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 village as well as the FOB would establish an enduring relationship.


partner with civilian corporations and agencies to gain invaluable insight before an operation.


Te U.S. Agency for International Devel- opment funds an economic development project across Africa with the intent of reducing barriers to trade. Te Trade Hub program understands how to move across borders, and it is actively campaigning to reduce border delays. Te East Africa Trade Hub program has reduced border crossing documentation by 10 percent, established main trade routes and has an intimate knowledge of trade require- ments. Te Army should seek to benefit from this effort; regional experts would be the catalyst to ensure that the informa- tion is shared.


COMMON PLATFORMS AND PARTS Ford Motor Co.


most challenges and incurred the highest freight costs. Vendors wanted to sell the company three different brands of truck; instead, it procured 150 of the same trucks and 200 of the same trailers. Tis reduced the complexity of the supply chain of parts,


storage of parts and lubricants,


operator training and mechanic training. It also simplified communication with the manufacturer for maintenance exper- tise or warranty claims.


in 2011 announced a


global initiative to reduce its number of vehicle platforms from 15 to five. Tis “economies of scale” initiative led to cost savings in engineering time, parts and service and in tooling and machinery. In 2014, Subaru announced a new global platform for its vehicles. Te initiative promises to cut unit costs by 20 percent by 2020 through “more efficient vehicle designs, standardized platforms and leaner manufacturing processes.”


Freeport-McMoRan purchased 150 of its own cargo trucks to move supplies on the supply route where it experienced the


As the Army moves forward in procuring the newly designed Joint Light Tactical Vehicle (JLTV), it has wisely insisted on 90 percent commonality of parts for the JLTV family of vehicles. Tis is a tremen- dous step in the right direction, but the Army needs to source vehicles with com- mon parts between families of vehicles. Te goal should be commonality within the entire fleet of Army vehicles, not just the JLTV family. Te road toward that level of commonality is long, but the ben- efits would be worth it.


A light cargo truck, gun truck and fork- lift could all share the same parts. If every vehicle had the same tires, brake system, lights, battery and seat belt clips, the fleet would be ready for the most austere and logistically challenging locations on earth. Embracing a more robust common platform initiative for vehicles can help the Army reduce the logistics burden of parts,


storage, transportation, opera-


tor training, mechanical expertise and manufacturer support.


LOGISTICS COMMUNICATION SYSTEMS In surveys conducted for this study, both Army professionals and civilian agen- cies listed communication as the leading cause of logistics problems that occur while resupplying remote locations and during operations in general. Te Army is often inefficient in supply distribution because of a lack of simple communi- cation platforms that can accurately forecast the needs of those on the front lines. Tese platforms include in-transit visibility (ITV), inventory management and the collection of historical data.


ITV is designed to provide near-real-time status on the movement of materials from supplier to user. DOD defines ITV as “the ability to track the identity, status and location of DOD units and nonunit cargo (excluding bulk petroleum, oils and lubricants) and passengers; patients; and personal property from origin to con- signee or destination across the range of military operations.”


Te Army uses this capability poorly; it does not adequately track the distribution of all classes of supply to remote locations. Te Army’s ITV scope and platform must be updated in order to become more efficient in resupply operations. Provid- ing decision-makers with effective ITV systems will allow for improved inven- tory management. Te Army’s current inventory management system is not syn- chronized in a manner that allows leaders at higher echelons to see the total logis- tics picture. According to a 2012 GAO report, the Army has $8.4 billion worth of excess inventory.


Wal-Mart Stores Inc. and Caterpillar Inc., a global leader in mining and construction equipment, use advanced scanning mechanisms to track items from supplier to point of sale in real time.


ASC.ARMY.MIL 67


LOGISTICS


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