VOLUME 4 ISSUE 2 SEPTEMBER/OCTOBER 2008

Feature: Royal Logistics Corps Update Ammunition Logistics French Army Logistics Transformation

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EDITOR-IN-CHIEF Francis Tusa [email protected] Tel: +44 (0)20 7284 0331 Mob: +44 (0)7710 451283 CONTENTS 5 HOW SAFE NOW? 7 END OF KC-X – FOR NOW AVIATION EDITOR Tim Ripley 8 NEW CHALLENGES AND NEW OPPORTUNITIES [email protected] IN APACHE SUPPORT Tel: +44 (0)1524 383252 MLI’s North American Editor, Scott Gourley, looks at how the ever- Mob: +44 (0)7711 806905 increasing OPTEMPO has put new strains on Apache logistics, causing new solutions to be found.

EUROPE EDITOR 11 RFID TRACKING PUSHES MRAP PRODUCTION Nicholas Fiorenza fi[email protected] 14 BRITISH ARMY LOGISTICS BEDS IN Tel: +32 2 767 64 23 Brigadier Chris Murray CBE ADC, Director of the Royal Logistic Corps keeps MLI up-to-date on how the British Army’s RLC is continuing to adapt under the pressures of operations. 20 TOWARDS NEW LOGISTICS IT NORTH AMERICA EDITOR MLI’s Robbin Laird and Murielle Delaporte, get briefed on the new approach Scott Gourley to logistics IT within the USMC. [email protected] Tel: (707) 822-7204 23 PLANNING FOR AMMUNITION SECURITY MLI looks at the recent contract to ensure military and industrial certainty in the field of ammunition.

SUBSCRIPTIONS MANAGER 26 GETTING MORE BANG Alexandra Miller MLI’s US Editor, Scott Gourley, looks at changes in the production of [email protected] ammunition, Tel: +44 (0)20 7284 0331 a commodity in ever-increasing demand. 29 IN THE EYE OF THE HURRICANE: FRENCH ARMY SUPPORT ON THE MOVE (PART ONE) DESIGNERS MLI’s Murielle Delaporte interviews the Army Chief of Staff’s (EMAT, Bureau Derek Turpin MCO) Colonel Richard Bienfait, and at the Versailles-Satory-based Direction Trevor Turpin in charge of equipment (DCMAT – Direction Centrale des Matériels), with Michael Liu General Jean-Tristan Verna, IGA Jean-Claude Boussiron and Colonel Patrick DL Graphics Limited Hocquart, this first article lays out the main elements of the on-going [email protected] military reforms affecting the French MCO (Maintien en condition Tel: +44 (0)20 7242 3337 opérationnelle) in the light of the publication of the new French White Paper on defence. 35 STRATEGIC AIRLIFT CAPABILITY: VOLUME 4 ISSUE 2 SEPTEMBER/OCTOBER 2008 GETTING THERE ... MLI’s European Editor, Nick Fiorenza looks Military Logistics International at the approaching reality of a NATO Feature: (ISSN). Published biMonthly by strategic airlift capability. Royal Logistics Defence Event Management, Corps Update Southbank House, Black Prince Road, 36 BUILDING ON FLEET COMMONALITY Ammunition Logistics MLI’s Scott Gourley looks at the growing London SE1 7SJ and distributed by US French Army Logistics Transformation benefits to the US Navy of commonality mail agent, Pronto Mailers Association, of weapons systems. 544 Lincoln Blvd., Middlesex, NJ 08846. Subscription price $100.00 per 37 CONTINUINED PROGRESS FOR year. Periodicals Postage Paid at Middlesex, NJ. POSTMASTER: Please NAVAL SUPPORT send address changes to Military MLI’s Scott Gourley looks at continuous Logistics International, 544 Lincoln improvement in US Navy vessel support Blvd., Middlesex, NJ 088462439. MLIon both can coasts. now be viewed on-line at: www.mil-log.com

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any might have focused scope and develop future have relied on commercial their attentions during logistics Information Technology communications systems such as Mthe recent fight between (IT) systems. civilian satellites and even telephone Russian and Georgian forces on networks. The reason for this is that There has been a debate underway such things as the relative weak a) the bandwidth for many logistics for some time about logistics air performance of the former, applications is not readily available on communications and IT systems. At or the air defence tactics of the military satellites as it is eaten up by the heart of it has been the debate latter, and even the raft of errors G3 traffic and, b) how secret does about what type of C3I capability that seem to have occurred on logistics information need to be? both sides. For many, some of logisticians actually require. To date, the Russian decision making logisticians have almost entirely been The second point has been, would have led to a belief that ignored, or overlooked as armed perhaps, the most relevant to date. Russia is in no state to forces discuss and formulate their C3I After all, even if the Iraqi Army “challenge” western states, no plans, with the attention being placed under Saddam Hussein had been able matter how belligerent the noises on “sexier” frontline command to intercept Allied communications from Moscow were. But those networks devoted to the teeth arms. traffic from Kuwait in 2002-3, and pick up lightly encrypted logistics concerned with logistics really At best, most C3I enhancements data, would it have given them any should look at another feature of have tended to have logistics advantage or battle-winning the short conflict: the cyber applications and communications intelligence? Unlikely. And were the attacks waged against a wide capabilities as an add-on, and often, Taliban able to intercept a series of range of Georgian ministries plans have tended to put logistics NATO stock numbers or requisitions, industries and facilities which units towards the end of any delivery hit around a week before the would this necessarily provide them schedule, or sometimes, logistics C3I shooting war began. Attention with an edge against Allied forces in is displayed as an aspiration. has to be focussed onto these Afghanistan? Again, it would seem to cyber attacks as there could be a In the meantime, a good many have little chance of affecting their major impact on how militaries logistics communications networks general chances and options.

5 MILITARY LOGISTICS INTERNATIONAL warfare operation could do to Savi vulnerable logistics and support communications. Arguably one of the worst case situations would be for an adversary to be able to intercept logistics data, alter it subtly, and then allow it to be transmitted onwards, with sender and recipient none the wiser. Think about the situation whereby a requisition for, say, Apache helicopter spare parts gets subtly altered so that instead, the stock number refers to truck wheel nuts. Without careful reconciliation of the demand and the stock numbers, as well as possibly a double checking by the sender of what they actually asked for, there is room for immense confusion. As ever, this is a sign of the joys of asymmetric warfare: someone with relatively simple computers and connections could well have the ability to cause huge problems to their adversary. And the knock on effect is that a growing awareness of the potential capabilities of cyber warfare should – and note the conditional tense – mean that western nations look to harden their logistics C3I means faster rather than slower. But will the funds be found at a time when the emphasis on “current To put it mildly, the overwhelming systems. Although official statements operations” means that the emphasis majority of logistics/support rarely point the finger of blame is on items deemed to be far more communications traffic is at one level directly at the People’s Liberation important, especially force protection remarkably mundane. It is only Army or the Chinese government, ones? Because there is the emphasis information such as Combat Logistic private statements tend to say that it is on current operation, and because Patrol routes, timings, drop off believed that agencies such as these there is no evident cyber threat to points, and that level of tactical and are behind the growth of concerted NATO nations’ that is critical, it operational information that would be and regular cyber hacks on western would seem unlikely that for the time of any real use to an enemy able to computer systems. being, the lowly topic of logistics IT intercept lightly or un-encrypted will receive the attention that it So what? How does this affect communications. deserves. Pressured budgets will logistics IT, so often run on lightly bulge and squeeze elsewhere, but But this analysis only concerns, so encrypted networks, or even unless there is evidence to the positive far, relatively weak armed forces such unencrypted ones? Well, the scale of that this area requires immediate as the Saddam-era Iraqi army, or the the threat that the Chinese and attention, then it is likely to languish, Taliban. It does not address the Russian hacking poses is way in excess unloved, in the background. situation seen recently in the Georgia, of what is presented by a lower tech nor various other incidents over the adversary. For a start, with reports of But MLI will keep an eye resolutely past few years. highly organised cyber warfare units, fixed on this area in the future. If we even lowly NATO stock number data learn anything from history, it is that One should not forget that in 2007, could be used to create a useable battle many, if not most threats were readily Estonia was the object of a massive picture, with ideas about stock levels identifiable some time before they cyber attack from “forces unknown”, and equipment use rates and so forth. actually come to pass, and it is also but widely suspected to have been Perhaps not quite as sexy as hacking those in the least likely areas that can linked with Russian government the battle orders for an American task have the most effect. Logistics C3I elements. And also last year, France, force, but still something. bears all the hallmarks of an academic Australia, and New Zealand all also exercise which seems to be of less suffered concerted cyber attacks on And let one think a little bit further importance, but which could well end government and industrial computer about what a highly organised cyber up a significant Achilles Heel.

SEPTEMBER/OCTOBER 2008 6 END OF KC-X – FOR NOW

n 10 September 2008 the FY09 funding for the tanker program “The Air Force continues to tell U.S. Department of and plans to continue funding the KC-X Congress that it needs to recapitalize its ODefense notified program in the FY10 to FY15 budget airborne tanker inventory because of the Congress and the two competing presently under review.” age of the current fleet and budget contractors – Boeing and constraints that limit the annual The termination announcement Northrop Grumman – that it was procurement numbers,” he added. “This follows months of political criticism terminating the current process has gone on for seven years and it competition for a U.S. Air Force over DoD’s handling of the KC-X program. For example, during 10 July appears will go on for at least another year, “KC-X” airborne tanker but we need to move forward to replace the replacement. 2008 hearings on the tanker program, House Armed Services Committee venerable Air Force KC-135 tanker.” According to the DoD Air and Land Forces Subcommittee U.S. Rep. Duncan Hunter announcement, “Secretary Gates, in Chairman Neil Abercrombie (D – (R-California), Ranking Republican on consultation with senior Defense and Air Hawaii) observed, “We had been the House Armed Services Committee, Force officials, has determined that the assured by the most senior Office of the The decision by the Secretary of solicitation and award cannot be Secretary of Defense and Air Force echoed, “ accomplished by January. Rather than acquisition officials that the tanker Defense to cancel the current KC-X hand the next Administration an source selection was handled fairly, tanker program is a win for America’s incomplete and possibly contested openly, and ‘well executed’. That does taxpayers. I’ve long had concerns process, Secretary Gates decided that not appear to have been the case, regarding the process used to develop the the best course of action is to provide the resulting in huge expense to the requirements for the tanker program”. next Administration with full flexibility taxpayers, endless delays, and personnel “Warfighter requirements are the regarding the requirements, evaluation flying very old tanker aircraft that have foundation of any acquisition program,” criteria and the appropriate allocation of become increasingly expensive to he said. “If the requirements aren’t defense budget to this mission”. maintain.” clearly defined, you can’t have an Secretary Gates stated, “Over the “It is not an infrequent occurrence that objective competition and the result is an past seven years the process has become we read about tanker aircraft endless cycle of protests. It’s for that experiencing in-flight emergencies and enormously complex and emotional – in very reason that I included a provision having to abort their missions for no small part because of mistakes and in the 2009 defense authorization bill emergency landings -- the most recent missteps along the way by the that would require the Secretary of the ones being in Afghanistan two weeks ago Department of Defense. It is my and at the former Pease Air Force Base in Air Force to explain to Congress exactly judgment that in the time remaining to New Hampshire, last week. These how the requirements for the tanker were us, we can no longer complete a tankers are old and getting older. We have established. Unclear requirements in an competition that would be viewed as fair little experience with flying 45 year old acquisition program make it impossible and objective in this highly charged aircraft and no experience flying 70 to 80 to objectively evaluate any competitor— environment. The resulting ‘cooling off’ year old aircraft, which our constituents making it impossible to ensure the best period will allow the next are going to have to do,” he said. capability for the warfighter and deliver Administration to review objectively the the best value for the taxpayer.” military requirements and craft a new Coming just two months before acquisition strategy for the KC-X”. U.S. national elections, the DoD Hunter continued, “Instead of termination announcement drew continuing to pursue a flawed process In making the decision, immediate comments from both sides based on subjective criteria, the Air Department of Defense repre- of the political aisle. sentatives, “concluded that the current Force can now focus on a new acquisition program based on objective requirements. KC-135 fleet can be adequately House Armed Services Committee maintained to satisfy Air Force missions Chairman Ike Skelton (D-Missouri) There is no doubt that the Air Force and for the near future. Sufficient funds will stated, “I appreciate the Secretary of our military personnel need new aerial be recommended in the FY09 and follow- Defense's efforts to use a cooling off period refueling tankers. We must expeditiously on budgets to maintain the KC-135 at to ensure the tanker competition proceeds move to field this critical capability. I high-mission capable rates. In addition, in a fair and competitive way. I will urge look forward to hearing more from the the Department will recommend to the the new administration to put this program Air Force about how it intends to Congress the disposition of the pending at the top of its acquisition agenda”. proceed”.

7 MILITARY LOGISTICS INTERNATIONAL NEW CHALLENGES AND NEW OPPORTUNITIES IN APACHE SUPPORT MLI’s North American Editor, Scott Gourley, looks at how the ever-increasing OPTEMPO has put new strains on Apache logistics, causing new solutions to be found. oting that the U.S. services and in support of the aircraft stretching from “traditional organic Army’s AH-64 series and other Boeing products.” support” to more recent experiences Apache helicopters, “are with “performance based support.” N The Support Systems portfolio of flying three, four, and five times their normal OPTEMPO operations includes: “Traditional support is transactions [operational tempo],” Tim • International; and spares that you’ve seen for years Sassenrath, director of Apache and years,” he says. “And we still do attack helicopter worldwide • Training Systems and Services that when we have customers where support within the Support (including simulators, other that is the level of support that they Systems business unit of Boeing training devices, and actual training want. There are customers where Integrated Defense Systems, for the platforms); that’s the right thing for them. You recently provided an update on • Maintenance Modifications and have to look at each case and design the accomplishments and Upgrades (primarily U.S. Air the best kind of support program for challenges facing the company’s Force); that particular customer.” Apache support activities. • and Integrated Logistics. He continues, “Then, as you move Sassenrath, who noted that he up the spectrum, you go into recently joined Boeing after 26 years as Noting that Integrated Logistics component PBLs [performance based a self-described “Aviation Logistician comprises the majority of the logistics] and support PBLs. You’ll have and test pilot for many of these complete portfolio, he explains, a PBL where you may have a metric for aircraft, including other brands,” adds, “Basically that includes all ‘after performance along the lines of: ‘X’ “I will tell you that it is a pleasure to be market’ support, parts, processes, number/availability on the shelf or so in Support Systems, where we are tools, some training, and engineering many hours of specific parts. And then supporting soldiers and making things support to support the fleet that’s out you move to the far end of the happen out there. 26 years is a long there fighting the war”. spectrum, where you have total system leaving time and I felt a little bit guilty [ Sassenrath then shifted the PBL, not unlike the TLCS [Through service ] while we were still at war but I overview to a “spectrum of support” Life Customer Support] for Chinook realize that I am still part of a within Army Integrated Logistics, that the United Kingdom has. significant contribution to that effort”. He offered an overview of the Support Systems business, highlighting its status as, “a very large piece of Boeing Integrated Defense Systems.” The status was further quantified as 16,000 employees at ten major sites and 170 locations US DoD – Sgt Brendon Little worldwide. In addition to the United States, Boeing Support Systems operations can be found in Afghanistan, Canada, Egypt, Germany, Finland, Iraq, Israel, Italy, Japan, Korea, Kuwait, Malaysia, Netherlands, Spain, Switzerland, Taiwan, United Kingdom, and United Arab Emirates. “We’re located all over the world,” he says. “Basically we take care of everything ‘after market,’ both in

SEPTEMBER/OCTOBER 2008 8 “And what we’re finding in doing the business case is that the performance based support is a win/win for both Boeing and for the government. From the government’s perspective, they’re getting the readiness that they’re looking for. And

from Boeing’s perspective, we are US DoD – 2nd Lt Daniel McGurk incentivized to give them the best performance. So, at the end of the day, most of the business cases are showing that a PBL, or a mixture, depending on the needs of that particular customer, is the best way forward,” he says. Running parallel with the spectrum of support was a subset spectrum of risk, in which traditional organic support featured increasing government risk, with that risk shifting to the contractor as program moved toward performance based support. “Basically we’re taking the risk in the parts, as opposed to the government taking the risks,” he notes. Sassenrath followed the background foundation with specifics on past, present, and future company activities surrounding Boeing’s logistics support for U.S. Army Apaches. The first step in the company’s “Apache PBL Roadmap” was the company’s Contractor Logistics Support (CLS) contract, which addressed 1400 AH-64D unique supply support items with a resulting availability rate of approximately 92%. “The truth is that we have been ‘hard to get’ parts. Those were the ones will only be driven by a win/win doing this for a long time with that were causing readiness issues. So, business case for both the government Apache,” he observes. “We had a CLS we concentrated on those specific parts and the company, Sassenrath adds, contract, which is a ‘PBL-esque’ type in the PBL. They are hard to get so, “We put things onto this PBL based contract – although not called PBL. they get moved around very quickly on what the Army needs, where they And we’ve been doing this for over 12 and we have total asset visibility as to need a better readiness rate, and where years and had a very, very good [supply where those parts are. They may not be we’re going to make some money.” availability] rate. We just went to a sitting on the shelf in Taji [Iraq], but ‘true PBL’ with a performance metric we know exactly where they are, and we “So the next stage will be a ‘D- under it last year. We have been can get in there within 24 hours, based unique’ extension and growth to ‘A/D maintaining well above our 85% on the limited number of assets that are common’ parts. So there are some baseline requirement – 85% on the out there in the world.” things that may not be ‘D’ specific, but shelf within 24 hours and then are specific to both the original “A’ getting it there. In fact, for the last The U.S. Government Apache airframe and ‘D’ airframe that are three months, we’ve been at 93%.” Phase I PBL award calls for 85%t readiness drivers. So some of those supply availability, financial incentives items are going to start migrating into The “true PBL” noted by Sassenrath (both plus and minus) for certain this logistics support based on was awarded 21 December 2006. metric achievement, and pre- readiness and not based on whether it’s established over and above “What we found with the 1400 a ‘D-unique’ item or not,” he says. procedures. In addition, it continues [Longbow AH-64D-unique] parts to add both “D-unique” and “A/D- The projected award date for that covered by CLS was that not all of common” parts currently managed by PBL phase II extension is November those parts were readiness drivers,” he Defense Logistics Agency. 2009. says. “Some of those were not too hard to get. The real items that were Emphasizing that future movement “And then, beyond 2010 or readiness drivers were 344 parts, the along the Apache logistics roadmap whenever it makes sense to do it, we

9 MILITARY LOGISTICS INTERNATIONAL US DoD – 1st Sgt Derek Likes

go to the far end of the spectrum “For example, we’re looking at number of things on the shelf,” he where we could assume total aircraft Netherlands right now, and looking at notes. “We’re being paid to say, if you readiness responsibilities,” he says. how we could do a PBL where they’ve need them, we can provide them. So if “But we walk into that with both eyes got Apache and Chinook. You’ve got a we can make that part last twice as open while teaming with the U.S. ‘window’ with a guy there that makes long, we don’t need to have as many Government to make sure that we’re sure they have their parts and brings parts, we don’t need to pay as much doing the right thing.” those parts in and out. So, if there is shipping, in fact we don’t need to pay “So I’d have to say that the key to some synergy that I can get from both a whole lot of things. The real metric PBL success is not doing PBL for Chinook and Apache there, then maybe is that we are incentivized to make PBL-sake, but looking to what the we could make it cheaper for them. sure that each of those parts is as customer needs and determining if And we look at those kinds of things all reliable as possible. Because we’re not there is a better way to give it to the time; storage, warehousing, any of selling numbers of parts: we are them,” he explains. those kinds of things,” he says. selling availability.” Elaborating on the logistics approach “Most of the customers that are He acknowledged that one being taken, he continues, “Basically, emerging that you may have heard consequence of this reality is enhanced we sit down with the customer and ask, about are very interested in PBL,” he value of longer term PBLs, where ‘What things are causing you issues? adds. “When they do a comparison of companies will be willing to invest their What things are you having problems the costs of Boeing holding own money in improving component with? Can we put those under a PBL equipment and parts, versus the costs reliability during the early years of the and how can we do that?’ And what to a country with a very small fleet, contract and then enjoy the financial we’re finding is really that the U.S. and somebody can guarantee them benefits of those investments in the Government has a pretty significant that they will have those parts when later years of the award. they need them, it’s very attractive infrastructure for supply. So there are Returning to the realities of the and a lot less money for them. some things where they are in pretty current OPTEMPO facing U.S. Army Because there are a lot of holding good shape. But we’re working on those Apaches, Sassenrath concluded with a costs for having those parts. There are things where they may not be in good brief highlight of the U.S. Army’s 4th also obsolescence issues. If they shape, and might need a little help Squadron, 3rd Armored Cavalry happen to be in a salt water with. What we’re finding in the Regiment. With 24 AH-64Ds based at environment they have issues with international arena is that a lot of Taji, Iraq, the squadron had been flying corrosion. With all of those kinds of countries don’t have the same kind of six Apaches at a time over Sadr City on things, PBL takes the risk off the infrastructure. So a PBL from right off a 24 hour a day basis. The activity customer and puts it on us.” the starting blocks might look very equated to five times the “normal” attractive to some of them because it One of the key underlying metrics tempo for those aircraft. solves a lot of problems that they don’t spotlighted by Sassenrath concerned “It’s incredible, he observes. have infrastructure for. They say, increasing the reliability of “Keeping them operational, keeping ‘That’s great. I contract for this at this component parts. price, because I don’t have a bunch of them mission ready is what Support people who are already doing that job.’ “We’re not necessarily getting paid, Systems is all about. This is an So this is a bit of an evolution.” under the 95% metric, to have ‘X’ exciting time for us.”

SEPTEMBER/OCTOBER 2008 10 RFID TRACKING PUSHES MRAP PRODUCTION by Scott R. Gourley.

hereNet Corporation, customer opportunity,” explains that it will tell you where things are a Zebra Technologies Jason Rushton, System Architect down to about a parking slot, out of Wcompany, recently for Aerospace and Defense, Zebra 1000 feet. So the idea is that, if announced that Navistar Enterprise Solutions. “So I was the you’ve got hundreds of vehicles, all Defense has implemented its guy, when Navistar said they had a painted desert tan, and you need to WhereNet active RFID, real- work-in-process tracking challenge, find three of them in the lot because time locating system to who reached into our case histories they are the ones that need to have a automate work-in-process and saw what we had done before specific electrical modification tracking at its West Point, that was similar. Then I helped lay installed, then you can go find those Mississippi, manufacturing out the most cost effective way to three vehicles pretty quickly.” facility. The RFID system helps solve their problem.” reduce production costs and “And that’s pretty much how accelerate delivery of the According to Rushton, the we’re used in places like Navistar, MaxxPro™ MRAP vehicles for WhereNet RFID system “supports where people have a lot of things the Department of Defense. an ISO Standard real-time location that look similar,” he adds. system that primarily works in the “I work with the sales team to 2.4 GHz range with about 1000 foot “After a thorough evaluation of design and organize systems for read range. It’s a little bit unique in solutions providers, we selected

1 1 MILITARY LOGISTICS INTERNATIONAL WhereNet because its real-time MRAP chassis at the beginning of four square miles – for multiple visibility solution has a proven track the armor-plating process; and things: for flightline tracking, for record of reducing costs, improving WherePort™ magnetic “exciters” computer equipment tracking; for quality, and expediting production that trigger the transmitters to emit a overhaul and repair tracking,” he says. in industrial manufacturing signal when entering or leaving a environments,” says Rex Baldwin, specific work cell, enabling the system The system is also employed at IT project lead for Navistar to automatically record such Tobyhanna Army Depot to reduce Defense. “Among all of its other information as arrival, dwell, and inventory, lower operating costs, and benefits, the system’s impact on departure time without any improve operations. reducing cycle time aligns perfectly human intervention. with our ultimate goal of rapidly In terms of time savings for the delivering MRAP vehicles to the Active tags can be set by the user MRAP production process, Rushton U.S. military to protect our troops to go off every few seconds or every observes, “I believe they originally in harm’s way.” few minutes, with the default said that it would take about two setting at four minutes. hours before their morning standup The WhereNet Visibility Soft- Consequently, the WherePort™ meeting to get an estimate on where ware Suite (VSS) provides constant “exciters” can be used to force the things were, work-in-process wise. visibility for each tagged vehicle, tag to blink if it happens to be So that two hours goes away enabling Navistar to track and “asleep” between its four minute completely and, instead of having a manage the manufacturing of every interval. once a day snapshot of production, MRAP vehicle as it passes they have an accurate snapshot through the assembly, paint, testing, “The ISO standard that we continuously that is available to adjustment, and inspection support was specifically designed to anybody.” processes. After the on-site Defense locate,” Rushton continues. “So it Department officials perform the gives you long range, good accuracy, “We certainly think there is a final testing on each finished MRAP and non-interference with other tremendous potential for site-to-site vehicle, the WhereTag transmitters systems. So what that does for a user and extended supply chain are removed, and the vehicles are is, again, if you want to cover a visibility,” he added. “And some loaded onto flatbed trailers for couple of hundred acres, and you folks are starting to look at that, final delivery. were trying to do it with a because within the site, and again technology that has lower range, you this is a relatively small site, we have Rushton noted that the RFID would have to put up a tremendous larger sites that cover square miles installation process began at the amount of infrastructure. The and multiple buildings, the real Navistar manufacturing plant physical installation costs would be process delays are the latency in the around the end of 2007, and was cost-prohibitive. The other thing is handoffs between organizations completed in January of this year. that there are some other systems internally. And some of these out there, like the WiFi locate, that “We’ve done a lot of imple- extended manufacturing or overhaul are kind of good enough for finding chains are also very time consuming. mentations and a lot of third parties office equipment in a hospital. But if have implemented our stuff. It’s If people ship something, and it gets you need to get down to work cell sent to the other site it may show up never a ‘science project.’ It’s just visibility on a manufacturing line, or pretty straightforward engineering on site but it isn’t properly parking slot visibility for a parking receipted. So something can sit in work,” he says. Describing the place, 30 feet is not good enough. So the yard waiting to begin processing installation as a “closed loop that’s where our 10 foot locate and for a day or two before they realize system,” Rushton said that the ISO standard is useful.” RFID tags are applied to the basic that it got there. So what we see, chassis when they arrive on site and Asked about other current defense again, because it is an ISO standard, stay on that chassis until they are applications for the WhereNet is that we are starting to get not only removed just prior to DD250 technology, Rushton selected his the government but also the government acceptance/delivery to words carefully, noting, “We are manufacturing community to realize the customer. implemented with several other the benefits. I think the next step is defense manufacturers and that we will see the technology The system spans more than one government agencies.” expand to the entire re- million square feet indoors and manufacturing supply chain and the outdoors, and consists of a local “The ‘other largest MRAP extended delivery chain for infrastructure of five wireless producer’ is also a customer. In the manufacturing.” WhereLAN™ location sensors and aerospace world, there are a couple of 13 WhereLAN locating access points manufacturers using us to build He concludes, “What we would that can be used for determining the airplanes and airplane components. In really like to see is things getting location of assets as well as Wi-Fi the Air Force, their overhaul facilities, tagged when they come off the mobile data communication; 400 the Air Logistics Centers, have battlefield for retrograde, and from active RFID WhereTag™ ‘installs’. Robbins Air Force Base is a that point accelerate the retrograde transmitters that are attached to very large ‘install’ – they cover about process.”

SEPTEMBER/OCTOBER 2008 12 FOCUSED LOGISTICS CONFERENCE THE NE SHEPHARD W NAME FOR

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Keynote Address: The Right Honourable Baroness Ann Taylor Minister for Defence Equipment and Support, Ministry of Defence

Presided over by: General Sir Kevin O’Donoghue KCB CBE SUPPORTING OPERATIONS NOW Chief of Defence Materiel Defence Equipment and Support AND IN THE FUTURE

Conference & Exhibition 13 - 14 October 2008 Central Hall, London

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For more information visit www.shephard.co.uk/events BRITISH ARMY LOGISTICS BEDS IN

Brigadier Chris Murray CBE ADC, Director of the Royal Logistic Corps keeps MLI up-to-date on how the British Army’s RLC is continuing to adapt under the pressures of operations.

rig Murray is bullish about availability rates does a supermarket But he does add a slight rider: “One how the RLC has been like Asda get? About 98%. So even if of the issues for the Corps is that Bdoing on operations over you know all of that detail, and have anything that doesn’t go well, and the past few years. “Some people that degree of certainty, you can still which has the word ‘logistics’ in it seem surprised that logistics ‘only’ get 98% success rate.” automatically becomes your fault. It is doesn’t go perfectly”, he says. “I pretty easy to become associated with have to say that I am surprised Brig Murray goes on to contrast this failures of the supply chain even if it that they are surprised. I’d with the situation that faces the RLC in is absolutely nothing to do with you”. actually say that we do pretty Iraq and Afghanistan. “For Operation well.” This comment is not based Herrick [the British operational name for STEADY CHANGE the deployment Helmand province], on any degree of complacency: Brig Murray goes on to talk in wider far from it. He outlines further there’s a 5000km air bridge: you have to terms about the scope of changes in why he has this view of remember that it costs 45 times to fly the operational outlook of the RLC. operational life: equipment than to send it by sea”, he goes on, “By sea and land, even if “In the Cold War, we knew what we “Military logistics differs from the everything goes well, then it’s still a had to do, and there was the front line, logistics practised by Asda [a UK 35–40 day process to get stores and and then rear areas. It was all about supermarket chain]. When Asda supplies to bases in Afghanistan. So delivering stores in bulk to pre- managers wake up in the morning, you really need to be timely in any determined areas. The Balkans in the they know that the 347 stores will still demands that you make for spare parts. mid-late 1990s changed our be in the same place they were when And this is before you take the weather perceptions a little, but not that they closed the previous night. The or the terrain into account.” much”, he outlines. “But the scope of 27 regional distribution centres are the threats that we’ve faced in both also unlikely to have shifted their It is on this basis that he feels that Iraq and then Afghanistan has really location. And the managers actually while not perfect, the RLC has caused us to change.” know lots about their customers managed to overcome a major number He concentrates on one area which through loyalty cards and the like. of operational obstacles to become a he sees as crucial to the changes in the And they also know about seasonal far more respected outfit. “Our RLC: force protection. variations in foods, what people tend biggest fans are G3 combat to buy at different times of year. And commanders”, he says. “They are “Fighting logistics through has they also have a good sight of things really happy to queue up and tell me become a strapline – it’s the ethos of such as the weather over the next what we are doing for them. There’s the Corps at the moment”, he says. few weeks, as well as things such as now a generation of commanders who “At the business end of logistics, force traffic patterns. And what on-shelf ‘get’ what we do for them.” protection has become a real issue.

SEPTEMBER/OCTOBER 2008 14 Everyone now ‘gets’ force protection raised as a real concern, so it is evident young RLC officer running a CLP, for logisticians.” that progress has been made. integrating Attack Helicopters as top cover, fast jet and artillery on call, as “More often than not, force He also adds on the topic of force well as the ground force protection.” protection is now provided by RLC protection in the field, “The Corps personnel, rather than from other has become very ‘air aware’. The use But there is a major issue to always units”, he continues. “We tend to take of Support Helicopters (SH) to keep in commanders’ minds: “We a troop from a regiment, and train deliver logistics is of great importance must never forget that the entire them up as a force protection troop. in theatres such as Iraq and purpose of a CLP is actually to It’s comforting for the rest of the Afghanistan, and we see air delivery as resupply units.” soldiers in a Combat Logistics Patrol growing in importance. If you can The increased risks to CLPs means (CLP) to know that it’s their mates deliver 14 1-tonne containers within a that they have taken on a far more providing force protection.” In the circle of 400m, this is a very good way warlike appearance and approach than past, even early on in the deployments of beating some force protection would have been the case a decade to Iraq and Afghanistan, force issues.” A recent British government ago. Brig Murray explains that they protection was provided by sub units report highlighted the fact that RAF are now planned much as an offensive from other infantry or cavalry units. C-130 Hercules’ were now dropping operation would be. No longer do on average some 123 tonnes of stores people load up a few trucks, and drive “Dismounted close combat is also a per month in Afghanistan, compared off to deliver supplies. “Nowadays, real part of our business now, in a way with around 20 per month in 2006, CLPs are deliberate operations, and that it never used to be”, he explains and this was likely to rise. they can go up to brigade-sized, and further. “You used to have a couple of are often multinational”, he says. guys poking up through the cupola of a But the mission to fight logistics truck with a light machine gun, but this through brings new demands on RLC The size of CLPs is partly a result has really changed.” This has involved personnel: “The word ‘convoy’ of the realisation that with a relatively far more training in what might be doesn’t do it any more. Everyone has a permanent threat to each and every termed “standard” infantry skills. picture of what a convoy looks like – CLP, if you are going to go to the When MLI interviewed Brig Murray’s it’s nothing like what we are doing on trouble of planning such an operation, predecessor as Director of the RLC, operations. It’s a totally different type you might as well make it a large one. Brigadier Geoff Little, the lack of of operation nowadays in Afghanistan Brig Murray describes one such resources for this form of training was – it’s all arms operations. You get a CLP, Operation Lava, in December 2007, which saw 85 vehicles in the CLP, DRLC covering a distance of 8 km. “This type of move provides some special command and control problems, as well as force protection ones”, he adds. The level of threat is well shown by the fact that in 2007 and 2008, over a third of CLPs encountered significant enemy action, a figure which would have been unthinkable a decade ago. But Brig Murray, despite the increasingly warlike nature of operational logistics - “We talk about fighting logistics through” – does add a significant rider to this: “We might go out of a base loaded for bear, but that doesn’t mean that we go looking for trouble. We use intelligence No longer “convoy”, but “Combat Logistics Patrol”. In Afghanistan, CLPs can extend for tens of miles, and can be made to get a handle on the up of dozens of different vehicles. threats, and if that means

1 5 MILITARY LOGISTICS INTERNATIONAL that we take a 30km detour to avoid it, were made: some strange bolt-on bits of stores loaded onto flatracks or into then we’ll drive the extra distance.” of armour lashed up with wire. Then rack-mounted containers) is at the end we got better seats, weapons mounts of its weight budget, and cannot be He also adds an extra concern, that and other equipment. fitted with the type of protection the new concentration on areas such as systems that are deemed necessary. close combat might impact on other “Even five years ago, when we were skill areas: “But we need to make sure starting Telic 1 [the 2003 invasion of While a longer term solution is being that we get the balance right between Iraq], if you’d told me that in five worked out to cope with the probable dismounted close combat and our years time, every logistics vehicle early retirement of DROPS in combat logistics trade excellence. There’s no would be fitted for armour, I’m not areas, Brig Murray explains that point in having great specialists who sure that I’d have believed you.” around 100 MAN 8x8 trucks will be fitted with a DROPS-style container might not survive to do their job. But He goes on to describe the new handling system so as to provide the then, even if the guy has to be a MAN Support Vehicle that is being sort of capability that DROPS has fighting soldier, the fuel operator has procured for the British Army, but provided so well up to now. got to be a ninja at delivering fuel, the which will be the backbone of the DROPS driver must be an expert at RLC’s transport capabilities. Brig But it isn’t simply the trucks that dropping those flatracks.” Murray sees the MAN vehicle as have seen improvements. The RLC NEW KIT FOR providing the capabilities needed, and now operate the sort of equipment NEW ROLES with the growth potential necessary, types which once they could only have especially for armour and other wished for. For Force Protection of Arguably the biggest change to the protection measures. CLPs, the “wagon of choice” is the “look” of the RLC has been the 6x6 Force Protection Mastiff: “I spoke “You buy the truck for e160,000, arrival of what might be described as to one of our drivers who was in a but it’s a similar amount of money a raft of new equipment to allow it to Mastiff when it was hit by an IED. He that you then need to spend for cope with the operational pressures. said, ‘I knew something had happened UORs”, he says, adding that one of boss, because there was quite a lot of Brig Murray explains how a hand- the biggest problems facing the RLC, dust in the cab”, Brig Murray relates a to-mouth approach to equipping the and thus the British Army, is that tale from a surviving Mastiff crew. RLC with the equipment they need the ubiquitous DROPS truck has become far more formalised, with (Demountable Rack Offload and Pick- And for other elements of Force better results: “Some pretty ad hoc up System: a truck mounted system protection, the RLC FP troops also solutions to improve force protection that allows rapid unloading or loading have access to the lighter Force DRLC

Over a third of all Combat Logistics Patrols are attacked by one means or another. CLP commanders, often junior Royal Logistics Corps officers, now have to be able to manage fast air and attack helicopter support, as well as the ground forces

SEPTEMBER/OCTOBER 2008 16 Protection 4x4 Ridgeback could be said to be driving MRAP, and the highly the RLC against the wider mobile off-road weapons trend of “leaning” of the platform, the Jackal. logistics supply chain, getting rid of stock. Brig And on top of these Murray has very firm views vehicles have arrived a major about what “lean” means, scaling of weapons to use and where it is applicable, with the vehicles, as well as a and where it isn’t: better supply of radios – the RLC had been very low “Lean has gripped down the list for secure everyone’s attention for communications originally – some time. We like bits of as well as night vision lean – it’s about pulling goggles to allow night CLPs. waste out, and there are frequently times and places STOCK v where you can see genuine LEAN: waste”, he outlines. “But NO CONTEST you have to remember: lean Operations, especially in is only a technique to drive Afghanistan, are causing out waste. Lean books say lessons to be learned quickly, that transport is waste, and and then implemented. One stock is unnecessary. But for such, and one which MLI us, transport is natural, and has come across from a stock is our life blood. The variety of sources over the last time I looked, past couple of years, is the ‘flexibility’ and ‘agility’ are balance between holding too principles of logistics – much stock, and not enough. ‘lean’ isn’t.” “Part of what we are Brig Murray finishes his asked to do is to go from the discourse on operational experience about stock levels Cold War days, where we An example of the appliqué armour pack fitted onto the newly arrived MAN had predictability and Support Vehicle. The cab has in-built protection, augmented under Project and agility by saying, “If you volume, to a state where we Citadel by additional armour slabs and bar armour. really want to ensure want velocity rather than logistics, you need to make stockholding”, Brig Murray says. supplies up to a point in the notional sure that it gets to you via a guy in a “But I think that we have learned that rear area of a battlegroup, where it green suit. You’d better make sure that ‘Just In Time’ tends to means just too would be picked up by that unit’s own you have a ‘Plan B’.” little and just too late.” trucks and distribution network. Quite early on in the southern C4I: THE “Some of the Lines of Afghanistan deployment, it became LONGEST POLE IN Communication can be fragile, so we obvious that the 1st line transport and THE TENT have to hold quite a lot of 2nd line distribution capabilities were not as Brig Murray, while happy about the stock”, he continues. “And for safety well adapted to the task as would have state of play of the RLC’s physical sake, we have to keep quite a lot of 2nd been desired. line stock up at the 1st line. We can’t equipment, has concerns about what always guarantee to deliver effectively Brig Murray provides one it is that holds the Corps back from in a timely manner.” The terrain, particular example of the RLC’s progressing: “What stops the RLC distances, and weather can all conspire regiments “beefing up” combat from being better? Logistics C4I and to limit delivery options, driving battlegroups on operations. “We’ve data connectivity, the right people to deliver more stock to been detaching Close Support bandwidth. I have no doubt about this deployed units than might have been Tankers [a new Oshkosh fuel tanker in my mind.” the case planned for in peacetime. which can carry up to 20,000 litres of “There is only one thing that will fuel or 18,000 litres of water] up to the revolutionise British military logistics. “We are doing a little bit more 1st first line because their tankers, the It isn’t airships, it isn’t spaceships: it’s line work than we were organised and Unit Bulk Refuelling Equipment is the application of commercial IT structured for”, he explains. “The old, un-manoeuvrable and unreliable. systems that allow the rapid sharing of CLPs go right up to the bases, so they And while it is there, the CST can also are really doing the 1st line piece. And data. With good logistics IT, you get act as a recovery vehicle for the lighter as we see it, the 1st line is happy for us better logistics decision making. Support Vehicle trucks if needs be.” to do the job.” Under the Commanders can than calculate “traditional” combat supply/support Much of these operational military risk better. If we get the right system, the RLC would have taken experiences mean that experience improvements to logistics IT, we can

1 7 MILITARY LOGISTICS INTERNATIONAL go from doing things better to doing

DRLC better things.” There have been some improvements to logistics C4I so far: “Bowman [the tactical communications system] has largely been done now, so we have the tactical communications piece right. And as the brigades get upgrades to Bowman, so do we, so that’s no problem”. Brig Murray goes on, “But at a higher level, logistics C4I has been the problem area for a number of years. One reason why Mr Asda is quite good at his job is that he has a serious IT system so that he can get global inventory control. In comparison, today, if we issue something, then we assume it has been consumed, but we don’t know what has happened to it”. He acknowledges that there are some advances on the way: “We have Armour packs are now standard – a return to the days of “light scaled” vehicles is not seen as likely, ever. some systems coming over the STRUCTURAL CHANGES Sometimes, there seems to be a never-ending process of change in the British Army, and this is partly true when looking at the RLC. The 2004 Future Army Structure (FAS) outlined some major changes in the organization of the British Army, and the re-organization process is still underway. Brig Murray outlines where things are as a result of FAS: “The big idea for FAS was the Logistic Support Regiment. Getting the support to the manoeuvre brigades right was the drive. We now have one LSR for each brigade.” This involved the creation of some new units, bringing together some new capabilities for brigade support. Brig Murray outlines how the LSRs are more “multirole” in their capabilities and outlook. “The RLC also saw a slight rise in personnel numbers as a result of FAS”, Brig Murray explains. “We’ve seen a rise in key areas such as Close Support Ammo technicians, Heavy Improvised Explosive Device Disposal troops, Ports and Movements personnel. Broadly, the Corps is about the same size, although in key trades, we’ve grown.” But there is still more work to be done. “For the Force Level of support, the 3rd Line, there are a few areas to look at here”, Brig Murray says. “We need each 3rd Line unit to have some multirole capability. So Transport Regiments will get some Supply capabilities, and Supply Regiments will get some Transport capabilities. To be honest, it is a degree of the bleeding obvious really.” Brig Murray continues, “The 3rd Line Review isn’t really a huge change. It’s a degree of shuffling the pack, taking the existing resources and making them multi-role.” He goes on to explain how the RLC has already shown that the “pack” can be “re-shuffled” successfully for operations: “We’ve shown that we can be ingenious. 27 Transport Regiment [a third Line, “single role” regiment] deployed in support of 52 (Highland) Brigade, but it did so looking much more like an LSR. It wasn’t that tricky to provide the extra equipment and support to make it more multirole.” This Brig Murray takes as a good example of how reforms can increase the effectiveness of the RLC. At the core of the “re-shuffling of the pack” is some reorganisation that is dear to Brig Murray’ heart: the resurrection of the Supply trade within the core. “One of the challenges I face in the Corps is developing better supply expertise. It is a complex role, and we haven’t managed yet to make it intellectually the attractive area that it should be. The supply trade area is where the real future challenges lie”, he explains. “So we are putting a bit of supply capability with every unit so that the Commanding Officers get to understand it”, he goes on. “The next generation will get to understand supply – it’s where the real challenges lie. It isn’t a Black Art, but you need to understand what makes it tick. If we manage to do these things with the 3rd Line, then we will drive supply to the fore of what the Corps does.”

SEPTEMBER/OCTOBER 2008 18 horizon such as Management of the Joint Deployed Inventory (MJDI). But logistics C4I, especially at the JINGLIE ALL THE WAY higher level, at the moment is the The role of local contractor transport in Afghanistan, as well as in Iraq is single biggest bar to operational often forgotten or ignored. But for the RLC, it is a serious topic, and one logisticians being better”. that is of great importance. The often gaudy Afghan/Pakistani “jinglies” might look strange, but they provide an amazing service. UPS AND DOWNS “An extraordinary amount of logistics is taken by jinglies, as they blend MLI asked Brig Murray to look back into the environment”, Brig Murray says. “We estimate that jinglies are over the past couple of years to list his doing the equivalent work of two transport regiments in Afghanistan, and three “Ups”, and three “Downs” as one in Iraq. Sometimes, it can be inappropriate to use them because of the regards the Corps and its capabilities. train or force protection issues, but they play an amazing role.” “As regards ‘Ups’, I’d say that first, The only real concerns are about how one can “integrate” jinglies into a we have people who are world class system that might require RFID tags, and other systems which might be logisticians. Then, I’d say that the alien to jinglie operators. As several RLC officers have commented to MLI, people in the RLC have adapted to trying to “integrate” jinglies into any form of C4I would seem to be a contemporary operations, and are hopeless task. delivering in spades. And then, I’d list Force Protection: we now have the kit to do the job, and everyone now understands that proper force protection is the right way to go.” As regards the personnel piece, he adds, “Our Territorial Army [the reserve component of the British Army] piece has never been more needed, and never has the TA been more respected by their regular counterparts. We have put quite a lot of operational risk onto the TA. Twinning regular regiments with TA units has been working extraordinarily well. Each RLC unit deploying on operations goes with a TA contingent. What with the operational tempo, and under- manning in certain trade, the RLC couldn’t deliver without the TA contribution.” “For ‘Downs’, I would highlight two areas that worry me. The first is the imbalance between individual and collective training, especially technical training. For Technical Collective Training, there’s something about scale that impacts, especially in the Combat Service Support area. We are breeding outstanding logisticians who understand the brigade fight. But there’s little collective training for logistics at a scale that might prepare them for the next, unexpected happening. Saif Sareea [an exercise in Oman in 2001] was the last major logistics exercise. You just need to do it every so often. “And we don’t have world class logistics C4I in place. Until we do, we will continue to have senior officers gripping the rail at a

1 9 MILITARY LOGISTICS INTERNATIONAL TOWARDS NEW LOGISTICS IT MLI’s Robbin Laird and Murielle Delaporte, get briefed on the new approach to logistics IT within the USMC. L/Cpl Evan Eagan, USMC

The challenge is how to take an IT system into an austere battlefield environment, yet still get improved functionality. Rolling out into the battlefield is being based upon USMC recent lessons learned.

he USMC is building a develop appropriate software for partnership and their focus was on new information the new system, with Oracle deploying the capability and applying Ttechnology system as a owning the licenses emergent actual lessons from deployment to the core part of their new logistics from support to the USMC. further evolution of the new system. enterprise. In so doing, the USMC “We did not want a systems The GCSS-MC program is a has followed a deliberate business integrator, for they never put modernization effort that will approach in order not to hand over themselves out of business. We consolidate USMC legacy systems into the task to a systems integrator. wanted someone like Oracle who did an integrated infrastructure based on The USMC initially worked what they did best, develop software, the Oracle E-Business Suite in order to through their judgment on what while we do what we do best support improve the effectiveness of the Marine they knew, and what they did not our troops,” says the Randy Delam, Corps, with special emphasis on Marine with regard to shaping an USMC program manager for the Air-Ground Task Force (MAGTF) approach to IT for their logistics Global Combat Support System- operations. The purpose of GCSS-MC modernization. They worked Marine Corps (GCSS-MC). is, “to develop integrated enterprise through their own domain logistics information systems that expertise to determine what help The partnership in this program is provide supply, maintenance, they actually needed and could evident in the scope and level of acquisition, transportation, health, and effectively use as they participation of both the USMC and engineering services to the Marines in a modernized. They then worked Oracle participants. Both made it deployed and garrison environment, with Oracle Corporation to clear that this was an evolving enhancing their war fighting capability.”

SEPTEMBER/OCTOBER 2008 20 According to the USMC-Oracle For the USMC, team, “GCSS-MC is based on the “austere” net- Oracle commercial-off-the-shelf work needed for software (COTS), primarily in the operations refers to areas of service, customer Zones 2–5. The

relationship management, supply, robust capabilities Scranton,Sgt Ryan USMC maintenance, logistics (and the necessary to operate financial and human competency in an austere information required to support network condition these areas), and other related areas. define the overall In addition, GCSS-MC is requirements for the implementing a service-oriented Oracle IT system to architecture (SOA), using Oracle be deployed with SOA Suite which includes Oracle the Corps. Web Services Manager and Oracle The lessons BPEL Process Manager for learned from Iraq integration and orchestration and Afghanistan are requirements.” important to this The USMC team underscored effort. For example, that the new system was being the USMC realized introduced to support expeditionary that during the first operations, not simply current land thirty days of operations in Iraq. Indeed, the Operation Iraqi system was being crafted to support Freedom, the the far end of engagement and readiness status of deployment and worked backwards the MAGTFs (in from that point. In other words, if zones four and five) the system worked in CONUS but was not visible to not in the tip of the deployed spear, logistics planners the USMC was not interested. (in Zones three Rather the deployment at the tip of and one) due to the spear was the defining element the austere for the entire system. network conditions. Requests for supply DRAWING UP were either not THE CONCEPT fulfilled or fulfilled In shaping an approach, which can repeatedly due to The US Marine Corps is looking at a complete, end-to-end logistics enterprise. This will require an end-to-end information technology system. reach from CONUS to the field and the lack of visibility back again, the team has of the need to conceptualized a five-zone model planners. Furthermore, repair and based on existing communications maintenance of assets were not within which the logistics IT system capabilities. The team did note that documented appropriately due to lack must function. This model is based on they were building their approach of accurate reporting tools. the functioning of the current with the possibility of expanded USMC Tactical Communications The objective of the new logistics communications bandwidth being network. The USMC Tactical system is to be able to enable the deployed in the future. As bandwidth Communications Network and the USMC to provide the status of increased, they could narrow the gap IT model can be conceptualized as readiness, and to request for logistics between zones 1-5, as the austere zone five Zones: support under maneuver and austere became less so. It is notable that they network operational conditions. The are not building their approach on • Zone 1 Garrison new IT system will provide links assumptions that such bandwidth will inevitably be provided. Rather, • Zone 2 Naval Network between the needs and fulfillments, and will also enable the USMC to record they are sizing it to current • Zone 3 Expeditionary the repair and maintenance work done communications capabilities. Network Tier 1 by the organic support units. MEETING THE • Zone 4 Expeditionary Although the USMC-Oracle team CHALLENGE Network Tier 2 on the did not focus on the differences move (Tier 2 OTM) The challenge for the combined between the U.S. Army’s FCS service/industry team has been • Zone 5 Expeditionary logistics modernization model and driven by the austere communications Network Tier 2 on the their own, it is important to note that environmental standard. As one team pause (Tier 2 OTP). the USMC is crafting its approach member commented: “How do we

2 1 MILITARY LOGISTICS INTERNATIONAL take a modern tool like Oracle systems for the requested item, the request diverse, existing IT infrastructures, and make it useable on the battlefield. is routed via COTS standard and enables organizations to adopt In the first 30 to 60 days of battle, the security protocols to the supporting SOA incrementally. The components network available would only be our Supply Management Unit (Zone 3) of the suite share common classified means after which we can for action. If the requested supply capabilities including a single combine commercial with classified is available at the supporting SMU, deployment and management model, systems with significant bandwidth the Service Request for Supply will tooling, end-to-end security, and increases. But how to combine these be fulfilled in Zone 3. unified metadata management.” two experiences into one system”? 3. Or, the items requested are not Oracle’s SOA Suite consists of: A key part of the effort has been to available at the supporting SMU, determine the proper data mix the system automatically creates • Oracle BPEL Process Manager. To between what needs to be purchase orders for the items and compose services into business communicated back to Zone 1 and routes the orders to the source of processes; what stays in Zone 5. The team has supply via a secure data • Oracle Business Activity determined that the determination of synchronization store and forward Monitoring. To gain real-time what data needs to be moved approach to Zone 1 for fulfillment. visibility into operation and throughout the system, and by what 4. The source of supply fulfills the performance of business processes means, is crucial to success. orders and provides the items to and services; Normal commercial IT logistics the requesting unit and records the • Oracle Business Rules. To capture software requires significant transaction in the system as having and automate business policies; bandwidth: a “normal” Oracle filled the order. solution would require large • Oracle Enterprise Service Bus. To For Oracle, the USMC opportunity bandwidth with a heavy footprint. connect IT systems or business allows them to adapt their COTS Such a solution is not possible for partners and route messages; software to more robust deployment zones 3 through 5. The Oracle team situations. By learning how this is • Oracle Web Services Manager. To focused on leveraging services tools done, they can improve the enforce authentication and and messaging technologies to performance and security of their authorization policies on services; simplify the data to be transmitted. software applications. By adapting Among the simplifications are the • Oracle JDeveloper: To develop, their software and retaining debug, profile, and deploy services. core metrics, which started at 209 and intellectual property rights, Oracle have now been reduced to 144 core then is in a position to leverage the “The SOA Suite improves an elements. By crafting new business USMC experience throughout their organization’s ability to predict processes for the USMC, IT tools are core businesses. In turn, the USMC change,” McCabe says. “It improves being developed to provide mobile does not have to pay for extensive and visibility into happenings in the real- field service for the USMC. exclusive customization and be held time tactical environment, and it allows In other words, data is not simply in bondage to a systems integrator. a rapid response to change by enabling being accumulated and pushed And the USMC gains a foothold in the organization to develop and through the system: business logistics interoperability because they optimize business processes rapidly. processes are being shaped which are using a commercial product. Further, the suite leverages existing turn determine where information investments because it is modular, needs to go, and in what form to be FROM THE open, and extensible. Organizations processed at the appropriate level. INDUSTRY SIDE can adopt it in a heterogeneous environment, without removing or For example, after an engagement, Nick McCabe, Senior Project Director at Oracle Public Sector replacing existing systems, as well as in an infantry weapons unit calls in a Consulting, the Oracle leader on the an incremental fashion.” Service Request for supply: USMC program, outlined what the The Marine Corps will deploy the 1. Request is approved by the company was providing to the service, Oracle SOA Suite in and outside the Request Manager (using Multi- and what it did. continental United States, as well as in Function Switch communications “The Oracle Service Orientated forward deployed Marine in Zone 5), and then routed via Architecture (SOA) Suite is a Expeditionary Forces (MEF) and COTS standard security protocols comprehensive, standards-based Marine Expeditionary Units (MEU). to the Battalion Supply Section software suite for the building, Oracle’s software is expected to enable (Zone 5) for action. If the deployment, and management of the Marine Corps to more effectively requested supply is available at the SOA. This includes the service- track, transport, and deliver services Battalion Supply Section, the oriented development of applications, and support to forces in the field. It Service Request will be fulfilled in service-oriented integration of will enable the USMC to meet Zone 5. applications and IT systems, and Combatant Commanders’ information 2. Or, the system checks for inventory process orchestration of system requirements and facilitate integration at Battalion Supply, and services and human workflow,” he with other USMC/Department of recognizing that no inventory exists explains. “The software integrates Navy units.

SEPTEMBER/OCTOBER 2008 22 PLANNING FOR AMMUNITION SECURITY MLI looks at the recent contract to ensure military and industrial certainty in the field of ammunition. “ he main reason that we deal: “Under the existing got this contract was Framework Partnership Tbecause of the Agreement, the company performance of the business over has really stepped up to the the past two years,” Charlie challenge. Overall, our Blakemore, Managing Director of output in certain areas has the Ammunition business unit of risen by over 60% over the BAE Systems Land Systems. past two years to meet a huge surge in customer The Munitions Acquisition Supply demand, and in small arms Solution (MASS) contract signed natures, it has been even between the UK Ministry of Defence more than that. And we and BAE Systems Land Systems have achieved this despite Munitions is worth £2 billion at the the infrastructure that we have to work very least, and possibly as much as ammunition of well over 100 million with. Some of the buildings, as well as rounds per year.” £3 billion, and covers the supply of the machinery, are at least 40 years old.” ammunition from small arms natures He adds that medium calibre such as 5.56mm, 7.62mm, through Investment in new facilities will be ammunition production, which had medium calibres such as 30mm, 81mm at the heart of the MASS been at a very low ebb, has jumped to mortar rounds, and then heavy calibres arrangement. In return for the over 500,000 rounds in 2008: “Prior such as 120mm tank main armament guarantee of a steady level of to 2007, maybe 2008, the ammunition natures and 105mm and 155mm business, BAE Systems is investing stockpiles, the war stocks, were being artillery rounds. In total, over 50 over £100 million in new equipment drawn down. But they reached a stage natures of ammunition are covered. for the three main munitions where they could not get any lower.” production facilities at Radway Green The UK MoD states that this deal (small arms ammunition), Glascoed Of interest, although combat will cover approximately 80% of the (medium calibre, insensitive operations have been a driver in the ammunition natures and quantities munitions, engineering), and Birtley increased production rate for that are used by British forces. The (engineering and heavy calibres). This ammunition, it is not the largest area of initial contract period is intended to investment, Blakemore says, “will let use. Statistics published by the MoD cover ammunition supply for 15 years, us reduce tack times on products showed that use rates for 5.56mm although talks are underway about a significantly.” Over the past 3-4 years, ammunition in Afghanistan between potential extension of the contract to BAE Systems has also invested 2006 and late 2007 saw average 25 years. There are break-off or re- around £10 million annually in monthly figures of “only” 150-200,000 negotiation points after the first five modernising its munitions facilities. rounds fired. “Training is the largest and ten years. area of use,” Blakemore explains. “The He goes on to provide further need for realistic pre-deployment “This deal now gives us advance details about the rise in output that training is really driving the demand. information on what is going to be the division has achieved over the past Even if the operational theatres are needed. So we can go away and plan 2-3 years: “Look back a couple of ‘quiet’, the need for the next units to be better now. The security of the years, and the requirement for 81mm ready means that they fire a lot.” MASS contract allows us, and our mortar ammunition was pretty low: supply chain, to plan over the next it’s now up to 370,000 rounds for FLEXIBILITY, fifteen years. You need that long term 2008. For small arms natures, we have AGILITY THE horizon: you can’t get the safety of seen close to a 300% increase in KEYS supply working on a year-by-year delivery. We were at around 70 million basis,” Blakemore says. Although MASS does provide per year, and we are now up to over stability for industry, it is also aimed Blakemore continues explaining 200 million. At the “worst”, we have a to provide the user with a degree of about the background to the MASS steady state for small arms flexibility. “The joint working

2 3 MILITARY LOGISTICS INTERNATIONAL environment gives us the visibility about what natures are needed now, what are probably going to be needed soon,” Blakemore says. “The front line needs the right products at the right time. We have to remember that the weapon of choice on operations in, say, Afghanistan, might not be the weapon of choice tomorrow. We now have a contract that provides the flexibility and agility for us to be able to change our focus if that is needed.” Blakemore provided a few examples of the ebb and flow of ammunitions requirements: “The .50 calibre machine gun has often been the weapon of choice, with a raised demand for ammunition as a result. But it can sometimes be too big for use. At the moment, we do see an increased use of 7.62mm machine guns, as they have the power to knock down walls, but are HERDING SUPPLY CHAIN CATS lighter than a .50 calibre weapon.” The MASS contract is not just about the business and supply relationship The flexibility does not just extend to between BAE Systems Land Systems and the UK MoD: it involves a major increases in the production of certain piece in handling the extended supply chain. It should be explained that natures: “But we understand that over, under MASS, BAE Systems Land Systems Munitions is responsible for the say, seven years, the delivery supply not just of ammunition that it actually manufactures, but of natures requirement might fall off,” Blakemore produced by someone else. As an example, some 81mm mortar bombs are outlines. “But the MASS deal gives us supplied by an Italian supplier. the time and space to optimise the business to the output needed.” “I’d say that our broader supply chain accounts to some 300 or so suppliers,” Charlie Blakemore says. “But generally, I’d say that around 20 of Another aspect to the flexibility and those amount for 80% of the value of the externally supplied sub-systems agility of MASS results from the new and systems.” As an example of how the supply chain can extend, he points working practices between BAE out that something as “simple” as 7.62mm ball ammunition can have over a Systems Land Systems Munitions, and the Integrated Project Teams, dozen subcontractors. and their staffs. “We have to be aware that if we do have some quite large sub-suppliers, “The Manufacturing and Delivery we also have some quite small ones who also need to be managed,” Group meets once a month to review Blakemore continues. “If a small supplier has problems, then it can still potential risks resulting from impact adversely delivery at the very end. You’re only as strong as your operational issues,” says Blakemore. weakest link. “We get an idea of the changing picture “We have to maintain a relationship with our extended supply chain that of operations, and we give back our allows us to understand what risks they have, and how we can mitigate views about some of the issues that affect us or our supply chain. We see those,” he adds. “We are developing individual supplier strategies that best joint management of risk, and this has suit ourselves, the individual suppliers, as well as the customer.” allowed us to meet unprecedented But MASS has made business, and management of the supply chain, far levels of delivery rates.” easier, as Blakemore explains: “All of us, the supply chain included, now And on a broader canvas, the MoD have security of throughput. As a result, people can now look to the long provides BAE Systems Land Systems term, and to invest in their facilities. Even the smallest sub-suppliers now Munitions with an indicative picture of have work that they can really bank on. In the past, I think that some people its requirements. “We get the two year have been reluctant to invest in the UK in areas such as this – but MASS picture,” Blakemore outlines, “But we changes that attitude.” also get a three year predicted picture too. It’s an innovative way of working Business optimisation will be driven across the whole supply chain: “Lean that gives us in industry a pretty clear manufacture will be taking out the waste from procurement and production picture from which to work. We can to reduce lead times wherever possible,” Blakemore outlines. “And we will then optimise the supply chain so as to lean out operations not just in our organisation, but we will look to work provide the best value for the customer.” with our suppliers to help lean their operations.” KEEPING “I can state categorically that our supply chain has really stepped up to the CAPACITY mark,” Blakemore ends. MASS recognises, in a way that few

SEPTEMBER/OCTOBER 2008 24 UK defence contracts have for some the example of fuses, where 12 capability going.” time, that stock holding is not months is not uncommon to receive MASS is arguably one of the most necessarily a “bad” thing, but is often new supplies. He allows that managing the complexities of lead ground breaking contracts in the UK, vital for security of supply. And in an area where the UK has often been operational sovereignty in the area of times for hundreds of items is a challenging business, always bearing at the forefront of radical thought ammunition is now recognised as vital concerning support and logistics. in the UK. “With close relationships in mind that the end user is the front line soldier. What is even more astounding is that with the customer, we can keep an eye at the time of the 2005 Defence on the operational and tactical He also outlines some of the core Industrial Strategy, there was a belief surges,” Blakemore says. “If you have capabilities that need to be kept in- that in many areas, there was little need spare capacity to hand, then you can house, and up-to-date: “If there are for the UK to maintain a strategic dramatically reduce lead times.” changes in the supply chain for sub- ammunition capability: rather, the “If there is operational risk, systems, that will mean that we might market was buoyant enough that production risk, then we’ll take in have to update an ammunition nature, whatever was needed could be sourced stock to manage that risk,” Blakemore and once you update it, you have to globally. Looking further back, a lack explains. “And if a supplier goes out reproof it as a safety precaution,” he of business had resulted in BAE of business, or looks as if they might, continues. “This means that at all Systems down-sizing its ammunition then we need to have the capacity to times, we have to keep the capacity in- business remarkably, as there was little handle that supply until a new house to manage any reproofing, but point in keeping the facilities open. So contractor can be found.” this also allows us to undertake MASS has seen a 180 degree turn obsolescence management over the around in how the UK, and the UK Certain items, too, simply have a longer term. The customer really industry, deals and support certain lead time. Blakemore gives needs us to keep the reproofing ammunition supply. KEEPING QUALITY UP Lessons are being learned via operations about the storage and maintenance of ammunition. “Iraq and some parts of Afghanistan have environmentally controlled storage,” Blakemore says. “But some of the places that we send ammunition to are pretty basic. You have to remember that even if you have some shelter to store ammunition, you still get sand storms, floods, and all of that affecting them. In some places, troops are having to dig in, so where the soldier is, so that’s where our product is: it has to be designed and produced to deal with the harshest of conditions.” Blakemore continues, “We have to test ammunition from extreme freezing conditions right up to extremes of heat. You need to make sure that you have a premier product. We get feedback from the customer, and we have had absolutely no complaints concerning our ammo. In fact, we’ve been told that where there has been a coalition ammo storage area, and British troops are drawing ammo, they try to go through the different boxes to find the ‘Radway Green’ stamp on it”.

2 5 MILITARY LOGISTICS INTERNATIONAL GETTING MORE BANG MLI’s US Editor, Scott Gourley, looks at changes in the production of ammunition, a commodity in ever-increasing demand.

July 2005 report prepared accelerated after the terrorist attacks been the implementation of an by the US Government of September 11, 2001 – and the Ammunition Industrial Base AAccountability Office deployment of forces to conduct recent Modernization Strategy for Army (GAO) acknowledged that the end U.S. military actions in Afghanistan Ammunition Plants. and Iraq.” of The Cold War was accompanied Some of these modernization efforts by a significant reduction in Quantifying that increase, the were highlighted in the 2005 GAO purchases of small and medium report added, “Between fiscal years report, which noted, “In an effort to help caliber ammunition, as well as a 2000 and 2005, total requirements for meet the increased need for small and reduction in the number of small caliber ammunitions more than medium caliber ammunition in the near government-owned plants doubled, from about 730 million to term, the PEO [In early 2002, the Army producing that ammunition. nearly 1.8 billion rounds, while total established the Office of the Program “Since 2000, however, DOD’s [US requirements for medium caliber Executive Officer (PEO) for Department of Defense’s] ammunitions increased from 11.7 million Ammunition] upgraded the equipment at requirements for these types of rounds to almost 22 million rounds.” the Lake City, Milan, and Radford Army Ammunition plants. While these upgrades ammunition have increased notably,” DOD has initiated It continued, “ enabled Milan and Radford – the the report noted, adding, “DOD’s several steps to meet the increased demand, government-owned, contractor-operated increased requirements for small and including funding about $93.3 million for producers of medium caliber ammunition – medium caliber ammunition over the modernization improvements at the three to meet DOD’s requirements, Lake City – past several years are largely the result government-owned ammunition plants the small caliber ammunition producer of increased weapons training producing small and medium caliber – was unable to meet DOD’s fiscal year requirements needed to support the ammunition. DOD is currently able to 2004 requirement of about 1.6 billion meet its medium caliber requirement Army’s transformation to a more self- rounds of ammunition. As a result, the through modernization efforts at sustaining and lethal force – an effort PEO made additional procurements from the government-owned the commercial market to make up for ammunition plants and fiscal year 2004 shortfalls. The three through contracts with government-owned, contractor-operated commercial producers. plants that produce small and medium The government-owned caliber ammunition were built in 1941. plant producing small Between fiscal years 2001 and 2005, caliber ammunition DOD funded a total of about $93.3 cannot meet the million to upgrade these facilities. This increased requirements, included replacement or refurbishment even with these of ammunition cartridge production modernization efforts. equipment and other facility improve- Also, commercial ments. According to a PEO official, producers within the ongoing modernization is needed for the national technology Army ammunition plants to continue to and industrial base operate into the future, and in the case of have not had the the Lake City Army Ammunition Plant, capacity to meet these additional equipment and facility upgrades requirements. As a will be needed to increase capacity to result, DOD has had address future needs. According to a PEO to rely at least in part official, the Army plans to replace and on foreign commercial refurbish ammunition production producers to meet equipment through fiscal year 2011”. its small caliber ammunition needs.” BRAC CHANGES Among the many AMMO recent steps taken PRODUCTION to ensure that SHAPE the national tech- Aspects of the industrial base nology and industrial modernization process were further base can meet future complicated by facilities decisions small caliber ammuni- stemming from the 2005 Base Re- tion needs has alignment and Closure (BRAC) process.

SEPTEMBER/OCTOBER 2008 26 One recent ammunition infra- under Procurement of Ammunition, Army is making investments at RFAAP structure summary noted, “The current Army (PAA), Activity 2, Provision of to comply with environmental organic ammunition industrial base Industrial Facilities. The Army Working requirements, sustain operations, and consists of eleven (11) GOCO Capital Fund (AWCF) Capital modernize capabilities to improve (Government Owned, Contractor Investment Program (CIP) targets operating efficiencies and reduce costs. Operated) facilities, ten (10) of which are Specifically, its steam plant is being general maintenance and modernization production facilities, and eight (8) modernized to comply with the GOGO (Government Owned, at the GOGO AAPs. Accordingly, Industrial Boiler National Emissions Government Operated) facilities, three significant investments are being made to Standards for Hazardous Air (3) of which include production facilities.” address the immediate needs at Radford Pollutants (NESHAP) and Maximum Army Ammunition Plant (AAP), Lake Achievable Control Technology However, the 2005 BRAC findings City AAP and Holston AAP for (MACT) requirements. This will reduce will reportedly reduce the ten GOCOs propellants, small caliber ammunition and air emissions and operating expenses. down to six, including: Radford Army explosives; and the near-term needs at the Other investments will reduce supply Ammunition Plant (RFAAP), chain disruption risks for NC and acids, (Radford, Virginia); Holston Army other remaining government-owned production facilities,” it read. which are essential for propellant Ammunition Plant (HSAAP), manufacturing. RFAAP’s nitric acid Kingsport, Tennessee); Lake City concentrator/ sulfuric acid concentrator Army Ammunition Plant (LCAAP), production trains, which have exceeded Independence, Missouri); Scranton their design life, is currently being Army Ammunition Plant (SCAAP), modernized. Near term project is Scranton, Pennsylvania); Iowa Army underway to upgrade the NC Ammunition Plant (IAAAP), manufacturing process to improve the Middleton, Iowa); and Milan Army quality of the NC. A longer-term project Ammunition Plant (MLAAP), Milan, to build a new NC production line with Tennessee). modern manufacturing technologies and The BRAC results also retain three equipment to reduce energy consumption GOGOs, including: Crane Army and hazardous waste streams is currently Ammunition Activity (CAAA), in the planning stage”. (Crane, Indiana); McAlester Army The overview paper also highlights Ammunition Plant (MCAAP), Holston AAP as “the sole North (McAlester, Oklahoma); and Pine American manufacturer of Research Bluff Arsenal (PBA), (Pine Bluff, Department Explosive (RDX), High Arkansas). Melt Explosive (HMX), and Finally, the 2005 BRAC directed RDX/HMX–based explosives. The creation of a GOGO/GOCO hybrid Army is modernizing the steam plant at facility at Rock Island Arsenal HSAAP to comply with Industrial (Illinois) to accept capabilities being Boiler NESHAP and MACT relocated from Riverbank Army requirements. The Army will modernize Ammunition Plant (California). the antiquated pump house and replace old water lines to meet the latest industry Various mission assignments for the GOCO INVESTMENT standards for water distribution and to ten organic plants include propellants, prevent production shutdowns. Other energetics, small arms, metal parts, For example, the primary mission of modernization investments include a and load/assemble/pack functions. the Radford AAP GOCO facility is to fluid energy mill process for RDX; According to a recent service manufacture propellants and modernization and activation of a information paper, “The overall explosives in support of field artillery, second nitration reactor to expand RDX modernization objective is to improve air defense, tank, missile, aircraft and and HMX production capacity; and manufacturing readiness to meet current Navy weapons systems. The plan was twin-screw extrusion equipment to and future requirements, improve established 5 April 1941 as Radford produce thermobaric explosives”. manufacturing effectiveness and Ordnance Works and New River efficiencies, reduce operating footprint, Plant. In 1995, Alliant Techsystems, Originally established in December and improve product quality while parent company of the current 1940, the mission of Lake City AAP achieving a cost competitive product to contractor, Alliant Ammunition and (operated by Alliant Techsystems) is the maximum extent practicable. Near Energetics, obtained a “facilities use” to provide quality small-caliber term modernization projects are necessary contract. In 1999, RFAAP gained the ammunition for training, maintaining to avoid catastrophic failure of a load, assembly and pack mission with and sustaining combat power—safely, capability and to avoid significant supply the closure of Joliet Army on-time, economically and in an disruptions, and to resolve safety and Ammunition Plant, Joliet, Ill. environmentally responsible manner, while also maintaining a viable, environmental deficiencies”. As the only North American reliable and responsive small caliber “The Army’s investment to modernize producer of nitrocellulose (NC) and ammunition production capability. In the GOCO AAPs is reflected in the Fiscal double-base solventless propellant, addition, Lake City performs small Year 2009 President’s Budget submission the service overview noted, “The caliber ammunition stockpile

2 7 MILITARY LOGISTICS INTERNATIONAL reliability testing and has ammunition munition explosive and weapon testing responsibilities as formulations. the NATO National and Regional Test Center. The final GOCO plant, Milan AAP, also Capabilities include small arms operated by American cartridges, components (percussion Ordnance LLC, and electric primer), pyrotechnics, performs LAP of small caliber ammunition (5.56 mm; 40mm grenade 7.62 mm; .50 caliber and 20 mm), cartridges, mortar and reliability testing of small caliber artillery ammunition, ammunition (5.56 mm; 7.62 mm; 9 and C-4 explosive mm, .22 caliber; .45 caliber; and .50 extrusions. caliber), and demilitarization and disposal of small caliber ammunition According to the and explosives. service overview, “Investments are being According to the service made for a permit- modernization update, “It is the primary compliant wastewater North American government-owned treatment plant and producer of small caliber ammunition. spray irrigation system Investments are being made to modernize to reduce risk of and increase production capacity from 1.4 overflowing or dis- to 1.6 billion rounds per year. As part of charging untreated the overall modernization of LCAAP, the wastewater. The current Army plans to modernize .50 caliber system does not handle ammunition production. This includes wastewater overflows, the replacement, modification or which led to notice of refurbishment of legacy and unreliable .50 violations from the caliber ammunition production equipment; Tennessee Department of Environment the replacement of obsolete electronic Highlighting Pine Bluff Arsenal as and Conservation.” processing and inspection sensors, and the “the Army’s only ammunition production arsenal,” it notes, “They perform LAP of incorporation of programmable logic The briefing also identifies a range controls with integrated statistical process of modernization thrusts being various smoke, incendiary and riot-control control capabilities.” directed at the three government- ammunition (artillery projectiles, mortar owned/government operated plants. cartridges, grenades, and 40mm Highlighting the modernization cartridges) filled with white phosphorus, thrusts at Scranton AAP (operated by McAlester AAP, for example, illuminating candles, smoke, CS, red General Dynamics Ordnance and “performs mixing operations for both phosphorus, and incendiary formulations. Tactical Systems, Scranton cast cure and melt pour explosive The Army is completing modernization of Operations), it continues, “Scranton formulations, and LAP operations of all a white phosphorus fill system capable of AAP is a critical North American source penetrator, general purpose, and inert filling ammunition from the 60mm mortar for high volume forge press manufacture (practice) bombs. Investments are being cartridge to the 155mm artillery projectile of large caliber projectile metal parts for made to the melt pour production line to and the 2.75 in. rocket canister.” 105mm and 155mm artillery, 5-inch LAP bombs with an insensitive munition Navy gun, and 120mm mortar (IM) explosive fill to comply with a Finally, under the BRAC 2005 ammunition. The Army is investing DOD directive. This includes explosive direction, the GOGO/GOCO funds to repair and rebuild SCAAP’s screening, material handling and kettle Hybrid at Rock Island Arsenal (RIA), outmoded high-tonnage forge press equipment modernization. Other “received the mission from Riverbank systems. Necessary improvements will be investments include deluge system AAP which manufactures deep-drawn made to install state-of-the-art process upgrades to increase operational safety, steel cartridge cases for use in 5-inch/54 controls, replace heat treating and pallet screening equipment upgrades caliber Navy gun and 105mm artillery equipment, and upgrade cooling towers to increase through-put to support bomb ammunition, and cargo grenade metal and electrical systems.” line production demands.” parts. Once the relocation from Iowa AAP, operated by American It continues, “Crane AAA performs Riverbank is completed, RIA will be the Ordnance LLC, performs the explosive loading (cast cure, press and sole North American manufacturer of load/assemble/pack (LAP) of extrusion) and LAP of Navy gun deep-drawn, steel cartridge cases. pressed explosives and tank ammunition, candles, and pyrotechnics. Modernization investments are being ammunition, and melt pour and LAP Investments are being made to made to prepare floor plans, process of mortar and artillery ammunition. modernize production capabilities and layouts, and operation specifications for Modernization investments include facility operations for pyrotechnic a right-sized and improved cartridge replacement of the existing electrical production, explosive handling and case manufacturing capability at Rock power system and to design and storage, fire suppression systems, bomb Island Arsenal that will initially be install a flexible LAP production line renovation, and wastewater handling operated by Norris Industries, current to melt pour and cast cure insensitive and treatment.” operator of Riverbank AAP.”

SEPTEMBER/OCTOBER 2008 28 IN THE EYE OF THE HURRICANE: FRENCH ARMY SUPPORT ON THE MOVE (Part One) MLI’s MD interviews at the Versailles-Satory-based Direction in charge of equipment (DCMAT – Direction Centrale des Matériels), with General Jean-Tristan Verna, IGA Jean-Claude Boussiron and Colonel Patrick Hocquart and Colonel Hénaut, as well as at the Army Chief of Staff, Colonel Bienfait (EMAT, Bureau MCO). This first article lays out the main elements of the on-going military reforms affecting the French MCO (Maintien en condition opérationnelle) in the light of the publication of the new French

he winds of change have been blowing for

Tsometime in France Terre SIRPA around defence and defence policy. The new French White Paper, published on 17 June, confirms the assumption that sweeping transformation is under way all across the French defence sector. Observers see an “End of History”, as so many “givens” of French defence policy are disappearing, such as the withdrawal from the NATO military command in 1966. President Sarkozy has made clear that his approach to defence policy is based on the lucid appreciation that the acquisition money, rather than new traditional policy of “aménagement du “operational contract” laid out obligations. The other side of the territoire fifteen years ago was not only ”, which could roughly be equation has been the gap between never implemented, but was not translated as urban and social policy), the operational tip of the spear of the realistic to start with. rather than strategic considerations. French armed forces, and a base Part of the problem has been the somewhat anesthetized by the erosion This has been especially the case of systematic – and in the view of some of military expenditures, the the armed forces support sector as a military observers not always rational absorption of the end of conscription whole, which represents the second – participation of France in and a number of dysfunctions which budget line item after social multinational intervention abroad various waves of reforms failed to expenditures, some e561 million in estimated at a cumulative cost of properly address. In the aftermath of 2007, according to Col Bienfait. Part e20 billion over the past thirty-two the Cold War, periodic defence of the answer to these problems has years, and the fact that they have been reorganisations have been too often been to reduce the size of the armed funded year after year out of dictated more by job imperatives (the forces in quite a drastic manner, and

2 9 MILITARY LOGISTICS INTERNATIONAL reform the support sector. The hope appear dispersed under the authority of aimed at improving the situation (the is that these two strands will deliver multiple chains of command and marked reinforcement of the authority of the funds which can then be re-invested by certain incoherencies such as the Chief of Staff in this area, and a into the armed forces, enabling them ‘double hatting’ of the central direction slight financial boost under former to be refocused on 21st Century of the Army equipment (DCMAT), Minister of Defence, Michèle Alliot operations and capabilities. which at the same time is both the Marie, were part of the effort), the overall support/maintenance malaise French Defence Minister, Hervé “maître d’ouvrage” [project owner] continued. Morin, repeatedly said over the last and “maître d’œuvre” [project year that the military should not be manager] for some of the maintenance In 2007 however, following a 2006 responsible for the preservation of tasks. The Cour [des Comptes] regrets audit made by a private consulting local employment policies, and that all that the Ministry of Defence did not go firm, Newton Vaureal Consulting, as savings realized via cuts and ahead in creating, similarly to well as other strands of support restructuring will be allocated to SIMMAD and SSF [the unified transformation, the “MCO Terrestre” improve the condition of the military maintenance/support structures for was born, and the whole Army supply and to upgrade its equipment. Quite a air equipment and the Navy], a joint and support chain has since then few doubts and uncertainties remain, support service for Army equipment, or started a process of reorganization given the current not-so-cooperative even, like in the United Kingdom, a under a fundamentally different logic. economic environment. However, the main joint logistic management entity.” recent waves of reforms affecting the A late-comer to reforms compared Corrections were made in the mid- to its Navy and Air Force support sector, and more particularly 2000’s, but in 2005 the level of the French Army support sector or counterparts, the Army MCO has readiness of major armoured vehicles found itself in the words of Colonel MCO (Maintien en Condition was alarming, with 41% for the Opérationnelle Terrestre) constitute a Bienfait, “in the eyes of the wheeled armoured fighting vehicle, hurricane, having to modernize in an solid attempt to address incoming the AMX 10 RC, 59% for the older challenges. unstable environment, buffeted by ERC 90 armoured car, and even 54% budget pressures, the White Paper, A REVOLUTION for the modern Leclerc MBT.Overall, and the lessons learned from the IN THE MAKING the average availability rates for Army reorganisation of the air support equipments stood at 73% in France, sector on the domestic side, as well as The French Army saw at the end of but availability rates for equipment on the lessons learned from foreign the 1990s a major crisis in the operations was higher, at around 90%, armies on the international side”. operational availability rates of a but this is a situation seen in other wide range of military equipment. countries, where support resources are With a knife under its throat, the MCO Terrestre This was common across all services, directed at operational equipment. started from scratch to but there were some major examples completely overhaul its organization of this trend in the French Army. In spite of several sets of reforms – alongside dealing with its legacy This situation became even more three or four over ten years both at the culture. The de facto “mission de worrying in the early years of this Etat-Major level and the MCO level – modernization du MCO terrestre” (MCO decade when the pressures continued to grow, and were exacerbated by such things as the reduction in manpower available to planners as a Terre SIRPA result of the end of conscription. To address the dramatic decline in operational availability rates, the government – not just the Defence Ministry – adopted a range of financial and organizational measures. Although the process of change and transformation is still underway, some real progress has already been made. The support transformation audits acknowledged that the existing structure, in spite of a reorganization undertaken in 1998, tended to favour multiple, wasteful duplications. As the Cour des Comptes, the government body charged with undertaking financial audits of state bodies and ministries said in a report in 2006: “In terms of organization, the Changes in the way that French air systems are supported are being looked at as a road map that can be structures of maintenance for the Army adapted for land systems. Air systems availability has also suffered from serious shortfalls in the past.

SEPTEMBER/OCTOBER 2008 30 SIRPA Terre SIRPA

More modern does not mean easier. The newest French Army Main Battle Tank, the Leclerc, while more maintainable than predecessors, still requires a large support network. modernisation mission) had to do in • 137,000 tons of munitions (to be arms Structure for the Support of one or two years what the air sector’s transferred to the future joint Land Systems). MMAé (Mission de Modernisation du munition service) The MOADs then direct the Maintien en condition opérationelle operational support layer, the Aéronautique: Mission to Modernise General MCO in the French services is organised in three levels. “Maitrises d’Oeuvre” (MOE: Project Air Systems Support) took five to do, Managers). Looking at the land although MCO Terrestre could draw a At the top, the service HQs act as the Maîtrise d’Ouvrage systems support structure in the lot of the lessons from the latter. “ ” (MOA: Project Owner). Here, the support policy is MOE layer, the operational control is THE ARMY MCO defined for each service, the exercised by the Commandement de la IN FIGURES objectives are set and the resources – Maintenance des Matériels Terrestres (SOURCE: DCMAT) essentially money – are then allocated (COMMT: Command for the to the next level, the “Maîtrises Maintenance of Land Systems), and • 17,000 military and civilian d’Ouvrage Délégué” (MOAD: the individual maintenance units personnel Delegated Project Owner). with the combat regiments. The • 350 million Euros in public industrial MOE will see a new The individual service MOADs are contracts structure – Service de la Maintenance Service de Soutien de la Flotte the Industrielle TERrestre (SMITER: • 10,400 different types of equipment (SSF: Fleet Support Service) for Industrial Maintenance Service Structure maritime assets, and the (Land)) – which draws together the • 38,000 tactical vehicles and 15,000 Intégrée du Maintien en condition utility vehicles state-owned industrial entities as opérationnelle des Matériels well as depots. Private industrial Aéronautiques du ministère de la • 384,000 portable weapons concerns make up the operational Défense (SIMMAD: Integrated • 24,500 communication systems MOE piece. Structure for the Support of Defence • 35,000 optronic systems Ministry Aerospace Systems) for At the local level, the White Paper pan-defence air systems. These two, officially confirmed the drastic • 5,800 command and information already operational, will be joined by consolidation of bases with the systems the Structure Interarmées de Maintien integration of the support element • 456 helicopters (transferred to en condition opérationnelle des each time it makes sense. A new SIMMAD) Matériels Terrestres (SIMMT: Inter- military map implementing an

3 1 MILITARY LOGISTICS INTERNATIONAL unprecedented number of base the necessary equipment for military of costs when one attempts to go from closures is the direct consequence of exercises on a joint tactical basis; finally, 70 to 80%, and from 80 to 90%. the reduction of the armed forces, a “management park” (parc de gestion) Beyond 95%, a problem with spare and is still partially being negotiated is devoted to long-term maintenance, parts starts to occur. In most cases and on a case-by-case basis. A few “poles overhaul and upgrade of equipment except for deployed forces (on of competencies” will emerge from and should be the guarantor for a good operations such as in Afghanistan, the the on-going revolution, as Colonel rotation of assets. This latter park is readiness level is maintained at 95%), Bienfait describes it. described by Col Bienfait as the park officers at the EMAT estimate that system’s, “breathing lung”. 70% is a rather good level of readiness STREAMLINING under “normal” constraints. What ASSETS According to the EMAT briefing matters though is what Col Patrick MLI MANAGEMENT that received, “the PEGP Hocquart and IGA Boussiron refer to belongs first and foremost to a Similar to the British Whole Fleet as the, “echelon of reactivity”: the strategy chosen by the Army to face ability to mobilise maintenance Management concept (WFM), the the coming challenges: operational process of reorganization of the resources to enable higher availability challenge due to the numerous in 24 hours, 36 hours and so forth. management of Army equipment is overseas deployments, and to dubbed in French the Politique The delay necessary to get to the next demanding operational preparation, level needs to be optimized to the d’Emploi et de Gestion des Parcs technical challenges posed by (PEGP: Policy for the Employment maximum, the goal being to be able to equipment renewal … and the go from 70% to 80% in three months. and Management of Fleets). In the technological evolution of the fleet, making since 2006, it has been budgetary challenges expressed in the Getting rid of extra equipment will partially tested in the past eighteen long-lasting limits in the growth of allow a better focus on retrofit, and months and officially launched in financial and human resources. This will improve the level of maintenance. June with the filling of the “parks” by is why, if we want to reserve the most Disposals should eventually lead to the DCMAT with the main categories update fleet to the OPEX and manage substantial savings, since 40% of the of equipments as a starter: mostly some imperatives such as the creation current Army park is to be retired “everything that is on wheels,” says of a NATO alert park, we have to under the new reorganization. This is Colonel Bienfait, that is to say commit to the management of the revolutionizing in many ways, but the armoured vehicles, artillery, and technical fleet approach. Finally, the biggest challenge for the French assorted arms systems. PEGP is a response to a demand by Army is going to change the Interestingly, munitions are going to the Chief of staff to rationalize the “ownership mentality”: it is not so be stripped out of the process via the use of the fleet by the Army. It is part much the reduction in numbers that is creation of a joint service similar to the of the general movement towards a challenging, but the change of habits French fuel service (Service des rationalization of the MRO within and culture induced by the creation of Essences) and medevac system (SSA: the ministry of defence.” a common pool of equipment Service de Santé des Armées), with the (“mutualisation”) which each Streamlining the process means regiment will learn to share. stated ambition in the White Paper of realigning the supply chain to match promoting a European Munition pole). the operational needs, but just the TRACKING THE An ongoing and dynamic process, needs. It hence means reducing FLEETS the PEGP is to be updated by the end redundancies, getting rid of duplicate Up until now, each regiment would of 2009 and fully implemented by equipment which till now drained “own” its equipment which it would 2011–2012, when the adequate resources – in men, parts and funding – maintain fully and manage for its own infrastructures will have been without being useful to the combatant. exercises and needs, with the natural delivered. The dual objective of the “The idea is that it is far better to classic tendency to pile up and create PEGP is basically to better “use the run one truck a year driving 8,000kms surplus. This “dis-ownership” equipment to optimize the costs of and will need only one maintenance process is on its way and will offer a employment and to better manage visit during that time, than running much better visibility of assets, which assets in order to reduce the costs of two trucks driving each 4,000kms and is to be enhanced with the support”. The idea is to split the fleet requiring twice the number of development of a new IT architecture of a given equipment in four parks, maintenance interventions,” notes called “Système d’Analyse pour la “organized by missions rather than by Colonel Bienfait. The issue obviously Gestion et l’Emploi des Equipements” equipment, the way it had been till is to determine what are those needs – (Analysis System for the Employment now,” explains Colonel Didier Hénaut in other words, what kind of readiness and Management of Equipment). in charge of the PEGP at DCMAT. A level one needs. first “permanent park” (parc en service “These analytical tools have been permanent) is devoted to operational Army officers agree that it depends experimented with over the past year readiness (preparation opérationnelle); a on the type of equipment, but that and the ‘lessons learned’ should help second “emergency park” (parc generally speaking, the best readiness determine the average use of d’alerte) maintains ready-to-go level optimized in terms of cost- equipment,” notes Colonel Patrick equipments and ensures combat effectiveness obeys the following Hocquart from DCMAT. Indeed, readiness; a third “training park” (parc “law”: readiness costs the most under another advantage is that it will allow d’entraînement) centralizes in a few sites 30% and beyond 70% with a doubling the MoD to better plan and manage

SEPTEMBER/OCTOBER 2008 32 not been generating savings, rather the opposite. This may change SIRPA Terre SIRPA in the future, especially as maintenance staff will be reduced, but here is the assessment of Colonel Bienfait about such an issue: “The MRO cost is practically proportional to the value of acquisition of any given equipment and varies between 2 and 5% of the latter. The more the sophistication, the more its cost and its MRO cost – technology has a price and the MRO of technology has a price as well. Indeed, when one does compare the proportion of manpower over spare parts, one has to acknowledge that for a basic piece of equipment (a light armoured vehicle with four wheels and an equipment rotation on the basis of their recalls General Verna, while the first engine), the cost of manpower is far lifecycle, as well as via a better overall strategic axis of the transformation of superior to the one of spare parts, planning for exercises in order to avoid the MCO Terrestre is the, “… alignment when it is exactly the reverse as far as the peaks and troughs in use rates. of support on operations back onto the a high-tech equipment is concerned. efficient support process done in If one compares a Gazelle helicopter SAGEE will be used in particular metropolitan France.” (basic) to a Tigre, the Tigre MRO by a new organization called costs ten times more in terms of flight SIPREFOR – “Système d’information OLDER AND hours than the Gazelle. The reason is pour la préparation à l’engagement des YOUNGER: not only due to the cost of spares, but forces”, Information Systems for the DIFFERENT also to the use of integrated systems.” Preparation of Force Deployment - PROBLEMS which will plan operational needs Another issue is of course linked to based on the foreseen forces activities One of the main current challenges the training of maintenance over eighteen months. the DCMAT is facing is the age of the personnel, which will also have a cost: various categories of equipments: on indeed the transition towards a better, As EMAT told MLI, “SAGEE is in the one hand, the French Army has leaner force has a structural costs fact an expert system which takes its been operating on 15 to 30 year-old (base closure; social compensations; information from SIPREFOR in order equipment (sometimes more: e.g. 48 reconversion; training; etc …), which to identify the needs in terms of years for the GBC8 KT truck, and 34 can slow down the expected benefits equipment. Then the CREDO IT years for the Puma), which requires a from massive cuts, the way the Livre system [CREDO provides information certain type of maintenance. Blanc encompasses them. about unit organisations and their equipment], while the system of On the other hand, new equipment The hope is that a simplification of information of the Army Maintenance is already operational or expected to maintenance process will occur via the Information System (SIMAT) be in the next coming years, requiring standardization of equipment: provides the visibility of the status of completely different maintenance General Verna underlines the fact the fleet in terms of availability.” guidelines. Not only does this that if the AMX13 had 13 engines, complicate any planning effort based the Leclerc ended up having far more In the view of the Sarkozy on equipment life-cycle, but this two- – “500 engines for 300 Leclercs” – government, the reduction of the speed system tends to blur cost complicating even more the MCO. planned projection forces from 50,000 projection assessments. This leads to One engine per tank is the hope and men to 30,000 men is also meant to have an interesting debate about the fully integrated programmes, such as a more realistic approach to French real estimation of the cost of the future Scorpion advanced AFV abilities to deploy in OPEX. “PEGP is MRO/MCO when jumping from one system, will drive this vision forward. not a maintenance process, but the generation of equipment to another, All of which means a totally new preparatory phase to deployment,” which so far in the French Army has bargain with the industrial suppliers.

3 3 MILITARY LOGISTICS INTERNATIONAL MCO AND THE looks carefully at the amount spent framework – the infamous “Code des INDUSTRIAL per military person per year, it only marchés publics” - still needs a lot of LANDSCAPE: counts for about e52,500 in France, improvement to be more flexible, TOWARDS A NEW compared to about e121,250 in the but change is on its way with longer- BARGAIN United Kingdom and about e218,750 term multi-year contracts more in the United States. The current attractive for industries, and the With the Livre Blanc, and maybe reform process, if properly awareness for the need, and more with the on-going budget implemented, may indeed improve willingness, to include small and balancing process, President Sarkozy such a ratio and allow the French medium size companies along with has in many ways overhauled the Army to be “leaner and meaner” and the Primes. New alliances are defence foundations in place since end up doing less with more, rather emerging and success stories are General de Gaulle. The future than doing more with less the way it now creating innovative business challenges are numerous, but two has been doing in the past decades. models for the MCO providers: the deserve attention: one is the financial relationship between DCMAT and What is promising and variable, as the promised increase in Renault Truck Defense is one such. military expenditures could well be revolutionary though, is the new halted by a stagnant economy, making emerging relationship between the To put it bluntly, the good news is the defence sector as a whole and the armed forces and their industrial that Army support activities should MCO within it the usual “adjustment suppliers. As France leaves the era from now on not only be truly variable”; the other is the hope that of monopolies behind, and as the integrated within the conception of Europe will do its share in defence, big-ticket military investments needs and planification of means at which till now has been more the shrink, the industrial landscape in the top political and military levels, common lowest denominator than the the defence sector is rapidly but are also at last becoming an other way around. evolving. This is particularly the integral part of the services provided case as far as the MCO is concerned, by the equipment makers from the France is still comparable to the where new opportunities are being beginning of the negotiation process. United Kingdom in terms of overall shaped with the support of the A win-win solution for France, it spending and capabilities, but if one government: the contracting seems …. Nexter

Industry is a key partner in the planned changes to land systems support. Much as industry has been given a larger and larger role in the support of systems in countries such as the USA and UK, so a similar, if more nuanced trend, is underway in France.

SEPTEMBER/OCTOBER 2008 34 STRATEGIC AIRLIFT CAPABILITY: GETTING THERE... MLI’s European Editor, Nick Fiorenza looks at the approaching reality of a NATO strategic airlift capability. he NATO Strategic Airlift the customer pays for readiness, not Capability (SAC) pro- specific parts or services. Under the GSP Tgramme is entering its contract in effect with the US Air Force, implementation phase, following Boeing is responsible for supply support, the signing of the memorandum of supplier management, technical manual understanding by enough nations to support, maintenance, modifications and purchase three C-17s. The upgrades, logistics engineering services memorandum of understanding is and field support services. expected to come into effect by the A Boeing spokesman told MLI his end of the year, and leadership posts company was performing a workforce have already been filled. size and makeup analysis on SAC and Dutch Defence Minister Eimert van would not comment beyond saying, Middelkoop on 12 June signed the 2009. The initial and full operational “The makeup of the workforce will be Netherlands up to 500 flight hours with capability has not been fixed, but the determined by the scope of work to be the SAC, allowing the programme to first aircraft will be operated by the US performed, the skill of available reach the 3,500 hours required to make Air Force, so it should be ready soon personnel and the level of support it viable. A C-17 normally represents after delivery. The original initial required.” 1,000–1,200 flying hours but for the operational capability was mid-2008. MLI understands that the civilian purposes of SAC 1,000 hours. This Norwegian Navy Capt. Gunnar workforce will number 70 people, as works out to three C-17s, despite Borch, formerly director of the previously reported. Boeing plans to set wobbling by Italy, whose defence budget Movement Coordination Centre Europe up a company in Hungary to support the has been reduced, and the withdrawal in Eindhoven, the Netherlands, has been SAC C-17s, drawing on local skills from SAC of Latvia with its 45 hours selected as the general manager of the which have supported Pápa in the past, (Denmark withdrew at an earlier stage). NATO Airlift Management Agency instead of expensive expats. A mission from Pápa, Hungary, where (NAMA) established to purchase, own The Hungarians have already SAC will be based, to Kabul and back and support the three SAC C-17s. represents around 16 hours. provided all governmental and Hungarian officials would like to see parliamentary resolutions and acts NAMA move to Pápa air base in necessary for the stand-up and operation STRATEGIC Hungary, but others see a logic in of both NAMA and HAW in Hungary. AIRLIFT keeping it where it is now co-located Preparations are being made by both the CAPABILITY: with the NATO Maintenance and hosting Hungarians and by the US Air NATIONAL Supply Agency in Luxembourg. Force. In May, an Airfield Pavement BREAKDOWN BY Wherever NAMA is located, the Evaluation team from the US Air Force FLIGHT HOURS SAC Heavy Airlift Wing will be Civil Engineer Support Agency drilled Bulgaria 65 commanded by US Air Force Col. samples and tested overall strength of Czech Republic 40 John Zazworsky. His deputy will be the airfield’s tarmac at Pápa to determine Estonia 45 Swedish air force Col. Fredrik Heden, its load bearing capacity. At the end of Finland 100 reflecting the fact that Sweden has June, Zazworsky visited the base for the Hungary 50 signed up for the second greatest first time and the first group of Italy 300 number of flight hours, 550. personnel were scheduled to follow by Lithuania 45 The SAC C-17s will be operated by the end of July. Netherlands 500 150 military personnel from all 14 Improvements to Pápa include a new Norway 400 signatory nations. Many nations have and bigger multipurpose hangar for the Poland 150 identified and named crew members and aircraft, workshops and social facilities; Romania 200 training for non-US crew is in progress the expansion of the existing Slovenia 60 in the United States. Boeing has been stand/parking area; the modernisation of Sweden 550 asked to evaluate providing contractor other buildings and infrastructure; the USA 1,000 logistics support services to SAC under installation of new, more secure TOTAL 3,505 contract to the US Air Force under the perimeter fencing, and the procurement C-17 Globemaster III Sustainment of de-icing equipment, towing vehicles Plans to deliver the first C-17 by the Partnership (GSP). GSP is a public and fuel trucks. In addition, the end of the year will probably be private partnership based on the concept Hungarian military unit operating the changed to all three being delivered in of performance-based logistics in which base has been reinforced.

3 5 MILITARY LOGISTICS INTERNATIONAL BUILDING ON FLEET COMMONALITY MLI’s Scott Gourley looks at the growing benefits to the US Navy of commonality of weapons systems.

n addition to building According to the successful 57mm naval gun manufacturer, the Mk Iservice in the fleets of 14 110 allows Sailors and naval forces worldwide, US Coast Guard crews to and associated industry respond quickly and representatives note that the effectively to eliminate entry of the new Mk 110 57mm all types of threats, by naval gun into US Navy and US delivering high rates of Coast Guard platform inventories fire with extreme will provide those maritime accuracy against surface, services with a range of new airborne and shore- logistics benefits. based threats with proven effective 6-mode The 57mm Mk 110 Naval Gun programmable 57mm System is the system of choice for Mk 295 ammunition. providing surface warfare and homeland defense to the US Navy “The logistics and US Coast Guard. It is a multi- advantages are one of mission capable medium-caliber the key aspects of the shipboard weapon that has been Mk 110, especially selected for the US Coast Guard's within the United National Security Cutter (NSC) and States,” observes Tom the US Navy's Littoral Combat Ship Danczyk, Mk 110 (LCS) program. Additionally, the Program Manager at complete system has been baselined BAE Systems. by the U.S. Navy's DDG 1000 Noting that the destroyer and the U.S. Coast Guard's system had been Offshore Patrol Cutter (OPC). selected or baselined The Mk 110 from BAE Systems for two Coast Guard is based on Bofors Defense 57mm platforms (NCS and Mk 3 naval gun, and once in full-rate OPC) as well as two production, will be assembled at BAE Navy platforms (LCS and common training across those Systems' facility in Louisville, DDG1000), he added, “That’s platforms. You can train all those Kentucky. another interesting thing about the sailors – there are unique nuances MK110. It was basically between ship classes but in essence, The U.S. Coast Guard received its independently selected by four 90% of the training is the same. You first Mk 110 in January 2006 for the first different ship platforms: the also have common spare parts across National Security Cutter (NSC-1) National Security Cutter, by those platforms. You don’t have to CGC Bertholf (WMSL 750), which was Northrop Grumman; the LCS ship, have a separate logistics trail for each formally commissioned on 4 August by Lockheed Martin; the GD LCS one of them. You also have common 2008. A second gun was delivered in ship, by GD; and for the DDG1000 technical manuals.” December 2006 for NSC-2, CGC ship, basically by Raytheon and Waesche (WMSL 751). The third Coast PMS500. So it was independently “That logistics package is so Guard Mk 110, which was the first gun selected by those four different critical,” he says. “Logistics can be manufactured at BAE Systems’ communities as being the medium 80% of your cost in a system. You Louisville, facility, was delivered to the caliber gun of choice.” can’t just look at your initial Coast Guard for acceptance testing in procurement costs. You’ve got to look late August 2008. He continues, “Now that we’re on at any additional burdens that the three of those ships and also Navy or the Coast Guard are going to For the U.S. Navy's LCS program, baselined on the DDG1000 – we will incur over the life cycle of a system. the first gun was delivered to be building those next year. – there And that’s why having a common Lockheed Martin in March 2006 for will be a common logistics package system across all of these platforms is USS Freedom. for the US. That means you have so critical.”

SEPTEMBER/OCTOBER 2008 36 Photographer’s Class Kerryl Mate Cacho 3rd CONTINUINED PROGRESS FOR NAVAL SUPPORT MLI’s Scott Gourley looks at continuous improvement in US Navy vessel support on both coasts.

.S. Naval Sea Systems feet of warehouse space, NNSY’s eight • A depot level antenna repair facility Command (NAVSEA) dry-docks include: and range site that removes, restores, representatives have tests, ranges and reinstalls IDD, U • #1 – 319 feet 5 inches - opened 17 highlighted a number of recent ACLS, navigation and surface/air June, 1833; activities and accomplishments at search antennas; • #2 – 498 feet 6 inches - opened 19 NAVSEA’s four naval shipyards. • An accredited environmental and Those shipyards include Norfolk September, 1889; • #3 – 550 feet - opened 8 December, materials testing laboratory that Naval Shipyard in Portsmouth, provides complete chemical, Virginia; Pearl Harbor Naval 1908; • #4 – 1011 feet 10 inches - opened 1 metallurgical and metrology analysis Shipyard and Intermediate and engineering services; Maintenance Facility (IMF) in Pearl April, 1919; • #6 – 465 feet 9 inches - opened 31 • A Shipyard Instructional Design Harbor, Hawaii; the Portsmouth Center, which is a full-service Naval Shipyard in Kittery, Maine; October, 1919; • #7 – 465 feet 8 inches - opened 31 training development and media and Puget Sound Naval Shipyard production facility. and IMF in Bremerton, Washington. October, 1919; • and #8 – 1092 feet 5 inches - opened The most recent milestone shipyard Logistically, the four shipyards July 1942. activity focuses on the “combination” of perform logistic support and work in NNSY and the Mid-Atlantic Regional connection with ship construction, Although the NNSY drydock inventory may seem rather historical, Maintenance Center (MARMC), in conversion, overhaul, repair, alternation, Hampton Roads, Virginia. The dry-docking, outfitting, manufacturing additional modern specialized facilities also include: resulting facility represents the largest research, re-development and test work. consolidation of Intermediate and Under NAVSEA's “One Shipyard” • Naval Shipyard Development and Depot (I&D) level work in the naval concept, the naval shipyards level the Integration Test Site, a multi ship repair community. workload and mobilize the work force disciplinary engineering site across the yards to best ready the Fleet, dedicated to integrating, testing and The action represents the third and stabilize a vital industrial base for implementing business process consolidation of Navy I&D-level repair America’s defense. improvements in Navy and work in a region, following Pearl Department of Defense Harbor Naval Shipyard and Norfolk Naval Shipyard (NNSY), for Intermediate Maintenance Facility and example, covers approximately 800 acres maintenance depots; • Network Center of Excellence and Puget Sound Naval Shipyard and on the southern branch of the Elizabeth Intermediate Maintenance Facility. River. The property houses seven dry Network Operations Control Center, docks, four miles of waterfront, about 30 the Navy's entities responsible for According to NAVSEA representa- miles of paved streets and 19 miles of coordinating and controlling the wide tives, Hampton Roads is the first region railroad tracks, its own police and fire area network (WAN) and local area capable of performing large-scale work departments, electricity and steam network (LAN) in the shipyards; on all of carriers, submarines, and generating plant, and about 400 cranes. • East Coast cryptographic repair surface combatants. depot which repairs, modifies, In addition to 3,585,239 square feet of overhauls, certifies and installs With large-scale scheduled shipyard production space, and 1,195,480 square cryptographic equipment; jobs traditionally considered depot-level

3 7 MILITARY LOGISTICS INTERNATIONAL repair work, NNSY Operations Officer, According to Livingston, the “The shipfitting, welding, shipwright, Capt. Bill Kiestler, emphasized the top RIMPAC logistics support priorities plastic fabricator and temporary services priority was maintaining work quality were established, funding was shops performed outstanding work on on I-level availabilities (Continuous negotiated, and work was allocated these jobs,” says Livingston. “The ship Maintenance Availabilities) at the naval based on funding, material availability, was able to participate in her RIMPAC station. “I told everyone, 'whatever was and capabilities. mission as scheduled and reported zero being done for the ships before, had to leakage during the operation.” According to NAVSEA be at least as good if not better,'” says representatives, “One of the most NAVSEA also highlighted recent Kiestler. He added that the successful challenging ships that the PHNSY & activity at its Puget Sound Naval I&D implementation has now formed a IMF's Surface Craft Maintenance Shipyard and Intermediate “Super Intermediate Maintenance Division repaired was the RAN's Maintenance Facility (PSNSY & IMF), Activity” at the naval station. HMAS Tobruk. The amphibious ship is where USS Kentucky (SSBN 737) This pooling of area naval ship repair a multi-purpose roll-on/roll-off troop completed a dry-docking for emergent resources has already helped achieve and heavy vehicle carrier with both stern maintenance and returned to the fleet more ship maintenance under the same and bow doors. HMAS Tobruk had three days earlier than scheduled. several items that required immediate operating budget. Bob Harrell, the Command representatives noted, repair so she could perform her mission Program Manager for Regional “During USS Kentucky's Trident during RIMPAC. HMAS Tobruk also Maintenance and I&D Integration, Maintenance Refit period, Navy divers had an inoperable gantry crane. The further explained the concept of being discovered unforeseen but necessary motor that operated the main hook had able to shift workers between the two maintenance work. This finding burned out on the way to Hawaii. The facilities. “When we have an available prompted a Naval Sea Systems RAN's port engineer ordered a new capacity here in the shipyard,” he says, Command (NAVSEA) assessment and motor prior to her arrival and it was “we are able to instantly utilize workers recommendation for an unscheduled waiting on the pier for installation.” by moving them to the I-level site and docking. Despite the challenges of this take on additional work for the They continue, “PHNSY& IMF's emergent work, the ship was docked and operating Fleet.” Engineering and Planning the Shipyard-IMF team successfully NAVSEA also highlighted recent Department performed a ship check completed all repairs ahead of schedule. and determined that gears first had to accomplishments at one of the earlier “The men and women of the IMF site be checked for cracks, then dressed facility consolidation sites, Pearl Harbor performed admirably,” says Captain and inspected for proper alignment. Naval Shipyard and Intermediate James F. Stone, IMF commanding The Shipyard's Outside Machine Maintenance Facility (PHNSY & IMF). officer. “They instinctively responded to Shop, Nondestructive Test Division, the challenge and planned, engineered According to a command release, Fluid and Mechanical Division, and and executed the tasking without rework PHNSY & IMF provided multinational Rigging Shop quickly installed the or churn and rapidly turned the vessel fleet maintenance support to nine US motor. Weight-testing the crane Navy and foreign ships during the back over to the operator ... days earlier required following RAN procedures than planned. This demonstrated recent Rim of the Pacific (RIMPAC) and testing to a total weight of 77 tons. maritime exercise. professionalism, dedication and sense of The test needed to be performed in urgency validates the need for such an Conducted 29 June–31 July, RIMPAC increments, requiring the individual organization under the NAVSEA involved 10 nations, 35 ships, six weights to be distributed over several umbrella. I am proud to be serving with submarines, and more than 150 aircraft areas of the deck. The weights first such a team.” had to be gathered and landed on and 20,000 sailors, marines, soldiers, floating crane YD-261, then relocated Captain Mark R. Whitney, airmen and coastguards expanding from the floating crane onto HMAS commander, PSNSY & IMF, adds, cooperative relationships and Tobruk. The ship's gantry crane then “This is yet another great example of contributing to the security and stability picked up the weights, swung them what the maintenance professionals of of the maritime domain. over the side and held them for 10 IMF can do to support the “Most of the repairs done during the minutes at each phase of testing. warfighters.” exercise were of an urgent nature and required rapid response,” say Tyson Livingston, assistant project super- intendent for PHNSY & IMF's Fleet Maintenance Project – Surface Craft. PHNSY & IMF provided maintenance support for five US Navy ships, including the aircraft carrier USS Kitty Hawk (CV 63), as well as two Canadian vessels and two Royal Australian Navy (RAN) ships (After spending the last 10 years R Hudson/USSpecialist 2nd Class Jennifer Navy deployed to Yokosuka, Japan, USS Kitty Hawk (CV-63) is slated for decommissioning in Bremerton, US shipyards have not just supported the US Navy: on the RIMPAC 08 exercise, facilities at Pearl Washington, in January 2009). Harbor, Hawaii, undertook repairs to the Royal Australian navy’s logistics ship, HMAS Tobruk.

SEPTEMBER/OCTOBER 2008 38 Quote MLI and receive £200 off delegate price!

SMi’s Conference on… Defence Maintenance 15th & 16th October 2008, Copthorne Tara Hotel, London, UK

How do you ensure higher levels of efficiency and flexibility in defence maintenance? How do you meet the requirements of high tempo operations? An expert line up of This conference will address the challenges of speakers includes: operational deployment through key • Colonel Johan Kaelen, PPP presentations on military requirements, fleet readiness Project Officer, Logistics and the trend of partnering Centre, Royal Netherlands Air with the private sector. Force • Colonel Henri Rouby, Deputy Director, Technical and Logistics Support Office, French Air Force • Lieutenant Colonel Matthew Finnegan, Commander, 48th Aircraft Maintenance Squadron, US Air Force PLUS A PRE-CONFERENCE INTERACTIVE WORKSHOP • Major Seçkin Dar, Aerospace Synthetic Training Solutions for Engineer, Turkish Air Force Maintainers Logistic Command Tuesday 14th October 2008, Copthorne Tara Hotel, London, UK • Commander Jim Donnelly, In association with: Senior Aircraft Engineer, Commando Helicopter Force

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