ACHIEVEMENTS IN MODERNIZATION


HOT NEW WHEELS


Troopers with the 3rd Armored Brigade Combat Team, 1st Cavalry Division received the new Joint Light Tactical Vehicles at the rail operations center in October at Fort Hood, Texas. These vehicles feature significant enhancements, such as a bigger payload, better occupant survivability and an all-terrain suspension system. (Photo by Sgt. Calab Franklin, 3rd Armored Brigade Combat Team)


Te DASA for Plans, Programs and Resources (DASA PPR) established the organization’s first Managerial Accounting Cell, which is regionally based to support each of the PEOs in the areas of financial reporting, contracting, logistics, payroll and labor, and other transactions. Te Managerial Accounting Cell successfully completed the year-end close for the 2020 fiscal year, reducing the number of errors left on the books by 81 percent with zero outstanding, as well as canceling open invoices and unmatched transactions. In addition, at my request, the PPR team completed two lengthy financial deep-dive inquiries and published fiscal guidance and financial risk reports for ASA(ALT) leadership. We are working closely with contracting officers to close out canceling year contracts and process de-obligations of outstanding unliquidated obligations. Together with the PEOs, we are quickly clearing errors and aged accounts to preserve the Army’s buying power.


12 Army AL&T Magazine Winter 2021


DASA PPR also assessed several significant investments in improv- ing the ability of the organic industrial base to meet national security objectives. As a result, we are achieving steady progress in the development and implementation of the Organic Indus- trial Base Modernization Strategy.


Te DASA for Acquisition Policy and Logistics conducted a successful operational stock review that included $19.5 billion of inventory and identified $1.6 billion of materiel for divestment or redistribution.


To comply with the Arsenal Act, which requires the secretary of the Army to have all supplies needed by the Army to be made in government-owned factories or arsenals if this can be accom- plished “on an economical basis,” the Army has been working on implementing a make-or-buy policy. I ensured that a make-or-buy


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