Taking a cue from industry, the Department of
Defense (DOD) plans to create a partnership with a world-class
transportation services coordinator to increase efficiency
across its supply chain. A study of industry best practices
shows that using a world-class transportation services manager
reduces cycle times, increases shipment visibility, and improves
customer confidence for most types of freight shipments within
the United States. Shipment of certain materiel, such as munitions,
would be excluded from the provisions of the partnership.
A project office has been established near Scott Air Force Base, Illinois, to
explore the partnership effort, which is called the Defense Transportation Coordination
Initiative (DTCI). Experts in contracting, logistics operations, and information
technology are preparing a performance work statement and a draft solicitation
to present to members of industry. Current plans call for a phased implementation
of DTCI, with initial contract award expected in October 2006. Full implementation
of the initiative is expected by late 2009.
More information about DTCI is available on line at http://dtci.transcom.mil.
A comprehensive overview of the Defense Logistics Agency’s (DLA’s)
transformation efforts is available in a new document, the Transformation
Roadmap. It summarizes how DLA is revolutionizing its business practices through
13 initiatives and how those initiatives relate to each other and to the DLA
Strategic Plan, the Department of Defense (DOD) Transformation Strategy, and
the National Defense Strategy.
The 13 initiatives are intended to work interdependently to meet the 4 goals
of DLA’s Strategic Plan—
• Provide responsive, integrated, best-value supplies and services consistently
to DLA’s customers.
• Develop and institutionalize the internal processes required to deliver
value-added logistics solutions to the warfighter.
• Ensure that the DLA workforce is enabled and empowered to deliver and
sustain logistics excellence.
• Manage DLA resources for the best customer value.
DLA’s transformation initiatives are—
• Customer Relationship Management. This initiative is designed “to
more accurately predict future military requirements, define mutually agreed
upon levels of support for those requirements, and then precisely monitor the
level of actual performance achieved.”
• Supplier Relationship Management. Improved supply chain management will
be the focus of this initiative. While customer relationship management will
define warfighter requirements, supplier relationship management will marshal
the domestic industrial base to meet those requirements.
• Business Systems Modernization (BSM). The heart of DLA transformation,
BSM will replace DLA’s legacy materiel management systems with commercial
off-the-shelf software that links the complete supply chain from customer to
• Distribution Planning and Management System (DPMS). This system will
improve the visibility of materiel from its point of origin to its point of consumption
and help DLA reach its goal of providing global, end-to-end distribution management.
• Integrated Data Environment (IDE). This system will replace DOD’s
Joint Total Asset Visibility capability and create seamless sharing of information
between DLA and its customers.
• Business Systems Modernization Energy (BSM E). This system, formerly
known as the Fuels Automated System, will create an integrated supply chain
management system for fuels.
• National Inventory Management Strategy. The goal of this initiative is
to “merge wholesale and retail inventories into a national inventory that
can be managed in a more integrated manner.” This will extend supply chain
management of consumable items from the wholesale level to the customer.
• Global Stock Positioning. This initiative is designed to ensure that
the right inventories are in the right places. Materiel will be stocked in a
minimum number of distribution centers; items with well-defined patterns of demand
will be located with their customers; and items with special handling requirements
or less well-defined demand patterns will be stocked centrally.
• Executive Agent. DLA has been designated as the DOD executive agent for
subsistence, bulk fuels, construction and barrier materials, and medical materiel.
It soon will be designated the executive agent for clothing and textiles.
• Product Data Management Initiative. This initiative is designed for
technical users and will create a single system offering visibility of product
and technical data for all DLA items.
• Workforce Transformation. This initiative covers a variety of strategies
that will strengthen DLA’s human resource management.
• Reutilization Modernization Program. Under this program, the Defense
Reutilization and Marketing Service’s information requirements will be
incorporated into DLA’s overall information architecture.
• Base Realignment and Closure (BRAC). BRAC initiatives will have a significant
impact on DLA. The agency will establish four regional strategic distribution
platforms, with its remaining distribution depots becoming forward distribution
points; DLA will assume management of all DOD tires, compressed
gas, and packaged petroleum and lubricants; and it will assume centralized procurement
responsibility for DOD depot-level reparable items.
DLA is investing approximately $2.1 billion in the transformation initiatives
and expects to return about $3 billion to the services by fiscal year 2011. BRAC
recommendations applied to DLA should save another $1.8 billion.
The complete Transformation Roadmap can be accessed at www.dla.mil/library/DLATransRoadmap.pdf.
ARMY REFINES PLANS FOR BASIC OFFICER TRAINING
The sites for phase II of the Army’s new Basic Officer Leadership Course
(BOLC) have been reduced to two: Fort Benning, Georgia, and Fort Sill, Oklahoma.
The Army originally planned to conduct BOLC II at Fort Knox, Kentucky, and
Fort Bliss, Texas, as well as at Forts Benning and Sill. However, the move
of the Armor and Air Defense Artillery Schools to Fort Benning and Fort Sill,
respectively, under the base realignment and closure process led to the decision
to consolidate BOLC II at those installations.
According to the BOLC Charter Task Force, the goal of BOLC is to “develop
competent and confident leaders imbued with a Warrior Ethos who, regardless
of branch, are grounded in fieldcraft and are skilled in leading Soldiers,
training subordinates and employing and maintaining equipment.” BOLC
II will be the main instrument for achieving this goal.
BOLC will have three phases. BOLC I will be the precommissioning phase conducted
at the United States Military Academy, Officer Candidate School, or Reserve
Officer Training Corps sites.
All newly commissioned second lieutenants, regardless
of branch, will attend BOLC II for 7 weeks and receive initial-entry
training in small unit leadership
and tactics. Eighty percent of BOLC II will take place in a field environment.
Immediately after completing BOLC II, officers will attend BOLC III at their
branch schools to receive branch-specific training for 6 to 15 weeks. After
graduating from BOLC III, officers either will go to their first unit assignment
or attend additional assignment-oriented training.
The Army plans to begin full implementation of BOLC in June. Pilots for BOLC
II began at Fort Benning in the fourth quarter of fiscal year 2005.
ARMY COOK PROVES THAT ALL SOLDIERS MUST BE WARRIORS FIRST
Every Soldier, even a cook, must be prepared to be a warrior.
Quartermaster Chief Warrant Officer (W–3) David J.
Longstaff proved this as he was returning from a procurement
mission to Baghdad in August 2003. Longstaff’s convoy
of two high-mobility, multipurpose, wheeled vehicles (humvees)
and one 5-ton truck encountered a burning humvee whose Soldiers
were pinned down in an ambush. Longstaff provided covering
fire while Sergeant First Class Richard Bryant, a member
of Longstaff’s convoy, assisted the Soldiers trapped
behind a civilian vehicle. Longstaff then provided rear security
while the casualties were evacuated for medical treatment.
In December, Longstaff was awarded the Bronze Star Medal with Valor for his quick
reaction to the situation, which allowed the ambushed Soldiers to move out of
the kill zone.
“I was intrigued that as a cook, I found myself in the middle of Baghdad
taking fire,” said Longstaff. “It just goes to show what you can
do when put into any situation. So you should just be prepared.” Longstaff,
who is now the manager of the Army Culinary Team, commented further, “Regardless
of where you compete in the world of chefs, we are warriors first, and that’s
ALMC AND PENN STATE JOIN TO OFFER
SUPPLY CHAIN MANAGEMENT TRAINING
The Army Logistics Management College (ALMC) at Fort Lee, Virginia, has partnered
with Penn State Executive Programs, part of the Smeal College of Business at
Pennsylvania State University, in offering Penn State’s Certificate in
Supply Chain Management program for military personnel.
Military personnel from all of the services can earn the certificate by completing
three executive education courses in supply chain management offered by Penn
State Executive Programs. Under the new agreement, military personnel can earn
the certificate by completing the Fundamentals of Defense Supply Chain Management
Course offered by ALMC and two more courses at Penn State. The pilot of the ALMC
course was last August.
According to Colonel Shelley A. Richardson, the ALMC Commandant, “The course
at ALMC has already received rave reviews from participating Department of
Defense (DOD) students. The prospect of continuing their education in supply
chain management at Penn State and earning a certificate will make the course
even more significant and appealing to senior supply chain managers and logisticians
throughout DOD. We look forward to a long-term partnership with Penn State in
our Nation’s military logisticians and applying [the] best practice
in supply chain management currently utilized by private industry to enhance
support to the warfighters in the field.”
Penn State’s Center for Supply Chain Research offers certificates in supply
chain management and supply chain leadership in conjunction with Penn State
Executive Programs. The center was founded in 1989 and has become one of the
Nation’s leading institutes for supply chain management research and education.
A recent survey of supply chain practitioners and instructors in the United
States, Canada, and Mexico ranked Penn State’s program first in a ranking
of the top 20 supply chain programs in North America.
For more information, see the Penn State Executive Programs Web site at www.smeal.psu.edu/psep and
the ALMC Web site at www.alu.army.mil.
LOGNet OFFERS LOGISTICIANS A NEW WAY TO SHARE THEIR EXPERTISE
Logisticians involved in the dynamic combat environments of Operation Iraqi
Freedom (OIF) and Operation Enduring Freedom (OEF) sometimes find that they
must adjust the doctrine and the tactics, techniques, and procedures they learned
at their branch schools to meet the real-world conditions they face. This inevitably
creates a knowledge gap between what is taught at the schools and what logisticians
in the field have learned. To help bridge this gap until doctrine is revised,
the Army Training and Doctrine Command’s Combined Arms Center at Fort Leavenworth,
Kansas, in conjunction with the Office of the Deputy Chief of Staff, G–4,
Department of the Army, has developed an online, collaborative communications
forum for the Army logistics profession called the Army Logistics Network (LOGNet).
By using LOGNet, logisticians can reduce the time needed to resolve problems,
increase the sharing of innovative ideas throughout the Army logistics community,
disseminate in near-real-time the best practices developed in the field among
logisticians, and better prepare other logisticians for OIF and OEF deployments.
LOGNet allows logisticians to engage in open or private peer-to-peer discussions
in all logistics functional areas, such as transportation, supply, maintenance,
and automation. It also furnishes a peer-based support network for Soldiers to
consult between their periods of school attendance. Through LOGNet, members of
the logistics community can find subject-matter experts who can help resolve
difficult technical and professional problems and answer questions.
LOGNet is actually part of a larger knowledge network called the Battle Command
Knowledge System (BCKS). BCKS was developed and is managed by the Combined Arms
Logisticians can access LOGNet by taking the following steps—
• Go to https://lognet.bcks.army.mil.
• Click “Request an Account.”
• When requesting an account, a user must use his Army Knowledge Online
(AKO) user name and password.
Users will be unable to view what is displayed on LOGNet until they request a
LOGNet account. With an account, they can enter LOGNet and participate in discussions,
post messages, and submit material they have authored to share with others in
the logistics profession.
Among LOGNet’s features are “Official LOGNet Tools” and the “SOP
[standing operating procedure] Library.” The tools area contains 13 professional
software tools designed and developed by LOGNet to supplement existing Standard
Army Management Information Systems (STAMIS) or to fill STAMIS shortfalls. Each
tool is designed to help units and commands with a variety of logistics and other
tasks. The SOP Library contains more than 80 examples of SOPs and tactical SOPs
(TACSOPs) covering virtually every aspect of logistics and supply. A user can
download an SOP or
TACSOP and modify it to suit his unit’s needs. These two tools are just
a sample of the many useful tools, job aids, and knowledge items available to
For more information on LOGNet, contact Bob Dalton, the LOGNet facilitator,
ARMY FIELD SUPPORT
DEFENSE LOGISTICS AWARD
An Army unit providing vital support to warfighters in
Iraq and its contractor partner have received a 2005 Defense
Award. The Army Materiel Command’s Army Field Support
Battalion-Iraq and the L–3 Communications Corporation/Vertex
Aerospace Tactical Wheeled Vehicle Service Center won in the “In-Theater
Contractor-Military Collaboration of the Year” category
for the add-on armor program in Iraq. This program, which
began in April 2004, has upgraded the protection of thousands
light and heavy tactical wheeled vehicles in order to counter
According to Dennis Mirabile, the L–3 Vertex program
manager, “What started as a small heavy equipment
transporter (HET) team has developed into a critically
wheeled service center. We now have 150 employees supporting
this effort with add-on armor and quality vehicle maintenance
services and repairs. This mission to support the warfighter
is being fulfilled under difficult circumstances and would
not have been possible without the support and dedication
of our employees and Soldier-partners.”
The Defense Logistics Awards were presented in November 2005
as part of the Defense Logistics USA conference in Washington,
long-life M1A1 Abrams tank engines, called “tiger
engines” (such as the one above), are being
used to replace tank engines that cannot be repaired
in Kuwait. The tiger engine incorporates computerized
chips that can diagnose problems and record a “cradle
to grave” maintenance report. The introduction
of the tiger engine coincides with the move of tank
engine repairs from Camp Doha, Kuwait, to a new
facility at Camp Arifjan, Kuwait, that opened in
November. To save time and avoid transportation
delays, tank engines are repaired in theater whenever
possible instead of shipping them to Anniston Army
Depot, Alabama. Engines that cannot be repaired in
theater are sent to Anniston for rebuilding and shipment
back to Kuwait. Honeywell Corporation technicians
and Anniston Army Depot civilian mechanics perform
engine repairs and make replacements with tiger engines.
DLA CONSOLIDATES REUTILIZATION
AND MARKETING WAREHOUSES
Following a public-private competition, the Defense Logistics
Agency (DLA) has decided to retain in house the performance
of warehousing functions at 68 Defense Reutilization and Marketing
Service (DRMS) sites in the United States. DRMS warehousing
supports the disposal of excess Department of Defense property,
including hazardous materials.
The decision endorses the creation of a “most efficient
organization” structure for DRMS, under which warehousing
operations will be consolidated at 18 sites. The sites are
at Mechanicsburg, Pennsylvania; Fort Bragg, North Carolina;
Marine Corps Air Station Cherry Point, North Carolina; Eglin
Air Force Base, Florida; Fort Polk, Louisiana; Wright-Patterson
Air Force Base, Ohio; Fort McCoy, Wisconsin; Minot Air Force
Base, North Dakota; Fort Riley, Kansas; Fort Sill, Oklahoma;
Red River Army Depot, Texas; Fort Carson, Colorado; Malmstrom
Air Force Base, Montana; Hill Air Force Base, Utah; Marine
Corps Base Camp Pendleton, California; Port Hueneme, California;
Fort Lewis, Washington; and Barber’s Point and Manana,
Hawaii. The other 50 sites currently in use will be closed.
The consolidation is scheduled to begin in March and conclude
in July. The projected 5-year net savings to the Department
of Defense are $36.2 million, or a reduction of 38.3 percent
compared to the cost of current DRMS warehousing operations.
Associate Intermodal Platform resembles a large,
LOW-COST PALLET COULD
Use of a new “pallet on a pallet” shipping system developed
for the U.S. Transportation Command (TRANSCOM) could save the U.S. military
of dollars in shipment costs. The Associate Intermodal Platform (AIP) system
consists of an 82-inch by 102-inch by 8-inch rectangle made of a linear,
low-density hexane copolymer. Cargo can be loaded onto the AIP, cargo netting
and the whole package tied down and loaded onto a 463L pallet for shipment.
The AIP can be used alone or to transport a loaded ISO container.
Once in theater, the AIP can be offloaded and sent on to
its final destination and the 463L pallet returned to the
Defense Transportation System (DTS). Currently,
463L pallets and nets are sent to the final destination and frequently are
lost, damaged, or used for other purposes, such as makeshift
“The 463L pallet and net system cost $1,700 per set and the [proposed]
cost of the AIP system is $400,” said TRANSCOM transportation specialist
David Blackford. “This equates to a $1.3 million cost avoidance per
1,000 pallets sent to the theater. We send several thousand pallets to
month. We created the AIP to keep the 463L assets in the DTS and still
meet the COCOM [combatant command] requirements for unitized cargo loads.”
The AIP system has been in development for more than 2 years. Operational
testing of the first group of 120 AIP systems will be conducted at the
Depot Red River in Texarkana, Texas.
3D COSCOM OPENS WATER BOTTLING PLANT
A water-purification and bottling plant established at Balad, Iraq, by the
3d Corps Support Command (COSCOM) will supply the bottled water needs of Camp
Victory, Taji, and Balad. Bottling water on site eliminates the need for bottled
water to be delivered to Iraq by trucks from Kuwait, Jordan, or Turkey and
therefore reduces the number of Soldiers and contractors at risk from improvised
explosive devices, car bombs, or small arms fire along Iraq’s roads.
The plant can bottle 220,000 1-liter containers of pure drinking water a day
using a reverse osmosis water processing unit and a “hyperpurifier” to
refine water from the Euphrates River. Each bottle is etched with the date and
time it was bottled. Army medical personnel constantly monitor water purity.
Plans call for a larger plant to be built at Camp Victory and four additional
plants at other sites in Iraq in the future.
HUMVEE CREWS IN IRAQ TEST COOLING VESTS
Liquid-filled cooling vests developed by the Army Tank Automotive Research, Development and Engineering Center
(TARDEC) and the Natick Soldier Center are being tested in Iraq and Kuwait by the crews of some high-mobility,
multipurpose wheeled vehicles (humvees).
After humvees were fitted with add-on armor, inside temperatures rose as high as 130 degrees. To keep the
crews cool, air conditioners were installed. However, temperatures inside the humvees still reached 95 degrees ”an untenable
situation that led to the development of cooling vests.
Soldiers wear the vests under their body armor. A hose from each vest is plugged into the vehicle’s onboard air-conditioning system, and
fungicide-treated water is chilled and circulated through it. A rapid-release system allows Soldiers to disconnect the hoses quickly so they can jump out of the
vehicle and keep the vests on.
According to Charlie Bussee, a TARDEC engineer, about 13,750 humvees in theater already have air-conditioning systems installed and 21,000 more systems have been ordered.
For their efforts in developing the vests, TARDEC and Natick received the 2005
Research and Development Laboratory Collaborative Team of the Year Award presented
by the Assistant Secretary of the Army for Acquisition, Logistics, and Technology.
vests keep Soldiers riding in specially equipped
humvees cool by circulating water chilled by the
vehicle’s air-conditioning system.