We cannot transform The Army without a transformation in logistics.
We must incorporate the logistician’s view into the design
of our systems even before we begin to build platforms. Collaboration
between the acquisition and logistics communities will give the
Objective Force the rapid deployability and sustainability we demand
– by design – without compromising warfighting capability.
Designing the right logistics architecture – systems, business
processes, enterprise, for example – is fundamental to success.
The Army’s Logistics Transformation will focus on creating
an overarching corporate logistics enterprise that employs industries’
best business practices. Within this enterprise, The Army established
three principal goals for Logistics Transformation: enhance strategic
mobility and deployability; optimize the logistics footprint; and
reduce the cost of logistics support without reducing readiness
or warfighting capability.
Operation Enduring Freedom
The Army’s mobility and deployability goals for the Objective
Force are to deploy a combat brigade within 96 hours after lift
off, a division on the ground in 120 hours, and a five-division
corps in theater in 30 days. To achieve this strategic responsiveness,
Strategic Mobility Program (ASMP) serves as a catalyst to bring
about force projection changes both in The Army’s and in our
Sister Services’ lift programs. Platforms like the Intra-Theater
Support Vessel (TSV) and Inter-Theater Shallow Draft High Speed
Sealift (SDHSS) provide transformational capabilities for operational
and strategic maneuver and sustainment of Army formations.
Because strategic air and sealift cannot meet deployment requirements,
Army Prepositioned Stocks (APS) ashore and afloat continue to be
a critical component of Army power projection. The Army is currently
participating in a joint-led Worldwide Prepositioning Study to determine
if location, mix, and capabilities in existing stocks of combat,
combat support, and combat service support require adjustments to
meet the Defense Strategy more effectively.
The Objective Force requires The Army to optimize its logistics
footprint to produce a smaller, more agile, responsive, and flexible
sustainment organization. To achieve this goal, we will leverage
technology and innovative sustainment concepts. The Army is already
developing and integrating key enablers to provide a transformed,
corporate logistics enterprise. Some of these enablers include embedded
diagnostics and prognostics, tactical logistics data digitization
(TLDD), serial number tracking, and the Global Combat Service Support
– Army (GCSS-A) system that utilizes a commercial Enterprise
Resource Planning (ERP) solution. The ERP approach changes The Army’s
logistics automation systems strategy from one of custom code development
for unique Army requirements to adoption of a commercial off-the-shelf
The selective use of the Logistics
Civil Augmentation Program (LOGCAP) to augment military logistics
force structure provides commanders with the flexibility to reallocate
manpower, resources, and materiel by adding contractors to the equation
of logistics support. In addition to providing services and some
supply support, these contractors can quickly deploy to establish
base camps, receive and process Soldiers as they begin arriving
in theater, and reverse the process when Soldiers go home.
Current initiatives that help reduce costs without reducing readiness
or warfighting capability include the National Maintenance Program
(NMP) and the Single Stock Fund (SSF). As previously discussed,
programs provide two basic building blocks for a revolutionary change
in logistics business practices.