$
before sending a large number of vehi- cles to Sierra Army Depot, CA, to await potential FMS opportunities.
5. Demilitarization and disposal is the final available outcome when all other divestiture options have been exhausted and the assets are of no further use to the government. Te vehicle or equipment should be disposed of in accordance with DOD 4160.21M, Defense Materiel Dis- position Manual. In these cases, vehicles can be reused for range targets, but oth- ers will be disposed of at local, approved recycling centers near the original equip- ment manufacturer to avoid shipping and preparation costs. DLA/DS also has dis- posal sites across the globe that can assist in this function.
KEYS TO SUCCESS Over the past year, the MRAP team has learned a considerable amount about the divestiture process. We attribute our suc- cess to proactive efforts to coordinate activities across numerous stakeholders who might have an interest in various equipment. Tere are several systems to provide government screening of
items,
but interested agencies need to know where to look, when to look and what is available. Reuse can be challenging, but working with the right people can ease much of the learning curve.
It is also very important to understand and acknowledge that every program will be different. Many factors can drive cost, schedule and performance, such as con- tract actions, plant closures, foreign events and political pressure, all of which can result in unplanned decisions and actions.
Direct, open communication among stakeholders and establishing strong working relationships are vital to the suc- cess of a fleet divestiture. In dealing with several MRAP variants, weekly if not
daily communication has been a must with organizations such as HQDA, DLA/ DS,
the Integrated Logistics Support
Center fleet management personnel of the U.S. Army TACOM Life Cycle Man- agement Command, FMS and USASAC security offices, and many more. When the name of the game is cost savings or avoidance, the ability to effectively involve the enterprise increases the dives- titure options exponentially.
In addition, legal, contracting, security management and public affairs teams must be part of the entire process to ensure that planning and actions are visible and clear. In the case of the Caiman fleet divestiture, the product office communicated with all of these offices during weekly conference calls and daily individual discussions to ensure the successful execution of divesti- ture processes within schedule constraints.
CONCLUSION PdM MVS has identified more than $500 million of reuse and cost savings
or avoidance for the MRAP variants that the Army is currently divesting rather than retaining as part of its defined enduring requirement. Tese efforts were based on BBP and VE initiatives focused on reuse, shipping, storage and vehicle preparation costs.
Te takeaway is that the divestiture process is not as simple as just demili- tarization and disposal. It is a much more complex and program-specific process focusing on reutilization, reuse, recycling and cost savings or avoidance. Relationships must be established to link the entire organizational enterprise early in the process, as items are declared excess to the government. Working in a broader community drives the ability to focus on divestiture and not sim- ply disposal. Creative, innovative and predictive thought and planning will allow an organization to excel in an atmosphere that most acquisition pro- fessionals will never see.
EXTERNAL TRANSFER
This FBI MRAP exemplifies what law enforcement agencies can gain from the external transfer of military vehicles that might otherwise go through demilitarization or disposal. (Photo courtesy of FBI)
ASC.ARMY.MIL
109
BBP 2.0
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