PREPARING FOR THE NEXT CONFLICT FIGURE 1 AMC INDUSTRIAL CAPABILITIES AMC INDUSTRIAL CAPABILITIES Rock Island Arsenal Tooele AD Iowa AAP Lake City AAP Joint Systems Manufacturing Center Letterkenny AD


Letterkenny Munitions Center


NY Sierra AD Hawthorne AD CA OK TX KEY/LEGEND


Maintenance Manufacturing


Ammunition Production Non-ammunition Storage Ammunition Storage


AAA – Army Ammunition Activity AAP – Army Ammunition Plant AD – Army Depot


McAlester AAP Corpus Christi AD Red River AD NV UT


AR MO


IA PA


IL IN OH KY


TN AL


VA Tobyhanna AD Radford AAP Crane AAA Bluegrass AD Holston AAP


Pine Bluff Arsenal Anniston AD


Anniston Munitions Center Milan AAP Scranton AAP Watervliet Arsenal


THE ORGANIC INDUSTRIAL BASE The 21 U.S. government installations—home to depots, arsenals, ammunition activities and muni- tions centers—that make up the Army’s OIB are prime partners in DOD’s OIB complex, ensuring readiness for joint warfighters and their equipment. (Source: AMC)


budget and the overseas contingency operations (OCO) budget. Most of the funding during operations in Iraq and Afghanistan came from OCO sources. To pay for higher priorities, the Army funded depot maintenance at approximately half of the critical requirements in the base budget.


Sequestration, continuing fiscal con-


straints and the drawdown highlight the need to clearly identify and resource core industrial base competencies and capa- bilities in order to size capacity properly against current and future requirements.


22 Army AL&T Magazine January–March 2014


INVESTING IN CRITICAL CAPABILITIES Many of today’s OIB facilities date to the 1940s and have reached or exceeded their expected service life. Over the past


A recent review of OIB facility require- ments reflected the need for $700 million to $800 million per fiscal year over a 5- to 7-year period to make up for exist- ing shortfalls. Recognizing that an


Requirements are under review at each industrial base installation to provide a baseline for the Army to properly align the workforce and infrastructures. Key to this effort is a close and continuous dialogue among the policy development, sustainment and acquisition commu- nities to properly project and manage workload forecasts.


six years, the Army has invested about $1.4 billion in capital expenditures and construction for its depots and arsenals. Unfortunately, the Army has not invested in facility modernization at the same rate as in modernizing weapon systems. Facil- ity investments are critical to maintain current standards for technology and the work environment.


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