FIGURE 2
to sustain operations at remote sites, free- ing up assets and money to support core operations.
Te Army can mirror this approach and drastically increase combat power while reducing support requirements by using local and renewable resources. Every dol- lar saved in the supply chain is another dollar that can be spent on combat power.
When Freeport-McMoRan is in a remote area, its water requirements are similar to those of an Army forward operating base (FOB) in Afghanistan. Instead of shipping bottled water to the remote site, Freeport-McMoRan constructs a fresh- water well, which supplies the site and the local village. Te tactical benefits of a well are fourfold: reducing resupply convoys, freeing up assets for combat missions, strengthening
relationships with the
local community and increasing funding for combat power. In 2008, 20 percent of all materiel
sent by convoy in Iraq
and Afghanistan was related to water. A freshwater well to support a remote FOB would eliminate a significant number of resupply convoys and the helicopter air support they often require.
Establishing good relationships with the local population is critical to long-term security in any operation. A freshwater well that supplies water to the local vil- lage as well as the FOB would establish an enduring relationship. Funding could be established to pay the locals for the water at a far lower cost than for transporting bottled water. Tis would strengthen the local economy, support counterinsurgency operations and reduce logistics sup- port requirements. Using local resources to provide water also would lessen the requirement for support personnel on the FOB, which would increase combat per- sonnel and combat power.
Freeport-McMoRan requires essen- tial buildings for their mines in central Africa to be made of brick, which is heavy and expensive to move. Instead of transporting bricks, Freeport-McMoRan transported
the equipment to make
bricks into the remote area and trained the locals to make them, then purchased the bricks from the locals. Te Army also used this method in 2007 during Opera- tion Iraqi Freedom when it needed mass quantities of cement barriers to cordon off areas for the Iraqi presidential elec- tion. Transporting cement barriers into Iraq was not practical, so the Army pro- cured locally produced barriers.
Procuring materials locally might also be more reliable. A 2011 report by the Gov- ernment Accountability Office (GAO), the auditing agency for Congress, stated that “DOD has not always met delivery
standards and time lines for shipments to major logistics bases in Afghanistan … due in large part to the various difficulties in transporting cargo on surface routes through neighboring countries and inside Afghanistan.” (See Figure 2.)
When moving into a remote location, one of the first requirements is Class IV con- struction materials. Soldiers need them to improve fighting positions, but they are bulky and heavy to move. Te Army’s current solution is to procure Class IV materials at home station and transport them to the forward location. Tis is expensive and time-consuming, and takes up valuable transportation assets needed for other critical items. Locally procur- ing building materials would alleviate that requirement, increase the timeliness of arrival and improve relations with the local population.
ASC.ARMY.MIL 65
UNTIMELY DISTRIBUTION
From December 2009 through March 2011, surface shipments of requisitioned supplies did not once meet the time-definite delivery standard that calls for 85 percent of shipments to arrive within 97 days of being ordered. The problem stemmed largely from challenges in transporting cargo on surface routes in Afghanistan and through neighboring countries. Procuring materials locally, particularly using renewable resources, might be a more reliable solution, in addition to helping build relationships with the local populace, the authors note. (SOURCE: The MG James Wright MBA Fellowship Program at the College of William and Mary)
LOGISTICS
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