SECURING THE BASE
effects of deep sequestration cuts last year, and the prospect of further sequestration cuts in 2014.
“We are now entering the second year where we are likely to face sequestra- tion. Te health of the industrial base is a question that is near and dear to the department’s
leadership interests,” said
Elana Broitman, acting deputy assistant secretary of defense for MIBP.
Te policy office is focused on vendors’ production capacity as well as the need to preserve or maintain a highly skilled, technically competent workforce. “In order to equip the warfighter, we depend upon a healthy industrial base that con- tinues to innovate,” Broitman said. “Te assessments of
the industrial base that
we do are an important tool in under- standing how the industrial base will fare during this downturn.”
“We have to be aware of what’s happening with the industrial base with this coun- try,” Rep. Mac Tornberry, R-Texas, vice chairman of the House Armed Services Committee, told a reporter for Breaking Defense on Nov. 22, 2013. “Whether you need a separate program to fund R&D or other things to keep some suppliers alive, I think that’s another question, but it’s worth asking.”
POLICY OPTIONS Army leaders often cite multiyear pro- curement contracts, foreign military sales (FMS) and industry outreach as examples of ways to support a prosperous path for- ward for industry.
Trough the multiyear deals for the UH-60 Black Hawk utility helicopter and CH-47 Chinook cargo aircraft, the Army can help solidify and sustain pro- duction expertise while simultaneously maintaining production capacity. Te
16 Army AL&T Magazine
PATRIOT DUTY
Soldiers with the 3rd Battalion, 2nd Air Defense Artillery Regiment perform a routine inspection of a Patriot missile battery at a Turkish military base in Gaziantep, Turkey, Feb. 27, 2013. Past DOD investment and FMS have been invaluable to the health of the Patriot program and IB, as well as to the security of allies such as Turkey. (U.S. Air Force photo by MSgt Sean M. Worrell)
Army also is continuing a variety of IB assessments to identify potential areas of difficulty or challenge. (See related arti- cles on Pages 8 and 82.)
FMS, too, continue to have a strate- gic impact by helping to build partner capacity and, in some cases, sustain pro- duction capacity for a variety of needed technologies
been a part of programs
and systems. FMS have such as
the
Patriot missile, Guided Multiple Launch Rocket System and AH-64 Apache heli- copter, among others. (See related article on Page 36.)
As an example of how these various approaches can come together, the Army has conducted IB assessments related to Abrams tank modernization at the Lima Army Tank Plant, OH, also called the Joint Systems Manufacturing Center. Tese efforts
focused on maintaining
needed production capacity as well as engineering and manufacturing expertise. FMS are a part of this calculus as well,
January–March 2014
because there is an upcoming period of time in which the Army plans to tempo- rarily pause its tank modernization line.
Te Army works closely with the other services and Pentagon leadership to coor- dinate efforts and collectively develop mitigation strategies. If one of the ser- vices is producing a given technology, that may help another service maintain production capacity for a desired system.
INFORMED DECISIONS Te MIBP office relies on a data repository created through a Pentagon-led multiyear IB
assessment called
Sector-by-Sector,
Tier-by-Tier (S2T2). Te S2T2 database looks at vendor capability, supply chain issues and manufacturing details regard- ing the production of critical components, platforms and technologies.
S2T2 is a starting point for assessments of all defense components. Te informa- tion in S2T2 is used to manage DOD’s investments more effectively, to ensure
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