TOOTH TO TAIL
activities but also improves the likelihood for transition of advanced S&T projects. Finally, by employing new analytical tools, we have improved our ability to make
choices about
equipment’s use-
ful life, affordability and other factors shaping investment decisions. Together, these actions will continue improving the efficiency of the Army’s tail and help shape the leaner, more capable and more expeditionary force we need. A couple of important examples follow.
INCREASING AUTONOMY In recent conflicts, improvised explo- sive devices killed or injured thousands of troops riding in ground vehicles. Improving Soldier safety required vital and effective—though also tre- mendously
expensive—survivability
REDUCING DEMAND PV2 Emily Baker, a transportation specialist with the 16th Sustainment Brigade (SB), prepares to unhook a fuel tank at a forward operating base at the Joint Multinational Readiness Center in Hohenfels, Germany, May 13, 2014. PM E2S2 is pursuing technologies that reduce the need to transport fuel and water across the battlefield, including intelligent power management and distribu- tion, renewable energy and energy storage systems. (U.S. Army photo by 1LT Henry Chan, 16th SB, 21st Theater Sustainment Command Public Affairs)
programs such as the Mine Resistant Ambush Protected vehicle and armor kits for tens of thousands of other tacti- cal wheeled vehicles (TWVs).
Support (PEO CS&CSS) might seem like an unlikely place to find the Army’s future combat edge, if we want to maxi- mize resources in the Army’s “tooth” then we must look at optimizing the sustainment “tail.” In a world of fiscal constraints and uncertainty, an Army seeking to expand its combat power, lethality, flexibility and agility must unburden Soldiers by reducing con- voy manning requirements, logistical footprints, fuel and water requirements, weight and other factors. It is imperative, in other words, that we change the tooth- to-tail ratio.
PEO CS&CSS is pursuing technologi- cal and analytical solutions in several
60 Army AL&T Magazine
critical areas to help make that change. As a part of TRADOC’s overall Army 2025 planning, we provide a critical acquisition perspective and realism, col- laborating with our requirements and science and technology (S&T) partners in a series of recurring working group meetings and senior-level forums to examine and prioritize technology-spe- cific focus areas. Tis process includes assessing technology readiness and affordability, and identifying program insertion opportunities.
Transferring those same messages to critical discussions such as the Army’s Long-range Investment Requirements Analysis not only synchronizes these key
January–March 2015
Tough the Army will always need Sol- diers to conduct certain missions, another way to improve survivability is to reduce the number of Soldiers exposed to future threats. Part of that equation is reducing supply demands. Additionally, emerging technologies can help make those vehicles that are needed safer, smarter and less Soldier-dependent—substantially improv- ing the safety and efficiency of the Army’s logistics process.
Under the broad umbrella of “autonomy,” technologies are both available today and expected to emerge that will help us move toward these objectives, care- fully considering cost and technological maturity. We don’t have to start with the self-driving Google car. In fact, many of us own personal vehicles with driver assistance and safety enhancement tech- nologies that tell us if we’re getting near another vehicle or offer similar warnings.
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