CONSTANT READINESS
analysis, in coordination with JPEO partners, to determine how our current munitions inventory levels compare to future needs. Conducting this analysis enables our managers to determine and recommend to JPEO A&A the appropriate buy-to levels for each DOD Identification Code (DODIC). Tis analysis also takes into consideration all changes to transportation, move- ment, current production schedules and replacement DODICs that are projected to be accepted or fielded, as well as any mini- mum production rates. Using this analytical approach ensures that requirements are fully satisfied and critical capabilities are maintained within the organic industrial base.
Tis requires evolving transportation networks to support future material handling equipment for operations, including roads, rails and—where necessary—bridges and culverts. It is critical to establish multipurpose and multiuse facilities for shipping and receiving, while assuring that loading pads are properly sized and configured for safe, efficient and effective operations. Tis includes maintaining proper cover and lighting, as well as block- ing and bracing support.
“New infrastructure will enable environmental compliance, water- energy efficiency, conservation and resiliency and establish a more efficient and effective production capacity—resulting in a greater return on investment."
Storage plans must account for optimal size and configuration needed to support new weapons and emerging cross-functional team requirements, while maintaining a collective capacity config- ured for future munitions and weapons, with fewer facilities for efficient storage and loading for shipment. Tis includes demili- tarization and divesture of outdated and underutilized structures and replacing them—where necessary—with updated, efficient and standardized facilities. One example is the fiscal year 2024 plan for the melt-pour facility at Iowa Army Ammunition Plant in Middletown, Iowa. Te facility, which produces pressed or melt-poured warheads, takes up considerable space and does not conform to the most up-to-date designs. Te melt-pour facil- ity will be updated with new construction that meets the latest design criteria on a reduced footprint, improving both safety and efficiency.
JMC plans to consolidate and demolish unneeded and unused facilities while establishing flexible, unattended and environ- mentally responsible munitions demilitarization capabilities, to position the organic industrial base for optimal shape and size to meet future requirements. Currently, the ammunition organic industrial base contains 16 sites, compared with 70 facilities almost 80 years ago. Te Army is closing two of these by 2023. One is a storage facility that has been inoperable for many years. Ideally, all construction and renovation efforts will result in long- term facilities designed to be used for the next 50 years without requiring continuous temporary fixes.
FUTURE VISION
JMC’s revised ammunition strategy will build a 21st century organic industrial base capable of sustaining fielded systems, maintaining pace with Army modernization efforts, and able to support the global scope of large-scale combat operations. (Graphic by Dori Whipple, JMC)
TAKING CARE OF PEOPLE Troughout, JMC leadership recognizes the importance of taking care of people, acknowledging that our performance is optimized when we do that. Collectively, the changes we are talking about will lead to new technology, require changes to maintenance patterns and create a demand for high-level technical
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Army AL&T Magazine
Summer 2021
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