REACHING FOR READINESS
conduct other analyses. Tis trailblazing initial effort leveraged the team’s exper- tise in maintenance, acquisition, supply chain and transportation to deconstruct the fleet, and set conditions-based plan- ning factors for how long the ANA could expect to maintain vehicles economically while achieving at least 85 percent equip- ment readiness.
From these analyses, the Essential Func- tion 5 (EF5) life-cycle management team formed and presented courses of action that, for the first time, established a deliberate life-cycle management plan five years forward that identifies and cod- ifies predictable recapitalization points in a lasting, living document. More impor- tantly, the plan has become a tool from which to train, advise and assist the newly established ANA Logistics and Materiel Readiness Office based on the coalition’s concept of “what right looks like.”
Tis methodology is now being applied systematically to each of the major vehi- cle fleets and has become the standard for making life-cycle planning decisions. While not an earth-shattering achieve- ment from the standpoint of modern
defense logistics, achievement,
it was a milestone changing how we think
about applying life-cycle management principles within the context of a fledg- ling logistics planning capacity.
SIZING THE FLEET While effective life-cycle management is a primary requirement, overall fleet sizing follows closely behind. Fleet sizes grew unconstrained as the ANA developed in size and capabilities with equipment pro- vided by the coalition. Missing from this growth was an assessment of requisite operational needs (troop-to-task), life- cycle costs and affordability. One of the first “aha” moments from the life-cycle fleet analysis was that the fleets need to be right-sized to essential levels necessary to maintain full operational capability.
As an example, the existing ANA High- Mobility Multipurpose Wheeled Vehicle (HMMWV) fleet consists of 9,860 vehi- cles on hand in
four major armored
models and four unarmored models. Te majority of the armored fleets were deliv- ered between 2008 and 2011, with the last deliveries in 2012.
Te armored HMMWV has a life cycle of 7.5 years in Afghanistan under current conditions. Tese vehicles, while robust, have begun to exhibit systemic and repet- itive faults, which have increased the cost and frequency of repair after the vehicles reach the end of their life cycle. With- out intervention, vehicles will continue a debilitating cycle of recurring fault and repair, culminating in catastrophic fail- ure of a key component.
Te current status of the HMMWV fleet life cycle is critical; 56 percent of the fleet, or 5,544 vehicles, is beyond its 7.5-year life. Tese vehicles must be either replaced or reset to zero miles in order to refill to current required and approved fleet capacities. Furthermore,
the total cost
to replace the out-of-life-cycle armored HMMWVs with new factory replace- ments is
roughly $1.65 billion. Tis
includes associated costs such as shipping, without the weapons, electronic counter- measures and communications that would be necessary.
systems
In years past, the coalition has purchased new vehicles for life-cycle replacement as
STRATEGY SESSION The Train Advise Assist Command – East (TAAC-E) Military Advisory Team continues the U.S. commitment to train and advise the Afghan forces, meeting with the commander of the ANA’s 201st Corps Regional Logistics Support Command to finalize details for the national maintenance strategy in October 2015, in Laghman province, Afghanistan. (U.S. military photo by MAJ Asha Cooper, TAAC-E Public Affairs)
42
Army AL&T Magazine April-June 2016
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