and performance measurements. By consolidating these programs, the PM office intends to increase
efficiency,
both administratively and operationally, reduce cost, and ensure consistency.
TRANSITIONING FROM OND TO OEF Delivering QRC to theater presents immense logical challenges, as timelines are condensed and resources stretched. As OND drew down and efforts focused on OEF, PM ODI had even more respon- sibilities,
TF ODIN programs
including deactivating and
some reposition-
ing others, while maintaining a high OPTEMPO in both theaters of operation.
To meet these challenges, PM ODI con- ducted a number of relocation initiatives specifically focused on the transition, including
refreshing, reconsolidating,
resetting, and transitioning equipment, and on managing
contractual issues.
Deactivation activities entailed demilita- rizing equipment, demobilizing material and personnel assets, and contract close- out. Some of the equipment in theater was deemed beyond economical
repair
or was not worth the cost of transpor- tation; this equipment was turned in to the theater through various programs. Other high-dollar or sensitive items were packaged and transported from OND to OEF using military or commer- cial transportation.
For programs that had no follow-on mis- sion, decisions were made on divestiture, transfer, or transportation of equipment back to the original equipment manufac- turer or depot. Finally, some programs or portions thereof relocated back to CONUS for reset and technical refresh- ment before moving onward. In every case, a cost-benefit analysis helped to determine the best course of action for the Soldier and the taxpayer.
SPARE PARTS: MITIGATING RISKS Because of the quick-response, limited- production nature of
its program, PM
ODI has had to deal with a number of unique acquisition challenges. One example is the maintenance of adequate spare parts for its systems.
With each system flying an average of 350 to 400 hours per month, PM ODI learned that increased numbers of spare parts are necessary to maintain TF ODIN’s current 96 percent mission-capable rating. Accomplishing this goal takes a consid- erable staff of maintainers and logistics support personnel, as well as a large supply of forward-fielded spare parts. If a system goes down, there is little time to wait for a part to be replaced or repaired. To combat these potential part shortages, TF ODIN keeps 40 to 50 percent spare levels of
high-usage, high-value, and/or
long-lead-time parts on-site, instead of the 30 percent that a typical unit would maintain.
In addition, PM ODI understands that maintaining each of its programs under separate contracts is not optimal with the Contractor Logistics Support (CLS) system. Unlike a program of record, QRCs are unable to use the Army Supply System, whereby spare parts are provisioned and a mature inventory management system is in place; QRCs use CLS instead. Because of contractual limitations, PM ODI has maintained each portfolio program as a separate contract. Each ates
weapon independently, requirements creating without factoring in
parts availability from other programs, resulting in duplication of material and contractor personnel.
While this has succeeded in maintain- ing the OPTEMPO and high mission
capability rating, it is an inefficient and, in the long term, unsustainable way to conduct business and a situation to avoid in future programs.
CONCLUSION PM ODI will continue as a strong pro- vider of the Army’s AISR QRC. As operations have evolved, PM ODI has evolved with them and will keep doing so. As
its systems have matured, PM
ODI has gained deep insight into what it takes to create and sustain a success- ful AISR program: namely, that multiple high-intensity AISR operations require a significant personnel footprint to operate and maintain the weapon systems.
When evaluating its path forward, PM ODI examined the U.S. Air Force Big Safari program office as a potential model. Big Safari offers a single program office for cradle-to-grave management of the Air Force’s QRC special projects. There is no single Army entity that over- sees full-system, end-to-end operations for its AISR QRCs. It is PM ODI’s long- term vision to become the Army’s Big Safari, providing a one-stop-shop QRC turnkey capability for any manned AISR Army initiatives.
For more information on PM ARES
and PM ODI, go to http://peoiews.apg.
army.mil.
system oper- spare
LTC(P) MOISES M. GUTIERREZ is Product Manager Observe, Detect, and
Identify Executive Office within the Program Intelligence, Electronic
Warfare, and Sensors, Aberdeen Proving Ground, MD. He holds a B.A. in politi- cal science from the University of New Mexico, and an M.A. in procurement and acquisition management from Webster University. Gutierrez is Level III certified in program management.
ASC.ARMY.MIL 47
LOGISTICS
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