Te integrated product team determined that it lacked critical acquisition documen- tation and the milestone data to complete the LCSP in accordance with the require- ments identified in “Army Regulation 700-127, Logistics Integrated Product Support.” Te team put together a draft LCSP that was missing many key data elements and provided it to the deputy assistant secretary of the Army for acqui- sition policy and logistics (DASA(APL)), in the hopes of getting some guidance on resolving the issue.
Meetings with the DASA(APL) followed and helped identify gaps in current Army policy in addressing sustainment docu- mentation for legacy systems. “There are a number of these legacy systems in the field—the HELLFIRE missile, for example—which means there’s a need to revise Army acquisition policy to include provisioning for them,” Bledsoe said. Te DASA(APL) will use the LCSP for the Advanced Precision Kill Weapon System as a basis for updating regulations for systems of systems, and will then expand the effort to update regulations for LCSPs for other systems,
including families
of vehicles and families of ammunition. Te goal of the effort is one foundational document for each system and a shorter document for each variant that spells out any differences.
Bledsoe learned a lot from his involve- ment with the LCSP effort and is grateful for the time and expertise of all of the participants, including representa- tives from the U.S. Army Aviation and Missile Command Logistics Center, the JAMS Project Office and the Joint Muni- tions Command. “I really appreciate the DASA(APL)’s willingness to listen to our challenges. Teir commonsense approach will help streamline acquisition policy and will allow for the continuous moderniza- tion of the force. Also, the burden on the workforce will be greatly reduced so we can concentrate on what really matters: getting capability to the warfighter.”
Bledsoe started his acquisition career in 2008, leaving a private sector sales posi- tion for an internship at the U.S. Army Aviation and Missile Command. As an intern, he joined the PEO for Simulation, Training and Instrumentation (STRI), working with the Targets Management Office. “Te targets office was an excellent opportunity because the threat require- ment evolves quickly and the acquisition is fast-paced,” Bledsoe said. “Also, work- ing in the test and training environment is exciting because you get to get out of the office for a live-fire or test event and see how systems perform in the field.”
The internship also exposed him to mentorship—something he continues to
PROVIDING SUPPORT
Fellow PEO MS integrated logistics support specialists Wes Calloway and Jessica Daniel flank Bledsoe. (U.S. Army photo by Chuck Braziel, PEO MS)
be involved in, despite an uneven start.
“Te mentor who was assigned to me didn’t have much time to assist me because of his busy schedule. However, another person stepped up and he helped me out on tasks, shared his knowledge, reviewed my work and pushed me outside of my comfort zone,” Bledsoe explained. “He gave me the confidence I needed to take on addi- tional tasks.”
Bledsoe stayed with PEO STRI for nine years, joining PEO MS a little more than a year ago. He and his mentor no longer work together but are still in contact, he said. “I often think about him when I meet someone just entering the work- force by letting them know that I would be glad to assist when they need it—so I can help provide guidance and insight to help develop their skills and confidence.”
His advice to junior acquisition personnel is to obtain required certifications early.
“Once you acquire more responsibilities and get involved in a lot of different proj- ects, it is challenging to find the time to take a week or more off to attend acqui- sition classes pertaining to your given area of work. Get it done early and take good notes.”
—MS. SUSAN L. FOLLETT
HTTPS: / /
ASC.ARMY.MIL
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LOGISTICS
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