ANNISTON ARMY DEPOT, Ala. -- There has been a continuous increase and decrease in workload throughout the defense industrial base. Historically, this change is most dramatic following major conflicts involving our armed forces.

The end of Operation Iraqi Freedom was no exception; in fact, Anniston Army Depot has already experienced a significant drop in production.

As OIF drew down, the realization of enduring yet another downturn in work caused ANAD to look for new ways to mitigate the ebb and flow.

The question of what other ways to generate production for the depot was raised. The installation found an entrepreneurial approach, never attempted at a depot, which could contribute to its long term strategic needs.

Over five years ago, a proven business model concept was set in motion at ANAD to extend the depot's capabilities and attract a broad range of customers across a wide spectrum of requirements.

The basic premise was to appeal to both traditional and non-traditional depot customers with the intent of generating current and future core workload.

The plan is to accomplish this by:

(1) Offering capabilities like original equipment manufacturers to a broad range of customers across the military services and U.S. government agencies

(2) Securing opportunities a customer might not habitually turn to ANAD to perform

(3) Facilitating a rapid response government-to-government environment with streamlined acquisition timelines

(4) Generating sustained requirements for increased maintenance opportunities at the depot

The concept became reality in August 2012 when the Joint Venture of Redstone Defense Systems became the support contractor to ANAD's Integrated Systems Response Center, a government-owned/government-operated entity capable of developing and executing programs that might otherwise go to Original Equipment Manufacturers.

Within the first 16 months, the organization found success.

Notable efforts include the M160 Tele-Operated Mine Flail, the U.S. Marine Corps Assault Breacher Vehicle Stabilized Commander's Weapons Stations, the Stryker Back-Up Steering Pump and the TALON IV Small Robot.

The M160 Mine Flail is a commercial, off-the-shelf program in which the Robotic Systems Joint Project Office requires transition to a program of record. The ISRC is currently developing a level II and III technical data package with 3D modeling, delivering a line replacement unit analysis as well as provisioning and developing four national maintenance work requirements packages.

ANAD provides program oversight, subject matter expertise and will contribute to the NMWR prototype, validation and verification events. This sets conditions for a depot to overhaul the M160 Mine Flail, rather than a commercial entity.

The USMC ABV office requires production of 52 Stabilized Commander's Weapons Stations. Training support development and technical manual updates are also required. Previously, production was performed by commercial sources. However, the ISRC positioned ANAD to produce the SCWS and set conditions for other potential Marine Corps work.

Program Manager Stryker awarded ANAD an effort to validate and verify requirements for special tools and test equipment for the Stryker Back-Up Steering Pump. This effort was completed ahead of schedule and at significantly lower price than larger commercial sources, demonstrating the ISRC's capability to design and provide components and develop documentation. This project may generate future depot overhaul requirements.

The Robotic Systems Joint Project Office contracted with ANAD to update technical manuals and develop NMWRs for the TALON IV. This effort will enable the customer to utilize depot maintenance for future overhauls.

The ultimate objective of the ISRC is to generate near and long-term work for the depot.

The Logistics and Business Development Office has primary oversight responsibility of the center, with the Anniston Contracting Office in direct support.

The Directorate of Engineering and Quality played a significant role in planning and execution of efforts, with the Directorate of Production Management and Directorate of Material Management supporting the program when needed.

The ISRC organization and operations continue to evolve as lessons are learned and installation directorates become more familiar with its purpose, capabilities, programmatic discipline and processes.

The ISRC is intended to extend ANAD's capabilities and appeal to customers as an alternative to other sources. There is still much work to be done in introducing the center to a variety of customers, but the initial momentum validates the business model. Simply put, ANAD is generating work today to contribute to its core tomorrow.