of new procurement and depot stocks or redistribution of command-identified excesses. Te redistribution across commands allows the Army to match equipment excesses with identified short- ages, promoting enterprise-level readiness and reducing the need to procure items already in the inventory. In addition, LMI analysis can determine when units have no current or future shortages, thus directing
the of equipment.
READY TO FIRE Bradley Fighting Vehicles from the 1st Battalion, 16th Infantry Regi- ment, 1st Armored Brigade Combat Team, 1st Infantry Division, escorted by High Mobility Multipurpose Wheeled Vehicles, start their run on the gunnery range during the unit’s Table XII at the Digital Multipurpose Training Complex, Fort Riley, KS, Aug. 14, 2013. The DMC provides materiel readiness and management to ensure that the Army maintains the appropriate equipment in accor- dance with unit authorizations. (U.S. Army photo)
2011. As the executing agent for LMI, ASC assumed the role of synchroniz- ing and integrating Army equipment according to Army priorities and direc- tives. ASC is now the Army’s single synchronization point, ensuring that the right materiel is provided in the right quantity and condition, to the right place at the right time.
Before the Army instituted the LMI concept,
legacy processes relied on
commands to balance themselves by req- uisitioning to fill shortages and divesting excess equipment on their own. Now, the Army has the technology whereby various
automated systems can communicate,
integrating data and allowing for big- picture visibility, based on data from the Logistics Information Warehouse (LIW) of AMC’s Logistics Support Activity.
Te LIW in turn uses the LMI Decision Support Tool to pull data, including unit equipment authorizations (current and future) and quantities on hand, enabling ASC’s materiel and unit integrators to work with program managers, life cycle management commands (LCMCs) and higher headquarters to perform readiness analysis and propose sourcing decisions for a given item, whether it is distribution
Te synergy among Army commands, program managers and HQDA G-3 and G-8 promotes optimal decision-making, as well as the agility to adjust to emerging requirements. (LMI not only balances the force based on present requirements and authorizations, but also has the capa- bility of analyzing future production schedules and authorizations. See Figure 1 on Page 36.) Te resulting insights on the future readiness of a given unit or piece of equipment allow managers
to
influence long-term strategy. For exam- ple, a command may find itself with an equipment excess, but will see an increase in authorizations next year. So it would be wise for the command to retain the current excess rather than turn in equip- ment only to requisition it a year later. LMI enables commands to make more informed decisions on retention and divestiture of equipment.
CONNECTIVE TISSUE By integrating materiel stakeholders, DMC acts as the connective tissue for program managers, industry and Army depots, allowing the Army to optimize new production and equipment through program managers.
DMC focuses on equipment on hand and maintenance availability with visibility of the complete Army requirements to sup- port the Global Response Force, Army
ASC.ARMY.MIL 35 responsible divestiture
LOGISTICS
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