MLF 9.2 (March 2015)

AUSA Global Force Symposium Issue The Publication of Record for the Military Logistics Community

Special Pull-Out Supplement

U.S. Army Aviation and Missile Command and PEO Aviation

Readiness Game Changer Lt. Gen. Gustave F. Perna U.S. Army Deputy Chief of Staff, G-4

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March 2015 Volume 9, Issue 2

Exclusive Interview with:

U.S. Army Aviation and Missile LCMC Commander Major General James Richardson, and Deputy Commander Mary C. Dickens

Rotorcraft Maintenance O Life Cycle Lessons O Rugged Computing Managing the Drawdown O Sustainment Savings

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MILITARY LOGISTICS FORUM Features

March 2015 Volume 9, Issue 2

Cover / Q&A

U.S. Army Aviation and Missile Life Cycle Management Command and PEO Aviation Special Pull-Out Supplement

Special Section

EXCLUSIVE INTERVIEW WITH:

U.S. Army Aviation and Missile Life Cycle Management Command Commander Major General James Richardson, and Deputy Commander Mary C. Dickens

5

Keeping Rotorcraft Fit and Relevant Work at Army depots is essential to cost control and operational readiness.

By Henry Canaday

1

10

21

Seventy percent of the life cycle costs of military equipment come during the sustainment phase.

By Peter Buxbaum

The Push—U.S. military retrograde from Afghanistan, Phase 1.

By C. Todd Lopez

Sustaining for the Future

Departments

24

Managing the Drawdown

Hardened What are the standards for rugged computer designs, and can they be improved?

By Karen E. Thuermer

16 Lieutenant General Gustave F. Perna

U.S. Army Deputy Chief of Staff, G-4

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Industry Interview

2 Editor’s Perspective 4 Log ops 14 Supply Chain 26 White paper forum 27 Resource Center

Chris Hickey Vice President of Sustainment & Support Solutions Elbit Systems of America

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Military Logistics Forum Volume 9, Issue 2 • March 2015

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EDITOR’S PERSPECTIVE For fiscal year 2014, the Department of Defense requested $168 billion to develop, test and acquire weapon systems and associated subsystems.

Major defense acquisition programs and acquisition category (ACAT) I programs accounted for about 40 percent of that total. ACAT II and III programs, along with other projects and investments, accounted for the remaining 60 percent.

In general, for a program to be classified as ACAT I, it usually must require a total research, development and test and evaluation (RDT&E) budget of more than $480 million or be designated so by the milestone Jeff McKaughan decision authority (MDA). ACAT II would have RDT&E investments of more Editor than $185 million and/or MDA designation. ACAT III programs are mainly all other programs that do not meet ACAT I or II designation.

Because of relatively lower funding levels, ACAT II and III programs encompass a wide range of efforts and program sizes. Programs may range from an ACAT II program with a total acquisition cost of more than $3 billion to an ACAT III program with an acquisition cost in the millions of dollars or lower. There is not a currently established minimum funding level to be included in ACAT III programs.

Representatives Mac Thornberry (R-Texas) and Adam Smith (D-Wash.), respectively the chairman and ranking member of the House Armed Services Committee, requested the Government Accountability Office (GAO) review the performance, reporting and cost controls of the DoD’s ACAT II and III programs.

The conclusion of the GAO’s review is that while weapon system acquisition is one of the largest areas of DoD discretionary spending, that spending is not very well understood. The issue is systemic and across all of the services—including Special Operations Command—and the DoD. Overall, the DoD “partially concurred” with the GAO’s recommendations. However, the GAO seemed unclear as to what actions would be taken to address the issues raised during the review.

Turning away from challenges of budgets and accountability to the munitions supply chain, the combined air efforts against ISIL in Syria and Iraq required a significant widening of the supply chain pipes into the region to support both U.S. and coalition forces.

In January 2015, there were a reported 2,308 weapon releases as reported by the combined forces air component commander. Additionally, there were 740 airlift sorties carrying 3,700 passengers and 6,300 tons of cargo. Tanker sorties numbered 1,122, offloading about 81 million pounds of fuel during 7,635 refuelings.

The air activity trend is continuing upward. August 2014 saw the first 211 sorties. December ended with 1,867 air attack sorties being flown.

The supply chain that was initially put into place, and the one that it evolved into today, is allowing U.S. and coalition forces to keep the pressure on ISIL when and where needed.

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©2013 Leidos. All Rights Reserved.

LOG OPS

Compiled by KMI Media Group staff

Regional Aviation Sustainment Management The Army Contracting Command - Redstone (ACC Redstone), has issued a request for proposal (RFP) to provide quality U.S. Army aviation field and sustainment level maintenance. The effort will encompass reset, installation of modification work orders (MWO), logistics support, and other maintenance support within the Regional Aviation Sustainment Management-Central (RASM-C) area of operation.

The contract is in support of the Army Aviation and Missile Command’s Logistics Center Field Support and Readiness Directorate requirement for the Army’s rotary wing aircraft maintenance program within RASM-C. The primary maintenance support facility for RASM-C is located at Fort Campbell, Ky. The RASM-C area of responsibility includes the following geographic areas: Alabama, Indiana, Illinois, Kentucky, Michigan, Mississippi, Tennessee, Ohio, Wisconsin and Louisiana.

Examples of activities performed at Fort Campbell include: army aviation field and sustainment level reset and unit maintenance; aviation unit maintenance/aviation intermediate maintenance support; installation aviation supply support, aircraft ground support equipment maintenance and installation of MWOs. Modifications may be applied in conjunction with reset and stand alone. The contractor will support the 101st Combat Aviation Brigade at Campbell Army Airfield.

Life Cycle Technical Support Contract Raytheon Company has been awarded a $35 million sole-source contract by the U.S. Air Force to provide aircraft integration and life cycle technical support on an advanced bomb carriage and release system for aircraft. The advanced system will allow both the Air Force and U.S. Navy to perform more missions utilizing less aircraft.

“JMM BRU end users now have a next evolution system that can be integrated with more than 11 different platforms,” said Todd Probert, vice president for the mission support and modernization at Raytheon

PEOPLE

Compiled by KMI Media Group staff

director, Logistics, Headquarters Air Mobility Command, Scott Air Force Base, Ill.

manager, Integrated Logistics and Modernization division for the company’s Technical Services sector.

Maj. Gen. Warren D. Berry

Brig. Gen. Kathryn J. Johnson

Major General Warren D. Berry, director, Logistics, Headquarters Air Mobility Command, Scott Air Force Base, Ill., has been assigned as director, Logistics, Headquarters Air Combat Command, Joint Base Langley-Eustis, Va.

Air Force Brigadier General Kathryn J. Johnson has been nominated for appointment to the rank of major general. Johnson is currently serving as the director of logistics, Deputy Chief of Staff for Logistics, Installations and Mission Support, Headquarters U.S. Air Force, Pentagon, Washington, D.C.

Brigadier General (select) Stacey T. Hawkins, commander, Tenth Air Base Wing, U.S. Air Force Academy, Colorado Springs, Colo., has been assigned as

4 | MLF 9.2

Intelligence, Information and Services. “Our strength in engineering and design allowed us to offer the customer a system with improved combat turnaround time, enhanced system performance and improved warfighter readiness.”

The joint miniature munitions bomb rack unit indefinite delivery, indefinite quantity contract began October 2014 and has an eight-year period of performance. In addition to being awarded the IDIQ contract, Raytheon has also received its first delivery order.

Brig. Gen. Brian E. Dominguez

Air Force Brigadier General Brian E. Dominguez has been nominated for appointment to the rank of major general. Dominguez is currently serving as the mobilization assistant to the commander, Air Mobility Command, Scott Air Force Base, Ill.

Northrop Grumman Corporation has named Steve Hogan vice president, global sustainment and John Parker vice president and general

Rear Adm. (lower half) Paul J. Verrastro

Rear Admiral (lower half) Paul J. Verrastro will be assigned as commander, Naval Supply Systems Command Weapon Systems Support, Philadelphia, Pa. Verrastro is currently serving as director, Logistics Programs and Operations Division, N41, Office of the Chief of Naval Operations, Washington, D.C.

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Special Section

Work at Army depots is essential to

cost control and operational readiness.

By Henry Canaday, MLF Correspondent Army aviation assets, especially rotorcraft, have done hard duty in the last decade, and they must stay fit to fight for decades to come. That means plenty of maintenance, resets, modifications and always the possibility of field support in harsh environments. However, money is very tight, and all this must be accomplished as efficiently as possible.

There is no end of challenges in sustaining Army aviation assets. Government and industry are looking for new methods at every support level.

The Corpus Christi Army Depot (CCAD) handles maintenance on the UH-60 Black Hawk, AH-64 Apache, CH-47 Chinook, HH-60 Pave Hawk and OH-58 Kiowa Warrior.

The depot plans, coordinates and executes recapitalization, reset or repair of these major helicopter platforms for the Army, Defense Department and other U.S. and foreign customers. This work on rotorcraft platforms accounts for 30 percent of the depot revenue.

The majority of depot revenue, 63 percent, comes from repair of components.

Here again, Corpus Christi plans, coordinates and executes the work. Repaired components include hydraulic, mechanical, electrical, avionics, instruments, bearings, rotor systems, rotary wings, rotor heads and rotor controls.

Partnerships with private industry and original equipment manufacturers are important; partners include Boeing Aerospace Support, General Electric Aircraft Engines, Honeywell International Corporation and Sikorsky Aircraft Corporation.

The depot works under four Technical, www.MLF-kmi.com

Engineering and Logistical Services and Supplies (TELSS) OEM contracts to ensure quality support to its customers. The private partners rely on the depot for unique capabilities and shared efficiencies.

The largest change now on the horizon for the depot is deployment of the Complex Assembly Manufacturing Solution (CAMS), the next step in its Logistics Management Program (LMP). In fiscal year 2014, the depot continued to implement LMP, a robust business software suite designed by SAP for the Army and first deployed at the depot in May 2009. Since then, LMP has integrated planning, manufacturing, supply chain management, inventory management, finance and human resources.

During 2014, the depot prepared for LMP Increment 2, an expansion of the currently deployed system, to address the latest needs of Army Materiel Command. For the depot, this second increment of LMP includes deployment of CAMS, which will provide an automated shop floor solution so employees can exploit LMP to its full potential.

CAMS deployment will significantly reduce the number of production systems used on the depot’s shop floor. All shop floor staff will work in one system, which will be

integrated with the current LMP and provide visibility over the entire life cycle of an asset.

Among many benefits, CAMS will streamline processes and eliminate many manual processes, greatly reducing inaccuracies in paperwork due to human errors.

Exploiting public-private partnerships is one example of how the depot makes the best use of limited resources in the organic and defense industrial base. The depot benefits from its TELSS partnerships with private-sector partners. It can tap the resources of OEMs to quickly solve complex problems. Implementing CAMS on the shop floor is one very good example of synergy between government and industry. The future success of the depot and the Army’s organic support will require both existing and additional partnerships.

Private companies have also been very active.

Sikorsky supports Black Hawks with overhaul and repair services, working with Corpus Christi since 2003, noted David Zack, vice president for government/defense systems and services. “We have partnered to execute upgrades that deliver significant savings, updating older models rather than purchasing new aircraft.”

MLF 9.2 | 5

Special Section Sikorsky would like to expand its services to include training, technical publications, warehousing, freight forwarding and field service, and deliver more savings by operating under a performance-based logistics (PBL) model. Zack emphasizes his company’s engineering and technical expertise on Black Hawks and proven PBL success. Its H-53K PBL won a 2014 Secretary of Defense Award for increasing supply availability by 49 percent while reducing costs by over $20 million. Sikorsky and Lockheed Martin’s joint venture company—the Maritime Helicopter Support Company—won a Best PBL Implementation Defense Logistics Award, delivering a total of $25 million in savings.

Applying Seahawk PBL lessons to Black Hawks would reduce sustainment costs 10 percent. Sikorsky’s H-60 PBL improved component fill rates, backorders, part availability and reliability. Zack argues the PBL approach would help Army Aviation and Missile Command achieve $130 million in spares-cost reductions. The company could also play a larger role in obsolescence management, reliability engineering, product improvements and process improvements. Sikorsky is exploring use of condition-based maintenance data to forecast to maintenance issues rather than react to them.

Craig Madden is president and Jerry Wheeler vice president of a joint venture

by Honeywell and Pratt & Whitney, the Advanced Turbine Engine Company (ATEC).

ATEC was established to develop a new engine for the Army’s Black Hawks and Apaches as part of the Improved Turbine Engine Program (ITEP).

The partners have been working on the science and technology phase of ITEP since 2008 and have just finished their final report.

The major goals of ITEP are to increase engine power to 3,000 shaft horsepower, up 50 percent from the current engines, while reducing specific fuel consumption by at least 20 percent, and 25 percent if possible. The Army would also like to increase engine life by 20 percent and significantly reduce operation and support costs. Moreover, all this is to be achieved by a new engine that can be dropped into the rotorcraft with minimal other changes.

Wheeler said ITEP is funded and a very high modernization priority for the Army. The Army expects to select two companies for preliminary design work in spring of 2016 and pick one 6 | MLF 9.2

for production in spring of 2018. Low-rate initial production could begin in 2024 and full-rate production in 2024. With spares, the Army would require about 6,000 new engines for the Apache and Blackhawk, and other services and nations would likely up that total.

Madden said Honeywell & Pratt can exploit their condition-based maintenance capabilities to get maintenance costs down.

ATEC has demonstrated ITEP’s main power and fuel-saving goals are achievable, Wheeler said. “The hardest part is meeting specific fuel requirements with the same size engine.”

So ATEC proposed a different architecture with a two-spool gas generator. It also used advances in design tools to achieve a “big jump” in the aerodynamics of engine components, Wheeler said.

Lockheed Martin provides a comprehensive supply chain solution for the Apache sensors’ modernized target acquisition designation sight/pilot night vision sensor (MTADS/PNVS) program. Partnering with the Army enables outstanding system-mission readiness, improves maintainability and reliability and reduces sustainment costs using innovative supply chain concepts, said Lou Kratz, vice president of logistics and sustainment.

Lockheed also leads maintenance central operations for Army regional aviation sustainment at Fort Campbell, Ky. The Lockheed contract includes repair, reset, modification and additional sustainment efforts required for the Apache, Black Hawk, Chinook and Kiowa Warrior.

The Program Executive Office (PEO) for Special Operations Forces Support Activity, located at Bluegrass Station in Lexington, Ky., is responsible for Special Operations Command’s largest contract, which provides a range of contractor logistics support (CLS) for special operations forces and other warfighters worldwide. As a CLS prime contractor, Lockheed provides a full range of logistic

Jerry Wheeler

James Myles

services and executes sustainment and life cycle management from design to disposal.

Lockheed also supports PEO Aviation’s non-standard aircraft programs, including the Mi-17 and Mi-35 Russian helicopters, the AH-6, MD-530 and MD-500 light helicopters and the Bell-200 and 400, with global CLS, supply chain management and training.

Kratz said Lockheed works under the full spectrum of contract types. The Army initiated a PBL contract for M-TADS/PNVS in 2007, which is ongoing. This PBL enables a supply availability rate of more than 95 percent through supply chain efficiencies, depot support, infrastructure, spare planning, procurement, repairs, maintenance, modifications and inventory management.

Kratz said Lockheed focuses on an integrated life cycle framework, built on its technical strengths, to provide capability at lowest cost. Kratz estimates that Lockheed has delivered more than $3 billion in savings to U.S. forces though PBL contracts.

Lockheed also delivered the first modernized day sensor assembly (M-DSA) for Apaches, an upgrade that will enhance performance, reliability and maintainability while eliminating obsolescence issues with older sensors.

James Myles commanded the Aviation and Missile Command and Army Test and Evaluation Command, was assistant commander of the 1st Air Cavalry and now leads aviation work at Dyncorp International, which touches more helicopters every day than any other company, Myles said.

Dyncorp touches Army rotorcraft at Forts Bliss, Hood, Riley and Sill in the western United States and overseas in Germany and southwest Asia, including Afghanistan. It also supports the 160th Special Operations Aviation Regiment (Airborne). It provides intermediate and unit-level maintenance, both scheduled and unscheduled, along with back shops in southwest Asia. In the United States, Dyncorp provides overflow maintenance capacity and performs resets, detailed inspections and repairs of helicopters returned from theater.

Myles said his company works on all Army rotorcraft, including Chinooks, Apaches, Black Hawks and AH-6M Little Birds.

There has been no decline in work yet, but some decrease is expected in future years as budgets decline. But Myles said the future is unpredictable and needs may change. Dyncorp www.MLF-kmi.com

SUPPORTING THE MISSION THROUGH LOGISTICS.

Tried. Tested. And Trusted.

At Elbit Systems of America, our contractor logistic support team, M7 Aerospace, works hard to keep Army Aviators in the air. With a proven history of providing exception levels of mission readiness through logistic support and affordable solutions, M7 capabilities include managing field and depot maintenance services while continuing fully supported main base operations. Our process driven service provides aircraft maintenance, modification, and engineering support tailored to meet the unique mission requirements of aviator, so they can successfully fulfill their mission.

American service – globally proven. www.elbitsystems-us.com © 2015 Elbit Systems of America, LLC. All rights reserved.

The Spirit of Innovation®

Special Section is very good at recruiting large numbers of qualified mechanics and deploying them abroad quickly. “If they need it now, we can be there at a moment’s notice.”

Northrop Grumman provides a variety of logistics sustainment, modernization and training support for U.S. forces and allies, noted Frank Simpkins, director of Northrop Grumman Technical Services. “We are embedded with customers so we understand the problems impacting their mission and can provide solutions in real time,” Simpkins stressed. “Another benefit to our customers is our deep reach-back across the whole company to deliver the right capability at the right time, including a modernization roadmap to keep platforms and systems relevant.”

Simpkins expected Army aviation maintenance over the next five years to depend partly New innovations to the maintenance and life cycle support of weapon systems can save money and enhance readiness. [Photo courtesy of Northrop Grumman] on Army budgets. “There will not be enough dollars to continue to support Army aviation and upgrade solutions to ensure capabilities In 2014, Columbia also won an indefiand aviation maintenance at the levels that match mission objectives,” Hickey said. nite delivery/indefinite quantity (IDIQ) conhave been in the past. That is a challenge Elbit works closely with customers, tract from the Army for overhaul of fore and but also presents a great opportunity for our develops unique technical solutions and aft rotor heads on the Chinook. “This is a customers and industry to work together offers support before issues arise. For big contract for a small company like us,” to incorporate more innovation and newer example, its San Antonio facility has conEllis noted. technologies to make it more cost-efficient.” sistently given the government an aircraft The work comes Columbia’s way partly Simpkins believed Army aviation can availability rate of 95 percent even while because it owns and operates the Columbia benefit from Northrop’s total-support solusupporting many aircraft types, models Model 234 Chinook and Columbia Vertol tions. “As the Army budget is further conand series. With 45 years of experience as 107-II, commercial versions of the CH-47 strained, the acceptance of new, innovative an OEM, Elbit has delivered high operaChinook and CH-46 Sea Knight. “We are by solutions will grow. There is a great opportional readiness in some very harsh envifar the largest commercial tunity for the Army to explore ronments, winning the Joseph P. Cribbins operator in the world of Chimore integrated solutions Award for exceptional operational service nooks,” Ellis noted. across maintenance, operato warfighters twice in the last five years.

The IDIQ deal could tions and training, which Elbit continually invests in life cycle mean up to $30 million in would provide much greater enhancement and CLS tools, Hickey said. work for the company, and efficiencies and cost savings.”

One example is its state-of-the-art enterColumbia would like to do Separate contracts for each of prise resource planning system that allows even more. “Two-thirds of these functions do not permit solutions to be deployed rapidly with the our employees are ex-miloptimal efficiencies. right data at the right place and time. itary, and we like to serve Columbia Helicopters This ERP enables Army program offices even if we are not in unistarted supporting Army aviaFrank Simpkins to make critical decisions for global fleets. form,” Ellis said. tion with a 2006 program to Elbit also invests in its aircraft facilities to Elbit Systems of Ameroverhaul dynamic compoensure they have the most sophisticated ica supports Army’s C-26 Metroliners and nents of the CH-47 for training at Fort equipment. upgrades of Marine Corps AH-1 Cobras Rucker, explained Scott Ellis, director of Elbit expects to expand its participaand has supported a variety of other Army business development. Components overtion in sustainment of Army aviation in platforms. hauled included drive shafts, transmissions fixed- and rotary-wing aircraft as well as Elbit has maintenance facilities in San and rotor heads. unmanned systems. It has the in-house Antonio, Texas, and component-repair faciliAt present, Columbia resets, refurbishes engineering to develop supplemental type ties in Talladega, Ala.; Fort Worth, Texas; and repairs major and minor components certificates for modifications and upgrades, Merrimack, N.H.; and Boca Raton, Fla. Its for Chinooks under the Foreign Military all while performing CLS tasks.

San Antonio hangars are Elbit’s centers for Sales (FMS) program. The company now Inventory Locator Service provides visaircraft modifications and upgrades, noted has three Chinooks in its shops for the first ibility of spare parts to Army aviation Chris Hickey, vice president, sustainment and FMS customer, and Ellis said he and the U.S. maintenance, logistics and supply chain support solutions. The company offers “costgovernment are both hoping for more FMS management, and ILS is an integral factor effective, nose-to-tail platform sustainment transactions.

8 | MLF 9.2

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to mission success, said John Angelbeck, senior manager for ILS Defense.

The company provides a subscriptionbased electronic marketplace that brings together buyers and sellers of aviation parts, components and services. It helps manage obsolescence and long lead times, reducing equipment downtime and increasing mission readiness.

ILS offers access to inventories of over 4,000 suppliers and provides market-intelligence data on supply, demand and price trends over time. Visibility of logistics data includes part numbers, national stock numbers, procurement history and many other integrated files.

Angelbeck stressed ILS’s experience since 1979 and strength as a Boeing subsidiary since 2006. A website with more suppliers than any other commercial offering, a worldwide sales force and experienced customer service staff round out ILS’s assets. “When three or more sources are needed to support a purchasing decision, ILS is the most reliable tool for procurement.”

ILS market-intelligence reports are used by aviation OEMs, maintenance companies and operators. Angelbeck predicted Army aviation will use market-intelligence trends to improve planning and budgeting, resulting in significant savings. The company acts on ideas offered by Army and other defense customers. “With continued growth in Army depot maintenance, we expect thoughtful customer contributions to be implemented.”

As ILS’s relationship with Army Material Command and Aviation and Missile Life Cycle Management Command grows, Angelbeck foresees substantial increases in inventories for Army assets. The company will help the Army find spare parts quickly, while assisting suppliers in accessing the aviation market.

Fluor does not directly support Army aircraft, but it can do a lot to support the supporters, especially where warfighters need support most, in primitive and harsh overseas environments. Tom Crowder, executive director for new business in contingency operations, said, “We manage storage supplies, inventory, and warehousing activities for war reserves and pre-positioned stocks. And we provide maintenance for facilities, infrastructure, weapons and vehicles.”

To do this, Fluor has developed its global supply chain infrastructure and logistics expertise, a “special operational strength” according to Crowder. It can thus provide critical life support [such as fuel, water and www.MLF-kmi.com

Forward-deployed maintenance is an extension of the work performed in depots. [Photo courtesy of DoD]

power] in remote areas. Fluor is adept at working in “nasty places,” jungles and deserts, Crowder stresses. “We also provide all types of food services, field dining and MREs [meals ready to eat].” For aviation, Fluor can supply transportation and logistics, airfield operations and air traffic control.

Fluor has operations all over the world and can respond to needs wherever they arise.

It is currently supporting operations across the Middle East, southwest Asia and West Africa and is positioned to provide similar support in southeast Asia and the Pacific.

“Whether the United States. or its allies deploy 25 or 500 troops, we can go in first, conduct contingency construction, put up tents, showers, latrines, water supplies, wash basins, ice, fuel and maintenance for vehicles and facilities,” Crowder summarized. Fluor plans to continue to grow its support operations, including aircraft maintenance.

L-3 Logistics Solutions supports Army fixed- and rotary-wing aircraft, including sustainment operations for fixed-wing aviation and life cycle contractor support (LCCS) for C-12, RC-12 and UC-35 aircraft based on Hawker Beechcraft King Air 200s and 300s and Cessna Citation 560s.

Lowell Green, vice president of Army fleet support, said C-12/RC-12/UC-35 LCCS capabilities include maintenance, repair and overhaul, modifications, upgrades and modernization.

L-3’s Sustainment Operations, RASMEast, are done at Fort Drum, Fort Bragg and Hunter Army Airfield. They include, but are not limited to, reset of aircraft following

deployments supporting combat. RASM-E staff install modifications and provide maintenance support to active and reserve combat aviation brigades and other units throughout the eastern region. All three RASM-E sites are AS 9110 certified.

Since 2003, L-3 Army Fleet Support (AFS) has provided maintenance and logistics support to the Army Aviation Center of Excellence and United States Air Force at Fort Rucker. L-3 provides personnel, management, material parts, supplies, transportation and equipment for unit, intermediate and approved depot maintenance for flight training on rotary-wing aircraft.

AFS has won many Army Supply Excellence awards, and LEAN/Six Sigma practices provide continuous improvement. Logistic managers forecast and manage supply requirements to provide safe and reliable helicopters to train Army and Air Force aviators.

Green stressed that AFS is certified ISO 14 001: 2004 and AS9110: 2012 and maintains a highly experienced, trained and dedicated workforce. AFS focuses on constraints to set improvement priorities. “L-3 has a large base of skilled employees with many years of experience and a solid reputation.

The company can support any air or ground system that the military needs maintained,” he said. O For more information, contact Editor-in-Chief Jeff McKaughan at jeffm@kmimediagroup.com or search our online archives for related stories at www.mlf-kmi.com.

MLF 9.2 | 9

Seventy percent of the life cycle costs of military equipment come during the sustainment phase.

By Peter Buxbaum, MLF Correspondent has been traditional. Some of these changes have involved adapting Improving the sustainment of military platforms and systems commercial best practices to the military sustainment environment. has been an important goal of DoD for some time. Sustainment, as “Ever since the passage of the Weapons Systems Acquisition much as any other process, ensures the affordability and availability Reform Act in 2009, there has been a strong emphasis on affordabilof military hardware. Improving sustainment reduces the life cycle ity,” said David Berteau, the assistant secretary of defense for logistics costs of platforms and systems in terms of time, labor, parts, mainteand materiel readiness. “WSARA mandated putting a cap on program nance, transportation, training, facilities and fuel requirements while spending and doing a better job of estimating life cycle costs. After increasing operational availability and force agility. six years of doing this, we are starting to see some benefits in that One of the keys to reducing sustainment costs and improving the amount expected for sustainment costs is being availability is analyzing programs costs from a life matched by the amount actually being spent.” cycle perspective. Seventy percent of the life cycle costs Berteau and his team oversee sustainment from of military equipment come during the sustainment the perspective of three interrelated dynamics: policy, phase. Taking the long view means considering susfunding and outcomes. “Dollars drive policy more tainment as early as the acquisition and design stages than policy drives resources,” said Berteau. “It’s what of a platform on the theory that the earlier sustainyou’re spending in terms of people, money and time ability decisions are made in the development process, that says what your priorities are. Resources have to the lower the overall program costs. Such an approach be spent to capture outcomes, and outcomes are what was mandated in legislation passed by Congress and the system actually delivers.” signed by the president in 2009. That approach is now “Improved sustainment begins with a partnership yielding a sufficient level of data and experience to start David Berteau between our customers, the entire defense industrial delivering the desired results. base and our congressional representatives to take a Considering sustainment earlier on in the process longer view in how we are designing, manufacturresults in higher costs at the front end of systems ing and sustaining hundreds of military platforms, acquisitions. Since DoD is constrained in its spending systems and subsystems,” said Cathie Gridley, sector from one congressional appropriation to the next, it vice president for business development at Northrop is difficult to make the case for increased spending in Grumman Technical Systems. “Oftentimes, these sysyear one for savings that are not likely to appear until tems are fielded for far longer than originally intended year five or 10. Increased technology investments by engineers and the customers. Military equipment in military depots could also reduce long-run costs, operating past its expected lifetime is a significant risk but funds for those investments are hard to come by for increased sustainment costs. Obsolescence and in an environment in which the military is drawing outdated processes can cause sustainment challenges down after protracted conflicts in southwest Asia and Cathie Gridley as programs carry on in the future.” in which Congress refuses to agree to cuts that the Improvement in sustainment includes three key Pentagon itself is proposing—whose savings could be elements, according to Lou Kratz, vice president for plowed into sustainment—because they are not politilogistics and sustainment at Lockheed Martin Corcally expedient. poration. “First is a life cycle view of the platform; All of the above represents the difficult macrosecond is improvement in logistics processes,” he level view of the issues surrounding the trade-offs said, “and third is a business model that incentivizes involved in developing better sustainment programs. equipment availability and cost reduction as opposed At the micro level, there are examples of specific proto a transactional model that incentivizes failure and grams and contracts in which the U.S. military and high costs. Paying by the drink incentivizes industry its industry partners have implemented sustainment to maximize costs and provides no real incentive other changes which have reduced costs and increased than to deliver what the contract asks for, which may availability for those specific contracts and systems by Lou Kratz or may not enhance the overall availability of a system. taking a bigger picture approach to sustainment than 10 | MLF 9.2

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chain management, and training and modernization Performance-based contracts provide the appropriate roadmap that can be properly funded over a longincentives for industry to drive costs down.” term basis.”

Program managers for older legacy platforms There are, however, added costs to front-loading such as aircraft are dealing with equipment and the sustainment planning process. “The Army might technology which were first fielded in the 1970s. decide to limit the number of common tools required “Sustainment was built on old component-focused to provide field-level repair of a system,” said Tom maintenance methodologies which boil down to fly to Edwards, a senior account manager at Leidos. “That fail,” said Tom Beil, site operations director for Interdecision will cause the developer to work downstream graph Government Solutions at Warner Robins Air with suppliers to assure that all line replaceable units Force Base. “The commercial world has understood Tom Edwards use common, specified fasteners. To the degree that that there are better ways to build scheduled maintecommercial components are used, there will be costs nance programs.” to suppliers to produce unique variants. But the payoff on the battleReforming sustainment approaches is different for new platfield is significant, in the form of fewer tools carried by mechanics, forms, as opposed to legacy ones, Berteau acknowledged. “It takes higher likelihood of having the tool required for the task, greater tool a long times to change the overall sustainment picture from the redundancy among mechanics, fewer tools to be produced and susfront end,” he said. “It takes decades for systems to get designed, tained, and fewer different types of fasteners to be produced, procured, developed, produced and fielded in such large quantities necessary supplied and delivered.” to drive overall sustainment costs. The process for systems already Government and industry ought to make the intellectual and fielded is less centralized and less rigorous. They are not going to financial investments necessary to bring about more effective susmilestone reviews, as is the process for acquisition decisions.” tainment processes, Edwards added. “Government must invest the But total cost of ownership is also a challenging factor to assess intellectual talent and analytical resources necessary to identify, vet, for systems not currently fielded, noted Gridley. “More incorporaevaluate and justify demanding requirements for sustainability as tion of sustainment engineering at the beginning of the acquisition well as system performance, especially where the government seeks phase of a system, platform, subsystem or component is a good a performance-based contract,” he said. “Government and industry place to start,” she said. “Creating that long-term roadmap allows should invest in modeling, simulation, engineering and test resources you to build into the entire support system the sustainment, supply

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Covers Combat Age-Old Foe As they focus on minimizing the life cycle costs of platforms and systems, one of the more promising targets for military managers is equipment corrosion, which represents the largest avoidable cost—$23 billion a year—to DoD. The problem is an age-old enemy of the Navy, since moisture is the most significant driver of environmental corrosion.

But it also affects the full range of military operations, which rely on huge stocks of bulky, expensive equipment that would be cost-prohibitive to store inside fixed structures.

Fortunately, advances in protective technology are offering significant returns on investment by reducing environmental degradation, thus leading to reduced costs for maintenance and replacement parts.

One prominent player in protective systems is Shield Technologies Corporation (STC), which offers a range of products called Envelop Protective Covers. Developed with the help of a Navy small business innovation grant about a decade ago, the products are deployed throughout the Navy, as well as in many parts of the other services.

The Army recently acquired the covers for its stock of howitzers, for example.

“It’s the only 100 percent waterproof but breathable cover that incorporates a vapor corrosion inhibitor to actively fight corrosion. That’s really what makes us unique,” explained Mike Dupasquier, STC’s chief operating officer.

“The military has done various studies, and those have shown that Envelop will reduce environmental degradation and

necessary to assure that requirements are met during system development. Modeling and simulation are not panaceas but frequently provide insights at low cost.”

In Kratz’s experience, pushing up sustainment issues to the design and early production phases is not a huge cost driver, but can produce some significant savings. “We have seen increases of 2 to 3 percent in development costs and minor increases in the costs of low rate initial production because we are feeding back to sustainment so that we can optimize that process,” he said.

Lockheed Martin, in partnership with the Stevens Institute of Technology, developed the Systems Design and Operational Effectiveness (SDOE) model meant to address sustainment processes and systems during the design phase of a program. “This allows us to think about trade-offs between equipment performance and reliability and the inherent design and sustainment of the system on a broader scale,” said Kratz. “The primary objective is that sustainment design is tuned to provide availability at the least cost and drives improved design that ultimately reduces the sustainment costs to the platform.”

During Lockheed Martin’s early work in the design of the F-35, four of the eight critical performance parameters were related to logistics and sustainment. “We were involved in the simultaneous design of the air vehicle and the support system,” said Kratz. “This early experience allowed us to fine tune the design of the aircraft and its sustainment systems, which will allow the aircraft to achieve what its user wants from both a performance and a cost perspective.”

The government deserves much of the credit for implementing logistics process improvement along with industry, according to Kratz. “The government has worked with industry to implement lean processes in military depots and elsewhere,” he said. “The Ogden Air Logistics Complex at Hill Air Force Base dramatically reduced turnaround times on the F-22 line that we support. This resulted in huge improvements in aircraft availability and, consequently, costs.”

Similarly, the Defense Logistics Agency has been a leader driving reductions in procurement and lead times for spare parts. “The DLA has worked with industry to improve demand forecasts,” said Kratz.

“This has better enabled them to buy the right equipment at reasonable costs in advance and to reduce inventory.”

12 | MLF 9.2

corrosion by 95 percent compared to previous maintenance methods, which vary from covers to plain tarps and other things.

Our product protects from moisture, water intrusion, UV, sand, heat, impact and corrosion, which was specifically why it was developed,” he continued.

The cost of the covers represents pennies to the dollar compared to repair costs that otherwise would be needed, Dupasquier added. “The return on investment for the howitzer product was fully four to one. This is just the cost of one cover, but doesn’t include the lifespan over the entire life of the system, since presumably the military will have it longer than just one cover. If you factor in savings from extending equipment life, you’re talking 250 or 300 to one.”

This is also an increasing opportunity for DoD to learn from sustainment schemes implemented by commercial companies. “Industry has reduced life cycle costs with up-front investments in technology, process changes and taking new approaches to supply chain management,” said Berteau.

One area in which government can learn from industry is in the development of scheduled maintenance programs. “The old legacy programs tend to be component-based,” said Beil. “They look at the failure of individual parts and focus repairs on individual failures. The commercial world has been using the model of Maintenance Steering Group 3 since 1980.”

Maintenance Steering Group 3, or MSG-3, is a decision process used to determine what actions need to be accomplished to ensure the availability of physical assets when needed by the user. MSG-3 is based on historical, empirical data, which is why the methodology has proven successful on aged aircraft where there is a wealth of available knowledge and technical data.

“This is a worldwide methodology used by all commercial air carriers that is very systems-oriented,” said Beil. “Instead of looking at an actuator on a flap, it looks at the overall health of the flight control system. It is a commercial best practice, and the end result is to ensure the safety of the aircraft and to maximize reliability and availability and minimize maintenance costs.”

Intergraph Government Solutions was in charge of implementing MSG-3 on the C-5 Galaxy Jumbo Airlifter. “Since 2009, that implementation has resulted in improvements in availability of 40 percent and reliability of 28 percent,” said Beil. “Mechanical efficiency was boosted 20 percent, maintenance costs were cut by 30 percent, and maintenance flow days were cut by 20 percent. Unscheduled parts demands were reduced by 10 percent. According to Air Force data, MSG-3 is saving the Air Force $2 million per aircraft per year. When you multiply that number across the fleet, that represents significant savings.”

IGS offers standardized processes and software for implementing MSG-3. “The software cleanses and analyzes aircraft maintenance data to develop reliable data from which to perform root cause analyses and documents all MSG-3 details supporting the development www.MLF-kmi.com

of technical data and establishing effective life cycle sustainment processes.”

Leidos’ National Security Sector is involved in sustainment improvement activities across the acquisition life cycle. For example, Leidos worked as the joint logistics integrator for the Joint Program Office MRAP (mine resistant ambush protected vehicle). “We conducted extensive analysis throughout identifying sustainability improvements in supply chain, configuration management, transportation, training, reliability and protection for a fleet of 26,000 vehicles produced by seven different manufacturers,” said Edwards. “Leidos uses advanced information management techniques to rapidly collect, cleanse and process logistics relevant data into sustainability improvement insights.”

MRAP development and sustainment systems benefited from insights gained earlier from the development of the Marine Corps’ light amphibious vehicle and the Army’s Stryker. “Although MRAPs were produced in an extremely compressed acquisition cycle, they benefited from sustainability insights derived from decades of prior military experience,” said Edwards.

Leidos also operates the Technical Assistance for Repairables Processing (TARP), a large secondary item retrograde program for the Navy and the Marine Crops. “In over seven years of intense operational tempo, between 2005 and 2011, Leidos has helped the Marine Corps move over 249,000 ground equipment depot-level repairables worth over $1.4 billion, saving over $60 million in costs with an average transportation time of only five and a half days,” said Edwards.

“Leidos’ provides the Marine Corps with over 99.5 percent accuracy in tracking and proof of delivery for these critical items, and Marine Corps operating forces have avoided an estimated $70 million in lost and damaged carcass charges.”

Edwards believes that modeling and simulation hold great promise in providing cost-effective sustainability insights early, including virtual prototyping, and throughout the acquisition life cycle. “That, coupled with emerging big data methods, will make complex data analysis more feasible,” he said. “Big data capabilities will allow military logisticians to take real-time intelligence and apply it to current and specific logistics operations.”

The chances that the Department of Defense will be able to overhaul its sustainment regime have much to do with the understanding of the importance of this mission by higher-level DoD and congressional policymakers. “Military systems program mangers are facing a big squeeze of shrinking budgets along with pressure to extend the life cycles of aging platforms,” said Beil. “They are required to preserve, if not increase, system readiness, so they are caught between a rock and a hard spot. Decisions to move forward with programs like MSG-3 hinge on leadership recognizing the need to change.”

“It’s going to be difficult to convince Congress to appropriate funds today that will create future savings, especially if we return to sequestration-level funding,” said Berteau. “Another element of uncertainty is the refusal of Congress over the last couple of years to offset areas where the Pentagon already proposed to cut spending and put those funds toward other things, like maintenance and sustainment.” Over the last two budget cycles, DoD has proposed to reduce the rates of increases for military pay and benefits.

The fiscal situation is exacerbated by the fact that today’s military equipment is more strained than at other historical drawdown phases. “Our inventory of assets are older, they are used more, and we have fewer of them” than during other comparable historical periods, said Berteau. “Equipment that is used more tends to require more maintenance and more downtime. It is harder to find parts for older platforms and people to repair them.

“On the other hand,” Berteau continued, “technology allows us to internally track the performance of systems and get to them before they break down. So there are two dynamics working at cross purposes: The need is higher because of the age of the systems and the opportunities to target expenditures are greater than they have ever been.”

How does Berteau think Congress will handle the issue? “I’m a little more worried than I am optimistic,” he said. O

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

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MLF 9.2 | 13

SUPPLY CHAIN

Compiled by KMI Media Group staff

Foreign Military Services and Support

DLA’s Tobyhanna Distribution Center Takes on New Functions

U.S Army Program Executive Office for Simulation, Training and Instrumentation (PEO STRI) is soliciting information regarding a contract vehicle exclusive for foreign military service and support (FMSS) requirements.

This contract will require rapid execution (e.g., five-day turnaround of rough orders of magnitude and three to six weeks (dependent upon complexity) turnaround for proposal preparation, negotiations and award) of task orders and change orders as they arise.

The vast majority of these requirements are currently being satisfied by PEO STRI through an existing contract vehicle, Warfighter Field Operations Customer Support (WFF), a singleaward IDIQ contract. The period of performance for this contract vehicle will end in October 2017.

As a result, PEO STRI is developing a contract vehicle to continue the training aids, devices, simulators and simulations maintenance efforts.

However, this will leave a requirements gap with respect to the foreign military services and logistical/operational support historically executed under the WFF contract. The FMSS vehicle is intended to fill that gap.

The FMSS vehicle will handle the preponderance of FMS cases which align with the core service areas. These core areas are listed in descending order according to the historical frequency and percent-funded value of all service-related cases implemented through PEO STRI over the last three years.

Defense Logistics Agency Distribution Tobyhanna, Pa., has extended its storage and distribution (S&D) programs to 23 new customers from across the DoD. These new DLA Distribution customers are unique program-manager-owned equipment programs, which include items like computers, servers, sights for crew-served weapons, electronic countermeasure equipment and repair parts.

The Tobyhanna Program Manager Storage and Distribution initiative participating program managers are able to maintain stocks co-located with their servicing maintenance activities while having those stocks controlled on a DoD-accountable record that’s also auditable, said Joe Faris, DLA Distribution’s business development director. Customers also save money with the field activity’s economical storage and distribution rates, as well as DoD’s transportation network and best-value pricing.

“The Tobyhanna Program Manager S&D initiative is a huge win for DoD and DLA,” Faris said. “We now have 20 Army PMs, two Defense Health Agency PMs and one Navy PM leveraging our existing capability at DLA Distribution Tobyhanna, supporting maintenance and worldwide customers. This effort enabled DoD PMs to reduce their costs by eliminating redundant S&D providers into a single service provider.”

Tobyhanna Army Depot, already a retail customer of DLA Distribution Tobyhanna, can potentially benefit from the program manager customers by accessing their major end items and secondary items stored directly across the street from their production lines, he added.

The transition of program manager stocks to DLA Distribution Tobyhanna began in October 2014, and as of February 2015 the distribution center is tracking material from three program managers in DLA Distribution’s warehousing system, the Distribution Standard System. The stock from the remaining 20 program managers is in a modified “where is, as is” process. For stocks outside of DSS, DLA processes the receipts manually and, if required, directly accesses Wide Area Work Flow to confirm the receipt of material to allow for payments to vendors. DLA processes stock issuances manually and creates the required paperwork using the trans-shipment function.

“DLA Distribution and DLA Distribution Tobyhanna were able to realize immediate gains and continued relevancy while creating the case study for long-term growth by offering DLA storage and distribution support to all other PMs who would benefit from co-located maintenance and storage and distribution activities,” said Army Lieutenant Colonel Troy Rittenhouse, DLA Distribution Tobyhanna commander.

Article by Jessica Roman, DLA Distribution.

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14 | MLF 9.2

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patented system provides the most effective protective cover on the market that is the durable, breathable industry leader in corrosion protection. Designed to protect high-value assets from the harmful degradation associated with corrosion and exposure to harsh elements, Envelop Protective Covers are without peer in the cover industry. This platform-wide outfitting of Envelop Protective Covers and the assignment of basic issue item status will ensure that all towed artillery in the U.S. arsenal is kept in war-fighting condition and menial maintenance tasks such as “busting rust” are significantly reduced at a minimum cost to the taxpayer.

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Readiness Providers Major General Jim Richardson Commander Mary C. Dickens Deputy to the Commanding General U.S. Army Aviation and Missile Life Cycle Management Command

2015

U.S. Army Aviation and Missile Life Cycle Management Command and Program Executive Office Aviation

U.S. Army Aviation and Missile Life Cycle Management Command and PEO Aviation

Readiness Providers

Q& A

Efficient Stewardship of Army Assets and Resources

Major General Jim Richardson Commander U.S. Army Aviation and Missile Life Cycle Management Command

Mary C. Dickens Deputy to the Commanding General U.S. Army Aviation and Missile Life Cycle Management Command

Major General Jim Richardson is a native of Myrtle Beach, S.C., and a 1982 graduate of the University of South Carolina.

Richardson’s most recent assignments include deputy commanding general, III Corps and Fort Hood. While deployed, he was assigned as the deputy commanding general, United States ForceAfghanistan, and commander of the U.S. National Support Element.

Throughout his career, he has served in Army units in the United States, Republic of South Korea, Kuwait, Iraq and Afghanistan.

Richardson is a Master Army Aviator who has commanded soldiers in combat on six different occasions in both Afghanistan and Iraq, and has commanded at every level.

Mary C. Dickens was appointed to the senior executive service in June 2009. Since May 2013, she has served as the deputy to the commanding general, U.S. Army Aviation and Missile Command (AMCOM). In this position, Dickens manages a multifaceted and diverse organization with an annual budget of over $4 billion and a global workforce of over 11,000 military and civilian employees.

From June 2009 to April 2013, Dickens served as the top acquisition authority, consultant and advisor to the commanding general and the deputy to the commander, Research, Development and Acquisition, U.S. Army Space and Missile Defense Command/Army Forces Strategic Command (USASMDC/ARSTRAT), AMCOM and Army Contracting Command-Redstone (ACC-R). In this role, she managed and directed the acquisition program consisting of contract awards of $25 billion annually and active contracts of $110 billion.

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U.S. Army Aviation and Missile Life Cycle Management Command and PEO Aviation | MLF 9.2 | 1

U.S. Army Aviation and Missile Life Cycle Management Command and PEO Aviation

Program executive Office Aviation Headquarters

Brig. Gen. Bob Marion PEO

Rusty Weiger Deputy PEO

Col. Brian Tachias APEO, Life Cycle Management

John Beck Chief of Staff

Terry Carlson APEO, IT

ARMED SCOUT

Apache Helicopters

John Mull APEO, Business

Marsha Jeffers APEO Administration

Ray Sellers APEO, Engr & Tech

Dave Sainsbury APEO, Security

Col. Jeff Hager Project Manager

Rich Tyler D Deputy Project Manager

Lt. Col. Tal Sheppard Product Manager Longbow

Lt. Col. Alex Alejo Product Manager International

Lt. Col. Louis King Product Manager Sensors

Lt. Col. Brian Stehle Product Manager Block III

Fixed Wing

Aviation Systems

Col. James Kennedy Project Manager

Jimmy Downs Deputy Project Manager

Col. Steve Clark Project Manager

Todd Miller Deputy Project Manager

Col. Jerry Davis Project Manager

Rod Bellows Deputy Project Manager

Lt. Col. Jon Frasier Product Manager, ATC

Lt. Col. (P) Chris Mills Product Manager Armed Recon

Lt. Col. JB Worley Product Manager Kiowa Warrior

Lt. Col. Kirk McCauley Product Director Transport Aircraft

Lt. Col. Brian Forrest Product Manager Special Electronic Mission Aircraft

Lt. Col. Kirk Ringbloom Product Manager AGSE

John Welch Product Manager (A) ANMP

Lt. Col. Scott Everton Product Manager AME

Unmanned Aircraft Systems

Col. Courtney Cote Project Manager

Rich Kretzschmar Deputy Project Manager

Lt. Col. Tony Davila Product Manager Medium Altitude Endurance

Lt. Col. Tory Burgess Product Manager Tactical UAS

Lt. Col. Nick Kioutas Product Manager Small UAS/Mod

Aviation and Missile Command

Lt. Col. William Venable Viva Kelley Product Manager Product Director Common Systems Unmanned Sys Airspace Integration Integration Concepts

Maj. Gen. Jim Richardson Commander

Col. Sheila A. Bryant Chief of Staff

Cathy Dickens Deputy Commander

Non-Standard Rotary Wing Aircraft

CWO 5 Leonte Cardona Cmd. Sgt. Maj. Glen Vela Branch Aviation Command Maintenance Officer Sergeant Major Col. James Brashear Project Manager

Kelvin Nunn Deputy Project Manager

Lt. Col. Craig Besaw Product Director Mi‐17/Mi‐35

Dwayne Jones (A) Product Director Scout/Attack & Cargo Utility

Cargo Helicopters

UTILITY

Col. Thomas Todd III Project Manager

Greg Gore Deputy Project Manager

Lt. Col. David Cheney Product Manager H‐72A

Lt. Col. Roger Kuykendall Product Manager Common Engine

Lt. Col. Paul Anderson Product Manager MEDEVAC

Col. Rob Barrie Project Manager

Paul Baker Deputy Project Manager

Lt. Col. Bradley Bruce Product Manager UH‐60 M

Raymond Hayes Jr. Product Director International Programs

Andrew Ksepka Product Director Modifications

Anthony Dupree Product Manager UH‐60V

Forrest Collier Product Manager H‐60L Digital

Lt. Col. Calvin Lane Product Manager ‐ 47 Mod

Lt. Col. Reese Hauenstein Product Manager CH‐47F

U.S. Army Aviation and Missile Life Cycle Management Command and PEO Aviation Q: Toward the end of December 2014, you led AMCOM 101 for Army aviation stakeholders. Tell me what AMCOM 101 is all about and what you wanted to achieve.

A: AMCOM 101 is an outreach program by which we educate our customers on what we do, how we do it and, most importantly, on how we can assist them in maintaining a high level of combat readiness. Our customers in this case are combat aviation brigade, Army Air Defense Command, commanders and their key staff members. I define key staff as command sergeants major, brigade executive officers, brigade maintenance officers and key members of the brigade’s maintenance and logistics staff.

I kick off all AMCOM 101 sessions with a welcome briefing and attend as many of the sessions as I can. All of my key staff—my deputy, my command sergeant major, my branch maintenance officer and the executive director of the AMCOM Logistics Center—actively participate in these sessions. We also bring in subject-matter experts to brief their areas of expertise. For example, the chief of our readiness directorate briefs in detail on the capabilities of our logistics assistance representatives, the role we want them to play in the unit and the training we give to them.

AMCOM has been doing a version of AMCOM 101 since early in the war effort, but I am placing renewed emphasis on it because I know firsthand how mission and training requirements can consume the attention of a brigade commander. I want to push our capabilities to our customers and let them know what we can do for them, rather than wait for them to request help. And we can achieve that by taking the time to personally interact with customers in the AMCOM 101 forum.

Q: How is AMCOM working to manage spare parts inventory to ensure there is little sitting on the shelves but everything is where it needs to be when it needs to be there? Is this part of your overall enterprise resource planning strategy?

A: AMCOM is working a number of efforts to accomplish exactly what you describe, i.e., better balance our inventory against requirements, and make sure that the inventory we do have is properly accounted for, properly stored and readily accessible to our soldiers in the field. The umbrella term we use is ‘cost-wise readiness,’ which was coined by our executive director of the AMCOM Logistics Center, and encompasses a wide variety of initiatives that improve our supply chain from the foxhole to the factory.

As the name implies, our goal is to maintain warfighter readiness while being good stewards of Army resources. This program covers multiple actions: reduction of excess inventory; recovery of inventory from wartime theaters; improved inspection and parts overhaul programs; detailed and recurring reconciliations of open requisitions and financial obligation documents; and regular planning sessions with our parts suppliers, including industry and the Defense Logistics Agency. A key component of achieving Army-wide visibility of spare parts inventory versus requirements is the effective implementation of enterprise resource planning (ERP) tools.

In our case, the tool is the Logistics Modernization Program (LMP), the ERP tool for the Institutional Army, which AMCOM implemented in 2008 and which we’ve worked to improve upon continuously ever since. LMP has enabled us to execute our depot repair programs, which include major assemblies such as engines

along with smaller spare parts, in a much more cost-effective manner, which leads inevitably to more dollars for spares and increased readiness. Now that the Army is fielding the operational Army’s ERP, the Global Combat Service Support System (GCSS-A), our challenge is to achieve an effective link between the logistics ‘requirements’ data resident in GCSS-A and the ‘replenishment’ data resident in LMP. We are working with both unit customers and the Army’s project managers to achieve a seamless integration of these ERP systems in order to ensure that AMCOM’s responsiveness remains high and that real requirements drive out resupply decisions.

With all that said, I must remind the audience that we are supporting a war-fighting Army, not a business entity which measures success by profit and loss statements. To maintain readiness for combat and effectively support combat operations, we must accept that there is a balance to be struck between a business model of justin-time logistical delivery and a contingency model of “just in case” logistical stockpiles. We will not maintain iron mountains of spare parts, but I also will not assume the risk of not being able to fill a unit’s requisitions, whether it’s to support training or a deployment.

We at AMCOM must be ready to support our soldiers’ needs, and we will work with them and the entire supply chain to accomplish that.

Q: What is AMCOM’s role in the future vertical lift program? What is your take on the program’s path to date?

A: Because Future Vertical Lift (FVL) is a science and technology program (S&T), AMCOM’s role is primarily an advisory one at this point.

We have AMCOM personnel embedded in the program management offices of PEO Aviation, and since I serve as the materiel release authority, AMCOM subject-matter experts are full participants in the materiel release process. We use both of these avenues to participate in the development process that encompasses S&T programs such as FVL. Since we are the logistical providers of the life cycle management approach used here at Redstone, my goal in a S&T program is to advise on the development of the logistical key performance parameters, things like engine performance specs, fuel economy and mean time between failure rates for key spares and assemblies.

This approach engineers logistical sustainability early in the acquisition process. If we can accomplish that, we will drive down the long-term cost to sustain our fleets.

About 70 percent of a system’s total cost to the Army is incurred during the sustainment phase of the life cycle, i.e., after all the development, testing and procurement actions are completed. If we can drive down that cost by better engineering our systems to achieve higher levels of performance at lower operating costs, we will do the Army a tremendous service.

Q: How do you communicate and coordinate with the other PEOs on system support? For example, on any given UAS when the platform comes to you but the sensors need to go off in another direction, how does that all fit into the pipeline?

A: You are asking a system integration question, and we rely on our two supported PEOs: PEO Aviation, and PEO Missiles and Space— to work the systems integration issues. Each PEO approaches this

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U.S. Army Aviation and Missile Life Cycle Management Command and PEO Aviation challenge a little bit differently, but both of them have PEO staff that work these issues and also support the project managers when they need it.

Our involvement is focused on the sustainment of the overall system, and our embedded logisticians provide the business case and sustainability analyses that assist PMs in the integration decision-making process. Of course, our logisticians communicate daily with their counterparts in other PEOs, and especially in other life cycle management commands, to work sustainment questions that involve other command sub-systems. At the end of the day, it’s our job to sustain the helicopter or missile system; if the radios or radars are down, the entire system is down, so we work all sustainment issues before they arise.

depots, as well as the AMCOM staff, work closely with our supported customers—which in this case, are our aviation and missile project management offices—to plan workload carefully to meet all requirements.

Some of our work includes repair and return programs supporting foreign military sales customers, and that’s an area we are trying to grow as support requirements for the Army diminish.

To answer your second question: Yes, both depots are running at the capacity levels the Army needs right now. And they can increase their production rates if required.

Q: How are the workloads at your depots at Corpus Christi and Letterkenney for the rest of 2015? Are the depots running at the capacity levels the Army needs?

A: We continually add new capability through use of the Depot Capital Improvement Program; this is an Army investment account that provides a vehicle to purchase specialized, state-of-the-art industrial equipment.

For example, we’ve recently added improved engine and transmission test equipment and a fluid cell press (to create aircraft structural parts) at Corpus Christi Army Depot. Smart investments like this allow us to add production capacity without expanding our footprint.

In addition to productivity increases, these investments usually provide improvements in safety and environmental impact.

A: As you can probably guess, our depots are both seeing reduced workloads as the pace of deployments slows.

Both depots do have work programmed through the remainder of the fiscal year, and they also have fairly solid projections of work in 2016. These projections, of course, can change due to decisions about sequestration, or if Army units are given unanticipated contingency missions. What’s important to relay to you is that both

Q: Will the depots be adding any new work lines or capacity in the near future?

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U.S. Army Aviation and Missile Life Cycle Management Command and PEO Aviation Obviously, this is something to strive for, so our depots continue to identify capability upgrades that can be achieved through the capital improvement program.

As far as new work lines, we are working with supported PMs to identify programs that can be supported by the depots. I am on a personal mission to move as many programs as are feasible from contractor logistics support arrangements to support by the Army’s soldiers and organic industrial base. I believe that is the right thing to do for many reasons, not the least of which is lower cost of support to the Army. Some candidates include PAC-3 missiles, THAAD and AH-64E unique components.

Q: When you look at the Army’s helicopter fleets, does the age of the fleet cause you An aging Army helicopter fleet is a concern, but investments in maintenance have allowed the fleet to meet mission requirements. any pause? What is your approach to man- [Photo courtesy of U.S. Army/by Captain Andrew Cochran] aging the required readiness requirements Kiowa will be in Army formations for a couple more years, so when looking at the maintenance requirements? we must maintain them appropriately and keep them combat ready, should a contingency mission arise.

A: The age of the fleet is a concern, but our aircraft continue to meet mission requirements and readiness targets precisely because of the Q: What is AMCOM’s role in foreign material sales (FMS)? maintenance investments we have made over the past 10 years.

I am speaking, of course, of the reset program, which AMCOM A: All of our supported program managers have FMS programs, has managed since 2004 and which has, without question, extended some of which are quite large. We have a dedicated staff element, the lifespans of our fleets. The reset program’s approach—complete the Security Assistance Management Division (SAMD), that supteardown, thorough cleaning, structure and frame inspections, and ports FMS sales, equipment delivery and sustainment. Our SAMD repairs to airframes and components as needed—has proven to be personnel are professional logisticians who specialize in security tremendously effective in improving an aircraft’s readiness track assistance work, which is quite demanding and has a unique set of record and in finding issues that normal maintenance practices requirements that cannot be learned overnight. would not likely spot.

Our SAMD supports FMS programs for current systems, such as Add to this AMCOM’s corrosion control and prevention proPatriot and Apache, but they also support the sustainment of systems gram, which provides both training and solutions to the corrosion that the U.S. Army no longer uses, such as the Cobra attack helicopter challenge, and it’s clear that a proactive approach to performing and the Hawk and Chapparal missile systems. maintenance is the key to success. The success of reset has led Aviation and Missile FMS programs are present in some form in to another AMCOM-managed program called airframe inspection 82 countries around the world, and the dollar value of these programs maintenance and sustainment, which provides a reset-like mainterivals the total dollar value of AMCOM sustainment efforts to the Army, nance effort to aircraft that have not deployed to combat. The best so we play a very large role in this key component of U.S. national example is our training aircraft at Fort Rucker—the AIMS Pilot security policy. program started with Fort Rucker aircraft and found structural damage and fatigue. We are working issues as we find them, and Q: Any closing thoughts? this approach will extend aircraft service lives sufficient to enable a successful transition to the next generation of Army rotary-wing A: I deployed an attack helicopter battalion to combat in both Afghaniaircraft. stan and Iraq, and later deployed a combat aviation brigade to combat in Afghanistan.

Q: Kiowa, for one, still hangs in there? How is that platform fitting We could not have succeeded in our missions without the support into your sustainment and support plan? that AMCOM provided. When my soldiers needed rapid and agile logistics support, AMCOM was there for them.

A: As you probably know, the Army plans to retire the Kiowa fleet as It is now my turn to give back to the Army by doing our very best part of the Aviation Restructuring Initiative (ARI). to provide the same level of support to the soldiers manning our aviaWe are deeply involved in the planning and execution of ARI, tion and missile systems today. I am proud to serve in AMCOM and and our involvement gives us great insight into the inactivation our outstanding team of professionals will continue to reach out to schedules of Kiowa-equipped units. We are balancing available our customers to learn their logistical requirements and deliver the resources to keep readiness levels high for these units, right up to support they need. O the moment when they begin inactivation and equipment turn-in.

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SUPPLY CHAIN

Compiled by KMI Media Group staff

Aircraft Combat Logistics Support Boeing and the U.S. Defense Logistics Agency (DLA) signed the second phase of a performancebased contract that reduces combat logistics support costs while enhancing warfighter readiness.

Under terms of the contract, Boeing will provide support for 11 different aircraft, including the F/A-18 Super Hornet; AH-64 Apache;

AV-8B Harrier; B-52 Stratofortress; C-17 Globemaster III and associated ground support equipment.

Work will be administered from St. Louis.

“Warfighters executing their missions rely on their systems being ready when they need them,” said Julie Praiss, Boeing vice president, tactical aircraft and weapons

Apache M-TADS Support Lockheed Martin received an $82 million performance-based logistics (PBL) contract in December from the U.S. Army for AH-64 Apache helicopter Modernized Target Acquisition Designation Sight/Pilot Night Vision Sensor (M-TADS/PNVS) system sustainment.

The firm-fixed-price contract is the foundation for a comprehensive sustainment solution that enables M-TADS/PNVS mission readiness, reduces operation and support costs, and drives reliability and maintainability improvements. This is the third of three one-year options that support the initial $111 million PBL contract awarded in 2012.

“The partnership between the Army Aviation and Missile Command Logistics Center and Lockheed Martin has built a comprehensive logistics solution that consistently meets or exceeds required aircraft readiness rates,” said Rob Breter, Apache PBL senior program manager at Lockheed Martin Missiles and Fire Control. “During its peak operational tempo of more than 200,000 flying hours, the M-TADS/PNVS PBL program averaged a worldwide supply availability rate of 98 percent, increasing mission readiness for the aircrew.”

M-TADS/PNVS provides Apache helicopter pilots’ long-range, precision engagement and pilotage capabilities for mission success and flight safety day or night, or in adverse weather conditions. Lockheed Martin has delivered more than 1,300 M-TADS/PNVS systems to the U.S. Army and international customers.

The Apache PBL team was honored with the 2011 and 2013 Secretary of Defense PBL Awards recognizing outstanding achievements in providing soldiers with exceptional operational support. The M-TADS/PNVS program received the subsystem-level PBL award, which is one of three presented annually to recognize government/industry teams that have demonstrated outstanding achievements.

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support. “In addition, our customers have said they need greater value in their logistics support. Providing improved performance at lower cost is what Boeing is all about.”

The contract, worth $223 million, is the second of two awards under a five-year agreement signed in September 2014. The total contract value is $516 million. DLA

has a follow-on option for an additional five years.

This long-term partnership resulted from a 2012 DLA industry challenge to reduce costs by 20 percent and improve overall supply performance. Boeing and the DLA continue collaborating on new ways to streamline processes, enhance performance and improve affordability.

USSOCOM Seeking Support Activity Contractor Program Executive Office (PEO) Special Operations Forces Support Activity (SOFSA) is the U.S. Special Operations Command’s dedicated total life cycle sustainment activity that provides the SOF community with rapid, responsive and cost-effective global logistics support services. PEO SOFSA provides a broad spectrum of logistical support services utilizing three core competencies; 1.) Streamlined design and rapid prototyping, 2.)

Production, modification and integration, 3.) Life cycle sustainment activities. Some of the specific activities conducted by PEO SOFSA include dedicated supply chain management and maintenance for SOF peculiar systems and equipment; aviation, ground and maritime platform integration, modifications and sustainment; and expeditionary field support services worldwide. PEO SOFSA also provides these services for other non-SOF Department of Defense and other government agencies as requested to maintain critical capabilities and provide Better Buying Power solutions for the command.

PEO SOFSA is located at Bluegrass Station, Lexington, Ky., and is one of eight executive offices within the Special Operations Research, Development and Acquisition Center office,

headquartered at MacDill Air Force Base in Tampa, Fla. The cornerstone of this contractor logistics support (CLS) effort is located in Lexington, Ky., with other key facilities, personnel and equipment located in strategic areas both within and outside the continental United States. The PEO SOFSA contract provides flexible and highly responsive logistics support services to fulfill the logistics readiness requirements of USSOCOM. The objective of this contract is to provide rapid, worldwide response through comprehensive CLS. In concert with the Joint Publication 1-02, the contract scope is defined as the joint definition of logistics: the science of planning and carrying out the movement and maintenance of forces. In its most comprehensive sense, those aspects of military operations which deal with: a. Design and development, acquisition, storage, movement, distribution, maintenance, evacuation, and disposition of materiel; b. Movement and evacuation of personnel; c. Acquisition or construction, maintenance, operation, and disposition of facilities; and d. Acquisition or furnishing of logistics services.

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Readiness Game Changer

Q& A

Leadership Development, Readiness and Army Operating Concept/Force 2025 Lieutenant General Gustave F. Perna U.S. Army Deputy Chief of Staff, G-4 Logistics Lieutenant General Gustave F. Perna assumed duties as the U.S. Army’s deputy chief of staff, G-4, on September 18, 2014. He oversees policies and procedures used by 270,000 Army logisticians throughout the world. Prior to joining the Army staff, he served for two years as deputy chief of staff, G-3/4, U.S. Army Materiel Command.

Perna’s other command assignments include: commander, Joint Munitions Command and Joint Munitions and Lethality Lifecycle Management Command, responsible for the life cycle management of $40 billion of conventional ammunition; commander, Defense Supply Center Philadelphia, Defense Logistics Agency, responsible for the procurement of more than $14.5 billion worth of food, clothing, textiles, medicine, medical supplies, construction and equipment items for America’s warfighters and other customers worldwide; commander, 4th Sustainment Brigade, where he deployed the brigade to combat operations during OIF 05-07; commander, 64th Forward Support Battalion, 3rd Brigade, 4th Infantry Division, Fort Carson, Colo., where he deployed the battalion to combat operations during OIF I; deputy commanding officer, 64th Corps Support Group, 13th Corps Support Command, Fort Hood, Texas; and commander, B Company, 143rd Ordnance Battalion, Aberdeen Proving Ground, Md. Perna’s key staff assignments include: director of logistics, J-4, U.S. Forces-Iraq, responsible for sustainment plans and policies for strategic and operational logistics to sustain coalition and joint forces; executive officer to the director of the Defense Logistics Agency, supporting the director’s mission of providing Army, Navy, Air Force, Marine Corps and other federal agencies with logistics, acquisitions and technical services support; ordnance branch chief, Human Resources Command; DISCOM executive officer and G-4, 1st Cavalry Division, where he deployed to Bosnia; 544th Maintenance Battalion support operations officer and battalion executive officer, 13th COSCOM; and G-4 maintenance officer, 13th COSCOM, where he deployed to Somalia as a member of Joint Task Force Support Command.

He graduated from Valley Forge Military Academy with an associate degree in business administration. Graduating as a distinguished military graduate, he was commissioned as a second lieutenant, infantry officer. He earned a bachelor’s degree in business management from the University of Maryland and a master’s degree in logistics management from Florida Institute of Technology. His military education includes: Infantry Officer Basic Course, Ordnance Officer Advance Course, Logistics Executive Development Course, Support Operations Course, Command and General Staff College and Senior Service College.

His awards and decorations include: Distinguished Service Medal with Oak Leaf Cluster, Defense Superior Service Medal with Oak Leaf Cluster, Legion of Merit, Bronze Star Medal with Oak Leaf Cluster, 16 | MLF 9.2

Defense Meritorious Service Medal, Meritorious Service Medal with four Oak Leaf Clusters, and the Parachutist and Air Assault Badges.

Q: You have been the Army G-4 for about six months. Can you talk about your priorities and logistics leadership?

A: When I first met the Army G-4 team, I was immediately impressed with the high level of energy and the significant work being done to support formations on all continents and to restore and sustain readiness across the Army—not to mention other major projects like divesting equipment, repositioning and modernizing Army prepositioned stocks, creating equipment activity sets, and fielding GCSS-Army.

What I am doing now, in conjunction with a great G-4 leadership team, is making sure we keep our efforts synchronized through a strategic vision that is focused five or more years into the future. We do that in several ways. First, we talk constantly about the importance of focusing on what is really important, and that is the Army chief of staff’s five priorities: adaptive Army leaders for a complex world; a globally responsive and regionally engaged Army; a ready and modern Army; soldiers committed to our Army profession; and the premier all-volunteer Army. I often tell the G-4 team that everything we do must be connected to those priorities. If a program, policy or meeting doesn’t support those priorities, we don’t need it!

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development, readiness and Army operating concept/Force 2025. Each of these lines of effort leads to a strategic outcome directly supporting the CSA’s priorities—we are orienting all major internal processes and meetings around them. And when the G-4 staff develops objectives in support of our lines of effort, they must have metrics to measure our progress toward the strategic outcomes and the CSA’s priorities.

Finally, I have authorized every G-4 member to challenge the status quo. Just because something worked successfully while supporting a largely static, FOB [forward-operating base]-based war in Iraq or Afghanistan does not mean it will work when we need to project large, trained and ready formations on short notice to austere expeditionary environments. I have asked my team to continually take a hard look at Army log structure and processes, and advise me on areas that require change or improvement as we transition from 13 years of war to the ready and modern, globally responsive Army the chief describes.

year, there was less than $7 billion worth of equipment remaining in Afghanistan. Last year, we had 87 bases in Afghanistan; today, we have 25. Last year, we had 18,000 vehicles on the ground; today, there are 5,000. We won’t leave Afghanistan like the Soviets, with equipment scattered everywhere. We are responsible allies and responsible stewards of the equipment the taxpayers have given us.

Getting equipment out of that region was unprecedented in complexity, and I am really proud of the incredible work our young sustainers have done so far under very trying conditions. They had difficult ground, air and sea routes; they faced constant targeting by the enemy; there were budget constraints—and yet they still found a way to do it.

They are the adaptive leaders and professionals the Army needs in a complex world. Our mission is not over, though. We still have about 10,000 personnel on the ground who need our support as they train Afghan forces. We still have retrograded equipment to repair.

Q: Clearly, the Army is facing a time of decreasing resources but increasing requirements. How is this impacting the logistics community? What are your primary concerns in this time of transition?

Q: The Army is now a couple of years into its 2012-2022 Organic Industrial Base Strategic Plan. How is the plan holding up to the real world?

A: The dynamics you described are definitely affecting the logistics community, as they are the rest of the Army. From a logistics perspective, what I am most concerned about is our ability to perform operational logistics on the battlefield. Thirteen years of FOB-based logistics and largely predictable deployments have allowed some key logistics skills to atrophy—like the ability for soldiers (not contractors) to provide logistics to a large mobile force, and our ability to deploy large units with all their equipment, on short notice, somewhere besides Kuwait and Afghanistan.

The risk generated by these atrophied skills will be exacerbated if we don’t get relief from sequestration, because sequestration would limit our ability to re-train ourselves. The last time we faced sequestration, in 2013, we had to cancel many training exercises, and only a few brigades were ready for an unexpected crisis. We learned from that. If we have to cut again, the chief’s priority is to protect major training events like combat training center rotations—although we don’t know for sure that Congress will allow us flexibility to prioritize where we do and don’t take cuts. As some would recall, in 2013 we had to reduce every program by an equal percentage.

Sequestration would also hurt our reset efforts. We are bringing $30 billion in equipment out of Afghanistan, including our most modern vehicles, helicopters and communications gear. The equipment served our soldiers well for many years of combat, but now it needs to be repaired before being put back into soldiers’ hands again.

Sequestration would impede this effort by requiring us to slow or stop repairs being done at our depots and arsenals. Repair delays would make it much harder to fill critical shortages across the Army; slow or stopped production lines would generate turbulence and decreased morale within our depot and arsenal workforces.

Weathering this perfect storm of challenges is going to require strategic thinking and leadership at all levels within our logistics units and commands.

A: The plan remains viable, and we are on track. The 2012-2022 Organic Industrial Base Strategic Plan provides the necessary strategic roadmap and management oversight to ensure our depots and arsenals remain viable, effective and efficient as the Army draws down combat operations.

Lieutenant General Michael Williamson [principal military deputy to the assistant secretary of the Army (Acquisition, Logistics, and Technology)] and I co-chair the Army’s Organic Industrial Base Corporate Board. This is the forum where we review the health of Army depots and arsenals. As a newcomer to this review process, I will tell you that I am impressed with the work that has been done so far. We have applied the right focus.

We are transitioning from our dependence on wartime funding and building an affordable base program budget. We reduced our core depot maintenance requirements, aligning them to the Joint Chiefs of Staff war-fighting scenarios and force structure reductions. We prioritized and resourced capital investment projects to ensure the facilities are modernized sufficiently to sustain new weapon systems. We developed policies that improved workload planning and execution.

We continue to size the depot and arsenal workforces to a level that sustains the Army’s core critical manufacturing requirements. Our continuous collaboration across DoD and industry has resulted in weapon system efficiencies and increased public-private partnerships.

Q: Does the Army have the right number of depots?

Q: Last year there was about $15 billion in Army equipment still in country—down from almost $30 billion the year before. Where is the Army in the retrograde, and is everything on track?

A: We are looking at that now. In the last 13 years, our depots and arsenals had sufficient capacity to meet all the requirements of two wars, and they performed magnificently. As we transition to an Army capable of meeting challenges in 2025, we are collaborating with the Army G-3 to determine if there will be changes to war-fighting scenarios or equipment densities that would suggest different capacity requirements. Additionally, if sequestration remains law over the next few years, that will have an impact on depot workloads, most likely driving workloads down. If that is the case, we will need to figure out how to resolve the difference between available and required capacity.

A: The Army ought to be applauded for the huge amount of work it has done supporting the drawdown. We are on track. As of the first of this

Q: Would there be any synergy gained by combining some depot-type functions of the services together into joint depots of some kind?

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A: It is going on now. DoD has set up a depot source of repair process, where we work with our sister services to identify the most economical way to take advantage of existing capabilities.

For example, the Army repairs rotary-wing aircraft at Corpus Christi Army Depot for the Navy and Air Force; we repair M1 tanks at Anniston Army Depot for the Army and the Marine Corps; and at Tobyhanna Army Depot, we do all DoD missile guidance work for the Army, Navy and Air Force. Conversely, we rely on the Air Force to repair Army unmanned aircraft systems airborne platforms, while the Army repairs ground radar/communications components for these systems. This type of synergy takes advantage of each of the services’ core competencies without duplicating capabilities.

Q: Can you give me an update on GCSS-Army implementation? Is Wave 2 still on track for 2015?

A: GCSS-Army implementation is on track. By December of this year, we will have fielded Wave I of GCSS-Army at 300 of the planned 315 warehouses worldwide. It replaced the Standard Army Retail Supply System. We anticipate Wave 1 to be totally complete by the end of March 2016.

Wave 2 is much larger and more complex, and it is also on track.

With Wave 2, we will be replacing more than 2,200 property books and 12,500 unit supply records within the Property Book Unit SupplyEnhanced system. Wave 2 also replaces the Standard Army Maintenance System at over 10,000 maintenance sites. Fielding began

in January, and over the next two and a half years we will convert every supply room, motor pool and property book office in the Army.

Once in place, GCSS-Army will dramatically change how the Army manages our supply chain and tactical equipment fleets. It will link financial and logistics actions for the first time, allowing the Army to meet Congressionally-mandated financial auditability goals.

Q: How has the focus on operational energy altered the way the Army approaches energy sources, use and acquisition?

A: The Army approaches operational energy as a force-multiplier— efficient and effective use of energy enhances force protection as well as enabling us to get more performance, range and endurance from our equipment. The wars in Iraq and Afghanistan showed us how absolutely critical energy is to war fighting, and how difficult it is to deliver energy across the battlefield. Additionally—and unfortunately—those wars reminded us of the risks inherent in any logistics operation that requires soldiers to travel great distances to deliver commodities. That is why one of our chief focuses for operational energy is reducing energy requirements, so we can also reduce the requirement to physically transport fuel and energyrelated items.

For this reason, as well as our desire to be good stewards, we need to become more efficient in terms of energy usage. That means using less fuel, less water and getting more out of our batteries. It also means we need to focus on renewable energy sources such as

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wind and solar, which can make energy available at the point of consumption instead of being delivered from somewhere else.

We are developing portable shelters that are more energyefficient and generators and power grids that are optimized for peak efficiency. We’re improving engines and transmissions to make vehicles and helicopters more efficient. The efficiency enhances mission capability with additional range and duration, in many cases creating a more capable combat force. We are also looking at rechargeable batteries that can be recharged at forward bases, significantly reducing the cost and burden of procuring new batteries. We believe this work will yield savings in many areas, including soldiers’ lives.

Q: I understand you have been travelling to Army installations and talking about leadership development. How do you build a bench for future logistics leaders?

A: Leadership is people business, not email business. Since G-4 policies and decisions impact every soldier in the Army, every chance I get I like to get out of the Pentagon and talk to soldiers and civilians—to meet them, understand their challenges and understand what they do every day.

Those visits remind me that the Army is different from corporate America in that we cannot hire seasoned talent and make them colonels or generals. We must grow our own professionals, build our own bench. We do this through aggressive talent management,

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assigning the right leaders to assignments that will capitalize on their knowledge, skills and experience while developing them for potential future opportunities. We should be doing this at all levels across the Army’s logistics enterprise, from the Pentagon down through forward support companies. It is also important that we keep investing in our schoolhouses—including the important resource of quality leaders like we have there now—so the formal schooling part of developing future logistics leaders is taken care of.

Q: Any closing thoughts?

A: Recently, a soldier I served with in Iraq in 2005 was promoted from first lieutenant to captain. His name is Michael Thomas. He was the night operations NCO, and after the nightly brief I never slept, so I would spend time with him at the operations center.

When things were slow, we’d talk and got to know each other. He had been a drill sergeant at the beginning of the two wars, transforming civilians to soldiers in nine weeks. During his 17 years as an NCO, he went to school, earned his degree and now is an officer, well-prepared to lead our new generation of warriors.

Captain Thomas exemplifies what the chief means when he talks about soldiers committed to our Army profession. It is such an honor to serve with soldiers like him, and with all of the great members of our logistics community, both military and civilian. Working with people of character, competence and commitment—that is what makes our Army so special. O

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The Push—U.S. military retrograde from Afghanistan Phase 1.

In early 2011, there were nearly 100,000 U.S. servicemembers and more than 90,000 civilians and contractors in Afghanistan supporting Operation Enduring Freedom.

In June 2011, President Barack Obama announced the drawdown plans for Afghanistan, a cessation of combat operations by the end of 2014.

As a result of that drawdown, about 9,800 U.S. servicemembers remain in country as part of Operation Resolute Support (ORS).

The ORS mission is aimed at training, advising and assisting Afghan forces, but leaving security to the Afghans.

Bringing the U.S. presence in Afghanistan down from 100,000 troops to 9,800 was a monumental task that required more than sending servicemembers home. As part of the withdrawal, all the gear deployed over the past 13 years had to go: combat vehicles, weapons systems, office equipment and mission-support equipment.

Additionally, the 200 to 300 military bases that were in use since 2001 needed to be returned to their natural state—desert in some cases. Other facilities had to be deconstructed to satisfy the requirements of those who would eventually receive them: the Afghan government or Army.

A “team of teams” was required to tackle this monumental mission; no one command or agency could do it alone.

The leader of the “team of teams” in Afghanistan was the International Security Assistance Forces and United

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By C. Todd Lopez

States Forces-Afghanistan (USFOR-A). They were the leaders and planners that gave the directive and provided the guidance for the equipment reduction process.

Orchestrating the execution and assisting USFOR-A with the planning of this enormous mission on the ground in Afghanistan was the U.S. Army Central’s 1st Sustainment Command (Theater).

The “team of teams” in Afghanistan included support from a joint force, which included soldiers, sailors, airmen, marines, DoD civilians and contractors who operated under the mission command of the 1st TSC. To accomplish the mission, 1st TSC and USFOR-A depended heavily upon the strategic partnership with Army Materiel Command, Defense Logistics Agency, U.S. Transportation Command, Military Surface Deployment and Distribution Command, United States Central Command J-4, CENTCOM Deployment Distribution Operations Center, Army G-4, Assistant Secretary of the Army for Acquisition, Logistics and Technology and others. “Our relationship with these strategic partners was the key to success,” said Major General Darrell Williams, commander, 1st TSC. “This is the ultimate team sport.”

Since June 2013, the 1st TSC and its strategic partners executed their part of Operation Drumbeat (ODB)—run by USFOR-A—to close out America’s 13 years of combat operations in Afghanistan. The 1st TSC portion of that mission was called Operation Reliable Tempo (ORT). “The team was already doing an excellent job of executing Reliable Tempo when I assumed command in January of 2014,” said Williams.

Not all equipment left Afghanistan, Williams said. Some equipment, based on estimates regarding the cost of shipping gear home, stayed in country to be sold or disposed of. That was a task that Williams said the Defense Logistics Agency proved indispensable in achieving.

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Equipment deemed obsolete or not required for future Army readiness was transferred to the Afghan National Security Forces to increase their readiness or disposed of in Afghanistan in order to avoid transportation expenses.

Equipment is returned to the United States and into the Army inventory for future contingencies and training missions. Army Materiel Command will reset and redistribute the equipment to units based on priorities established by Department of the Army, said Williams.

“Operation Reliable Tempo was a critical link in the process of moving equipment from Afghanistan and ultimately back into the hands of our soldiers and building Army readiness,” said Williams.

Williams said that in their execution of ORT, the 1st TSC planners and those responsible for executing the mission kept in mind that all materials brought into theater by American forces were paid for by American Soldiers from the 349th Quartermaster Company, attached to the Fort Bragg, N.C.-based 82nd Sustainment Brigade-U.S. taxpayers. The 1st TSC had a responsibility to ensure Central Command Materiel Recovery Element, use a pallet jack to move boxes of supplies at the Kandahar Airfield, materials were brought home or that the value was Afghanistan, retrosort yard. [Photo courtesy of U.S. Army 82nd SB-CMRE Public Affairs, by Sgt. 1st Class Jon Cupp] returned to the Army. That is called ‘responsible retOperation Reliable Tempo was the 1st TSC’s formal effort to rograde’. ensure the logistics enterprise, “Team of Teams,” understood not Also part of the 1st TSC’s responsibility was the reduction of only the new USFOR-A mission, but also how the 1st TSC commilitary bases to return them to the Afghan people. mander saw the orchestration of all support agencies in support of “As you looked around those base camps, you were essentially in USFOR-A. a small city,” Williams said. “In some cases, we literally had to turn

By September 2013, ORT had reached Phase 2. According to it into the desert as it was when we first found it.”

Major General James M. Richardson, who served as the commander In larger places, like Kandahar Air Base and Bagram Air Base, “it of USFOR-A from June 2012 to March 2014, Phase 2 was the busiest was a combination of reducing portions of the large bases to their time for the operation—the most equipment was moved, and the original state and transferring them to our Afghan partners. It was most bases were shut down. and continues to be an enormous effort,” said Williams.

“Phase 2 began right after the summer,” Richardson said. “This At the same time they retrograded equipment from Afghanistan was a big push to get our equipment out. There was a lot of coordinaand assisted in shutting down base camps, the 1st TSC continued to tion and synchronization with Army Materiel Command, U.S. Transprovide logistical and sustainment support to the TAA mission and portation Command and all our enablers—it was mindboggling.” the other units conducting retrograde operations.

Richardson said that they were used to moving around 400 to The 1st TSC had to conduct retrograde operations during an 500 pieces of rolling stock, or vehicles, out of theater each month. In ongoing war at the same time they retrograded their organizational Phase 2, that throughput increased substantially. units—in effect, painting themselves out of the room.

“We were jumping up to 1,500 to 2,000 pieces a month,” Rich“On the one hand, we were supporting the ODB plan,” Williams ardson said. “There were challenges. With the great support of our said. “And then on the other, we were retrograding ourselves—perenablers, we were able to overcome those challenges and meet our sonnel and equipment. That was a daunting task.” objectives.”

Like ODB, of which it is a part, ORT was divided into four phases.

One of those challenges had been how to get cargo out of AfghaniIn June 2013, when ODB began, the 1st TSC hadn’t developed their stan, Richardson said. Equipment had been leaving Afghanistan by air operations order that would allow them to carry out their portion or by ground through the Pakistan ground lines of communication. of the plan. That lack of direction for executing ODB was quickly “The majority of ground equipment went through PAKGLOC,” remedied, said Major General Duane A. Gamble, who served as the Richardson said. “Many times the borders were closed and it would deputy commanding general of the 1st TSC from July 2013 through back our equipment up. Those challenges meant we had to work with July 2014.

U.S. Transportation Command to take that equipment we thought “When I arrived in early July, USFOR-A’s ODB order was operawould originally go by ground, move it back to Bagram or Kandahar, tional. The first thing I asked was, ‘Where is the 1st TSC’s order?’ We and then fly it out.” didn’t have one. The TSC spent much of Phase 1 writing our order Also in Phase 2, planners with the 1st TSC planned for the end of to support ODB with a synchronized effort not only for the TSC, but ORT, in preparation for ORS. also for our strategic partners. That order complemented and supPlanners expected between five and 15 U.S. military bases left in ported the ODB phasing,” Gamble said.

Afghanistan at the start of ORS. Additionally, the president had said “It was about making sure that all commanders and supporting there would be 9,800 “boots on the ground” to conduct that mission. agencies in Afghanistan understood that the USFOR-A mission was “It’s a very de-scoped U.S. presence,” Gamble said. changing, that we had to posture the force for December 31, 2014, At the time, the 1st TSC was thinking of the future, to the end of while still executing the mission,” he said. “We were still about 18 OEF and the start of ORS. months out from the end of OEF.” 22 | MLF 9.2

www.MLF-kmi.com

What kind of retrograde and base deconstruction forces would we need? “The challenge in September 2013 was planning for the uncertain future that was going to come in about 14 months,” Gamble said. “We intuitively knew that we had to plan for reduced forces and force management levels well ahead of any political decisions that would be made.”

Another critical aspect of Phase 2 of ORT involved changing the way subordinate units conducted operations and the way the bureaucracy that manages complex operations is conducted.

Tactically, Gamble said the 1st TSC had to change the procedures and processes that served Afghanistan very well for the last six to eight years of operation there. The bureaucracy—the processes, business rules and standard operating procedures that had served the Army well during the surge in Afghanistan and after—would no longer An automated logistics specialist for the 349th Quartermaster Company, attached to the 82nd Sustainment Brigade-U.S. Central Command Materiel Recovery Element, uses a rough terrain container handler to stack containers be good enough. full of equipment at the Kandahar Airfield, Afghanistan retrosort yard. [Photo courtesy of U.S. Army 82nd SB-CMRE Additionally, he said, the 401st Army Field Sup- Public Affairs, by Sgt. 1st Class Jon Cupp] port Brigade—mostly a contracted capability—wasn’t designed to conduct retrograde operations at the pace required by needed to be a change to the way “strategic transportation” happened ODB. He likened adjusting the mission of the AFSB from supporting out of theater. and equipping counterinsurgency operations to conducting retro“We set out to practice that in November and December 2013,” he grade operations at a pace never before achieved in Afghanistan to said. “We set out to pretend that December 31, 2013 was December turning around an aircraft carrier. In September 2013, the 1st TSC, 31, 2014, and that we had a hard deadline stop.” with the help of ASC and AMC began the work to make that happen.

It took time to develop the agreement, but a new, accelerated “When an aircraft carrier is cutting across the ocean going full process was necessary. By the end of Phase 2 of ORT, he said, they bore—it’s going so fast the flags on deck are cracking in the wind. It’s conducted an “accelerated retrograde proof-of-principle,” setting up an impressive display of American military power,” he said. “But then a “channel flight” to Kuwait. you put it in a harbor, where it can’t use its own engines. You have “The big phenomenal difference in Phase 2 was not only the progthese worn out tugboats bumping it in the hull to turn it around.” ress we made getting toward the end, but the procedural changes, Small, individually ineffective efforts—like that of a single tugthe increase in the transportation capacity of the 401st AFSB, the boat—is what Gamble said the 1st TSC had been trying to do to get changing of how we did strategic transportation,” he said. “We set the AFSB “turned around” and transitioned from supplying a war up Kuwait as what we call an ‘equipment intermediate staging base,’ fight to deconstructing a war fight. so we could fly equipment out of Afghanistan and hand it off to the “It took us two months to make that happen,” Gamble said. A 402nd AFSB that we have there.” return to “full steam ahead” for the 401st AFSB, in terms of changPhase 3 of ODB and ORT began in January 2014, while Phase ing its mission, meant strengthening the transportation part of its 4 of the operation began in July 2014. Operations in both phases contracted capabilities. were spearheaded by Major General Jeffry Colt, USFOR-A deputy “It wasn’t until late in Phase 2 that I came to the realization that commanding general for sustainment and Brigadier General Flem it’s really the contractor that does the transportation processing,” he B. “Donnie” Walker Jr., commanding general, 3d Sustainment Comsaid. “We needed to modify the contract and put more capacity in mand (Expeditionary) and deputy commanding general for 1st TSC, there.”

Afghanistan. O He said it took all of Phase 2—from September 2013 to January 2014 to make that change happen, but the broader logistics enterC. Todd Lopez, a DoD civilian, writes for the Army News Service prise rose to the task. AMC not only modified the contract but also and serves as the deputy chief of ARNEWS. deployed military and civilian transportation experts to quickly get to the required retrograde velocity.

Editor’s Note: This is part one of a two-part series highlighting Finally, Gamble said, a critical aspect of adjusting operations in 1st Sustainment Command (Theater) and its subordinate units’ conAfghanistan to facilitate retrograde operations involved what is now tributions to the historical retrograde effort in Afghanistan during called “enhanced options for cargo retrograde,” shortening the time Operation Reliable Tempo. The 1st Sustainment Command (Theater) it takes to get equipment out of theater. provides Single Sustainment Mission Command to Army, Joint and “We were operating in a system that assumes you have 60 days Multinational Forces in support of U.S. Central Command Unified from the time you turn in until the time you can ship,” Gamble said.

Land Operations in order to enable the combatant commander’s “But one day, we’re not going to have 60 days. So that day is probably ability to prevent, shape and win our nation’s wars.

November 1, 2014. So what are we going to do when we don’t have 60 For more information, contact Editor-in-Chief Jeff McKaughan days? We needed a different process.” at jeffm@kmimediagroup.com or search our online archives for related stories Gamble said that the 1st TSC worked with U.S. Transportation at www.mlf-kmi.com.

Command and U.S. Central Command, letting them know there www.MLF-kmi.com

MLF 9.2 | 23

Laptops and tablets get more rugged.

Rugged devices are essential for military personnel. Laptops deployed in the field or in theater are used for a variety of mission-critical operations and often subjected to a variety of challenging environmental conditions.

“As the Army continues to evaluate and now field small form factor, handheld and tablet-based technologies that are touchscreen-centric, it is essential that the systems can hold up in austere environments in high operational tempo situations,” remarked Paul D. Mehney, U.S. Army Program Executive Office C3T, director, Public Affairs.

The operational scenario drives the requirements for the systems. “For instance, if a tablet is mounted in a vehicle, the requirement may be for a rugged system with shock and vibration requirements,” he said. “But if the system is a handheld, the requirements are most likely going to be greater given the system is not mounted and has the potential to be dropped or encounter damp environments.”

Devices need to sustain drops, falls, bad weather, dust/dirt, vibration from use in helicopters, boats and land vehicles, or other difficult conditions. Ruggedized technology, particularly personal technology like notebooks and tablets meant to enhance mobility, is critical to ensure consistent uptime so servicemembers can accomplish their mission.

These notebooks are often deployed in locations where service and replacement parts can be challenging, so a notebook designed to withstand difficult conditions and extreme temperatures is required to deliver continuity of critical operations. Consequently, troops need a reliable device that can handle their environment so they can complete the job.

Consequently, Army programs of record and non developmental efforts are both working with handheld and tablet vendors to ensure military modifications are made, if applicable.

Rugged Standards DoD sets standards for mobile devices to meet levels of security and durability.

24 | MLF 9.2

By Karen E. Thuermer MLF Correspondent

water. One such rating is the IP65 (water“The technical standards for a system resistant and dustproof). are based on the operational requirements “The Common Hardware Systems effort and the operational scenario in which the refers to the MIL-STD-810G, Environmental system will be used,” commented Mehney.

Engineering Considerations and Laboratory The Army’s Common Hardware SysTest standard when reviewing and assessing tems effort, managed by Program Executive tactical hardware ruggedization and environOffice C3T, works with vendors to seek out mental specifications of a system,” explained applicable tablet and handheld capability for Mehney. “This standard outlines roughly 30 a variety of military customers. environmental variables that a military sysMIL-STD-810G is the latest equipment tem may encounter and provides the baseline testing standard for military devices. of systems environmental specifications.”

“The Common Hardware Systems effort refers to the MIL-STD-810G, Environmental Engineering Considerations and LaboProduct Offerings ratory Test standard when reviewing and assessing tactical hardware ruggedization Dell Rugged independently certifies its and environmental specifications of a sysdevices via a vendor-agnostic third party. tem,” explained Mehney. “This standard “We post those results on dell.com/rugged to outlines roughly 30 environmental varimake sure not only that we’re being transparables that a military system may encounter ent but also that we’re exceeding our cusand provides the baseline of tomers’ expectations for the systems environmental specdurability of our products,” ifications.” commented Patrick SeidenThey include items such sticker, director, Dell Rugged as drop, water, vibration, Mobility. extreme temperatures, dust, Dell Rugged incorporates shock, solar, salt/fog and a variety of technologies to more to fully test a solution’s ruggedize its notebooks and durability. ensure consistent operation To become certified, in challenging conditions. devices must pass a variety “With regards to protecPatrick Seidensticker of tests to determine how tion against dust and water, they will hold up during difwe use a combination of comferent conditions such as extreme temperapression gasketing and knife-edged sealing tures, vibration and impact. These tests are techniques to secure the doors and main designed to confirm that every part of the chassis areas,” Seidensticker explained. device, from the screen to the keyboard to For drops, shocks and vibration, the the internal components, can withstand the company relies on unique chassis materials, real-life situations in which servicememspecific motherboard architecture and an bers work. external bumpering system. “For extreme In addition to the MIL STD 810G certitemperatures, our fourth-generation quadfications, fully-rugged notebooks also meet cool fan-based system ensures full system other standards such as MIL STD 461F performance in temperatures ranging from (emissions certification) and ANSI 12.12.01 below zero degrees Fahrenheit to over 140 for operation in potentially combustible degrees Fahrenheit,” he added. “Additionally, hazardous locations. In addition, there are our LCDs are externally protected with an international standard IP (Ingress Protecimpact-resistant cover.” tion) ratings that classify how well electrical Panasonic devices, which are currently enclosures are protected against dust or being used by every branch of the US military, www.MLF-kmi.com

come equipped with a fully-rugged, sealed design certified to meet MIL-STD-810G and IP65 specifications for resistance to drops up to 6 feet, water, dust and other elements.

Panasonic has introduced technology to make its laptops and tablets more durable and water- and drop-resistant. For one, the LCD screens on all of its rugged devices are sealed for water, and a strengthened glass that has higher resistance for drops and cracks is utilized. All displays that have a touchscreen, whether a laptop or tablet, use chemically strengthened glass. In addition, Panasonic uses screens that are brighter and look better in an outdoor environment while still providing rugged protection. Also making Panasonic devices more durable than other devices, regardless of their glass type, is the way that the company mounts its display and touch panel in the product.

“There are big differences between ruggedized/durable devices on the market, and it is important for military personnel to understand which devices will serve them best on the job,” said James Poole, director of DoD sales, Panasonic System Communications Company of North America. “Any product can claim they are rugged or waterproof, but lose function after a drop or water spill.”

Those devices that are truly durable will be the ones that are military certified and have undergone all of the necessary testing to ensure they can perform under extreme circumstances. For that reason, Poole recommends that any military agency purchasing a rugged laptop or tablet should always look for products that meet IP ratings and military standards. “And you should ask to see the test results,” he said.

More Rugged Details Given military needs, suppliers are working hard to provide more durable laptops and tablets whose screens are more dropand water-resistant without increasing size, weight or cost significantly.

“We’ve learned a great deal through multiple generations of rugged notebook design at Dell, and we’ve applied what we learned to develop and enhance the ruggedization of our notebooks without significantly adding weight and cost,” Seidensticker commented.

Case in point, Seidensticker points out that Dell’s latest generation of rugged notebooks are lighter and more cost-effective than ever before. “We have a customdesigned research and development lab where we constantly subject our notebooks www.MLF-kmi.com

to challenging conditions they would face In the past, a rugged device may have in the field.” Engineering elements such required a compromise on performance to as chassis design, chassis materials, cable improve durability, but now that gap is closmanagement, thermal design and others ing. significantly increase durability without sac“Today’s rugged devices have weights rificing weight. comparable to a consumer tablet while offer“At Dell Rugged, we take a holistic view ing the same level of performance,” reported to notebooks designed for durability,” SeidenPoole. sticker added. “That means we focus on There’s also a continuing trend regardall areas, including hinges, doors, handles, ing storage options based on SSD technoldocking connectors, etc.” ogy. “This technology has no Dell Rugged uses a testmoving parts, making devices to-fail methodology, so that more survivable than tradialthough the company pubtional HDD design,” remarked lishes a MIL STD 810G report, Seidensticker. its notebooks are tested and Dell is also focusing on often exceed the posted specicycle testing of all moving fications. parts in its notebooks. One “Our goal is to design example is the design of hinge notebooks that survive and elements that can deliver perform when subjected to 150,000 cycles during the life James Poole conditions in the real world, of the notebook. not just to a list of rugged “Other areas that we are specifications,” Seidensticker emphasized. constantly engineering for refined perforPanasonic’s fully-rugged laptops and tabmance include wireless capabilities, outdoor lets are built using a magnesium alloy, which viewability, touchscreen operation, enhanced contributes to their durability without addsecurity of both the hardware and software ing significant weight. Water resistance is resident on the deceives and docking compatprovided by their fully-sealed designs, which ibility across lines, just to name a few of these does not significantly contribute to size, elements,” Seidensticker added. weight or cost.

Another new trend is rugged wearable “A key part of our product development device programs. “In the past, wearable comstrategy is to continue to improve product puters were custom-built as a one-off design, performance and durability and increased but now integrators in all branches of the battery life while addressing the military’s military are looking for a more rugged comneed for lighter, smaller form factor devices,” mercial solution that servicemembers can remarked Poole. wear wherever their mission takes them,” Other approaches are ongoing to make Poole said. laptops and tablets for military use more Of course, there are increasingly more durable. One feature that Panasonic has been initiatives around security and higher levels able to add in recent years is glove-enabled of security standards. Poole points to the Opal touchscreens. These allow servicemembers Storage Specification, which is an important and other users to use the touchscreens on new standard for protecting critical data on their laptops and tablets without removing hard drives. their gloves, enabling them to be more proSome areas of the military are using ductive out in the field. consumer-grade products, and have had dif“We also have enhanced our heat techficulties with product longevity and support. nology,” added Poole. “We have reduced the “Consumer-grade products only have the thermal heat within our units while mainbare minimum of security standards and lack taining durability and resistance to water government-level information assurance,” and dust.” commented Poole. “Ultimately, we’ve seen them return to the rugged enterprise-grade devices that can handle the job under virtuFuture Trends ally any circumstance.” O The trend today is tablets and smaller platforms, with the military looking for For more information, contact Editor-in-Chief Jeff McKaughan at jeffm@kmimediagroup.com lighter devices with faster performance. This or search our online archives for related stories means utilizing new, lighter and more duraat www.mlf-kmi.com. ble chassis materials.

MLF 9.2 | 25

WHITE PAPER FORUM

Compiled by KMI Media Group staff

Transportation Visibility and Metrics System (TransVM)

Risks to the DoD Materiel Distribution Pipeline

Web-based transportation management using the Leidos TransVM™ solution

DoD operates a complex, multibillion-dollar distribution system for delivering supplies and equipment to U.S. forces globally. Their goal in operating this global distribution pipeline is to deliver the right item to the right place at the right time, at the right cost. This just released report reports on weaknesses in distribution performance and identifies management of DoD’s entire supply chain as a high-risk.

The Leidos TransVM capability is a web-based, on-demand transportation management system. TransVM’s integrated set of transportation planning, execution and reporting tools can be used to reduce transportation and administrative costs while improving on-time delivery. This powerful solution integrates easily with existing in-house systems. TransVM provides full visibility for all shipments, manages shipping rates, stores paperwork electronically, manages shipping docks and more. TransVM provides the functionality you need without the complexities and expense of in-house software.

For the complete report, go to: http://bit.ly/1B7BvDp

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Introducing...

White Paper Forum

An effective way to have military logistics decision-makers, influencers and program officers follow your pioneering research and focused capabilities while driving our qualified and loyal group of readers to your website.

Elements of featured posting includes • Company name • Title of White Paper • Your unique URL • Description/Summary of your White Paper (approx. 140 words) • Image of White Paper cover Benefits to You • An effective and efficient way for you to communicate your understanding and commitment to a solution • Build credibility with senior level military logistics decision-makers • Increase traffic to your Web site through qualified White Paper readership Your Posting • 4 Featured Postings available per issue in hard copy of publication • White Paper summary and unique URL to appear on the MLF Web site for one month • After one month, White Paper to appear in archives for 3 years For more information on your White Paper submission contact: Jane Engel, Associate Publisher / (301) 670-5700 ext. 120 / jane@kmimediagroup.com

26 | MLF 9.2

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

Special SUPPLEMENT

AAR Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 www.aarcorp.com/government-defense

Northrop Grumman Technical Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . C2 www.northropgrumman.com/logistics

Advanced Turbine Engine Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C3 www.atecpower.net

Northrop Grumman Technical Services . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3 www.northropgrumman.com/performance

Dell Rugged Mobility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C2 www.dell.com/rugged

Perkins Technical Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 www.pts-inc.com

EID Passport Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 www.rapidgate.com Elbit Systems of America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 www.elbitsystems-us.com Inventory Locator Service www.ilsmart.com

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

13

Leidos . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 www.leidos.com/logistics Leidos . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 www.leidos.com/transvm Mantech International Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 www.mantech.com Perkins Technical Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 www.pts-inc.com SAIC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C4 www.saic.com Shield Technologies Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 www.envelopcovers.com SupplyCore . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 www.supplycore.com

NEXTISSUE

Calendar 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

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

June 23-25, 2015 Mega Rust Newport News, Va. www.navalengineers.org

April 20-24, 2014 I.H.S. CeraWeek Houston, Texas http://ceraweek.com/2015 May 5-7, 2015 AUVSI’s Unmanned Systems Atlanta, Ga. www.auvsishow.org/auvsi20145

September 10-13, 2015 NGAUS Nashville, Tenn. www.ngausconference.com September 14-16, 2015 Air & Space Conference National Harbor, Md. www.afa.org

The Publication of Record for the Military Logistics Community

April 2015 Vol. 9, Issue 3

Cover and In-Depth Interview with:

Rear Adm. Jonathan A. Yuen Commander, Naval Supply Systems Command and Chief of Supply Corps, U.S. Navy

U.S. Naval Air Systems Command A special pull-out supplement featuring:

• An exclusive interview with Rear Adm. Paul Sohl, Commander,

Special Section

Navy Aviation Maintenance A look at how the Navy manages heavy maintenance requirements across the fleet.

Features

Fleet Readiness Centers and Assistant Commander for Logistics and Industrial Operations, NAVAIR • A two-page organizational profile of NAVAIR A handy reference guide with a long shelf life.

F-35 Sustainment

Sustainment best practices will help meet readiness goals and keep ownership costs within standards.

Corrosion Control

Bonus DistributioN

Until composite materials can replace the steel on ships, more investment needs to be made in corrosion prevention technologies.

Sea-Air-Space • AUVSI

Insertion Order Deadline: March 25, 2015 | Ad Materials Deadline: April 1, 2015

www.MLF-kmi.com

MLF 9.2 | 27

INDUSTRY INTERVIEW Military Logistics Forum Chris Hickey Vice President of Sustainment & Support Solutions Elbit Systems of America multitude of land and air platforms. Incorporating Lean and Six Sigma tenets into every CLS facet allows us to obtain 95-plus percent mission-capable rates while receiving blue and purple contractor performance assessment reporting at competitive rates.

Chris Hickey, vice president of sustainment and support solutions for Elbit Systems of America, has over 25 years of experience in aerospace and technology industries.

Q: What does your company bring to the logistics table?

A: With over 25 years of experience, from global logistics solutions to supporting cutting-edge technology, Elbit Systems of America’s solutions are immediately available when the armed forces need them. We provide world-class customer service for a variety of air and land platforms, including component repair and overhaul, obsolescence management, product modifications and upgrades, and global maintenance contractor field team deployment. Our Sustainment and Support Solutions business “guarantees the solution is available 24-7” to assist warfighters in fulfilling their missions.

Q: How are you enhancing your operations and business methodologies to keep in step with the DoD logistics enterprise?

A: Elbit Systems of America understands the pressures on the defense budget and the premium placed on sustainment of existing systems. We work closely with the operators and invest in research and development efforts to ensure products stay on platforms longer without losing performance.

We have invested in upgrading our enterprise resource planning tools to facilitate additional responsiveness to life cycle sustainment efforts ensuring the right product, right place and right time. Finally, we invest in our people through training and development with a focus on innovation and operational excellence.

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

A: Simplification and fundamentals. Customers expect sustainable and available products and solutions delivered on time and within budget. Elbit Systems of America’s innovation processes and procedures reduce costs and shorten lead times, while 28 | MLF 9.2

Q: How important are industry partnerships in meeting your corporate objectives? performing early trades to ensure affordable sustainment options. DoD and commercial budgets are tight; we know we must provide best-value solutions which support mission sustainability while being fiscally responsible.

A: We provide customer-centric, missionready, new and aftermarket logistics solutions to every service branch. From sensors and optics to displays and maintenance activities, our products and services touch a large variety of U.S. platforms. Additionally, Elbit Systems of America supports several nonprofit organizations, such as Wounded Warrior and Fisher House, to provide additional resources to our soldiers.

A: Public and private partnerships are an important aspect of doing business with the U.S. government. Changes within DoD and budget pressures are driving competitors to partner to offer best-in-class solutions which are scalable and affordable to the customer.

Partnerships free up resources to bring new products and solutions to market.

Elbit Systems of America has partnerships with many major tier-one, two and three OEMs. This allows us to work in an integrated product team environment providing solutions to meet customer expectations quickly and efficiently. Elbit Systems of America has several public partnerships with DoD depots enabling organic repair and overhaul capabilities to be shared by the government and ensuring efficient use of facilities, personnel and resources.

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

Q: Are there improvements you would like to see made that would streamline the contracting process?

A: We place a high importance on innovation and efficiency. We recently launched our Dream, Design, Deliver initiative across the business to drive employee engagement in innovation and operational excellence.

Additionally, Elbit Systems of America aids DoD in stretching the defense budget dollar through value engineering change proposals from its repair and overhaul center of excellence located in Talladega, Ala., which is upgrading the USAF F-16 heads-up displays. Working closely with the customer to infuse state-of-the-art technology into an existing chassis, we were able to improve the mean time between failure rates while reducing life cycle costs.

Our San Antonio, Texas, facility provides worldwide contractor logistics support to a

A: Better Buying Power 3.0 is a government contracting process improvement, but challenges remain. Tighter budgets put additional pressure on realizing the real benefits of best-value contracting. In today’s competitive environment, it is easy for the contracting process to align to a low-price acceptable solution. Unfortunately, low-price, technically acceptable solutions can increase risk and reduce performance, which can result in significantly higher life cycle costs. Industry needs to do its part by providing DoD customers best-value solutions which align to mission success instead of taking on more risk to achieve lowest price. A low-cost technically acceptable solution not available upon demand can result in additional costs. O

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

chris.hickey@elbitsystems-us.com www.MLF-kmi.com

IT WILL SAVE LIVES. IT WILL SAVE BILLIONS OF DOLLARS. THERE’S NEVER BEEN AN ENGINE LIKE IT.

BRINGING MORE POWER TO THEIR MISSION.

Army troops in the fight for freedom deserve the best support we can offer. The Army’s Improved Turbine Engine Program (ITEP) will make sure they get it, specifying new combat performance, capability and efficiency standards for Black Hawk and Apache helicopters.

ATEC’s HPW3000 engine will provide increased power, enhanced dependability, rapid start capability, increased payload, and improved high/hot performance. With greater range. Burning less fuel. Saving billions of dollars. Learn more about the ITEP engine program and the HPW3000 Engine at ATECPower.net.

Smart Solutions for a Complex World.

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SAIC’s services and solutions, powered by our expertise as a technology integrator, make us ready to tackle your most complex challenges.

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