data soluLeidos solutions can operate in an on-premise, offtion called the United Data Architecture. Its goal is premise public or private cloud or in a hybrid-based to bring data needed for analytics across the entire environment with distributed workloads. organization into one place to create a single version “In our cloud-based solutions, we provision comof enterprise data. The company calls the concept pute, storage and network resources to run a con“answer any question by any user at any time.” It figured system that supports security requirements responds to the needs of newly created and continuand ensures continuous operations,” remarked Lisa ously changing big data sources such as the Internet, DeVine, Leidos senior logistics analyst. “We enable an mobile devices, text and video logs, and sensor data open and service-oriented agile architecture based on from the Internet of Things. open-source and commercial technologies. Our soluTo put the United Data Architecture solution into tions are adaptable with legacy and next-generation context, Kivestu offers a case study whereby a large Mark A. Johnson services, applications and tools, including external military client needs to capture minute-by-minute data sources.” maintenance data in the field, including potential The big data capability makes it possible for milinew sources of big data. tary logisticians to apply real-time intelligence to cur“The field maintainers may have several applicarent and specific logistics operations. tions that help them manage the day-to-day processes “For instance, a fleet of vehicles moving across the of maintenance,” Kivestu explained. They may have a country could automatically collect local information supply chain ERP (enterprise resource planning) along routes,” she said. “Processing this huge stream of system—an application that is used by field forces for data creates a valuable zoom display for demographic, maintaining assets, tracking labor, etc.—and sensors environmental and traffic statistics. Overlaying other on board the assets, which would get downloaded information—weather, road closures, port delays, rail when the asset comes in for maintenance. backlogs, container movements—with current transWhat’s new and adds meaning to in-field reliabilLisa DeVine portation applications and this real-time information ity, lower inventories and depot workload optimizacould then provide alerts on logistics cargo.” tion is the creation of analytics that can use any of the For maintenance operations, Leidos can ingest, index, clean, data, either traditional structured data or unstructured data, from structure, store and analyze parts vendor information, warranty data, the hundreds and potentially even thousands of sensors. equipment failure rates, equipment location, vehicle mileage/equip“This provides predictive analytics for removal of repairable ment hours, work order information and evidence of failure data to components (just before they fail, and at locations convenient for identify which vendors produce highly reliable parts or identify mainmaintainers, allowing optimal use of inventory), better forecasts/ tenance challenges within specific units. estimates of non-routine workload in depot overhaul situations, and “In the supply chain, we can conduct statistical analysis on reala rapid diagnosis of difficult-to-solve maintenance fault readings,” time data feeds from thousands of suppliers and logistics partners, Kivestu explained. constantly evaluating end-to-end global supply chains, alerting and This, in turn, can result in multiple removals/replacements modifying execution plans and actions for optimal results in delivery of different repairable components (or sometimes even the same time, resource utilization, and geographical coverage, ultimately reducrepairable components) over a period of days or weeks, sending ing the requirement for holding large quantities of stocks,” she said. large numbers of components to depot for overhaul/repair that are Going forward, DeVine sees exponential growth in big data soluultimately deemed to have “no trouble found.” tions in the logistics field. “Applying the principles will allow military “United Data Architecture offers reliability statistics calculated logisticians, acquisition professionals and military leadership to better on every removable component every day; calculated predictive understand the sustainment cost drivers, make more informed deciinventory stock outs on every part, every day, and preemptive corsions and provide better quality support to the warfighter,” she said. O rective action; and anticipated parts and maintenance requirements associated with non-routine maintenance,” Kivestu said.

For more information, contact Editor-in-Chief Jeff McKaughan Leidos has deployed several solutions that enable customers to at jeffm@kmimediagroup.com or search our online archives for related stories access, analyze and learn from new data to yield streamlined operaat www.mlf-kmi.com. tions, enhance security, and make more timely decisions. www.MLF-kmi.com

MLF 9.1 | 7

SUPPLY CHAIN

Compiled by KMI Media Group staff

F-22 Maintenance and Repair Work Contract The Air Force has awarded Lockheed Martin a $67.8 million contract to help finish a year’s worth of maintenance and repair work for the F-22 Raptor at Hill Air Force Base, Utah.

The contract calls for Lockheed to conduct preparation work, such as procuring materials and services, for any F-22 aircraft heading into Air Force depots for maintenance and repair work.

The work will take place at a Lockheed Martin site in Palmdale, Calif., as well as the Ogden Air Logistics Complex at Hill AFB, and is set to be finished by December 31, 2015.

Hill’s Ogden ALC will perform all depot-level maintenance on the F-22 after the Air Force decided to consolidate the maintenance work being done there and at the Lockheed Palmdale facility. In September 2014, the F-22 Program Office, the Ogden ALC, and Lockheed Martin implemented a 21-month incremental transition plan which will eventually

relocate all of the F-22 maintenance work to Hill AFB. An Air Force analysis determined that consolidating the work at Hill would result in a minimum cost savings of $300 million over the program’s life cycle. A report from the U.S. Government Accountability Office indicated Palmdale has higher labor rates than the Ogden ALC and has charged more labor hours than the Ogden facility when performing the same modifications to the jet.

The report says that continuing maintenance issues with the F-22 have caused the jet to fail to meet its “availability requirement,” or the time the jet is available for military use. The last of 187 operational F-22s was built in 2011. The jet is expected to have a 30-year lifespan, but upgrades could lengthen its air time.

The Ogden ALC typically provides depot maintenance on about 12 F-22s every year, but the additional workload will increase that number to about 24 in 2015.

Program Executive Officer (PEO) Review and Outlook The Robins Regional Chamber of Commerce Aerospace Industry Committee (AIC) has announced the 2015 Program Executive Officer (PEO) Review and Outlook (R&O) will be held on Thursday, March 26, 2015, at the Museum of Aviation, Warner Robins, Ga. The event will follow the July 2014 Air Force Strategy Document: “Develop a broader relationship with industry. A habitual dialogue with industry—at every level—to improve understanding of requirements and enhance competition builds a better Air Force-industry team.”

The 2015 PEO R&O is a one-day event designed to inform the private sector on portfolio focus areas and acquisition forecasts at Robins AFB necessary to accomplish its mission “to provide war-winning capabilities on time, on cost.” The 2015 PEO R&O accomplishes this by bringing interested parties together for a series of presentations by leaders of Air Force Life Cycle Management Center, Air Force Sustainment Center and other Robins AFB organizations. These briefings will help characterize the requirements necessary to further the Robins AFB mission. Participants will have the opportunity to learn more about the capabilities of Robins AFB as well as requirements that may have to be satisfied by contracts solicited to large and small businesses.

Distribution Steering Group Senior leaders with roles in distribution processes throughout the Defense Department recently brainstormed joint solutions for improving overall readiness at minimal cost during a Distribution Steering Group meeting at the Defense Logistics Agency’s (DLA) McNamara Headquarters Complex.

The meeting was co-chaired by DLA Logistics Operations Director Navy Rear Admiral Vince Griffith and Navy Rear Admiral David Baucom, director of strategy, policy and logistics for U.S. Transportation Command. Attendees included leaders from across DLA’s supply chains and the military services.

The meeting began with an update on items including financial auditability, joint transportation training programs and small-package delivery.

Other topics of discussion included impacts of the European Union’s regulation on chemical substances, which changes the way chemical

8 | MLF 9.1

substances are regulated and transported within the European Union.

The regulation is a DoD-wide concern since U.S. European Command is a strategic access point for operations in Afghanistan and Africa.

Low-volume, low-frequency Defense Transportation System requirements were also discussed. In the past five years of documented Joint Deployment and Distribution Enterprise governance history, representatives of numerous regional commands have indicated that the Defense Transportation System and associated policies are not flexible enough to support leaner, more agile requirements.

Additional topics ranged from USTRANSCOM Strategic Transportation Contracts to operationalizing the USTRANSCOM strategy for cost and readiness.

Article by Beth Reece, with DLA

www.MLF-kmi.com

Capability Deliverer Lieutenant General John F. Thompson Commander Air Force Life Cycle Management Center

2015

U.S. Air Force Life Cycle Management Center

U.S. Air Force Life Cycle Management Center

Capability Deliverer

Q& A

Build for Tomorrow, Meet Warfighter Needs, Conserve Taxpayer Dollars

Lieutenant General John F. Thompson Commander Air Force Life Cycle Management Center Wright-Patterson Air Force Base, Ohio Lieutenant General John F. Thompson is commander, Air Force Life Cycle Management Center, Wright-Patterson Air Force Base, Ohio. The organization is the single center responsible for total life cycle management covering all aircraft, engines, munitions and electronic systems.

Thompson entered the Air Force in 1984 as a graduate of the U.S. Air Force Academy. He has served in a variety of scientific, acquisition and logistics-oriented capacities, including staff assignments at Air Force Systems Command, Air Force Materiel Command and in the office of the Assistant Secretary of the Air Force for Acquisition.

The general has been chief of the Commodities Division, Ogden Air Logistics Center, Utah, and chief of the Air Vehicle Division, C-17 System Program Office, Wright-Patterson AFB. He also served as director of propulsion, Oklahoma City ALC, Okla., and chief of staff, Air Force Materiel Command, Wright-Patterson AFB. He has commanded the 327th Aircraft Sustainment Wing, Tinker AFB, and the 303rd Aeronautical Systems Wing, Wright-Patterson AFB, where he served as Air Force Program Executive Officer for Intelligence, Surveillance and Reconnaissance. Thompson has also served as Air Force Program Executive Officer for Strategic Systems, Deputy Program Executive Officer for the F-35 Joint Strike Fighter Program, and as KC-46 Program Director.

Prior to assuming his current position, Thompson was Program Executive Officer for Tankers, Tanker Directorate, Air Force Life Cycle Management Center, Wright-Patterson AFB. His awards and decorations include: Defense Superior Service Medal; Legion of Merit with two oak leaf clusters; Defense Meritorious Service Medal; Meritorious Service Medal with three oak leaf clusters; Air Force Commendation Medal with two oak leaf clusters; Air Force Achievement Medal; Air Force Outstanding Unit Award; and the Air Force Organizational Excellence Award with four oak leaf clusters.

In 1990, he was recognized with the Secretary of the Air Force Leadership Award.

Q: Let’s start with an overview of the center, its size, budget, number of programs under management, etc. www.MLF-kmi.com

A: The Air Force Life Cycle Management Center (AFLCMC) is one of six centers reporting to Air Force Materiel Command. While AFLCMC is headquartered at Wright-Patterson Air Force Base, Ohio, the center spans nine major operating locations in the United States and dozens of satellite offices worldwide that are responsible for the “cradle to grave” life cycle of thousands of weapon systems.

Although the center is made up of just 4 percent (26,000 people) of total Air Force personnel, we’re responsible for delivering 100 percent of its non-space warfighting capabilities and executing nearly 30 percent ($48 billion) of the Air Force’s entire budget. In fact, if we were eligible for consideration, we’d be number six on the Fortune 500 list among some pretty big corporate players.

Q: With several months under your belt here at AFLCMC, have you fully established your commander’s guidance and been able to get out and see a good part of the command?

A: As of January 2015, I have visited six of our nine major operating locations, and I have six more trips already planned in the first half of 2015. In my travels throughout the center, I have been continuously impressed by the dedication, hard work and pride our total force team demonstrates day in and day out supporting the warfighter.

U.S. Air Force Life Cycle Management Center | MLF 9.1 | 1

U.S. Air Force Life Cycle Management Center Since I assumed command, AFLCMC’s fundamental mission has not changed. My goal for the upcoming year is to stay the course on our objectives, accelerate initiatives and avoid pitfalls that may derail our efforts. We will continue to execute the mission, and we will get better at it; we must in today’s budgetary environment. We must also build for tomorrow, meet the warfighters’ needs and conserve taxpayer dollars.

To achieve that, my objectives for 2015 are to: (1) Deliver cost-effective solutions, (2) Deliver affordable and effective product support, (3) Launch high-confidence sustainable programs, (4) Standardize and continuously improve center processes, (5) Develop and place the right person at the right time, and (6) Assure a safe, secure, sustainable and quality work environment.

Finally, we must continue to build partnerships with industry and other centers to be the agile life cycle force that this country needs us to be.

AFLCMC delivers 100 percent of the Air Force’s non-space warfighting capabilities and executes nearly 30 percent—about 48 billion— of the Air Force’s entire budget. [Photo courtesy of U.S. Air Force]

Q: What are the biggest challenges the center faces, and how are they being addressed?

A: Our biggest challenge is successfully executing nearly 3,000 programs with resource constraints and budgetary instability.

Standardizing our processes and analyzing what things should cost will help to mitigate budget challenges, but it will be tough to resource all programs. The Air Force’s top acquisition priorities continue to be the F-35 Lightning II joint strike fighter, KC-46 Pegasus tanker and long-range strike bomber.

Q: Looking through the other end of the prism, what are some success stories that highlight the center’s capabilities?

A: In spite of resource and budget constraints, our dedicated and professional AFLCMC workforce produced many success stories throughout the last year. I’ll take time to highlight a couple examples from across the enterprise.

One ongoing effort that highlights AFLCMC’s capabilities is the center’s involvement in developing a transport isolation system to enable safe aeromedical evacuation of DoD patients in C-130 and C-17 aircraft. The transport isolation system is part of the United States’ comprehensive Ebola response efforts in West Africa. We were given a month and a half to ensure the system was safe to fly on Air Force aircraft. The AFLCMC workforce pulled together to collect and analyze test data that saved precious time.

We had to determine if using the system onboard would impact the structural integrity of the aircraft, and whether the system would be safe for patients and aircrews, and we did just that. Just this month, we issued a “safe-to-fly” assessment for initial operational capability of the system, allowing the execution of missions in-country.

Another example has been our role in fielding remotely piloted aircraft or RPAs. Currently, there are more than 340 USAF RPAs 2 | MLF 9.1 | U.S. Air Force Life Cycle Management Center

used in training and operations around the world. The MQ-1 RPA provides persistent ISR (intelligence, surveillance, reconnaissance), target acquisition and strike capability against critical time-sensitive targets; the MQ-9 performs find, fix, track, target, engage and assess missions; and the Global Hawk provides continuous, high-altitude long-endurance, all-weather, day/night, wide-area reconnaissance and surveillance. Collectively, RPAs just passed 2.4 million hours of flight time. The AFLCMC enterprise contributed to the design, development and evolution of these remotely piloted aircraft. And we’re posturing for the future, as RPAs and even autonomy are growth industries.

A final example effort that highlights AFLCMC’s capabilities is our direct involvement in the Afghanistan train and equip mission. In 2014, AFLCMC was heavily involved in the Light Air Support acquisition process for 20 A-29 Super Tucano aircraft in preparation for the Afghanistan pilot and maintenance training mission. The A-29 is a light air support training aircraft that will be used to train 30 Afghan pilots and 90 Afghan maintainers as part of a requirement from the International Security Assistance Force to conduct training outside of Afghanistan. AFLCMC’s multifaceted support of this training mission includes planning and acquisition of training for USAF air advisors, ground training for Afghan pilots, and on-the-job training for Afghan aircraft maintainers. AFLCMC accepted the first three aircraft and ground training devices within the past quarter and worked closely with Air Education and Training Command (AETC) to accomplish onsite activation of the Afghanistan pilot and maintenance training at Moody AFB, Ga. We are currently planning the transition of the A-29 to Afghanistan beginning in 2016 to include managing the acquisition of all required training and operational munitions.

Q: It seems that with the work that AFLCMC manages, it would be a target for cyber intrusion. How much of a concern is that, and www.MLF-kmi.com

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U.S. Air Force Life CycleLife Management Center Center U.S. Air Force Cycle Management Headquarters

Lt. Gen. John F. Thompson Commander

Col. Teresa A. Quick Vice Commander

Chief Master Sgt. Doreen L. Losacco Command Chief

Patsy Reeves Executive Director

Thomas M. Zerba Director of Staff

Ralph Garcia Propulsion

Brig. Gen. T. Glenn Davis Mobilization Assistant

Col. Justin Smith Guard Advisor

Brig. Gen. Shaun Morris AF Security and Cooperation

John Artuso Acquisition Directorate

Lt. Col. Ronjon Annaballi Program Development & Integration Directorate

Col. Ray Lindsay Logistics Directorate

2015

PEO

Col. Gregory McNew Agile Combat Support

Steven D. Wert Battle Management

Robert Shofner Business & Enterprise Systems

Maj. Gen. Craig S. Olson C3I & Networks

Brig Gen. Eric T. Fick Fighters and Bombers

Col. Michael Schmidt ISR/SOF

Brig. Gen. Duke Z. Richardson Tanker

Kevin W. Buckley Mobility

Brig. Gen. Daryl J. Hauck Strategic Systems

Maj. Gen. Scott W. Jansson Armament

Directorates and Support

Eric Dilworth Personnel Directorate

Jorge Gonzalez Engineering Directorate

Col. David Peeler Finance Directorate

Gavin Ketchen Acting Director Intelligence Directorate

Thomas Robinson Contracting Directorate

Lynn Eviston Plans & Programs Directorate

Col. James Peavy Safety

Joan Cole Small Business

Lt. Col. Robert Dietrick Inspector General

Col. Dawn Hankins Staff Judge Advocate

Col. John M. Devillier 88 ABW Commander

Col. Michael A. Vogel 66 ABG Commander

U.S. Air Force Life Cycle Management Center what are the challenges with staying ahead of the bad guys?

A: Cyberspace is unfolding as the newest frontier for conflict. Part of the challenge is that cyber is always evolving. As a result, the United States needs weapon systems geared for that fight, and AFLCMC plays a prominent role.

Q: How do you see the center harnessing the synergies of the industrial community with the qualities of the organic workforce to drive efficiencies and productivity?

A: AFLCMC is supporting the Air Force of today and building the Air Force of tomorrow. We must continue to deliver capabilities at reduced cost, drive cost-effective execution, create greater agility in our resourceconstrained environment, build stronger industry partnerships and continue to build The AFMC restructure that culminated in a five, and now six, center construct also enabled the Air Force’s Senior Acquisition Executive for tomorrow. In addition, we must con- to streamline the PEO structure for a more optimal portfolio alignment. The benefits from the new construct have been described as tinue to support our industrial base, taking “significant” and allowed the centers to standardize and institutionalize their processes. [Photo courtesy of U.S. Air Force] the innovation and creativity that industry Q: Are you optimized with the structure of 10 PEOs? Do you see provides us, and allowing our organic workforce to run with those benefits to either decreasing the number or adding an office? innovations so that we have the edge to meet the future needs of our warfighters.

A: The AFMC restructure that culminated in a five, and now six, center construct also enabled the Air Force’s Senior Acquisition Q: You’ve spent the last several years working tanker programs. Are Executive (SAE) to streamline the PEO structure for a more optimal you satisfied with the KC-46 progress and getting it ever closer to portfolio alignment. The benefits from the new construct are signifiin-service? cant as we standardize and institutionalize our processes.

A: The KC-46 remains a top acquisition priority in the Air Force.

Q: Has the level of Foreign Military Sales been fairly constant over Acquiring the KC-46 provides a 20th-century aerial refueling capathe past year or so? Which direction do you see it trending? bility and allows us to retire an aging tanker fleet. It is truly the sixth generation of tankers. It will have significant refueling capacity, A: Yes, our Foreign Military Sales (FMS) have been fairly constant improved efficiency, and increased cargo and aeromedical evacuaover the past year or so in terms of dollars, as we have supported tion capacities. In addition to being more capable, the KC-46 will our FMS partners. We support over 100 countries with 2,757 cases have higher mission-capable rates and less maintenance downtime, valued at $152 billion and we look forward to continuing to build on further assuring our nation’s global reach. our FMS successes going forward.

The U.S. Air Force and Boeing successfully completed the first flight of the KC-46 tanker test program on December 28, 2014. The Q: Any closing thoughts? plane, a Boeing 767-2C variant, took off from Paine Field, Wash., at 9:29 a.m. (PST) and landed three hours and 32 minutes later at A: Right now, across the globe, U.S. air forces, sister services and Boeing Field. Following FAA certification flights, the 767-2C aircraft partner air forces are engaged with enemy forces. They are rescuing will undergo additional finishing work at the Boeing facility, such as the helpless, keeping vigilant watch 24/7, providing humanitarian installing the refueling boom and other military specific equipment, aid and defending freedom around the world. All of those airmen are to missionize for the KC-46 requirements. depending upon weapons systems that were developed, contracted The second development aircraft (EMD #2) will be a full-up for and supported day in and day out by people here at AFLCMC. KC-46 and is expected to fly for the first time later this year, upon Every aircraft, munition, radar, business IT system, jet engine and successful completion of manufacturing and check-out.

ISR system counts on the men and women assigned to AFLCMC, I, like many of the Air Force leadership, remain “cautiously regardless of their role. optimistic” Boeing will deliver the first 18 KC-46As, fully certified Although we still face challenges with budget reductions and to deliver fuel, in August 2017. The program has one flight under sequestration, we are committed to continuous improvement and its belt and will ramp-up flight testing through the summer, leading supporting and building the capabilities of the Air Force for today to the event-based Milestone C review which kickstarts the low-rate and tomorrow. O initial production.

6 | MLF 9.1 | U.S. Air Force Life Cycle Management Center

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U.S. Air Force Life Cycle Management Center

By Peter Buxbaum, MLF Correspondent Public-private partnerships (PPPs), as used by the U.S. military, are all about organic capabilities. Historically, these partnerships have promoted the utilization of facilities and equipment, technology infusion and collaboration with industry partners. In the Air Force, PPPs have allowed the Air Logistics complexes to play a major role in the sustainment of major weapon systems such as the C-17, F-22 and F-35 aircraft and the F117, F119 and F135 engines.

Public-private partnerships are an important aspect of the Air Force’s sustainment strategy. The concept may a get a boost this year with the award of an enterprise performance-based logistics contract to Honeywell, which will combine a number of contracts under one umbrella for the sustainment of 17 separate platforms, a number unheard of to this point.

A pending Air Force contract, the Space and Missile Systems Center’s (SMC) Consolidated Air Force Satellite Control Network (AFSCN) Modifications, Maintenance and Operations (CAMMO), takes public-private partnerships to a different level by seeking to develop an organic Air Force software capability through a PPP. CAMMO also involves an effort to consolidate the activities currently being performed under several contracts. “The acquisition will combine contracted services for network operations, maintenance and sustainment into a single contract vehicle,” said Bruno Mediate, Air Force SMC CAMMO project manager. “This integration of related www.MLF-kmi.com

logistics support for auxiliary power units.

AFSCN weapon system services enables The remaining 40 percent of partnerships a prime CAMMO contractor to optimize were implemented as business development resources in order to provide the required initiatives.” services to support operations of over 170 “PPPs have benefited the Air Force national security and civil satellites.” through reductions in total program costs “PPP is a concept that can be implethrough integrated development and test mented through a wide array of contractual efforts, shared resources and increased effivehicles and collaborative programs,” said ciencies by sharing best practices, joint Shannon Wagner, lead analyst for publicimprovements and reduced investments in private partnering at the Air Force Susduplicative capabilities,” said Wagner. tainment Center. “From performance-based CAMMO, which is currently in the logistics arrangements such as the C-17, request for proposal development phase, F-22 and F-35, to our private partners’ includes a requirement to establish a publicongoing DoD contracts, the utilization of private partnership between a prime contracPPPs is vital when it comes to developing tor and the Ogden Air Logistics Complex’s cost-effective and war-winning capabilities 309th Software Maintenance Group (OO[for] our warfighters. Public-private partnerALC’s 309 SMXG). “CAMMO’s ships are a critical initiative public-private partnership in the Department of Defense requirement is explicitly for and Air Force workload susthe software maintenance tainment systems. PPP is one of two major AFSCN subof the Air Force’s strategic system configuration items,” cornerstones for depot mainsaid Mediate, “the Electronic tenance.”

Schedule Dissemination “PPPs are invaluable version 3.0 subsystem softacross the Air Force enterware and the Remote Block prise,” added Misty Goss, Change subsystem software. an analyst at the Ogden Air Bruno Mediate Both of these software conLogistics Complex. “The figuration items received a Ogden Air Logistics Complex core determination which identifies organic currently has partnership agreements with depot maintenance capability requirements 24 companies and [is] partnered on 43 for designated systems.” workloads. Sixty percent of the partnerships For ESD version 3.0 and RBC subsysprovide performance-based logistics support tem software, this requires establishing an for major weapon systems such as C-17, organic software maintenance capability.

F-22, F-35, unmanned aircraft systems and U.S. Air Force Life Cycle Management Center | MLF 9.1 | 7

U.S. Air Force Life Cycle Management Center the Navy, and Secondary Power Logistics As a result, these were selected for a publicSolutions with the Air Force—that it is proprivate partnership to initiate organic depot posing to expand into a 10-year, enterpriserepair capability. Congressional legislation level contract. “Essentially, it is a 10-year, required the development of the organic performance-based logistics contract that software maintenance capability. U.S. law will span across 17 different aircraft platalso requires a minimum of 50 percent of all forms and across multiple depots for the depot maintenance workload across the Air Air Force, Navy and Army,” said Heath PatForce to be performed organically. rick, vice president for defense aftermarket “CAMMO’s public-private partnership Americas at Honeywell Defense and Space. requirement intends to leverage the invest“Basically, this program would be a large ment made by the Air Force on the Satellite enterprise PBL, like our existing PBLs with Control Network Contract, which is the the Navy and Air Force on steroids.” current AFSCN sustainment contract,” said The Honeywell proposal is for an end-toMediate. “This contract had previously estabend management system focused on driving lished a public-private partnership requirekey metrics within sustainment processes, ment between OO-ALC’s 309 SMXG and the such as safety, quality delivery and productivcurrent SCNC prime contractor, Honeywell ity. “We will identify specific projects where Technology Solutions Inc., for both ESD we can save money with make versus buy and RBC software maintenance. There is decisions,” said Patrick. “There are also areas a cadre of 309 SMXG government personwhere we can go in and help the government nel working under a direct sales partnering reduce costs by improving logistics program agreement with Honeywell on ESD 3.0 softmanagement, demand planware. The goal is to continue ning, kitting and other logisto grow organic capability for tics processes in maintaining both ESD 3.0 and RBC softa depot.” ware maintenance in the comPatrick anticipates the ing years.” firm-fixed-price proposal “CAMMO represents a will reduce the governchange that we have been seement’s spending on spare ing over the last few years,” parts inventory by 75 percent said Mark Greyson, the and lower back orders by as CAMMO capture manager at much as 100 percent. HonLockheed Martin, a potenMark Greyson eywell’s Air Force program tial bidder on the contract. closed 2014 with record per“We have been exposed to formance results, including these types of public-private reducing back orders down partnerships on a number of to zero, according to Patrick. contracts, including at the The concept of the entercorporate level, and we have prise PBL was the result of found they have been good discussions among Honpartnerships for us.” eywell, its armed services Last year, Lockheed Marcustomers, and the Defense tin and the U.S. Air Force Logistics Agency (DLA) over Sustainment Center signed a a period of years. DLA took partnership agreement that Heath Patrick the lead on the program and establishes a common frameissued Honeywell a solework and pre-negotiated source request for proposal last year, to terms and conditions for long-term partnerwhich Honeywell recently responded. ship work efforts. With that public-private The Air Force and the Air Force Susagreement, Lockheed Martin is enabled to tainment Center are constantly looking for immediately execute specific implementainnovative ways to improve the partnering tion agreements with the Air Force Sustainconcept, according to Wagner. “PPP stanment Center (AFSC) and their air logistics dardization and enterprise partnerships are complexes (ALCs), reducing costs and allowtwo of the ways the AFSC has improved ing for faster implementation of agreements.

PPPs,” she said. “Standardization in the Honeywell Defense and Space has two PPP process enables opportunities for the shining-star performance-based logistics air logistics complexes to accommodate or programs—Total Logistics Solutions with 8 | MLF 9.1 | U.S. Air Force Life Cycle Management Center

sustain additional Department of Defense workloads in an expedited manner.”

Historically, the development of an AFSC PPP took anywhere from 12 to 16 months.

The new standardized process has reduced the development and implementation by eight to 10 months. “Time saved due to the standardization is invaluable when working with private partners that are on contract to deliver war-winning capabilities to the warfighters on schedule,” said Wagner.

The AFSC has also implemented an enterprise strategy for PPP management and process improvement with the establishment of an AFSC PPP Team, a group that includes PPP and legal experts from AFSC and all three ALCs as well as functional subjectmatter experts. “The AFSC PPP team meets regularly to negotiate enterprise partnership agreements, share best practices and develop innovative solutions for the PPP process and sustainment issues,” said Wagner.

“The trend has been that more and more of these sustainment programs have public-private partnership requirements,” said Greyson. “It is clear that the government wants to ensure that it retains, and in some cases acquires, organic sustainment capabilities. As the government folks who will work on CAMMO progress along their careers and move to acquisitions and program manager roles, they will have better insight into software processes and how contractors work because they were embedded in contractor work groups. That builds a good understanding for partnerships going forward. We like this collaboration with the government and we are really committed to it.”

“With the nature of today’s threats to national security and the challenges of sustaining military readiness during this period of budgetary decline, PPPs will continue to be a viable means for workload sustainment in the future,” said Wagner. “The AFSC will continue to fine-tune and make improvements to the PPP process in a manner in which cost-savings and war-winning capabilities will not be diminished.”

As far as CAMMO is concerned, the SMC anticipates issuing the CAMMO RFP in the first quarter of calendar year 2015, followed by a contract award decision 10 to 12 months the after RFP release. 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.

www.MLF-kmi.com

U.S. Air Force Life Cycle Management Center

Preparing to recapitalize and eventually replace the Minuteman III. The Air Force is preparing to acquire a replacement for the MM III intercontinental ballistic missile system (ICBM) that replaces the entire flight system, retains the silo basing mode while recapitalizing the infrastructure and implements a new weapon system command and control (WSC2) system. The overarching focus of the modifications and replacements is geared toward minimizing associated maintenance/logistics impacts.

The new weapon system will use the existing Mk12A and Mk21 reentry vehicles in the single and multiple RV configurations. The remainder of the missile stack will be replaced.

The government is exploring options to renovate the launch control centers (LCC) and launch facilities (LF) to “like new� condition by having them undergo selective modernization and receive enhanced security features. The government is also exploring options to reduce/streamline the current LCC/LF architecture. In addition, a new WSC2 system will be implemented to increase flexibility and reduce life cycle costs while maintaining stringent nuclear surety and cybersecurity requirements. Support equipment may also be modified or replaced to accommodate the revised weapon system (e.g., C2, power, environmental, transportation and handling equipment).

To this end, the Air Force Life Cycle Management Center (AFLCMC) has released a request for information intended to gather information and feedback from potential sources as a part of market research for an MM III (ground-based strategic deterrent (GBSD) system).

GBSD affordability, flexibility and adaptability over a 50-year life cycle will require a number of system-level features, including: the capacity to incorporate new technologies, manage complex infrastructure scheduling, accommodate flexible deployment strategies, and leverage system and program commonality/collaboration with other strategic platforms. To address this, the Air Force hopes to implement a modular systems architecture within the

constraints of nuclear surety. Modularity as a key feature at all levels of the GBSD system architecture.

The objective of the GBSD program strategy is to deliver a full weapon system capability that meets or exceeds the requirements beginning delivery in the fiscal year 2027 time frame and completing deployment by the end of the FY34 time frame.

Infrastructure Restoration and Modernization ICBM MM III facilities were built approximately 50-plus years ago and, in large part, no significant assessment has been conducted to validate the health and viability of the facilities necessary to meet mission needs, now through 2075. The infrastructure restoration and modernization (security enhancements) is designed to re-baseline the launch and control facilities to MM III standards while modifying these sites to accommodate the GBSD Flight and WSC2 ground equipment.

A first step is to identify methods to evaluate earth-buried facility infrastructure to determine replacement/refurbishment actions. A thorough investigation of the existing 50-year-old MM III launch and control facilities will be conducted to ensure the restoration effort addresses both known and unknown mission issues. The restoration and modernization effort will be compatible with the current MM III and GBSD requirements.

AFLCMC is considering using contract support for conducting a thorough assessment in the near-term (beginning in FY16). The actual restoration and modernization project will be executed beginning in approximately 2022.

Weapon System Command & Control and Ground The ICBM WSC2 architecture is increasingly difficult to sustain due to an industrial base which has advanced beyond the technologies and architecture currently employed. This hinders the efforts to modify or modernize the current WSC2 system seeking to employ new operational, maintenance and security concepts. The GBSD acquisition program will focus on approaches to modernize the messaging system, protocols, terminal equipment and operating system while addressing risk throughout all phases of implementation to a multilayer network. A modernized WSC2 and ground equipment upgrades will facilitate a flexible construct to monitor, direct and, if authorized, execute forces. Networks will be expanded beyond the existing transport method in a distributed-type network that allocates weapon system data to appropriate users. In addition, new integrated command centers will provide a single hub necessary to capture missile complex activities and critical weapon system statuses and serve as a platform to execute forces. O

The Air Force Life Cycle Management Center is managing the Minuteman III system and infrastructure. The new ground-based strategic deterrent system will build on that foundation.

[Photo courtesy of U.S. Air Force]

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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. Air Force Life Cycle Management Center | MLF 9.1 | 9

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Battery and Power System Order Arotech Corporation’s Power Systems Division recently received $17 million in new orders for batteries and power systems.

Approximately $10 million of the orders was from a foreign defense ministry for military batteries and chargers for tactical communication systems. The remaining $7 million

was for batteries and chargers for a variety of customers. $1 million worth of the orders has already been delivered.

“This is a very large mix of orders that includes an important order to a prestigious customer,” commented Steven Esses, Arotech’s president and CEO. “We are pleased with

our growing sales to existing as well as new customers, all of whom appreciate the militarygrade technology, build quality, and stability of our batteries and power systems. These orders start the year with positive momentum, which I expect will contribute to our anticipated growth in revenue and profit during 2015.”

Despite Shrinking Budget, Opportunities Remain Despite declining budgets and resources, the Army continues to actively do business with industry partners, with the Army Materiel Command (AMC) procuring one out of every six federal contract dollars.

“We have fewer dollars available, but there are still a lot of numbers going into these business opportunities,” said Lieutenant General Patricia McQuistion, AMC’s deputy commanding general.

AMC executes two-thirds of the Army’s contracting budget through its Army Contracting Command (ACC).

The largest percentages of contracting dollars go to weapon systems and knowledge-based services.

As one of AMC’s nine major subordinate commands, ACC has about 6,000 contracting professionals

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across the world who conducted more than 170,000 contracting actions totaling $50 billion last fiscal year.

They did this while managing $184 billion in existing contracts.

As contract specialists operate under the pressures of a changing fiscal environment, initiatives like Better Buying Power 3.0 are intended to be warfighter-focused and encourage a culture of cost consciousness, professionalism and technical excellence.

“We need to think about how we do things differently than we have done over the past 15 years to make sure we aren’t just maintaining the edge, but that we maintain our superiority and capabilities,” McQuistion said.

Article by Kara Beth Wall

Vertical Lift Military Sealift Command is looking for a contractor to provide a detachment to for ship-based and/or shore-based VERTREP, rotary-wing logistic services.

The detachment will be forward-deployed worldwide for extensive periods at sea, primarily assigned to Combat Logistics Force (CLF) ships and used primarily to meet 5th and 7th Fleet requirements. Delivery is anticipated to be in Guam; however, operational requirements may dictate another location in 5th Fleet. The detachment will be required to perform missions at any time, day or night, on a 24-hour basis. It is anticipated that performance will begin on or about October 1, 2015.

MLF 9.1 | 9

Modernization Strategist

Q& A

Committed to Succeeding Against Challenges Across the Spectrum

Heidi Shyu Assistant Secretary of the Army for Acquisition, Logistics and Technology

Heidi Shyu, a political appointee, was confirmed as the Assistant Secretary of the Army for Acquisition, Logistics and Technology [ASA (ALT)] on September 21, 2012. Prior to this confirmation, she was asked to serve as the principal deputy, appointed November 8, 2010, and later as the acting ASA (ALT), starting June 4, 2011.

As the ASA (ALT), Shyu serves as the army acquisition executive, the senior procurement executive, the science advisor to the secretary of the Army and the Army’s senior research and development official. She also has principal responsibility for all Department of the Army matters related to logistics.

Shyu leads the execution of the Army’s acquisition function and the acquisition management system. Her responsibilities include providing oversight for the life cycle management and sustainment of Army weapons systems and equipment from research and development through test and evaluation, acquisition, logistics, fielding and disposition. Shyu also oversees the Elimination of Chemical Weapons Program. In addition, she is responsible for appointing, managing and evaluating program executive officers and managing the Army Acquisition Corps and the Army Acquisition Workforce.

Prior to this position, Shyu was the vice president of technology strategy for Raytheon Company’s space and airborne systems. She also held several senior leadership positions there, including corporate vice president of technology and research, vice president and technical director of space and airborne systems, vice president of unmanned and reconnaissance systems, senior director of unmanned combat vehicles, senior director of joint strike fighter (JSF) and director of JSF integrated radar/ electronic warfare sensors. As director of JSF antenna technologies at Raytheon, Shyu was responsible for the development of lightweight, low-cost, tile active electronically scanned antenna technologies. She also served as the laboratory manager for electromagnetic systems.

In addition to her extensive experience at Raytheon, Shyu served as a project manager at Litton Industries and was the principal engineer for the Joint STARS Self Defense Study at Grumman. She began her career at the Hughes Aircraft Company.

10 | MLF 9.1

Shyu holds a Bachelor of Science degree in mathematics from the University of New Brunswick in Canada; a Master of Science degree in mathematics from the University of Toronto; a Master of Science degree in system science (electrical engineering) from the University of California, Los Angeles (UCLA); and an engineering degree from UCLA. She is also a graduate of the UCLA Executive Management Course and the University of Chicago Business Leadership Program.

A member of the Air Force Scientific Advisory Board from 2000 to 2010, Shyu served as the vice chairman from 2003 to 2005 and as chairman from 2005 to 2008.

Q: What are the Army’s biggest pain points given the budget constraints on procurement and R&D dollars?

A: Since manpower reductions cannot be absorbed quickly, the Army’s Research, Development and Acquisition (RDA) account absorbs the brunt of budget cuts. Since 2011, the last full year of engagement in Iraq and Afghanistan, the Army’s RDA base budget has decreased by one-third, with fiscal year 2015 funding at $20 billion. The impacts include more than 100 programs being stretched out, reduced procurement quantities which drive up the per-unit cost of the items we purchase and the cancellation of some programs. Our organic depots and arsenals also suffer as their workloads are reduced. www.MLF-kmi.com

Q: Where is the disconnect with Congress? Why is there such a wide gap between what the Army says it needs to keep pace with adversary technology advances and what Congress says you will have to live with?

A: The Army has a strategy to modernize despite our budget constraints, but it is difficult to plan in times of fiscal uncertainty.

We must be prepared for a wide spectrum of conflict. We must be able to meet the challenge of our next war, not just our last war.

Our modernization strategy will enable us to counter threats in any environment, but we need predictable and stable funding to be successful.

Q: The Russians have just stood up an Arctic Command and announced a significant expansion of patrols in the Atlantic and Pacific; China is literally building islands in contested west Pacific waters; and terrorist groups are standing toe-to-toe over large swaths of land. Can the Army shrink to a point where you can afford to equip it with the best, deploy as required and still fund the Army of the future?

A: We recognize the need to shift our way of thinking and operating as we continue to equip our soldiers in changing environments and fiscal uncertainty. But for more than 239 years, the U.S. Army has defended America’s freedom, prosperity and way of life. We are the greatest Army—and the best-equipped Army—in

The Army is striving to continue science and technology investments to produce the next-generation, breakthrough technologies that will define the Army of the future. [Photo courtesy of DoD]

the world. I know that we will continue to answer our nation’s call and meet the needs of our soldiers.

Our job is to be prepared for the future, and we are committed to succeeding against challenges across the spectrum. As an example, Joint Base Lewis-McChord’s combat aviation brigade is preparing for assignments that would have them flying over the Pacific Ocean for the first time. In the past, Army helicopter crews generally handled missions over land. This signifies

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important changes in how the Army will expend equipment and funds in a postAfghanistan era.

Science and technology investments enable us to develop the Army of the future. We are investing to develop critical capabilities to help us be prepared for any threat. For example, the Improved Turbine Engine Program, or ITEP, will provide a 3000-shaft horsepower increase for Black Hawks and Apaches. We are also investing in future vertical lift technology to enhance our aviation capabilities.

Q: With much of the acquisition process driven by urgent war needs over the past decade, is there a need to approach acquisition in a different way?

A: As engagements draw down, we are left with rapidly shrinking resources and a need to do more with less. However, in the past the Army has made crucial investments in The Hon. Heidi Shyu receiving a brief within a tactical operations center during her visit to the Network Integration Evaluation 15.1 held at Fort Bliss in October 2014. [Photo courtesy of DoD] periods of drawdown. The key investments that enabled the Abrams main battle tank, the Bradley fighting vehicle, the Apache and Black Hawk helicopters and the Patriot air defense missile system were made in the years following the Vietnam War. It is tempting to sacrifice our “seed corn” for the short term, but we must protect the investments that will lead to future innovation and strive for greater efficiency with the resources we do have. One key initiative to address this challenge is Better Buying Power.

Better Buying Power was launched in 2010 by Dr. Ash Carter, then defense acquisition executive, to streamline the acquisition process and to bring about significant cost savings throughout the Department of Defense. Now in its third increment, known as BBP 3.0, Better Buying Power remains a solution for mitigating some of the challenges brought on by declining resources.

The Army acquisition enterprise supports Better Buying Power, as the core initiatives of BBP align with the Army’s recognized A key Army initiative, Better Buying Power remains a solution for mitigating some of the challenges brought on by declining resources. areas of improvement in acquisition follow- [Photo courtesy of DoD] ing over a decade at war. acquisition process and the number of forums performing overAs part of Better Buying Power’s focus to eliminate unprosight on acquisition programs. We will continue to look at ways ductive processes and bureaucracy, the Army has supported that we can streamline our processes and maintain the balance an initiative by the Defense Acquisition Executive Frank Kenof fielding the best capabilities to the warfighter in a way that is dall and House Armed Services Chairman Representative Mac fiscally responsible to American taxpayers.

Thornberry to streamline acquisition processes. That initiative will streamline some of the statutory requirements imposed on Q: It seems that a number of key programs that directly impact acquisition program managers, which have accumulated in laythe mobility and lethality of the warfighter have been shuttered ers over the last several years, while retaining the underlying over the past few years. What is the prognosis for JLTV, and what statutory principles. A team of subject-matter experts is examare the next steps? ining how to reduce both the documentation burden in DoD’s 12 | MLF 9.1

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A: We are still focused on improving mobility and lethality for the warfighter. A central focus of our ground vehicle S&T programming is our Future Fighting Vehicle strategy, a multi-year effort that takes advantage of the most advanced technologies for the next-generation vehicle.

The Army is conducting vehicle design excursions and evaluating platform trade-offs enabled by emerging subsystem technologies that may mature in the next five years. This will allow us to understand what we can achieve in size, weight and power reductions; cost reductions; and increased performance, including mobility, survivability, lethality and reliability, in a new ground vehicle. This approach will inform our ground vehicle strategy going forward, ensuring that our current designs take advantage of maturing technologies.

Other ground vehicle S&T efforts include the vehicle power and data architecture technology, which will develop an open vehicle data and power architecture that enables data sharing, C4ISR integration, and consolidation of computing resources and power management. We are always seeking innovations from academia and industry to enable the next-generation capabilities in improvements to survivability, mobility, fuel-efficiency, reliability, maintainability and affordability.

JLTV remains on track to provide a crucial capability, substantially improving protection over the legacy HMMWV while balancing payload, performance, and maneuverability. JLTV is also the first vehicle built for modern battlefield networks. The

final request for proposals for the program’s production and deployment phase were released last December. We have three competitors vying to provide the Army and Marine Corps with a vehicle that will meet our future expeditionary force challenges.

Q: You’ve been keen on establishing a stronger and more direct link between the Army’s science and technology investment strategy and actual programs of record. How would you characterize progress on this front?

A: We are making steady progress on this front. We have fought hard to preserve the S&T investment, which is essential in maintaining our warfighters’ preeminence against all adversaries well into the future. The direct link between investment strategy and programs is an ongoing process, known as the long-range investment requirements analysis, which brings together the requirements, resourcing, S&T, program management and sustainment communities. This enables us to develop an integrated plan across the life cycle and to map S&T projects into the program life cycle for spiral upgrades.

Q: What are specific examples of your continuing S&T investment?

A: It is crucial that we continue the science and technology investments to produce the next-generation, breakthrough

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MLF 9.1 | 13

technologies that will define the Army of the future. Our RDA budget is future readiness, and we cannot sacrifice our seed corn of future innovation. As just two examples, the Army is investing in two key technologies that will provide breakthrough capabilities in our aviation portfolio: degraded visual environment mitigation and the joint multirole technology demonstrator (JMR-TD).

Degraded visual environments are the primary contributing factor to the vast majority of Army aviation accidents over the past decade. The inability to operate safely in a degraded visual environment has had a significant impact on the tactics, techniques and procedures employed to support the ground force. The The Army Acquisition Corps and the Army Acquisition Workforce are made up of over 38,000 members worldwide. They bring a broad array of needed skill sets to fulfill the mission of developing and sustaining the best-equipped Army in history. [Photo courtesy of DoD] S&T effort explores the tradespace between flight controls, The Army is also looking at future applications for 3-D printing. sensors, and cueing necessary to allow Army aviators to safely The Army Medical Materiel Development Activity is developing 3-D operate in any visual environment, including brownout, whiteout, bioprinting as one tool in the field of regenerative medicine. This new rain and fog. The ability to conduct missions in such conditions research area will help servicemembers recover from injuries suffered is a tactical advantage that will enhance Army operations greatly. on the battlefield, and also has potential for widespread use in the Similarly, the Army is faced with an overall aging fleet of civilian population. rotorcraft. Thus, we are pursuing the next-generation aircraft Additionally, the Army Natick Soldier Research, Development with the ability to fly faster and farther than the current fleet. and Engineering Center (NSRDEC) is currently using 3-D printing The JMR-TD will explore rotor systems, drives, propulsion to rapidly prototype a variety of improvements to individual soldier systems, structures, mission systems architectures and other equipment, including combat clothing, chem-bio protection, bodyassociated technologies to support the this future capability. This armor systems, and helmet covers. NSRDEC is also experimenting S&T effort will mature technologies and reduce risk toward an with 3-D printing of basic food and nutrition bars. anticipated program of record. JMR-TD will develop two flight demonstrators with the goal of lowering risk for a program of Q: Any closing thoughts? record. The first flight is anticipated in FY17.

Q: Where do the Army and 3-D printing intersect? How deeply engaged is the Army with 3-D printing, and where do you go from here?

A: The Army is interested in any and all technologies that reduce design cycle time, increase product quality, minimize human error and optimize use of the commercial and organic industrial base.

The Army is already an active user and developer of 3-D printing. For example, the Army’s Rapid Equipping Force used 3-D printing to engineer a fix for tire stem valves that broke when mine resistant ambush protected (MRAP) vehicles brushed up against other vehicles or dirt walls in Afghanistan. When the stem valves broke, the tires went flat, and the unit was stranded until another unit could pick them up. The solution began as a simple 3-D cap, and by the fifth and final version, morphed into a metal cover that could easily attach to existing bolts on the wheels. The simple fix has saved many MRAP tires and protected soldiers’ mobility.

14 | MLF 9.1

A: Let me say a few words about our people. In 2014, we celebrated 25 years of acquisition excellence, marking the 1989 creation of the Army Acquisition Corps (AAC), the civilian and military specialists who develop and procure the capabilities our soldiers rely on for success. When conceived, the AAC was envisioned to professionalize the workforce to deliver our soldiers a decisive advantage while achieving the best value for the taxpayer. Along with the larger acquisition workforce, the AAC is the premier developer of materiel solutions needed to meet evolving challenges facing our warfighters.

The Army Acquisition Corps and the Army Acquisition Workforce are made up of over 38,000 members worldwide, pulling together uniformed and civilian professionals from across Army organizations. They bring a broad array of needed skill sets to fulfill our mission of developing and sustaining the best-equipped Army in history.

The men and women of the Army Acquisition Workforce continue to make me proud to serve as the Army Acquisition Executive.

They tirelessly expend their time, energy and expertise to ensure our soldiers remain Army Strong. O www.MLF-kmi.com

The advertisers index is provided as a service to our readers. KMI cannot be held responsible for discrepancies due to last-minute changes or alterations.

MLF RESOURCE CENTER Advertisers Index

Calendar

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March 10, 2015 Hot Topic – Installation Management Arlington, Va. www.ausa.org/meetings/2015

April 20-23, 2015 Army Engineer Association Industry Exhibition Fort Leonard Wood, Mo. www.armyengineer.com/

March 16-18, 2015 National Logistics Forum Washington, D.C. www.ndia.org/meetings/5730

April 20-24, 2014 I.H.S. CeraWeek Houston, Texas http://ceraweek.com/2015

March 30-April 2, 2015 Aircraft Airworthiness & Sustainment Conference Baltimore, Md. www.aasconference.com

May 5-7, 2015 AUVSI’s Unmanned Systems Atlanta, Ga. www.auvsishow.org/auvsi20145

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March 31-April 2, 2015 AUSA Global Force Symposium Huntsville, Ala. www.ausa.org April 13-15, 2015 Sea-Air-Space National Harbor, Md. www.seaairspace.org

June 3, 2015 Hot Topic – Sustainment Arlington, Va. www.ausa.org/meetings/2015 June 23-25, 2015 Mega Rust Newport News, Va. www.navalengineers.org

The Publication of Record for the Military Logistics Community

March 2015 Vol. 9, Issue 2

Cover and In-Depth Interview with:

Lt. Gen. Gustave F. Perna Deputy Chief of Staff for the Army G-4 Logistics

Special Section Army Aviation Maintenance The backbone of operational readiness is solid maintenance. Here’s how the Army does it.

Features

• Rugged Computer Options • Costs and Savings of Better Sustainment

U.S. Army Aviation and Missile Life Cycle Management Center A special pull-out supplement featuring: • An exclusive interview with Major General James Richardson, commander of the Army’s Aviation and Missile Life Cycle Management Command.

• A two-page organizational profile of AMCOM. A handy reference guide with a long shelf life.

Bonus Distribution • AUSA Global Force Symposium • NDIA National Logistics Forum

Insertion Order Deadline: February 23, 2015 | Ad Materials Deadline: March 2, 2015 www.MLF-kmi.com

MLF 9.1 | 15

INDUSTRY INTERVIEW Military Logistics Forum John Bryant Senior Vice President of Defense Programs Oshkosh Defense As the senior vice president of defense programs for Oshkosh Defense, retired Colonel John Bryant leads the development, production and sustainment of all vehicle and product platforms and programs for Oshkosh Defense, Integrated Product Support and contract administration. Bryant brings a 28-year history of service with the Marine Corps to his role at Oshkosh.

Q: What does your company bring to the logistics table, and how does that pass benefits onto the military?

A: Logistics services are increasingly important in the defense market. With U.S. DoD budget constraints on new acquisition programs, we know the importance of supporting and maintaining current fleets of vehicles.

Recapitalization upgrades vehicles to current operational readiness with the same performance and life cycle cost advantages of a new vehicle. Oshkosh has remanufactured more than 11,000 military-class vehicles since 1995. Reset standardizes fleet configurations and ensures that the platform is 100 percent missionready following years of operation in theater. Oshkosh is currently working with the U.S. Army to reset 800 Oshkosh-produced MRAP all-terrain vehicles (M-ATVs).

Q: How have you evolved to enhance your operations and business methodologies to keep in step with the DoD logistics enterprise?

A: We have a world-class warehouse and parts distribution operation, including strategic satellite operations near DoD bases, which enables Oshkosh to keep pace with the DoD’s stringent parts delivery schedule and quality requirements.

In January, we installed a new enterprise warranty system called “One Warranty,” a software system to manage all warranty transactions for our defense products. It will lead to reduced claim closure cycle times for our customers and improve our analytic capabilities.

16 | MLF 9.1

Q: What are your primary strategic goals for the next 12 months?

A: Top-of-mind is continuing our successful bid for the joint light tactical vehicle (JLTV), which promises to give soldiers and Marines the best defense vehicle technology and protection possible. We believe that our proven, low-risk, light combat tactical all-terrain vehicle is the best solution for the needs of the changing battlefield. We directly applied our in-theater experience with the M-ATV to design a next-generation light vehicle with unprecedented protection levels at dramatically faster speeds.

Q: What are some examples of how you work with the military?

A: Oshkosh has extensive experience modernizing some of the military’s most complex tactical wheeled vehicles. For example, we refurbished more than 2,000 heavy tactical vehicles and line-haul vehicles for the U.S. Army at our Kuwait facility. Oshkosh also created 12 installation locations throughout the world, including three in Iraq, to quickly install armor on the Marine Corps’ medium tactical vehicle replacement fleet.

Q: How would you characterize the company’s performance recently, specifically in innovation and efficiency?

A: Oshkosh has developed vehicle technologies in recent years that allow the military to respond to the evolving battlefield. The Army and Marine Corps have stated a need for unmanned ground vehicles (UGVs) to reduce troop exposure to threats. Oshkosh

has worked with the government since 2004 to develop state-of-the-art TerraMax UGV technology that integrates high-power military computers, intelligence, drive-by-wire technology and sensing systems.

Additionally, we are proud of the performance of our JLTV solution. We’ve created an all-terrain vehicle that is scalable, protected and net-ready, so soldiers and Marines can perform tomorrow’s mission, wherever it will be. We’ve met or exceeded the Army and Marine Corps’ guidelines through multiple review processes with a combination of proven technology, systems integration and low-risk manufacturing at an affordable cost.

Q: How important are industry partnerships in meeting your corporate objectives?

A: Industry partnerships are important to all of our initiatives to grow our Global Integrated Product Support business. Recent initiatives include collaboration with our Army and Marine Corps depots and arsenals through public-private partnerships. As the DoD’s major tactical wheeled vehicle OEM, we provide on-site field service support and technical expertise.

Finally, one of our most important strategic partners is the Defense Logistics Agency, which ensures that our DoD customers have a readily available inventory of parts to support their programs at the appropriate readiness targets.

Q: From the industry perspective, are there improvements you would like to see made that would streamline the contracting process?

A: To streamline the contracting process, there are opportunities to eliminate processes which add marginal value, impose additional overhead on industry and the government, and extend acquisition cycle times significantly. It is important that we emphasize the Better Buying Power initiative to reduce non-productive processes and bureaucracy. This strategy would enable more competition and the ability to take full advantage of available technologies. O www.MLF-kmi.com

WHITE PAPER FORUM

Compiled by KMI Media Group staff

Integrated Data Management in a Dynamic Environment

DoD Asset Visibility Improving, More Improvements Needed

Solving the challenges logisticians face using the Leidos ProVM solution

In July 2011, the DoD’s supply chain management was deemed “high risk” with limitations in asset visibility. A 2013 review found moderate progress had been made but noted ongoing problems.

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A just-released GAO report looks at the status and measures success and gaps.

To improve sustainment, operational reliability and availability of platforms, managers need accurate decisionready data. Knowledge of what is deployed and what condition the equipment is in allows logistics managers to anticipate requirements, delivering optimized support where and when it is needed. When data regarding maintenance actions, material suppliers and failure rates are captured and displayed in a manner for effective decision-making, logisticians can deliver predictive, cost-effective combat readiness to the warfighter.

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Celebrating

50

years of Distribution Excellence

MILITARY SURFACE DEPLOYMENT AND DISTRIBUTION COMMAND