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POLICY TRACK
The Challenge of Moving From
Performance Based Logistics to An
Operational Logistics Framework
Russell E. Bryant, Jr.PEO(IWS) 2E24
202-781-1973
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OUTLINE
Take Aways
Why Value Chains Objective
Edges and Constraints Model and Joint/Services Unified Task Lists
Countering Constraints and Gaps
Measurement Hierarchy Framework
Realworld Components To Solve ECOGs
Framework Examples and Discussion Summary and Discussion
STIMULATE THINKING AND DISCUSSION
OFFER A SHIFT IN FRAMEWORK
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TAKE AWAYS
Challenged to Adjust and Transform - QDR, DoD 5000,JCIDS, and NDS
Deliver Capabilities to The Warfighters as Value Chain
Opportunities for Better Flow Through All Componentsand Partners
Tools and Methods are Available and Being Used
Opportunities to Leverage Other Sources and Ideas
Developing Larger Understanding of Flow to AddressEdges, Challenges, Opportunities, and Gaps (EGOGs)
Can Assist in the Transition to National Security
Personnel System
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WHY VALUE CHAIN - OBJECTIVE
Seamless Flow of Materials and Productas Resource Flow
In order to lower this cost [static inventory], logistics andtransportation providers are investing in faster and more efficientshipping, aviation, rail, and trucking fleets; constructing seamless
chains; consolidating distribution networks; upgrading tracking,communication, and database technologies. This value-chaininventory opportunity is a powerful driverof the transportationand logistics revolution.
Beyond Border Control, Foreign Affairs, Flynn (Nov/Dec 2000)
NUMEROUS CALLS FOR TRANSFORMATION ANDIMPROVED ALIGNMENT
- Paying Attention to the MAIN THING -
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Tools and Metrics
Fleet Forces Value ChainEnterprise Mission
Financial ManagementResource Allocation
Coordin
ation
andCollab
oration
Establish and Communicate Mission, Vision, Principles, Culture
Supporting Metrics
Knowledge Management and Support
Headquarters / Staff Analysis and SupportPolicies, Structure, Mechanisms
Human Resources Management manpower selection, apportionment, training, evaluation
Customer
Requirements
and
Risk
Assessment
Deploy
Forces
Assess
Performa
nce
Future
Warfighting
Capabilities
Combat
Readiness
Customers:
COCOMs
CNO
Combat
Power
Maintenance Mangement and Support
Logistics Management and Support
Training Infrastructure Management and Support
Title 10
Responsibilitiesand
Resource Allocation
Man
Train
Equip
Maintain
Execution Metric (Surge-Ready Forces) Investment Metric (Ewave)
Subordinate Metrics Metric Assessment Tools (Earned Value, etc.)
Componency
Planning
And
Execution
Customers: COCOMS and CNO
VALUE CHAIN AS A NETWORK OR INFLUENCE NET
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TWO VIEWS OF EDGES - CONSTRAINTS
Power to the Edge Alberts & Hayes
Power to the edge is about changing the way individual,organizations, and systems relate to one another and work. Powerto the edge involves the empowerment of individuals at the edgeof the organization (where the organization interacts with its
operating environment) or, in the case of systems, edge devices.Empowerment involves expanding access to information and theelimination of unnecessary constraints. For example,empowerment involved providing access to available information
and expertise and the elimination of procedural constraintspreviously needed to deconflict elements of the force in theabsence of quality information. (Emphasis in source.)
SUPPORTS AGILITY AND EXPEDITIONARY NATURE
OF U.S. FORCES
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TWO VIEWS OF EDGES - CONSTRAINTS
FMFM-1 Interfaces and Weak Points Grey,
Commandant USMC
we should focus our efforts against a critical enemy vulnerability.Obviously, the more critical and vulnerable, the better. But this isby no means an easy decision, since the most critical object may[N]ot be the most vulnerable. In selecting an aim, we thusrecognize the need for sound military judgment to compare thedegree of criticality with the degree of vulnerability and to balanceboth against our own capabilities. Reduced to the simplest terms,
we should strike our enemy where and when we can hurt himmost. (Emphasis in source.)
DELIVERY OF MISSION WARFIGHTING CAPABILITIES
PACKAGES AND COMBAT POWER IN ALL FORMS
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MODEL & JOINT SERVICES TASK LISTS
Systems Acquisition to Operational
Logistics Universal Joint Task List
Services Task Lists (Naval, Army, andAir Force)
Doorway to Edges, Challenges,Opportunities, and Gaps (ECOGs)
FROM PROGRAM TO
CAPABILITIES DELIVERY AND VALUE CHAIN NETWORK
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OPERATING
COMMANDS
OPERATING &
SUPPORT UNITS
STUDIES &
ANALYSIS
PMO
Engineering
Production Logistics
New Equip. Trng
OT&E DT&E
ANALYSIS MODELS
ENGINEERING, RAM, TEST BEDS, HW/SWIL,
HUMAN-IN-LOOP, VIRTUAL PROTOTYPES,
ETC . . .
MISSION
REHEARSAL
VIRTUAL
SYSTEMS
TRAINING
THEATER/CAMPAIGN
MISSION/BATTLE
ENGAGEMENT MODELS
NEED MATERIEL ALTERNATIVES
BUILDDEPLOYMENT
WARFIGHTING
CAPABILITY
DEFENSE
GUIDANCE
F
E
E
D
B
A
C
K
D
E
S
I
G
N
OPERATIONAL RISK PROGRAMMATIC RISK
SYSTEMS ACQUISITION PROCESS CYCLE
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OPERATING
COMMANDS
OPERATING &
SUPPORT UNITS
STUDIES &
ANALYSIS
PMO
Engineering
Production
Logistics
New Equip. Trng
OT&E DT&E
ANALYSIS MODELS
ENGINEERING, RAM, TEST BEDS, HW/SWIL,
HUMAN-IN-LOOP, VIRTUAL PROTOTYPES,
ETC . . .
MISSION
REHEARSAL
VIRTUAL
SYSTEMS
TRAINING
THEATER/CAMPAIGN
MISSION/BATTLE
ENGAGEMENT MODELS
NEED MATERIEL ALTERNATIVES
BUILDDEPLOYMENT
WARFIGHTING
CAPABILITY
DEFENSE
GUIDANCE
F
E
E
D
B
A
C
K
D
E
S
I
G
N
OPERATIONAL RISK PROGRAMMATIC RISK
LOGISTICS
MANUFACTURING
MISSION
WARFIGHTING
CAPABILITIESCONTRIBUTIONS
DISTRIBUTED
INTERACTIVESIMULATION
SYSTEMS ACQUISITION PROCESS CYCLE
TRAINING, TACTICS,TECHNIQUES, and
PROCEDURES/
CONCEPTS OF OPERATIONS
NATIONAL / DEFENSEINFORMATION
INFRASTRUCTURE
EVOLVING TO OPERATIONAL LOGISTICS
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A Visualized Framework -
STRATEGIC Through TACTICAL
STRATEGIC
CAMPAIGNS
OPERATIONAL
TACTICAL
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ACCOMPLISH
OBJECTIVES OF
NATIONAL MILITARY
STRATEGY
CONDUCTSTRATEGIC
DEPLOYMENT &
REDEPLOYMENT
SN 1
DEVELOP NATIONALSTRATEGIC
INTELLIGENCE
SURVEILLANCE &RECONNAISSANCE
SN 2
EMPLOY
FORCES
SN 3
PROVIDE
SUSTAINMENT
SN 4
PROVIDESTRATEGIC
DIRECTION
ANDINTEGRATION
SN 5
CONDUCT
MOBILIZATION
SN 6
CONDUCT
FORCE
DEPLOYMENT
SN 7
FOSTER MULTI-
NATIONAL AND
INTERAGENCYRELATIONS
SN 8
MANAGE
STRATEGIC
DETERRENCE OFCBRNE WEAPONS
SN 9
STRATEGIC
NATIONAL
ACCOMPLISHOBJECTIVES OF
THEATER AND
CAMPAIGN STRATEGY
DEPLOY
CONCENTRATE
AND MANEUVER
THEATER FORCES
ST 1
CONDUCT THEATER
STRATEGIC INTELLIGENCE
SURVEILLANCE &
RECONNAISSANCE
ST 2
EMPLOY
THEATER
STRATEGIC
FIREPOWER
ST 3
SUSTAIN
THEATER
FORCES
ST 4
PROVIDE THEATER
STRATEGIC COMMAND
& CONTROL,
COMMUNICATIONS,
AND INTEGRATION (C4)
ST 5
COORDINATE
THEATER FORCE
PROTECTION
ST 6
ESTABLISH
THEATER FORCE
PROTECTION
ST 7
DEVELOP
MAINTAIN
ALLIANCE &
REGIONAL
RELATIONS
ST 8
COORDINATE
COUNTER-
PROLIFERATION
IN
THEATER
ST 9
STRATEGIC
THEATER
ACCOMPLISH
OBJECTIVES OFSUBORDINATE
CAMPAIGNS & MAJOROPERATIONS
CONDUCTOPERATIONAL
MOVEMENT
AND MANEUVER
OP 1
PROVIDEOPERATIONAL
INTELLIGENCE
SURVEILLANCE &RECONNAISSANCE
OP 2
EMPLOY
OPERATIONAL
FIREPOWER
OP 3
PROVIDEOPERATIONAL
LOGISTICS &
PERSONNELSUPPORT
OP 4
PROVIDEOPERATIONAL
COMMAND &
CONTROL (C2)
OP 5
PROVIDEOPERATIONAL
FORCE
PROTECTION
OP 6
COUNTER
CBRNE WEAPONS
IN JOA
OP 7
OPERATIONAL
ACCOMPLISH
OBJECTIVES OF
BATTLES
AND ENGAGEMENTS
DEVELOP
CONDUCT
MANEUVER
TA 1
DEVELOP
INTELLIGENCE
TA 2
EMPLOY
FIREPOWER
TA 3
PERFORMLOGISTICS
AND COMBAT
SERVICE
SUPPORT
TA 4
EXERCISE
COMMAND
AND
CONTROL
TA 5
PROTECT
THE
FORCE
TA 6
OPERATE
IN A
CBRNE
ENVIRONMENT
TA 7
UNIVERSAL
NAVAL
TASK
LIST
ARMY
UNIVERSAL
TASK
LIST
AIR FORCE
TASK
LIST
TACTICAL
Chairman Joint Chiefs of Staff Manual (CJCSM) 3500.04C Universal Joint Task List of 01 JULY 2002
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UNIVERSAL NAVAL TASK LIST
ACCOMPLISH
UNIVERSAL
NAVAL
TASK LIST INTACTICAL ENVIRONMENT
DEPLOY
FORCES/
CONDUCT
MANEUVER
NTA 1
DEVELOP
INTELLIGENCE
NTA 2
EMPLOY
FIREPOWER
NTA 3
PERFORM
LOGISTICS
AND COMBAT
SERVICE
SUPPORT
NTA 4
EXERCISE
COMMAND
AND
CONTROL
NTA 5
PROTECT
THE
FORCE
NTA 6
UJTL
TACTICAL
-MOVE NAVAL TACTICAL FORCES
-NAVIGATE AND CLOSE FORCES
-MAINTAIN MOBILITY
-CONDUCT COUNTER-MOBILITY-DOMINATE THE OPERATIONAL AREA
-PLAN AND DIRECT INTELLIGENCE
OPERATIONS
-COLLECT DATA AND INTELLIGENCE
-PROCESS AND EXPLOIT COLLECTEINFO/INTELLIGENCE
-PRODUCE INTELLIGENCE
-DISSEMINATE AND INTEGRATE
INTELLIGENCE
-PROCESS TARGETS
-ATTACK TARGETS
-CONDUCT COORDINATED
SPECIAL WEAPONS ATTACK
-ARM
-FUEL
-REPAIR/MAINTAIN EQUIPMENT-PROVIDE PERSONNEL AND SUPPORT
-PROVIDE TRANSPORTATION SERVICES
-SUPPLY THE FORCE
-PERFORM CIVIL MILITARY
ENGINEERING SUPPORT
-CONDUCT CIVIL AFFAIR
IN AREA
-TRAIN FORCES AND
PERSONNEL-PERFORM RESOURCE
MANAGEMENT
-PROVIDE OPERATIONAL LEGAL ADVICE
-PROVIDE HEALTH SERVICES
-CONDUCT RECOVERY/SAVAGE
-ACQUIRE, PROCESS COOMUNICATE
INFORMATION AND MAINTAIN STATUS
-ANALYZE AND ASSESS SITUATION
-DETERMINE AND PLAN ACTIONS
AND OPERATIONS
-DIRECT, LEAD AND COORDINATE
FORCES
-CONDUCT INFORMATION WARFARE (IW)-CONDUCT ACOUSTIC WARFARE
-ESTABLISH A TASK FORCE
HEADQUARTERS
-PROVIDE PUBLIC AFFAIRS SERVICES
-ENHANCE SURVIVABILITY
-RESCUE AND RECOVERY
-PROVIDE SECURITY FOR
OPERATIONAL
FORCES AND MEANS
-PROVIDE DISASTER RELIEF
OPNAVINST 3500.38A/USCG COMDINST M3500.14 of 01 MAY 2001
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ARMY UNIVERSAL TASK LIST
UJTL
TACTICAL
ACCOMPLISH
ARMY
UNIVERSAL
TASK LIST INTACTICAL ENVIRONMENT
INTELLIGENCE
ART 1
MANEUVER
ART 2
FIRE
SUPPORT
ART 3
AIR
DEFENSE
ART 4
MOBILITY/
COUNTERMOBILITY/
SURVIVABILITY
ART 5
COMBAT
SERVICE
SUPPORT
ART 6
COMMAND
AND
CONTROL
ART 7
CONDUCT
TACTICAL
MISSION
TASKS AND
OPERAITONS
ART 8
-CONDUCT OFFENSIVE
OPERATIONS
-CONDUCT DEFENSIVE
OPERATIONS
-CONDUCT STABILITY
OPERATIONS
-CONDUCT SUPPORT
OPERATIONS-CONDUCT TACTICAL
MISSION TASKS
-ESTABLISH COMMAND POST
OPERATIONS
-MANAGE TACTICAL INFORMATION
-ASSESS THE TACTICAL SITUATION
AND OPERATIONS
-PLAN TACTICAL OPERATIONSUSING THE MDMP/TLP
-PREPARE FOR TACTICAL OPERAITONS
-EXECUTE TACTICAL OPERATIONS
-SUPPORT THE COMMANDERS
LEADERSHIP RESPONSIBILITIES
FOR MORALE, WELFARE,
AND DISCIPLINE
-CONDUCT CONTINUOUS
OPERATIONS
-DEVELOP AND IMPLEMENT A
COMMAND SAFETY PROGRAM
-CONDUCT PUBLIC AFFAIRS
OPERATIONS
-PROVIDE SUPPLIES
-PROVIDE MAINTENANCE
-PROVIDE TRANSPORTATION SUPPORT
-PROVIDE SUSTAINMENT SUPPORT
-PROVIDE FORCE HEALTH PROTECTION
IN A GLOBAL ENVIRONMENT
-PROVIDE HUMAN RESOURCE SUPPORT
-PROVIDE CONTRACTING SUPPORT
-PROVIDE DISTRIBUTION MANAGEMENT-CONDUCT INTERNMENT AND
RESETTLEMENT ACTIVITIES
-CONDUCT CIVIL-MILITARY OPERATIONS
-CONDUCT MOBILITY
OPERATIONS
-CONDUCT
COUNTERMOBILITY
OPERATIONS-CONDUCT SURVIVABILITY
OPERATIONS
-PREPARE TO DEFEND
AGAINST AIR ATTACK
AND AERIAL
SURVEILLANCE
-PROCESS TACTICALAERIAL PLATFORM
-DESTROY AERIAL
PLATFORMS
-DENY THE ENEMY
USE OF AIRSPACE
-SUPPORT TO
SITUATIONAL
UNDERSTANDING
-SUPPORT TO
STRATEGIC
RESPONSIVE\NESS
-CONDUCT INTELLIGENCE,
SURVEILLANCE AND
RECONNAISSANCE
-PROVIDE INTELLIGENCE
SUPPORT TO EFFECT
-PERFORM TACTICAL
ACTIONS ASSOCIATED
WITH FORCE
PROJECTION AND
DEPLOYMENT
-CONDUCT TACTICAL
MANEUVER
-CONDUCT TACTICAL
TROOP MOVEMENTS
-CONDUCT DIRECTFIRES
-OCCUPY AN AREA
-EMPLOY SERE
TECHNIQUES
-DECIDE SURFACE
TARGETS TO
ATTACK
-DETECT AND
LOCATE SURFACE
TARGETS
-EMPLOY FORES
TO INFLUENCE
THE WILL AND
DESTROY,NEUTRALIZE OR
SUPPRESS
ENEMY FORCES
ARMY MANUAL FM 7-15 of 31 AUGUST 2003
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AIR FORCE TASK LIST
UJTL
TACTICAL
ACCOMPLISH
AIR FORCE
TASK LIST IN
TACTICAL ENVIRONMENT
PROVIDE AIR
AND SPACE
SUPERIORITY
AFT 1
PROVIDE
PRECISION
ENGAGEMENT
AFT 2
PROVIDE
INFORMATION
SUPERIORITY
AFT 3
PROVIDE
GLOBAL
ATTACK
AFT 4
PROVDE
COMMAND
AND
CONTROL
AFT 7
PROVIDE
AGILE
COMBAT
SUPPORT
AFT 6
PROVIDE
RAPID
GLOBAL
MOBILITY
AFT 5
-PROVIDE
INFORMATION
OPERATIONS
CAPABILITY
-PROVIDE LETHAL
PRECISION
ENAGAGEMENT
CAPABILITIES
-PROVIDE NONLETHAL
ENGAGEMENT
CAPABILITIES
-PROVIDE CSAR
CAPABILITES
-PROVIDE COUNTERAIR
CAPABILITIES
-PROVIDE COUNTERSPACE
CAPABILITES
-PROVIDE STRATEGIC
ATTACK CAPABILITIES
-PROVIDE COUNTERLAND
CAPABILITIES
-PROVIDE COUNTERSEA
CAPABILITIES
-PROVIDE SPECIAL
OPERATIONS FORCES
EMPLOYMENTCAPABILITIES
-PROVIDE AIRLIFT
CAPABILITIES
-PROVIDE AIR
REFUELING
CAPABILITIES
-PROVIDE
SPACELIFTCAPABILITIES
-PROVIDE AIR
EXPEDITIONARY
FORCE (AEF)
CAPABILITIES
-PROVIDE THE CAPABILITY TO
READY THE FORCE
-PROVIDE THE CAPABILITY TO
PROTECT THE FORCE
-PROVIDE THE CAPABILITY TO
PREPARE THE
OPERATIONAL ENVIRONMENT
-PROVIDE THE CAPABILITY TO
POSITION THE FORCE
-PROVIDE THE CAPABILITY TO
EMPLOY THE FORCE-PROVIDE THE CAPABILITY TO
SUSTAIN THE FORCE
-PROVIDE THE CAPABILITY TO
RECOVER THE FORCE
-MONITOR GLOBAL
CONDITIONS AND EVENTS
-ASSESS GLOBAL
CONDITIONS AND EVENTS
-PLAN MILITARY
OPERATIONS
-EXECUTE MILITARYOPERATIONS
AIR FORCE DOCTRINE DOCUMENT 1-1 of 12 AUGUST 1998
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LOGISTICS - DEFINED
The science of planning and carrying out the
movement and maintenance of forces. In its most
comprehensive sense, those aspects of militaryoperations which deal with:
a. design and development, acquisition,
storage, movement, distribution, maintenance,evacuation, and disposition of materiel;
b. movement, evacuation, and hospitalization of
personnel;c. acquisition or construction, maintenance,
operation, and disposition of facilities; and,
d. acquisition or furnishing of services.
Joint Pub 1-02 & Naval Doctrine Publication 4 - Naval Logistics
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COUNTERING CONSTRAINTS AND GAPS
The Goal Goldratt & Fox
The Balanced Score Card Kaplan &
Norton
The Power of Alignment Labovitz &Rosansky
SEAMLESS DELIVERY OF COMBAT POWER TO THE WAR
FIGHTER, COMMANDER FLEET FORCES COMMAND
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Environment
Force
C2 Systems
C2 SubSystems
ElementDPMoP MoCEMoFE MoPE
RELATIONSHIPS OF MEASURES OF MERIT
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A Visualized Framework -
STRATEGIC Through TACTICAL
STRATEGIC
CAMPAIGNS
OPERATIONAL
TACTICAL
NATIONAL SECURITY
STRATEGY
NATIONAL MILITARYSTRATEGY
SERVICE STRATEGIES &MISSION, VISION
SERVICE AGENCY OR
COMMAND MISSION,VISION
NSSC STRATEGY,
MISSION, & VISION
PEO & DIRECTORATE
MISSION & VISIONs
PROGRAM OFFICE &DIVISION MISSION &
VISION
ROUTINE & DAILYOPERATIONS
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ProtectProtect
PreventPrevent
PrevailPrevail
The United States Against
External Attacks and Aggression
Conflict and
Surprise
Against
In Support of the Objectives of the National Defense Strategy thIn Support of the Objectives of the National Defense Strategy theeArmed Forces Conduct Military Activities GloballyArmed Forces Conduct Military Activities Globally
NDSNDS 20052005
National Military Strategy
Adversaries
JO TNI
S TAFF
CHIEFSOF
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Synergy -
Emerging Operational Concepts
Enabled By Information Superiority
And Technological Innovation ...
Fused Through CoFused Through Co--evolution ofevolution ofDOTMLPDOTMLP--FF
Full Spectrum Dominance
PrecisionEngagement
DominantManeuver
FullDimensionalProtection
FocusedLogistics
FullFull
SpectrumSpectrum
DominanceDominance
Synergism achieved only
through co-evolution of:
Joint DoctrineAgileOrganizationsJoint Training & EducationEnhanced MaterielInnovative Leadership,High Quality People, andRequisite Facilities
DOTMLPF
Derived From: Joint Vision 2010 Standard Brief
Ch ll i 21 t C t Milit d Ci iliCh ll i 21 t C t Milit d Ci ili
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Challenging 21st Century Military and Civilian
Security Environment
Challenging 21st Century Military and Civilian
Security Environment
Non-State Actors
Transnational Actors
Information Security
Peacekeeping
Failed StatesDerived from: Joint Vision 2010/2020 Standard Briefs
Anti-
IGO / NGO
Terrorism
Anti-Civilian
Terrorism
Terrorism
Anti-
Military
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Tools and Metrics
Fleet Forces Value ChainEnterprise Mission
Financial ManagementResource Allocation
Coordin
ation
andCollaboration
Establish and Communicate Mission, Vision, Principles, Culture
Supporting Metrics
Knowledge Management and Support
Headquarters / Staff Analysis and SupportPolicies, Structure, Mechanisms
Human Resources Management manpower selection, apportionment, training, evaluation
Customer
Requirements
and
Risk
Assessment
Deploy
Forces
Assess
Performa
nce
Future
Warfighting
Capabilities
Combat
Readiness
Customers:
COCOMs
CNO
Combat
Power
Maintenance Mangement and Support
Logistics Management and Support
Training Infrastructure Management and Support
Title 10
Responsibilities
and
Resource Allocation
Man
Train
Equip
Maintain
Execution Metric (Surge-Ready Forces) Investment Metric (Ewave)
Subordinate Metrics Metric Assessment Tools (Earned Value, etc.)
Componency
Planning
And
Execution
Customers: COCOMS and CNO
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TAKE AWAYS
Capabilities Produced for The Warfighters as ValueChain Through Transformation and Adjustment
Opportunities for Better Flow Through All Components& Partners by Becoming Seamless
Tools and Methods are Available and Being Used
Opportunities to Leverage Other Sources and Ideas
Developing Larger Understanding of Value Chain Flowto Address Edges, Challenges, Opportunities, and Gaps(EGOGs)
Can Assist in the Transition to National SecurityPersonnel System Through Seeing The Value Chain
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Every Sailor is a Sea Warrior
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Every Sailor, Soldier, Airman,
And Marine is A Warrior
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Why Warriors?
"We set about making U.S.Forces more agile and more
expeditionary. When we say"agile" some people seem tothink it means making themilitary "smaller." It does not.It is the shape of the forces,not the size.. "
Defense Secretary Rumsfeld, 17 Feb,2005.
OUR PEOPLE are the Jewel of the Force!Former SECNAV Danzig
WHAT MAKES RMA?
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OUR PEOPLE are the Jewel of the Force!Former SECNAV Danzig
Technology
Changes
Doctrinal
Changes
Organizational
Changes
Revolution inMilitary Affairs
DOTMLP-FDOTMLP-FWITHOUT A BASE, THE REST WOULD COLLAPSE
WHAT MAKES RMA?
Bottom Line: Warfighter ConfidenceBottom Line: Warfighter Confidence
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Bottom Line: Warfighter Confidence
& Affordable, Faster Transition
Bottom Line: Warfighter Confidence
& Affordable, Faster Transition
Right Materiel, Right Place,Right Materiel, Right Place,Ri h Ti h Ri h C All The TimeAll The Time