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U.S. Army Communications-Electronics Command to balance the risks inherent in managing budget shortfalls by providing a venue for trade-off analysis and risk assessment at the aggregate level, thereby helping to minimize the acute impact of those potential shortages to unit readiness. In short, it helps to ensure that decisions to repair, procure or divest inventory are made with the confidence and consideration of the command at large. Beyond this diligent attention to the 24-month forecasted plans, there are a number of other effective means CECOM has been employing to address the Department of Army’s direction to reduce the standing inventory. On a monthly basis, there are reviews of the supply support activities’ inventory and requirements levels both in the continental United States and as associated with the Southwest Asia drawdown. Quarterly, the command has seen results by identifying excess inventory through the budget strategy and long supply reviews. Through the mechanisms of sales and operations planning, CECOM and AMC have seen the focus of inventory reduction shift from the identification of excess to the identification of requirements. Today, the command strives to identify its stock segmented into bucketed “Years of Supply,” which allows greater flexibility to manage the inventory in light of the Army’s planning assumptions and mission. Currently, CECOM is focused on reducing inventory held above five years of stock on hand, as well as divesting assets or making necessary data quality improvements for those items which have no forecasted demand. The bottom line: Since the inception of sales and operation planning at CECOM in early 2013, the command has been committed to its principles and application. The results have been informed decisions guiding the reduction of on-hand inventory by 25 percent, or $1.1 billion, while maintaining readiness with supply availability that exceeds the Army’s goals. Q: Are you involved in work for the other services? A: We have a great deal of experience working jointly with other services and organizations to provide sustainment support for a variety of systems and equipment. For some systems, such as the Single Channel Ground to Air Radio System, Firefinder radars, the defense satellite communications system, the enhanced position location and reporting system and night vision devices, the Army has been designated as the primary inventory control activity (PICA) as defined under the Joint DoD Materiel Supply Chain Management Regulation. As the PICA, the LRC has the responsibility to procure, stock, store and issue spares to support non-Army user sustainment requirements. The CSLA is a directorate within the LRC that is located at Fort Huachuca, Ariz., and provides life cycle support for the COMSEC commodity. Besides the typical equipment responsibilities that any warfare systems directorate would incur, CSLA is also responsible for the distribution and accountability of cryptographic key used in conjunction with COMSEC equipment. In providing that support, CSLA operates one of two Tier 1 Electronic Key Management Facilities within DoD, with the other being operated by the U.S. Air Force at Lackland Air Force Base, Texas. Through the Tier 1 facility, CSLA provides cryptographic keys not only to Army accounts but those of the three other services. Additionally, CSLA 6 | MLF 9.6 | U.S. Army Communications-Electronics Command

supports other elements within the Executive Branch of the government, such as Homeland Security, the FAA and various Drug Enforcement Agencies, to name a few. Ensuring secure communications on the battlefield and to our key leaders requires that we work the COMSEC issues in a joint environment; CSLA does that on a daily basis. The lightweight counter mortar radar (LCMR) is also utilized by other services. The unique capabilities of the LCMR have been in high demand from customers external to the U.S. Army. This demand has been met by fielding LCMRs to the United States Marine Corps and other coalition partners. These examples show a small picture of how the LRC works with services other than the Army in order to ensure the success of the United States Armed Forces as well as the success of our joint partners. Q: What is the relationship between the LRC and Tobyhanna? A: TYAD is an important component of the defense industrial base, and is organized under the CECOM umbrella as the depotlevel maintenance and repair provider for C4ISR equipment. In addition to maintenance and repair actions, TYAD performs fabrication of parts, testing and asset reclamation. Each year, CECOM’s LRC funds TYAD for these types of maintenance sustainment activities. The LRC has several collaborative efforts with TYAD that work towards program accuracy and schedule conformance. The maintenance analysis review (MAR) and depot workload in process review (DW-IPR) were created as tools to assist customers in managing programs to ensure funding is provided, schedules are aligned and any issues are resolved in a timely manner. The DW-IPR is held quarterly and encompasses all open workload at TYAD for our customers. This promotes open communication that effectively assists in not losing visibility of older requirements. MAR examines depot workload for current year programs only and is an in-depth review of open other managed appropriations and Army Working Capital Fund workload that held on a monthly basis. TYAD has a key role in these reviews providing program updates and participating in open discussions to address and resolve problems collaboratively. Initiated in October 2006, the quarterly TYAD integration partnership identifies issues, evaluates options, develops recommendations, assigns task responsibility, determines the path ahead, facilitates communication to stakeholders and maintains a close and open relationship between the LRC and TYAD. In addition, it establishes a clear process for filtering and elevating issues with a focus on the depot work loading environment. The partnership meetings have nurtured a close relationship between the LRC and TYAD, resulting in collaborative efforts to addressing 65 significant systemic issues/actions, of which 56 have been resolved/closed. Q: Any closing thoughts? A: At the end of the day it comes down to one thing—our people. The people of the LRC never falter in support to our soldiers, sailors, airmen and Marines. They are the best at what they do and I am truly honored to be a part of this great team. O

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