THE INDUSTRIAL BASE
Leaders realized that the IVAS team had the capability to manage the risks in a more effective way than past traditional efforts.
“Organizations need better tools for quickly assessing the impact and react- ing to black swan events. A [supply chain visibility] solution will enable entirely new risk mitigation strategies to ensure business continuity in spite of such occurrences.”
Although preparation and forward think- ing can streamline supply chain logistics, the problem is complex. “Currently there is no enterprise-wide supply tracking system, as each vendor has individualized methods of monitoring their production, with data housed in different departments and locations, and with various require- ments for database communication. Tis causes information to be stovepiped and fragmented, leading to inaccurate deliv- ery projections,” Stephens added.
Stovepiped information is problematic, especially because supply chain disrup- tions can have real-world impacts to the Soldier and squad. At a program level, supply chain visibility provides over- sight to end-product fielding timelines that impact military readiness across the enterprise.
For supply chain visibility to work, there must be trust and collaboration between the company and its customer, as the solution hinges on the ability to partner with vendors to track supply movement. While for some, the transparency compo- nent may sound daunting, the benefits are numerous.
“An end-to-end [supply chain visibility] solution aims to reduce supply chain risks,
improve lead times and identify problems in product security, quality and shortage along the chain,” Pate said. “Te visibil- ity allows for improved lead times, more evenly distributed sourcing and risks, more efficient shipping routes, better understanding of diminishing manufac- turing sources and materiel shortages and a better understanding of security and quality risks.”
Stephens contrasted the projected improvements of enterprise-wide supply chain visibility with current contracting processes.
“Our vision is that this enterprise-wide [supply chain visibility] monitoring system initiative is the next revolution of program management in predicting [the] probabil- ity of successful project delivery. Even with firm fixed-price contracts, if the manufac- turer misses delivery dates, the impact is felt by a waiting unit commander,” he said.
Te ideal end state of the dashboard will allow the tracking of component move- ments across the supply chain, ultimately ensuring minimal impact to the project and warfighter.
“A comprehensive [supply chain visibil- ity] solution gives program managers the ability to better forecast production and delivery schedules, prioritize risks and implement alternate sources of supply or contingency plans to ensure equipment can be fielded as planned,” said Stephens. “For fielded systems, [supply chain visi- bility] will provide unit commanders the
ability to better estimate the material availability and readiness for mission task- ing and training exercises.”
CONCLUSION Te IVAS team, strengthened by its collab- oration between government and industry partners, initially prioritized supply chain visibility efforts to ensure the security and quality of the composite system. Te supply chain visibility solution postured the team for maximum flexibility, which allowed them to better manage both the direct and indirect impacts of COVID-19 to the full scope of the project.
According to Maxwell, “In other words, we are currently tracking ‘what’ is being built, but our goal is to expand into ‘how’ it is built by tackling [supply chain visi- bility].”
For more information, contact PM IVAS public affairs specialist Courtney Bacon at
courtney.e.bacon.ctr@
mail.mil or visit the PEO Soldier website at https://
www.peosoldier.army.mil/.
COURTNEY E. BACON is a public affairs specialist providing contract support to PEO Soldier’s PM IVAS on behalf of TMGL LLC. She has a B.S. in biology from George Mason University working
toward a master’s degree
and is in
biodefense and international security from George Mason’s Schar School of Policy and Government. She previously worked in communications and public affairs for the Defense Information Systems Agency.
https://asc.ar my.mil 49
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