OPTIMIZING THE PROCESS


SPC Terance Royster conducts one of five ammunition abatement checks on a Stryker combat vehicle in March 2013 at Kandahar Airfield, Afghanistan, as part of a streamlined retrograde pro- cess. The purpose of JASRs is to optimize materiel acquisition and sustainment through partnership and collaboration. (Photo by Sharonda Pearson, 401st Army Field Support Brigade Public Affairs)


PEO requirements; contracting perspec- tives; roles and functions of the product support manager; and partnering with private industry.


CONCLUSION In order to be successful across the enterprise, ASA(ALT) and AMC lead- ers agree that both organizations must create efficiencies through increased col- laboration, trust and transparency. “We have a unique opportunity to shape our Army for our future,” said Via. “We won’t always agree, but we will rise above and determine what’s in the best


interest of our Army, our Soldiers and our materiel enterprise.”


Both organizations understand the chal- lenges they face and the need to overcome complex issues and evolve to a more effective, efficient enterprise aligned to a smaller, regionally aligned Army based in the continental United States.


“We must work together to face chal- lenges collectively. Te Army will lose if we suboptimize,” said Shyu. “We need to strategically position ourselves to come out as a stronger Army.”


For more information, contact the Head- quarters, AMC Future Operations Division at 256-450-6963.


COL PAUL BROWN is AMC’s G-3/4 chief for future plans and operations. He has served in assignments from tactical maneuver units to the Joint Staff during his 33 years of Army service. An Army logistician by trade, he earned an M.S. in logistics management from the Florida Institute of Technology and a B.B.A. in transportation and logistics from the Uni- versity of North Florida.


ASC.ARMY.MIL 41


ACQUISITION


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