Army Implementation of Performance-Based Logistics - U.S. Army

67 Pages·2004·3.42 MB·English

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designed out of new sys-
tems, and some must be
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capabilities to reduce
stockpiles in theater.
Logistics transformation
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will also rely on informa-
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ity management and real-
time tracking of supplies
When my staff and I sat down to plan the 2002 Army and equipment. The
Acquisition Workshop, which was held this past August in Objective Force systems
Norfolk, VA, I noticed that the draft agenda was focused pri- must achieve mainte-
marily on acquisition. “Where's logistics? Where's technol- nance efficiencies through
ogy?" I asked. We then revised the agenda to reflect the total increased reliability and
responsibilities of the Office of the Assistant Secretary of the commonality across joint
Army for Acquisition, Logistics and Technology. Wimpy D. formations—in chassis,
Pybus, our Deputy for Integrated Logistics Support, was repair parts, fuel, munitions, and components. The trans-
added to describe the importance of logistics in program formation in logistics will change the way the Army trans-
life-cycle management. Dr. A. Michael Andrews II, our ports, maintains, and sustains its people and materiel.
Deputy Assistant Secretary for Research and Technology As critical as logistics transformation is to the Objective
and the Army's Chief Scientist, was also added to describe Force operational success, it is also important to remember
the issues around technology transition. These changes in that the path to Objective Force capabilities is through sci-
program content provided our program executive officers, ence and technology (S&T). As our warfighters say, S&T
program/project/product managers, and acquisition com- defines "the realm of the possible." A strong S&T Program
manders with a more comprehensive understanding of the provides options for responding to a full range of military
challenges we must overcome in developing, acquiring, and challenges. Our S&T investment identifies and matures new
sustaining the Objective Force. technologies to produce the revolutionary capabilities
Fielding the Army's initial Objective Force Unit of needed by our soldiers now. Today's investments in S&T are
Action with the Future Combat Systems (FCS) is our highest also investments that will provide capabilities for future sol-
development priority and our toughest challenge. We are diers—those not even born yet. Maintaining the U.S. tech-
building on the lessons of our success in acquiring Interim nological edge has become even more difficult as advanced
Force capabilities. Exploiting innovations in technology technologies proliferate in key areas such as sensors, infor-
requires innovations in acquisition and logistics. Our suc- mation processing, communications, and precision guid-
cess during the last 3 years of transformation shows that ance. Our S&T Program focuses on unique military tech-
working as a professional team, we can achieve great things. nologies that cannot be provided from the commercial
For example, we acquiredStryker in just 18 months. The world. We have the solemn responsibility to ensure that our
first Stryker rolled off an assembly line in Anniston, AL, this soldiers are provided with the most capable and sustainable
past April, and by August we were landing them in C-130s at equipment. A vital and focused Army S&T Program ensures
Bicycle Lake in the National Training Center, Fort Irwin, CA, that we can provide America's soldiers with technology
during Exercise Millennium Challenge. The first Stryker solutions to be "On Point for the Nation."
Brigade will achieve full operational capability in summer There is a great need for the Army in today's world.
2003. When people see what's going on in Afghanistan and in
We need the same determination and teamwork to field other hot spots around the world, they realize that need.
FCS in this decade. With FCS, the requirements, technology Our Air Force, Navy, Marines, and Special Forces are doing a
maturation, acquisition strategy, and costing are all being tremendous job. Still, it is clear that to get the last enemy
worked simultaneously. We have established a committed and secure the outcomes, we need "boots on the ground."
partnership among our warfighting customers, the acquisi- We need soldiers who are trained to go in and dig out an
tion workforce, and our industry Lead Systems Integrator, enemy who does not want to be dug out.
the Boeing-SAIC (Science Applications International Corp.) Our soldiers are fighting asymmetric battles by adapt-
team. Our daunting challenge is to accelerate the Army's ing systems and tactics designed to win the Cold War. While
transformation while reducing development and produc- today's systems are performing superbly, we need to pro-
tion costs, time, and logistics demands for the fielded vide our soldiers with systems that are optimized for 21st
systems. century missions. We are at war today, and there is a great
Army Chief of Staff GEN Eric K. Shinseki recently reaf- sense of urgency to get on with the Army's transformation.
firmed that without a transformation in logistics, there will The longer we wait, the tougher it is for our soldiers. Field-
be no transformation in the Army. We must work to aggres- ing Objective Force capabilities in this decade is para-
sively reduce our logistics footprint and replenishment mount. Together, let's make it happen—as an Army of one!
demand. This means that the deployed Objective Force
must have dominant war-winning capabilities while Claude M.Bolton Jr.
deploying fewer platforms and logistics personnel. Many of
the traditional combat service support demands must be

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Army AL&T:What do you hope to achieve during your
tenure as AMC Commanding General?
Kern:First and foremost, AMC will provide a broad
range of support to the Army, particularly in view of
the vast number of worldwide missions in which the Army is
now involved. A major challenge, of course, is to effectively
integrate all of our various support efforts. These efforts
involve many organizations, including research, develop-
ment, and engineering centers, and the program, project,
and product managers supporting the Objective Force initia-
tive.
Additionally, AMC is providing and storing ammunition
for all the Services in support of the war on terrorism. For
example, the bombs that the Air Force drops in Afghanistan
are from McAlester Army Ammunition Plant, McAlester, OK,
are really design problems that should be addressed by
while some munitions are being provided by Tooele Army
engineers.
Depot, Tooele, UT. Domestically, AMC is also supporting the
To be quite candid, I selected an individual to tackle the
war on terrorism and clearly protecting the public through its
design problem who is neither a government worker nor an
chemical demilitarization effort. Actually, DOD’s chemical
engineer. He is an architect who runs a small firm in Michi-
demilitarization efforts are being integrated by AMC.
gan that has supported a number of our efforts, including
Thus, what I hope to achieve is continuous support in all
those in the Offices of the Project Manager, Theater High Alti-
of these areas as well as the improvement of our depot, sup-
tude Area Defense and the Program Manager, Chemical
ply, and maintenance operations and the way we support the
Demilitarization. Because he’s an architect, he puts his
U.S. Army and the other Services.
emphasis on designing for people. In contrast, our engineers
put their talents to work on designing to solve military-
Army AL&T:Thinking “outside the box”has long been a
related problems. In combination, these perspectives allow
key part of your philosophy.How do you plan to apply that
us some creative thought about how we can support our sol-
philosophy at AMC?
diers better by thinking of new ways to solve problems.
Kern:Actually, we’ve already begun. For example, we
We are also leveraging the expertise of our Reserve com-
recently distributed a strategic plan that encourages people
ponent people who are on Active duty. For example, at Red
to find new ways of doing business better. In addition, as we
River Army Depot, Texarkana, TX, we have a young officer
are speaking here today, the Association of the U.S. Army is
who, in his civilian work, created some lean manufacturing
sponsoring a logistics symposium that—for the first time
lines that are now being used at Red River. Further, we’re tak-
ever—includes a discussion panel with our research and
ing that effort and expanding it throughout the entire com-
development laboratory directors. This is an important
mand. Corpus Christi Army Depot, Corpus Christi, TX, and
development because in the past, we tended to view many of
Anniston Army Depot, Anniston, AL, are two other sites
our logistics issues as supply problems when in fact they
where it is being applied.
2 ArmyAL&T September-October 2002
Army AL&T:AMC headquar- Our research and development
ters (HQ AMC) is being reorgan- people are canvassing the universi-
ized.Could you comment on this ties, talking to student researchers
initiative? to ensure that they understand
Kern:Effective May 1, 2002, there is a job for them in the U.S.
AMC headquarters was provision- government and that they can con-
ally reorganized to resemble Army tinue much of their same research.
headquarters in terms of having a Many of today’s young university
G-1 through a G-8. People are a lit- students don’t even know that they
tle surprised, however, that we can work for the Department of the
don’t have a G-4 (logistics element) Army as a civilian.
at HQ AMC. Our response is that AMC is also working with the
we already view ourselves as the Assistant Secretary of the Army for
Army’s logisticians, and we provide Manpower and Reserve Affairs for
ongoing support to the Army in help with apprenticeship and intern
that area. programs. We may also need some
new legislation to preclude further
Army AL&T:Establishment of personnel cuts that could result in
a new AMC Research,Develop- the loss of the people who we just
ment,and Engineering [RD&E] hired. This was a problem in the
Command is also said to be on past. For example, we had fairly
your drawing board.What is the robust apprenticeship and intern
purpose of this new command? programs in the late 1980s, but when the Quadrennial
Kern:I’m very excited about creating this command. I Defense Review reduced our staff, those individuals were
want to emphasize too, that Secretary of the Army Thomas E. some of the very first people to be cut.
White, Army Chief of Staff GEN Eric K. Shinseki, and Assis- One of my key challenges, in addition to recruiting and
tant Secretary of the Army for Acquisition, Logistics and incentivizing people to come to work for the government, is
Technology [ASAALT] Claude M. Bolton Jr. are solidly behind to ensure that we can retain them in the future. Another chal-
it. The real benefit of this new command is that it will signifi- lenge is how to make the command more effective with fewer
cantly help us transition our basic research efforts—all the people. This will probably require greater communications
way through to our engineering work—into fielded equip- and improved collaboration.
ment for our soldiers. AMC’s RD&E Command will also ulti-
mately help other organizations such as the Army Training Army AL&T:What is AMC’s role in America’s war on
and Doctrine Command in better defining requirements to terrorism?
solve recurring problems in the field. Kern:AMC has multiple roles in the war on terrorism.
I want to note also that our researchers are absolutely First, let me say that virtually any item our soldiers use has
brilliant. In fact, last year during a 50-year celebration of involved AMC. This includes ammunition, food, clothing,
Army Research Office achievements, it was announced that and even the vehicles our soldiers ride on such as helicop-
more than 25 researchers the Army has sponsored are Nobel ters, wheeled vehicles, and tracked vehicles. AMC also con-
Prize recipients. That’s pretty impressive. ducts the basic research used to develop these items and also
provides supply and sustainment services in support of
Army AL&T:A large percentage of DOD’s civilian acqui- them.
sition workforce will reportedly be retirement-eligible Protecting AMC installations is another AMC role in sup-
between now and 2005.How will this development impact port of the war on terrorism. In fact, almost 2,500 Reserve
AMC’s mission,and what is your game plan for dealing with component soldiers are specifically assigned to this task. In
it? addition, AMC is assisting numerous other government
Kern:This is probably the biggest concern that I have organizations in areas where we have some real expertise,
because more than 96 percent of AMC’s employees are civil- such as biological and chemical weapons defense. AMC
ians. As we have reduced the size of the Army and, accord- probably has the world’s leading experts in these two areas.
ingly, AMC, we have created an organization that encourages Our logistics support role is also very important. For
employees to stay on longer, which makes it difficult to hire example, we recently welcomed back some personnel who
replacements. Everyone focuses on the average-age issue, were in Afghanistan and Uzbekistan setting up supply and
but the real challenge is the very small number of qualified support bases. These people installed pipelines, established
replacements. Thus, I must recruit civilians for our organiza- camps, and provided technical support. Whether it’s Apache
tion while they still have the opportunity to learn from the helicopters or special armor developed to save our soldiers’
people who have worked here for 20 or more years. Before lives, AMC has played a role through its operational
those people retire, they must be able to pass on their expert- elements.
ise to another generation. If I don’t recruit individuals and fill We are also working to ensure that our pre-positioned
the impending big personnel gap with people under the age equipment is adequately supported. AMC runs and monitors
of 40, we’re going to wake up 5 or 10 years from now and no the pre-positioning ships and supply depots where equip-
one will be here. ment is stored to ensure the equipment is correctly organized
and maintained for any future operations.
September-October 2002 ArmyAL&T 3
Finally, we are working closely with the Central Com-
mand to make sure that our people can adequately respond
to any supply and maintenance shortcomings. In short, there
probably isn’t any part of the war on terrorism, whether it’s at
home or abroad, that doesn’t include some of our people.
Army AL&T:Secretary of the Army Thomas E.White has
indicated that being at war is no excuse for not implement-
ing reform of the Army’s business practices.What business
practice reforms do you envision for AMC?
Kern:I envision continuous business practice improve-
ments. For some time, we have worked to create enterprise
solutions to replace older software management tools that
are used in the supply system. Two highly successful exam-
ples of these enterprise solutions are the Single Stock Fund
and the Wholesale Logistics Modernization Program. Our
reorganization initiatives that are underway and the new
AMC Research, Development, and Engineering Command,
which I discussed earlier, are some of the other business
practice improvements.
At the request of Army Chief of Staff GEN Eric K. Shin-
seki, we also established a logistics task force headed by MG
N. Ross Thompson, Commanding General, U.S. Army Tank-
automotive and Armaments Command, and BG Jeanette K.
Edmunds, Director of Sustainment, Office of the G-4. The
purpose of that task force is to develop a logistics transfor-
mation plan that will address processes, organizations, and
business practices throughout the Army.
The strategic plan that I cited earlier also includes orga-
I believe that all of these initiatives—in addition to sys-
nizational business process changes. In addition, we are
tem recapitalization efforts—offer individuals tremendous
establishing lean manufacturing at a couple of our depots
career opportunities and the chance to vastly improve our
and we fully intend to train everyone on how to apply it.
country’s security.
We are also exploring how the other Services are doing
their reforms, how we can help them, and how we can apply
Army AL&T:Is there anything else you would like to
their reforms to meet our requirements. For example, I, along
address?
with other members of the Army leadership, recently visited
Kern:Prior to joining AMC, I served in the Office of the
with the Marine Corps to discuss their reform efforts. I also
Assistant Secretary of the Army for Acquisition, Logistics and
traveled to the Naval Air Systems Command at Patuxent
Technology [OASAALT]. That office published a recommen-
River, MD, to discuss our aviation systems.
dation that called for placement of all program executive offi-
Further, AMC is a very active participant in the Joint
cers and program managers under the OASAALT. As such,
Logistics Board, chaired by Diane K. Morales, the Deputy
when I arrived here at AMC, I was concerned about the
Under Secretary of Defense for Logistics and Materiel Readi-
potential negative impact that action might have on AMC’s
ness. She has originated a number of initiatives we are
workforce and mission. However, based on what I’ve seen
involved in that will change all of our business processes and
since I arrived, I am very confident that we are on the right
enhance our enterprise solutions.
track. I am also encouraged following a recent meeting I had
at the U.S. Army Tank-automotive and Armaments Com-
Army AL&T:In view of the current turbulent world envi-
mand with Assistant Secretary of the Army for Acquisition,
ronment,what advice would you offer to someone who
Logistics and Technology Claude M. Bolton Jr.; Military
might be considering a career in the Army acquisition
Deputy to the ASAALT/Army Acquisition Corps Director LTG
workforce?
John S. Caldwell Jr.; and LTG Charles S. Mahan Jr., G-4. That
Kern:I’d tell them to go for it! It’s an exciting field, and
meeting resulted in a general consensus that the acquisition
we have never had a greater number of emerging technolo-
and logistics communities can best solve problems through a
gies that can be applied to meet our warfighting require-
combined effort. In other words, a we-theyscenario will not
ments. In fact, we just started a basic research effort in nano-
get the job done. It must be an usapproach.
and microtechnologies at MIT, and we’re doing research in
It will also be necessary for individuals in different career
modeling and simulation at a newly established center at the
fields, such as certified acquisition managers, scientists and
University of Southern California. In addition, we are contin-
engineers, and logistics personnel, to work together, to better
uing development of our Future Combat Systems, the Objec-
organize, and to integrate processes. Although some people
tive Force, and a major virtual information system that will
view all of this as a challenge, I view it as an opportunity to
allow us to better view all aspects of the battlefield, from
achieve a great deal. I really believe we have a tremendously
logistics to operations.
talented pool of people who, by working together, will make a
huge difference for the Army.
4 ArmyAL&T September-October 2002
LINKING ACQUISITION AND
OPERATIONAL LOGISTICS
LTG Charles S.Mahan Jr.
“The Army will aggressively reduce its logistics footprint
and replenishment demand.”
—Objective Force White Paper
Introduction order effects of that decision were logisticians feel that inadequate
The Army has set its sights on the profound. attention is paid to sustainment
future. The future is the Objective Previous failures to adequately decisions made during the long pro-
Force, and the Army is counting on address life-cycle costs and the sus- curement process, the logistics and
significant reductions in both the tainment strategy have resulted in acquisition communities share that
logistics footprint and sustainment significantly increased long-term responsibility and must work
costs. As we design the Objective costs for the Army. For that reason, together to reduce future sustain-
Force platforms, those reductions the Assistant Secretary of the Army ment challenges.
will be achieved when supportability for Acquisition, Logistics and Tech-
is effectively balanced with cost, nology signed a February 2000 mem- The Future Army
schedule, and performance. orandum that stated supportability We believe that future conflicts
In the past, the intense focus on would be co-equal to cost, schedule, will be fought over great distances
cost, schedule, and performance and performance. While I suspect with fast moving units. Units of
often forced program managers that most PMs, commanders, and action (UAs) will be self-sustaining
(PMs) to “trade off” the sustainment and will operate independently for 5-
aspects of a new system. Over time, 7 days. UAs won’t be able to execute
logisticians became convinced that “pulsed” operations unless we design
neither sustainment issues nor sus- Significantly improving reliable and sustainable equipment.
tainment strategies were adequately Significantly improving the reliability
the reliability
represented during the “concept to and sustainability of our equipment
fielding” process. An example of this and sustainability not only lowers the life-cycle costs of
was the procurement of the Tactical the system and increases readiness,
of our equipment
Unmanned Aerial Vehicle (TUAV). but also reduces the logistics
While the Army policy (reinforced by not only lowers footprint.
DOD Directive) calls for a single fuel Even moderate increases in fuel
the life-cycle costs
on the battlefield, JP8, the TUAV uses efficiency can result in significant
motor gasoline to operate. This small of the system and savings in force structure. To illus-
difference results in significant plan- trate, greater fuel efficiency means
ning, deploying, and supporting increases readiness, fewer fuel tankers. Fewer tankers
problems for logisticians. Regardless mean fewer drivers and fewer
but also reduces
of the fact that heavy fuel engine mechanics, which lead to fewer peo-
“power-to-weight” output drove the the logistics footprint. ple to feed, house, and protect, thus
decision, the second- and third- significantly reducing the logistics
footprint.
September-October 2002 ArmyAL&T 5
Currently, the Quartermaster and cles themselves. Given that our sys- external test, measurment, and diag-
Ordnance Branches are the two larg- tems are retained in our force for 30- nostic equipment. Cargo-carrying
est branches in the Army. We can 60 years, I believe the same model vehicles have embedded upload/
only reduce the size of those applies to the Defense industry. That download materiel handling capabil-
branches if we improve the reliability is, we need to develop the proper ity and robotic follow-on capability.
and sustainability of our equipment. incentives and rewards for contrac- This is a tall order, but I am confident
Go ahead—put us out of business! tors who meet our requirements. we can meet these requirements if
We must push the technology enve- we give proper emphasis to design-
lope and work with industry to Future Systems Sustainment ing such characteristics at the front
reduce the logistics footprint as What are the sustainment char- end of the acquisition process.
much as we can, while ensuring no acteristics of our future systems?
degradation to readiness and war- They must be built with ultrareliable Conclusion
fighting capability. components that require minimal Transformation applies to every-
preventive maintenance, and when one across the Defense establish-
Industry Challenge maintenance is required, repairs and ment. We can no longer take the
We must challenge Defense con- services are easily and quickly per- “business as usual” approach. We
tractors and their engineers to design formed. Future systems have no must be innovators, futuristic
systems that meet tough require- requirements for special tools or thinkers, and risk takers. The most
ments. We must set high thresholds: critical component of combat sup-
systems must be self-reporting, no port (CS)/combat service support
vehicles that get less than 30 miles (CSS) transformation is linking
per gallon, no reparables, no spares, acquisition and operational logistics.
What are the
no system without embedded prog- The Chief of Staff of the Army’s logis-
nostics and diagnostics. The mean tics transformation charter tasked
sustainment
time between failure must be greater the G-4 to achieve three initiatives:
than the duration of our pulsed oper- characteristics enhance strategic responsiveness,
ations. If systems don’t perform as reduce the combat zone CS/CSS
of our future
advertised, there should be penalties. footprint, and reduce the cost of
We have had extensive discussions logistics without reducing warfight-
systems? They
on whether reliability should be a key ing capability or readiness. Signifi-
performance parameter (KPP). I must be built cant reduction in the logistics foot-
understand there is great resistance print and costs will only occur when
with ultrareliable
to this idea; however, our future supportability (including the desired
warfighting concepts are dependent characteristics of reliability, main-
components
on reliable, sustainable systems. Reli- tainability, and fuel efficiency) is
ability as a KPP would ensure that we that require minimal effectively balanced with cost, sched-
don’t procure a system that won’t ule, and performance.
preventive
meet Objective Force requirements.
Sustainment trade-offs are less likely
maintenance,
to occur if supportability is weighted LTG CHARLES S.MAHAN JR.is
equally to cost, schedule, and per- and when the Army G-4.He has 34 years of
formance during the acquisition service and has commanded at all
maintenance
process.
levels in the Army,including com-
We will have to pay upfront for
is required, bat tours in Vietnam and South-
such “ultrareliable” systems. We’ll
west Asia.He is a graduate of the
need to ensure that we properly repairs and services
Army War College,the Command
compensate our Defense partners for
are easily and General Staff College (School
meeting our sustainability and relia-
of the Americas),and the Logistics
bility requirements. Consider the
and quickly
automobile industry, where the Executive Development Course.He
greatest profits come from aftermar- performed. holds a B.S.from the U.S.Military
ket sales (in service and mainte- Academy and an M.B.A.from the
nance), not from the sale of the vehi- University of Miami.
6 ArmyAL&T September-October 2002
“Those who cannot remember THE IMPORTANCE
the past are condemned to repeat
it.” Unfortunately, this now famous
OF IMPROVED
statement by philosopher George
Santayana has been proven true
when one looks back at the history SUPPORTABILITY:
of the U.S. Army’s acquisition and
logistics efforts. I’ve seen and lived
through several instances of our A HISTORICAL
ignorance of the importance of
logistics and have made it my mis-
PERSPECTIVE
sion to stop us from repeating the
errors of our past. However, we
cannot do that from the operational
side alone. We need the acquisi-
Eric A.Orsini
tion community to be decisively
engaged in our efforts to improve
system supportability and
sustainability. To avoid a 21st century repeat of number of support troops who
In the last four or five wars that Patton’s Third Army pitfalls, we need must keep it running and supplied.
our country has fought, we fur- to radically reduce our battlefield As our acquisition community
nished hardware and warfighting fuel requirement. We need to rap- goes about its superb work each day
capabilities in sufficient quantities idly capitalize on new alternate fuel supporting the world’s greatest
but failed to build into our systems technologies. We absolutely need to Army, remember some of the great
the proper supportability character- improve precision munitions to military disasters or near-disasters
istics to ensure success. We were reduce the battlefield ammunition of our history that were attributed
lucky to have time to develop a requirement. Systems must be more to logistics planning and capability
logistics infrastructure, acquire criti- reliable so that fewer mechanics failures:
cal repair parts and supplies, build and fewer contractors are in our
stockpiles, and organize ourselves battlespace. Remember that a logis- (cid:127) Confederate General Lee’s
for successful sustainment. tics “tail” is also a great consumer of invasion of the North during the
Today, we do not have the lux- supplies, and protecting supply Civil War failed because of the
ury of time. Improved supportabil- lines drains combat power from the inability to move supplies and
ity concepts must be built into our forward battle. secure supply lines.
new and redesigned systems. We Why do I continue to lecture the (cid:127) WWI General of the Armies
must minimize the logistics require- acquisition community on the criti- John J. Pershing had to dismantle
ments and structures on the battle- cality and pitfalls of logistics? It’s five combat divisions and turn them
field. Reliability is no longer a because you dictate the logistician’s into supply and service units to sup-
desired quality; ultrareliability is battlefield. When you trade a sup- port his force.
now an essential system quality. portability improvement for cost, (cid:127) General Patton’s WWII task
Stockpiles are no longer affordable. schedule, or performance, you add force, which was sent to liberate
Old logistics support structures dis- another logistics burden on a very POWs of Hammelburg, became
appear and we are doing more with lean support structure. When you prisoners themselves when, out-
less every day. Only by diligence add a warfighting capability but fail gunned, they outran their fuel sup-
and careful attention to past mis- to thoroughly consider the life-cycle ply, failed to secure supply lines,
takes will we be successful in the support concept and costs, you and failed to plan for enough trans-
future. doom the logistician to failure. Will port for the POWs.
In World War II, the Army logis- logisticians eventually prevail? Of It’s up to us to make sure only
tics community planned on 114 course. We always do. Historically the successes of history are
divisions. However, when it was however, it has taken us much repeated. Then logisticians can
determined that we needed a longer than our combat leaders work on that coffee shortage
stronger logistics support structure, desire. problem!
that number was reduced to 90 sup- Logisticians and acquisition
port units. Even so, Patton’s Third program managers need to stay
Army ran out of fuel and armor- “linked at the hips” throughout a ERIC A.ORSINI,Special Assis-
piercing ammunition. I’m quite system’s development. Both need to tant to the Army Deputy Chief of
sure of that fact because I was there keep foremost in their minds the
Staff,G-4,served as the Deputy Assis-
at that time as a company com- absolutely critical effect of their
tant Secretary of the Army (Logistics)
mander in the 47th Tank Battalion. decisions on the soldiers who man
As distressing as those shortages that system and on the dwindling from 1975 to 2002. He is a retired U.S.
were to us, the critical shortage of Army colonel and a WWII veteran.
coffee was even more emotional!
September-October 2002 ArmyAL&T 7
TRANSFORMING THE INTEGRATED
LOGISTICS SUPPORT PROCESS
AT HQDA
Larry Hill
Introduction optimize and integrate supportability, tems under development that are pre-
In February 2000, Paul J. Hoeper, performance, and life-cycle cost. If PMs Milestone C and scheduled to be fielded
then Assistant Secretary of the Army for do not plan for supportability, then the to the Interim Brigade Combat Teams
Acquisition, Logistics and Technology field cannot optimize system sustain- and other eligible units.
(ASAALT) and Army Acquisition Execu- ment. The supportability planning effort The three materiel system direc-
tive (AAE), took a bold step by dissemi- is what identifies, develops, tests, and torates serve as the Army’s independent
nating Army policy directing that sup- acquires the logistics support products logisticians for their respective com-
portability be elevated to the same sta- that provide sustainability in the field. modities. To that end, each directorate
tus as cost, schedule, and performance The Army leadership recognized is responsible for providing oversight
for Army acquisition programs. The the need for better integration of acqui- and management of the ILS programs
Army’s Integrated Logistics Support sition and logistics functions on the for their assigned systems, assisting the
(ILS) vision is that the ILS process be: Army staff. As part of the recent HQDA PMs in identifying and resolving sup-
realignment, a new ILS office was cre- portability issues for their programs,
“A lean (streamlined,proac- ated within the Office of the ASAALT. and having a representative attend inte-
tive),agile (flexible,tailorable) and The intent was to provide better man- grated process team meetings and other
responsive (right product/service, agement and oversight of ILS through- forums to review and comment on
on-time) process to provide the out the Army. This new ILS office will be numerous program documentation.
best,most affordable (lowest life responsible for overseeing the ILS This documentation includes require-
cycle cost),logistic support and process, from both a policy and an exe- ments documents, the Acquisition Strat-
sustainment (high readiness) of the cution standpoint, to ensure fully sup- egy, the Supportability Strategy, the Test
soldier,all Army systems,and portable systems are fielded in the and Evaluation Master Plan, and other
equipment well into the 21st future. key documents. Each directorate pro-
century”. vides the independent logistician posi-
Army Regulation (AR) 700-127 ILS Directorates tion for materiel release. In the perform-
Integrated Logistics Support The new OASAALT ILS Office con- ance of these duties, each directorate
sists of four directorates—the ILS Oper- interfaces with program executive
Hoeper recognized that achieving ations and Policy Directorate and three offices (PEOs) and PMs, the Army
the Army’s ILS vision is key to successful materiel system directorates: Combat Materiel Command and its major sub-
Army transformation; after all, one of ILS, Combat Support ILS, and Combat ordinate commands, the Army Training
the Army’s transformation tenets is sus- Service Support ILS. The ILS Operations and Doctrine Command, major com-
tainability. The Army’s transformation and Policy Directorate is responsible for mands, the Army Test and Evaluation
systems must not only be responsive, developing Army policy for ILS, materiel Command, the HQDA staff, and other
deployable, agile, versatile, lethal, and release, and total package fielding. This organizations in the acquisition and
survivable, they must also be logistically policy mission encompasses key ARs logistics community. In addition, each
sustainable at a reduced logistics foot- such as AR 700-127, Integrated Logistics directorate assists the G-4, Logistics, as
print and cost. Therefore, the Army Support, and AR 700-142, Materiel the Responsible Official for Sustainment
must develop and field materiel systems Release,Fielding,and Transfer. This in identifying supportability issues for
that are fully supportable and meet sys- directorate also develops the Army pol- his attention at the Army Requirements
tem readiness objectives at the mini- icy and implementation guidance for a Oversight Council and the Army Sys-
mum life-cycle cost. Achieving the sys- relatively new Office of the Secretary of tems Acquisition Review Council
tem’s supportability goals is absolutely Defense (OSD) initiative, Performance (ASARC).
critical to total system performance. Based Logistics (PBL). In the area of
Early in the acquisition process, materiel release, the policy on interim Policy Changes
program, project, and product man- materiel release (IMR) has been revised There are two ILS policy changes
agers (PMs) must conduct supportabil- and is currently being finalized for sig- currently being discussed. The first
ity planning, analyses, and trade-offs to nature. The IMR policy pertains to sys- involves resuming the DA-level ILS
8 ArmyAL&T September-October 2002