LESS is MORE


The key to increasing combat power isn’t just more people and weapons. It’s also reducing waste through smarter packaging, sourcing locally, increasing supply chain ef ficiency, and creating and using tactical power more wisely—in short, making all Army assets count.


by MAJ Linda C. Wade, CPT Adam G. Bradford, CPT Timothy P. Gibbons and CPT Nathan D. Platz


T


he Army Logistics Innovation Agency and Department of the Army G–4 chartered the MG James Wright MBA Fellowship Program at the College of William and Mary’s Mason School of Business to research supply chain optimization for remote locations. Te intent was to garner insights from


civilian organizations with the objective of improving Army sustainment.


Te study focused on sustainment in areas with minimal or no local infrastructure or supply sources in environments similar to inland central Africa and isolated Pacific islands.


Te comprehensive study of commercial supply chain innovations revealed best prac- tices that the Army should adopt to better support combat operations in the most remote areas on earth. Te recommendations focused on accomplishing these six improvements:


1. Reduce packaging waste. 2. Increase use of local and renewable resources. 3. Employ regional logistics experts. 4. Increase the commonality of parts. 5. Improve logistics communications systems. 6. Generate operational power efficiently.


Implementing these six recommendations would increase combat power by achieving a smaller footprint, greater use of assets, reduced inventory, simplified logistics and increased operational flexibility. All six recommendations have been proven to reduce costs for commercial companies.


ASC.ARMY.MIL 63


LOGISTICS


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