MLF 9.1 (February 2015)

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

The Publication of Record for the Military Logistics Community

Modernization Strategist

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

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February 2015Volume 9, Issue 1

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Heidi SHyuAssistant Secretary

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JoHn BryantSenior Vice President of Defense ProgramsOshkosh Defense

February 2015Volume 9, Issue 1MILITARY LOGISTICS FORUM

16

3tracking tHe SuPPly cHainWaste, delay and excessive costs are just some of the penalties for not knowing exactly where everything is, how fast it is moving and its condition.By Henry Canaday

6Storing tHe dataWhile only around for a few years, big-data solutions are unequivocally critical for military logisticians.By Karen e. THuermer

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

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

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

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

In conjunction with the Afghan Ministry of the Interior, an initial logistics policy was first defined in 2009. A report in 2013 found that while some progress had been made, logistics capabilities without support from a coalition partner for the ANP were still off in the distance. The needle didn’t noticeably move in 2014, with many of the same issue remaining.

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

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

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

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

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Volume 9, Issue 1 • February 2015

EDITOR’S PERSPECTIVE

Jeff McKaughanediTOr

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

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

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

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

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

Each of these technologies has certain advantages, limitations and ideal applica-tions, noted Defense Department spokes-man Mark Wright.

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

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

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

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

labels. These barcodes can be read by most existing computing devices with a camera or laser scanner. But data may be limited.

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

Vendors across the board have been active in tracking, some specializing in specific AIT technologies, some in attack-ing the overall AIT problem, some in hard-ware and others in software.

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

Northrop’s AIT Center has developed mobile barcoding applications to auto-mate shipping and receiving of supplies and equipment. These applications use

How mucH data is collectable, and How mucH is enougH? by Henry canaday, mlF correspondent

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www.MLF-kmi.com MLF 9.1 | 3

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

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

The spokesperson stressed that bar-codes and RFID let customers scan infor-mation, avoiding the time and effort needed for manual entry in legacy systems. “Most people are familiar with linear bar-code technology used to mark items such as books and groceries for point-of-sale systems.” But other standards, such as PDF417, use two-dimensional barcodes to compress much more data into a single barcode. These 2-D barcodes are thus ideal for tracking and processing cargo ship-ments. And UID uses a compact data-matrix barcode that can be applied to small, individually serialized items. “This technology is ideal for part marking.”

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

Finally, smart cards allow customers to identify personnel and trace specific events

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

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

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

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

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

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

Johnston stressed that Savi has been tracking U.S. military assets for a quarter of a century. “Wherever you see RFID infrastructure in defense there will be Savi. We have retired military people and we know the military’s pain points.”

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

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

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

Johnston sees the military increasingly eager to reduce the tracking footprint, that is, the size of necessary equipment. Defense managers will be looking for new technology, more sensors and more satel-lite transponders, she believes.

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

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

Honeywell makes handheld comput-ers and printers for passive RFID as well. Through a partnership with Savi Tech-nologies, it can also read active RFID tags, according to Tom Glen, director of federal sales at Honeywell.

Honeywell devices are designed for harsh environments, including ware-houses and the field. They have computing capabilities and applications for tracking assets. Honeywell devices can also commu-nicate by WiFi or cellular networks.

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

AIT tools like barcodes and RFID are extensively used now in both civilian and

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

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

Supply chain management requires transforming information into insight and then insight into action to advance the mission, according to Juan Carlos Garcia, transportation and logistics vertical lead for the Americas at Zebra Technologies. Various solutions and technologies must work constantly under extreme conditions. The aim is locating and tracking high-value assets, classified materials and per-sonnel, all in real time.

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

Mobile and IoT technologies are being used by private industries worldwide, and defense can also exploit their benefits in managing assets, warehouses and yards. Mobile technologies can be extremely help-ful in transportation, where rising fuel costs, increased traffic and tougher regula-tions make operations challenging. “Inef-ficiencies caused by lack of visibility are considerable,” Garcia noted. Visibility into personnel, equipment and transactions can improve efficiency, especially at peak.

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

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

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

Warehouse and yard management is the core of transportation and logistics. Mobile devices and IoT solutions for equip-ment and vehicles give physical assets what Garcia called “a digital voice.” Warehouses can share data across the cloud, ensuring the right products in the right place at the right time.

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

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

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

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

For the Defense Property Account-ability System (DPAS), Leidos provides program management, system application development, sustainment, training and help-desk support. DPAS serves the logisti-cal needs of three branches of the military and a significant portion of the Depart-ment of Defense. Indeed, it must inter-face with more than 20 defense systems. “Currently, over 2 million assets, worth in excess of $672 billion, are being managed by DPAS,” Litten noted.

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

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

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

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

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

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

For TARP, Leidos developed and man-ages mobile data-capture applications that work on ships where no enterprise capa-bilities are available. These applications also support remote offloading, where they identify, apply and track shipping labels. Mobile portable data terminals and bar-code scanners are used for data capture and validation for assets, training, package documentation and quality assurance.

At the moment, no major changes are planned for TARP. Litten said program managers are considering use of smart-phones and iPads, but have not made a decision. O

For more information, contact Editor-in-Chief Jeff McKaughan at [email protected] or search our online archives for related stories

at www.mlf-kmi.com.


While only around for a few years, big data solutions are unequiv-ocally critical for military logisticians. That’s because some of the biggest military challenges relate to logistics support of critical assets such as aircraft, vehicles and the increasingly complex military assets that need maintenance and logistics support.

“If you look at the numbers, we know there is opportunity, huge opportunity, to use data,” com-mented Peeter Kivestu, Teradata’s director of global consulting services for the travel, transportation and government industries.

Those opportunities include improving mission completion rates; improving asset availability for ser-vice; stretching parts inventory dollars further even while reducing the number of stock outs; and reducing the out-of-service cycle time of assets while in depot reset or heavy maintenance activity.

deFense logistics agency

Within the Defense Logistics Agency (DLA), the use of big data is critical for analyzing, visualizing and sharing real-time logistics inventory data within the agency and at various worldwide vendor locations so that DLA can effectively support the variety of logistics missions in which it is assigned.

“These missions include support for warfight-ers as well as assisting in domestic and non-military crises, such as the response to Hurricane Sandy and Operation United Assistance, the effort combating the Ebola outbreak in western Africa,” reported Bruce Paton, DLA chief technology officer.

Paton emphasized that DLA recognizes how big data solutions can make its operations more efficient and assist in cutting costs. DLA’s data strategy leverages technology to manage data growth and storage costs, establish one authoritative data source across the agency, and enable an agile, self-service reporting and analytics capability.

“As we continue to implement this strategy, we anticipate sig-nificant efficiencies in the real-time integration of data and in the time required for logistics analysts to collect the data from disparate sources, analyze the aggregated data and determine the most effective means to support the logistics mission,” Paton explained. ”We antici-pate additional efficiencies in reduced storage and operational costs.”

DLA continues to leverage technology and is pursuing an Enter-prise Data Warehouse (EDW) solution that will interface with its Enterprise Business System (EBS).

“EBS provides DLA’s supply chain management capability and addresses the needs of military logisticians and maintainers,” Paton said. “The EDW-EBS linkage will employ the latest technology for consolidating disparate data sources into a single repository and pro-vide an agile, accelerated platform for reporting and analytics.”

Going forward, DLA continues to evaluate the latest big data solu-tions to better serve its logisticians. “This is important because the current trend is toward larger data sets that are derived from multiple

sources,” Paton explained. “We must ensure that we can capture and store larger data sets to support analysis requirements and allow us to efficiently support all our logistics missions.”

industry oFFerings

A number of companies offer big data solutions that can assist military logistics operations.

SAP’s solution hinges on its Hana platform, a real-time analytics and applications platform for real-time big data that offers varying layers of security. The solution embeds common military and commercial protocols from data at rest and in transit to make sure data are properly segmented and encrypted.

“SAP Hana, this very powerful in-memory plat-form, is mature and widely used,” reported David Lin-court, SAP vice president, field support of the global defense and security team. “This sets us apart because the platform is not just an in-memory data base; it can present the end-user with business and analytics applications. It imbeds text search.”

For example, SAP Hana can bring together main-tenance failure codes and document notes. “This is a massive amount of knowledge that is generally lost or not shared,” Lincourt said.

Similarly, SAP Hana offers predictive, forecasting and calculation solutions. “It can look at predictive indicators and provide maintenance technicians a report regarding when a part is going to fail,” he said.

Further, there’s customer tracking and tracing capability so that technicians know the exact location of ordered parts in transit. Like-wise, problems can be rectified without the customer having to make a call. “Because the solution is comprehensive, it’s simpler,” Lincourt said. “It’s now under one umbrella and much easier to manage.”

Oracle has always been a big data company. “We built our his-tory on managing structured, relational data,” commented Mark A. Johnson, director, big data and government cloud, Oracle Public Sector, “and have now incorporated new technologies for managing unstructured data.”

At a recent public forum, Oracle participated in a discussion of big data solutions with several DoD organizations, including the U.S. Navy. “Often, the problem is low and intermittent bandwidth on ships,” Johnson said.

To tackle the problem and analyze data in real time, Oracle created a new engineered system to handle big data operations. In building Oracle’s Big Data solution, the company brought together its hardware with Cloudera’s distribution of Hadoop, the Apache open-source software. Johnson explains that the solution is easy to set up and update because of the combination of Cloudera and Oracle’s Enterprise Manager tool for maintaining the system components.

“We can patch multiple layers of the big data architecture at once,” Johnson said. Johnson points out that the future trend in big data is for more simplification and transparent access.

big data solutions For military logisticians. by Karen e. tHuermer, mlF correspondent

peeter Kivestu

Bruce paton


“Big data is about solving business, supply chain and mainte-nance problems,” he said. “The next thing that people will want is the ability to solve problems across data stores.”

Take the Joint Strike Fighter Program, for example, an interna-tional system intended to replace a wide range of existing fighter, strike and ground attack aircraft for the United States, the United Kingdom, Italy, Canada, Australia, the Netherlands and their allies. “What if everyone could securely reach across data boundaries to see what each other’s resources are for parts?” he asked. “No data moves. We just issue a query across all that data and have the ability to work with different sources/stores in different parts of the world. This creates cost efficiencies and improved readiness.”

Teradata offers a comprehensive big data solu-tion called the United Data Architecture. Its goal is to bring data needed for analytics across the entire organization into one place to create a single version of enterprise data. The company calls the concept “answer any question by any user at any time.” It responds to the needs of newly created and continu-ously changing big data sources such as the Internet, mobile devices, text and video logs, and sensor data from the Internet of Things.

To put the United Data Architecture solution into context, Kivestu offers a case study whereby a large military client needs to capture minute-by-minute maintenance data in the field, including potential new sources of big data.

“The field maintainers may have several applica-tions that help them manage the day-to-day processes of maintenance,” Kivestu explained. They may have a supply chain ERP (enterprise resource planning) system—an application that is used by field forces for maintaining assets, tracking labor, etc.—and sensors on board the assets, which would get downloaded when the asset comes in for maintenance.

What’s new and adds meaning to in-field reliabil-ity, lower inventories and depot workload optimiza-tion is the creation of analytics that can use any of the data, either traditional structured data or unstructured data, from the hundreds and potentially even thousands of sensors.

“This provides predictive analytics for removal of repairable components (just before they fail, and at locations convenient for maintainers, allowing optimal use of inventory), better forecasts/estimates of non-routine workload in depot overhaul situations, and a rapid diagnosis of difficult-to-solve maintenance fault readings,” Kivestu explained.

This, in turn, can result in multiple removals/replacements of different repairable components (or sometimes even the same repairable components) over a period of days or weeks, sending large numbers of components to depot for overhaul/repair that are ultimately deemed to have “no trouble found.”

“United Data Architecture offers reliability statistics calculated on every removable component every day; calculated predictive inventory stock outs on every part, every day, and preemptive cor-rective action; and anticipated parts and maintenance requirements associated with non-routine maintenance,” Kivestu said.

Leidos has deployed several solutions that enable customers to access, analyze and learn from new data to yield streamlined opera-tions, enhance security, and make more timely decisions.

Its solutions include Leidos Data Incubator RDT&E (Research, Development, Test and Evaluation) Environment, DigitalEdge and Scale2Insight (S2i).

Leidos Data Incubator RDT&E Environment is a deployable virtu-alized, hybrid or on-premise Big Data Analytics hub that is based on an integrated and scalable in-memory distributed framework leverag-ing Hadoop Ecosystem applications and tools with adaptable exist-ing interfaces. DigitalEdge is a scalable, pre-integrated, flexible and pluggable data management platform that allows rapid creation and management of near real-time big data applications. Scale2Insight (S2i) is a solution that supports large complex data environments with multiple disparate sensors collecting information on different

parts of the data ecosystem. Leidos solutions can operate in an on-premise, off-

premise public or private cloud or in a hybrid-based environment with distributed workloads.

“In our cloud-based solutions, we provision com-pute, storage and network resources to run a con-figured system that supports security requirements and ensures continuous operations,” remarked Lisa DeVine, Leidos senior logistics analyst. “We enable an open and service-oriented agile architecture based on open-source and commercial technologies. Our solu-tions are adaptable with legacy and next-generation services, applications and tools, including external data sources.”

The big data capability makes it possible for mili-tary logisticians to apply real-time intelligence to cur-rent and specific logistics operations.

“For instance, a fleet of vehicles moving across the country could automatically collect local information along routes,” she said. “Processing this huge stream of data creates a valuable zoom display for demographic, environmental and traffic statistics. Overlaying other information—weather, road closures, port delays, rail backlogs, container movements—with current trans-portation applications and this real-time information could then provide alerts on logistics cargo.”

For maintenance operations, Leidos can ingest, index, clean, structure, store and analyze parts vendor information, warranty data, equipment failure rates, equipment location, vehicle mileage/equip-ment hours, work order information and evidence of failure data to identify which vendors produce highly reliable parts or identify main-tenance challenges within specific units.

“In the supply chain, we can conduct statistical analysis on real-time data feeds from thousands of suppliers and logistics partners, constantly evaluating end-to-end global supply chains, alerting and modifying execution plans and actions for optimal results in delivery time, resource utilization, and geographical coverage, ultimately reduc-ing the requirement for holding large quantities of stocks,” she said.

Going forward, DeVine sees exponential growth in big data solu-tions in the logistics field. “Applying the principles will allow military logisticians, acquisition professionals and military leadership to better understand the sustainment cost drivers, make more informed deci-sions and provide better quality support to the warfighter,” she said. O

mark a. Johnson

Lisa DeVine


at www.mlf-kmi.com.


Compiled by KMI Media Group staffSUPPLY CHAIN

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

The contract calls for Lockheed to conduct preparation work, such as procuring materials and services, for any F-22 aircraft heading into Air Force depots for maintenance and repair work. The work will take place at a Lockheed Martin site in Palmdale, Calif., as well as the Ogden Air Logistics Complex at Hill AFB, and is set to be finished by December 31, 2015.

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

relocate all of the F-22 maintenance work to Hill AFB.

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

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

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

F-22 Maintenance and Repair Work Contract

The Robins Regional Chamber of Commerce Aerospace Industry Committee (AIC) has announced the 2015 Program Executive Officer (PEO) Review and Outlook (R&O) will be held on Thursday, March 26, 2015, at the Museum of Aviation, Warner Robins, Ga.

The event will follow the July 2014 Air Force Strategy Document: “Develop a broader rela-tionship with industry. A habitual dialogue with industry—at every level—to improve under-standing of requirements and enhance competi-tion builds a better Air Force-industry team.”

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

Program Executive Officer (PEO) Review

and Outlook

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

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

The meeting began with an update on items including financial audit-ability, joint transportation training programs and small-package delivery. Other topics of discussion included impacts of the European Union’s regulation on chemical substances, which changes the way chemical

substances are regulated and transported within the European Union. The regulation is a DoD-wide concern since U.S. European Command is a strategic access point for operations in Afghanistan and Africa.

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

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

Article by Beth Reece, with DLA

Distribution Steering Group


U.S. Air Force LiFe cycLe MAnAgeMent center

2015

capability Deliverer

Lieutenant general John F. thompsoncommanderAir Force Life cycle Management center

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

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

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

Prior to assuming his current position, Thompson was Pro-gram Executive Officer for Tankers, Tanker Directorate, Air Force Life Cycle Management Center, Wright-Patterson AFB.

His awards and decorations include: Defense Superior Service Medal; Legion of Merit with two oak leaf clusters; Defense Meri-torious Service Medal; Meritorious Service Medal with three oak leaf clusters; Air Force Commendation Medal with two oak leaf clusters; Air Force Achievement Medal; Air Force Outstanding Unit Award; and the Air Force Organizational Excellence Award with four oak leaf clusters.

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

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

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

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

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

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

Lieutenant General John F. ThompsonCommander

Air Force Life Cycle Management Center

Wright-Patterson Air Force Base, Ohio

Capability DelivererBuild for Tomorrow, Meet Warfighter Needs, Conserve Taxpayer Dollars

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Since I assumed command, AFLCMC’s fundamental mission has not changed. My goal for the upcoming year is to stay the course on our objectives, accelerate initia-tives and avoid pitfalls that may derail our efforts. We will continue to execute the mis-sion, and we will get better at it; we must in today’s budgetary environment. We must also build for tomorrow, meet the warfight-ers’ needs and conserve taxpayer dollars.

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

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

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

A: Our biggest challenge is successfully executing nearly 3,000 programs with resource constraints and budgetary instability. Standardizing our processes and analyzing what things should cost will help to mitigate budget challenges, but it will be tough to resource all programs. The Air Force’s top acquisition priorities continue to be the F-35 Lightning II joint strike fighter, KC-46 Pegasus tanker and long-range strike bomber.

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

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

One ongoing effort that highlights AFLCMC’s capabilities is the center’s involvement in developing a transport isolation system to enable safe aeromedical evacuation of DoD patients in C-130 and C-17 aircraft. The transport isolation system is part of the United States’ comprehensive Ebola response efforts in West Africa. We were given a month and a half to ensure the system was safe to fly on Air Force aircraft. The AFLCMC workforce pulled together to collect and analyze test data that saved precious time. We had to determine if using the system onboard would impact the structural integrity of the aircraft, and whether the system would be safe for patients and aircrews, and we did just that. Just this month, we issued a “safe-to-fly” assessment for initial opera-tional capability of the system, allowing the execution of missions in-country.

Another example has been our role in fielding remotely piloted aircraft or RPAs. Currently, there are more than 340 USAF RPAs

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

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

We are currently planning the transition of the A-29 to Afghan-istan beginning in 2016 to include managing the acquisition of all required training and operational munitions.

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

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

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2015

Col. Ray LindsayLogistics Directorate

Brig. Gen. Shaun MorrisAF Security

and Cooperation

Ralph GarciaPropulsion

John ArtusoAcquisition Directorate

Lt. Col. Ronjon AnnaballiProgram Development & Integration Directorate

Lt. Gen. John F. Thompson

Commander

Brig. Gen. T. Glenn Davis

Mobilization Assistant

Thomas M. ZerbaDirector of Staff

Col. Teresa A. Quick Vice Commander

Chief Master Sgt. Doreen L. Losacco

Command Chief

Col. Justin SmithGuard Advisor

Patsy ReevesExecutive Director

Headquarters

directorates and support


Eric DilworthPersonnel Directorate

Gavin KetchenActing Director

Intelligence Directorate

Lt. Col. Robert Dietrick

Inspector General

Lynn EvistonPlans & Programs

Directorate

Col. John M. Devillier88 ABW

Commander

Jorge GonzalezEngineering Directorate

Col. James PeavySafety

Thomas RobinsonContracting Directorate

Col. Dawn HankinsStaff Judge Advocate

Col. Michael A. Vogel66 ABG

Commander

Kevin W. BuckleyMobility

Col. Gregory McNewAgile Combat Support

Maj. Gen. Scott W. Jansson

Armament

Maj. Gen. Craig S. Olson

C3I & Networks

Col. Michael SchmidtISR/SOF

Steven D. WertBattle Management

Brig Gen. Eric T. FickFighters and Bombers

Brig. Gen. Duke Z. Richardson

Tanker

Brig. Gen. Daryl J. Hauck

Strategic Systems

Robert ShofnerBusiness &

Enterprise Systems

Col. David PeelerFinance Directorate

Joan ColeSmall Business

directorates and support

peo

what are the challenges with staying ahead of the bad guys?

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

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

A: AFLCMC is supporting the Air Force of today and building the Air Force of tomor-row. We must continue to deliver capabilities at reduced cost, drive cost-effective execu-tion, create greater agility in our resource-constrained environment, build stronger industry partnerships and continue to build for tomorrow. In addition, we must con-tinue to support our industrial base, taking the innovation and creativity that industry provides us, and allowing our organic workforce to run with those innovations so that we have the edge to meet the future needs of our warfighters.

Q: You’ve spent the last several years working tanker programs. Are you satisfied with the KC-46 progress and getting it ever closer to in-service?

A: The KC-46 remains a top acquisition priority in the Air Force. Acquiring the KC-46 provides a 20th-century aerial refueling capa-bility and allows us to retire an aging tanker fleet. It is truly the sixth generation of tankers. It will have significant refueling capacity, improved efficiency, and increased cargo and aeromedical evacua-tion capacities. In addition to being more capable, the KC-46 will have higher mission-capable rates and less maintenance downtime, further assuring our nation’s global reach.

The U.S. Air Force and Boeing successfully completed the first flight of the KC-46 tanker test program on December 28, 2014. The plane, a Boeing 767-2C variant, took off from Paine Field, Wash., at 9:29 a.m. (PST) and landed three hours and 32 minutes later at Boeing Field. Following FAA certification flights, the 767-2C aircraft will undergo additional finishing work at the Boeing facility, such as installing the refueling boom and other military specific equipment, to missionize for the KC-46 requirements.

The second development aircraft (EMD #2) will be a full-up KC-46 and is expected to fly for the first time later this year, upon successful completion of manufacturing and check-out.

I, like many of the Air Force leadership, remain “cautiously optimistic” Boeing will deliver the first 18 KC-46As, fully certified to deliver fuel, in August 2017. The program has one flight under its belt and will ramp-up flight testing through the summer, leading to the event-based Milestone C review which kickstarts the low-rate initial production.

Q: Are you optimized with the structure of 10 PEOs? Do you see benefits to either decreasing the number or adding an office?

A: The AFMC restructure that culminated in a five, and now six, center construct also enabled the Air Force’s Senior Acquisition Executive (SAE) to streamline the PEO structure for a more optimal portfolio alignment. The benefits from the new construct are signifi-cant as we standardize and institutionalize our processes.

Q: Has the level of Foreign Military Sales been fairly constant over the past year or so? Which direction do you see it trending?

A: Yes, our Foreign Military Sales (FMS) have been fairly constant over the past year or so in terms of dollars, as we have supported our FMS partners. We support over 100 countries with 2,757 cases valued at $152 billion and we look forward to continuing to build on our FMS successes going forward.

Q: Any closing thoughts?

A: Right now, across the globe, U.S. air forces, sister services and partner air forces are engaged with enemy forces. They are rescuing the helpless, keeping vigilant watch 24/7, providing humanitarian aid and defending freedom around the world. All of those airmen are depending upon weapons systems that were developed, contracted for and supported day in and day out by people here at AFLCMC. Every aircraft, munition, radar, business IT system, jet engine and ISR system counts on the men and women assigned to AFLCMC, regardless of their role.

Although we still face challenges with budget reductions and sequestration, we are committed to continuous improvement and supporting and building the capabilities of the Air Force for today and tomorrow. O

The AFMC restructure that culminated in a five, and now six, center construct also enabled the Air Force’s Senior Acquisition Executive to streamline the PEO structure for a more optimal portfolio alignment. The benefits from the new construct have been described as “significant” and allowed the centers to standardize and institutionalize their processes. [Photo courtesy of U.S. Air Force]



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

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

A pending Air Force contract, the Space and Missile Systems Center’s (SMC) Consoli-dated Air Force Satellite Control Network (AFSCN) Modifications, Maintenance and Operations (CAMMO), takes public-private partnerships to a different level by seeking to develop an organic Air Force software capability through a PPP.

CAMMO also involves an effort to consolidate the activities currently being performed under several contracts. “The acquisition will combine contracted services for network operations, maintenance and sustainment into a single contract vehicle,” said Bruno Mediate, Air Force SMC CAMMO project manager. “This integration of related

AFSCN weapon system services enables a prime CAMMO contractor to optimize resources in order to provide the required services to support operations of over 170 national security and civil satellites.”

“PPP is a concept that can be imple-mented through a wide array of contractual vehicles and collaborative programs,” said Shannon Wagner, lead analyst for public-private partnering at the Air Force Sus-tainment Center. “From performance-based logistics arrangements such as the C-17, F-22 and F-35, to our private partners’ ongoing DoD contracts, the utilization of PPPs is vital when it comes to developing cost-effective and war-winning capabilities [for] our warfighters. Public-private partner-ships are a critical initiative in the Department of Defense and Air Force workload sus-tainment systems. PPP is one of the Air Force’s strategic cornerstones for depot main-tenance.”

“PPPs are invaluable across the Air Force enter-prise,” added Misty Goss, an analyst at the Ogden Air Logistics Complex. “The Ogden Air Logistics Complex currently has partnership agreements with 24 companies and [is] partnered on 43 workloads. Sixty percent of the partnerships provide performance-based logistics support for major weapon systems such as C-17, F-22, F-35, unmanned aircraft systems and

logistics support for auxiliary power units. The remaining 40 percent of partnerships were implemented as business development initiatives.”

“PPPs have benefited the Air Force through reductions in total program costs through integrated development and test efforts, shared resources and increased effi-ciencies by sharing best practices, joint improvements and reduced investments in duplicative capabilities,” said Wagner.

CAMMO, which is currently in the request for proposal development phase, includes a requirement to establish a public-private partnership between a prime contrac-tor and the Ogden Air Logistics Complex’s 309th Software Maintenance Group (OO-

ALC’s 309 SMXG). “CAMMO’s public-private partnership requirement is explicitly for the software maintenance of two major AFSCN sub-system configuration items,” said Mediate, “the Electronic Schedule Dissemination version 3.0 subsystem soft-ware and the Remote Block Change subsystem software. Both of these software con-figuration items received a

core determination which identifies organic depot maintenance capability requirements for designated systems.”

For ESD version 3.0 and RBC subsys-tem software, this requires establishing an organic software maintenance capability.

By Peter BuxBaum, mLF CorresPondent

Bruno Mediate



As a result, these were selected for a public-private partnership to initiate organic depot repair capability. Congressional legislation required the development of the organic software maintenance capability. U.S. law also requires a minimum of 50 percent of all depot maintenance workload across the Air Force to be performed organically.

“CAMMO’s public-private partnership requirement intends to leverage the invest-ment made by the Air Force on the Satellite Control Network Contract, which is the current AFSCN sustainment contract,” said Mediate. “This contract had previously estab-lished a public-private partnership require-ment between OO-ALC’s 309 SMXG and the current SCNC prime contractor, Honeywell Technology Solutions Inc., for both ESD and RBC software maintenance. There is a cadre of 309 SMXG government person-nel working under a direct sales partnering agreement with Honeywell on ESD 3.0 soft-ware. The goal is to continue to grow organic capability for both ESD 3.0 and RBC soft-ware maintenance in the com-ing years.”

“CAMMO represents a change that we have been see-ing over the last few years,” said Mark Greyson, the CAMMO capture manager at Lockheed Martin, a poten-tial bidder on the contract. “We have been exposed to these types of public-private partnerships on a number of contracts, including at the corporate level, and we have found they have been good partnerships for us.”

Last year, Lockheed Mar-tin and the U.S. Air Force Sustainment Center signed a partnership agreement that establishes a common frame-work and pre-negotiated terms and conditions for long-term partner-ship work efforts. With that public-private agreement, Lockheed Martin is enabled to immediately execute specific implementa-tion agreements with the Air Force Sustain-ment Center (AFSC) and their air logistics complexes (ALCs), reducing costs and allow-ing for faster implementation of agreements.

Honeywell Defense and Space has two shining-star performance-based logistics programs—Total Logistics Solutions with

the Navy, and Secondary Power Logistics Solutions with the Air Force—that it is pro-posing to expand into a 10-year, enterprise-level contract. “Essentially, it is a 10-year, performance-based logistics contract that will span across 17 different aircraft plat-forms and across multiple depots for the Air Force, Navy and Army,” said Heath Pat-rick, vice president for defense aftermarket Americas at Honeywell Defense and Space. “Basically, this program would be a large enterprise PBL, like our existing PBLs with the Navy and Air Force on steroids.”

The Honeywell proposal is for an end-to-end management system focused on driving key metrics within sustainment processes, such as safety, quality delivery and productiv-ity. “We will identify specific projects where we can save money with make versus buy decisions,” said Patrick. “There are also areas where we can go in and help the government reduce costs by improving logistics program

management, demand plan-ning, kitting and other logis-tics processes in maintaining a depot.”

Patrick anticipates the firm-fixed-price proposal will reduce the govern-ment’s spending on spare parts inventory by 75 percent and lower back orders by as much as 100 percent. Hon-eywell’s Air Force program closed 2014 with record per-formance results, including reducing back orders down to zero, according to Patrick.

The concept of the enter-prise PBL was the result of discussions among Hon-eywell, its armed services customers, and the Defense Logistics Agency (DLA) over a period of years. DLA took the lead on the program and issued Honeywell a sole-

source request for proposal last year, to which Honeywell recently responded.

The Air Force and the Air Force Sus-tainment Center are constantly looking for innovative ways to improve the partnering concept, according to Wagner. “PPP stan-dardization and enterprise partnerships are two of the ways the AFSC has improved PPPs,” she said. “Standardization in the PPP process enables opportunities for the air logistics complexes to accommodate or

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

Historically, the development of an AFSC PPP took anywhere from 12 to 16 months. The new standardized process has reduced the development and implementation by eight to 10 months. “Time saved due to the standardization is invaluable when working with private partners that are on contract to deliver war-winning capabilities to the warf-ighters on schedule,” said Wagner.

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

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

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

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


at www.mlf-kmi.com.

Mark Greyson

Heath patrick



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

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

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

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

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

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

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

InFrastruCture restoratIon and modernIzatIon

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

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

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

WeaPon system Command & ControL and Ground

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

PreParInG to reCaPItaLIze and eventuaLLy rePLaCe the mInuteman III.

The Air Force Life Cycle Management Center is managing the Minuteman III system and infrastructure. The new ground-based strategic deterrent system will build on that foundation. [Photo courtesy of U.S. Air Force]


at www.mlf-kmi.com.



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Compiled by KMI Media Group staffSUPPLY CHAIN

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

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

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

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

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

Battery and Power System Order

Military Sealift Command is looking for a contractor to provide a detachment to for ship-based and/or shore-based VERTREP, rotary-wing logistic services. The detachment will be forward-deployed worldwide for extensive periods at sea, primarily assigned to Combat Logistics Force (CLF) ships and used primarily to meet 5th and 7th Fleet requirements. Delivery is anticipated to be in Guam; however, operational requirements may dictate another location in 5th Fleet. The detachment will be required to perform missions at any time, day or night, on a 24-hour basis. It is anticipated that perfor-mance will begin on or about October 1, 2015.

Vertical Lift

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

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

AMC executes two-thirds of the Army’s contracting budget through its Army Contracting Command (ACC). The largest percentages of contracting dollars go to weapon systems and knowledge-based services.

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

across the world who conducted more than 170,000 contracting actions totaling $50 billion last fiscal year. They did this while managing $184 billion in existing contracts.

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

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

Article by Kara Beth Wall

Despite Shrinking Budget, Opportunities Remain


Heidi ShyuAssistant Secretary of the

Army for Acquisition, Logistics and Technology

Modernization Strategistcommitted to Succeeding Against challenges Across the Spectrum

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

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

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

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

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

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

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

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

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

Q&AQ&A


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

A: The Army has a strategy to modernize despite our budget con-straints, but it is difficult to plan in times of fiscal uncertainty. We must be prepared for a wide spectrum of conflict. We must be able to meet the challenge of our next war, not just our last war. Our modernization strategy will enable us to counter threats in any environment, but we need predictable and stable funding to be successful.

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

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

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

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

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


important changes in how the Army will expend equipment and funds in a post-Afghanistan era.

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

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

A: As engagements draw down, we are left with rapidly shrinking resources and a need to do more with less. However, in the past the Army has made crucial investments in periods of drawdown. The key investments that enabled the Abrams main battle tank, the Bradley fighting vehicle, the Apache and Black Hawk helicopters and the Patriot air defense missile system were made in the years following the Vietnam War. It is tempt-ing to sacrifice our “seed corn” for the short term, but we must protect the investments that will lead to future innovation and strive for greater efficiency with the resources we do have. One key initiative to address this challenge is Better Buying Power.

Better Buying Power was launched in 2010 by Dr. Ash Carter, then defense acqui-sition executive, to streamline the acquisi-tion process and to bring about significant cost savings throughout the Department of Defense. Now in its third increment, known as BBP 3.0, Better Buying Power remains a solution for mitigating some of the chal-lenges brought on by declining resources. The Army acquisition enterprise supports Better Buying Power, as the core initiatives of BBP align with the Army’s recognized areas of improvement in acquisition follow-ing over a decade at war.

As part of Better Buying Power’s focus to eliminate unpro-ductive processes and bureaucracy, the Army has supported an initiative by the Defense Acquisition Executive Frank Ken-dall and House Armed Services Chairman Representative Mac Thornberry to streamline acquisition processes. That initiative will streamline some of the statutory requirements imposed on acquisition program managers, which have accumulated in lay-ers over the last several years, while retaining the underlying statutory principles. A team of subject-matter experts is exam-ining how to reduce both the documentation burden in DoD’s

acquisition process and the number of forums performing over-sight on acquisition programs. We will continue to look at ways that we can streamline our processes and maintain the balance of fielding the best capabilities to the warfighter in a way that is fiscally responsible to American taxpayers.

Q: It seems that a number of key programs that directly impact the mobility and lethality of the warfighter have been shuttered over the past few years. What is the prognosis for JLTV, and what are the next steps?

The Hon. Heidi Shyu receiving a brief within a tactical operations center during her visit to the Network Integration Evaluation 15.1 held at Fort Bliss in October 2014. [Photo courtesy of DoD]

A key Army initiative, Better Buying Power remains a solution for mitigating some of the challenges brought on by declining resources. [Photo courtesy of DoD]


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

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

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

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

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

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

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

Q: What are specific examples of your continuing S&T invest-ment?

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

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

Degraded visual environ-ments are the primary contribut-ing factor to the vast majority of Army aviation accidents over the past decade. The inability to oper-ate safely in a degraded visual environment has had a signifi-cant impact on the tactics, tech-niques and procedures employed to support the ground force. The S&T effort explores the trade-space between flight controls, sensors, and cueing necessary to allow Army aviators to safely operate in any visual environment, including brownout, whiteout, rain and fog. The ability to conduct missions in such conditions is a tactical advantage that will enhance Army operations greatly.

Similarly, the Army is faced with an overall aging fleet of rotorcraft. Thus, we are pursuing the next-generation aircraft with the ability to fly faster and farther than the current fleet. The JMR-TD will explore rotor systems, drives, propulsion systems, structures, mission systems architectures and other associated technologies to support the this future capability. This S&T effort will mature technologies and reduce risk toward an anticipated program of record. JMR-TD will develop two flight demonstrators with the goal of lowering risk for a program of record. The first flight is anticipated in FY17.

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

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

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

The Army is also looking at future applications for 3-D printing. The Army Medical Materiel Development Activity is developing 3-D bioprinting as one tool in the field of regenerative medicine. This new research area will help servicemembers recover from injuries suffered on the battlefield, and also has potential for widespread use in the civilian population.

Additionally, the Army Natick Soldier Research, Development and Engineering Center (NSRDEC) is currently using 3-D printing to rapidly prototype a variety of improvements to individual soldier equipment, including combat clothing, chem-bio protection, body-armor systems, and helmet covers. NSRDEC is also experimenting with 3-D printing of basic food and nutrition bars.

Q: Any closing thoughts?

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

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

The men and women of the Army Acquisition Workforce con-tinue to make me proud to serve as the Army Acquisition Executive. They tirelessly expend their time, energy and expertise to ensure our soldiers remain Army Strong. O

The Army Acquisition Corps and the Army Acquisition Workforce are made up of over 38,000 members worldwide. They bring a broad array of needed skill sets to fulfill the mission of developing and sustaining the best-equipped Army in history. [Photo courtesy of DoD]


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CAlendArMarch 10, 2015Hot Topic – Installation ManagementArlington, Va.www.ausa.org/meetings/2015

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

March 31-April 2, 2015AUSA Global Force SymposiumHuntsville, Ala.www.ausa.org

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John BryantSenior Vice President of Defense Programs

Oshkosh DefenseAs the senior vice president of defense

programs for Oshkosh Defense, retired Colonel John Bryant leads the develop-ment, production and sustainment of all vehicle and product platforms and pro-grams for Oshkosh Defense, Integrated Product Support and contract administra-tion. Bryant brings a 28-year history of service with the Marine Corps to his role at Oshkosh.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Q: How important are industry partner-ships in meeting your corporate objectives?

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

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

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

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

INDUSTRY INTERVIEW Military Logistics Forum


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MLF 9.1 (February 2015)

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Transcript of MLF 9.1 (February 2015)