THE ‘OTHER’ ACQUISITION PHASE
quality, safety and life-cycle costs. Te MRAP team determined that the prior- ity for this divestiture would be any and all BBP and VE savings opportunities available.
Recognizing the scope of divestiture, the product office redirected an assistant product manager (APM) team to pro- vide consistent attention to MRAP-wide divestiture
activities. Tis change of
mission focused the team on exploring all possible options. Te APM dives- titure team came to realize that there were essentially five possible outcomes for all assets, including vehicles, parts and equipment. Each of these paths had its own advantages, savings opportuni- ties and unique challenges.
FIVE OUTCOMES FROM DIVESTITURE 1. Internal reuse has proven to be the best way to realize BBP and VE efforts that save and avoid costs to the Army. Our goal was to focus on the remaining parts, kits, vehicles and chassis while harvesting excess equipment for future use. For example, the Caiman program harvested blast mats and transferred them to APM MaxxPro for minor adjustments and reuse, resulting in a VE project of $7.5 million. Te RG-33 program reused approximately $24 million in parts (engines, transmissions, fuel tanks and more) across many projects, saving those potential costs as well. Other efforts involved wheels and tires, Objective Gunner Protection Kits, blast seats, armor panels, powertrain and more, resulting in over $50 million of additional savings.
2. External transfer has become a high priority, as it allows for local and domes- tic agencies to use vehicles that otherwise might go through demilitarization or disposal. Te MRAP divestiture team has worked very closely with Defense
108 Army AL&T Magazine
LIFESAVER
In the Salang Pass of northeastern Afghanistan, Soldiers assigned to the 114th Transportation Company and 730th Transportation Company halt their May 10 convoy escort operation momen- tarily to refuel their vehicles, which included MRAPs. The vehicle has been a lifesaver in theater and was once one of DOD’s highest-priority acquisition items. Almost 22,000 MRAPs came to the Army. Now, however, the Army plans to keep 8,585 of the most effective MRAP variants while divesting the remaining assets. (Photo by SFC Luis Saavedra, 10th Sustainment Brigade Public Affairs)
Logistics Agency Disposition Services (DLA/DS) and its Law Enforcement Support Office (LESO) to help police, fire rescue and response teams in acquire vehicles on long-term loans. Te Cai- man program, for example, is currently transferring approximately 400 vehicles to DLA/DS LESO through the summer of 2014. Tis will provide law enforce- ment agencies with new capabilities and save the government demilitarization or disposal, transportation and potential storage costs. Many parts and kits can be reused through this same process for excess defense articles.
3. Foreign military sales (FMS) are another way to ensure that equipment is put to good use while helping our mili- tary allies throughout
the world. Tis process is often very cumbersome and July–September 2014
time-intensive, however, and requires interagency approvals. In the case of MRAPs, these assets have been held at depots both within and outside the continental United States while the U.S. Army
Security Assistance Command
(USASAC) and its Security Assistance Management Directorate focus on pro- cessing the transfers.
4. Long-term storage is a viable option in the right situation. FMS or external transfer transactions may take weeks, months or even years to come to fruition. In such cases, the best option is to take inventory, drain fluids or remove hazard- ous materials, and store the assets at a depot until the transaction can be final- ized. Te RG-33 vehicle platform went through a screening and review process for potential parts and equipment reuse
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