MLF 7-1 (Feb. 2013)

AUSA WINTER ISSUE The Publication of Record for the Military Logistics Community

Organizational Profile Special Pull-out supplement

Capability Provider Maj. Gen. John R. “Jack” O’Connor Deputy Chief of Staff, G-4 U.S. Army Forces Command

www.MLF-kmi.com

February 2013 Volume 7, Issue 1

Exclusive Interview with:

Arthur “Art” G. Dahl IV Deputy Chief of Staff, G-4 TACOM LCMC

FOB Power O Intermodal Shipping O JLTV Life Cycle Management Rugged Devices O Vehicle Reset

Supporting today’s missions. And, building for tomorrow’s.

The OSHKOSH ® JLTV Solution.

At Oshkosh, we have an unwavering commitment to the men and women whose lives rely on our vehicles. Our JLTV solution is no exception.

The Oshkosh ® Light Combat Tactical All-Terrain Vehicle (L-ATV) is tested, proven and ready to bring new capabilities to future missions. With an advanced crew protection system, the Oshkosh L-ATV provides MRAP-level protection and the ability to adapt as operating environments change. Its lightweight design and TAK-4i ™ intelligent independent suspension system* deliver unprecedented off-road mobility, maneuverability and speed.

Building for tomorrow’s missions. The Oshkosh L-ATV.

For more than 90 years, Oshkosh Defense has been defining the leading edge of light, medium, MRAP and heavy tactical vehicles.

oshkoshdefense.com/jltv

*Patent pending ©2013 OSHKOSH CORPORATION Oshkosh and the Oshkosh logo are registered trademarks and TAK-4i is a trademark of Oshkosh Corporation, Oshkosh, WI, USA

JLTV_001_2012-US-1

MILITARY LOGISTICS FORUM

February 2013 Volume 7, Issue 1

Features

Cover / Q&A

U.S. Army TACOM LCMC Special Pull-Out Supplement

Exclusive interview with Arthur “Art” G. Dahl IV Deputy Chief of Staff, G-4

1

Doing It Right

7

Planning for the life cycle management of the JLTV is part of the development— not an afterthought.

By Marc Selinger

4

7

9

21

The current environment could represent a perfect opportunity for the U.S. military to grow programs to reset and recapitalize military vehicles.

The prospect of significant cuts to the defense budget has placed a greater emphasis on cost control.

By Peter Buxbaum

Hauling freight more efficiently across the transportation chain.

Efficiency translates to cost savings and security.

By Hank Hogan

Rugged laptop providers have begun to introduce light, thin, rugged tablets and small docking stations that can fit into tight spaces when mounted inside military vehicles and rotary wing aircraft.

By Cheryl Gerber

The options available for electrical power at forward operating bases are growing in both numbers and capabilities.

By Hank Hogan

VEHICLE RESET

Intermodal

Departments

Tough by Design

Power On

Industry Interview

2 Editor’s Perspective 12 Supply Chain 23 Resource Center

Graz Graziano

Vice President, Combat Support and Sustainment General Dynamics Land Systems

24

Your single-source solution for material and services. www.SupplyCore.com

14 Major General John R. “Jack” O’Connor Deputy Chief of Staff, G-4 U.S. Army Forces Command

Military Logistics Forum Volume 7, Issue 1 • February 2013

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 Editors Sean Carmichael seanc@kmimediagroup.com Laural Hobbes lauralh@kmimediagroup.com Correspondents Heather Baldwin • Christian Bourge Peter Buxbaum • Henry Canaday Cheryl Gerber • Hank Hogan • Marc Selinger Leslie Shaver • Karen Thuermer

Art & Design

Art Director Jennifer Owers jennifero@kmimediagroup.com Senior Graphic Designer Jittima Saiwongnuan jittimas@kmimediagroup.com Graphic Designers Scott Morris scottm@kmimediagroup.com Eden Papineau edenp@kmimediagroup.com Amanda Paquette amandak@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 Marketing & Communications Manager Holly Winzler hollyw@kmimediagroup.com Operations Assistant Casandra Jones casandraj@kmimediagroup.com Trade Show Coordinator Holly Foster hollyf@kmimediagroup.com Operations, Circulation & Production Circulation & Marketing Administrator Duane Ebanks duanee@kmimediagroup.com Data Specialists Tuesday Johnson tuesdayj@kmimediagroup.com Summer Walker summerw@kmimediagroup.com Raymer Villanueva raymerv@kmimediagroup.com

EDITOR’S PERSPECTIVE There are times when the visible application of U.S. foreign policy is displayed by projecting an armed force somewhere in the world. This extension of U.S. capability is designed to reinforce U.S. interests, lend support to an ally or as part of an international force against a common threat.

However, there are other times where the best interests of the U.S. are not served by being the one delivering the force, but by serving as a facilitator.

Logistics as an extension of foreign policy continues to be a strong and positive use of U.S. military strength.

The ungoverned areas of northern Mali have long been a cause of concern, as they are—except for geography—a mirror image of what was Jeffrey D. McKaughan Editor-IN-CHIEF found in Afghanistan that allowed it to become a haven for terrorist groups.

Not being easily accessible has never been a deterrent for militants and has always proved more of a challenge to those opposed to the militants than to the militants themselves.

Logistics, therefore, much like direct action, is an extension of U.S. capability, designed to reinforce U.S. interests, lend support to an ally or to be a part of an international force against a common threat.

Defense budgets are under threat in the U.S., but we still possess so much more capability than any of our coalition partners. Our ability to maintain our mission requirements in support of U.S. operations, yet still have the capacity to divert resources to support other requests, is another testament to the logistician. It is also a reflection of a core capability that needs to be understood. France took the lead in Mali but lacked the strategic depth to project their forces without help from partners, such as the U.S., and by contracting with commercial cargo haulers. In fact, a reflection of U.S. industry capability is that much of the partner airlift support came from other countries operating the C-17 into Mali!

Whether direct combat action, responding to an international disaster or crisis, or working with a partner nation, logistics is the common thread that makes the execution and sustainment of foreign policy possible.

KMI MedIa Group LeadershIp MaGazInes and WebsItes Border & CBRNE Defense

Ground Combat Technology

Geospatial Intelligence Forum

Military Advanced Education

Military Information Technology

www.GCT-kmi.com

www.GIF-kmi.com

www.MAE-kmi.com

www.MIT-kmi.com

Border Threat Prevention and CBRNE Response

SPECIAL SECTION:

Integrated Fixed Towers

A Proud Member of: Subscription Information

Military Logistics Forum

ISSN 1937-9315 is published 10 times a year by KMI Media Group. All Rights Reserved.

Reproduction without permission is strictly forbidden. © Copyright 2013.

Military Logistics Forum is free to qualified members of the U.S. military, employees of the U.S. government and non-U.S. foreign service based in the U.S. All others: $65 per year.

Foreign: $149 per year.

Border Protector

www.BCD-kmi.com

June 2012 Volume 1, Issue 1

Michael J. Fisher Chief U.S. Border Patrol U.S. Customs and Border Protection

Leadership Insight: Robert S. Bray Assistant Administrator for Law Enforcement Director of the Federal Air Marshal Service Transportation Security Administration

Wide Area Aerial Surveillance O Hazmat Disaster Response Tactical Communications O P-3 Program

www.BCD-kmi.com

Medical Military Training Military Logistics Military & Veterans Forum Technology Affairs Forum

Special Operations Technology

Tactical ISR Technology

U.S. Coast Guard Forum

www.SOTECH-kmi.com

www.TISR-kmi.com

www.CGF-kmi.com

Corporate Offices

KMI Media Group 15800 Crabbs Branch Way, Suite 300 Rockville, MD 20855-2604 USA Telephone: (301) 670-5700 Fax: (301) 670-5701 Web: www.MLF-kmi.com

www.MLF-kmi.com

www.M2VA-kmi.com

www.MT2-kmi.com

Steaming jungles, blazing deserts, frozen mountaintops. No matter where the dinner order comes from, we’re the reason MREs are never MIA. For more than 160 years, APL has been working to ensure our service men and women always have what they need to get the job done. Our unparalleled experience in ocean transportation and in-country logistics sets us apart from the competition. APL’s successful, long-standing relationship with the military proves that we have the resources and know-how to deliver when it counts. We won’t let you down, and more importantly, we won’t let down the troops who rely on the supply chain. We pride ourselves on being the mission critical link to success for our military yesterday and today, and we’ll be there for our troops tomorrow.

To learn more about how we serve those who serve, visit www.apl.com/usflag.

U.S. Flag Services

It’s all about life extension and mission readiness.

The current environment could represent a perfect opportunity for the United States military to grow programs to reset and recapitalize military vehicles. The prospect of significant cuts to the defense budget has placed a greater emphasis on cost control. It’s less expensive to reset or recapitalize a vehicle than to buy new. In addition, given the adversaries the U.S. expects to face in the foreseeable future, investments in new technologies may not be absolutely necessary.

Whether current trends dictate a strengthening of the armed forces’ vehicle reset and recapitalization programs remains to be seen, however. Part of the outcome will be dictated by politics. Another big part of it will be whether policymakers will be willing to make decisions that look toward the long haul.

In the meantime, the U.S. Army continues with a robust program of resetting and recapitalizing military vehicles. In places like the Red River Army Depot in Texarkana, Texas, the Army is recapitalizing fleets of military vehicles and is always trying to figure out better ways to do so. The Army also turns to the original equipment manufactures to reset and recapitalize vehicles that they have supplied.

“We have been given the mission of recapitalizing a fleet of 6,200 up-armored HMMWV vehicles,” said Colonel Doyle 4 | MLF 7.1

By Peter Buxbaum MLF Correspondent

Red River has been designated by the SecLassitter, commander of the Red River Army retary of the Army as the Center for Industrial Depot. “When we first started, we were turnand Technical Excellence for tactical wheeled ing out about 17 vehicles a day. By convehicles, the Bradley fighting vehicle and tinually reviewing the process, we are now others. The depot is the 2011 recipient of the producing 42 vehicles per day.”

Army Award for Maintenance Excellence as Red River managed to achieve these well as the two-time recipient of the Robert T. results by benchmarking the Army’s manuMason Award for Depot Maintenance Excelfacturing process with those of commercial lence. industry and incorporating Red River’s continuous lean manufacturing proimprovement process works cesses into its practices. “We by examining the minutiae of have an office of continuous how the refurbishment work is improvement that looks into performed. “We look at specific our processes and evaluates workstations and the tasks and modifies them,” said Lasthat mechanics perform,” sitter. said Lassitter. “We look at the Recapitalization and sequences in which items are resetting of military equipdone and eliminate waste in ment refer to two different Col. Doyle Lassitter movement. For example we processes. “Recapitalization reduced the number of items tears equipment down to its assembled on a vehicle before painting it. basic components and introduces to it any We reduced the number of men assigned updated system engineering changes that to mount tires from two to one. This made have come about since it was first manuthe process quicker and improved quality as factured,” said Lassitter. “Once it is reconwell.” structed it is like a brand-new vehicle with Oshkosh Defense has been active in zero miles and zero hours and provides a recapitalizing the military vehicles it suplonger life expectancy.” plies the Army, including the Palletized Load In other words, recapitalization updates System (PLS) and Heavy Expanded Mobila platform to its newest variant. Resetting ity Tactical Truck (HEMTT). HEMTTs haul brings a vehicle back to its original configutroops, supplies and equipment in severe ration. www.MLF-kmi.com

environments. The Oshkosh PLS is built to carry ammunition and other critical supplies needed in battle. Oshkosh also supplies the family of medium tactical vehicles for which there is no current recap or reset program.

In the case HEMTT, Oshkosh upgrades A0 and A2 configurations of the vehicle to the A4 variant, a process which includes installing improved suspension systems, an air-conditioned and armor-ready cab and a more powerful drive train. Oshkosh Defense has also reset vehicles from the Army’s family of heavy tactical vehicles and line-haul fleets.

Oshkosh’s recapitalization contract runs through fiscal year 2014. Recapitalized vehicles are dialed back to zero hours and zero miles and come with a new vehicle warranty.

“The real strength of our recap program is in our logistics engineering and the knowledge of the platform,” said Jeff Koga, senior director for integrated product support at Oshkosh Defense. “We focus on modernizing the right elements of the vehicle to improve reliability in the long run. We lower the vehicle’s life cycle costs and extend the service life while respecting the customer’s budget.”

15 percent less than new Oshkosh performs these serOshkosh vehicles, according vices at its plants in the U.S. as to Mike Ivy, vice president well as in the field when called and general manager for upon to do so. Between 2007 and Army Programs at Oshkosh 2012, Oshkosh reset over 2,000 Defense. vehicles for the Southwest Asia “It is a good idea for the theater in Kuwait. “We are preArmy because it is getting pared to do this work where it is like-new vehicles with a new most cost effective while meettruck warranty for less than ing readiness requirements,” Jeff Koga the cost of new truck,” said said Koga. “We employ many Ivy. “It’s good for us because lean practices to keep quality it improves the volumes high at the least cost.” going through our producUnder the HEMTT recapition facilities.” The level of talization contract, Oshkosh savings depends on the speinstalls new armored cabs, LED cific truck variant, Ivy added. marker lights, two-piece wheels, The current recap at and air-ride seats and upgrades Red River of the HMMWV the transmission and engine. is the second of two such The Detroit Diesel 8V92, which programs on the tactical has been in service since the wheeled vehicle, considered 1980s, is replaced with the Cat Mike Ivy to be one of the most versaC15 engine that increases the tile, dependable and mobile vehicle’s horsepower. The tires in the world. Over 65 combat and combat supand all electronics are replaced with new port systems have been fielded on HMMWVs. parts. Recapped vehicles cost an average of

WHEN

DLA, TACOM, LEAD, RRAD AND MMA WANTED A SURE-FIRE PARTS DELIVERY SYSTEM,

WE HAD AN ANSWER.

In fact, we helped drive the development of a Customer Pay program that mandates the only time our OEM gets paid is when a part is delivered to the military assembly line. The following results speak for themselves: No G-coded vehicles coming off the lines • Parts inventories reduced from $100 million to $25 million • 28 million parts for 25,000 Humvees were delivered with only 52 misses • Named 2008 LEAD supplier of the year

For Warehousing & Logistics, Technical Services, Products, or Kitting and Packaging, choose Williams Logistics and Consider It Done.

Albany, GA

| Chambersburg, PA | Scranton, PA | New Boston, TX Call 1-800-999-0933

www.MLF-kmi.com

www.wwwilliams.com

MLF 7.1 | 5

inventories of those parts and the levels AM General has produced more than 281,000 of inventories they maintain. ISO can also HMMWVs for the U.S. and more than 50 advise depots and their contractors on comfriendly international forces. The HMMWV is panies that can design and manufacture parts in its sixth generation and continues to evolve. that have become obsolete.

“AM General proudly supports the “When there are requirements for depots Army depots as they recapitalize and reset or contractors,” said Alex Techoueyres, ISO’s HMMWVs,” said Jeff Adams, an AM General co-founder and senior vice president of global spokesperson. “The company has the expersales, “we can tie those requirements to tise and capability to leverage its significant inventories that may be maintained by the production experience to conduct HMMWV original manufacturer or another company recapitalization in its facilities if requested.” that may have that part in stock. We have Through reset and recap initiatives, the done this kind of work for the company has provided its cusHMMWV and the FMTV, as tomers improved and updated well as other platforms.” engines, transmissions and The ISO Group maintains chassis, as well as steering and a live feed on parts inventories other components to maintain maintained by 13,000 supperformance and durability. pliers. “They provide us with “We have decades of engineertheir inventory status and we ing and integration capabilican tie that inventory status ties as [a] prime contractor to platforms,” said Techoueyfor light tactical vehicles,” res. “Their incentive is that said Adams. “More than 25 we have 12,000 active buyers years building and evolving Alex Techoueyres around the world. We have the HMMWV gives us intimate 150 buyers registering with us knowledge of what can and every day looking for 20,000 can’t be done to modernize the line items every month. With platform. We have the further this information, we provide advantage of using existing our customers with an instant and well-established HMMWV availability picture of parts logistics support, training and needed for a given program.” rapid production through the Another approach to the active HMMWV production logistics of recapitalizations line.” and resets that has already Although recapitalizabeen applied to vehicle repairs tion involves a more elaborate Charlie Fletcher involves having the Army or process than resetting, the a contractor actually manufacture a needed logistics of the reset can be more complex, part. “The tendency has been to buy a lot of according to Lassitter. “It is easier for us to parts and put them on a shelf,” said Major predict the parts needed to support the recapiGeneral (Ret.) Charles Fletcher, former directalization process and to establish production tor of operations and plans at the U.S. Translines that flow very efficiently,” he said. “With portation Command and now a senior vice reset, the supply chain becomes much more president at Alion Science & Technology. complex because each vehicle is unique. We An alternative is to establish a fabrication still try to use lean manufacturing processes capability that can produce parts which canfor resets but it is much more challenging.” not be stocked cost effectively. Alion helped Red River uses historical databases to establish such a facility at a repair location manage the complexities of both resets and in Afghanistan. Alion is now in talks with the recapitalizations. “We use these to track the Defense Logistics Agency on how this concept types of parts used in the past to support could work for resets and recapitalizations. like programs,” said Lassitter. “As we bring “The DLA is interested in business pracnew programs into Red River, we reference tices that could reduce distribution costs,” those historical data to anticipate the parts said Fletcher. “Savings on transportation and we need.” warehousing costs should go into the reset or A related type of technology and serrecap calculation.” vice is provided by ISO Group. ISO mainHow might the prospect of an austains a proprietary database of over 120 tere defense budget impact the Army’s million national stock numbers along with recapitalization and reset programs? The information on companies that maintain 6 | MLF 7.1

Army could save on fleet modernization efforts with recaps and resets instead of acquiring new vehicles. But the end result may not be that simple.

“Even as budgets come down we will see efforts to sustain recapitalizations,” said Ivy. “That is where the military gets the best value for the dollar and it is the best way to continue fleet modernization in an austere budget environment.”

Techoueyres is concerned that if Congress decides on an across-the-board budget cuts, recapitalization and reset will suffer most.

“Seventy percent of 2013 dollars are being spent on maintenance, repair and operations versus 20 percent on procurement and 10 percent on research and development,” he said. “That means that in the case of an across-the-board budget cut, sustainment and MRO will be hit the most.”

“I think that from a national security strategy point of view and from a fiscal expenditure point of view it makes more sense to emphasize recapitalizations and resets over investing in new vehicles,” said Fletcher. “The scenarios in which the U.S. will be engaged in the foreseeable future call into question whether we need to invest in technical superiority given our potential adversaries.”

But political pressures may dictate different results. For one thing, manufacturing new equipment creates more jobs and there may be members of Congress who will want to push in that direction.

Also, Fletcher asserted, some decision makers might prefer cutting sustainment budgets because its impacts would not be felt immediately. “When you cut investments in parts and maintenance you may not see the result right away, but you may suffer the results later,” he said. “Policymakers need to look past expeditious budget decisions and look toward the readiness that will help the military meet its missions in the future.”

“Our mission is to support readiness,” said Lassitter. “If there were a reduced budget I would assume there to be a reduction in the numbers of vehicles the Army decided to reset and we would adjust from there. But that wouldn’t affect the quality of the equipment we turn out.” 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.

www.MLF-kmi.com

Hauling freight more efficiently across the transportation chain.

By Hank Hogan MLF Correspondent Behind the tip of the spear lies a long shaft, which, in the case of support for the U.S. military, stretches around the world. Getting warfighters what they need when they need it involves a complicated coordination of trucks, trains, ships and planes. Advances in processes and technologies such as fewer port calls and better scheduling software promise to make that effort smoother and more cost effective.

Just how big that supply chain is can be seen in some figures from the Army’s Military Surface Deployment and Distribution Command (SDDC). The agency moved more than 7.3 million measurement tons of cargo in 2012, the equivalent of almost 124,000 20-foot containers full of cargo. That’s about 90 percent of all cargo the Defense Department shipped last year, said Peter Soule, SDDC chief of future operations.

“Our responsibility is for global surface cargo movement, which has morphed into a multimodal land/sea/air mission,” Soule said.

In general, the preference for cargo going in or out of theater is to use a standard 20-foot ISO container or something even smaller, he added. Doing so eliminates the need to unpack, transfer and repack freight, as those sizes can be handled by the widest array of carriers and transport methods. Shipping via a larger, 40-foot container is somewhat more economical for the surface segment of a journey, but the airframes that can handle such containers are expensive. Thus, any savings from the surface leg would likely be wiped out by the extra cost of using larger aircraft, Soule said.

That isn’t to say that 40-foot containers are never used.

When that’s done, the contractor will unstuff the container when needed and load it onto pallets for air shipment. The contractor provides pallet level manual in-transit visibility so that the cargo can be tracked. Only a small percentage of total cargo ever goes through this process, however.

Shipments by air face simultaneous volume and weight constraints. For that reason, vehicles traveling by air are not put into www.MLF-kmi.com

a container. Doing so saves cubic inches that can be used for other cargo, Soule noted.

In general the SDDC is trying to minimize any air leg, as surface travel is much cheaper, he said. As of October 2012, less than 30 percent of the traffic into Afghanistan was by air. About half the cargo traveled by land over the northern distribution network that snakes through Russia and Central Asia. About a sixth moved in a multimodal fashion.

Avoiding shipment by air is not always possible, as land or sea routes can be cut off. Also, using only surface methods does require higher stocking levels because transit times are longer.

As for the future, the SDDC is constantly on the prowl for new shipping hubs. Today it has one in Jordan and another in Dubai, with the latter a better fit for current missions but unable to accommodate all the needed volume. Any new hub would have to be on existing major shipping lines and have the needed infrastructure. The hub would also have to reside in a country willing to allow the U.S. to conduct military operations in exchange for the benefits they bring.

“They provide dollars to the various countries willing to allow us to conduct them,” Soule said of the SDDC’s transport activities.

Moving military cargo around is similar to commercial transport in many respects, but there are some special requirements.

For instance, transporting arms, ammunition, explosives and other sensitive cargo demands a certain level of security be in place. The SDDC has a team that looks into how best to satisfy these requirements while holding down costs. By doing this, the group found a way to save $2.7 million in transportation costs in 2012 alone.

Some of that military cargo moves over the country’s secondlargest freight rail network, which is operated by Fort Worth, Texas-based BNSF Railway. To increase efficiency, the railroad often groups military freight together, said Denis Smith, industrial marketing vice president.

In practice, this means that, for instance, tanks being shipped do not travel on individual cars interspersed among a group of MLF 7.1 | 7

other goods, Smith said. “A lot of what we do is unit train stuff.

We’ll ship a bunch of tanks in flatcars and all in one train.”

Thus, there may be 45 to 80 cars in a single, dedicated unit train shipment, carrying everything from tanks to ammunition and a myriad of commodities. For ammunition and gear that requires security and special handling, this approach improves efficiency and makes it easier to guard the cargo. Done properly, bunching up equipment and supplies in this way can also help the military execute its missions, Smith said.

Movement by rail can be highly efficient, particularly when it comes to shipment of goods by containers. In BNSF’s lingo, this falls under the intermodal heading. Cami Large, the railroad’s assistant vice president of industrial product sales, noted that a single train loaded with containers can get 280 trucks off the road.

Since trains are three or more times as fuel efficient as trucks, that translates into significant savings in transportation costs.

The company adjusts the spacing and configuration of cars, as well as the length of the overall train, so as to improve efficiency.

One innovation has involved double stacking containers, an arrangement that has required BNSF to upgrade infrastructure, as not all tunnels, bridges and overpasses can accommodate the greater height of stacked containers.

“That’s the investment that we’ve made in adding tracks and making sure we can handle the double stack all along our network.

We’ve done the same in maintenance. All of that makes us more efficient, so we can run the trains at optimal speeds. We don’t have to stop. We don’t have to reroute,” Large said.

While efforts continue to make trains more efficient, other areas are also being targeted. For instance, BSNF is paying considerable attention to the queuing at terminals, the hubs where containers are moved between trains and trucks or between trains, trucks and ships. Automated systems are used, with biometrics employed to rapidly authenticate drivers for quick entry and exit of a freight facility. Cameras and other technology are used to identify and track containers so that freight operations run more smoothly. Technology in the form of sensors and the like ensures that a sealed container is not breached without detection during transit.

For overseas operations, cargo may start out or end up on a truck or train but in between, most of it travels by sea on ships.

Some of these come from Maersk Line, a global operation headquartered in Copenhagen that comprises about 550 vessels. Its U.S. flagged ships are owned and operated by Maersk Line, Limited.

Kevin Speers, senior director of marketing and communications for the U.S. operation, noted that by law the military must use 100 percent U.S. flagged ships. While meeting this requirement, carriers design their services to maximize cargo volume and profitability, competing on transit time, schedule reliability and other factors. In all of this, they must accommodate the demands of the U.S. military and other customers.

In Maersk’s case, it has a facility in Portsmith, Va., where rail lines allow freight to come right into the terminal to be loaded onto a ship. From the U.S., these long-haul vessels will travel to their destination. If that is in the Middle East, Maersk Line, Limited offers two options. One involves a trip without making port calls along the way, while the second does include minimal stops during transit, Speers said.

He likened the operation to that of a bus running on a regular route. Weather anywhere along the way and port congestion at 8 | MLF 7.1

Most equipment items travel across various modes of transport including air, land and sea, and the easier that equipment—or the container that it is packed in—can transition from one mode to the other, the quicker and cheaper the entire transit will be. [Photo courtesy of DoD]

either end, however, can cause delays. As a result, scheduling is not a simple affair.

“It is complex. You start getting into a pattern and a rhythm.

It’s something that has to be actively managed. You can’t put it on autopilot,” Speers said.

For example, through tracking en route, it may be known when a long-haul ship is due to arrive at a port in the Persian Gulf with cargo bound for Iraq or elsewhere. What also will be known is how long it will take to unload the ship. That information can be derived from the nature of the cargo and the port facilities, as well as expected demands on those capabilities.

Armed with that information, operations planners can schedule a short-haul feeder to arrive after the long-haul ship has docked and been unloaded. If the timing is correct, the cargo can be picked up immediately. Once loaded, the short-haul ship can then head northbound into Persian Gulf or in another direction, if that is what’s needed.

If the cargo is traveling by air, then the situation is different.

Because the freight constraints differ between sea and air, there necessarily is some repacking of the cargo when moving between the two. This can be a complicated affair, a task made somewhat easier by technology and procedure changes. For instance, tracking of cargo has to be done by pallet or a smaller-than-a-container parcel basis. That’s the only way to achieve the necessary visibility and control of the cargo. It also helps in creating the paperwork to document the proper chain of custody.

As for the future, general advances in shipping technology and services will benefit the military. This is by design. In order to capture any part of the military’s cargo business, carriers are required to function just like any other commercial concern.

As Speers said of the shipping business that Maersk runs for the military, “It’s a commercial service. These ships are U.S.flagged but the preponderance of their cargo is commercial. In fact these ships are required to be in international trade and commercially viable.” 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.

www.MLF-kmi.com

Being rugged is part of the equation, being useful is the other piece.

Rugged laptop providers have begun to introduce light, thin, rugged tablets and small docking stations that can fit into tight spaces when mounted inside military vehicles and rotary wing aircraft.

The tablets can’t match the more powerful, fully rugged laptops, often functioning as mobile servers, but the smaller size, lighter weight and lower power draw can provide advantages.

A growth in BYOD—bring your own device—has boosted the appeal of rugged tablets in the military. “Soldiers in the field today are also consumers in the BYOD evolution, showing up with an Android tablet or smartphone of their own,” noted Jim Rimay, president of Getac Inc. www.MLF-kmi.com

Arriving familiar with such devices means soldiers need less—if any—time to adjust when they encounter tablets in theater. Soldiers can download only the information they need from a rugged laptop server in a vehicle, then go mobile with a light but rugged tablet worn with a shoulder strap.

Getac, Panasonic and other rugged laptop providers began releasing light but rugged tablets on Windows 8 and Android 4 last year. “We’ve seen an increased level of interest in rugged tablets and iPads lately. It’s safe to assume that every branch of the military is field-testing this form factor now,” noted Tim Collins, senior director, federal, Panasonic Systems Communications Co.

By Cheryl Gerber MLF Correspondent

The tablet SWaP—smaller size, lighter weight and lower power—can facilitate lean mobility and logistics. A lighter tablet can have less chance of damage than a heavier laptop. They can also be easier to read. “A tablet can be mounted closer to the operator’s field of view,” said Donald McCook, vice president of business development, The ProCustom Group, which manufactures mounting racks and docking stations for Getac, among others.

Last year both Getac and Panasonic released light, rugged tablets to complement their rugged laptop lines. Getac launched its Z710 rugged Android tablet, weighing less than 2 pounds. The Z710 offers a 7-inch, scratch-resistant Gorilla glass display, MIL STD 810/IP65 MLF 7.1 | 9

Multi-Functional Tried-and-true rugged laptops remain the predominant workhorses in the field today. For example, VT Miltope provides its RCLC-1 (Rugged Convertible Laptop Computer) to the Army for maintenance and support of Army vehicles. VT Miltope also provides the RTCS-2 rugged tablet with a 10.4-inch screen mounted in vehicles to provide troops with situational awareness. “It’s certification and advanced communications features, including WiFi and an RFpass-through GPS sensor. Photo/video capabilities are accessed via the glovefriendly touchscreen display. The Z710 includes barcode scanning and RFID (radio frequency identification) configurations for data capture.

Panasonic began launching its Toughpad family of rugged tablets with the A1 last year, which weighs only 2.1 pounds.

“We built the A1 with the same form factor as the iPad, but the A1 is MIL STD 810G and IP65 certified,” Collins said. “Everything we learned from the CF 31 and CF 19 we translated into the 10-inch Toughpad A1,” he said.

The company continued to expand its Toughpad line early this year with the release of the Toughpad G1, a 10.1-inch tablet running Windows 8 Pro with Intel i5 vPro processors. The G1 has a sunlight-viewable touchscreen, an 8-hour battery, wireless with Bluetooth V4, 802.11 a/b/g/n WiFi, and for I/O it’s got USB 3.0, HDMI, wired LAN and true serial port or dedicated GPS. Panasonic followed with the Toughpad B1 running Android 4.0, also MIL STD 810G-tested. The A1 and B1 include security features such as encryption, IPsec VPN, trusted boot, root protection and FIPS compliance.

The rugged tablet family took lessons learned from Panasonic’s most rugged products: the CF 31, a 13.1-inch laptop now running Windows 8, and the CF19, a convertible laptop/tablet with a sunlightviewable LCD touchscreen. Both have Intel i5 vPro processors, many communications options and are MIL-STD 810G- and IP65certified.

As with Panasonic, Getac’s new tablet arrived informed by Getac’s existing 10 | MLF 7.1

used for air and ground blue force tracking applications,” said Wes Kephard, VT Miltope vice president of rugged systems program development.

Mounted on a shelf in the rear of the Stryker, the RCLC-1 is also used as a diagnostic tool for maintenance. For BFT, the RCLC-1 is used on the move in various mounting configurations in both fixed wing and rotor wing aircraft. installed base of rugged laptops, such as the V100 fully rugged convertible. The V100 is used in Black Hawk helicopters by the Unit Level Logistics System–AviationEnhanced (ULLS-A E) Army program at Fort Lee, Va. The ProCustom Group developed an unusual way to mount the V100 convertible in a large truck where there was no space for a traditional mount or dock.

“They created a foam insert for the computer to go into the map pocket next to the console while the computer continues to run. It’s ventilated with a Velco strap to secure it at a fraction of the cost of other mounts,” Rimay said.

Getac collaborates with mount and dock providers early in the development of their rugged mobile products to arrive at a synchronized solution. “We integrate the overall design from the earliest stages.

These mounts have got the computer clamped down securely in military vehicles but they have floating capability so the connectors inside the docks are floating and do not allow damage vibration to pass through into the motherboard,” said Rimay. “We want to make sure there is good mechanical alignment of the dock so nothing gets damaged,” he said.

Mounting racks, docking stations and rugged mobile products are all manufactured with devices that mitigate vibration and shock. “Vibration can be transferred into any and all of the pieces in a laptop and mounting rack. All that shock and vibration can transfer up the stalk of a mounting rack which is bolted to the floorboard, mounting bracket and platform through the devices that hold the laptop in place,” Collins said.

“In the event of a collision, rollover or IED explosion, the mount becomes a point

from which the laptop can jettison. If the casing of a laptop has not been built to withstand that, the mounting points can cause the case to break off and all of a sudden, you’ve got a jettisoned laptop in the cockpit of the vehicle,” said Collins.

Vibrations are specific to particular vehicles. “There are different vibrations on a small vehicle, large truck or tracked vehicle. Sensors determine the degrees of vibration. We take that data, add data from MIL STD 810G, and from the customer to determine the category and degree of shock and vibration to arrive at a number and a procedure for designing it,” said McCook.

“There’s very little real estate inside of them,” noted Rimay. “Tracked vehicles, the bulldozer type, are not standard. They create a completely different type of vibration. So we work with the Pro Custom Group to design vibration dampeners and customized docking stations,” he said. “If you don’t work directly with the mounting companies, then you are relying on a third party to do it after the fact,” he added.

The Pro-Custom Group makes wire rope isolators that, as the name suggests, isolate the impact of shock and vibration from the computer. “The weight of the computer on wire rope isolators varies.

The isolators are made of stainless steel fibers from heavy to light. They can have two, six or eight coils. It’s a mathematical formula to determine the calculations tuned for the specific weight and type of computer,” McCook said.

Last year Havis Inc. worked with Panasonic to develop a rugged mounting and docking solution for the Toughpad A1. The Havis Docking Station lets users charge the tablet and connect to peripherals such as printers and keyboards. It provides a full range of motion with a tiltswivel device that rotates the Toughpad from portrait to landscape yet includes a barrel lock for tablet security. Havis soon will release a docking station for the Toughpad B1 as well.

Havis designed the Toughpad dock to withstand vehicle crash simulations and pass MIL STD 810G vibration testing as well as environmental and extreme durability testing. The company then expanded on its Toughpad docking station to offer a thin, universal tablet mount that is compatible with most 10-inch tablets and can be used with or without protective cases www.MLF-kmi.com

and skins. The tablet tray was tested to withstand in-vehicle crash simulations and is compliant with RoHS (Restriction of Hazardous Substances, a U.K. Directive) regulations. The latch handle and barrel lock mount the tablet in such a way as to act as a theft deterrent and to prevent it from becoming a potentially dangerous projectile in a crash.

The demand for rugged laptops with strong communications capability and processing power has driven a full range of options for the military. Dell’s XFR fully rugged clamshell meets MIL STD 810G and F for drop and extreme temperatures as well as IP 65 for ingress protection. “We have the XFR in a lot of Stryker vehicles and for that, we partner with First Mobile Technologies for the customized docking stations and mounting racks used in the Army Strykers,” said Jeffrey Hill, Dell rugged mobile account executive.

The ruggedized docking stations provide port replication and Internet connection. “The electronic piece expands the XFR connectivity to peripheral items like GPS or satellite,” said Hill. “But the mounting rack is separate and consists of the product, vehicle dock and mounting solution. The plate is designed to mount to the floor of the Stryker and pedestal mounts it with different swivel technologies that take it to the right or left and allow flexibility, depending on how it needs to be used in the vehicle,” said Hill.

The goal is to provide the Army with quick and easy installation out of the box.

“We provide IKs—installation kits—for the Army to install the Dell E6420 XFR fully rugged Dell clamshell in Strykers and HMMWVs,” said Jeff Rosen, strategic alliance manager, First Mobile Technologies. “The Army wants the entire IK preassembled so it’s user-installable within 10-15 minutes in the field.”

First Mobile takes an off-the-shelf docking station and modifies it to meet Army requirements. “We custom-build the IK for the vehicle. One of our biggest challenges is to fit the solution into the vehicles without blocking the visibility of the driver and passengers,” he said. “We have to make it as small as possible since there is very little room in these vehicles,” he said.

Ridgeline Technology also noticed increased military interest in the rugged tablet form factor in the past year. “The tablet generation is really starting to www.MLF-kmi.com

change the way that UAV and other sensor data gets quickly to the soldier,” noted Jan O’Hara, Ridgeline senior vice president of sales. “Rugged tablets are a perfect fit for mounting in rotary wing aircraft, especially helicopters. As a result, Ridgeline is now working closely with the Army to determine tablet and mounting requirements,” she said.

Ridgeline works with Getac and Panasonic, among others, to integrate rugged mobile systems in various military applications. Ridgeline’s N2 division manufactures rugged external hard drives, called Databooks, for secure data storage with USB interfaces for use in extreme environments with rugged laptops, tablets and convertibles. Ridgeline provides the Databook to iGov under the Special Operations Command Tactical Local Area Network contract.

Companies such as DRS Technologies and Motorola have also been producing mounted rugged mobile products to meet international demand. The DRS Scorpion line of rugged notebooks is mounted in various wheeled and tracked military vehicles for both the U.S. and U.K. armies.

DRS designed and manufactured rugged tablets with keyboards and docking stations for the Army Movement Tracking System program for use in logistics vehicles to track battlefield assets.

DRS is under contract to provide IKs to the Army for its Force Battle Command Brigade and Below/Blue Force Tracking (FBCB2/BFT) program. The $248 million IDIQ contract includes IKs, engineering technical services and mounting plates for the FBCB2 computer and display system.

The growing interest in light but rugged tablets did not escape DRS, which released its Armor X7et and Armor X7ad, multi-touch, 7-inch tablets. The X7et runs Windows 7 Professional, weighs less than 1.5 pounds, meets MIL STD 810G and provides six hours of battery life. Its X7ad, Android-based, 7-inch counterpart is MIL STD 810G certified, contains an outdoor-readable multi-touch screen display, weighs only 1.3 pounds and operates for up to eight hours.

DRS also pays attention early in the development process to the design of both rugged mobile systems as well as mounts and docks. One notable upgrade is from spinning disk to solid-state hard drives. “The same knowledge we use to design rugged systems is applicable when

designing mounts and docks for these systems. The availability of lower-cost, solid-state hard drives has helped to mitigate one of the greatest environmental challenges for on-the move computing, because rotating hard drives do not handle military shock or vibration requirements well without additional isolation,” said Bill Guyan, DRS vice president of strategy.

DRS has provided its Scorpion and MRT (Mobile Rugged Tablet) products to the British Ministry of Defense for Bowman, the tactical communications systems used by the British armed forces.

“We have fielded more than 13,000 Scorpions to the British MoD for the Bowman program. These units are used in their command posts as well as their wheeled and tracked vehicles to include the British Army’s Challenger 2,” said Guyan.

The AES Group works with Motorola Solutions, Federal and various mounting companies to integrate the Motorola MW810 into various military vehicles.

The mobile workstation running Windows 7 Professional has a three-piece design comprised of a CPU, display and keyboard to allow for ease of use and installation flexibility in space-limited vehicles. It meets MILSTD 810G specifications and offers either an 8.4-inch or 12.1-inch display. Motorola also just released the VC70, which was designed for rugged, in-vehicle logistics applications.

“Motorola works with several in-vehicle mounting designs that include center console, in-dash pedestal and mobile workstation mounts. The center console mount is secured horizontally while indash mounts attach to the vertical surface of the dashboard,” said Jean Flanagan, director of portfolio management, Motorola Solutions Federal Markets Division.

“Some mounting designs allow the display to fold down and be placed out of the way to [provide] access to dashboard controls. Pedestal mounting systems are generally used in vehicles that have a single bench seat or separate seats and are mounted to the floor, typically on the passenger’s side of the vehicle,” he said. 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 7.1 | 11

SUPPLY CHAIN JMR Future Vertical Lift Sikorsky Aircraft Corp., a subsidiary of United Technologies Corp., and Boeing have signed a teaming agreement to submit a joint proposal in response to the U.S. Army Aviation Applied Technology Directorate solicitation for the Army’s Joint Multi-Role (JMR) Technology Demonstrator (TD) Phase 1 program.

The JMR TD supports the Department of Defense’s Future Vertical Lift program to deliver the next generation of vertical lift aircraft with greater performance, reliability and affordability.

“We are excited about this opportunity and for our customer. The Sikorsky and Boeing team brings together exceptional technical expertise,” said Mick Maurer, president of Sikorsky Aircraft Corp.

“Our teaming agreement is the continuation of a longstanding relationship between Boeing and Sikorsky and reflects a common vision for the future of Army aviation,” said Chris Chadwick, president of Boeing Military Aircraft.

The Sikorsky and Boeing team will compete to build and fly one or more demonstrator aircraft in 2017 to be evaluated for next-generation vertical lift performance in a medium-lift-sized aircraft.

Lithium Battery Contract Saft, a designer and manufacturer of high-technology batteries for industry, has been awarded a one-year, $1.2 million contract by the Defense Logistics Agency (DLA) to make manufacturing improvements to the advanced lithium power source (ALPS) battery, the compact energy storage unit with integrated charger developed as a portable energy source in the field.

The funding will advance the technical and manufacturing readiness of the ALPS battery for use in a variety of applications, including the Long-Range Advanced Scout Surveillance System (LRAS3).

Saft will provide a total of 10 ALPS batteries to the U.S. Army Communications-Electronics Research, Development and Engineering Center. Some units will be supplied to the U.S. Army Product Manager, Ground Sensors, for field testing.

Improvements to the ALPS will enable Saft to manufacture and market the battery for additional defense applications.

Compared to the current LRAS3 power sources, the improved ALPS system will be lighter by 187 pounds, provide a 200-percent increase in silent watch time and reduce recharging time by 300 percent. The system will be capable of serving as a remote energy source and will be able to power critical sighting and communications equipment and recharge from tactical vehicles.

12 | MLF 7.1

Compiled by KMI Media Group staff

Dismantling is Only Solution After running aground on Tubbataha Reef near the Philippines on January 17, the Navy has determined that the 23-year old USS Guardian will be dismantled and safely removed from the reef in sections.

Naval architecture and salvage experts have assessed that attempts to remove Guardian intact, such as by towing or pulling it off the reef, could possibly cause more damage to the reef and the ship’s hull, and most likely result in the vessel breaking up or sinking.

“Guardian is badly damaged and with the deteriorating integrity of the ship, the weight involved, and where it is grounded on the reef, dismantling in sections is the only supportable option,” said Captain Darryn James, U.S. Pacific Fleet spokesman. “We have the right team of experienced professionals to conduct this complex operation and to ensure that it is done safely while minimizing damage to the surrounding marine environment.”

No fuel has leaked since the grounding and all of the approximately 15,000 gallons aboard Guardian were safely transferred off the ship during two days of controlled de-fueling operations last week.

Since Guardian’s grounding, the Navy has been working meticulously to salvage any reusable

equipment, retrieve the crew’s personal effects, and remove any potentially harmful materials including petroleum-based products and human wastewater. USS Mustin, USNS Bowditch, M/V Trabajador, USNS Salvor and the Malaysian tug VOS Apollo remain on scene supporting the salvage operation.

It is expected that the first Navy contracted floating crane from Singapore will arrive in the next several days and that the dismantling operation will take more than one month. The Navy has presented a dismantling plan to the Philippine Coast Guard that maintains the floating cranes necessary for this operation in deeper water in order to minimize coral damage to Tubbataha Reef.

CENTCOM Medical Logistics AAR has been awarded a medical logistics contract for the U.S. Army Medical Material Center–Southwest Asia, located at Camp As Sayliya, Qatar. AAR’s Defense Systems and Logistics business will provide inventory management support to the U.S. Central Command in Iraq, Afghanistan, Kuwait, Qatar and the United Arab Emirates. The one-year agreement includes two renewal options.

This program marks the first time AAR’s Defense Systems and Logistics business will manage inventories of medical supplies for a defense customer. To date, its programs have focused exclusively on parts and logistics in support of various aircraft platforms and ground equipment.

“We appreciate the confidence the U.S. Army has in AAR Defense Systems and Logistics to run this important program in support of the warfighter,” said John Holmes, Aviation Services Group vice president, inventory, management and distribution. www.MLF-kmi.com

Efficiency Driver Arthur “Art” G. Dahl IV Deputy Chief of Staff, G-4 TACOM LCMC

Efficiency Driver

Q& A

Providing Integration & Life Cycle Sustainability Arthur “Art” G. Dahl IV Deputy Chief of Staff, G-4 TACOM LCMC Arthur G. Dahl IV was selected to be the Deputy Chief of Staff, G-4, Headquarters, TACOM LCMC in March 2010. In this position he serves as TACOM’s leading expert and foremost authority in the areas of logistics, environmental and engineering. He is responsible for management, coordination, planning and execution of DCS LOG/ENV/ENG operations in support of TACOM LCMC requirements.

During his time on active duty Dahl served as a multi-functional logistics ordnance officer with multiple assignments from troop level, battalion, brigade, division, corps, echelons above corps and culminating as the 6th Regimental Chief of the Ordnance Corps.

Dahl holds an associate degree in technology from Pierce College; a Bachelor of Science in vocational education from Southern Illinois University; and an MBA from the School of Business, University of Phoenix.

His certifications include: Life Cycle Logistics Level I; Army Management Staff College Graduate; and Master/Senior Logistician.

His awards and honors include: Hall of Fame Inductee, U.S. Army Ordnance Corps, Class of 2012; Legion of Merit (2 OLC); Bronze Star; Army Meritorious Service Medal (3 OLC); Army Commendation Medal (3 OLC); Army Achievement Medal (4 OLC); Joint Meritorious Award; Meritorious Unit Commendation; Army Good Conduct Medal (2 OLC); National Defense Service Medal (2 OLC); Armed Forces Expeditionary Medal; Global War on Terror Expedition Medal; Global War on Terror Service Medal; Armed Forces Service Medal; Humanitarian Service Medal: Overseas Ribbon (3 OLC); NATO Medal; United Nations Medal; Achievement Medal for Civilian Service.

Q: Please describe the evolution and mission of the TACOM G-4 office.

A: To get a better idea of the TACOM G-4’s portfolio, we must first gain an appreciation of the magnitude of the TACOM LCMC as an enterprise.

The LCMC manages nearly 60 percent of the equipment in a brigade combat team. We provide unsurpassed systems engineering, technology integration and life cycle sustainability for more than 90 percent of the Army’s lethality.

Approximately 2,000 major and 34,000 secondary items for the Army are managed by the TACOM LCMC. We manage technical and logistical data for over 500,000 parts. During the past year, we had www.MLF-kmi.com

a TACOM LCMC presence in 41 states and 23 countries—132 countries use our equipment. We have equipped over 1.5 million soldiers and continue to modernize soldiers and units at Mach speed.

We do this with a workforce of over 23,000 civilians and 200 military, with a contracting budget of over $16 billion [FY11].

This is planned and executed in close collaboration with our PEO/PM partners, the RDECs, Integrated Logistics Support Center [ILSC], Army Contracting Command-Warren, our depots/arsenals, IMCOM, NETCOM and the TACOM G-Staff. So the bottom line is that if a soldier eats it, wears it, drives it or shoots it, the TACOM LCMC develops, provides or sustains it.

On May 1, 2010, the TACOM Life Cycle Management Command officially stood up the G-4, incorporating this missing link into the existing G-Staff structure, aligning TACOM with AMC and the Army.

I was appointed the position as the Deputy Chief of Staff for the G-4 after retiring from the active Army with over 26 years.

The G-4 mission is to plan, program, administer and execute internal logistics programs for all TACOM LCMC organizations and activities, which include the depots and arsenals. The G-4 is comprised of three divisions: Logistics, Engineering and Environmental.

Unlike what some may think, the G-4 is not the same as TACOM’s ILSC. The Deputy Chief of Staff for G-4 reports directly to TACOM LCMC | MLF 7.1 | 1

the Chief of Staff, just like the entire G Staff. The Army structure is complex; however, the mission is structured this way for greater efficiencies.

Before the G structure stood up at AMC and TACOM in 2002 and 2003, the ILSC performed most of these duties. In fact, some of the employees in the G-4 originally worked in the ILSC. The mission most similar [to the G-4] in the ILSC would probably be the Industrial Base Operations.

Q: From the G-4’s seat, what are the most important contributions that your office can make in transforming and making TACOM more efficient?

A: We try to make contributions on a daily basis to make TACOM more efficient. Our Logistics, Engineering and Environmental Divisions each make different contributions that benefit TACOM. Our Logistics Division focuses on the elimination of waste within our logistics footprint at our depots, arsenals, fleet management expansion [FMX] sites and here at the Detroit Arsenal.

They focus on waste within our Command Supply Discipline Program, Command Maintenance Discipline Program, non-tactical vehicle [NTV] fleet, equipment TDA management and office space management.

An example of how we eliminated waste regarding NTV is that we realized that GSA NTVs weren’t being fully utilized by our depots and arsenals, costing TACOM resource dollars that didn’t need to be spent. Our Logistics Division engaged and led the depot and arsenal stakeholders in the development of NTV program processes, helping them to identify excess vehicles and to better utilize the vehicles that they had. After reviewing the program and the mutual benefits to be gained, our depots and arsenals started focusing on excess GSA NTVs and right-sizing their fleets.

This resulted in TACOM reducing its NTV quantity from 868 to 656 [212 vehicles, 24.4 percent reduction] over a three-month timeframe [March to June 2012]. The average cost per GSA rental vehicle was $4,666 per year, equating to $989,000 in cost avoidances per year for TACOM for vehicles that weren’t needed to support the mission. TACOM led AMC in GSA vehicle reductions without affecting our mission.

Our Engineering Division establishes overall TACOM LCMC policy and guidance and provides technical support/oversight to TACOM LCMC organizations for all applied engineering, master planning, real estate and facilities management, as well as technical review authority for all TACOM LCMC sustaining base infrastructure assessments and plans for our depots, arsenals, and here at the Detroit Arsenal.

Some of the current TACOM LCMC G-4 engineering projects and programs include management responsibility for the MCA [Management Control Activity] program, presently working the annual POM cycle for fiscal years 2013-2017. As part of this management function they are responsible for assuring the Capital Investment Program [CIP] has projects executed in phase with its MCA counterpart.

TACOM installations have various projects in execution, for example, transmission facility, Maneuver System Sustainment Center, waste water treatment facility, water infrastructure upgrades, etc. G-4 Engineering is the lead staff office on the Special Installation Pilot Program, looking at the feasibility of transferring BASOP 2 | MLF 7.1 | TACOM LCMC

[base operations] services over to IMCOM for all depots and arsenals.

We also work closely with the DTA, the PEOs and ILSC in all space management activities.

Our Environmental Division is able to leverage resources and expertise within DoD, Army, AMC and in TACOM. Within the TACOM community we are developing ways to better share our knowledge and expertise within the command. AMC currently uses Army Environmental Command staff Environmental Performance Assessment System. The staff that supports these evaluations is primarily Army Environmental Command staff. TACOM LCMC is developing integrating TACOM depot and arsenal environmental professionals into those evaluation teams for several reasons: Depot and arsenal staff frequently have a better understanding of the implications of industrial base and production that are not present in standard Army installations; it allows the TACOM evaluators to learn how other similar installations operate their environmental programs; and it builds the foundations for mentoring and facilitates sharing of expertise across the command. The use of TACOM LCMC staff also significantly reduces the costs to AMC compared with using Army Environmental Command personnel.

Q: What are some of the biggest challenges facing TACOM LCMC and how are they being addressed?

A: Within TACOM LCMC G-4, our biggest strengths reside within our division chiefs: Mr. Matthew Vanderkin, Logistics Division; Mr. Roger Smith, Engineering Division; and Mr. Mark Manor, Environmental Division.

Their high level of expertise and passion for their respective career fields allows the G-4 Directorate to operate at maximum capacity with minimal staff. Other MSCs within AMC have much larger staff; TACOM G-4 is so successful because of outstanding division chiefs and their unfaltering dedication to the mission. With budget and staffing cuts, these consummate professionals will continue to be challenged on a daily basis.

The biggest challenge will be in setting the priorities on what gets done first when confronted with many mission-critical requirements and to continue to accomplish them without burning out my staff.

Q: What are some things that TACOM is doing for energy conservation?

A: Through our Environmental Division we’ve developed a highly successful energy program through metering projects that identify and prioritize areas and operations to maximize energy conservation measures.

One of these areas is utilizing wood that would otherwise unnecessarily fill valuable landfill space as fuel for energy production both on TACOM LCMC installations or sold as fuel for nearly enough energy production.

Sierra Army Depot is unique in that it has its own landfill.

Sierra implemented a process whereby they compact their waste.

The bailed waste greatly increases the efficiency of the operations, saves tremendous amounts of fuel and equipment needs, and has extended the capacity by several decades.

Our Logistics Division is focused on our NTV fleet, and the transition to electric, alternative-fueled and hybrid vehicles from a diesel- and gasoline-powered fleet. www.MLF-kmi.com

Our Engineering Division collaborates with our depots and arsenals and IMCOM to assist in designing in LEED requirements into our MCA and CIP projects.

Q: Where is the Army vehicle fleet moving in terms of biofuels?

In the near term, can the Army afford to have two separate fuel pipelines—one for traditional fossil fuels and another for biofuels?

A: Similar to flexfuel vehicles, the Army has had the foresight to develop our vehicles to be able to operate on different fuels within the same vehicle. This redundancy within the power trains will continue to be important and reflects the logistics reality of redundant capabilities so that there is more than one way to get there.

Q: How challenging will the integration of hybrid vehicles be into the Army?

A: Much like the fuel questions, are the long-term savings expected to outweigh the short-term higher expenses and additional supply chain requirements of another new system? As with any new developments, the first prototype is always the most expensive, and as products move from development to mass production and efficiencies are gained in new manufacturing and equipment improvements, costs generally come down. Whether it is developed within

DoD, NASA or some other entity, the consumer and taxpayer is the primary beneficiary.

So again, if a soldier eats it, wears it, drives it or shoots it ... we develop, provide or sustain it, and therefore undoubtedly the TACOM LCMC will continue to play a major role. We are also transitioning our NTV fleet to maximize the use of electric, biofuel, flexfuel and hybrid vehicles to lead in this area.

Q: How do you see decreasing workload levels at organic industrial base installations [depots and arsenals] impact industrial base readiness?

A: The TACOM organic industrial base [OIB] is made up of installations that are Army Working Capital Fund, e.g., JMTC-RIA [Rock Island Arsenal Manufacturing and Technology Center], JMTC-WVA [Watervliet Arsenal Joint Manufacturing and Technology Center], ANAD [Anniston Army Depot], RRAD [Red River Army Depot] and SIAD [Sierra Army Depot], which rely on workload to operate, sustain real property and maintain personal property.

This is unlike other Army commands like TRADOC and FORSCOM, which rely on appropriated funds, e.g., OMA, to pay for the same—operation, sustainment and maintenance.

While operating under two theaters during the past eight years, our depots and arsenals have invested heavily in maintaining installation infrastructure and industrial plant equipment [IPE]

Whether helping our government use real-time intelligence or keeping our troops well equipped and safe, we have one focus–protecting our national security for future generations.

Our customers have a critical mission and they rely on us for solutions they can trust.

www.mantech.com

www.MLF-kmi.com

TACOM LCMC | MLF 7.1 | 3

TACOM Life cycle management command TACOM LCMC Command Group

■■ Commanding General ■■ Command Sergeant Major ■■ Deputy to the Commander ■■ Chief of Staff ■■ Deputy Chief of Staff Integrated Logistics Support Center

■■ Deputy Executive Director

Ground Combat Support, Readiness and Sustainment

Combat Support/Combat Services Support, Readiness & Sustainment

■■ Director

Security Assistance Management Directorate

■■ Director

Heavy Combat Product Support Integration Directorate

■■ Director ■■ Heavy Armor & Recover

■■ Director

Integration Robotics

■■ Director

Mine Resistant Vehicles

■■ Director

Group

■■ Director ■■ Bradley Armament & Mines Group ■■ Bradley Mobility Group ■■ M113/Fox Mobility Group ■■ Brigade Combat Team Support Gp/Interim Armored Vehicle Support Team

Field Artillery Directorate

■■ Director ■■ M109 Family Cab Logistics Team ■■ M109 Family Cab Supply Team ■■ M109 Family Chassis Team ■■ FASSV Team ■■ Towed M119/M102 Howitzer Team ■■ Towed M198 Howitzer Team ■■ Towed M777 Howitzer Team ■■ Provisioning Team ■■ Operations team ■■ Target Acquisition Team

■■ Director ■■ Tools Group ■■ Product Manager for Sets, Kits, Outfits and Tools, Mobile Sets & Equipment Group ■■ Specialized Equipment & Configured Loads Group ■■ Business Operations

■■ Abrams Armament Group ■■ Combat Support ■■ Mobility Group Light Combat Product Support Integration Directorate

Tools & Training Systems Product Support Integration Directorate

Deployment Equipment Product Support Integration Directorate

■■ Director ■■ Construction Equipment Group

■■ Materials Handling Equipment Group

■■ U.S. Petroleum Center

Tactical Vehicles Product Support Integration Directorate

■■ Director ■■ Heavy Truck Group ■■ Light Truck Group ■■ Medium Truck Group ■■ Light/Medium Sys Contracting Gp

■■ Trailers

■■ G1 / Corporate Human Resources Directorate

■■ Anniston Army Depot

■■ G2 / Intelligence & Security Directorate

■■ Rock Island Arsenal

■■ G4 / Logistics, Engineering and Environmental

■■ Red River Army Depot

■■ G5/7 / Strategic Planning & Transformation Office

■■ Sierra Army Depot

■■ G6 / Chief Information Office

■■ Watervliet Arsenal

■■ G8 / Resource Management

Logistics Integration

■■ Director

Soldier Readiness and Sustainment

Weapons Readiness, Sustainment & Support

■■ Director

Logistics Enterprise & Policy Directorate

■■ Director ■■ Asset Management Group ■■ Asset Management Systems Group ■■ Logistics Integrated Systems Group ■■ Logistics Management Group ■■ Transformation Management Group ■■ Logistics Integrated Systems Group (Warren)

■■ Director

Clothing/Heraldry Product Support Integration Directorate

■■ Director

Clothing & Individual Equipment Logistics Support Officer

■■ Director

■■ Director ■■ Associate Director/

Clothing & Heraldry Services Office

■■ Director ■■ Clothing Services Office ■■ Organizational Clothing & Individual Equipment

Materiel Fielding & Training Directorate

■■ Director Associate Director ■■ Armament/Biological/Chemical Maintenance Op & Procedures Shop

■■ Armament/Biological/Chemical New Equipment Training ■■ Armament/Biological/Chemical Total Package Fielding Division ■■ Automotive Maintenance Operation Procedures Lab ■■ Automotive Total Package Fielding Team ■■ Materiel Fielding Team ■■ Support Equipment New Equipment Training Teams ■■ Construction Equipment, Materiel Handling Equipment, Petroleum and Water Systems & Watercraft

■■ Combat Vehicles ■■ Tactical Wheeled Vehicles ■■ Stryker

Weapons Product Support Integration Directorate

■■ Heraldry Team

Executive Agent-Small Arms Logistics and Demil ■■ Contracting Group ■■ Aircraft Armament Group ■■ Small Arms Group ■■ Mortars and Targetry ■■ Team Support Group

that well exceeded statute requirements. Although presently our installations are in good repair, keeping facilities and IPE in good condition will be determined by workload levels.

With decreasing workload comes less maintenance to sustain facilities and IPE. As workload decreases, seen already with our arsenals and soon to be the case at our depots, maintenance of facilities and equipment will be a significant challenge for installations in our OIB. Our arsenals will feel the full force of reductions as we transition from a two theater workload to an unknown future state workload. To a lesser degree, the depot will be impacted because of statutory requirements [50/50 rule and CORE] that forces the ASA ALT community to workload the hard iron depots.

Needless to say, military cuts are coming and TACOM LCMC will need to operate leaner and more efficiently to overcome these challenges.

Q: What mitigating programs does the Army have in augmenting workload levels at our depots and Arsenals?

A: The Army has two programs that are used as insurance to minimally keep the OIB solvent when workload diminishes to a level that drops below the minimum sustainment rate and operations becomes insolvent: maintenance layaway of inactive facilities [MLIF] and industrial mobilization capacity [IMC].

Both programs are undesired by the installations because they become a red flag when DA looks at installations during a BRAC. In the past both of these programs were used extensively at the arsenals and to a lesser degree at the depots.

The MLIF program is budgeted by the PEOs with production base support funds, when a production line or critical equipment is identified to be inactive for a significant period of time. The first phase of the MLIF process is to layaway the equipment to a desired level followed by maintenance of the equipment on an annual basis—in addition to the equipment, the facilities where the equipment is located is laid away and maintained also.

IMC is budgeted for production space that is used but has less than 20 percent utilization. This program has historically been underfunded when in use.

Q: What are some new programs that you have developed and implemented within TACOM since the G-4 was established?

A: When we stood up the as the G-4, the TACOM Life Cycle Management Command didn’t have a Command Supply Discipline Program [CSDP], in direct violation of Army Regulation’s 710-2, 735-5, 11-2, and AMC Command Policy Memorandum 710-2.

We led, guided and mentored our AMC, Rock Island, Warren and our depot/arsenal counterparts on creating a fix for this complex problem. We created our TACOM CSDP standard operating procedures defining and establishing a CSDP, getting 11 inspection checklists defined, developed, tested, integrated and implemented into the program.

Now our 24,000 TACOM LCMC personnel, at 130 locations, have guidance and checklists in all command supply discipline areas. Providing these mission critical checklists to our FMX sites allowed them to provide better products and services to the warfighter at our supported TRADOC installations, which set the 6 | MLF 7.1 | TACOM LCMC

foundational standard in support for our soldiers as they make their way to Army combat units.

Headquarters AMC took our checklists to promulgate through AMC, citing these checklists as a best business process. Implementing this program improved the logistics and operating processes within the G-4 and throughout the command.

We’re also in the final stages of developing a Command Maintenance Discipline Program that will be applicable and beneficial for both our depots and arsenals at the national level, and our FMX sites at the tactical level.

Q: Does TACOM get involved in the long-term storage of major equipment items? Can you explain some of the processes and techniques used to keep the equipment in stable condition?

A: Sierra Army Depot, located in Herlong, Calif., is the Army’s largest facility dedicated to equipment/asset retrograde and reutilization/redistribution. It consists of over 36,000 acres of no-cost storage with a vast expansion capability in coordination with the Bureau of Land Management. SIAD’s mission is to provide rapid expeditionary logistics support and long-term sustainment solutions to the Army and the joint force.

Their core competency is the long-term storage, preservation and parts reclamation from donor assets of Army ground combat and other vehicles brought there at the end of their life cycle. APS and operation project stocks [APS/OP stocks]: receipt, accountability, storage, COSIS, reset, upgrades, system configuration, kitting and assembly, and worldwide shipping.

Additionally, the Secretary of the Army designated SIAD as the Center for Industrial Technical Excellence for all petroleum and water distribution systems.

SIAD has an extensive maintenance capability that includes: fabrication, reset, rebuild, machining, corrosion control, COSIS, multi-media blasting, painting and extensive welding. This is complimented by a modern organic transportation network, capable of supporting all military and commercial aircraft, rail and trucks able to respond immediately to all requirements worldwide.

SIAD provides a focused, disciplined strategy, using a fleet approach, that provides maximum value to the Army at the end of the equipment life cycle [contingency fleet/APS, reset/FMS, parts pull, platform harvest].

Ultimately, SIAD offers a unique capability to receive, identify, classify, bring to an accountable record, store, manage and rapidly ship assets worldwide. These reclamation activities clearly provide a readiness and operational value to the Army and the nation through management and controlled redistribution to meet urgent demands.

Q: Any closing thoughts?

A: The TACOM LCMC exists to support soldiers. We will do what it takes to meet their needs. Protecting our sons, daughters, sisters and brothers is our first priority. We’re a high-tech, global organization. We are prepared for changes in threat, technology and mission. We play a vital role in the Army’s efforts to sustain, prepare, reset and transform operations.

This is even more vital in this era of budget austerity. O www.MLF-kmi.com

Oshkosh’s L-ATV [Photo courtesy of Oshkosh]

Planning for the life cycle management of the JLTV is part of the development—not an afterthought.

By Marc Selinger MLF Correspondent While the U.S. military’s Joint Light Tactical Vehicle (JLTV) program is currently focused on designing and building a new family of vehicles, government and industry officials say they are also looking ahead at how to sustain JLTV over the decades it is expected to be in service.

The Army and Marine Corps, which are jointly running the program, have indicated that JLTV should be more durable, easier to fix and consume less fuel than their current light tactical vehicle, the 1980s-era High Mobility Multipurpose Wheeled Vehicle (HMMWV).

The program’s “intent is to field a fleet of vehicles that incorporates nextgeneration technology and results in a lean life-cycle cost and smaller overall logistics footprint,” said Jennifer Beffrey, www.MLF-kmi.com

director of the government’s JLTV logistics division. “By building efficient vehicles with a focus on greater reliability, performance and commonality while reducing the maintenance ratio [maintenance hours divided by operating hours], we are confident that the JLTV program will deliver a leap ahead in tactical wheeled vehicle capability.”

Officials at AM General, Lockheed Martin and Oshkosh Defense—the three JLTV competitors currently working under engineering and manufacturing development contracts—all told Military Logistics Forum that they are devoting significant effort to meeting their customers’ sustainment expectations, even as they gear up to deliver vehicles later this year for government testing.

Program Goals The JLTV program office outlined its sustainment goals in an eight-page “concept of operations” (CONOPS) document, dated January 2012. The program office wrote that it wants sustainability levels to be “compatible with the anticipated austere operating conditions” and integrated into existing Army and Marine sustainment structures.

JLTV will mainly use Department of Defense common fuels, oils and lubricants.

In addition, JLTV should have “high reliability, meaning fewer maintenance actions,” and problems should be relatively easy to diagnose and repair, “allowing commanders to focus more on war fighting rather than sustainment,” the CONOPS document says.

TACOM LCMC | MLF 7.1 | 7

Fuel efficiency is also a priority for the military, which wants JLTV-equipped units to use 15 to 20 percent less fuel than comparable HMMWV-equipped forces.

“The ability to efficiently power onboard and off-board systems is a key enabler in the modern war fighting environment,” the program wrote.

Component commonality among JLTV variants is also desired to “improve supportability,” the document says. JLTV will have two- and four-seat variants and a companion trailer.

Yet another goal is simplicity in operator training. JLTV drivers and maintainers will be trained using existing programs for light tactical wheeled vehicles. Existing training facilities will be used as much as possible.

The government plans to buy tens of thousands of JLTVs and is expected to award a procurement contract to one of the three competing companies in 2015.

JLTV is envisioned as a more mobile complement to the HMMWV that will also provide better crew protection.

“As planned, JLTVs would be more mechanically reliable, maintainable (with onboard diagnostics), all-terrain mobile, and equipped to link into current and future tactical data nets,” ground forces analyst Andrew Feickert of the Congressional Research Service wrote in a January 2013 report. “Survivability and strategic and operational transportability by ship and aircraft are also key JLTV design requirements.”

AM General AM General, which is offering its Blast Resistant Vehicle-Off Road (BRV-O), may be the closest thing to an incumbent in the competition, having spent the past three decades building and supporting the HMMWV. Over the years, the company has “invested heavily” to improve the HMMWV’s durability, maintainability and performance, said Christopher Vanslager, AM General vice president of defense programs and business development.

8 | MLF 7.1 | TACOM LCMC

AM General’s BRV-O features a crew capsule and modular armor already proven effective in government-supervised blast testing.

[Photo courtesy of AM General]

“We’re taking advantage of all that knowledge and expertise and delivering that within our Joint Light Tactical Vehicle,” Vanslager said. “That is backed up not only by the engineering side but also by a global support and sustainment network that we have that’s out there in the field today and will be available to the warfighters in the future.”

The BRV-O is projected to be about 20 percent more fuel-efficient than the HMMWV, thanks in part to the new vehicle’s Optimizer 3200 “fully electronic” engine, built by AM General subsidiary General Engine Products. The HMMWV, by contrast, has a mechanical engine.

Christopher Vanslager Another benefit of the Optimizer is that it “was designed for the ruggedness, the dirtiness, the extreme temperatures that a vehicle in a military environment will have to operate” in, Vanslager said. In case more power is needed in the future, the engine has the growth capacity to support such a change and avoid the Kathryn Hasse cost of a significant vehicle

redesign and the associated impact on reliability.

To boost reliability, BRV-O components have undergone more than 300,000 miles of durability testing. To make repairs easier when parts do break, the vehicle will automatically collect data on the status of various components.

“At any point in time, our customer can collect the data they need to be able to analyze what is wrong, what the exception is, without having to do a test-fix-test, replace-by-component type of action to figure out what’s broken,” Vanslager said.

AM General believes it has made the two variants as common as possible. If the two- or four-person cab is removed, “everything underneath it is common,” he said.

Lockheed Martin Lockheed Martin’s JLTV design has achieved component commonality of more than 95 percent between its two- and fourseat variants, said Kathryn Hasse, the company’s JLTV program director. Lockheed Martin also believes its design is highly modular, meaning components can be easily pulled out and replaced with future upgrades.

“We recognize JLTV will be in theater for 40 years,” Hasse said. “It was imperative to us to design so that we could easily www.MLF-kmi.com

GDLS.COM | STRENGTH ON YOUR SIDE®

THE CHOICE IS CLEAR. General Dynamics Land Systems believes that what we do here, matters there.

That’s how our Combat Support and Sustainment team starts each day. Mission failure is not an option.

Our mission is your success. You need a partner who is ready now with flexible, smart and affordable solutions. Let us be your choice. Combat Support and Sustainment.

THEY HAVE ANSWERED THE CALL.SO HAVE WE.

do technology insertions, whether it’s new engine technology, transmission technology, armor technology or the various computer or electrical components.”

Lockheed Martin has shown in tests that its vehicle can achieve fuel efficiency of more than 11 miles per gallon, which exceeds the 10-mile-per-gallon requirement. With the cost of delivering fuel to the front line estimated at $400 per gallon, “anything you can do to increase the fuel efficiency of the vehicle has significant life-cycle cost savings implications for the government,” Hasse explained.

Lockheed Martin components have undergone more than 160,000 miles of testing to ensure they are robust, and the vehicle uses an “ultra-reliable” Cummins diesel engine, Hasse said. The company is “well over” the 95 percent requirement for operational availability, and is on track to “quite significantly” exceed the requirement of 3,800 mean miles between hardware mission failures, which are equipment Lockheed’s JLTV completed a top-to-bottom government design review in late December, ahead of the first engineering and manufacturing development JLTVs that will begin rolling off the assembly line this spring. [Photo courtesy of Lockheed Martin] breakdowns that prevent the military from completing a mission. scrutinize whether parts eyed for replace“One of the key elements of our maincompany’s vice president and general manment really need to be swapped out. tenance strategy is not to have [the vehicle] ager of Joint and Marine Corps programs.

The L-ATV design includes a “highly break,” she said. “The more reliable the “Our engineers don’t stop working on efficient” Duramax engine, fuel efficiency vehicle is, the less inventory you have to the platforms,” Bryant said. “We continuthat exceeds government expectations, and carry [and] potentially the fewer number of ally collect data throughout the life cycle “components that don’t break very often, mechanics you have to have using actual failure data for and when they do, they don’t cost much because you’re doing fewer every component, and we to fix,” Bryant said. The vehicle has extra repairs.” continue to refine the lifecapacity, horsepower and suspension to Lockheed Martin’s health cycle models so that we can accommodate future upgrades, such as management system incorrecommend design changes C4I enhancements and more armor, and porates electronic control that can constantly reduce its “modular and scalable” design allows units, or microchips, into life-cycle cost. It’s a constant such new equipment to be added relatively most of the vehicle’s major improvement process.” easily. subsystems to record probThat process includes Oshkosh is trying to minimize the lems and report them to the reviewing even longtime number of special tools needed to repair driver or maintainer. maintenance practices.

John Bryant the vehicle, not only to make the job of “It’s not too dissimilar “We might evalumechanics easier but also to reduce the to what you’re starting to ate something like on amount of extra equipment the military see in commercial vehicles,” a filter—is it necessary has to ship to the field.

Hasse said. to really replace it every “In most cases, you can find the right three months or is it sometool out of the common tool set” that the thing that could potentially Oshkosh military already has, Koga said. “Those be sensored and fixed as things have a huge amount of impact on it gets closer to failure,” Oshkosh Defense’s Light keeping this vehicle maintainable.” O said Jeff Koga, associate Combat Tactical All-Terrain vice president of integrated Vehicle (L-ATV) is drawing product support at Oshkosh on the company’s experience Defense. producing and sustaining Jeff Koga Oshkosh believes its more than 100,000 military For more information, contact Editor-in-Chief Jeff McKaughan at jeffm@kmimediagroup.com field service representatives vehicles, including thousands or search our online archives for related stories will also help reduce the L-ATV’s life-cycle of new MRAP all-terrain vehicles deployed at www.mlf-kmi.com. costs by using their technical expertise to in Afghanistan, said John Bryant, the 10 | MLF 7.1 | TACOM LCMC

www.MLF-kmi.com

SUPPLY CHAIN

Compiled by KMI Media Group staff

C-46 Basing Possibilities

F-35s Drink from KC-130 Two F-35 Lightning II carrier variants completed an aerial refueling for the first time January 18. Test pilots Navy Lieutenant Christopher Tabert and Dan Canin of Lockheed Martin flew CF-1 and CF-2 respectively, with a KC-130 from Air Test and Evaluation Squadron (VX) 20 at Naval Air Station Patuxent River.

The F-35C carrier variant of the Lightning II is distinct from the F-35A and F-35B variants with its larger wing surfaces and reinforced landing gear to withstand catapult launches and deck landing impacts associated with the demanding aircraft carrier environment. Initial carrier trials for the F-35C are scheduled for 2014. The F-35C is undergoing flight testing and evaluation at NAS Patuxent River prior to delivery to the fleet.

Sub Work General Dynamics Electric Boat has received an $11.5 million contract modification from the U.S. Navy to provide on-board repair parts for Virginia-class submarines. Electric Boat is a wholly owned subsidiary of General Dynamics.

The modification was exercised under the $14 billion contract awarded to Electric Boat in December 2008 for the construction of eight Virginia-class submarines, and has a potential value of $85 million.

New Power for an Old Workhorse Some decades-old KC-135 tanker aircraft are getting to drink from the fountain of youth.

Or at least the engines are.

The first of 1,440 new upgraded engines for the venerable Stratotanker aircraft was installed at MacDill Air Force Base, Fla., on January 15. Upgrading 1970s engine parts with modern technology, the engines will burn less fuel and run for longer without repairs, officials say.

“We expect the engine to stay on wing for 20-plus years and take the KC-135 into retirement,” said Senior Master Sergeant Dong Kim, Air Mobility Command’s propulsion branch chief.

Mounting the CFM Propulsion Upgrade Program, or C-PUP, on an airplane culminates almost three years of work between Air Mobility Command, Air Force Material Command, the Navy and the original equipment manufacturer, CFM International.

The engine upgrade will allow the KC-135 and the Navy’s E-6B aircraft to fly longer and at less cost by improving fuel efficiency and increasing engine time-on-wing.

The C-PUP engine delivered to MacDill is the first of 15 that will be delivered by General Electric Aviation under an F108 engine augmentation contract.

The engine depot at Oklahoma City Air Logistics Complex expects to deliver the first organically produced C-PUP engine later this year and is planning to produce 120 annually. Affecting 1,440 Air Force engines, the upgrade effort is projected to take 12 years to complete, according to officials.

Article by Major Mark Blumke, Air Mobility Command Directorate of Logistics

www.MLF-kmi.com

The Air Force announced Altus Air Force Base, Okla., and McConnell AFB, Kan., as candidate bases for the KC-46A formal training unit (FTU).

Altus AFB; Fairchild AFB, Wash.; Grand Forks AFB, N.D.; and McConnell AFB are candidate bases for the first active-duty led KC-46A main operating base (MOB 1).

Forbes Air Guard Station, Kan.; Joint-Base McGuire-Dix-Lakehurst, N.J.; Pease Air Guard Station, N.H.; Pittsburgh International Airport Air Guard Station, Pa.; and Rickenbacker Air Guard Station, Ohio, are candidate bases for the first Air National Guard-led KC-46A main operating base (MOB 2).

The major commands will conduct detailed, on-the-ground site surveys of each candidate base. The Air Force plans to announce KC-46A preferred and reasonable alternatives and begin the environmental impact analysis process in spring 2013.

“Bringing the KC-46A online is an important step in recapitalizing a tanker fleet that has been a leader in air refueling for more than five decades,” said General Mark Welsh III, Air Force chief of staff. “This new-age aircraft will achieve better mission-capable rates with less maintenance downtime, improving our ability to respond with rapid, global capability to assist U.S. joint, allied and coalition forces and better support humanitarian missions.”

Welsh went on to explain that the 179 planned KC-46A aircraft are just the first phase of a three-phase effort to replace more than 400 KC-135 and 59 KC-10 aircraft.

The first phase of tanker recapitalization will complete deliveries in fiscal 2028. He went on to emphasize the importance of continuing KC-135 modernization efforts.

“I want to stress that the KC-135 units not replaced with the KC-46A will continue to fly the KC-135R for the foreseeable future,” Welsh said. “Throughout tanker recapitalization, the Air Force is committed to ensuring continued support of combatant commander requirements.”

The FTU and MOB 1 will begin receiving aircraft in fiscal year 2016. MOB 2 will receive aircraft in FY18.

MLF 7.1 | 13

Capability Provider

Q& A

Committed to Providing the Necessary Training, Equipment and Capabilities

Major General John R. “Jack” O’Connor Deputy Chief of Staff, G-4 U.S. Army Forces Command

Major General John R. O’Connor became the Deputy Chief of Staff, G-4, U.S. Army Forces Command, on July 11, 2011. In this position, he ensures FORSCOM can provide fully equipped logistically sustainable and ready forces to meet combatant commander requirements across the spectrum of current and future operations.

O’Connor graduated from the University of Miami, Florida in 1984, with a Bachelor of Science degree in business administration and was commissioned in the Transportation Corps through the Reserve Officers Training Corps. He holds a Master of Logistics Management degree from the Florida Institute of Technology and a Master of Strategic Studies degree from the United States Army War College. His military education includes the Transportation Officer Basic and Advanced Courses, the Logistics Executive Development Course, the United States Army Command and General Staff College, the Armed Forces Staff College and the United States Army War College.

He has served in a variety of multifunctional logistics assignments to include: platoon leader, executive officer, 590th Transportation Company; 181st Transportation Battalion, Mannheim, Germany; aide-de-camp to the commanding general, 3rd Corps Support Command; V Corps, Wiesbaden, Germany; assistant battalion S2/3 and commander, Delta Company, 407th Supply and Transportation Battalion; 82nd Airborne Division Support Command, Fort Bragg, N.C.; battalion S2/3 operations officer [Operation Desert Shield/Storm—Saudi Arabia], 7th Transportation Battalion; assistant S3 [operations] officer, 507th Corps Support Group, 1st Corps Support Command, Fort Bragg; division transportation officer, G-4, 82nd Airborne Division, Fort Bragg; logistics plans officer, J4, United States Pacific Command, Camp Smith, Hawaii; commander, Troop Support Battalion, Operation Enduring Freedom—Uzbekistan; Transportation Branch chief, Human Resources Command, Alexandria, Va.; commander, 402nd Army Field Support Brigade, Army Sustainment Command [Operation Iraqi Freedom—Kuwait/Iraq]; executive officer to the Army Materiel Command Executive Deputy to the Commanding General, Fort Belvoir, Va.; deputy commanding general, Military Surface Deployment and Distribution Command, Fort Eustis, Va.; commanding general, Army Materiel Command-Southwest Asia/G-4, United States Army Central [Kuwait]; and most recently director, G-43, Operations and Logistics Readiness Division, Deputy Chief of Staff, G-4, Department of the Army.

14 | MLF 7.1

His personal awards and decorations include the Legion of Merit [two Oak Leaf Clusters], Bronze Star Medal [two Oak Leaf Clusters], the Department of Defense Meritorious Service Medal, the Meritorious Service Medal [five Oak Leaf Clusters], the Army Commendation Medal [six Oak Leaf Clusters], Joint Service Achievement Medal, Army Achievement Medal, Joint Meritorious Unit Award, Meritorious Unit Commendation, the Master Parachutist Badge, and numerous campaign and service medals.

Q: As a matter of operational processes, how has the Army changed the way deploying units are equipped, with their vehicles and major equipment items?

A: U.S. Army Forces Command [FORSCOM] is aggressively using lessons and insight from the last 11 years to develop processes and partnerships that generate more effective fielding and oversight.

FORSCOM is fully committed to providing our soldiers and the global combatant commands the necessary training, equipment and capabilities needed to transition from the previous decade of conflict. We strive to forge a balance of readiness, resourcing, risk and reporting supporting Army equipping strategy, Army modernization and Army force generation [ARFORGEN].

As the Army’s force provider, understanding the theater requirement builds the foundation to operational success. As operational www.MLF-kmi.com

AviAtion Supply ChAin

AAR has more of what government and defense organizations worldwide require — for airlift support, maintenance and modifications, logistics, mobility products and integrated communications. AAR solutions improve readiness and efficiency for critical missions ranging from defense to humanitarian relief.

Agile, reliable and proven, AAR is a trusted supplier to government and defense customers.

MAintenAnCe RepAiR & oveRhAul StRuCtuReS & SySteMS GoveRnMent & DefenSe SeRviCeS

environments change, so must enabling processes and capabilities.

Initially, our focus was to deliver as much as we could with speed and precision. Now with presidential guidance to end combat operations in Afghanistan by December 2014, our Army adapted its sustainment and distribution strategy to meet this guidance.

I use the analogy of being a pit crew at a NASCAR race. Our job is to ensure that the driver has everything he needs regarding safety, performances, endurance and the ability to win. At the end of the race, the driver must slow down, avoid collision, come into the pit, make repairs and get packed into their moving vans for final delivery to the garage. It is a very deliberate, safe and wellsynchronized operation. This is where we are now in Afghanistan.

Like our responsible drawdown in Iraq, we are adjusting systems, processes and procedures to consume what we have in theater, decrease the amount of equipment stocks, reduce deliveries and return excess with increased velocity to the right place at the right time. We call this back-end campaign success.

To do this, FORSCOM, in coordination with the Headquarters, Department of the Army [HQDA], U.S. Army Central [ARCENT], U.S. Forces-Afghanistan [USFOR-A], and Army Materiel Command [AMC] instituted an equipment deployment/redeployment review board [EDR2B] to review and validate theater equipping requirements. The EDR2B ensures deploying units bring the correct types and amounts of equipment. This process involves months of rehearsal and planning.

Additionally, the new Army Redistribution, Redeployment, Reset, Return and Disposal [R4D] process is how FORSCOM partners with HQDA, AMC, ARCENT, USFOR-A, the Defense Logistics Agency and U.S. Central Command come across the finish line and set the conditions for future responsible recovery operations. The R4D process will use units, like pit crews, to facilitate equipment flow out of Afghanistan. Once at home station, the equipment will be redistributed to units for reset, training or other engagements.

The process maximizes effective and efficient use of resources to support Army equipping requirements and assist with equipment redeployment and enhance combatant commanders’ readiness in a resource-constrained environment. Like NASCAR, the business of deployment and redeployment is a team support and FORSCOM is part of a great Army pit crew.

Q: What is your role in implementing, maintaining and supporting the Global Combat Support System-Army? As the system becomes more deeply embedded in the Army’s logistics system, how is the system evolving to meet the real world needs of a global supply chain?

A: FORSCOM is no stranger to GCSS-A as we have leveraged over two years of feedback from both the 1st Armored Division’s 2nd Brigade Combat Team [Fort Bliss, Texas] and the 11th Armored Cavalry Regiment at Fort Irwin, California’s National Training with system employment and experimentation. As a result, we have developed fielding schedules in coordination with the GCSSArmy program manager and our units to ensure ARFORGEN impacts are minimized, soldiers are properly trained and ongoing warfighter support is met.

The GCSS-Army conversion will be accomplished in two waves. Our first wave includes converting 81 units that provide Supply Support Activity [SSA] support to all FORSCOM units and their associated financial management.

16 | MLF 7.1

Wave two will include converting every supply room and motor pool. We have partnered with the Enterprise Data Management Office at the Army Logistics Support Activity to ensure our data is cleansed in preparation for the conversion. We have also established a training program at our two GCSS-Army activities [Fort Irwin and Fort Bliss] to provide sustainment training and award a personnel development skill identifier to our trained soldiers.

GCSS-Army allows universal, permission-governed access via internet that is one system used by all in order to simplify training and facilitate sustainment. The GCSS-Army provides unprecedented organizational asset visibility and status information that provides only one version of the logistics truth in real-time access to transaction status. This system shortens processing timeframes and eliminates uncertainty. It enables task organization capabilities that will benefit log planners and commanders at all levels.

It also supports split-based operations and removes man/ machine chokepoints, which ultimately saves sustainers processing time. GCSS-Army is being developed by leveraging the stateof-the-art Enterprise Resource Planning software known as SAP. Enterprise represents the entire Army organizational structure.

The resources are all equipment, personnel, facilities and funds, while the planning represents the systematic planning, coordination and execution of all Army logistics business using one single software system and common hardware.

GCSS-Army will incorporate the General Fund Enterprise Business System [GFEBS] financial solution creating a federated financial system of record. Under the federated approach to accounting, GCSS-Army will leverage the GFEBS core design template to provide a single business process that will allow the Army to integrate logistics, finance, maintenance and property accountability of assets and accounting data. GCSS-Army has re-engineered current business processes to achieve end-to-end logistics execution and provide unclassified feeder data to applicable C2/Joint systems. The next target installation of units for FORSCOM fielding is the 82nd Airborne Division and 18th Airborne Corps at Fort Bragg.

Q: The Government Accountability Office recently issued a report on preparation for equipment drawdown from Afghanistan. What is Forces Command’s role in drawdown preparation and in particular what responsibilities are you and your staff managing?

A: As the GAO report indicated, the 10-year inflow of equipment without corresponding outflow created an abundance of equipment in Afghanistan. Existing processes will ensure proper equipment disposition. FORSCOM is closely nested with theater’s three equipment options to redistribute, demilitarize and return as the majority of combat formations return back to FORSCOM and other Army installations.

Not only does FORSCOM man, equip and train forces deploying to theater, but we play an active role in synchronizing unit activities coming home. There are numerous B2C2WG [boards, bureaus, cells, centers working groups] to synchronize equipment reset, future training, and most importantly, compliance to the Army’s Campaign on Property Accountability.

An important aspect of FORSCOM’s mission is sustaining equipment readiness. The process is very complex and involves multiple agencies and partnerships. HQDA and Army commands decided to create a single source document used to establish www.MLF-kmi.com

retrograde priorities and sourcing decisions called the reset, redistribution and retrograde task force [R3TF]. The R3TF mission is to alleviate equipment-on-hand [EOH] shortages, increase pre-deployment training equipment inventory and improve overall unit readiness.

The intent is to have visibility on planned predictable retrograde and reset quantities to fill FORSCOM and Army EOH shortages and improve readiness. The process sequence starts with retrograding rolling and non-rolling stock class VII items from the theater redistribution property accountability team [RPAT] yards. Equipment then moves onward to the port of embarkation and shipment to specific AMC depots or field reset locations for induction into funded reset/recap production.

FORSCOM sends its demand signal with a prioritized list of critical short line items [LINs], which is passed to HQDA G-8 and included with the Army’s top 200 readiness LINs and the Chief of Staff of the Army’s AIM Point LINs to establish a retrograde, reset and redistribution [R3] priority list for theater provided equipment [TPE] disposition. These pieces will arrive at the depot and once repaired, will be ready for unit distribution per Department of the Army priority list.

Additionally, FORSCOM is identifying MTOE equipment shortages by installation by pinpointing TPE excess that may not require sustainment repair. FORSCOM will then transfer the TPE to organizational property books. This will rapidly improve unit’s readiness and also increase pre-deployment training equipment inventory. This is accomplished by maintaining close linkages to theater with our FORSCOM LNO and units. All serve as contributing methods we use to build retrograde velocity and visibility.

Finally, in line with the 2005 RPAT concept I helped jumpstart in Iraq that is now functioning extremely well in Afghanistan: FORSCOM recently responded to a USFOR-A and CENTCOM requirement for an additional logistics command structure to facilitate equipment redistribution and base closure. This organization is called the CENTCOM materiel recovery element [CMRE]. FORSCOM identified the 593rd Sustainment Brigade [SB] for the CMRE mission and ensured they were trained and ready to engage in this new demanding capability. Early reports from their commander, Colonel Douglas McBride, indicate the soldiers, airmen, sailors, Marines and DoD contractors are focused, vigilant and relentless in their pursuit of excellence on the battlefield in spite of multiple units executing reliefs in place and transfers of authority within 593rd SB’s CMRE. Virtually all equipment coming out of Afghanistan requires either field- or sustainment-level maintenance support. Even after the drawdowns from Afghanistan are complete, the Army will require funding for several more years to reset our equipment from the harsh demands of war.

Q: As an example, I’ve seen estimates that the Army has identified more than 50,000 vehicles and more than 90,000 containers of materiel in Afghanistan requiring disposition. I’ve also seen estimates that, depending on the mode of transportation out of Afghanistan, a single vehicle could cost anywhere from $19,000 to $153,000 to relocate. How do Army requirements, capabilities and the budget come together to decide on the disposition of individual major equipment items? What to keep, what to fix and what to dispose of? www.MLF-kmi.com

A: There are four concepts that FORSCOM uses to ensure proper equipment disposition. First, using R3TF processes, we synchronize multiple headquarters to prioritize R3 decisions and develop a single source document to inform equipment sourcing decisions.

ARCENT, as the Army’s title 10 service component, is responsible for theater-level implementation and redeployment orders to ensure all theater requirements are met before equipment release.

Second, FORSCOM is the lead agent for the UERC and ensures return of reset items, new materiel in briefs, new equipment training, new equipment fielding and other equipping actions in support of a unit’s long-range training calendar. FORSCOM will adjust the conduct of future UERCs to effect more efficiencies and support unit requirements as we transform to the 24-month ARFORGEN model.

Third, the AMC Lead Materiel Integration [LMI] Decision Support Tool [DST] implementation will optimize equipping solutions to support the ARFORGEN cycle and streamline the distribution and redistribution of assets across the Army. Forces Command G-4 will continue to support the LMI-DST implementation and link with AMC’s Army Sustainment Command for collective training to 6,000 users across our formations. We recently successfully executed 10th Sustainment Brigade, 10th Mountain Division, Fort Drum, N.Y., UERC in January 2013 using DST. The Fort Riley 4-1 Brigade Combat Team will receive DST training in April 2013 to execute a BCT level pilot DST proof of principle.

Last, from my time as the ARCENT G4 from 2009 to 2010, I leveraged the commercial concept of reverse logistics, which was the nexus of drawing down out of Iraq. Reverse logistics is a team sport to ensure processes are efficient and effective through deliberate planning, implementing and controlling materiel from point of use to a point of recovery. Reverse logistics standards leverage all the tools available to us to get rapid disposition to our forces as we manage the multitude and magnitude of all of this equipment moving both in and out of theater.

By using reverse logistics principles, we are attempting to consume what is in Afghanistan, fill units’ critically short items to return to home station, support depot maintenance, and turn equipment over to the Defense Logistics Agency for reutilization.

Our intent is to keep equipment in motion now until its final destination, which is in the hands of our soldiers.

Q: Where can the Army Forces’ Command logistician have the most impact to push greater efficiencies and generate more effective outcomes in the supply chain?

A: In April 2012, FORSCOM implemented new initiatives to establish sustainment operations centers [SOC] that have recently expanded to the Sustainment Mission Command Capability [SMCC]. The SMCC enables commanders at each respective level to integrate sustainment planning and execution, while establishing enabling internal and external partnerships. Output is unity of effort and trust through sustainment fusion. A unity of effort in a time of diminishing resources is imperative to leveraging the sustainment community at large and optimizing complex supply chains. Per the Secretary of the Army’s top priorities, we are to ‘ensure a highly capable force within evolving budgetary constraints.’ This effort simplifies field-level sustainment through MLF 7.1 | 17

a single organizational construct that collects requirements and either satisfies them or coordinates for resources and solutions across the sustainment spectrum.

The SMCC will improve internal and external communication through a consolidated sustainment network capability. Recommended communication among the installation sustainment community will be through the senior commander’s designated sustainment focal point to synchronize sustainment operations.

The focal point for execution is the Sustainment Brigade with oversight from the deputy commanding general [Support] and Leveraging Sustainment Organizations CONUS aligned Expeditionary Sustainment Command. Collaboration is required to establish human connections, build trust, and create and maintain shared understanding and purpose. To quote my predecessor and now HQDA G4 Deputy Chief of Staff Logistics, Lieutenant General Ray Mason, ‘You don’t have to own resources to leverage them.’

SMCC is the senior commander’s mechanism that holistically describes the ability to synchronize, coordinate, execute sustainment operations and training, and balance readiness, resources and risk.

Sustainment fusion ensures sustainment requirements are nested with operations and is essential to command and staff integration. It ensures continuous requirement assessment flows from each echelon, vertically and horizontally. The desired end state involves determining the most effective means for getting the supported commander what he or she needs, when he or she needs it, and where he or she needs it. An example of how logisticians working in the SMCC have great impact in pushing greater efficiencies and generating more effective outcomes in the supply chain is at Fort Hood.

By building a network of networks that is mutually supporting, the Fort Hood SMCC met the Army’s goal on auditability and contract reduction by replacing contracts with troop labor. The result facilitated cost savings worth more than $9 million and training through execution. In today’s resource constrained environment, we need to make some incredibly important decision and it is important to make the right decisions. The SMCC will help us collectively figure out how we remain resilient and Army Strong!

Q: One of the issues brought about by the report is the application of lessons learned from the Iraq drawdown and applying them to the drawdown that is on the horizon. What have been the major challenges in applying the lessons learned from Iraq to Afghanistan?

A: We have been able to use time-tested techniques for sorting, segregating and accounting for equipment. However, Afghanistan does pose special challenges in applying lessons learned in retrograding the equipment out of country. First, the terrain poses more logistical issues than Iraq. Unlike Iraq, Afghanistan is mountainous and has limited highway infrastructure that makes retrograde difficult, especially during the harsh winters.

Road closures caused by snow and ice coupled with restricted route use through Pakistan has added new levels of complexity.

Multi-modal development and the Northern Distribution Network [NDN] expansion were created to expedite cargo distribution using multiple conveyances over multiple routes. The NDN is a series of commercially-based logistical routes through other transit states that connect Afghanistan to Baltic and Caspian ports. In the spring, 18 | MLF 7.1

the snow and ice thaw, often creates delays with route distributions. As expected, flying the equipment out of country is far more expensive.

Furthermore, for operations in Iraq, we were able to work with and out of Kuwait, where we had facilities that served as a safe intermediate staging base [ISB] for sorting equipment. For operations in and out of Afghanistan there is nothing equivalent to Kuwait, which was also used as a place to receive equipment from Iraq and stage it before shipment. Equipment leaving Afghanistan now goes to other designated multi-modal staging areas before onward movement to future destinations. Not having a Kuwait-like ISB increases complexity, increases cost, decreases flexibility and increases risk to meeting time constraints. FORSCOM remains committed to implementing required R4D processes in support of warfighter requirements.

During Operation Iraqi Freedom and New Dawn, the 1st Theater Support Command [1TSC] supported Iraq from Kuwait by surging transportation assets north, building robust ground line of communication [GLOC]. This was possible because of the location being joined by a single ground border which enjoyed political support. Afghanistan as described was a much different environment detached by land, sea and hostile territory from 1TSC. To overcome these obstacles, CENTCOM directed single logistics command and control of the Joint Sustainment Command– Afghanistan [JSC-A]. This set the conditions for 1TSC to place a forward headquarters from Kuwait into Afghanistan to conduct oversight as well as command and control [C2] of retrograde operations. This operation is principally conducted over air lines of communication, which has so far resulted in success even though GLOCs have been denied politically to redeployment and retrograde. Ultimately, credit goes to the remarkable soldiers and leaders that shaped success responsible drawdown in Iraq and now are leading the effort in Afghanistan. These great heroes are making history once again.

Q: Do you have a role in working with the Afghanistan Army in developing a professional logistics structure?

A: Yes, through our security force assistance brigade [SFAB] concept that includes a logistics framework. FORSCOM logistics leaders come from various brigade combat teams and train at the National Training Center and at the Joint Readiness Training Center [JRTC] in order to mentor their Afghan National Security Forces counterparts. At JRTC, the SFABs go through several situational training exercises that culminate in a six-day scenario that replicates their mission in Afghanistan.

The logistics leader’s mission is to mentor their Afghan counterparts to take the lead and develop effective logistical systems.

As you might imagine, training and mentoring Afghan soldiers on logistics infrastructure and systems in a destitute and war-ravaged environment is complex. Nevertheless, we are confident our processes will result in a valuable Afghan logistics system that is managed by competent Afghan logisticians.

Q: How is the command preparing for the challenges ahead?

A: The Army is going through challenging times and we are exercising new muscles to do some heavy lifting. I liken this thought to the new physical training regimes found in Cross Fit. www.MLF-kmi.com

We find ourselves now in what I would refer to as a new era of ‘Cross Fit Logistics.’ There is much pain associated with reconditioning our materiel management formations and processes, much like the novice Cross Fit athlete experiences early in their training. Our routine in Cross Fit Logistics includes command discipline programs, controlling spending in our motor pools and supply rooms, making sure we are diagnosing the correct fault, ordering the correct parts, and finally, accounting for all of our property. To ease the logistical pain of these complex systems, we will be unleashing a campaign on education and putting a full court press targeting materiel management at company level and above.

Q: Can we talk about the expected operating environment in FY14?

A: We are adjusting priorities in training, sustaining, contracting and transformation to set the conditions that adjust how logistics units will prepare, train, and equip in accordance with evolving doctrine and OPTEMPO. In preparation, we are currently transitioning functional/ multi-functional brigade’s theater focused command post exercise [CPX]-sustainment training to a more technical/functional mission command event known as CPX-F. The CPX-F is a homestation, unclassified, functionally focused, constructive event designed to provide commanders and staffs with an environment to meet collective training proficiency at brigade level and above.

The Combined Arms Support Command’s written training support package provides the basis of the exercise. The exercise is designed to prepare units for their mission rehearsal exercise through replicating voluminous data that drives their unique war fighting functions specifically linked to mission command.

It will be conducted in a decisive action environment using the full suite of their tactical mission command capabilities and functional systems. The event normally takes place in a tactical command post setting or in a mission training complex with subordinate level response cells supporting. As we reset our forces and move to a more mission essential task list focused setting, the CPX- F will assist commanders in meeting force generation training aim points in a cost constrained environment.

Another way we are setting the conditions is with the FORSCOM Command Discipline Program [CDP]. The CDP is a commander’s initiative designed to assist subordinate commanders, directors and supervisors in developing efficiency in supply accountability, equipment maintenance, contracting and existing processes and business practices. The CDP reinforces command readiness and defines the commander’s intent. It is a compilation of existing regulatory requirements designed to enforce command, supervisory and managerial responsibilities at every level.

The CDP encompasses: Command Supply Discipline Program [CSDP], Command Maintenance [Ground and Medical] Discipline Program [CMDP], the Command Food Service Discipline Program [CFSDP], Command Deployment Discipline Program [CDDP], and Command Contracting Discipline Program [CCDP].

These programs provide FORSCOM units with the tools to validate readiness compliance as well as identify trends and best practices.

The programs differ, but the objectives to validate and improve readiness remain the same. The CSDP requires www.MLF-kmi.com

commanders to enforce supply discipline and ensure all government property within their command is properly used and maintained. The CFSDP’s objective is to improve soldiers’ skills and the accountability and serviceability of all equipment as well as to assist commanders in validating their organic army’s field feeding system capabilities.

The CMDP assists commanders, directors and supervisors in understanding the full scope of their core competencies in all maintenance management and operations [ground and medical].

The CMDP enhances readiness through command involvement and adherence to maintenance standards, whether ground or medical maintenance. The unit-maintained equipment is a program established to allow units like 2nd Brigade, 4th Infantry Division out of Fort Carson to retain unit equipment at home station while the main body deploys. It is the responsibility of the rear detachment to account for and sustain equipment [with onsite assistance from the AMC] that did not deploy with the units.

This program has been successful in conserving resources while maintaining readiness while the unit is deployed.

The CDDP, our newest discipline program, is designed to assist in keeping organizations at appropriate deployment readiness levels and meet Army mission requirements. The CDDP is directed at eliminating non-compliance with deployment policies by standardizing deployment movement operations guidance under one requirement. Additionally, the CDDP will revolutionize the way the transportation community conducts business.

IQPC-WBR Defense Maint KMI Ad 1.0:ad 2/5/13 11:19 AM Page 1

A MISSION CRITICAL EVENT FROM THE DEFENSE LOGISTICS TRAINING SERIES

March 4 - 6, 2013

Alexandria Mark Center, Alexandria, VA

Linking PBL, Maintenance And Sustainment For Cost Savings And Better Buying Power

THERE IS NO CHARGE TO ATTEND

THE EVENT FOR QUALIFIED ATTENDEES.

Qualified attendees include the following: • • •

Active Duty and Active Reserve U.S. Military U.S. Federal Civilian Employees Members of Congress and Congressional Staff

Call: 888.482.6012 or 646.200.7530 Email: defensemaintenance@wbresearch.com Web: www.defensemaintenance.com

MLF 7.1 | 19

Within the Army Campaign Plan, an initiative was developed to incorporate deployment action plans into supporting lines of effort known as the Rapid Expeditionary Deployment Initiative or REDI. The initiative would meet Army Campaign plan objectives to provide ready forces in support of the Global Force Management Allocation Plan and enhance Army readiness. As an answer to the call, FORSCOM initiated a staff analysis where the FORSCOM G4 Mobility Operations Branch would commence the FORSCOM effort to expeditiously establish guidance to the field.

Simultaneously, lead planners from HQDA and FORSCOM began a combined operational planning team to develop the Army’s program as a collaborative effort to streamline processes in support of mutual equities. The working group plans to build an easily accessible, pocket-sized smart book with useful references at a soldier’s fingertips while he or she is on the go. The program will evolve to include videos, tutorials, web information and warehousing technology accessible around the globe. These tools will be integrated with the deployment systems and utilized with networks already available.

The CCDP objective is to ensure personnel are trained to recognize, analyze, properly administer contracts, and have a vigorous and effective contract management plan. When the Army accepts federal funds, it also accepts the responsibility for safeguarding and ensuring the proper use of those funds. Advanced acquisition planning is the key to effectively using public funds and economically accomplishing program objectives. FORSCOM G-4 has implemented the Command Contracting Discipline Program [CCDP] that provides the best value through contracted materiel and service solutions and will enable the generating force to be good stewards of Army resources.

Planning by the unit resource analyst begins as early as possible in order to provide improved scheduled actions, increase yearly obligation oversight and enhance communication by developing an acquisition schedule early in the procurement process.

The CCDP team works closely with each FORSCOM installation to validate all contracts, military interdepartmental purchase requests, government purchase card spending and review their respective contract management practices and reduction goals.

The CCDP review and report monitoring compares and validates contract spending on a monthly basis instead of a yearly basis.

It also allows the Combined Acquisition Review Board to inform installations where they are regarding compliance with contract reduction goals.

Handling multiple monetary resources requires checks and balances. Audit readiness is the degree of preparedness which exists in the Army to demonstrate the ability to safeguard and use the funds under the award terms and conditions placed upon the Army. Audit readiness occurs when Army management asserts that financial statements are ready for audit. A preplanned effort will result in higher quality procurements, provide optimum source choices and at the same time allow for better visibility over our emerging contract requirements. We will reduce our dependence on contracted capability and ensure our money is spent efficiently to maintain combat ready forces.

As the Army changes and the global focus shifts, transformation and regional alignment of forces [RAF] will be significant.

RAF’s goal is to provide the combatant commanders with a reliable response capability to meet requirements across the range of operations. Army forces and capabilities must be operationally 20 | MLF 7.1

adaptable, able to meet a diverse range of theater requirements to which they are aligned, as well as be prepared to respond to global contingencies when directed. These distributed forces give the combatant commands reachback capability in the continental United States in order to participate in theater security cooperation, provide technical planning support or utilize subject matter experts.

To accomplish this goal, regional alignment includes assigned, allocated and distributed units. Assigned units are those forces placed under the combatant commander by the ‘Forces for Unified Commands’ memorandum. Allocated forces are those that provide the Secretary of Defense global force management.

Distributed forces are those Army service retained forces not otherwise assigned or allocated and in their available year of ARFORGEN. The RAF concept is a significant undertaking that will require time to fully develop. HQDA has established several work groups with participation across the force to address cost, manning, sustainment, contingency demand and force generation. There are two examples of how RAF has begun to take place.

They are 593rd and 7th Sustainment Brigade’s conversions.

The intent for converting 593rd Sustainment Brigade to an Expeditionary Sustainment Command [ESC] is to achieve the Army G-4’s goal of generating a third ARFORGEN rotational active component ESC to meet early entry and no-notice requirements. This action mitigates the sustainment gap highlighted in Operation Urgent Response, where no active component ESC was available to support the U.S. response. The intent is to align a rotational ESC with the Pacific-aligned corps to support the emerging focus in the Asia-Pacific region.

Converting the 7th Sustainment Brigade to an Army intermodal brigade [expeditionary] will provide global oversight and employment of the Army’s tactical port/theater opening/operating assets. The intent is to create a dedicated mission command headquarters to employ water terminal and watercraft assets in support of combatant commands in exercises and contingency operations such as the events experienced recently in Haiti.

In closing, FORSCOM is working with corps and divisions to determine the immediate, mid-and long-term effects of potential cuts. As the Chief of Staff of the Army said, “We will ensure that all soldiers in Afghanistan or going to Afghanistan are properly prepared and ready. We will ensure that the forces in Korea are properly equipped and ready. Then we will see if we can continue to fund and ensure that we have readiness in our division-ready brigade at Fort Bragg. What I do know is we will have significant training and maintenance shortfalls in the rest of the Army.’

However, we are leveraging lessons learned from CONUS and deployed environments over the last 11 years to influence innovation that will exercise rapid process improvements intended to compensate for these cuts. The Army as we know it is transforming and we are moving into a future that may be more challenging than the past.

The strength of our people is their flexibility. Our soldiers are bright and dedicated individuals and I have no doubt that they are able to transition with the Army. They are the bedrock in our ranks. Every concept and process I discussed is an improvement that will ultimately affect them. Going forward with these changes will make them and our Army more efficient, effective and prepared.

Freedom’s Support, Sustainment Strong! O www.MLF-kmi.com

Forward operating bases’ power-up options.

By Hank Hogan MLF Correspodent As Kermit noted, it isn’t easy being green.

Nonetheless, the military has decided that national security dictates that future forces be a lot lighter, in terms of fossil fuel footprint, than in the past. The Marine Corps, for instance, has a goal of reducing the need for liquid fossil fuel some 50 percent by 2025.

Achieving that magnitude of savings in forward operating bases means that some new and some improved technology has to be deployed. Examples include fuel cells, solar panels and other means to generate power; advanced batteries to store it; intelligent systems to manage it; and more efficient structures to stretch it as far as possible.

The second leg of the technology quartet can make a big impact, said Chris Colelli, energy efficiency program manager for expeditionary capability provider HDT Global of Solon, Ohio. “You might be surprised by how effective the batteries are.”

He added, “It’s our opinion right now that the batteries are the single biggest benefit to hybridizing a generator system. You don’t even need the PV, the photovoltaics, but could add it for an incremental benefit.”

In part, this is because lithium ion-based batteries offer some fairly fast charge and www.MLF-kmi.com

discharge rates. A 160 amp-hour battery can be charged and discharged at either its rated current, or 160 amps, or at some significant fraction, say 80 amps. This means that batteries, which appear as a load to a generator, can be fully charged in an hour or two.

One benefit of generators is that they can run in their sweet spot of maximum efficiency. Typically, that is around an 80 percent rating. While doing so, they not only supply power for immediate needs of a base but the generators can also charge a bank of batteries. After running in this fashion for a few hours, the generators can shut off, stepping aside so that the batteries can discharge and supply electricity. HDT’s experience has been that a properly designed system can run at about a 50 percent duty cycle, Colelli said.

While cutting down fuel consumption when compared to a case of generators running constantly, this approach does require that generators start and stop on command, something that older gear cannot do. HDT has come up with a module that can autostart older, legacy generators, dumb devices that otherwise would require manual intervention to start.

HDT is working to improve the energy efficiency of structures, as this would lessen the need for electricity. A radiant barrier, for instance, can reduce the run time of environmental control units by 75 percent, resulting in even more fuel savings. This can be combined with microgrid technology that can better balance demand and supply at a forward operating base, again cutting fuel consumption.

HDT has incorporated or investigated the use of solar panels, wind turbines and even the burning of biomass to generate power. When it comes to these capabilities, the company is like other consumers of such technologies.

“What we’re on the lookout for in the market right now is the next technological leap in solar panel efficiency and the next technological leap in battery energy density,” Colelli said.

In its products, Oakland Park, Fla.-based Fischer Panda Generators takes the path less traveled and ends up in a smaller, lighter and quieter place. The company supplies 100 percent fresh water-cooled asynchronous generators for military, marine and vehicle applications.

MLF 7.1 | 21

Some are also more efficient, such as a 25 kilowatt AC generator for military applications that features variable speed operation.

The generator will ramp speed up or down as needed in response to load changes.

“That from the get-go gives you an average of 30 percent more efficiency in fuel consumption because of the variable speed,” said Paulo Oliveira, director of engineering.

Those savings are relative to what has been the standard for the military, which is to run generators at full speed regardless of load.

Thus, having a single light bulb on would, in the past, mean that a generator would be running, consuming fuel and producing wasted electricity.

As for Fischer Panda products being smaller, quieter and lighter, that’s a consequence of water cooling, which allows the system to be sealed and not have to gulp in air. This approach tends to be more expensive than air cooling and also demands tighter tolerances, but Fischer Panda has been using and steadily improving upon the technology for decades.

The result is a generator that is up to four times quieter than the military’s current standard in this area. It also is smaller. For instance, the company’s 25-kilowatt water-cooled generator comes in at half the size of a 15 kilowatt Tactical Quiet Generator, Oliveira said.

All of the company’s generators feature autostart capabilities and thus can be used to replenish power stored in a battery as needed. In addition to AC generators, Fischer Panda makes a line of DC systems. These have proven very popular with the Marines. Expeditionary forces have an increasing number of devices that vehicles in the field are called upon to power or recharge. Having a portable generator on hand can boost what can be supplied in theater and at forward operating bases. Also, it is often more efficient to generate DC at the right voltage rather than convert AC to DC. As for fuel, Fischer Panda’s generators run on diesel, as well as jet fuels JP-5 and JP-8.

Jet fuel can be used worldwide, a simplification that makes logistics easier on everyone.

However, both for supply and sustainability reasons, there is also quite a bit of interest in biofuels. Fischer Panda has looked into these and has even participated in a few prototypes and demonstration systems.

But the company has held off adding biofuels to its menu of inputs. This is because the manufacturers of the engines found in its generators have not yet approved the use of biofuels in their products, Oliveira said.

22 | MLF 7.1

Tolerance of fuel characteristics is just one of the technical advantages of a generator solution touted by Bethesda, Md.-based prime defense vendor Lockheed Martin. In August 2012, the company won a contract to design and develop a solid oxide fuel cell generator based upon a technology from TMI of Cleveland.

Over the course of the 32-month development program, Lockheed Martin will demonstrate and deliver a multi-kilowatt JP8-compatible generator. Benefits of the new technology include a third to half reduction in fuel usage, a consequence of greater fuel efficiency. The new systems should also be quieter and emit less than current generators.

Importantly, the approach overcomes a problem present in other solid oxide fuel cell systems. These require that sulfur be removed from fuel to prevent poisoning of the catalyst vital to the electrochemical conversion process. The difficulty is that specifications allow the sulfur content of standard JP-8 to be as high as 3,000 parts-per-million (ppm) by weight, and so there is a significant stumbling block in the widespread use of it in fuel cells.

There is an ultralow sulfur fuel specification that calls for a maximum of 30 ppm, but, as is the case with other ultralow sulfur fuels, availability worldwide can be spotty.

However, the technology used by Lockheed Martin is the only one “that can run on DoD’s standard JP-8 fuel without complex, inefficient and logistically difficult desulfurization processes,” according to company officials.

If the demonstration is successful, then Lockheed Martin could have plenty of business for years to come. The company estimates that the U.S. military has more than 100,000 generators or generator equivalents deployed around the world.

A much smaller company, UEC Electronics of Hanahan, S.C., is also involved in expanding forward operating base electrical options. UEC won an award in July 2012 from the Marine Corps to produce 1,000 power storage and distribution systems. Dubbed GREEN, or Ground Renewable Expeditionary Energy Network, the system uses alternate energy sources such as solar and stores any excess energy generated in batteries for later use.

The original incarnation of the system used lithium iron phosphate high-density batteries for storage. The next version will offer a familiar storage option that the Marines requested, said Nancy Straight, business development manager.

“They wanted to be able to use the lead acid technology, similar to the Hawker

battery, that they could find readily accessible through their own supply system,” she said.

In general, the system is set up so that the renewable source is the first power choice, with batteries as the backup. It is also possible to have a third source, such as the output from a HMMWV or another portable power supply. Experience in theater has shown the final option is rarely invoked.

The systems have been installed at various forward operating bases, such as medical facilities at Camp Leatherneck in Helmand Province in Afghanistan. There, two systems function to backup other electrical power options. According to statements from Captain Arun Shankar, who was the officer-incharge, the setup process took only two hours and the new system has improved the reliability of communications, while requiring minimal upkeep.

UEC’s Straight said the systems bring in 2,000 watts through renewable energy and can supply anywhere from 300 to 1,000 watts.

Up to five units can run in parallel to provide as much as 5,000 watts. Any source of renewable energy capable of producing 2,000 watts can be used for an input.

In the future, UEC Electronics is hoping to offer another forward operating base electrical power option. Vehicles are often used to provide power, but this can mean a widely varying load. At the peak, for instance, a vehicle may be called upon to crank out 800 amps of current as computers, jamming devices, intercoms, radios and a multitude of devices are powered up and brought into full operational status. For the rest of the mission, though, the demand may be much lower.

Adding some intelligence to the electrical system will allow power to be distributed and devices to be brought online in a sequence of soft starts that stretch out the power peak and lessen its height. This approach could extend the useful life of older vehicles because it will allow them to continue to be effective in the face of growing electricity demands.

A system is currently under evaluation at Maryland’s Aberdeen Proving Grounds. If successful, it could be combined with other technology to yield even more electrical power options for forward operating bases.

Straight said, “That capability, coupled with the renewable energy capability, is what we’re working on.” 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.

www.MLF-kmi.com

The advertisers index is provided as a service to our readers. KMI cannot be held responsible for discrepancies due to last-minute changes or alterations.

MLF RESOURCE CENTER Advertisers Index AAR Corporation..................................................... 15 www.aarcorp.com APL...............................................................................3 www.apl.com/usflag Defense Maintenance & Sustainment................... 19 www.defensemaintenance.com JLG Industries.......................................................... C3 www.jlg.com Oshkosh Corporation Defense............................... C2 www.oshkoshdefense.com/jltv SupplyCore..................................................................1 www.supplycore.com VT Miltope................................................................ C4 www.miltope.com W.W. Williams Logistics..............................................5 www.wwwilliams.com Special PULL-OUT SUPPLEMENT

Northrop Grumman Technical Services............... C2 www.northropgrumman.com/ts Northrop Grumman Technical Services..............4-5 www.northropgrumman.com/performance General Dynamics Land Systems........................... C3 www.gdls.com ManTech......................................................................3 www.mantech.com

Calendar February 20-22, 2013 AUSA Winter Fort Lauderdale, Fla. www.ausa.org March 4-6, 2013 Defense Maintenance & Sustainment Alexandria, Va. www.defensemaintenance.com April 8-10, 2013 Sea-Air-Space National Harbor, Md. May 7-9, 2013 Army Sustainment Symposium Richmond, Va. www.ausa.org October 14-17, 2013 Logistics Officer Association Conference Dallas, Texas www.loanational.org/conference/

www.MLF-kmi.com

March 2013 Vol. 7, Issue 2

NEXTISSUE The Publication of Record for the Military Logistics Community

Cover and In-Depth Interview with:

Rear Adm. Mark F. Heinrich Commander Naval Supply Systems Command Special Section • Supply Chain Excellence • Annual Supply Chain Survey

Features • Unmanned Supply • Corrosion Management • Contractor-driven Affordability Fleet Readiness Centers and NAVAIR Logistics and Industrial Operations A special pull-out supplement featuring an exclusive interview with Rear Admiral Cindy L. “CJ” Jaynes, commander of U.S. Navy Fleet Readiness Centers and NAVAIR assistant commander for Logistics and Industrial Operations.

The two-page Who’s Who pictorial spread will be a detailed look at the organization. Also included will be a look at NAVAIR’s top critical contracts and insight on doing business with the command.

Bonus Distribution

NDIA Logistics • Sea/Air/Space

Insertion Order Deadline: February 22, 2013 Ad Material Deadline: March 1, 2013 To Advertise, Contact: Jane Engel, MLF Associate Publisher 301.670.5700 x 120 • jane@kmimediagroup.com

MLF 7.1 | 23

INDUSTRY INTERVIEW Military Logistics Forum Graz Graziano Vice President, Combat Support and Sustainment General Dynamics Land Systems Q: What is your view in regard to the future of sustainment?

A: As our Army transitions from war to sustainment, sustainment must support the new normal environment. As a young Army officer during the Cold War, I remember planning for sustainment in a relatively certain, uncertain environment. What I mean by that is the environment that we operated in and the adversary we faced was more predictable. In today’s new normal, ambiguity in the environment reigns, which demands agile and tailorable sustainment. The Army’s challenges are global, requiring global sustainment reach. We may not know the next adversary, but we know that they will be adaptive. The future adversary in the new global environment will dictate that sustainment leaders have industrial base technical reach back capabilities to support improvements to counter the ever-adaptive threat.

The unprecedented speed at which events unfold will demand that sustainment be even more responsive, but without some of the mass often associated with sustainment.

The Army will need to be able to employ scalable forces that can be sustained for as long as necessary. Finally, the new normal recognizes a fiscal reality which means that all of this must be accomplished in an affordable manner. In short, in order to support the new strategic environment, future sustainment will need to be significantly more agile, tailorable, responsive and affordable.

Q: What are Land Systems’ strengths in support and sustainment of DoD? A: General Dynamics Land Systems is well positioned as a global leader in total life cycle management of ground weapons systems. We have established centers of excellence at Joint Base Lewis-McChord, Wash., and Fort Hood, Texas, with several forward operating bases in Southwest Asia providing direct fielding, training, retrofits, supply and maintenance support embedded with brigades and as echelons above corps sup24 | MLF 7.1

port. One of the greatest strengths of our business is the thousands of field service representatives who serve on the frontlines with U.S. troops. Add to this Land Systems’ world-class engineering reach back, and you have a formidable capability ready to support the Army anywhere it goes in the new strategic environment. In the new normal, this global technical reach back will be a desired competency to counter our adversaries’ spiral development capabilities. Our team is currently working to expand Land Systems’ unmatched sustainment services to other platforms for new clients.

Q: Do you have an example of what new sustainment support you could provide in the new normal?

A: We absolutely think we can provide the same world-class, worldwide sustainment support that we are providing for General Dynamics Land Systems platforms to other platforms. We are convinced that we can sustain all of the platforms in the armored brigade bombat team [HBCT]. In fact, we know we can do it. An example is the APS [Army Pre-positioning Stock] 5 in Kuwait. The combat service support for that is in Qatar. We see no reason that we couldn’t take care of the entire HBCT there. Obviously, we already sustain the Abrams, we know MRAP—we can certainly support the others.

Q: What is GD’s involvement with the Enhanced Army Global Logistics Enterprise [EAGLE]?

A: In support of the expanded combat support and sustainment effort, we are part of the

General Dynamics Global Force organization.

Global Force also includes representation from GD Information Technology and GDC4 Systems. We formed Global Force to offer our best of class sustainment support to other clients and to other platforms that we have not done in the past. Global Force just earned a seat at the table with EAGLE. From that seat, we are going to strategically pick those opportunities where we can be of best value to our clients in providing the best logistics and sustainment possible.

Q: What is most important to sustainment customers?

A: In today’s environment, the customer wants the best sustainment for the best value. Now, that may not necessarily mean the absolute cheapest, but the best value. We define best value in the following way: The client gets something that does the intended job completely; the providing partner stands behind that product or service completely, regardless of the situation; the client is fully satisfied; and the product or service is delivered at a reasonable cost.

I think the customer understands our pedigree. Our sustainment professionals in the field have tremendous engineering reach back. We have proved to be very agile and responsive. We have always been a partner with the warfighter wherever they have deployed.

Before I joined Land Systems, I was a civilian advisor in Afghanistan for 18 months.

In that role, I reached back to many in industry for help, and every time I asked for assistance from the leadership at General Dynamics Land Systems, they responded— that’s a personal observation, but it’s important. General Dynamics responded every time that we needed them.

As we move into the new normal of sustainment, you will see GD extend our levels of support to other clients that people might not normally associate with General Dynamics Land Systems. O

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

The Upmost in Reliability.

JLG’s broad range of access equipment delivers the high performance, efficiency and support military and government sectors require.

All products are backed by JLG’s comprehensive Ground Support services – offering the parts, training and service needed to uphold productivity. From facility upkeep to aircraft access and onboard ship maintenance, JLG designs, builds and supports the higher level of equipment project teams can rely on.

JLG is proud to provide flexible GSA and DLA programs to assist in the purchase of equipment. www.jlg.com 877-JLG-LIFT Product Inquiries: governmentsales@jlg.com Parts & Service: militarysupport@jlg.com

RUGGED GOES HAND IN HAND Built to the same exacting rugged specifications as VT Miltope’s larger form factors, the RTHD-2 is an ultra-rugged light-weight handheld computer that delivers shared situational awareness to either the mounted or dismounted war fighter. The RTHD-2 is powered by the TI OMAPTM DM-3730 processor running at up to 1 GHz for improved range, wireless performance, battery life and speed. Its 5.0" sunlight readable touch screen allows for operation in the most extreme environments. Multi-mission functionality in the hands of our Brothers-in-Arms - It’s what you’ve come to expect from VT Miltope’s ultra-rugged HARD WEAR family.

Computers · Handhelds · Disk Drives · Mass Storage · Printers · Network Communication Devices · Product Support for Military & Commercial Applications Made in the USA