ADVANCING THE NETWORK Soldiers from the 2nd Brigade Combat Team, 101st Airborne Division (Air Assault) use a WIN-T Inc 2-equipped vehicle during training in November 2013 at the Joint Readiness Training Center (JRTC), Fort Polk, LA. Even with fiscal constraints, the Army continues to network Soldiers with WIN-T Inc 2, Nett Warrior, Rifleman Radio, Manpack and the Mid-Tier Networking Vehicular Radio to provide on-the-move command and control and situational awareness. (Photo by JRTC Operations Group Public Affairs)


• Preserving cost savings in multiyear procurements. For example, the second five-year award in the CH-47F Chinook program in 2013 yielded savings of $810 million.


• Diligently pursuing better buying power initiatives in contracting, increasing competition and vigorously tar- geting “should cost” efficiencies in the execution of our acquisition programs.


THE PLANNING PYRAMID Our investment strategy encompasses five areas, which trans- late to a five-layer pyramid: divestment, reset and sustainment,


modernization of existing platforms, development of new capa- bilities, and science and technology (S&T) investment. (See Figure 1 on Page 8.)


At the broad base of the pyramid, we must accelerate divest- ment of aging systems that we no longer need to reduce operations and sustainment (O&S) costs. For example, we divested 30,000 old trucks last year, avoiding nearly $100 million in sustainment costs. Reset and sustainment of equipment used in the past decade of conflict are essential to the Army’s ability to maintain near-term readiness.


ASC.ARMY.MIL 7


FROM THE AAE


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