MLF 6-1 (Feb. 2012)

The Publication of Record for the Military Logistics Community

AUSA WINTER Issue

Materiel Optimizer Gen. Ann E. Dunwoody

www.MLF-kmi.com

Commanding General U.S. Army Materiel Command

February 2012 Volume 6, Issue 1

Interview with:

Brian Butler

Executive Director, Integrated Logistics Support Center TACOM LCMC

EAGLE Update O FOBs O Reset O Global Combat Support System Securing the Ammo Base O Logistics C2 O Flight Line IT

Military Logistics Forum

February 2012 Volume 6 • Issue 1

Features

Cover / Q&A Getting Vehicles War-Ready Again Army Materiel Command (AMC) runs the service’s major reset and recap programs, which respectively restore vehicles to their original condition— often to zero miles, zero hours, depending on the scope of work—and upgrade vehicles into enhanced versions.

By Henry Canaday

8

EAGLE Update

15

Standardization and consolidation of process and procedures will lead to effective program and contract execution. An exclusive interview with Scott Welker, deputy to the commander of U.S. Army Sustainment Command (ASC), on the EAGLE program.

By Henry Canaday

IT on the MX Line

19

Flight line maintenance crews are accustomed to using Windows as the standard operating system on rugged laptops. But that landscape is changing fast. Rugged, lean tablets—and in some cases, smartphones—that run other operating systems are staking a claim.

By Cheryl Gerber

TACOM Life Cycle Management Command

25 General Ann E. Dunwoody Commanding General U.S. Army Materiel Command

Special PULL-OUT SUPPLEMENT

1 7 10

Interview with Brian Butler Executive Director, Integrated Logistics Support Center TACOM LCMC Doing Business with TACOM LCMC TACOM Top Contracts for FY11

Expeditionary Base Camps

32

Housing and protecting the warfighter in extreme locations. The U.S. armed forces’ expeditionary posture of recent years has challenged logisticians to position forces, equipment and supplies at forward locations expeditiously.

By Peter Buxbaum

Departments 2 Editor’s Perspective 4 Log Ops/People 6 LOG Leadership Lessons 23 Supply Chain 43 Calendar, Directory

Logistics C2

37

Improvements to the supply chain continue as Department of Defense logistics experts and their industry partners look to improve the flow and quality of information from within the supply chain in order to improve planning and usability.

By Christian Bourge

Global Combat Support System

40

GCSS, developed by DISA, is designed to respond to the concept of focused logistics. That concept, articulated in Joint Vision 2010 and reinforced in Joint Vision 2020, combines logistics information and transportation technologies for any number of scenarios.

By Leslie Shaver

Securing the Base

42

Industry Interview

It has always been critical to pay deliberate attention to the ammunition sector’s industrial base. It is even more critical now, as we face defense budget cuts, that the government-owned ammunition industrial base must not only be sustained, but modernized.

By Brigadier General (Promotable) Gustave F. Perna and Alan R. Buester

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44 H.A. “Graz” Graziano Vice President Combat Support & Sustainment General Dynamics Land Systems

Military Logistics Forum Volume 6, Issue 1 February 2012 Publication of Record for the Military Logistics Community Editorial Editor-In-Chief Jeff McKaughan jeffm@kmimediagroup.com Managing Editor Harrison Donnelly harrisond@kmimediagroup.com Online Editorial Manager Laura Davis laurad@kmimediagroup.com Copy Editor Laural Hobbes lauralh@kmimediagroup.com Correspondents Christian Bourge • Peter Buxbaum • Henry Canaday • Cheryl Gerber • Leslie Shaver Art & Design Art Director Jennifer Owers jennifero@kmimediagroup.com Senior Designer Jittima Saiwongnuan jittimas@kmimediagroup.com Graphic Designers Amanda Kirsch amandak@kmimediagroup.com Scott Morris scottm@kmimediagroup.com Kailey Waring kaileyw@kmimediagroup.com

Advertising Associate Publisher Jane Engel jane@kmimediagroup.com

KMI Media Group Publisher Kirk Brown kirkb@kmimediagroup.com Chief Executive Officer Jack Kerrigan jack@kmimediagroup.com Chief Financial Officer Constance Kerrigan connik@kmimediagroup.com Executive Vice President David Leaf davidl@kmimediagroup.com Editor-In-Chief Jeff McKaughan jeffm@kmimediagroup.com Controller Gigi Castro gcastro@kmimediagroup.com Administrative Assistant Casandra Jones casandraj@kmimediagroup.com Trade Show Coordinator Holly Foster hollyf@kmimediagroup.com

Operations, Circulation & Production Distribution Coordinator Duane Ebanks duanee@kmimediagroup.com Data Specialists Rebecca Hunter rebeccah@kmimediagroup.com Tuesday Johnson tuesdayj@kmimediagroup.com Raymer Villanueva raymerv@kmimediagroup.com Summer Walker summerw@kmimediagroup.com Donisha Winston donishaw@kmimediagroup.com

EDITOR’S PERSPECTIVE The Department of Defense and its branch services are doing more than talking the “going green” talk—they are walking that green mile. The most recent example is the agreement between the DoD and the Environmental Protection Agency (EPA) that formalizes the agreement between the two. The desired result will be a strong effort to develop and implement technologies that will create sustainable U.S. military bases around the world.

The agreement, in the form of an MoU, calls for the EPA’s Office of Research and Development to be the engine for innovative technologies and concepts that will help “create sustainable and resilient military bases across the country and overseas.” As it has been for the ages, the military is a leader Jeffrey D. McKaughan Editor-IN-CHIEF in bringing technologies to fruition that can then be commercialized and brought to the civilian world for, at least in this case, the same purpose—sustainable environments. The military’s announcement notes that by sharing resources, the two agencies can collaborate in the incubation process for these green initiatives and use the infrastructures of military bases to mature the technologies.

The Air Force and the Navy have been working with biofuels for some time and the Navy jumped in as a leader by announcing that it was acquiring a significant stock of biofuel to be used during major exercises.

Small changes in the way the military consumes fuel will not come cheap and everyone should be prepared for that. The cost of the new fuels—both direct and indirect—only has marginal levels of savings; switching to any of the renewable types of energy will have a high level of upfront costs. Even though installing automatic timers that turn lights off after periods of inactivity saves money in the long term, this comes with upfront costs that may be tough to accept.

The Navy’s largest fuel buy, 450,000 gallons, has been thrown under the bus by many because the fully allocated cost per gallon works out to be about $15 per gallon. That simple math misses the point of the greening construct. Until there are more users—of anything green—the unit costs will be higher. The long-term savings will be there and will statistically grow as more users come online. Those curly light bulbs that we ALL use cost more upfront—the payoff is on the long run.

Any thoughts on the greening of the military?

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LOG OPS

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The Intelligent Micro-Grid

Supporting the E-6B

Arista Power Inc., a manufacturer, designer and integrator of renewable energy generation and management and distribution systems, announced that it has been awarded a $922,000 U.S. Army contract to be the prime contractor to complete Phase One activities for the development of a new Intelligent Micro-Grid.

The Intelligent Micro-Grid will be designed to seamlessly integrate both renewable and traditional energy sources to provide the scalability and automatic operation needed to deliver highly reliable power in areas where military operations are taking place across a broad spectrum of energy requirements and applications with a goal of minimizing the use of fossil fuels and saving lives by reducing the need to transport diesel fuel.

Arista Power will develop the Intelligent Micro-Grid for the Renewable Energy for Distributed Under-Supplied Command Environments (REDUCE) program under the guidance of the U.S. Army Communications-Electronics Research, Development and Engineering Center (CERDEC).

Under Phase One of the REDUCE program, Arista Power will deliver a demonstration of the system in approximately three to six months at CERDEC. The program has a Phase Two option for CERDEC to provide additional funding for continued development upon the successful completion of Phase One. “We are pleased to have been selected by the U.S. Army for this vital program and to be playing an integral part in the Department of Defense’s broad-based initiative to reduce its reliance on fossil fuels and to improve energy efficiency,” said William A. Schmitz, chief executive officer of Arista Power.

“The vast majority of power used by the armed forces for operating environments is provided by diesel generators. Supplying fuel for these generators is costly, not only in a financial sense, but also in terms of the dangers to human life inherent in transporting fuel.”

DRS Technologies Inc., a Finmeccanica company, has announced that its C3 & Aviation Group received a one-year incrementally funded option to their current firm fixed-price contract to provide contractor logistics support (CLS) for the U.S. Navy’s E-6B. Under the terms of this contract modification, DRS will manage government-owned inventory and provide additional material support for E-6B aircraft. DRS will also provide residual spares for other Boeing 707 derivative programs, such as the U.S. Air Force’s VC-137 and C-18.

“We are proud to be part of the Navy team in support of the E-6B platform. We have worked diligently to provide the best ‘round the clock’ support and are honored by the opportunity to support team TACAMO,” said Rear Admiral Ed Boyington (USN, Ret.), vice president/general manager of aviation and logistics at DRS C3 & Aviation Group.

PEOPLE It has been announced that Frank Kendall will be nominated to be the under secretary of defense for Acquisition, Technology, and Logistics (AT&L), Kendall has been the acting AT&L chief since Ashton Carter became the deputy secretary of defense in September. He was appointed as AT&L’s principal deputy in March 2010 and had previously served in DoD from 1982 to 1994 in a number of senior acquisition positions.

Kendall served as an officer in the U.S. Army from 1971 to 1982.

Army Major General Patricia E. McQuistion for appointment to the grade of lieutenant general

4 | MLF 6.1

Compiled by KMI Media Group staff

and for assignment as deputy commanding general/chief of staff, U.S. Army Materiel Command, Redstone Arsenal, Ala. McQuistion is currently serving as commanding general, U.S. Army Sustainment Command, Rock Island, Ill.

Lt. Gen. Dennis L. Via

Army Lieutenant General Dennis L. Via for appointment

to the grade of general and for assignment as commanding general, U.S. Army Materiel Command, Redstone Arsenal, Ala. Via is currently serving as the deputy commanding general/chief of staff, U.S. Army Materiel Command, Redstone Arsenal, Ala. Brigadier General Camille M. Nichols, who has been selected for the rank of major general, program executive officer, soldier, Fort Belvoir, Va., has been assigned as commanding general, Army Contracting Command, Redstone Arsenal, Ala. Air Force Colonel Cedric D. George has been

nominated to the rank of brigadier general. George is currently serving as commander, 76th Maintenance Wing, Oklahoma City Air Logistics Center, Air Force Materiel Command, Tinker Air Force Base, Okla.

Army Brigadier General Darrell K. Williams has been nominated for appointment to the rank of major general. Williams is currently serving as commander, Defense Logistics Agency, Land and Maritime, Columbus, Ohio.

Army Brigadier General Aundre F. Piggee has been nominated for appointment to the rank of major general. Piggee

is currently serving as commanding general, 21st Theater Sustainment Command, U.S. Army Europe and Seventh Army, Germany.

Navy Vice Admiral William R. Burke for reappointment to the rank of vice admiral and for assignment as deputy chief of naval operations for warfare systems, N9, Office of the Chief of Naval Operations, Pentagon, Washington, D.C. Burke is currently serving as deputy chief of naval operations for fleet readiness and logistics, N4, Office of the Chief of Naval Operations, Pentagon, Washington, D.C.

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LOG LEADERSHIP LESSONS

Compiled by KMI Media Group staff

Jim Hall, a vice president with Gartner, has addressed a variety of logistics challenges as a line manager in industry, a principal of management consulting firms, and an assistant deputy under secretary of defense. He has also served as a surface warfare officer in combat operations in Southeast Asia. jim.hall@gartner.com

Jim Hall

What Else Can Change?

Change often results in a desire to keep as much as possible the same and minimize the amount of change that occurs. Change should be the opportunity to re-examine activities, processes and tasks to determine the assumptions and beliefs that drive the way work is done. Leaders should determine if an initial change can permit other changes that may produce even more significant improvements.

Frequent change is common in the world of logistics. Volumes change, requirements change, technology changes, etc. Leaders should use change, which they may not control, as opportunities to create benefits in areas they do control. As I worked with executives in a variety of commercial industries, I found the willingness to understand that the full potential of change could produce significant benefits to organizations. Two examples demonstrate the benefits of change.

A leading retail grocery chain was updating its store replenishment system (the system that stores use to order stock for the shelves). The store replenishment process ensures product availability and minimizes out-of-stocks. The new system permitted the stores to order any time of day, not at a fixed time as the legacy system required. Forward thinking logistics leaders saw this small change as an opportunity to ask, ‘What Else Can Change?’ and commissioned a study to identify the best time for a store to place its order. The current time posed no issues for stores, and the replenishment process permitted a store to order today and receive stock the day after tomorrow. Performance was acceptable.

By understanding if changing the time a store ordered could possibly enable other changes, these leaders were willing to examine their entire store replenishment process and potentially introduce big changes. Rather than simply assume the current time of day was the best, they were willing to challenge and possibly change the way their stores, distribution centers, trucking programs and buyers conducted operations. Seeking to be more responsive to demand, they also looked at hourly demand patterns.

They discovered that changing the time of day stores ordered permitted a demand-driven process and created an ‘order this afternoon, receive tomorrow morning’ replenishment process. That improved product availability in a business for which in-stock performance and product freshness are essential objectives. Achieving those improvements required not only changes in the time stores ordered, but also changes to distribution center practices, transportation planning and routing, and buying practices. The willingness to ask ‘What Else 6 | MLF 6.1

Can Change?’ produced a significant performance improvement.

A leading automotive supplier was presented a ‘Strategic Supplier Relationship’ program by their largest aftermarket retail partner. The two enjoyed a successful but ‘arms-length’ relationship. Both organizations asked ‘What Else Can Change?’

Cross-enterprise process integration was of interest, but the reality of a ‘customer-supplier’ relationship seemed a barrier. Using an objective intermediary to ensure proprietary information and capabilities were protected, they examined their planning processes, ordering process and other points of interaction.

Opportunities to cut inventory to 25 percent of previous levels while increasing stock availability were uncovered. This required changing the planning processes so each provided the information the other needed at the right time for their decisions. Previously, forecasts by the retailer were provided about 10 days after the manufacturer had to make commitments for materials and production capacity.

As they examined the information they provided to each other, they found that the level of detail the customer developed was not necessary. The planning detail could be simplified while providing the information the supplier actually needed for efficient production and low product cost.

The recognition of the existing disconnects in planning created additional discussions that led to another benefit. Analysis revealed final product configuration could be postponed to take place much closer to when demand occurred. That change enabled a demand-driven replenishment process, increasing product availability and reducing inventory at stores, while long lead time manufacturing could be efficient. Better knowledge of what drives each other’s processes provided this benefit.

For each of the organizations above, there was no problem that needed to be fixed. A small change—store order system for one and supplier relationship structure for the other—didn’t have to change anything else. But logistics leaders asked ‘What Else Can Change?’ and discovered significant opportunities to be more demand driven and achieve timeless logistics objectives of higher stock availability, faster responsiveness, lower inventory investment and reduced costs.

Military logistics is facing many changes as funding levels are reduced.

Small changes can produce large benefits if the instinct to minimize change is challenged. Logistics leaders must ask: ‘What Else Can Change?’ O www.MLF-kmi.com

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The reset and recap process is expensive, but cheaper than the alternative.

By Henry Canaday MLF Correspondent Army Materiel Command (AMC) runs the service’s major reset and recap programs, which respectively restore vehicles to their original condition—often to zero miles, zero hours, depending on the scope of work—and upgrade vehicles into enhanced versions. Major vehicles deployed in Iraq or Afghanistan intended for continued use will be either reset or recapped until both wars are over and then for about two years more, noted James Dwyer, deputy chief of staff for logistics at AMC headquarters at Redstone Arsenal, Ala. 8 | MLF 6.1

The heavy expanded mobility tactical truck (HEMTT) is reset at Oshkosh Defense, where it may be “recapped, or upgraded with drive trains, suspensions and cabs,” said Dwyer.

The family of medium tactical vehicles (FMTVs) is reset at Red River Army Depot. “We will do two to three thousand this year,” Dwyer noted.

“And we will continue doing these for a couple of years after hostilities.”

The high mobility multipurpose wheeled vehicle has a $900-million recap program. Eighty percent of HMMWVs are serviced at Red River, www.MLF-kmi.com

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Photo courtesy of U.S. Army. Taken by Spc. Micah Clare.

while the remaining 20 percent are sent to Letterkenny Army Depot.

“We have already done 9,000 this year,” Dwyer said.

Reset of the M1117 armored security vehicle is split between Red River and Textron.

Reset of mine resistant ambush protected (MRAP) and MRAP all-terrain vehicles will be done at Red River, but only for the MRAPs and M-ATVs the Army chooses to keep. So far, the Army has decided to retain 1,900 MRAPs and M-ATVs out of the 18,000 in the fleet.

When the Iraq and Afghanistan wars began, the biggest reset challenge was getting Level 2, 3 and 4 suppliers ramped up to supply parts. “We had to work closely with suppliers and the Defense Logistics Agency [DLA] on forecasting and collaboration,” Dwyer noted.

Collaboration works well today.

Reset work peaked in 2008, and is expected to continue declining. With the Army out of Iraq, the big workload question is how many MRAPs and M-ATVs will be retained and reset.

The Army repairs battle damage in theater at 10 sites. Like depot work, but even more challenging, field repair requires tight collaboration on the supply chain among AMC, DLA and suppliers.

Reset work is big. AMC does $5 billion a year in reset and recap, including aircraft. Tactical wheeled vehicles account for $3.5 to $4 billion of that total. Even with facilities that date back to World War II in some cases, reset sites are ISO certified and have won a number of Shingo awards for world-class efficiency. AMC has achieved $5.9 billion in cost saving, cost avoidance and operational benefits over the last four years using Lean, Six Sigma and Value Engineering.

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10 | MLF 6.1

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“We have been in the reset business since the late 1990s,” summarized Mike Ivy, vice president and general manager for Army programs for Oshkosh Defense. The company has reset or recapped more than 11,000 HEMTTs and palletized load systems. In reset, Oshkosh tears vehicles down to frame rails and rebuilds them into effectively new vehicles with fresh warranties to match. The Army’s definition of reset can be broader than the complete tear-down that Oshkosh does in the U.S., and the company has done different resets in Kuwait. Recap to new standards still saves money over proMike Ivy curement of new upgraded vehicles because some old parts can be saved.

Ivy expects the Army to reset or recap many more HEMMTs. “There are more than 20,000 out there. They probably will not recap all because the Army may get smaller.” Oshkosh hopes to help maintain the trucks as well.

The HEMMT has been modernized and upgraded according to customer requirements and changes in enemy Jeff Koga threats, noted Jeff Koga, senior director integrated product support for Oshkosh. “We design upgrades of armor and electrical [and] give them kits and set up Lean programs in the field to do upgrades.”

Koga said Oshkosh would like to be part of any recapping and upgrading M-ATV, if this is done.

As fleets come out of Afghanistan, major questions concerning reset and recap programs will be: How much work will be done?

Where is it done? Who does it? Ivy emphasized that Oshkosh has the capability of bringing its services anywhere. “We can go to Fort Hood or wherever the customer desires,” Ivy said. “We can do full recap on our assembly line, just repairs at depots or a mix of both.”

“We have been building trucks for nearly 100 years with a focus on off-road four-wheel drive,” Koga said. “We have the engineering background and we go where the customer goes.” Ivy added, “We can manage the supply chain, and have manufactured almost 100,000 military vehicles, so we know a little bit about them.”

David Hahn, vice president of business development for the ISO Group, does not expect to see many new Army ground vehicles until 2024-2030. “There will be SLEP [service life extension programs], recaps and upgrades to extend life for 10 to 20 years programs of record, Strykers, Bradleys and HMMWVs, as they come back from the field.” Hahn expects resets to last another two years and recaps six more years.

Many of these vehicles were not built by the same manufacturer from start to finish. “There were joint ventures, teaming agreements or the OEM [original equipment manufacturer] changed through acquisition,” Hahn said. “Many companies focused on ramp-up, not sustainment, so in many cases the OEM does not have sustainment capabilities.”

Therefore, Hahn expects an abundance of recap and modernization work up for bid on 180,000 HMMWVs, Bradleys and Strykers, and anticipates less work on MRAPs and tanks. Upgrades could www.MLF-kmi.com

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include electronics, interoperability with other platforms and interchangeability of parts.

ISO’s advantages are that it touches over 100 ground vehicles in parts support and has focused on sustainment for 10 years. “It is our main business,” Hahn said. “We will be in this market. We are bidding and will bid.”

Force Protection is now resetting Cougar and Buffalo MRAPs for requirements in the field, said Ed Smith, senior vice president for logistics. The Cougar is primarily a Marine fleet. “We do not know yet how many they will retain, and that will set the reset requirements.”

He expects reset will primarily be done at Marine Corps Logistics Base Albany or Barstow. “We will have to see how we can support that,” Smith said. “We Just one of the thousands of trucks to undergo reset at the Red River Army Depot. [Photo courtesy of U.S. Army] might help with parts or with workforce.”

About 4,000 Cougars were delivered to the Marines, and Force Protection has supported them into a period of national transition under significant budget conwith a couple hundred field service representatives (FSRs) in the straints will result in a large amount of equipment requiring repair,” U.S., Afghanistan and Kuwait. said Lobeto. “Exelis continues to hone its systems, processes, and The Buffalo is operated in small quantities by the Marines and, in technology through innovation and ingenuity to enhance produclarger numbers, as a new vehicle by the Army, which will field the A2 tion efficiencies wherever we support our customer. This coupled variant through 2014. “Buffalo reset will follow two paths—a small with disciplined, accountable, and committed teams of professionals one for the Marines, then for the Army,” Smith explained. will always provide trustworthy solutions for our customers.”

Force Protection sustains Cougars and a small number of BufW.W. Williams is a subcontractor to AM General and BAE falos. Most Army Buffalos are sustained by ManTech.

Systems for the reset and recap of HMMWVs at Red River and LetForce Protection has FSRs at the maintenance sustainment facilterkenny. Chris Emery, vice president business development, said ity for MRAPs in Kuwait, part of a mixed workforce that supports Williams is also under contract for BAE on reset and recap of Bradwhatever MRAPs come in for repair. “We work on some other comleys at Red River. panies’ vehicles too,” Smith said. “This will continue into next year.”

“Our responsibility is generally warehousing and inventory conForce Protection may consider bidding to support other firms’ trols,” Emery explained. “We also position parts on a just-in-time vehicles. “That is not off the table,” Smith said. The firm has just basis at the depot.” been acquired by General Dynamics Land Systems.

BAE contracts with depots to do the work. But on HMMWVs, AM ITT Exelis provides U.S. Army maintenance support for combatGeneral is contracted by DLA to do the work, supply materials and tested equipment coming out of the theater of operations. “Equipmanage the supply chain. ment needing repair is shipped to Kuwait from throughout the Emery noted that reset and recap sometimes draw on different Middle East and we repair it prior to returning the equipment back funding sources, and this makes things challenging. “In the case of to the Army,” said Max Lobeto, director of logistics for ITT Exelis Red River they are not able to do recap on the same line as reset.”

Mission Systems. “We have the innovative capability to maintain Williams hopes to do more of this type of work in the future. “A and repair wheeled vehicles, power generation equipment, engineerlot of vehicles out there will need this, [like] the MRAPs that come ing equipment, material handling equipment, armament systems back from Afghanistan and tactical wheeled vehicles like FMTVs.” and communications equipment. This capability exists not only in The firm would continue to work as a subcontractor.

Kuwait, but also at Fort Bragg, N.C., where about a third of the The company has done field support for reset and recap and, with workload is reset related and at Fort Benning, Ga., where we just 350 certified techs, has worked for several different companies. completed a heavy tracked recovery vehicle reset project and where Since 2006, AM General has provided part support through its we are about to begin an Army heavy equipment transport repair Integrated Logistics Partnership for the reset or recap of 38,000 project.”

HMMWVs at Red River and Letterkenny. It will continue to support Lobeto explained that most Exelis Logistics Service and Support this program through 2013 and beyond as needed. contracts normally extend about 3 to 5 years. “We are motivated Beyond reset, AM General contributes to the life cycle of by our customer’s complex challenges and recognize the budget HMMWVs by design, continuous improvement, technical manuals, pressure they are experiencing. As an agile company, we are able to training, part support and field services. The company’s Service Parts reduce the complexity of most industrial processes and associated Logistics Operations (SPLO) division supports 250,000 HMMWVs supply chain. We also simplify resource-to-task ratios without sacrioperated by the U.S. and friendly foreign nations through hands-on ficing performance or standards. As a result, we can concentrate on equipment training, all levels of driver training, in- and out-ofproduction efficiencies to provide our customers greater flexibility country field service, parts, kits and supply chain management. FSRs and innovation.” lead on-the-job training, oversee updates and modifications, and do One of the greatest challenge is in the maintenance support quality-control inspections when requested. AM General quickly world is volume. “A protracted period of global conflict subsiding 12 | MLF 6.1

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supplied thousands of new armor kits in Iraq and Afghanistan and FSRs provided instructions on installation of armor and upgraded suspension kits.

The company would consider supporting reset or recap for any wheeled or tracked vehicles, said Mark Whalen, senior vice president defense programs and business development. “Due to heavy, long-term war use and budget constraints, the entire U.S. wheeled and tracked fleets, including Humvees, MRAPs, medium and heavy trucks will be candidates for reset or recap,” Whalen said.

AM General’s capabilities are enhanced by its in-house engineering and design group and expertise in supply chain management, contractor logistics support, performance-based logistics, EDI supply chain integration and FSRs that can deploy globally on short notice.

“Our logistics made it possible to order parts and expedite delivery even when customers thought it impossible,” Whalen noted. “FSRs have earned a tremendous reputation for quick response and troubleshooting success.”

BAE Systems provides support for Heavy Brigade Combat Team programs, the Bradley, the M113, M88 and M109A6 Paladin. Roy Perkins, director of market creation for combat vehicles, says reset methods depend on scope of work.

First, there is a joint inspection by AMC and the program manager to determine what needs to be done. Three levels of reset are possible: Level 1 reset is done at the unit. Level 2 reset is done at Red River and BAE leads this effort. Level 3 is a full tear-down and rebuild at BAE facilities.

Level 2 means that if a part works, it is not removed. “For example, the Bradley has armor on the side,” Perkins said. “In Level 3 we take it off and redo connections. In Level 2, if it’s fine, we don’t.”

All four vehicles are at some level of reset activity. The Paladins that only got Level 2 are almost all done. The M113 is on its last contract. Bradleys have another year or two at Level 2. The M88 has another two years of a combination of Level 2 and 3.

Some M113s will be retired, not reset, Perkins said. And some Paladins will be upgraded to Paladin Integrated Management.

BAE’s M777 howitzer is fairly new. Perkins said some reset will eventually be needed but he is uncertain what the Army and Marines will want to do.

BAE’s major advantage in reset is that, as an OEM, it knows its vehicles. Perkins referenced the case of Army pre-positioned stocks for BAE and General Dynamics heavy vehicles in Kuwait where the service went with a low-cost firm, but had to call in BAE to help when problems developed.

Perkins expects less reset work, at least for his heavy platforms, as U.S. wars wind down. So BAE is looking at other markets, primarily outside the U.S. O

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

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EAGLE Update Standardization and consolidation of processes and procedures will lead to effective program and contract execution.

By Henry Canaday MLF Correspondent

Interview with Scott Welker, deputy to the commander of U.S. Army Sustainment Command (ASC), on the proposed Enhanced Army Global Logistics Enterprise (EAGLE) program, currently working through the formal acquisition approval process.

Scott Welker

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MLF  6.1 | 15

Q: Of the three main areas that EAGLE covers—materiel maintenance, retail/wholesale supply and transportation support—where do you expect the biggest gains in cost saving or efficiency?

A: We spend most of the dollars in maintenance, but that is not the way we break out savings. We expect to save in standardization of requirements, standardization of acceptance criteria and metrics, and the consolidation of a significant number of contracts and requirements. We have a multitude of contract vehicles for logistics today and it is difficult to execute them. EAGLE will consolidate these into fewer contracts with a common oversight strategy.

So, the savings are in consolidation and standardization. The Army will need fewer people to administer these contracts. For example, where we might have had six contracts, we will now have one and can consolidate our oversight on it. We will also team with the Mission and Installation Contracting Command to reduce oversight requirements.

Q: Can you summarize the results of the cost-benefit analysis of EAGLE? A: We looked at the cost-benefit analysis [CBA] last spring for the Army Deputy Assistant Secretary for Cost and Economics. We looked at how much we could save just by consolidating Directorate of Logistics [DOL] requirements, even though EAGLE covers much more than just the DOLs. And we looked at savings in the continental United States [CONUS] even though EAGLE will cover more than just CONUS. We found significant savings in a number of areas. We can reduce excess capacity, reduce redundancy and we can improve acquisition lead time. And we looked at increasing small business opportunity to become prime contractors.

We also looked at the guidance laid out in memorandums issued by the Office of the Secretary of Defense and by Dr. Carter [Ashton Carter, Under Secretary of Defense for Acquisition, Technology and Logistics from April 2009 until October 2011, now Deputy Secretary of Defense] and the Secretary of the Army, John M. McHugh, on Optimization of Service Contracting, May 9, 2011.

We wanted a strategy that hits all those initiatives to improve planning and oversight. The CBA told us that if we stood up an EAGLE business office for validation and oversight of requirements, we could consolidate 148 contracts for installation logistics to about 40 and we could make substantial savings and increase opportunities for small business.

It is important to note that EAGLE covers the three functional areas of maintenance, supply and transportation services, but it does not cover aviation maintenance, dining facilities and laundry/ dry cleaning services.

Also, we wanted to give opportunities for small businesses.

EAGLE employs a set aside for installation logistics with annual requirements from $1 million to $35.5 million. We estimate that for small businesses operating as primes, the contract values will increase by 160 percent under EAGLE, compared with the fiscal 2010 contract values awarded to small businesses. The EAGLE strategy also recognizes that at many installations there are outside the gates, so to speak, mom-and-pop businesses. EAGLE will not award those smaller contracts when the annual dollar value is less than $1 million. Those requirements will be contracted for by the 16 | MLF 6.1

local Installation Contracting Offices out of the Mission Installation Contracting Command.

Q: How will EAGLE change or simplify ASC’s and Army Contracting Command’s [ACC] management of logistics?

A: It will reduce the number of people needed for oversight and will reduce the burden of contact oversight.

EAGLE has morphed considerably over the last seven months.

Instead of an IDIQ [indefinite delivery/indefinite quantity] contract, we will use a multi-step process under EAGLE. The first step will be to assess the viability of companies to be qualified to hold basic ordering agreements [BOAs] for EAGLE requirements. A BOA is an agreement, not a contract. It does not commit the Army to purchase anything. Firms have until January 12, 2012, to submit their step 1 BOA response. We will then review responses and will inform industry if their proposed plan is viable or not viable. In the second step, we will issue a request for proposal along with a projection of task order requirements for the initial annual requirement to obtain proposals from prime contractors, teams, or joint ventures interested in receiving an EAGLE BOA. Subsequent to evaluation of each response, BOAs will be executed to qualified prime contractors. Once the BOAs are in place, we will issue requests for proposals to compete for individual task orders, which are the real contracts. Under the multi-step process, qualified contractors that hold a BOA can participate in the task order competitions.

We are improving competition by not limiting the number of BOA holders. All qualified contractors will be issued a BOA. Since a BOA is not a contract, there will not be any dollars awarded until the task orders are executed.

Q: Are any new IT systems necessary to implement the EAGLE approach?

A: Not for the contracts themselves. But we are working with the Defense Acquisition University on their Automated Requirements Roadmap Tool [ARRT] for requirements documentation. The ARRT focuses on high-level objectives to generate performance-based requirements and associated metrics. It will provide a tool for EAGLE to implement standardization of performance work statements, quality assurance surveillance plans and performance-requirement summaries across the enterprise.

Q: What are the primary criteria for evaluating EAGLE proposals?

A: There will be criteria at each step. Since we are only at the first step, assessing viability for BOA, we have only developed criteria for this step. For viability, the firm must understand the requirements for being a single provider of all three logistics functions for each installation. We will look at the proposed solution, whether it is fully supported by a prime or is a teaming agreement or a joint venture, what similar experience they have in terms of equipment worked, missions supported, types of customers, and Standard Army Management Information Systems/Automated Information Systems for maintenance, supply and transportation support. We will either validate them or inform them of potential shortfalls in their approach.

We have not developed the final criteria for steps two and three. The criteria for step two of the BOA will follow current source selection guidance to determine if contractors are capable and www.MLF-kmi.com

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experienced to be qualified to hold a BOA. The one exception here to normal processes is that for a BOA, there will not be a cost proposal since the BOAs are not contracts and no award is planned.

Step three, task order awards criteria, is established based on individual requirements and guidance from the EAGLE business and contracting offices. Those criteria will be available as part of the task order request for proposal process.

Q: What is the status of EAGLE? Are you still on track for contract awards in June 2012?

A: I should emphasize that EAGLE is still in the development stage.

It has not been given final approval yet. We are still working through that process.

We are projecting executing the BOAs in the June 2012 time frame. It should take us about nine months after that to award the first task orders, so that would be around March 2013. Not all requirements in the enterprise will be converted to EAGLE initially.

Q: When might you expect to have EAGLE fully up and running?

A: It will take some time to roll out all EAGLE tasks orders. It depends on what contracts are currently in place and when they expire. It will take three to five years to bring it all under the EAGLE umbrella. After three years, we will have data on how effective EAGLE is and we can make changes for the next iteration.

Bill McKenna is the director of the EAGLE Business Office for ASC at Rock Island. We realized that we needed a business office in addition to contract oversight.

McKenna: “We saw a need to centrally manage requirements in order to increase efficiency and effectiveness of our service contracting efforts. Recent emphasis on portfolio management and governance supports a need to establish an EAGLE business office to ensure requirements are properly validated and documented prior to entering the contracting phase. The EAGLE business office is the organization that is responsible for standardization of requirements documentation across the enterprise.”

Q: What were the chief areas in which industry sought clarification about EAGLE? A: All contractor inquiries and responses are posted to the EAGLE website: [www.aschq.army.mil/ac/aaisdus/eagle.aspx]. There were many questions. For example, they wanted to know what a single logistics provider means, how to establish joint ventures and where the small business set asides were.

Q: Can you tell me about how many Army installations EAGLE will support?

A: There will be in the neighborhood of 60 to 80 installations, but EAGLE is bigger than installations. All the retrograde from Afghanistan will eventually be under EAGLE and sustainment in the field will be under EAGLE as well. Starting in fiscal year 2013, we will have ownership of the DOLs. We will be able to take an enterprise approach across the whole Army.

Q: Can you tell me about the annual volume of contracts EAGLE is supposed to replace?

18 | MLF 6.1

A: It depends on periods of performance. We expect about 15 to 25 task orders per year and the stack of requirements is about $23.5 billion over five years, although that figure can go up and down.

The intent is to have one provider per installation, but one BOA holder may serve more than one installation, each with a separate task order.

Q: Can you give me a rough idea of how many EAGLE prime contracts are planned?

A: The BOAs are unlimited. We have received interest from 81 separate contractors to date [December 21, 2011], so there could be as many as 100 or more qualified BOA holders.

Q: Are you satisfied from the industry interest you have received that the Army will be able to get the better pricing and faster and better contractor performance expected under EAGLE? A: Absolutely. I expect the Army to save money with EAGLE or we would not be pursuing this strategy. But we will not know pricing until we receive proposals for the task orders.

Q: Do you think you will be able to secure the small business participation levels you originally sought?

A: For annual requirements between $1 million and $35.5 million, that is set aside for small business at the task order competition.

And there will be a rule of two above $35.5 million. If two or more responsible small businesses can perform a task order at a fair market price, then that requirement will be set aside for small business.

Other contractors will have small business subcontracting goals in their contracts. The CBA estimated that we will increase small business dollar volume by 160 percent over what it was awarded in fiscal 2010. This is a win-win for the Army and small business. The Army’s small business office has been very supportive.

Q: Have the other services shown any interest in participating in EAGLE? A: We have not had any discussions with the other services. I don’t expect them to participate initially but as we get experience, they may seek to come under it. The most likely one would be the Marines because of similar equipment fleets.

Q: Any closing thoughts?

A: The Army has always focused on procurement of hardware. This is the new way of doing business in procuring services. We are fulfilling the goals of Dr. Carter in optimizing procurement of services.

This will be very important after the drawdown in Iraq and as we face tighter budget pressures. We have to think out of the box and find a way to get the services we need at reduced prices. We have got to do this effectively at reduced costs. O

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

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The smaller, more rugged and connected computer devices can be, the more useful they are to

By Cheryl Gerber maintenance teams.

MLF Correspondent Flight line maintenance crews are accustomed to using Windows as the standard operating system on rugged laptops. But that landscape is changing fast. Rugged, lean tablets—and in some cases, smartphones—running other operating systems, with big storage, efficient processing and wireless connectivity are staking a claim in areas once presumed to be Windows-only.

“There’s a lot of functionality you can put in a rugged tablet or smartphone that you don’t have in a rugged laptop that is limited to DoD-standard Windows,” said Mike McCarthy, director of operations and program manager, brigade modernization command and lead, Army smart phone project, Fort Bliss.

“On a tablet or smartphone, there are other operating systems like Android and Apple that are lower cost, lighter weight and smaller size,” he said. “The type of tablet we use boils down to what we use it for and the operational environment we’re in. For example, soldiers deployed in a theater of operation like Afghanistan prefer a 7-inch tablet. It’s small enough to fit in their cargo pants pocket.”

Both the 7-inch and 10-inch tablets now come with big memory to hold the technical manuals and reference publications needed by flight line maintenance crews. “Internally the 7-inch and 10-inch tablets have fundamentally the same capability. The devices we are looking at have between 29 to 50 Gigabytes. With the option of SED cards they can add with up to 2 Gig of storage per card,” said McCarthy. “Both form factors can store, maintain and keep current 2,600 technical manuals.”

The difference is in the screen display. “Flight maintenance training and operations personnel tend to prefer the 10-inch tablet since the larger screen is easier on the eyes,” said McCarthy. “They include WiFi to get the latest digital versions of tech manuals. The cost savings in printing these tech manuals alone is a huge advantage,” he added.

By staying device and system agnostic, the Army can control costs and take advantage of technology innovations with do-it-yourself, offthe-shelf (OTS) ruggedizing. “There are some environments where you absolutely need to buy a rugged device, but for most situations, even in theater or austere environments, we can make commercial OTS products semi-rugged at a more affordable cost than investing in a specially ruggedized device,” McCarthy said. “We’re using the iPads in training environments and we’ve had great success with them. We semi-ruggedize them with Ziploc bags.”

McCarthy is launching a pilot project this year in theater to examine the use of low-cost tablets and smartphones in an austere operational environment. “We will have 7-inch Dell Streak tablets with WiFi, but we need to increase the level of protection so we’ll use Gorilla glass and OtterBoxes rather than spending another $2,500 per device for ruggedizing,” he said.

Corning Gorilla glass is scratch- and impact-resistant yet thin, so as not to interfere with touch sensitivity on a touch screen or add weight to the device. OtterBox provides protective cases and covers for tablets and smartphones that guard against drops, scratches and shock.

However, the cases do not protect against water and dust ingression as rugged laptops do.

Android just received its first DISA certification for use on the Global Information Grid (GIG) using the Secure Android solution www.MLF-kmi.com

deployed by Good Technology, a Dell partner. Good worked with Dell to augment the security framework within the Android and deploy it on Streak 5 devices. The new solution will pass and manage sensitive data from Microsoft Exchange servers in DoD data centers via Good’s email application to Android devices wirelessly, using a FIPS 140-2 validated cryptographic module with AES encryption to ensure data protection for data-at-rest and data-in-transit. DISA certified the Secure Android to work with the common access card and the DoD Public Key Infrastructure.

Last year, Fort Bliss completed testing of the Panasonic Toughbook handheld H2 for use by flight line maintenance. The H2 is a 10.1-inch tablet PC running Windows 7, with sealed all-weather design and a sunlight-viewable LED screen capable of up to 6,000 NIT. The dual touch tablet PC contains an Intel Core i5 vPro processor. The H2 meets military standards 810G and IP-65 and contains a built-in camera. The H2 delivers a range of embedded wireless features including Wi-Fi, Bluetooth and optional 4G LTE or Gobi 2000 3G mobile broadband. Hot swappable twin batteries provide 3.25 hours of uptime each or 6.5 hours when used in tandem. The H2 contains USB, serial and Ethernet ports and offers optional integrated barcode and SmartCard readers. It complies with IP65 and 810G military standards.

Dual touch refers to the ability to use both a stylus and finger gestures. It is not multi-touch (common with the iPad and the upcoming Panasonic Toughpad), which allows for multiple fingers on the screen and features such as pinching to zoom in or out. However, dual touch is preferred for pinpoint accuracy with a stylus or working with gloves.

Panasonic recently entered the Android rugged tablet arena, with the 10.1-inch model of its A1 Toughpad now in engineering preproduction and the 7-inch Toughpad B1 model to be released later in 2012. “We are showing them to CIOs at various commands and bases now and will begin field testing the A1 with manufacturing preproduction units in the March timeframe,” said Tim Collins, director, federal defense and intelligence, Panasonic Solutions Co. “We said we wouldn’t produce this unless it was a true Toughbook product,” he said.

The company is positioning the A1 Toughpad for highly-mobile outdoor aviation and construction crew who work in extreme environments. With its introduction of the Android Version 3.2 tablet, Panasonic is supporting an applications store, peripherals, developer tools and deployment support.

The A1 contains a 1.3 GHz dual-core processor, 16 GB of storage with optional MicroSD up to 32 GB, a 500 nit, daylight readable, multitouch screen with a 10-hour battery. The A1 weighs 2.13 pounds, meets military standard IP65 for dust and water ingress and offers hardwarelevel and FIPS 140-X security. It has 802.11 WiFi, satellite GPS and Bluetooth v2.1 with 4G (LTE or WiMAX) mobile broadband as optional.

The rugged tablet also includes a wearable camera with forward or backward-looking video capture. “Flight line maintenance can use it for inventory control with an RFID barcode via the micro USB connector,” noted Collins.

Despite the sight of Android and Apple perched on the horizon, the mainstays are still tried-and-true Windows-based rugged laptops and tablet PCs. The Air Force selected Panasonic Toughbook 31 rugged MLF 6.1 | 19

notebooks and Toughbook 19 rugged convertible tablet PCs running Windows 7 as part of the Air Force Quantum Enterprise Buy program last year for flightline maintenance and operations. The Toughbook 31 and 19 feature all-weather design, daylight readable touch screens and wireless connectivity.

One reason for the Windows rugged laptop stronghold is the Air Force e-tool program to convert technical orders (TOs) for aircraft into digital format this year. The Air Force is now purchasing 40,000 laptops, or e-tools, to eliminate 65,000 heavy TOs and manuals in more than 53 million pages. The project will render maintenance and operations more efficient and TOs far less weighty to transport.

The conversion to digital will also save on the cost of fuel to transport the heavy paper documents. With e-tools, TO updates can be accomplished by connecting to the AF network add and update TOs overnight, instead of the weeks required for TO updates.

Warner Robins Air Force Base, one of three U.S. air logistics centers, has been testing rugged e-tools for flight maintenance and digital conversion for more than a year. “We are also prototyping usage of wireless and High Velocity Maintenance on the flight line to test the TOs maintenance process and procedures, including things like aircraft management, wiring diagrams and illustrated parts breakdown. We run PDF and IETMS (the digital data broken down into sections and jobs like main landing and gear removal),” on the same e-Tool giving us dual capabilities, said Gregg Kelley, e-tools program manager, engineering directorate at Warner Robins AFB. “We prototyped and also purchased the fully rugged Getac V100 for use on the flightline,” said Kelley. The Windows 7 rugged convertible transforms from a laptop to a tablet PC by rotating the 10.4 inch, glove-friendly, multi-touch display, which uses Getac’s 1,200 NIT Quadra Clear sunlight-readable LED technology. It complies with 810G and IP65, offers various wireless capabilities and contains an Intel Core i7 processor with Turbo Boost technology.

Robins also tested the VT Miltope Armadillo, also known as the Rugged Tablet Computer Unit or RTCU-2 for use by Air Force flightline maintenance, Kelley said. The Armadillo, running Windows 7, carries an Intel Core i7 processor, a 10.4-inch LED display, 80 GB of Intel SSD (solid state hard drive) and 2GB of RAM expandable to 8GB with 6.5 hours of battery life. The tablet PC can be vehiclemounted. The fully rugged tablet PC complies with numerous military standards, including 810G. The Armadillo’s Intel i7 processor and solid state hard drive seemed to demonstrate speedy operations in testing. “The Intel i7 processors with solid state hard drives have improved the speed of log in and log out and the speed of getting applications loaded onto the system wirelessly,” noted Kelley.

Taking advantage of the broadening technology choices for flightline training and maintenance, the Air Force has turned to Apple. “The Air Force Reserve is testing iPads now but the testing has not yet been completed,” said Kelley.

A broader selection also means refined definitions of which technology solutions fit best where. “An iPad in a classroom is a different use model than flightline maintenance in Alaska,” noted Julie Briggs, CEO, VT Miltope.

“The military customer community is redefining requirements right now, partially based on comfort and familiarity with new devices. But the jury is still out with respect to security. The military is still evaluating how and whether new devices can be adapted effectively to the military environment,” she noted. “There is still testing and evaluation for sunlight readability, temperature extremes and 20 | MLF 6.1

how new devices behave in the presence of some electromagnetic conditions that can impact the operation of the device,” she said.

Robins is also testing the Dell Latitude E 6420 XFR, a fully rugged clamshell with an Intel i7 processor and sunlight-readable 14-inch, glove-friendly Resistive touchscreen.

“We use the faster, larger voltage processors such as the i5 and i7 with Quad-cool technology that uses an industrial-rated fan. It forces air to hot spots which provide cooling that allows the system to spin faster in a hotter temperature,” said Jeffrey Hill, Dell rugged mobility account executive. “We also increased our drop spec in the NFR to a 6-foot drop,” he noted.

A competitor of the Dell XFR is the General Dynamics 8200.

“We have had a continued partnership with the Air Force for aircraft maintenance and the tankers that are part of the Air Mobility Command,” said Timothy Hill, senior product manager of rugged notebooks and wearable computing platforms, General DynamicsItronix. “The tankers are used for refueling and transport of equipment within the U.S. and from the U.S. to theater,” he said.

The GD 8200 is used to download diagnostics to determine aircraft status and provide information about maintenance that needs to be performed. “The primary purpose is to provide access to technical orders that inform the maintainer how to perform the tasks of diagnosing and addressing problems,” he said.

The GD 8200 has many improvements over its predecessor, the GD 8000. It is IP65 and 810G certified. “We went from a Core 2 Duo processor in the GD 8000 to a Core i7 in the GD 8200,” said GD’s Hill. “That improved computer performance and battery run time,” he said. “We also improved the display from 500 to 700 NITS and increased the outdoor viewability by 30 percent from bright sunlight to nighttime operations using night vision goggles,” he said.

GD uses proprietary technology for 802.11 wireless connectivity, using WiFi radio modules to create a WiFi hotspot. Using this WiFi technology, flightline maintainers can stay connected up to approximately two miles, thereby expanding the operational service area for the aircraft.

General Dynamics continues to develop technology to allow tablets to work in hostile and extreme environments. “We want to deploy iPads and Androids, but there is still less performance from them. Consumer devices were not made to survive mission-critical environments,” he said.

VT Miltope and General Dynamics recently teamed on the Common Hardware Systems-4 (CHS-4) program for the Army Contracting Command-Aberdeen Proving Ground. VT Miltope will provide rugged handheld, PDA and notebook products under this contract.

Robins AFB is also testing DRS Technologies’ Armor10 rugged tablet running Windows 7. The Armor X10gx has a 10.4-inch LCD display that supports both pen and touch input. The rugged tablet is 810G and IP67 certified and contains 802.11 WLAN, Bluetooth, Gobi WWAN and GPS connectivity.

“The DRS X10gx rugged tablet was designed for dual use, for both industrial and military. The tablets are much lighter—as much as half the weight of a laptop,” noted Bill Guyan, vice president of programs and strategy at DRS. Regardless of the growing choices today, technology usage naturally will vary. “We are not going to use the same rugged laptops and tablets across the board. Our use of the technology will depend on the area and the requirements of the job and network security requirements,” said Kelley. O www.MLF-kmi.com

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“In many instances, our troops are using large diesel [JP-8] generators or Humvees to recharge the batteries for their mobile electronics,” said Markoski. “This inefficient practice often leads to a gallon or more of fuel to charge one small battery or device.” To solve this problem, Markoski and his team rapidly developed the Trinity System, a man-portable plug-in hybrid system comprised of flex-fuel power generation, harvesting and storage modules that combine together to form a smart microgrid. “The Trinity System is ideal for efficiently recharging batteries and providing spot power in austere environments and remote forward operating bases with minimal to no logistics support required,” he said.

The system is available in two sizes: the 1000, capable of 1,000 watts, and the 2000, which has a peak output of 2,000 watts.

Each system and its components come in a rugged case and was designed for squadlevel power for tier 1 and tier 2 environments in support of forward operating bases and expeditionary missions.

“We used direct solider feedback from Army LUT exercises and input from Army personnel at CERDEC, PM-SWAR and PM-MEP to help design the system and we are ready to put our V1.0 Trinity 1000 system into field trials,” Markoski stated.

22 | MLF 6.1

Floating on Air A new concept in material handling, the LoadRunner, makes it safe for one operator to easily move loads up to 2,500 pounds on air. The LoadRunner utilizes on-board compressed air to ‘float’ the load across the floor. This movement method reduces friction, requiring a fraction of the normal operator effort to move the load. The LoadRunner effectively assists or replaces traditional material handling equipment including hand trucks, pallet jacks and forklifts. Completely self-contained, the unit features a low profile deck design with a 2-inch insertion height and intuitive throttle-style fingertip controls. LoadRunner is quiet and emission-free, ideally suited for manufacturing, cleanrooms, assembly, testing and warehouse applications requiring redundant and recurring load movement.

Founded in 1967, AeroGo Inc. provides innovative load moving solutions for highly sensitive and exceptionally heavy loads using air film technology. AeroGo products comply with ISO9001:2008 quality standards.

New Cat in Town The Cat TL1255C telehandler, the largest machine in the new C Series range, has a maximum lift capacity of 12,000 pounds and a maximum lift height of 54.3 feet.

The high-strength boom enables the TL1255C to handle job site loads and the large box sections are designed to handle the demands of the side tilt and swing carriages. High boom pivot and side-mounted power module ensure improved, all-around visibility. Job site productivity is enhanced due to the simultaneously extending telescopic boom.

The TL1255C’s Cat C4.4 ACERT engine meets 4 Interim/Stage IIIB emissions regulations, developing 142 hp. It is specially designed for telehandler applications and can accommodate B20 biofuel. These diesel engines are built with Cat components that ensure smooth, quiet operation and long life. Fuel consumption is optimized to match operating applications, which lowers operating cost.

The TL1255C features the new Cat power shift transmission, which has four forward and three reverse gears. The transmission has clutch modulation fitted as standard, resulting in smooth gear change and increased operator comfort.

The cab features a Cat full-suspension seat and improved job-site visibility. A pilot-operated, single lever joystick combines boom crowd and lift functions with an adjustable, two-position button for work tool tilt.

A range of Cat work tools extends the versatility of the machines. A high visibility manual IT coupler comes as standard, with the option of a hydraulic quick coupler to allow work tool changes without leaving the cab.

Service points are readily accessible and major components are at ground level. Service access points are conveniently located under the engine cover, and routine daily maintenance is reduced to checking fluid levels and a walk-around inspection.

www.MLF-kmi.com

Equipment Facilitator Brian Butler Executive Director, Integrated Logistics Support Center TACOM LCMC

Delivering Superior Service and Logistics Solutions Since 1990.

• Top 10 best employer for veterans - Military Times EDGE magazine • Top 10 military friendly employers - G.I. Jobs magazine • 2010 NASA Goddard Space Flight Center Contractor Excellence Award • 100 fastest growing companies - FORTUNE® magazine • Top 100 IT companies in the world - BusinessWeek magazine

www.mantech.com An Equal Opportunity/Affirmative Action Employer.

Performing maintenance and logistics services for RCV and MRAP variants since 2003: • Full-spectrum maintenance and battle damage repair • STAMIS and LogMASTRE database expertise: - Real-time reporting of logistics and maintenance data - Demand analysis and provisioning of repair parts - Pre-generated and customized dashboards and reports • Dedicated program and field management • Expedient global logistics network • Certified welding program; CWI and welders • Hands-on systems training

TACOM Life cycle management command

Equipment Facilitator

Q& A

Keeping the Warfighter Ready to Move at All Times

Brian Butler Executive Director Integrated Logistics Support Center TACOM Life Cycle Management Command

Brian Butler is a graduate of the Army Command and General Staff College and holds a Bachelor of Science degree from Northern Michigan University. He was selected as a member of the Senior Executive Service in January 2011. Butler served as the acting executive director of the ILSC from February to July 2010 and as the acting deputy executive director for internal operations from August through December 2010. Prior civilian assignments include director of the Industrial Base Operations Directorate and director of the Program Management, Workloading and Analysis Directorate within the Industrial Base Operations Office.

Butler was commissioned as an armor officer in May 1987.

Following his attendance at various courses, he was assigned as a cavalry scout platoon leader and later as the squadron maintenance officer and logistics officer of the 5th Squadron, 12th Cavalry Regiment at Fort Knox, Ky. In 1991, Butler branch-transferred to the Ordnance Corps and attended the Ordnance Officer’s Advanced Course at Redstone Arsenal, Ala., then serving as the logistics officer within the 15th Ordnance Battalion before assuming command of the 529th Ordnance Company [Ammunition] in Erlangen, Germany, in July 1993. Butler changed command in February 1995 and was reassigned to the 16th Corps Support Group in Hanau, Germany.

Following his redeployment, Butler was reassigned to the Defense Special Weapons Agency in Alexandria, Va. In 1998, Butler was assigned to the 19th Theater Support Command in Teagu, Korea, until his attendance at the U.S. Army Command and General Staff College at Fort Leavenworth, Kan., in 1999. In June 2000, he reported to the 1st Cavalry Division at Fort Hood, Texas, as a division ammunition officer, battalion executive officer and battalion support operations officer.

Butler was reassigned as the deputy assistant chief of staff for logistics of the 1st Armored Division in Wiesbaden, Germany, in June 2003, and immediately deployed to Baghdad, Iraq, in www.MLF-kmi.com

support of Operation Iraqi Freedom. He began an assignment as the executive officer of the 1st Armored Division Support Command shortly after his redeployment back to Germany in July 2004. Butler’s military career culminated with his selection and assumption of command of Sierra Army Depot from July 2005 to August 2007.

His military awards and decorations include the Legion of Merit, the Bronze Star Medal with oak leaf cluster, the Defense Meritorious Service Medal, the Army Meritorious Service Medal with four oak leaf clusters, the Army Commendation Medal, the Army Achievement Medal with two oak leaf clusters and the Parachutists badge.

Q: The last time we spoke, you mentioned that as of February 28, 2011, TACOM had reset 35,388 pieces of equipment for a total of $593,798,890. What were the total numbers for the complete year?

A: FY11 Reset program funded 49,020 pieces of equipment for a total of $1,141,056,377. That data was as of September 30, 2011.

TACOM LCMC | Who’s Who 2012 | MLF 6.1 | 1

TACOM Life cycle management command

Q: What does the trajectory look like for this year?

A: Our FY12 Reset budget is $1.5 billion and we expect to repair 58,161 pieces of equipment.

Q: Could there be a point where the dollars for the work are not there?

A: Potentially. We have been told to plan for a decrement in our supplemental funding for FY12.

In addition, challenges are anticipated with asset availability to support repair requirements.

Q: Is your office one of the stakeholders in deciding to what degree equipment items will be reset and whether the return on that reset investment is money well spent?

A: Yes, the Product Service Inte- TACOM LCMC manages the wheeled and tracked vehicles that keep the maneuver warfighter mobile. [Photo courtesy of U.S. Army] gration Directorates [PSIDs] within the ILSC determines the level of effort and the source of effort results in a like new, zero hours/zero miles condition and repair that will perform repairs on their weapon systems. The includes new engine, transmission and drive train components PSIDs consider many variables when making the decisions to as well as a focused component inspection, repair and/or replace repair their systems to ensure that funds are utilized properly effort. and that asset delivery can meet schedule, cost and quality.

Our reset program restores vehicles to original production configuration utilizing a 10/20 plus standard to include 3D/4D. Q: One of the bigger programs out there right now centers on Many components for both the recap and reset programs are the HMMWV. What is the process to decide how much to spend IROAN [inspect and repair/replace only as necessary], which on HMMWV on the program and what constitutes good value? reduces program cost by ensuring serviceable parts are reused and not automatically replaced.

A: There are several factors that play a role in the decisionIn addition, we take into consideration the fact that the making process on whether to enter a HMMWV into a repair HMMWV is no longer in production and we are transitioning to program and which program would provide the best value for a sustainment phase, which is anticipated to span over the next the Army. We currently have two different repair programs 20 years. The fact that we cannot replace a battle loss or a loss [reset and recap] available at our depots. The vehicle condition, due to age with a new production vehicle has some bearing the vehicle configuration, vehicle location [returning from an OCOdecision to repair a vehicle. We have established a maintenance NUS deployment] and whether there is a critical shortage of the expenditure limit [MEL] for each variant and adjust accordvehicle throughout the Army are major factors in whether a paringly as times and situations change. Factors that enter into the ticular HMMWV model enters into the reset or recap program. decision-making process when setting a MEL for a variant are One major factor as to whether a vehicle gets inducted into the age of vehicle, if the vehicle is still in production or if there a recap versus a reset program is what reliability and safety is a replacement available, and is there a critical shortage in the enhancements were incorporated into the vehicle at the time of Army Inventory for the particular variant. original production.

A good example is the HMMWV ambulance. Due to the fact Our recap program is a conversion program that converts there is a critical shortage throughout the Army, we repair these various base model expanded capacity vehicles to latest producvariants whenever possible. Each variant has its own unique tion configuration through a focused recapitalization effort. It situations that play a role in the decision-making process as to incorporates the many reliability enhancements made to the whether we should invest in repairing a vehicle versus discard vehicle along the way to accommodate the additional weight of the vehicle. being added to the vehicles for mission requirements. The recap 2 | MLF 6.1 | Who’s Who 2012 | TACOM LCMC

www.MLF-kmi.com

TACOM Life Cycle Management Command

Tacom Lcmc Command Group

■■ Commanding General ■■Deputy To Commanding General

■■ Chief Of Staff ■■ Deputy Chief Of Staff ■■ Command Sergeant Major

Tacom LCMC G3

■■ Director ■■ Deputy Director

G4/Logistics, Engineering & Environment Directorate

G6/Chief Information Office

Integrated Logistics Support Center

■■ Director

■■ Chief Info Officer ■■ Chief Information Management &

■■ Executive Director

Technology Business Management

■■ Information Management &

Technology Business Collaboration

■■ Chief Technology Officer ■■ Information Assurance & Management Office

Combat Support/Combat Services Support, Readiness & Sustainment

■■ Director

Logistics Integration

■■ Director ■■ Associate Director

Soldier, Biological, Chemical Operations

Business Management Directorate

■■ Director

■■ Director ■■ Automation Management & Support Division Director

■■ Integrated Financial

Management Division

■■ Administrative Services Division Deployment Equipment Product Support Integration Directorate

Tactical Vehicles Product Support Integration Directorate

■■ Director ■■ Troop Support Group ■■ Construction Equipment

■■ Director ■■ Heavy Truck Group ■■ Light Truck Group ■■ Medium Truck Group ■■ Light/Medium Systems

Group ■■ Materials Handling Equipment Group ■■ Petroleum & Water ■■ Logistics Group ■■ Watercraft Inspection Group

Contracting Group ■■ Trailers

Weapons Product Support Integration Directorate

■■ Director ■■ Associate Director ■■ Apache Team ■■ Apache Longbow Team

■■ USA Helicopter Team

■■ Crew Served

Weapons Team

■■ Individual

Weapons Team

■■ Small Arms Group ■■ Heavy Machine Gun Team

■■ Medium Machine Gun Team

■■ Light Machine Gun Team

■■ Rifle & Carbines

Team ■■ Mount Team ■■ Associate Director/Executive Agent Small Arms Logistics & Demilitarization ■■ Logistic Team ■■ Team Support Group ■■ Resources Team ■■ Provisioning Team ■■ Special Projects Team

Chemical/Biological Defense Product Support Integration Directorate

■■ Director ■■ Contracting Associate Director

■■ Product Support Integrator Decontamination & Collective Protection Group ■■ Chemical Defense Equipment New Initiatives & Support Group ■■ Product Support Integrator Ip/Alarms/Bio Group

Light Armored Vehicle

Anniston Army Depot Command Staff

Red River Army Depot Command Staff

Sierra Army Depot Command Staff

■■ Program Manager ■■ Deputy Program

■■ Commander ■■ Deputy To Commander ■■ Contracting Director ■■ Information Management Director ■■ Foia Coordinator ■■ Public Affairs Officer ■■ Public Works Director ■■ Small Business Coordinator ■■ Garrison Manager ■■ Materiel Management Directorate ■■ Engineering & Quality Directorate

■■ Commander ■■ Deputy To The Commander ■■ Chief Of Staff/Garrison Manager ■■ Sergeant Major ■■ Public Affairs Officer ■■ Information Management Director ■■ Foia Coordinator ■■ Contracting Director ■■ Legal Officer ■■ Director Of Maintenance,

■■ Commander ■■ Deputy To Commander ■■ Foia Coordinator ■■ Information Management

Manager

■■ Business Financial Manager

■■ Rapid Acquisitions & Modifications (Ram)

■■ Contract Manager

Industrial Base Operations

Ground Combat Support, Readiness & Sustainment

■■ Director

■■ Director

Coordinator

Logistics Director

■■ Public Works Manager ■■ Resource Management Officer

Heavy Combat Product Support Integration Directorate

Light Combat Product Support Integration Directorate

■■ Director ■■ Heavy Armor &

■■ Director ■■ Bradley Armanment

■■ Abrams Armament Group ■■ Combat Support ■■ Mobility Group

■■ Bradley Mobility Group ■■ M113/Fox Mobility Group ■■ Brigade Combat Team Support

Recovery Group

Director

■■ Public Affairs Officer ■■ Public Works Officer ■■ Small Business

& Mines Group

Group/Interim Armored Vehicle Support Team

Security Assistance Management Directorate

■■ Director ■■ Geographic A Division Chief ■■ Geographic B Division Chief ■■ Technical Support/Operations C Division ■■ Management Office

Field Artillery Directorate

■■ Director ■■ M109 Family Logistics Leader ■■ M109 Supply Team ■■ Medium Towed & Fire Control ■■ Light Towed & Fire Control ■■ Towed Artillery Net Team ■■ Towed M198 Team ■■ Towed M119/M102 Team ■■ Operations Teams ■■ Target Acquisition Team

TACOM Life cycle management command

Q: Along those same lines, does the ILSC have a place at the table during contract development for new systems to ensure that total life cycle costs are part of the equation?

planning, design and support, which takes into account every aspect of logistics support throughout the entire system or product life cycle—from cradle to grave.

A: Yes. During the acquisition process, the ILSC logisticians, in conjunction with engineering and program management elements, provide logistics input to the contract scope of work to drive down life cycle costs through increased commonality, greater maintainability and ease of maintenance, reduced maintenance footprint and more effective supply chain management, and other appropriate logistics parameters. We have direct input into PMs to influence contract language related to reliability, availability, maintainability, as well as a seat at the table when program trade-offs and risk reduction activities are developed and implemented.

Q: Do you still have a footprint in Iraq? What does your footprint in Afghanistan look like now?

Q: Can you describe the ILSC’s support and management of the Army Electronic Product Support system?

A: Previously, TACOM was the Executive Agent for the Army Electronic Product Support [AEPS] system, managed out of our Rock Island Arsenal location. However, as a result of the Defense Base Realignment and Closure Act of 2005, AEPS was targeted for decommissioning. In its stead, for those applications that are used by TACOM-LCMC or where TACOM serves as the executive agent, the TACOM-Unique Logistics Support Applications (TULSA) site was established at the Warren, Mich., location.

TULSA can be reached through https://tulsa.tacom.army.mil.

For those AEPS applications that did not migrate to TULSA, they were either subsumed by the Logistics Modernization Program, decommissioned, or migrated elsewhere. Information related to this can be found at www.ilsc.army.mil/tulsa/aepsapps. html.

Further questions regarding TULSA (or generic AEPS) can be directed to the TULSA Helpdesk Mailbox tacom-lcmc. ilsc_tulsa@ail.mil.

Q: How challenging is the Army’s role—and in particular, the ILSC’s role—in supporting the ground systems industrial base?

A: Significant challenges are anticipated since reduced Army fielding requirements will impact both our organic and contract industrial capabilities. End of new production, system divestiture, lower OPTEMPO and SWA drawdown all contribute to decreasing demand on our industrial base. Strategically, we now must identity how and where we want to spend limited funding in order to maintain core workload, and look for opportunities to partner with industry.

Q: Do you think that the contracting and program offices all fully understand the need to consider life cycle costs from the outset of every project or is there still an education process to ensure its inclusion?

A: They do understand. The Army Contracting Command and the program executive offices work hand-in-hand in the logistics 6 | MLF 6.1 | Who’s Who 2012 | TACOM LCMC

A: Footprint in Iraq: Over the last year our TACOM support footprint in Iraq has decreased dramatically from over 700 personnel in January 2011 to a little over 200 today. All of our senior command representative [SCR], senior system technical representative [SSTR] and logistics assistance representative [LAR] personnel have departed the country along with those DACs [Department of the Army civilians] from our depots that were training the Iraqi Security Forces on depot operations at the joint base workshop in Taji. Our residual footprint is made up entirely of contractors executing fielding, training and logistics support to our active foreign military sales [FMS] cases. This residual footprint will draw down throughout FY12 and depart the country when those FMS cases are complete.

Footprint in Afghanistan: The TACOM Afghanistan footprint includes over 4,000 personnel supporting a diverse set of missions at 89 different locations. The numbers change daily, but 91 percent of those personnel are contractors providing weapon system specific training and logistics support at unit locations where that equipment is fielded and maintained.

Lost in those numbers is the contribution of the 236 TACOM and subordinate depot DACs acting in several different capacities. These include the previously mentioned SCR/SSTR/LAR support as well as government oversight of contractor performed maintenance and training on every TACOM managed weapon system, vehicle and soldier support item being used by our forces in Afghanistan. These personnel are deployed to every province in the country and provide the TACOM Life Cycle Management Command with a direct face to face link with both supported soldiers, units and their embedded contractors.

Q: In the past, has your office assisted the logistics elements in either—or both—the Iraq and Afghanistan militaries in establishing core life cycle and program management techniques into their processes?

A: Yes. In terms of the joint base workshop [JBW], TACOM was leveraging depot mechanics in support of the Office of Security Cooperation-Iraq to develop wheel, track and small arms repair capability by providing subject matter experts to mentor, train and equip the Iraqi Army. Currently, there are no depot personal assigned to the JBW; all have returned stateside. At one point, however, approximately 18 DACs were assigned to the facility.

Forward Repair Activity [FRA] Kuwait was established at the beginning of the war to provide below depot maintenance support in theater and was the first such forward repair activity of its kind. At one point, 45 depot mechanics were deployed to support 402nd AFSB. Currently, the FRA is scheduled to complete mission April 2012. O www.MLF-kmi.com

TACOM Life cycle management command

By Kelly Fodel MLF Correspondent The Office of Small Business Programs (OSBP) manages the Small Business Program for the Commander of the U.S. Army TACOM Life Cycle Management Command (TACOM LCMC) in Warren and through its many sites around the U.S. The OSBP ensures that contracting and other personnel are knowledgeable of the different small business program requirements and that a fair share of contract awards are placed with small businesses. Additional functions of the OSBP include serving as advisor to the commander on small business matters, monitoring command-wide performance to achieve program goals and offering contractor counseling on business opportunities.

“Small businesses are very diverse, and so is my team,” said Marie Gapinski, associate director of TACOM LCMC Office of Small Business Programs. “When a small business comes to us, our different specialists can help them through the maze of how do you get something done, or how do you even get in to take a look at something to bid on.”

“When I am contacted by a small business, the first thing I want to find out is if they are registered in CCR [the Central www.MLF-kmi.com

Contractor Registration],” said Silvia Owens, small business specialist. “If they are at the point where they have not had any government experience, we may want to send them to their local PTAC [Procurement Technical Assistance Center]. We give them advice on where to go, and get registered in CCR to start the process. If they are a little bit further along, I want to know exactly what that company does and make sure there is a fit here at TACOM. If there is, then I want to send them to an office that deals with the services they are providing. If it is not a good fit for TACOM, then I try to guide them perhaps to another command or another agency where they might have a better fit.”

“For example, if I deal with an IT firm, I try to give them an overview of how we do IT here at TACOM,” Owens explained. “IT requirements, for the most part, are locked into long-term contracts so I try to give them a point of contact for the contractor, because there may be sub-contracting opportunities for them. Of course, sometimes they want to meet with an appropriate office, which in the case of IT is the corporate information officer.”

TACOM LCMC | Who’s Who 2012 | MLF 6.1 | 7

TACOM Life cycle management command

There are a number of areas of opportunity for small businesses at TACOM LCMC. These include:

General Needs • • • • • • • • • • • •

Fabricated Metal Accessories for Vehicles and Armaments Automotive Power train Components Electromechanical Assemblies Textile Items Steel and Aluminum Industrial Equipment and Supplies Trailers Metal Racks and Containers Electronic Components Optical Equipment Tooling, including Industrial Tools Biochemical Protection Equipment

Services • • • • • • • • •

Engineering and Technical Support Program Management Support Logistics Support New Equipment Training Equipment Repair and Maintenance Information Technology Facilities Support Construction Environmental

R&D Focus Areas • • • • • • • • • • •

Ground Vehicle Robotics Unmanned Vehicles Lightweight Vehicle Armor Threat Anticipation/Avoidance Advanced Vehicle Engine Technologies Hybrid Power Rechargeable High-Power Batteries Vehicle Electronics and Architecture Advanced Fuel/Lubricant Technologies Water Purification Countermine and Counter-IED Technologies

“We not only do workshops, but we do work with the vendors when they come in and start asking how to do business with us.

We have websites and links that we provide, which is the first step for everybody,” said Gapinski.

TACOM LCMC’s OSBP has a detailed website that offers information and links to pertinent information, located at http:// contracting.tacom.army.mil/sbo/sbo.htm. Many contractors have to become electronic and figure out which websites to look at.

They have many steps to complete and items to prepare before 8 | MLF 6.1 | Who’s Who 2012 | TACOM LCMC

even contacting the OSBP so that the small business specialists can assist in finding a good fit.

“We work in concert with the Army Contracting Command here at Warren. We are two separate organizations now, and with that they need to understand how to get into those websites, look at those solicitations, and they need to understand the classification codes,” Gapinski added. “It is important for them to be proactive.”

The OSBP has a number of outreach programs, not just geared toward traditional contracting. “A lot of companies come to us with new ideas, new products, new innovations that they want to introduce to the government,” said Ron Fiorani, small business specialist. “What we try to do is find the best avenue for them to introduce those ideas. There are a number of programs that fall under our major program management offices, and we make sure the companies are aware of those, because there are certain programs they can follow to give a demonstration of their produce or initiative.”

There are also websites where companies can describe ideas and receive responses back from a government engineer. Fiorani said, though, that one problem with those programs is that they are scattered and difficult to find. The OSBP gathers those resources under one roof at the OSBP website. That information is bundled into a one stop shopping approach for the companies.

“We also point them to events, such as events sponsored by the NDIA (National Defense Industrial Association),” said Fiorani.

“They put on 90-plus percent of the events in which there is a strong TACOM participatory component, with TACOM senior leaders present.” There are a number of those events in the local area, and they go on nationwide, serving as a good way to meet the decision makers in the process. Fiorani said it is incumbent upon the small business owner to spend the money, register their firm, and perhaps even purchase a booth at an event, because it is a key way to make the necessary contacts.

The efforts displayed by the staff at the OSBP are evident in the success the office has seen, and the impact small business has at TACOM. Gapinski said they have exceeded the goals set for their office. The result? Small businesses earned $1.6 billion in TACOM LCMC contracts in FY 2011. There were 1,900 small business contractors doing business with TACOM LCMC that year, which 74 percent of the TACOM LCMC total. Of those, 240 were small disadvantaged businesses, 300 were women-owned businesses, 100 were HUBZone small businesses, 85 were service disabled veteranowned small businesses, and 110 were certified “8(a) program” businesses.

The FY2011 goal for small business at TACOM was 10.3 percent of the total contract dollars awarded. TACOM managed to meet and exceed that goal, coming in at 10.8 percent. The same goes for small disadvantaged business awards. TACOM beat their 2.1 percent goal, coming in at 2.6 percent of total contract dollars going to small disadvantaged businesses in FY 2011. One can only imagine that with the hard work and dedication of the OSBP’s staff, that FY 2012 will see similar success. O For more information, contact Editor-in-Chief Jeff McKaughan at jeffm@kmimediagroup.com or search our online archives for related stories at www.mlf-kmi.com.

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TACOM Life cycle management command

TACOM LCMC FY11

Top 10 Large Business Contracts

1.

5.

Oshkosh Corp.

FMTV (Family of Medium Tactical Vehicles); M-ATV (MRAP All Terrain Vehicle); FHTV (Family of Heavy Tactical Vehicles) $4,221 million

2.

Reset, Upgrade and Parts Support for the Bradley, M88, Paladin/FAASV and M113 Family of Vehicles; MMPV (Medium Mine Protected Vehicle) $1,065 million

AM General LLC

6.

HMMWV; Armored Troop Enclosure for Fielded HMMWVs $1,383 million

3.

ManTech International Corp.

9.

GM-GDLS Defense Group LLC 7.

RMA Automotive Global Fleet Sales Police, Cargo and Maintenance Trucks for Afghan Security Forces $407 million

10. General Dynamics Land Systems Inc. Abrams M1A2 SEP (System Enhancement Program) and System Technical Support $377 million

Logistics Sustainment/Support Services for the MRAP Vehicle Family and Route Clearance Equipment $549 million

Stryker Family of Vehicles $1,246 million

4.

BAE Systems US Combat Systems

Canadian Commercial Corp.

Light Armored Vehicle $535 million

Boeing Co. FCS (Future Combat Systems) E-IBCT (Early-Infantry Brigade Combat Team) Technology Insertion Spin-Outs $1,076 million

8.

Science Applications International Corp.

Joint Logistics Integrator and Operational Readiness Services for the MRAP Joint Program Office $443 million

TACOM LCMC FY11

Top 10 Small Business Contracts

1.

Critical Solutions International Inc. VMMD (Vehicle Mounted Mine Detector) System $244.9 million

2.

4.

6.

Globe Trailer Manufacturing Inc. M870A4 Low Bed Semitrailer $41.2 million

7.

Mil-Mar Century Corp.

PLS-Compatible “Hippo” Water Tank Rack $85.3 million

PD Systems Inc. Logistics Support Services for PM IEDD/PF-Managed Systems $48.7 million

Kipper Tool Co. SATS (Standard Automotive Tool Set) $89.3 million

3.

5.

Heckler & Koch Defense Inc.

9.

TJ Fig Inc..

New Equipment Training Services for MRAP Vehicle Family $34.9 million

10. Porter Manufacturing Corp.

Bradley Advanced Survivability Driver Set $26.6 million

M320 Grenade Launcher $39.1 million

8.

West Electronics FSSP (Fuel System Supply Point) $49.2 million

10 | MLF 6.1 | Who’s Who 2012 | TACOM LCMC

American Science & Engineering Inc. Z-Backscatter Non-Intrusive Inspection System Vans $35.3 million

www.MLF-kmi.com

SUPPLY CHAIN

Compiled by KMI Media Group staff

DESP Support for AFMC

First Mobile Landing Platform

Jacobs Engineering Group Inc. has received a design and engineering support program (DESP) III prime contract from the Air Force Materiel Command (AFMC) Contracting Directorate.

Officials estimate the potential value of this multiple-award indefinite delivery/indefinite quantity contract to be $1.9 billion over the seven-year period of performance.

Under the DESP III contract, Jacobs is providing engineering services to support AFMC weapon systems, components and support equipment. Since 2005, Jacobs has provided program management, systems and specialty engineering, logistics support and research and development as a prime contractor on the predecessor DESP II contract.

In making the announcement, Jacobs President and CEO Craig Martin stated, “We have a longstanding relationship with our Air Force customers, and we are excited to have this opportunity to build on our ongoing support and contribute to the success of the AFMC mission.”

A keel laying ceremony for the first mobile landing platform (MLP) ship was recently hosted by General Dynamics NASSCO at the company’s shipyard in San Diego.

Delivery of the first MLP ship is scheduled for May 2013. The 765-foot long ship will be used as staging areas for the Navy and Marines. Secretary of the Navy Ray Mabus recently announced that this first MLP ship will be named Montford Point, for the North Carolina facility where 20,000 African-American Marines were trained over seven years, starting in 1942.

“In today’s challenging fiscal environment, shipbuilders must continue to provide our Navy customer with competitive pricing and fair value,” said Fred Harris, president of General Dynamics NASSCO. “With the mobile landing platform, NASSCO is meeting that challenge once again. The Navy and Marines will be getting a ship with significant capability at approximately one-third the cost of the Navy’s original plan.”

One initiative that NASSCO employed with this ship was to incorporate a designbuild approach into all phases of design and planning development. The design-build approach included the assignment of the company’s most experienced shipbuilders within functional engineering and detail design teams. These teams played an important role in developing build strategy initiatives that are improving the ship’s readiness for construction, making MLP among the most producible designs in NASSCO’s history.

Family of Heavy Tactical Vehicles The U.S. Army has awarded Oshkosh Defense, a division of Oshkosh Corporation, a bridge contract to continue production and support of the family of heavy tactical vehicles (FHTV). Under this extended contract, the government can place orders through October 2013 and Oshkosh Defense can deliver through September 2014.

The Oshkosh FHTV includes the heavy expanded mobility tactical truck, heavy equipment transporter and palletized load system.

Army and National Guard soldiers have relied on these vehicles in Iraq and Afghanistan, and in other missions around the world, to safely haul heavy payloads in challenging terrain and extreme conditions.

“The FHTV’s proven performance, particularly during its extensive use in two

www.MLF-kmi.com

operational theaters during the last 10 years, has enabled successful logistics operations while protecting soldiers,” said Mike Ivy, vice president and general manager of Army programs for Oshkosh Defense. “The success of the FHTV program is the result of close and continuous collaboration with our Army customer. We appreciate the opportunity to insert the latest automotive and survivability technologies into these trucks and to join soldiers, first in Iraq and now in Afghanistan, sustaining fleets in the most demanding circumstances.”

To date, Oshkosh has produced more than 58,000 FHTV

trucks and trailers for the Army. Oshkosh also has remanufactured more than 11,000 FHTV trucks, delivering the vehicles in zero-miles/ zero-hours condition for significantly less than the cost of a new vehicle.

MLF 6.1 | 23

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Materiel Optimizer

Q& A

Ensuring Global Materiel Readiness for the Warfighter

General Ann E. Dunwoody Commanding General U.S. Army Materiel Command

General Ann E. Dunwoody assumed the duties as the U.S. Army Materiel Command’s commanding general on November 14, 2008. AMC is one of the largest commands in the Army with more than 66,000 employees and impacts, and has a presence in 48 states and 127 countries.

Dunwoody received a direct commission as a quartermaster officer in 1975, after graduating from the State University of New York at Cortland. She later earned a Master of Science degree in logistics management from the Florida Institute of Technology in 1988 and a Master of Science degree in national resource strategy from the Industrial College of the Armed Forces in 1995.

Her command assignments include: the 226th Maintenance Company Fort Sill, Okla.; 5th QM Detachment (ABN) Kaiserslautern, Germany; the 407th Supply and Service Battalion/782d Main Support Battalion, Fort Bragg, N.C.; the 10th Division Support Command Fort Drum, N.Y.; the 1st Corps Support Command Fort Bragg; the Military Traffic Management Command/ Military Surface Deployment and Distribution Command, Alexandria, Va.; and the Combined Arms Support Command, Fort Lee, Va. She most recently served as AMC’s deputy commanding general.

Her key staff assignments include 82d Division parachute officer; strategic planner for the chief of staff of the Army; executive officer to the director, Defense Logistics Agency; and deputy chief of staff for logistics G-4. She deployed with the 82d as the division parachute officer for Desert Shield and Desert Storm from September 1990 to March 1991, and in 2001, as 1st COSCOM commander she deployed the LOG task force in support of OEF1 and stood up the Joint Logistics Command in Uzbekistan in support of CJTF-180. As commander of SDDC, she supported the largest deployment and redeployment of U.S. forces since WWII. Her awards and decorations include: the Distinguished Service Medal with Oak Leaf Cluster; Defense Superior Service Medal; Legion of Merit with two Oak Leaf Clusters; Defense Meritorious Service Medal; Meritorious Service Medal with www.MLF-kmi.com

Silver Oak Leaf Cluster; Army Commendation Medal; the Army Achievement Medal; the National Defense Service Medal with Bronze Star; SWASM (two campaign stars); and the Kuwait Liberation Medal. Her badges include the Master Parachutist Badge and the Parachute Rigger Badge.

She has been recognized as a 2001 Distinguished Alumni for the State University of New York at Cortland, the 2004 recipient of the National Defense Transportation Association’s DoD Distinguished Service Award, the 2007 recipient of the Military Order of the World Wars Distinguished Service Award and the 2009 recipient of the Association of the Industrial College of the Armed Forces Eisenhower Award. She also received an honorary Doctorate of Humane Letters from the State University of New York at Cortland in 2009.

General Dunwoody was interviewed by Editor-in-Chief Jeff McKaughan.

Q: As the December deadline for Iraq approached, what were the challenges that AMC faced as time compressed?

A: The key challenge for us was to balance the sheer size and scope of AMC’s global mission while at the same time completing the drawdown of Iraq. We were engaged on two fronts— MLF 6.1 | 25

Afghanistan and Iraq—while supporting contingency operations in places like Haiti, Pakistan and Japan. We finalized the largest BRAC in history. Eleven thousand AMC employees were impacted

by BRAC, which is one in six of our employees, mostly civilians, and many of them moving for the first time in their lives. I was truly inspired and amazed at the job they did maintaining consistent support to the warfighter.

I think it’s important for folks to remember that our drawdown in Iraq was one of the largest retrogrades in U.S. history and really represented ‘Ph.D.-level’ logistics. Some of your readers probably remember studying the famous Red Ball Express from WWII. What we’ve had to do in Iraq is comparable. Just to give you a visual, if you put all the equipment in Iraq into a single convoy, it would stretch over 2,000 miles. Now that’s a challenge.

It’s also important to remember that AMC serves as an extension of the CENTCOM and ARCENT families and is a member of that great logistics team. The magnitude of the president’s mandate required an AMC forward presence to facilitate responsible drawdown but also to serve as the Army’s executive agent for reset. One of AMC’s key initiatives in support of the end of our Iraq operations was to establish our first deployable command post, the Responsible Reset Task Force [R2TF], in 2009. That capability enabled us to first gain visibility and accountability over all equipment, and then to quickly triage that equipment and distribute it to where it was needed. It’s a forward deployed, three-star AMC presence, commanded by the AMC deputy commanding general. R2TF served as a large ‘catcher’s mitt’ in Kuwait for all the equipment coming out of Iraq to ensure we could not only track it but return it, repair it, dispose of it or redistribute it. In fact, because of our R2TF effort, more than 50 percent of the equipment needed for the Afghan surge was supplied from equipment coming out of Iraq—a tremendous cost avoidance. R2TF is now a model for the coming Afghan drawdown as we shift our focus to provide the same level of support for Operation Enduring Freedom.

We also continued the reset of our Army’s equipment after a very hard decade at war to regenerate combat power for the next deployed forces. This meant operating our depots, arsenals and plants at three times the rate we ran them at the height of the Vietnam War. Q: These are still very uncertain times, but can you speak to the missions that AMC is tasked with and what the impacts will be if budgets are reduced? Can you continue to do more with less, or is the reality that at some point, all missions will not be possible and still be done at the required levels?

A: We’ve all been through times of doing more with less and less with less, but I think we have opportunities to consolidate and optimize capabilities. AMC is getting after the budget challenge.

We want to be part of the solution. It’s going to come down to balancing our ends, ways and means. We know the ‘ends,’ our missions, all of those things that our leaders and the American people expect our Army to accomplish, won’t change.

So the only answer is to get after the ‘ways.’ We have to fundamentally change the way we do business. It means adapting the institutional Army—our part of the Army that generates combat power—to be as flexible and agile as the operational Army. We haven’t really adapted the institutional Army in over 40 years.

26 | MLF 6.1

So we now have a 21st-century operational Army, supported by a mid-20th-century institutional Army. Relentless commitment to institutional adaptation is one way we’ll be able to better balance all of our many mission requirements.

Speaking of adapting, along with our partners at the Assistant Secretary of the Army for Acquisitions, Logistics and Technology [ASA/ALT], we’ve been engaged in a major Secretary of the Army directed effort to identify efficiencies and optimize how the Army does materiel development and sustainment. This effort is really going to pay dividends in the coming years—not just in terms of money, but in terms of adapting our institutional processes and organizations.

One of our key responsibilities at AMC, as we go through this budget process, will be to ensure we retain those critical capabilities that exist throughout our nation’s industrial base. I like to refer to our depots, arsenals and plants—and the skilled people who work in them—as national treasures. Not only are they the foundation for resetting our equipment as we prepare to meet the challenges of the coming years, but they represent capabilities that often exist nowhere outside our Army. So maintaining critical capabilities, while working to optimize the size of our industrial base needed for Army 2020, will remain a primary focus for us.

Fortunately, I think if you look at the major efforts underway now, for example the defense strategic guidance and the defense budget priorities and choices that the president, SECDEF and the chairman released just last month, you’ll see that we recognize these potential consequences and we’re all committed to making tough strategic choices, prioritizing the capabilities we need, eliminating redundancies and identifying where we’re willing to accept risk to make informed decisions about the way ahead.

Q: What, if anything, is left to do to wrap up the loose ends of BRAC and bring everything together?

A: Well, I’m proud to say that our BRAC mission—a challenging seven-year terrain walk—is now successfully complete and we did it on time or, in many cases, ahead of schedule. Not many people know that this last BRAC round was the largest in the history of the Army, three times larger than the Army’s previous three BRACs combined. In fact, at AMC, BRAC impacted one out of every six employees, more than any other organization in the Army.

A lot of people view BRAC as big blue arrows moving around on a map, but it’s the human dimension that’s key to understanding BRAC’s impact. Those aren’t arrows—they’re people with families. Because AMC is 97 percent civilian, we were asking many of our folks to move for the first time in their lives.

That’s a very tough decision. So we had to recognize that and support our unique, talented workforce throughout the BRAC process—whether they elected to move with us or move on to other opportunities.

We also used BRAC as an opportunity—not just to move— but to reorganize and posture ourselves for the future. At our new AMC HQ, we have designed and implemented a world-class operations center that equals any other major logistics provider in the private sector such as FedEx or UPS. For the first time in Army history, we have an integrated operations center providing www.MLF-kmi.com

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near real time and real-time visibility of the materiel and services our warfighters need.

We shifted our AMC centers of gravity to four locations— Redstone Arsenal, Ala., Aberdeen Proving Ground, Md., Warren, Mich., and Rock Island Arsenal, Ill.—to take advantage of synergies in our organization. For example, at Redstone, where our headquarters is now located, we also have the U.S. Army Security Assistance Command, the Army Contracting Command—along with Aviation and Missile Command which was already there.

Now that BRAC is complete, we can focus on enhancing our collaboration, while leveraging new state-of-the-art technologies.

Overall though, I think what I am most proud of when it comes to BRAC is how our workforce continued to support the warfighter in both theaters, supported contingency operations around the globe—all without missing a beat.

Q: Is the organization now structured in such a way to do what it needs to do during the time of continuing conflict and when that too winds down?

A: I mentioned earlier how critical institutional adaption would be to AMC’s future and how we need to do business in a fundamentally different way. Well, we’ve already made a lot of progress toward some of those goals. Over the last 10 years, we’ve really operationalized AMC to link the industrial base to the operational force and to focus on supporting the joint force and our combatant commanders. For example, our Army field support brigades, Army contracting brigades and transportation brigades are all now aligned with each of the COCOMS in order to respond to the needs of the joint warfighter across the logistics spectrum.

All of that structure is new since 9/11 and it is important to realize that joint is more than just a joint headquarters or a joint manning document. For us at AMC, it is about how the Army sustains all our joint and coalition partners under a wide variety of operational circumstances. These brigades support USMC, USAF, USN and special operations forces all across the fight.

Today’s AMC is truly organized along the needs of the joint warfighter across the entire logistics spectrum, from research and development to contracting, to ammunition and to global distribution.

We’ve also better aligned our AMC core competencies through efforts like the transfer of installation directorates of logistics from our garrison commanders to AMC, along with realigning responsibility for the maintenance of TRADOC’s training fleet to AMC. We’re also conducting a special installation pilot program to transfer management of AMC installations to IMCOM. Each of those efforts allows us to focus on what our respective commands do best.

Another of the Army’s key efforts is to get after the total life cycle cost of a product. AMC is working closely with Heidi Shyu and her entire ASA/ALT team to find better predictions of operation and sustainment [O&S] costs in products, which can easily exceed initial procurement costs. This is extremely important as wartime supplemental funding ends. We at AMC are looking very closely for better ways to forecast O&S costs and invest up front in smarter ways to reduce the overall life cycle costs.

Some of the ways that AMC is already doing this is through the use of condition-based maintenance, corrosion control and item unique identification tracking.

28 | MLF 6.1

There’s still more to do, of course. Our vision for AMC 2020 is to be a globally networked, fully transparent, materiel enterprise that serves as a single entry point for the logistics needs of our joint forces. We want AMC 2020 to be an adaptable and scalable organization that brings the full power of the national industrial base to our forward deployed forces. Our goal will be to optimize ourselves for efficient and effective sustainment, distribution and reset, while providing global, end-to-end visibility of our materiel.

That’s a mighty big vision, but we’re well on our way to achieving it.

Q: What would be the top two or three accomplishments that AMC looks back on over the past two years?

A: What I’m most proud of is that in spite of BRAC, in spite of the demands to support global contingency operations, hands down—our greatest accomplishment was and is our continued ability to support our warfighters in Iraq and Afghanistan. I’ve visited the CENTCOM theater many times and our senior commanders there always tell me they never worry about logistics— and this is in some of the toughest distribution environments imaginable. Believe me, there’s no greater compliment for a logistician than that. By operationalizing our command and moving AMC right into the foxhole, our soldiers and civilians have proven themselves and earned the credibility and trust of our joint force commanders.

Along with how our command has adapted to meet to the demands of our joint forces, I’m also very proud that the Secretary of the Army, back on March 22, 2011, designated AMC as the lead materiel integrator [LMI] for the entire Army. The LMI approach to materiel management stands out as a transformational model for the Army and will forever change how the Army equips our warfighter. In fact, it’s the key to getting us to our AMC 2020 vision. Through LMI, we’ll leverage state-of-the-art automation to establish one distribution manager, one source of repair, one authoritative database, all working together to provide the kind of visibility I was just talking about—visibility of every piece of equipment across the Army. LMI will allow AMC to optimize supply against demand, minimize friction, and make distribution decisions in minutes or hours instead of weeks or months.

As we execute LMI, we are seeing Army wide materiel management efficiencies and cost savings. LMI will give us the visibility and flexibility we didn’t have and is a premier example of the kind of institutional adaptation that will really help us move toward our goal of becoming a globally networked logistics enterprise.

There are so many accomplishments that I’m equally proud of as well. From establishing the Army Contracting Command and increasing our civilian professional contracting workforce by more than 25 percent; to expanding our foreign military sales program by more than 300 percent—a critical tool for our COCOMs as they build the capacity of allies and partners around the globe; to the folks at our Chemical Materials Agency, who’ve helped us meet many of our nation’s chemical destruction and demilitarization treaty obligations, more than five years ahead of schedule; to moving the Directorates of Logistics under AMC. Everywhere you look in AMC, you’ll see truly amazing accomplishments like these. www.MLF-kmi.com

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Q: How can the Army contracting process be improved? Is the Army proactive enough in contracting with small businesses?

A: Well, there’s really been— not just improvements—but a real revolution in how the Army does contracting. I just mentioned the establishment of the Army Contracting Command and the expansion of our contracting workforce as one of our key accomplishments. We’ve hired and trained more than 900 new acquisition professionals to meet growing demand for contract operations. In addition, we’re implementing initiatives such as our service contract reform, a tool that will incorThese restored HMMWVs were prepared to ship back overseas if necessary. [Photo courtesy of the U.S. Army] porate better buying power and optimization of service contracts across our Army. other, they enable us to resolve differences and build confidence Another evolution in contracting is the Enhanced Army Global and respect. Trusting relationships create environments where Logistics Enterprise [EAGLE] contract. It’s a new way of doing business using standardized contracts, expanded competition creative ideas and problem solving can flourish.

A lack of trust results in more rules, more oversight, more and a reduced acquisition lead time. It delivers three functions: review and more bureaucracy and that is especially hard on small maintenance, supply and transportation services and incorporates business. Trust is really a must for those of us in our business as the better buying power and optimization of service contracting we confront the challenges of the years ahead. directives.

I’ve also had the opportunity to engage with small business Q: To be successful as the Army’s lead materiel integrator, I and industry in a number of forums. I always tell them—and it’s a would think that there is a heavy reliance on a sophisticated message we need to continually reinforce—that there are plenty of and interconnected IT system that communicates with all of the opportunities still out there despite the current resource environvarious stakeholders in the process. How would you describe the ment. Opportunities to help us reset and upgrade existing platIT infrastructure that AMC has built and what is being done to forms, opportunities in research and development, opportunities improve it? in using energy and resources more efficiently and opportunities in foreign military sales, which helps build the capacity of our interA: You’re absolutely right. In fact, the heart and soul of LMI will national partners while preserving our U.S. industrial base. Small be a single information system, called the Logistics Information business delivers the innovation, adaptation and rapid technologiWarehouse or LIW. It’s the single, authoritative logistics database cal advancements we need. for our entire Army.

Again, there’s still more to do. We need policies that incentivFor the first time ever, with LIW, we’ll have a common operize good behavior and optimize performance in both Army and ating picture for all of our many materiel stakeholders to access industry and we, in the Army, need to continue to transform our information and establish total asset visibility worldwide. It will contracting processes to allow small business and industry more not only make source data available for everyone across the matepredictability and transparency. riel life cycle, but will also allow us to divest ourselves of some You know, one of the keys to success in our small business legacy information systems. The key is to provide the best inforefforts is for us to move from building strategic partnerships to mation to the Department of the Army to allow the Army to make building strategic relationships. I think “partnerships” often conthe best decisions. notes primarily business deals, and I think we need to grow beyond that to relationships that are built on a foundation of trust. General Q: What is the role of the Responsible Reset Task Force today?

Odierno, in his initial guidance to the Army, highlighted the importance of ‘trust’ as the bedrock of our Army profession. I believe it’s A: R2TF is our Army face forward that facilitates CENTOM and also the bedrock of AMC’s relationship with our many stakeholdARCENT retrograde while serving as the Army agent for reset. ers. Trust and communication help us to better understand each 30 | MLF 6.1

www.MLF-kmi.com

It’s been a tremendous success. The task force has supported the retrograde of over 2.4 million pieces of equipment, the closure of 250 FOBs and 18 supply support activities, and avoided over $731 million in costs while managing retrograde to generate combat power for the next deployment.

Now, our focus is to shift the R2TF lens to Afghanistan and set the stage for our Afghan drawdown. There will be some new challenges as we wind down OEF. For example, as we departed Iraq, we were fortunate to have Kuwait to act as a hub for our equipment retrograde effort. We won’t have that in Afghanistan.

It’s a landlocked country the size of Texas with few paved roads and 18 to 20,000 foot mountains. When you add in elements like the border delays, you can really see why this is such a tough distribution environment. Yet we’ll need to achieve the same kind of visibility, accountability and velocity of equipment retrograde that we accomplished in Iraq.

Q: Several months ago, several teams at AMC received Army Lean Six Sigma recognition for their efforts. As an organizational leader, what are you doing to further embrace what Lean Six Sigma [LSS] brings to the institution and are there efforts to go even farther?

A: One of things that’s most impressive about our AMC workforce is their commitment to continuous business processes improvement and transformation. Because of that, we’re seeing enormous operational efficiencies and financial benefits that reduce cost and process cycle time for our equipment.

Not too long ago, it used to be that we benchmarked industry—now industry often benchmarks us. We’re using multiple approaches to include Lean Six Sigma and Value Engineering and we have real proof that it’s working. AMC has earned 26 Shingo Medallions since 2005 for our Lean improvements. And AMC prides itself on our LSS self-sufficiency. We now have 17 certified LSS Master Black Belts; that’s 1/3 of all the Master Black Belts in the entire Army. Overall our total continuous process improvement benefits since 2007 exceed $5.9 billion dollars. This is just one more example of how AMC is transforming the way it does business and something that will really help us get after the budget challenges we’ll be confronting.

Q: In what ways is AMC tackling green initiatives to be better stewards of the environment and become less fossil fuel dependent?

A: Integrating power and energy solutions is one of my top priorities. We’re using an integrated approach to energy that’s aligned with the OSD Strategy and Army Campaign Plan and we’re working closely with Katherine Hammack, the Assistant Secretary of the Army for Installations, Energy and Environment and her team. AMC’s efforts are focused on energy and resource science and technology along with leveraging LOGCAP and contractor energy efficiencies.

Across the industrial base, our AMC units are focusing on demand reduction and enhancing our capabilities at our installations and contingency bases. Some great success stories so far include the wind turbine at Tooele, the first major wind turbine in the Army, and Tooele’s future renewable efforts like the Sterling solar array. www.MLF-kmi.com

At some of our other installations, we are looking at wind, biomass and geothermal projects to move toward clean, renewable energy. So far, we’ve invested over $16 million for various energy savings and renewable projects. AMC agencies on several installations are part of a larger Army net zero effort to conserve energy and water and to eliminate waste to landfills.

In the operational energy arena, we’re leaning forward as well. In Afghanistan, we have the Microgrid Project, which is the first attempt by DoD to evaluate microgrid technologies in an operational environment. It enables the use of alternative energy sources and energy storage. We’re also heavily involved in the AMPS generator fielding and the testing of solar shades and thermal quilts for shelters. One of the most exciting new technologies we are working on is the use of more efficient and lightweight soldier power technologies. This will give our soldiers more power for tactical use while reducing our reliance on massive amounts of liquid fuel and lugging around heavy battery packs.

Q: Any closing thoughts?

A: I want to emphasize three important things. First, our success always comes down to our people. At AMC, we have an incredibly talented workforce made up of over 69,000 people and 97 percent are civilians—that’s one out of every four civilians in our Army, and we are part of an even larger Army team. Thousands of these civilian professionals have deployed since 9/11 and many have skills and abilities that exist nowhere outside our Army. As we move to reshape ourselves for the Army of 2020, I want AMC to be a champion for our Army Civilian Corps—a loud and a proud voice—to ensure we not only preserve this tremendous resource, but that we also do all we can to incorporate the talent, ability and leadership potential of our Army civilians across the total force.

Second, we can never forget what we owe to this generation of veterans. I know many of your readers are leaders in public service and in the defense industry and this is an area where we need their help. The unemployment rate for our disabled veterans is 50 percent higher than for their counterparts and we can do something about that.

At AMC, we’ve established a program called Always a Soldier to hire wounded warriors. Recently, we also partnered with the Naval Sea Systems Command—together we’re the two largest employers of civilians in DoD with more than 115,000 employees—to hire even more. We owe these veterans a future that’s equal to their service and sacrifice and we welcome opportunities to help in any way.

Finally, we all understand there are some very challenging years ahead as we confront an era of reduced resources and an uncertain international environment. We must continue to be good stewards and look at where we can gain efficiencies, but I worry if the institutionalized bureaucracy will allow us to adapt in order to achieve these efficiencies.

But believe me, if we can accomplish all we have over the last decade—engaged on two fronts in Iraq and Afghanistan, responding to contingency ops all around the globe, all while executing the largest BRAC in history—working together, I’m absolutely confident we can overcome the challenges of the coming decade. O MLF 6.1 | 31

Expeditionary Base Camps

Housing and protecting the warfighter in extreme locations.

By Peter Buxbaum MLF Correspondent

The U.S. armed forces’ expeditionary posture of recent years has challenged logisticians to position forces, equipment and supplies at forward locations expeditiously. Future engagements will also likely require the military to deploy forces and materiel to hot spots within a matter of days.

The complexity of such operations presents logistical problems, but the military has learned from recent experience that logistics can provide solutions as well. By planning the deployment of expeditionary base camps with an eye toward logistics, the Department of Defense can come up with concepts and solutions that allow for the quick and efficient delivery and setup of forward installations.

The U.S. Army is now strategizing on how to develop base camps that are modular, scalable and easily deliverable. The logistics implications of base camps go beyond the delivery and setup of structures. Army data shows that 18 percent of U.S. casualties in Iraq and Afghanistan are related to ground supply missions and that as much as 80 percent of resupply or convoy weight in theater is made up of fuel and water. Fuel efficient generators and heating and air conditioning units, therefore, reduce the logistics burden required in setting up and operating base camps. Water treatment systems likewise streamline logistics and reduce the risk of casualties by taking truck convoys off dangerous roads.

The Army’s suppliers are already providing products and solutions that anticipate these logistics requirements and are continuing to pursue innovations that will make the processes of delivering, establishing and operating expeditionary base camps more effective.

“The Army has acknowledged the need to institutionalize contingency bases,” said Lieutenant Colonel Brad Hodge, an assistant product manager for force sustainment systems. “A lot of expeditionary camps used in Iraq and Afghanistan are ad hoc. We are trying to standardize what needs to be integrated into a fully functional base camp. There is a contingency-basing community of practice looking at the development of base camps and their employment in the current fight and future military activities.”

“We have learned that we may be staying in some locations for long periods of time,” said John Munroe, the Army’s chief 32 | MLF 6.1

engineer for force sustainment systems. “We want to make the base camps operate better and more efficiently. We want to take trucks off the road because these are often the targets for insurgents. These are big issues that have both strategic implications and opportunities.”

The Army is moving toward an “integrated and holistic approach” toward the planning of expeditionary camps, said Munroe, which is characterized by modularity, scalability and extensibility as well as by resource and manpower efficiency and environmental effectiveness. These bases normally accommodate between 200 and 1,000 personnel, but must to be flexible in order to meet the requirements of different missions.

“Many times the camps will expand or contract or both in different directions,” said Munroe. “The ability to morph the camp to different capabilities, sizes and scales is very important to this integrated approach.”

Resource efficiency refers essentially to effective fuel and water management. Manpower efficiency strives toward setting up and taking down camps with as few personnel as possible. The environmental component speaks to capabilities that allow for the setup, operation and removal of base camps with minimal impact on the local environment.

The Army program of record for expeditionary base camps is the Force Provider integrated system. The system, transportable in TRICON containers, consists of shelters for billeting, administration, dining facilities, showers and latrines; environmental control units and Tactical Quiet 60 kilowatt generators; and the shower water reuse system, which filters and reuses 75 percent of the water used for showers.

“The system is currently based on a 600-person base camp model but is deployable in 150-person modules,” said Hodge.

“Each 150-soldier module can be deployed in a single C-17.” For differing climates and missions there are add-on capability kits available, such as insulated tent liners, solar shades, ballistic protection kits and others.

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AirBeam technology. Force Provider currently favors the inflatable variety, manufactured by HDT Engineered Technologies.

HDT AirBeam shelters produce a fiber-reinforced composite capable of containing high gas pressure that resists bending.

“These base camp shelters can be formed in a multitude of different shapes, allowing for many uses,” said Mike Stolarz, vice president for business development at HDT Engineered Technologies. “AirBeam shelters are light weight, low cube and are rapidly erected.”

HDT also manufactures framed structures known as the BaseX Expedition Shelter system. “The patented folding frame design gives the system superior strength and rapid setup and strike capabilities,” said Stolarz. “This performance is achieved while keeping the system to a minimum weight and size when packed, making it more mobile and easier to ship.”

DHS Systems’ DRASH (Deployable Rapid Assembly Shelter) systems are used for a variety of applications in many remote locations around the world by the U.S. military and NATO. “Currently, we are most known for providing the Army with the trailer mounted support system in cooperation with Northrop Grumman’s command post platform,” said Ron Houle, vice Mike Stolarz president for government relations at DHS. “We are able to provide high mobility tactical operations centers that can be rapidly deployed for command and control and communications on the battlefield.”

The TMSS is towable by a HMMWV and includes a power generator and environmental control unit.

The DRASH shelter’s components boast advanced technology such as Titanite, an aerospace comRon Houle posite that makes up most of the shelter’s frame and is 270 percent stronger than aluminum. Xytex is a specially coated fabric that is fire retardant, mildew resistant, water repellent and resistant to abrasion and ultraviolet rays.

DRASH recently introduced shelters featuring the new Xytex 500 fabric, which uses nanotechnology to provide protection against microbes.

“The name of the game is adaptability,” said Mark Pickett, marketing director, AAR Mobility Systems. “Missions change, requirements transform, environments vary. We understand this so well that we base our product designs on the ability to make adjustments to accommodate mission requirements, especially when it comes to shelters.”

AAR has a comprehensive range of intermodal shelter systems including air mobile shelters (AMS), 20-foot ISO shelters, and vehicle-mounted shelters. Their AMS line offers six variants; two that are non-expandable single pallet and double pallet positions, two that are soft-sided expandable, and two that are hard-sided expandable. All are made of lightweight aluminum, feature 463L locking detent rails, and are air-transportable and helicopterslingable.

34 | MLF 6.1

Their 20-foot ISO shelters include non-expandable, 2:1 expandable, and 3:1 expandable units. All are air-transportable in the C-130 with their 463L-compatible detachable detent rails, eliminating the need for pallets and chains at the airfield.

The vehicle-mounted shelters include some that are permanently mounted to their carrier vehicle, while others are designed to be positioned on the ground so that transport vehicles can perform other functions.

One of their newest shelter systems is the Lightweight Multipurpose Shelter (LMS). “Manufactured to be permanently mounted onto a HMMWV, this unique shelter comes in four types including a shortened version as well as EMI shielding and a double-door configuration,” said Pickett. “Its modular design gives the customer versatility across a broad mission spectrum to include command and control applications.”

AAR also services existing mobility assets of their customers.

With constrained budgets, it may not be feasible for customers to purchase new products. “AAR has a very skilled services group to provide maintenance, repair, reset, sustainment and modifications of not only our current and past products, but the products of other manufacturers as well,” said Pickett. “Our customer is telling us that they must sustain their existing shelter and container equipment to support the war fighter, and we are listening.”

Camss has provided camp kits to all of the U.S. armed services, which include frame shelters of varying shapes and sizes as well as power generation and distribution systems and heating and air conditioning units. “We provide complete camp packages,” said Morgan Brooke, a company program manager. “It is all plug and play, meaning that everything a forward operating base needs is included with the package. The camp packages are very modular so that more capacity can be built on if more personnel are sent to a particular area.”

Camss strives to produce shelters that are compact and light weight. “We have a manufacturing capability that allows us to form and shape the frame so that they use less space,” said Brooke. “We are able to pack more square footage into a smaller space, which saves money on transportation.”

AirBeam technology has some advantages, acknowledged Brooke. “But some folks who have looked at AirBeam, including NATO and the Canadian and Israeli militaries, have moved away from it,” he said. But Munroe and Hodge contend that the AirBeam structures are quicker and safer to put up.

Stolarz of HDT, which makes both frames and AirBeam shelters, said that the optimality of each type boils down to the specific situation. “If you have the manpower but limited generator support, the frame shelter makes more sense,” he said. “If you are building a large base camp and want to reduce the manpower involved in setting it up and have a generator, then the needle starts moving toward AirBeam. You can just fill it and forget it.”

Makers of barrier systems suitable for expeditionary base camps have also developed products that are logistics friendly. Fiberweb, the makers of Defencell, have created barriers that Frank Hollowell, the company’s senior sales manager, dubbed “sandbags on steroids.”

“Defencell allows the warfighter to quickly and effectively build barriers for bullet, fragmentation, blast and crash protection, even in the most remote locations,” said Hollowell. “It is light in weight and man-portable. It also has a small logistical footprint. Large volumes of materials can be stored and moved in small spaces and it is also air portable and droppable.” www.MLF-kmi.com

The Defencell containers are made of a non-woven, threedimensional geotextile that dampens the effect of impacts to it.

They can be filled with any available, flowable material such as sand, soil, or rock. “Sand is recommended because it absorbs the most energy,” said Hollowell. “Rock is least desirable for military applications because of the danger of secondary fragmentation.”

The product was designed with a reduced logistical burden in mind. “That means you get more value for the shipping and storage and less space is required,” said Hollowell, “which lowers total life cycle costs and allows more space available for other essentials. A 1,000-foot perimeter forward operating base with 8-foot high walls can be sling-loaded in one 20-foot container on a Chinook helicopter.” U.S. Navy construction battalions have made use of Defencell.

Delivering power to expeditionary base camps is one problem Kevin Duke being tackled by DRS Technologies with its on board vehicle power (OBVP) technology solutions. “These solutions are embedded within a vehicle drive line and are capable of delivering large amounts of either AC or DC power to off-vehicle demand loads that would be common in expeditionary base camps,” said Kevin Duke, a company vice president.

The value proposition of OBVP is that power can be delivered wherever a vehicle can be driven. “Normally, soldiers are required to tow generators or occupy valuable cargo space with skid mounted power generation sources, both of which can limit mobility and range of the vehicle,” said Duke. “With OBVP, the power system is transparent to the cargo space and does not require a towed trailer.”

DRS has worked with vehicle manufacturers to engineer the OBVP solutions. “They preserve existing vehicle drive lines and deliver integrated power systems that don’t impact vehicle

drivability and reliability,” said Duke. “All of the DRS OBVP systems provide for the power generation capability without having to burden the vehicle with energy storage devices that present other types of problems.”

DRS has delivered the OBVP system in over 1,100 HMMWVs to the U.S. Marine Corps. The Army is currently evaluating the system. The Army is also currently testing DRS’s Combined Heating Air-conditioning Medium Mobile Power System, which is capable of providing five tons of heating or cooling and 30 kilowatts of power to support base camps.

Solutions utilized for expeditionary base camps have made use of recent innovations, noted Hodge. “The AirBeam shelter is one innovation allowing for an improved transportation capability as well as more rapid setup and strike times,” he said. “The all-electric kitchen is based on warfighter feedback and allows for increased sanitation while delivering a quality meal more efficiently. Energy efficiency kits are a recent improvement to reduce the necessity of convoys through the conservation of fuel by attacking the demand side of power usage with a more efficient overall system.”

Energy efficiency kits are comprised of insulated tent liners, solar shades and a micro-grid system compatible with tactical quiet generators. Micro-grids are essentially management systems that allow power to be distributed to various camp components based upon their individual demands.

Hodge expects future innovations to continue focus on increased efficiency through reductions in fuel and water consumption. “We are working toward reduction in water resupply demand by adding waste water treatment and filtering systems for water reuse,” he said, “and reduction in the entire waste stream including solid and liquid waste by incorporating incinerators and waste-to-energy technologies. Integration of these capabilities will also reduce manpower necessary to manage and operate the base camp.” The Army has plans to start production of a water reclamation system in 2014 and of a wastewater recycling system in 2016.

“We are also looking at quality of life and durability through the employment of insulated containerized, deployable rigid walled structures,” said Hodge. DRS Technologies has developed

Logistical Support

to the Last Tactical Mile-Pikes Peak Cargo Secure, Inc.

Pikes Peak Cargo Secure, Inc. (PPCS) manufactures the Modular Intermodal Logistics System (MiLS™) a comprehensive suite of tactical pallet and load assembly platforms, containers and straps, tie-downs, slings, pallets, and heavy duty container/vehicle recovery systems that are Class IX and NSN’d (or pending) to provide “Logistical Support to the Last Tactical Mile”.

The core component of the PPCS “Configured Load” logistics system is the Pallet Load Assembly – Tactical™ (PLA-T™) platform. The PLA-T™ provides the critical missing link between “ground to air to ground” cargo transport for most Classes of Supplies. PPCS developed the TL-FICCS™, AL-FICCS™ and CL-FICCS™ in response to the need for collapsible and reusable tactical containers. PPCS also supports sandbags, tri-wall boxes and wooden pallets.

For more information contact: Rob Henley, Director Sales & Marketing, Phone (719) 579-0476, robert.henley@ppcsinc.com, www.ppcsinc.com

www.MLF-kmi.com

MLF 6.1 | 35

hard-walled shelters as an alternative to the tent-like construction in the typical base camp. The hard-walled shelters are especially suitable for base camps that include UAV ground control shelters and refrigerated containers for food storage, according to Dan Ryan, DRS’s vice president of shelter and support systems. “These shelters have been designed and qualified to withstand the rigors of military transportation as well as withstanding harsh environments that range from arctic to desert deployments,” said Ryan. “They are designed for rapid deployment anywhere in the world.” They have also been designed to promote thermal efficiency and to provide electromagnetic shielding to protect communications.

DHS is following the lead unveiled in 2011 in the Pentagon’s first “Operational Planning, technology and mobility allows the FOB in a box to be a reality. [Photo courtesy of the U.S. Army] Energy Strategy,” a plan that will transform the way fuel is used in theater. “The strategy will increase the energy efficiency of operaFrom large items such as generators to small supply and tions and minimize the amount of defense resources on energy warfighter gear, most equipment is moved forward in a container of consumption,” said Houle. “We are in a unique position to support some sort. In response to requests from soldiers at Fort Carson for this strategy with our next-generation utility support trailers that a container that was durable, reusable, stackable and waterproof, transport the shelter systems. They are equipped with DRASH Pikes Peak Cargo Secure (PPCS) developed the TL-FICSS (tactical Intelligent Power Technology, a digital power management system lightweight-flexible integrated collapsible container system) in that permits operators to create networked micro-grids in the 2005. “These containers provide an asset that the Army has never field. Testing has shown its ability to significantly reduce current had in the past,” said Rob Henley, PPCS director, government sales military fuel consumption over current technologies in the field, and marketing. “The containers are 48 inches long by 40 inches but also reduce maintenance and provide users with greater flexwide and 30 inches high with mirror image tops and bottoms— ibility as well.” and are stackable. Our primary customer base is the Army, but our DRASH Intelligent Power Technology has been used by solproducts are supported by DLA and GSA, and are stocked in many diers at the Network Integration Evaluation trials at Fort Bliss.

DLA warehouses, support supply activities, and even in some units Systems have already been fielded and can be found supporting as combat spares.” programs such as terminal high altitude air defense and HarborThe company also produces the CL-FICCS and the AL-FICCS, master command and control center. which share dimensions with the others but are not as tall. “The HDT is toying with the idea of developing a precision air drop basic design could be scaled down to a minimum height of less capability, which would deliver a self-deploying camp by air in austhan 6 inches or up to a height of 47 inches without compromising tere environments. “We’re talking about the art of the possible,” its basic functionality and strength,” said Henley. “Smaller length said Stolarz. “The system would hit the ground and with sensors and width can be accommodated but larger sizes would require embedded in the containers, or through remote initiation, the design modifications.” generator would kick on and the AirBeam shelters would deploy.

These systems are designed to be loaded and strapped onto With the use of robots, brush could be cleared and the camp laid the PLA-T (pallet load assembly-tactical) platform, into MILVANs, out even before the troops get there.” onto 463Ls and most military vehicles. The PLA-T is designed to For all of the developments and innovations that have been support the brigade combat team’s rapid movement of small indewitnessed in this area, the Army’s vision for a modular, scalable, pendent workforce packages by being loadable onto PLS (containextensible base camp capability is still in its early stages. “We want erized roll-in/out platform), directly into MILVANs (with minimal to be able to integrate recreation, morale, welfare and other eleblocking and bracing) and onto 463L pallets. ments of a base camp that are not now part of Force Provider,” PPCS’s comprehensive integrated suite is called the modular said Munroe. intermodal logistics system. It consists of the PLA-T tactical palWhether or not the Army succeeds in its vision will depend on let and load assembly platforms, containers and straps, tie-downs, how well it is accepted within the budget process. “We haven’t won slings, plastic pallets, and heavy duty container/vehicle recovery this argument yet as far as getting money for out-year budgets,” systems that are Class IX and have an NSN. O said Munroe. “But we are making the argument that the Army can get a good return on its investment. By investing money in these capabilities, the Army can derive high value in terms of military For more information, contact Editor-in-Chief Jeff McKaughan at jeffm@kmimediagroup.com or search our online archives for related stories operations, troop detachments, and logistics costs savings, and in at www.mlf-kmi.com. realizing a better tooth-to-tail ratio.”

36 | MLF 6.1

www.MLF-kmi.com

Logistics

C2

Connecting every aspect of the logistics supply chain.

By Christian Bourge MLF Correspondent

U.S. President General Dwight D. Eisenhower, supreme commander of the allied forces in World War II, once famously opined, “You will not find it difficult to prove that battles, campaigns and even wars have been won or lost primarily because of logistics.”

With the improvements made to the Army’s Battle Command Sustainment Support System (BCS3) logistics data and tracking system, which has been in use by various commands and other joint forces over the last decade, commanders have been able to take logistics planning and awareness to once-unthinkable levels.

While not without issue, the system allows for the view of command and control (C2) logistics information in near real time.

Improvements to the system continue as Department of Defense logistics experts and their industry partners look to improve the flow and quality of information from within the supply chain in order to improve planning and usability. The Army and industry partners are working to move forward from the original, sometimes difficult-to-use BCS3 system model with better training and by implementing a more discreet, web-based interface that can take advantage of the latest wireless technologies.

But the usability of the data that BCS3 aggregates, as well as the technological improvements that have been made since BCS3 was first developed in 2003 and fielded operationally in Afghanistan and Iraq, are really only as good as the information going into www.MLF-kmi.com

the system—particularly, in how that information can be applied at the command level for operations planning. Even the best logistics system in the world has little usability if commanders can not easily understand the meaning of the information it has collected or how it should inform their decisions.

Given the vast flow of information to and from the battlefield—which incudes combat and communications data, automated reports from various combat system information platforms and logistical pipeline data—it is not a surprise that there are concerns about the reliability of logistics and shipping information in the system and whether all of this data is properly informing battle decisions.

Sam DeFord, president and CEO of San Diego-based Tapestry Solutions Inc., which helped design the system for the Army but has been replaced by IBM in a rebid, said that despite the “great strides” DoD has made in improving the systems, stovepiped access to logistics information systems remains an issue. For instance, the Air Force personnel system is not accessible by BCS3. “The legacy stovepipe systems have been one of our biggest problems,” he said.

Calvin Pilgrim, the Army’s product director for Sustainment C2, explained that for BCS3, the basic system only collects information and pushes it out. It’s up to the individual user how MLF 6.1 | 37

they apply the data; the need for an individual computer unit for use has created another stovepipe system on top of the already convoluted panoply of logistics systems of record across DoD. In addition, there are issues related to getting proper information from RFID tags on equipment in transit, such as when the device is incorrectly modulated.

“We don’t really produce data,” Pilgrim, who oversees the Army’s BSC3 program, told Military Logistics Forum. “We collect, aggregate, apply business rules and then push that data out.”

Pilgrim added that some of the stovepipe issues that have plagued system reliability have been addressed and they continue working on getting updates from systems of record more often to ensure data is as up to date as possible.

The Marines’ Holistic Approach to Logistics For the Marines, who are the second largest users of BCS3 after the Army, the answer to the problems stemming from their logistics integration issues is their sense and response logistics (S&RL) undertaking. It is intended to provide real-time actionable logistic intelligence to individuals for its use as a combat-centric and controlled operational tool by implementing a network-centric, adaptable logistics model. It’s a logistics concept that has also been explored by the Navy and Army. Computerized logistics data systems are an integral part of such a strategy, with the emphasis on responding to warfighter needs, the visibility of in-transit deliveries and real-time information.

Lieutenant Colonel Michael Krohmer of the Logistics Vision and Strategy Branch Installation and Logistics Department, United States Marine Corps Headquarters, told MLF that the historic military logistics model of stockpiling so-called “iron mountains” of military equipment needs doesn’t fit into the contemporary military logistics model, or that of the modern logistician who uses the latest information to inform command decisions through information technology. S&RL is partly an attempt to help address the need to further modernize marine stockpiling.

“For a force that is supposed to be light and responsive, it really doesn’t meet our needs,” said Krohmer. “We have to come up with a better way of doing business.”

He explained that S&RL is an overarching management approach to stovepiped logistics data intended to help commanders and logisticians “making sense of all [the information].” This will be accomplished through the use of a decision support tool and other software currently being designed to help respond to individual command logistic information and fulfillment needs.

Currently in testing, parts of the Marines’ S&RL system will begin rolling out later this year in a phased approach. The overarching focus will be to provide the latest information to commands electronically, in order to help anticipate and respond to immediate logistical needs and to inform command decisions.

Although the concept is not logistician focused, it ensures that logistics data can be used by individual commanders and the Marine Air-Ground Task Force.

“As we move forward with information technology, it is not enough to expose data to communications [systems] and make decisions,” said Krohmer. “There is so much data provided today, we could easily overwhelm the commands. We can walk into a command center and we can see BCS3 up there and what it really shows is a bunch of trucks moving up and down the road. What we 38 | MLF 6.1

have to ask ourselves is, ‘What is on the truck? Where is it going?

What operations requirement is it?’”

Specifically, the tools being designed—with design help on the information architecture coming from Lockheed Martin—include a collaborative planning and execution system aimed at ensuring that battle and other plans are made with the understanding of logistical ability to support the plan by accessing the collected electronic information. The top level of the Marine Corps is addressed with an adaptive planning system intended to allow Marine HQ to better understand operational need and support operational decisions.

Krohmer said he could not address technical implementation specifics but did note that S&RL is being built around a tactical service-oriented architecture-based applet that allows for varying system functions. The fully realized, user-defined S&RL system is also intended to securely integrate on any number of existing web-accessing systems.

Improving BCS3 Capabilities As the Marines look toward implementing a tech-based, holistic approach to logistics management’s role in battle, Army logisticians and their industry partners are looking to expand the use of BCS3 with integrated predictive tools and an easier-to-use wireless interface that can be used on multiple systems as a replacement to the current dedicated computer controls.

Despite the issues with the system, advocates argue that the efficiencies provided by BCS3 can act as a force multiplier in combat situations. With over 5,000 system computers deployed, DeFord said that all currently deployed American forces are using the system. It’s also available for use by 92 percent of active forces.

BCS3 is also fielded by the National Guard and Reserve training components, as well as by U.S Army Training and Doctrine Command. However, the ability to use the system has not necessarily resulted in robust access.

Pilgrim said that, in practice, BCS3 is, “a number of different things to a number of different users.” For instance, outside of access to aggregated logistics information, commands can take advantage of what Pilgrim described as one of its core competencies, a standardized format Logistics Reporting Tool implemented in 2009.

The applet-based application aggregates data submitted by users on the ground, ramping it for a logistical view of the world.

Procurement officials and commands submit logistics status information using a standardized system, without the need to access the deployed BCS3 computer box. The system covers everything from specific units’ asset visibility reports and in-transit supply status within the distribution network to maintenance and personnel status information, including the number of people available for duty at a given location.

“We provide a map display [or report], aggregate information, and show [logistics data] at certain situations anywhere in the world,” said Pilgrim.

He added that while the system aggregates submitted logistics information regularly available from the multiple logistics systems of record like the Standard Army Maintenance System and Standard Army Retail Supply System, from an operations standpoint, BCS3 is increasingly used by the Army to push relevant logistical information forward, particularly to commanders in the field. www.MLF-kmi.com

Despite this aggregate level of available access and tailored use, BCS3 has not been used to the degree originally envisioned, both because of system problems as well as the sorts of issues the Marine’s S&RL program intends to address. Individual unit and field use remains limited despite the broad system penetration.

One initial problem was that information taken from the various DoD procurement systems of record was aggregated on separate, unsynchronized BCS3 databases, resulting in the questionable reliability of some data. In addition, the original, non-intuitive and cluttered menu interface was perceived as too complicated in comparison to the graphics-friendly operating interfaces of contemporary PCs. The system computers were initially quite slow both in boot up and in use.

Some of these problems have been addressed, but data quality and ease of use issues remain despite improvement. While IBM has won the contract on re-compete to support principal development and Lockheed Martin is partnering with CACI on the fielding and training of the system, the training model was updated

by Tapestry prior to these changes. In addition to a 24-hour operations center that will answer user questions, training has been broken down into sections to allow for focusing on specific user needs.

DeFord said that one of the major improvements his firm developed for the BCS3 system is the integration of BCS3-Node Management (BCS3-NM). In use since 2006, the distribution management software allows command logistics situational awareness by allowing tracking and management of transportation control numbers, containers and pallets from shipping to the final destination, with integration not only with Army and Marines systems but also Air Force, Navy and other DoD or multinational logistics systems. The Afghanistan ITV Joint Task Force has recommended that the system be used to develop a joint distribution system for the Combined Joint Operations Area–Afghanistan.

The Predictive Future of BCS3 With the Army’s Mission Command Collapse Strategy aiming to merge existing software capabilities to streamline logistics capabilities that include BCS3 and BCS3-NM, Pilgrim and DeFord said these systems are being slowly moved from their thick-client, dedicated component-based roots to a web-oriented, service oriented architecture or cloud-based model. This will allow for increased interoperability across DoD systems as well as greater flexibility and ease of use through portable wireless devices using secure widgets (or applets).

“We are moving completely away from thick-client technology,” said DeFord. “Operationally, we need to do more than that [system is capable of] right now.”

This is a major improvement from the current system’s deployed computer box-based design. The current thick-client design greatly limits use, especially in theater. The move also eliminates the stovepiping aspect of deploying the individual computer boxes. With the exception of the logistics reporting tool applet—which only accesses unclassified Non-Classified Internet Protocol Router Network systems and not the classified Secret Internet Protocol Router Network—the broader BCS3 system currently does not operate on wireless handheld systems.

“Over the next two, three, four years we are going to provide functionality via web services,” said Pilgrim. “We are using www.MLF-kmi.com

Ozone [Web Application Framework] system [for widget design] because the operations community and intelligence community are using it.”

Such designs are already moving forward in the commercial logistics sector. Tapestry Solutions is currently approaching airlines operations with their parent firm Boeing to introduce air crew scheduling applications tied to an established cloud, with their parent firm as a model for fleet support. But the use of web-based applications within the defense sector raises issues of further systems security issues, particularly when compared to current designs that run over established secure systems. This is something Tapestry Solutions’ chief technology officer said can be addressed.

“One of the big things right now is that DoD has a number of agencies building up their own core networks and their own infrastructure,” said Tapestry’s Michael Taylor. “We think that is most like the way they will implement cloud technology. They are trying to apply security in that way.”

Pilgrim acknowledged that releasing an applet for Armywide, even potentially DoD-wide use, raises a number of security issues.

There are varying wireless security protocols in use by the individual sub-commands throughout the Army and DoD as a whole.

Nevertheless, he noted there are formal information assurance standards, including the Army Interoperability Certification, to ensure any information remains secure through Army or other DoD network systems and any design doesn’t interfere with any current systems.

“Before I can put software into field, it has to be tested to ensure it doesn’t introduce any vulnerability or cause other systems to have vulnerabilities,” said Pilgrim. “We go through a battery of tests, specifically in the information assurance arena, to ensure we don’t introduce vulnerabilities and ensure we don’t break any other systems.”

Taylor acknowledged that while the government is “trying to catch up with the quick advancements in mobile technology” and that security is probably the number one concern in terms of cloud computing, DoD security needs can be secured though existing wireless encryption technologies. “There are a lot of ways they can authenticate,” said Taylor.

DeFord also noted that Tapestry is working on a predictive logistics software for integration into BCS3 to provide predictions of what supplies and other needs commands will require 60 to 90 days in the future. A version of predictive logistics is already in use by the Canadian Post to inform its mail distribution services. The system applies existing data and historical information to algorithms to model future need. This software is part of the Marines’ S&RL efforts.

“If we are capturing this data and history, you can apply it using algorithms,’ said DeFord. “[But] I think we will have to make leaps in [logistics information capturing areas] before we can fully implement predictive technologies.” O

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

MLF 6.1 | 39

DISA continues to push improvements with the Global Combat Support System.

By Leslie Shaver

MLF Correspondent

The military’s implementation of the Global Combat Support System (GCSS) Combatant Commanders/Joint Task Force is ambitious. The system, designed by the Defense Information Systems Agency (DISA), is designed to respond to the concept of focused logistics. That concept, articulated in Joint Vision 2010 and reinforced in Joint Vision 2020, combines logistics information and transportation technologies for any number of scenarios.

GCSS has the ability to track and shift units, equipment and supplies and the delivery of tailored logistical packages directly to the warfighter. “[GCSS] provides the warfighter with a single end-to-end capability and allows them to manage and monitor personnel and equipment over real time and through the mobilization process,” said Lieutenant Colonel Camilla White, the deputy program manager for GSCC-Joint for DISA. “It also provides the joint logistics COP [common operating picture] so you can make sure you can have the right people, the right equipment, and the right supplies at the right place and at the right time.” Basically, in a time of crisis, the GCSS will inform the warfighter where his or her assets are.

The GCSS has an agile development process, which means the system is being constantly upgraded and improved. Producing new versions and adding upgrades is a group effort between the services, DISA, industry and the troops in the field. Version 7.3 was fielded in December. Version 7.3.1 is scheduled to follow this April, and version 7.3.2 will follow in September.

New Insight The GSCC brings a number of major advantages to the table. For example, it provides timely, accurate and trusted Agile Combat Support (ACS) information to commanders, their staffs and ACS personnel at all ranks and echelons, with the appropriate level of security needed. For the Air Force, 40 | MLF 6.1

the GCSS-AF is the means by which ACSautomated information systems will be modernized and integrated to improve business processes.

Another advantage is that it has classified and unclassified versatility. “If you are on a classified system, you can go to that system or that desktop, type in the URL to go to the web page, and you can go straight in and see everything,” White said. “We have servers that push out to authoritative data sources. It provides us with that accurate real-time data feed the warfighter needs to support their mission.”

GSCC enables warfighters to pull realtime fuels and munitions data from authoritative data sources. “It gives them the ability, instead of going to several different systems [such as computers, data sources or different locations within the one system that they’re on], they can go in through [one] system and log in,” White said. “When they do, they are able to view several pieces of data that will give them the real-time view.”

Essentially, it’s one-stop shopping. In a world in which people aggregate information by putting all of their RSS feeds into a news browsing site instead of going to various web pages, getting all of your essential information from one source makes sense. “It prevents what we consider a ‘swivel chair concept,’ where you are going from various types of locations in order to get information that you can get from one single point location,” White said. “The information [in GSCC] is accurate and timely. It provides quite a bit of benefits to the warfighter.”

The GSCC also offers the ability to view truck tracks. “If you are on or looking in our system and you have the map view up, you can actually turn a layer that shows you where trucks are located because they have a RFID [radio frequency identification] tag, which is a satellite view that you can access,” White said.

Mike Clark, deputy director of GCSS for the Air Force, said that the Air Force and Army recently conducted a pilot initiative to allow for the federation of the security services so that a user of the Army Knowledge Online

(AKO) system could access a capability within the GCSS-AF infrastructure through a federated security service. Because of this, the user did not have to carry accounts in both AKO and GCSS-AF or log off one system to get into the other.

“Efforts like these will be the key to the success of the GCSS-J effort and must serve as the basis for building once and re-using multiple times, which will get us to the IT efficiencies we need within DoD,” Clark said.

Pulling Together While GCSS-J has outstanding potential, it is ultimately only as good as the sources providing information. “We are pulling data from authoritative data sources,” White said.

“We’re dependent on those. We want to make sure that data is available to the warfighter on a regular basis all the time. Many data sources, whether for maintenance or various upgrades or packages, may not be available. That dependency does cause a challenge for us at times.”

But White’s team seeks solutions. “We work closely with the joint staff and user community to identify what they are using as data sources, and where none are available GCSS-J has provided in the past the ability to use spreadsheet uploads,” she said.

DLSA uses direct, regular input from its user community to make upgrades. “In planning and development, our users have an opportunity to go into a first look site, which gives them a quick look at what the current capability is,” White said. “They can go in and check it out. They work with us on user assessment. They provide us with feedback on what they like and they didn’t like or what they can do better as we field.”

White’s team coordinates with its functional sponsor, the joint staff J4, to provide upgrades. The joint staff J4 communicates with the services so White’s team can consolidate information and see what types of adjustments it needs to make.

“The joint staff J4 does the coordination amongst the various services in combatant www.MLF-kmi.com

command,” she said. “Based on that coordination, we can give or receive the requirements that we ensure are implemented in a timely manner.”

The sharing of information in the system also has benefits for the services. “The Air Force benefits from the GCSS-J efforts through the cross-service informational exchanges that take place during the GCSS family of services conferences,” Clark said. “These conferences bring the services together to discuss the progress and issues associated with bringing multiple functional capabilities onto a single infrastructure.”

Clark hopes these practices continue. “It is important that the services continue to share information as these hosted functional applications begin to take on more of a crossservice role,” Clark said. “No longer do we have just an Air Force need for explosive ordinance disposal information, but now it must be shared across the services and the data collected by one service must be shared with the other services.”

Industry isn’t left out of the process either.

Cooperation between industry and the services plays a key role in providing continuous improvement. White said DLSA relies on industry in most of its development efforts to provide a system open source and leading edge technology. “We’re integrated with our contracting company on a regular basis when we do our development efforts,” White said.

“That’s how industry supports us.”

One company partnering with the services is McLean, Va.-based QinetiQ North America, which was recently awarded a new task order by the Marine Corps Systems Command (MARCORSYSCOM) to provide logistics and inventory support to the Global Combat Support Systems of the Marine Corps (GCSSMC). The company will support the GCSS-MC program office with the integration and fielding of the Warehouse Management System as a component of the fielded GCSS-MC enterprise system under a $13 million task order. It will apply logistics applications expertise and systems management solutions to automate total force integration tools for GCSS-MC, which should enhance the material management, equipment accountability/visibility, and material readiness of serialized equipment, no matter its status or location in theater.

“MARCORSYSCOM has given us the privilege to expand our existing scope of GCSS-MC program support with this new task order,” said John Radziszewski, executive vice president and general manager, QinetiQ North America. www.MLF-kmi.com

Continuous Upgrades White’s team is constantly working to upgrade through the agile development process. This means troops in the field are constantly enjoying the latest and greatest upgrades. “[GCSS-J] actually provides the warfighter with new capability every six months versus the traditional 18 to 24 month timeframe,” she said. “Every six months, we continue to develop and provide enhancements and new capabilities. It’s a constant development effort. Continuous turnaround is involved in that process.”

White thinks her group does well with this constant turnaround. “We do a very good job at being able to handle that challenge and manage those challenges that come in front of us,” she said. “It is something we have to deal with on a regular basis.”

Right now, version 7.3 is in the field, which offered big upgrades. “With 7.3, we transitioned into a flexible environment,” White said. “The NIPRNet [Non-secure Internet Protocol Router Network] versions of GCSS-J were merely an austere environment that provided a single sign on (SSO) to the family of system (FOS) applications.

In the GCSS-J v7.3, NIPRNET GCSS-J provides capabilities including querying reports against FOS members, mapping, truck tracks; COCOMs [combatant command], services, agencies, and FOS links; and SSO support.”

More changes are coming this spring.

“The 7.3.1 version will support the development of web services for our munitions, and it will also create new watch boards and will include some Google Earth functionality and capability,” White said.

There are even bigger goals for the fall and into 2013. “GCSS-J continues to develop using the agile method and the goal is to provide a release of capability every 6 months to include volume 7.3.2 and beyond,” White said. “As for now, some of the goals for volume 7.3.2 and beyond are to expand on the current watch board capability, provide ship track information and work on a COCOM LOGCOP [logistics common operating procedure].” O

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

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www.sri-hq.com MLF 6.1 | 41

Securing the Base

Sustainment and modernization of the U.S. ammunition industrial base.

By Brigadier General (Promotable) Gustave F. Perna and Alan R. Buester It has always been critical to pay deliberate attention to the ammunition sector’s industrial base. It is even more critical now, as we face defense budget cuts, that the government-owned ammunition industrial base must not only be sustained, but modernized.

Deliberations must supersede the traditional “business decisions” or return on investment. Investment is crucial to ensure that ammunition is available and delivered to the battlefield whenever, wherever and however required.

Within the ammunition sector, the industrial base consists of some 244 commercial producers and 14 government-owned installations. The installations, also referred to as the “organic industrial base,” were established in the 1940s. The government provides the land, infrastructure and resources required to maintain those ammunition logistics and production capabilities, which the commercial sector finds prohibitive to provide.

In total, the industrial organic base provides 15 production core competencies that the commercial sector is unable or unwilling to provide. Most of these core capabilities represent explosive operations and the production of propellants and explosives that are vital components of all ammunition.

Given the advanced age and often deficient condition of the organic industrial base, it is imperative to sustain and modernize it even during times of defense budget cuts. This concept was reinforced recently in the “Organic Industrial Base Capabilities Portfolio Review” led by General Peter Chiarelli, vice chief of staff of the Army.

A prime example of this concept occurred during the early days of Operation Desert Storm. At Lake City Army Ammunition Plant, the facilities and equipment were antiquated and in need of replacement and upgrades to modern standards. Fortunately, some upgrades and modernization had already begun, including equipment re-fabrication and infrastructure upgrades. After 9/11, these sustainment and modernization efforts intensified. The results were improved production quality and increased machine efficiencies.

Consequently, production capacity expanded from 400 million to 1.5 billion rounds of small arms ammunition per year.

Because of these modernization efforts, which were accomplished during a period of four years, Lake City Army Ammunition Plant was the only facility in the world that could have fulfilled the small arms demands of the servicemember at that critical point in time.

Another illustration of the need to maintain the organic industrial base occurred at Holston Army Ammunition Plant during Desert Storm. The plant had maintained its explosive capabilities during peacetime, so when demands increased, the necessary capabilities were already in place to fill a Navy order for 8 million pounds of CXM-7 explosive for bombs. Production began within six weeks of receiving the order and was completed in less than a year. Nowhere else could this order have been met other than at Holston Army Ammunition Plant.

A recent illustration of the value of modernization of the organic ammunition industrial base took place at the Nitric Acid Concentration/Sulfuric Acid Concentration [NAC/SAC] facility at Radford Army Ammunition Plant.

42 | MLF 6.1

Acid is required in the production of nitrocellulose, which is used in all propellants for ammunition. Radford is the only source for nitrocellulose in North America.

Brig. Gen. Gustave F. Perna The old NAC/SAC facility had exceeded its projected useful life, had frequent downtimes and presented significant quality of work environment challenges. A new, modernized facility was constructed in 2010.

Accordingly, the new structure’s capabilities provide propellant for ammunition to warfighters now and into the future.

These examples demonstrate the benefits of sustaining and modernizing the ammunition industrial base. But this kind of upgrade has not commonly occurred. The current ammunition organic industrial base will require significant attention and considerable financial resources to remain viable. Three critical domains must be addressed: quality of work environment, safety and production enhancements.

These areas do not conflict with each other, but do require balance.

To achieve a positive end-state for the organic industrial base, despite challenges of budget decline, resources must be identified and committed to steady-state funding. Full assessments of working conditions, evaluations of facility conditions and planning ahead for the projected lifespan and replacement of installations’ facilities are crucial.

It can be described as on one side of an equation are various funding sources used to sustain and modernize the organic industrial base.

Each type of fund addresses various facility needs for the diverse scenarios within the ammunition organic industrial base. Unfortunately, during the past several years, the majority of these funding sources have been cyclical in nature and underfunded.

To the right of the funding streams are three areas that must be addressed: To determine the required level of steady-state funding, defined standards must be achieved and maintained, and the targeted end-state for the ammunition organic industrial base must be established. It is critical to commit to and sustain these steady-state funding levels.

However, past experience has proven these funding levels difficult to maintain. After every war and engagement, budget pressures distract attention from the ammunition industrial base’s support and readiness.

Yet, facility modernization cannot afford to take a timeout. Like NAC/SAC at Radford, other facilities and equipment already exist far beyond their intended lifespan. Modernization provides a safe, quality work environment, helps meet emerging environmental requirements, increases productivity and ensures the ability to provide the munitions necessary to meet the next global challenge.

Despite austere defense budgets, a sustained and modern industrial base will more reliably maintain national security and support the ammunition demands of our nation’s servicemembers, now and in the future. O Brigadier General (Promotable) Gustave F. Perna is the commander, Joint Munitions and Lethality, Life Cycle Management Command. Alan R. Buester is the director of industrial support, Joint Munitions Command. www.MLF-kmi.com

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Calendar February 22-24, 2012 AUSA Winter Fort Lauderdale, Fla. www.ausa.org February 28-March 2, 2012 Defense Maintenance & Sustainment Summit San Diego, Calif. www.defensemaintenance.com

March 26-29, 2012 National Logistics Conference Miami, Fla. www.ndia.org/meetings/2730

March 5-7, 2012 SDDC Symposium & NDTA Expo Denver, Colo. http://sddcsymposium.org

May 8-10, 2012 AUSA Sustainment Symposium Richmond, Va. www.ausa.org

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INDUSTRY INTERVIEW

Military Logistics Forum

H.A. “Graz” Graziano Vice President Combat Support & Sustainment General Dynamics Land Systems H.A. “Graz” Graziano joined General Dynamics Land Systems (GDLS) in September 2011 as its vice president of combat support and sustainment. In this role, he is responsible for operational performance and market growth of the Combat Support business sector, including non-platform sustainment business. Additionally, he leads the overall program for the company’s joint light tactical vehicle and mine resistant ambush protected vehicle programs.

Q: Please provide some background on GDLS and the company’s work with DoD in the logistics arena.

A: Protecting the fighting men and women who defend our freedom is our company’s number one priority. We embed with the military and provide combat support and sustainment throughout the world. We also believe that what we do here matters there; that’s how we start every day. Our logistics team provides hands-on sustainment capability for the Abrams, Stryker, LAV and the MRAP family of vehicles [FOV] as well as many other variants. We are ready to provide this worldclass sustainment support to other Army and USMC vehicles.

We provide our clients with a family of vehicles that focuses on modularity, where a common design provides differentiated capabilities. For example, 10 variants of our Stryker family of vehicles are with the troops at locations around the world. Seven of the Stryker variants are now equipped with the double-V hull that increases survivability by providing high-magnitude blast protection from bombs and explosives. Further, we have delivered and support more than 20,000 vehicles to the United States and its allies.

The products and services managed by GDLS are trusted because they’ve been battletested. We work side-by-side with our clients to develop vehicles that have a reputation for strength, mobility, lethality, innovation and survivability.

Maximizing survivability, performance and operational effectiveness—total life cycle support—of our vehicles is paramount. We want to do this for other and USMC vehicles as well. Moreover, Land Systems combines 44 | MLF 6.1

Q: What are some of the main challenges you are facing in meeting the needs of the 21st-century warfighter?

our best-in-class systems engineering with a connected, global network of field service representatives. This results in an undeniable battlefield advantage for our clients.

A: Cost is a continuing challenge, but we are confident that Land Systems can provide a better value in sustainment and services offerings. We are using Lean Six Sigma, continuous process improvement and whole systems architecture to help us move the cost needle in the correct direction.

Q: What would you characterize as the primary business areas of GDLS?

Q: How is GDLS ready to meet the challenging DoD budgetary times that are ahead?

A: Land Systems businesses directly face our clients in ground combat systems, Navy, Marine Corps, combat support and sustainment, specialty vehicles and international.

This ensures their needs are continually met or exceeded. Our client-facing teams are designed to answer the call wherever and whenever. These teams work hard to maximize the survivability, performance and operational effectiveness of a variety of ground combat vehicles and MRAPs.

A: Mission failure is not an option. We are positioned and prepared to help our customers meet their objectives and remain the strongest military force in the world. We can and will work to a reasonable budget, to meet and exceed our customer’s expectations. Our workforce is diverse and flexible in its thinking. Innovation is not unknown at General Dynamics Land Systems and proven by the rapid development of the double-V hull Stryker design.

Q: As a major player in the military logistics arena, how is GDLS helping DoD meet current key logistics objectives?

Q: What are your goals for 2012?

A: To me, logistics is about being flexible, responsive and affordable. We strive to create the best value for our clients while enhancing their capabilities. This is how we are meeting our client’s needs. Further, we are shifting from conventional, transactional business methods to performance-based agreements.

Our goal is to focus more on the “what” than the “how.”

Q: What are some of the new programs you are working on in partnership with DoD agencies and the military services?

A: Our team is pursuing a program that provides maintenance service for all DoD tactical wheeled vehicles in Afghanistan. In addition, we are working to become the sustainer of choice for DoD’s global MRAP FOV. We believe we are the best suited to do both.

A: As a recent addition to the Land Systems family, I am proud to lead the combat support and sustainment team. Having recently returned from 18 months in Afghanistan, I have witnessed firsthand how this company’s commitment to doing the right thing is saving lives on the battlefield. I am committed to providing our clients with worldwide, world-class, timely, high-quality, cost-effective solutions that sustain and support the military.

GDLS has made a commitment to use our proven platform sustainment capabilities to work on all vehicles in the force’s fleet. To do this, we are entering the nonplatform sustainment market via our combat support and sustainment business.

It is my job to build on our already well-established track record in the industry and become the client’s choice in all things combat support and sustainment. O

grazianh@gdls.com www.MLF-kmi.com

Fight proud. Work proud.

Soldier photo courtesy of U.S. Army.

“I’ve talked to [our warfighters] from Iraq and Afghanistan and helping them get their needed items is job one.”

– AbilityOne employee Stephen Tyler Stephen helps America’s servicemen and women acquire the products they need in the field as an AbilityOne contact center representative in Battle Creek, MI. With a presence on nearly every military installation in the U.S., AbilityOne has the experience, capability and workforce to keep our fighting men and women fed, clothed, supplied, supported and protected.

In addition, AbilityOne enables people who are blind or have other significant disabilities to be independent and productive citizens.

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