Naval Power and Force Projection

Summer 2017

Military magazines in the United States and Canada, covering Armor and Mobility, focuses on tactical vehicles, C4ISR, Special Operations Forces, latest soldier equipment, shelters, and key DoD programs

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Our rapidly changing world challenges us to constantly learn and adapt. To achieve high velocity learning at every level of NAVSUP, we continue to develop our workforce, emphasizing a culture of learning and innovation, to field the best teams, to win the logistics fight. We are improving our workforce competence by emphasizing punching the pubs, rigorous self-assessments, and by not only doing the right things, but also doing things right. Through various digitization initiatives we are learning to harness our enormous historical supply chain data to predict and anticipate needs, and even solve logistics challenges before they occur. For example, one challenge we are addressing is establishing a repeatable process to provide provisions to deployed ships operating in a commu- nications degraded or communications denied environment (C2D2E). We are testing push logistics concepts to replenishing ships at sea without relying on ship-to-ship or ship-to-shore communications. One concept uses a "digital twin" based on historic data to identify the amount of required subsistence for each afloat unit over a specified time period. This process will predict food consumption patterns for different types of operations and initiate automatic subsistence re-orders of the right types and amounts of food. Overall, we intend to apply these methodolo- gies to other classes of supply to further strengthen the Navy's readiness to operate in austere environments. I am proud of what the NAVSUP team brings to the logistics fight, and the dedication each team member demonstrates daily. As we sup- port the fleet operating in a changing and dynamic environment, we are adapting to fight differently to support our customers, by being agile, flexible, and proactive. NP&FP: From a strategic perspective, how is NAVSUP helping ensure that the right equipment is where it needs to be to keep projected U.S. Navy/U.S. Marine Corps operational movements at op tempo? RADM Yuen: NAVSUP is part of the Navy's global logistics network and is focused on providing logistics support to the right place at the right time to ensure all operational forces are combat ready to deliver the full range of required capabilities. NAVSUP does not own the network end-to-end, but provides the agility, flexibility, and resilience to support navy unique requirements across the full range of military operations. NAVSUP continues to develop and adapt to meet requirements from forces operating in remote locations. These efforts provide services to ensure all requirements are available when units operate in a contested environment with limited or no communications. This is not easy; it is a challenge for any large organization to communicate clearly, even in a communications-rich environment. In order to bring the full capability and capacity of the entire NAVSUP Enterprise, we must be able to efficiently share information in all environments. NAVSUP's eight Fleet Logistics Centers (FLCs), located around the world, play a critical role in supporting both regional and fleet com- manders. NAVSUP FLC planners, including interns, are embedded and integrated at each of the numbered fleets to respond to signals for current and future operations. These planners are part of a larger com- munity assigned around the world as operational planners in both Navy and Joint billets. An integral part of how NAVSUP fights is carried out by the NAVSUP FLC's logistics response teams (LRT). LRTs conduct in-theater support operations tailored to the mission. These LRTs are task-organized to provide rapid, consistent, and scalable logistics. To provide this capa- bility, trained personnel are developed and stationed on staff, ready to deploy at a moment's notice. When LRT personnel arrive at a location, they either expand logistics functions already in place, or establish new logistics capabilities. This ability to augment local forces makes LRTs valuable, and can have a significant positive impact across the full range of military operations. NAVSUP is geographically aligned with all operating forces, sup- porting deployed assets around the globe. The NAVSUP Enterprise aids in force preparedness and readiness, participating in operational plan- ning, regional exercises, and training. We are committed to being ready, resourceful, and responsive! NP&FP: In terms of partnering with industry, how is NAVSUP working to influence procurement decisions to maximize fleet supply technology and equipment availability? RADM Yuen: We partner with industry in a variety of ways, including through Performance Based Logistics (PBL) contracts, automated data driven decision making tools, and "portfolio reviews." The PBL contracts used by NAVSUP Weapon Systems Support (WSS) are central to our long-term, outcome-based product support strategy. The strategy is designed to meet the warfighter's requirements, optimize system readiness, and incentivize our industry product support providers to reduce costs through innovation. NAVSUP has employed PBL contracts for a number of years at NAVSUP WSS, and they have proven to be an excellent means of sharing risks and rewards between the Navy and our commercial product support providers, while also reducing fleet operational costs. NAVSUP is also developing automated data driven decision making tools to improve the availability of data, and respond to official inquiries more rapidly. For example, we are developing a consolidated contracting data warehouse (CDW) as a repository for information from multiple acquisition reporting systems. The data analysis identifies areas where existing contracting vehicles can be leveraged, or a vehicle can be devel- oped to reduce stand-alone, and sometimes redundant, contracts. Again, this is a win-win for industry and NAVSUP, as it reduces vendor costs by consolidating contracts, while simultaneously improving our manage- ment of these contracts and reducing our acquisition costs. We are also working closer with our fleet customers by conduct- ing "portfolio reviews" with them. Our contracting professionals at our NAVSUP FLCs in Norfolk and San Diego are using a proactive strategic Sailors participate in a vertical replenishment-at-sea between the Nimitz-class aircraft carrier USS Carl Vinson (CVN 70) and the Lewis and Clark-class dry cargo and ammunition ship USNS Wally Schirra (T-AKE 8) in the western Pacific region. (U.S. Navy photo by Mass Communication Specialist 2nd Class D'Andre L. Roden/Released) COMMANDER'S CORNER www.tacticaldefensemedia.com 12 | NP&FP and DoD P&E | Summer 2017

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