ARMY AL&T F L E E T MANAGEMENT PROCESS
Baseline the Fleet
- Requirement
- On-Hand Quantity - Fleet Age/Usage - Condition
Critical Data: - Age
- Percent deployed - Mileage
- Beyond usage limits
Critical Data: - Price of new
- Price/scope of reset - Price/scope of recap
Budget Analysis
Army Investment Strategy
- Army objectives for each fleet - Intended areas of risk
Critical Data:
Projected Fleet Status
Investment COAs
Levers:
- Percent Army Acquisition Objective Fill
- Acceptable Average Fleet Age - Fleet Quality
- Percent Armored (A Kit/B Kit ratio)
- Projected Average Age - Effective Economic Useful Life - Supportability/Obsolescence - Fleet Mix/Percent Armored
Industrial Base
Impacts
Critical Data: - Original Equipment Manufacturer Minimum Sustaining Rates - Depot capacity - Executability
Generating Investment Plans
Army requirements and the fleet’s con- dition will continue to be assessed using sound fleet management principles. The fleet management process will maintain a modernized fleet and enable invest- ment decisions to provide the Soldier with the right vehicle, in the right place, at the right time, and at the right price.
Intended as annual process consistent
with budget cycle New
Production Plan
Recap/Modernization Plan
Reset Plan
Divestiture Plan
P R O J E C T E D F L E E T S T A T U S
CONNIE ALBRECHT works in the Fleet Management cell, Project Manager (PM) Tactical Vehicles, Program Executive Office Combat Support and Combat Service Support (PEO CS&CSS). She holds a B.S. in business administration from Central Michigan University and is certified Level III in life-cycle logistics and Level II in program management.
modernizing (e.g., armor integration), refurbishing (modernizing and reducing the effects of aging and use), resetting (component repair and replacement of war-exhausted assets), and divestiture of obsolete systems.
The fleet management process (see Figure) includes developing a fleet strat- egy and resulting fleet plans. The fleet strategy sets broad objectives and guide- lines while fleet plans assess critical data and analyses operating within the boundaries of the strategy to define an execution plan to manage the fleet.
Two key aspects in developing the fleet plans include a fleet baseline to define the current condition of the fleet and develop courses of action (COAs), tak- ing into account critical data elements that impact investment decisions. The resulting fleet plan sets appropriate lev- els of new procurement, recap, reset, and divestiture. Baselining a fleet takes many factors into account, including on-hand quantity in comparison to force structure requirements, fleet age, usage, condition, mileage, and numbers deployed.
This baseline information is assessed to determine if new procurement is required to either fill shortages or replace obsolete vehicles. It is also used to determine whether recap is required to insert technical improvements, such as armor, independent suspension, or improved safety features, or whether reset is required to replace components or subsystems because of over stress and/or extreme usage. Lastly, consider- ing age, condition, and/or capability, fleet baseline information is used to determine when to divest obsolete vehi- cles from the inventory.
An effective fleet plan will manage and control the quantity, capability, and age of the fleet over time. The fleet plan includes yearly recommended levels of new procurement, recap, reset, and divestiture, which help to inform the Army Weapon System Review and Program Objective Memorandum builds. In any given year, it may not be affordable to execute all recommenda- tions. However, by adjusting the fleet attributes or levers, investment COAs can be tailored to an optimum fleet mix, weighing in priorities and level of risk over time.
GARY BALAKIER is Division Fleet Manager and Logistician, PM Tactical Vehicles, PEO CS&CSS. He holds a B.A. in business administration with post-bachelor studies from Western Michigan University and is certified Level III in life-cycle logistics and Level II in program management.
DAVID DOPP is the Deputy PM for Technology-Joint Combat Support Systems, PEO CS&CSS. He holds a B.S. in mechanical engineering from the Rochester Institute of Technology, an M.B.A. from the Florida Institute of Technology, and an M.S. in strate- gic studies from the U.S. Army War College. Dopp is Level III certified in program management; test and evalu- ation; and systems planning, research, development, and engineering.
ROBERT LAICHALK is Acting Fleet Manager/Planner for Tactical Vehicles, PEO CS&CSS Readiness and Support Directorate, Integrated Logistics Support Center. He holds a B.A. in his- tory from Sacred Heart Seminary and is Level III certified in life-cycle logistics.
JULY –SEPTEMBER 2010
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