Th e Defense Science Board

1998 Summer Study Task Force

on

DoD LOGISTICS TRANSFORMATION

Volume I

Final Report

App;rcov~d ta ;VoaaW vim 

DatCA&Mlo Uuft'itsd

December 1998

OFFICE OF THE UNDER SECRETARY OF DEFENSE

FOR ACQUISITION & TECHNOLOGY

WASHIINGTON, D.C. 20301-3140

uQLqq- o-D 777
This report is a product of the Defense Science Board (DSB). The

DSB is a Federal Advisory Committee established to provide

independent advice to the Secretary of Defense. Statements,

opinions, conclusions, and recommendations in this report do not

necessarily represent the official position of the Department of

Defense.

This report is UNCLASSIFIED.
OFFICE OF THE SECRETARY OF DEFENSE

3140 DEFENSE PENTAGON

WASHINGTON, DC 20301-3140

DEFENSE SCIENCE JAN 18 1999

BOARD

MEMORANDUM FOR UNDER SECRETARY OF DEFENSE (ACQUISITION AND

TECHNOLOGY)

SUBJECT: Report of the Defense Science Board (DSB) Summer Study

on DoD Logistics Transformation

I am pleased to forward the Final Report of Summer Study on

DoD Logistics Transformation. This study was co-chaired by Phil

Odeen and Bill Howard. It positively responds to DoD's need to

transform logistics to be prepared for 2 1 st Century adversaries.

The Study initially aggregated their guidance into five

areas of assessment: demand reduction and management; supply

acceleration and management; leadership requirements; logistics

information system requirements; and, asymmetric logistics

vulnerabilities (CBW, IW, EW).

Three key things are identified in this study: there is a

need to designate the DUSD(L) as a "Logistics System Architect"

to reform multiple facets of the logistics arena; Logistics

Transformation should be made a Defense Reform Initiative to

ensure it has senior level support; and, finally that with a

transformed logistics system, significant funds can be freed to

pursue needed force modernization.

The Task Force has proposed clear and concise

recommendations that can be quickly implemented. I concur with

those recommendations and recommend that you review the

Chairman's letter, and forward the study to the SecDef.

Craig . Fields

C ha ia an
OFFICE OF THE SECRETARY OF DEFENSE

3140 DEFENSE PENTAGON

WASHINGTON, DC 20301-3140

JAN i 1 1999

DEFENSE SCIENCE

BOARD

MEMORANDUM FOR THE CHAIRMAN, DEFENSE SCIENCE BOARD

SUBJECT: Report of the Defense Science Board (DSB) Summer Study on DOD

Logistics Transformation

Attached is the final report of the Summer study. The Summer Study was

tasked to recommend actions to be taken that achieve "a true transformation - not

marginal improvements" to the U.S. military logistics system. The study defines

that "transformation in military logistics" as "a marked change in the nature and

form of the structure and processes that equip, deploy and sustain military

operations."

The DOD Logistics Transformation Task Force worked in concert with the

DSB's second 1998 summer study, Joint Operations Superiority in the 21st Century,

(co-chaired by General Larry Welch, USAF-Ret and Mr. Donald Latham).

The Study emphasizes seven points:

"* As concluded in the Joint Operations Superiority Summer Study, the

principal operational challenge facing the U.S. military in the 21st

Century is strengthening and preserving its capability for early, then

continuous, application of dominant control effects across the full

spectrum of conflict.

" The military logistics system is a critical enabler of deployment, then

sustainment, of dominant full spectrum engagement effects.

" Today's U.S. military suffers from a separation of logistics from

operations, an organizational principle of long standing, and a reliance on

mass, rather than efficiency and certainty, to be effective. As now

configured, the logistics system frequently constrains operations and

drains scarce resources needed for force modernization.

"* Failure to seamlessly blend military logistics with operations will be a

showstopper for DOD's planned "Revolution in Military Affairs (RMA)" - a

situation that demands immediate action.

"* DOD must recognize that logistics transformation is a "BIG DEAL... a

VERY BIG DEAL." Continuing to regard logistics as the secondary "tail"

to warfighter doctrine, training and armament will have unacceptable

consequences in the 21st century battlespace resulting in decreased ability

to achieve national security objectives and cost.
The military logistics system can be reformed. A "Transformed Logistics

System" can be responsive to CINC (Joint Task Force Commander) needs,

support rapid closure of combat power, permit a smaller footprint - both

people and equipment, be more agile, responsive and survivable than

today's system, fully integrate business processes and information

systems, be well integrated with industry, and be significantly less

expensive.

Transformation of the military logistics system is not deterred by knowledge

of what to do, not primarily a structural issue, nor is it limited by lack of people,

teclnology or resources. Instead, the most significant barrier to logistics change to

meet 21st century needs is the lack of an overall business and information systems

architecture focal point - a "champion" in the Arthurian sense.

The study's findings and recommendations are spelled out in five areas:

"* Unified and specified CINCs are unable to perform their Title 10

responsibilities to plan and manage theater logistics. CINCs must be able

to "pull" required support from the logistics system.

"* DOD's logistics system is fragmented with no end-to-end control,

integration, performance measures and accountability. Transformation of

logistics business and information systems must be led by a Logistics

Systems Architect with power to define and enforce an integrated system.

We recommend that the USD(L) be designated this "Architect."

" Deployment and sustainment methods and equipment must change.

Ability to deploy in undeveloped areas and under unfavorable conditions

must improve; better use of commercial capability is needed.

" Decreasing logistics demand is a major element of cutting cost and

improving flexibility. Force structure and weapons systems and

equipment must be upgraded to reduce consumption.

" Logistics vulnerabilities need more attention. Exercises and plans must

anticipate and deal with physical and information attacks on the logistics

system.

Logistics Transformation should be made a Defense Reform Initiative. There

are opportunities to save and redistribute billions to modernization.

Philip A. Odeen William G. Howard

Co-Chair Co-Chair
TABLE OF CONTENTS

TABLE OF CO NTENTS .................................................................................................................................. i

FORW ARD .................................................................................................................................................... iii

EXECUTIVE SUM MARY ................................................................................................................................ v

ANNOTATED BRIEFING SLIDES ............................................................................................... ................. 1

CINC Pull vs System Push ........................................................................................................ 10

Logistics System Architect ....................................................................................................... 15

Deploym ent and Sustainment .................................................................................................. 21

Dem and Reduction ........................................................................................................................ 27

Survivability .................................................................................................................................... 32

Sum m ary and Concluding Com ments ..................................................................................... 39

APPENDICES ............................................................................................................................................. 46

Appendix A - Term s of Reference ....................................................................................................... A-1

Appendix B - M em bers and Advisors .................................................................................................. B-1

Appendix C - G lossary of Acronym s .................................................................................................. C-1

Appendix D - Briefings Received by the Sum mer Study ..................................................................... D-1

DOD Logistics Transformation i
DOD Logistics Transformation ii
FORWARD

This report summarizes the work of the Defense Science Board Summer Study Task Force on

DOD Logistics Transformation. The study is comprised of two volumes.

Volume 1 contains a brief Executive Summary, the Task Force briefing charts with facing page

text, followed by several appendices. Appendix A contains the Summer Study Terms of Reference.

Appendix B lists the members and government advisors to the study. Appendix C is a Glossary of

acronyms. Appendix D is a list of the briefings presented to the Task Force and the sub-panels. Volume 1

is the summary of the findings and recommendations of the task Force.

Volume 2 contains the sub-panels reports of the Task Force. The Task Force examined four major

areas in preparation of the final report: Requirements; Deployment; Sustainment; and, New Capabilities.

Each of these reports summarizes the work of that panel. Panel findings and recommendation in these

reports, are those of the panel, and may or may not be incorporated into the final report in Volume 1.

DOD Logistics Transformation iii
DOD Logistics Transformation iv
EXECUTIVE SUMMARY

The 1998 Defense Science Board Logistics Transformation Summer Study was tasked to recommend

actions to be taken that achieve "a true transformation - not marginal improvements" to the U.S. military logistics

system. The DSB defines a "transformation in military logistics" as "a marked change in the nature and form of the

structure and processes that equip, deploy and sustain military operations."

The DOD Logistics Transformation Task Force worked in concert with the DSB's second 1998 summer

study, Joint Operations Superority in the 21st Century, (co-chaired by General Larry Welch, USAF-Ret and Mr.

Donald Latham).

The DSB Summer Study on DOD Logistics Transformation emphasizes seven points:

"* As concluded in the Joint Operations superiority Summer Study, the principal operational challenge

facing the U.S. military in the 21st Century is strengthening and preserving its capability for early, then

continuous, application of dominant control effects across the full spectrum of conflict.

"* The military logistics system is a critical enabler of deployment, then sustainment, of dominant full

spectrum engagement effects.

" Today's U.S. military suffers from a separation of logistics from operations, an organizational principle

of long standing, and a reliance on mass, rather than efficiency and certainty, to be effective. As now

configured, the logistics system frequently constrains operations and drains scarce resources needed

for force modemization.

"* Failure to seamlessly blend military logistics with operations will be a showstopper for DOD's planned

"Revolution in Military Affairs (RMA)" - a motivation that demands immediate action.

" DOD must recognize that logistics transformation is a "BIG DEAL... a VERY BIG DEAL." Continuing

to regard logistics as the secondary "tail" to warfighter doctrine, training and armament will have

unacceptable consequences in the 21st century battlespace resulting in decreased ability to achieve

national security objectives and cost.

" The military logistics system can be reformed. A "Transformed Logistics System" can be responsive to

CINC (Joint Task Force Commander) needs, support rapid closure of combat power, permit a smaller

footprint - both people and equipment, be more agile, responsive and survivable than today's system,

fully integrate business processes and information systems, be well integrated with industry, and be

significantly less expensive.

Transformation of the military logistics system is not held up by knowledge of what to do, not primarily a

structural issue, nor is it limited by lack of people, technology or resources. Instead, the most significant barrier to

logistics change to meet 21st century needs is the lack of an overall business and information systems architecture

focal point- a "champion (in the Arthurian sense).

The study's findings and recommendations are spelled out in five areas:

* Unified and specified CINCs are unable to perform their Title 10 responsibilities to plan and manage

theater logistics. CINCs must be able to "pull" required support from the logistics system.

DOD Logistics Transformation v
"* DOD's logistics system is fragmented with no end-to-end control, integration, performance measures

and accountability. Transformation of logistics business and information systems must be led by a

Logistics Systems Architect with power to define and enforce an integrated system.

"* Deployment and sustainment methods and equipment must change. Ability to deploy in undeveloped

areas and under unfavorable conditions must improve; better use of commercial capability is needed.

"* Decreasing logistics demand is a major element of cutting cost and improving flexibility. Force structure

and weapons systems and equipment must be upgraded to reduce consumption.

"* Logistics vulnerabilities need more attention. Exercises and plans must anticipate and deal with

physical and information attacks on the logistics system.

Unified or Specified CINCs are unable to perform their Title 10 responsibilities to plan and mange

theater logistics. CINC needs must drive the logistics process. He should have an in-theater logistics component

commander to manage all common support / services in theater (peacetime training and war). The logistics

component commander must report directly to the theater CINC. DOD should experiment with the JFACC model

(task a service component commander).

Today, Services push initial deployment supplies to a theater with little CINC / theater planning and control.

Unnecessary materiel clogs the lift and supply pipeline. This, in turn, creates an unnecessary sustainment burden.

Combat forces lack confidence in the logistics system to supply their needs and insist on creating vast stockpiles of

materiel before commencing operations.

DOD must improve the theater CINC's logistics information tools. These tools must provide dynamic

planning / simulation capability, ability to specify deployment / sustainment packages, do consequence analysis, and

be able to change "on-the-fly."

DOD's logistics System is fragmented; it has no end-to-end control, integrated performance and

accountability. DOD lacks an overall vision of how to convert its logistics system to the needs of JV2010. A master

functional overhaul of today's system is prerequisite to achieving "focused logistics and beyond."

Major corporations (including Caterpillar, Procter and Gamble, DuPont, Cisco, Wal-Mart, FedEx and Boeing)

have been able to gain competitive leadership through world class logistics systems. They have re-engineered their

business and information systems to support business goals. Commercial experience shows that tools and practices

must be developed together.

The SECDEF should designate the DUSD(L) as the DOD Logistics System Architect to define system-wide

functional performance and cost goals, lead in integrating logistics practices / supply chain management, develop a

functional and technical architecture and execution roadmap, ensure that logistics fully integrates with operations,

develop / manage the central implementation / transformation plan through decentralized implementation, and,

finally, control funding, establish and monitor performance to the plan for Logistics System Transformation.

The USD(L), working as the Architect, and reporting directly to USD(A&T), would work closely with Service I

Agency / CINC logistics leadership and industry logistics management leaders. The Architect should be affirmed by

the Chairman, JCS.

The USD(L), as architect, must design a system for logistics based on best commercial practice and military

needs using functional specifications, metrics, and warfighter requirements (outcomes). The architecture is

envisioned as evolutionary model - one that adapts to operations concepts and requirements. A supporting

DOD Logistics Transformation vi
information tool concept and configuration model, with supporting technical interface standards and domain-peculiar

requirements, should be directly tied to the architecture. The system should run in Common Operating Environment

(COE) and employ principles of Open Systems for information acquisition and sharing.

Changing how we deploy and sustain is necessary. Only very light forces are deployable in days.

Significant land-based combat power depends on PREPO or ocean shipping (weeks to close). Limited capability of

over-the-shore and primitive port techniques and equipment are a major limitation and risk. Deployment planning

systems are inflexible and slow; data are often inaccurate and out-of-date. Responsibility for the process is

fragmented, with many seams.

This study recommends that DOD:

"* Tailor forces to probable lift capabilities; execute Defense Reform Initiative Decisions (DRIDs) to create

unified movement system with authority to influence transportation systems acquisition.

" Exploit commercial lift to meet future requirements by using the growth in the civil airlift fleet to support

strategic deployment. DOD should enhance CRAF to meet military requirements (such as door width

and height, deck height and floor strength), and make CRAF use a key design criterion for land forces

equipment.

"* Support altematives to delivery through fixed ports to facilitate operations in undeveloped areas.

Support should be given to the Joint Logistics Over the Shore (JLOTS) initiative to create a Sea State

3+ capability. This would yield a 20 percent to 180 percent operating time improvement.

Decreasing logistics demand is key to cutting costs and improving effectiveness. There is a big

payoff both in combat response and lower cost for early entry and continuous combat through faster combat forces

deployment, smaller footprint in theater and more agile forces. Logistics demand reductions will also reduce the

sustainment burden, further compounding demand reduction.

Demand reduction recommendations focus on lighter force structure, low consumption platforms

development and other demand reduction techniques:

Force size and weight must reduced (along the lines of the Army After Next (MAN), Smart Ship, and the Air

Force Expedition Forces) despite cultural barriers (against unmanned platforms, missiles versus artillery, and

traditional crew size, for instance).

"* Research and development should be directed at "agile force" platforms that require less field support.

"* DOD should hold program mangers responsible for Total Owners Cost of both new and legacy

platforms.

"* Demand reduction should be a significant objective of the JROC / PPBS. DOD should invest to reduce

life-cycle costs, improve reliability, maintainability, lower fuel / ammo / power consumption and

decrease weight and crew size.

"* DOD should competitively source weapons systems and equipment support above the unit level.

Logistics vulnerabilities need more attention. Logistics systems and nodes are particularly inviting

targets to adversaries, and ranks with urban environments as a place for exploitation with minimum effort. The

spectrum of logistics node threats is very broad and includes both adversary actions and the environment. Adversary

DOD Logistics Transformation vii
actions of concern include 1W / EW against logistics communications and data, chem / bio attack on logistics nodes,

opposed delivery (mines, subs) disruption of ports and airfields (both in theater and CONUS). Environment threats

include high seas and winds, undeveloped ports and airfields, civil disruption (e.g., refugees), natural disasters, and

inadequate civil response (i.e., other agencies).

Considerable attention has been paid to logistics vulnerability since 1990, but much remains to be done.

Planning limits the impact of anticipated conventional attacks. The most vulnerable points are airlift takeoff and

landing areas, PREPO sites, and civilian infrastructure. Serious vulnerabilities remain for concerted Special

Operations Force (SOF) - like attack (on PREPO afloat, DLA Centers, supporting infrastructure and infrastructure).

Sophisticated IW / CBW attacks could be devastating to logistics.

To address these concerns, the CJCS should: direct J4 to comprehensively review logistics / PREPO

vulnerability and report results to SECDEF within 9 months; include Red Team assaults against logistics in

wargames and simulations for both joint and service exercises; apply the same IW standards to logistics as are in

use for other C31 systems; and direct J4 action to assure the logistics-unique aspects of CBW are accounted for in

planning.

COST Implication: The cost implications of these recommendations are about a $1 billion to the DOD

budget, before logistics savings are counted. Logistics saving implications are approximately $10 Billion.

Issue End-State EndStae•Investment Impact

*Addressed 1996 SS Cost Savings

Significant inventory Planning tools, prognostics, Greatly enhanced theater

S clog support, and

1. Strengthen CINC Pull* reduction $1-2 B etcresponsiveness; reduced

$150M per year footPrint

2. Designate USD(L) as Potential for: Studies, focused systems, Ability to achieve "focused

the Logistics Architect 10-15% direct labor; tools, etc--$140 M; Execute logistics"; true JTF

Develop an integrated 15-30% indirect ($3-$6B); 5- systems modernization supportability; Platform for

within current systems $1.8 continuous modernization;

process 0 B budget "Truly a national asset"

Greatly increased lift and 3. Commercial Lift Avoid future military lift $100 Mlyear reduced need for military

Capabilities investment lift assets

Faster deployment of I R&D, reliability combat capability, smaller

footprint, more flexibility, 4. Demand Reduction* $1-2 B I Year enhancements less maintenance; reduced

$50MI year jlift burden, and military lift

investment _

Avoid casualties and loss

5. Vulnerability Opportunity Cost $100 M I year of assets: reduced risk to

military support

The savings can be achieved and a Transformed Logistics System can be implemented. The SECDEF

should consider making Logistics Transformation a Defense Reform Initiative

DOD Logistics Transformation viii
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APPENDICES

Appendix A - Terms of Reference

Appendix B - Summer Study Members and Advisors

Appendix C - Glossary of Acronyms

Appendix D - Briefings Presented to the Summer Study

DOD Logistics Transformation 46
DOD Logistics Transformation 47
Appendix A - Terms of Reference

THE UNDER SECRETARY OF DEFENSE

3010 DEFENSE PENTAGON

WASHINGTON D.C. 20301-3010

ACQUISITION AND

TECZNOLOGY V 24 MAR 15,

MEMORANDUM FOR THE CHAIRMAN, DEFENSE SCIENCE BOARD

Subject: Terms of Reference -- Defense Science Board 1998 Summer Study Task

Force on DoD Logistics Transformation.

You are requested to form a Defense Science Board (DSB) Task Force to address the

Transformation of Military Logistics. The Task Force should focus on providing the

warfighter with responsive logistic support across the range of missions, threats, and

environments DoD is likely to face in the 21st Century. Primary attention should be

given to future challenges rather than current issues and the goal will be a true

transformation-not. marginal improvements--to the logistics systems.

The Task Force should address the following logistics tasks related to the support of

Joint Vision 2010 and beyond forces:

" Funding and implementation plans for the Focused Logistics goal of full

spectrum supportability.

" Employing information technology to fully and responsively link combat units

with the logistic support system and PPBS including potential budget process

adjustments such as lengthening the budget cycle or setting multiyear

appropriations for greater program stability.

0 Exploiting commercial best practice to provide dramatically improved logistic

support.

0 Developing innovative ways to operate with a very small logistic footprint

given the proliferation of WMD and advanced weapons technology.

0 Streamlining resupply and other support requirements to reduce the logistics

demand and footprint.

* Feasibility of using, on a test basis, modern commercial concepts for

ordering/delivering/stocking spares at operational bases.

• Creation of detailed logistics models and simulations that can produce

effective and efficient logistics operational and infrastructure options.

*Outline means of assessing customer satisfaction into the 2010 time frame

and beyond - including measures of effectiveness and means of

measurement.

A

D L0

DOD Logistics Transformation A-I
In addition, the Task Force should address other logistics issues including.

"* Assessing progress in implementing the 1996 DSB Task Force Reports on

Logistics Modernization and Strategic Mobility.

"* Examining innovative commercial lift and velocity technology to enhance

significantly our deployment and resupply capabilities.

"* Maintaining our ability to conduct coalition operations and exploring ways to

exploit third country support.

"* Minimizing the vulnerability of logistics systems to information warfare and

WMD in CONUS as well as in theater.

"* Linking R&D technologies to future logistics systems enhancement in areas

to include: components, robotics, prognostics, and on-board operational

metric data transfer.

"* Assessing the potential operational command level impacts/influences of the

increasing presence of contractor and other civilian personnel in the battle

space.

"* Assess Activity Based Costing and Management vice other means of

operational cost monitoring, tracking and reporting to the Congress.

This study will be jointly sponsored by the Chairman, Joint Chiefs of Staff and the

Under Secretary of Defense (Acquisition and Technology). Mr. Philip Odeen and Mr.

William Howard will serve as Co-Chairmen of the Task Force. Mr. Jeffrey Jones,

Defense Logistics Agency, will serve as Executive Secretary. Major Wynne Waldron,

USAF, will be the Defense Science Board Secretariat Representative.

The Task Force will operate in accordance with the provisions of P.L. 92-463, the

"Federal Advisory Committee Act," and DoD Directive 5105.4, the "DoD Federal

Advisory Committee Management Program." It is not anticipated that this Task Force

will need to go into any "particular matters" within the meaning of Section 208 of

Title 18, U.S. Code, nor will it cause any member to be placed in the position of acting

as a procurement official.

4i S. Gansoer

DOD Logistics Transformation A-2
Appendix B - Members and Advisors

Co-Chairs

Mr. Philip Odeen* Dr. William Howard*

Executive Secretary

Mr. Jeffrey Jones

Members

Mr. Edwin Biggers Dr. Milt Minneman

VADM Bill Bowes, USN (Ret) Ms. Susan Livingstone

LT Gen James Brabham, USMC (Ret) Mr. Robert Mylott

Dr. Delores Etter Mr. Ron Naventi

Gen Al Gray, USMC (Ret)* Mr. Gene Porter

Gen Alfred Hansen, USAF (Ret) Gen "Randy" Randolph, USAF (Ret)*

Mr. David Heebner* Dr. Neil Siegel

Dr. George Heilmeier* Mr. Maurice Shriber

Dr. Keith Helferich Mr. John Stewart*

Mr. Michael Hopmeier Mr. Frank Sullivan

VADM Michael Kalleres, USN (Ret) Gen William Tuttle, USA (Ret)*

Mr. Larry Lynn Gen John Vessey, USA (Ret)*

Mr. Peter Marino

* DSB Member

Advisors

OSD Army

Mr. Lou Chaker, ADUSD/L Mr. Mark O'Konski

Dr. Delores Etter, DDR&E COL Sam Chappell, USA

Mr. Zack Goldstein, ODUSD/L LTC George Topic, USA

Mr. Jim Johnson, PA&E Mr. Tom Sweeney, ODCSLOG/AWC

Mr. Roger Kallock, DUSD/L Ms. Debra Pollard, ODCSLOG/LIA

Mr. Don Tison, PA&E

Mr. Dan Winegrad, ADUSD/AT Navy

Mr. Larry Glasco

JCS RADM John Scudi, USN

LTG Mike McDuffie, USA, J4 Mr. Jeffery Orner, NAVSEA

CAPT Dave Shanahan, USN CDR Matt Lawless, USN

DOD Logistics Transformation B-1
Air Force USSOCOM

Brig Gen Mary Saunders, USAF LTC Mike Roesner, USA

Col Larry Cooper, USAF

Col Mark Washabaugh, USAF USSOUTHCOM

Col Larry Cannon, USAF Col Neil Hartenstein, USMC

USMC USSTRATCOM

Maj Gen Gary McKissock, USMC RADM Richard Buchanan, USN

Col Jim Strock, USMC

USSPACECOM

DLA Col Rick Lien, USAF

CDR Jon Yuen, USN

COL Al Cleghom, USA USFK

COL Dave Fortna, USA

DISA

CAPT Alan Harms, USN USTRANSCOM

Mr. Bill Leary Maj Gen Charles Coolidge, USAF

Mr. Dan McMillan

MSC LTC Bob McCalmont, USA

Mr. John Joerger Mr. Frank Webber,

CDR Dan Yanicheck, USN

CINCACOM

BG Terry Juskowiak, USA DSB Executive Secretariat

CAPT Ron Mundell, USN LTC Don Burnett, USA

Maj Wynne Waldron, USAF

CINCEUCOM Support--SAIC

COL George Henderson, USA Mr. Rich Balzano

COL David Stringer, USA Mr. Christopher Bolkcom

Col George McVeigh, USAF (Ret)

CINCENTCOM Mr. Christopher Szara

MG Billy Solomon, USA CINCPACOM Ms. Donna Preski

BG Philip Mattox, USA

COL Rodney Thomas, USA

DOD Logistics Transformation B-2
Appendix C - Glossary of Acronyms

3PL 3rd Party Logistics

A

AAN Army After Next

ACAT Acquisition Category

ACOM U.S. Atlantic Command

ACQ Acquisition

ACTD Advanced Concept Technology Demonstrator

ADCSLOG Assistant Deputy Chief of Staff Logistics

AF/IL Air Force/Installations and Logistics

AIT Automated Identification Technology

ALP Advanced Logistics Program

ALP Air Load Planning

APOD Air Port of Debarkation

ASB Army Science Board

ASD/HA Assistant Secretary of Defense/ Health Affairs

B

BDE Brigade

BW Biological Warfare

C

C2 Command and Control

CAIV Coat As an Independent Variable

CASCOM Combined Arms Support Command

CB Chemical Biological

CBW Chemical/Biological Warfare

CECOM Communication Electronics Command

CHE Container Handling Equipment

Chem/Bio Chemical/Biological

CINC Commander-in-Chief

CINCTRANSCOM Commander-in-Chief, U.S. Transportation Command

CJCS Chairman, Joint Chiefs of Staff

CLS Contractor Logistics Support

COE Common Operating Environment

CONOPS Concept of Operations

CONUS Continental United States

COTS Commercial, Off-The-Shelf

CRAF Civil Reserve Air fleet

CROP Container Roll-In/Out Platform

CSS Combat Service Support

CVX Carder Experimental

CW Chemical Warfare

D

DOD Logistics Transformation C-1
DAB Defense Acquisition Board

DARPA Defense Advance Research Projects Agency

DCMC Defense Contract management Command

DFD Direct-to-Foxhole Delivery

DISA Defense information Security Agency

DIV Division

DLA Defense Logistics Agency

DMC Defense Management Council

DOD Department of Defense

DRIDs Defense Reform Initiative Documents

DSB Defense science Board

DTS Defense Transportation System

E

EDI Electronic Data Interchange

ERP Enterprise Resource Planning

EW Electronic Warfare

F

FEBA Forward Edge of the Battle Area

FMS Foreign Military Sales

FY Fiscal year

G

GATM Global Air traffic Management

GCCS Global Command and Control System

GCSS Global Combat Support System

GTE General Telephone

GTN Global Transportation Network

H

HNS Host Nation Support

I

lAW In Accordance With

IS Information Systems

IT Information Technology

ITV In-Transit Visibility

1W Information Warfare

J

J4 Director for Logistics, Joint Staff

JCS Joint Chiefs of Staff

JFACC Joint Forces Air Component Commander

JFRG Joint Force Requirements Generator

JLOTS Joint Logistics Over the Shore

JOPES Joint Operational Planning and Execution System

JRSOI Joint Reception Staging Onward Movement and Integration

JSF Joint Strike Fighter

JSOC Joint Special Operations Command

DOD Logistics Transformation C-2
JTAV Joint Total Asset Visibility

JTF Joint Task Force

JV2010 Joint Vision 2010

JROC Joint Requirements Oversight Committee L

LCC Life Cycle Cost

LMI Logistics Management Institute

LOG Logistics

LOTS Logistics Over The Shore

LPD-17 Landing Platform Docking M

M Million

MA Marshalling Area

MBTF Mean-Time Before Failure

MHE Material Handling Equipment

MILSPEC Military Specifications

MOBS Mobile Off-Shore Basing

MSC Military sealift Command

MRC Major Regional Conflict

MTM/D Million Ton Miles/Day

MTW Major Theater War N

NDP National Defense Panel

NLT No Later Than

NM Nautical Mile 0

OCONUS Outside Continental United states

OWM Operations and Maintenance

OEM Original Equipment Manufacturer

OOTW Operations Other Than War

OPS Operations

OSD Office of the Secretary of Defense P

PACOM U.S. Pacific Command

POD Port of Debarkation

POE Port of Embarkation

POM Program Office Memorandum

PM Program Manager

PREPO Preposition R

R&D Research and Development

RIBS Rapid Installed Breakwater System

RORO Roll-On, Roll-Off

RMA Revolution in Military Affairs

RML Revolution in Military Logistics

DOD Logistics Transformation C-3
PPBS Planning, Programming, Budgeting System

RSOI Reception Staging Onward Movement and Integration

S

SA Staging Area

SC21

SECDEF Secretary, Department of Defense

SOCOM U.S. Special Operations Command

SPOD Sea Port of Debarkation

SS3 Sea State Three

ST Short Tons

STAMIS

STOL Short take Off and Landing

T

T Tons

TAA Tactical Assembly Area

TAV Total Asset Visibility

TC-AIMS II Transportation Coordinators-Automated Information Management System II

TCC TRANSCOM Component Command

TOA Transfer of Authority

TOC Total Ownership Cost

TOR Terms of Reference

TPFDD Time-Phased Force Deployment Data

TPFDL Time-Phased Force Deployment List

TRANSCOM U.S. Transportation Command

TY Then Year

U

USACOM U.S. Atlantic Command

USCENTCOM U.S. Central Command

USD(A&T) Under Secretary of Defense (Acquisition and Technology)

USEUCOM U.S. European Command

USFK U.S. Forces Korea

USMC U.S. Marine Corp

USPACOM U.S. Pacific Command

USPS U.S. Postal Service

USSOCOM U.S. Special Operations Command

USSOUTHCOM U.S. Southern Command

USSTRATCOM U.S. Strategic Command

USTRANSCOM U.S. Transportation Command

W

WW I World War I

WW II World war II

WMD Weapons of Mass Destruction

DOD Logistics Transformation C-4
Appendix D - Briefings Received by the Summer Study

The DSB Summer Study on DOD Logistics Transformation, received briefing, both to the entire

study group, and the four individual sub-panels. The table below lists the briefings received. They are listed

alphabetically, by date, and to which group or groups received the briefing.

Date Title Organization Briefer . Panel #

4/16/98 A Pathway to the Future Implementing JV2010 MG Close #1-4

Joint Vision 2010

'416/98 DOD Logistics Transformation US Atlanic Command 1CAPT Jeff Wagner #1-4

4/16/98 General Counsel Briefing JCS !Mr. David Ream #1-4

4/16/98 JC2-1O Focused Logistics, Logistics J- C. CAPT-Dave Shanahan #1.-4

'Directorate (J-4) the Joint Staff

ý4/1i6/98 Joint Vision 2010 - Focused Logistics US European TCOL Henderson #1I-4

Initiatives Command

4/16/98 Logistics Transformation S C. L Neil Hartenstein #1-4 1Southem 

Command

4/16/98 -Logistics Transformation - The Way Aheadl U.S. Forces Korea COL Ronald Rollison #1-4

for U.S. Logistics in Korea

4/16/8 Logstic PACM US Pacific Command COL Thomas -. -1#-4

4/16/98 Quiet Professionals I Special Operation .COL Donald Betts #1-4

ICommand

4/16/98 US Central Command US Central Command 'Col Chris Kauffmann z #1-4

4/17/98 Brief to the DSB - Summer Study Task Defense Logistics RADM Dave Keller #1-4

Force ..... 'Agency .. /9 . . D.i.....s.t.T ..... ......... m a ti... .......... ......................... ........... ....... 4 ..... .. ............... ......................... ~ i " rs .cs ... o .......... .-. .......4/1/98 DODLoistcs ranfomaton SNN-41 - - CAPT Bill Bristow #-4

4/17/98 :DOD Logistics Transformation TRANSCOM Mr. Dan McMillin #1i-4

4/17/98 DOD Logistics Transformation JV US Strategic Col Lynn Willadsen #14

2010/USSTRATCOM Uniqueness lCommand

,/Requirements - .-- _______......._______..... ...... .... -.... ~... ................. .....

4/17/98 Logistics and the 21st Century US Marine Corp Col Jim Strock #1-4

4/17/98 H Power Projection Logistics US Army -ADCSLOG IMG Charles Cannon, JR. #1-4

4/17/98 [ The Revolution in Military Logistics iUSArmy-ADCSLOG . . #1-4

DOD Logistics Transformation D-1
5/18/98 Changing Logistics iDLA !Mr. Jeff Jones #1-4 5 118;'§ 8 ~ ...... • .. -- -g i ... gis -................ s ..... . . ...... ........ .. . . D - .......... .................. ........ M._...e......... ....... .. ... . ..... ....... # i 4

5/18/98 Concepts and Technologies for the ARMY After ARMY 2010 bDr. Joe Braddock #1-4

5/18/98 Logisiics Vision-ancdRequirementis for IPanel one IMs. Susan Livingstone #1i-4

"True Transformation" ~~~~~~~~~~~~~~~~~~~~~ . . . .. . . . . . . . . . . . . . . . .. - . . . . . . . ..... . .. . . . .... ... ... . . .

5/19/98 About Bechtel Bechtel !Mr. Futcher #1-4

.5/19/98 Joint Total Asset Visibility JTAV Ms. Nancy Johnson #1 -4

ILMI iMr. Ron Frola #-

5/19/98 Notional Deployment CONUS View M#1-4

5/19/98 OSD Transportation Initiatives 1OSD IMs. Mary Lou McHugh #1-4

:5 i 8 .. .. . .Qa l ............................................. o S to ry e ua..... .......... . ... .. ....... .... ........ e.. e..s... ....... .... .. . # - 5/9/8 Qualcom Story Qulo r tpe nw#1 -4

5/19/98 The Caterpillar Road to Re-inventing zCaterpillar 'Mr. Bob Mylott #1-4

Logistics

6/9/98 :Advanced Logistics Project .DARPA iMr. Todd Carrico #1-4

6/9/8 DO Log'isti c* s 'Tr~a-,n's-f~o"r'm'*a~t~ion eaLand Mr. Louis Lamnbremnont #1-4

6/9/98 GCCS GCSS Update -DISA Mr Bill Leary

.~ ........

ý6/9/98 Global Transportation Network TRANSCOM V.. MsDonna Lance #1-4

6/9/98- Logistics Transformation -AF/IL Mr. Grover Dunn #1 -4

:6 / / 9 9 8 ................. ........... .: o ...... .g........ ......... ............ ... ..... Pa......... ......... n ............................................................................... ... ...... A................................................................................ ................. !Ll ................... ....... l..... A ..l .. t .. n-.....#- .............. ... 

ý6/9/98 Long Range Plan - SPCCM LC o ltn#1 -4

6/9/98 NAVAIR Affordable Readiness - ReducingNNAVAIR .RADM John Chenevey #1-4

Total Ownership Cost (TOC)

6/9/8 . Transportation Coordinators'- Automated TC-AIMS ILtCol Walt Munyer #1 -4

Information for Movement System II (TCAIMS II)

i6/10/98 ARMY Distribution Based ICASCOM !LTC Julienne Powel #3

..... .... .................... ....... ..... T...n... ...... ...... s.f. f ............................................. t. o...................... . ....... ............................................................. .. .................................................... ............... D..... 

DOD Logistics Transformation D-2
.6/10/98 Assessment of the Impact of Chemical Che./bio IMs. Aime Hoeber #4

.and Biological Weapons on Joint

Operations in 2010

6/10/98 Assessment of the Impact of Chemical Chem/blo Ms. Aime Hoeber #4

:and Biological Weapons on Joint

Operations in 2010 - Summary Report i

'6/10/8 Assessment of the Impact of Chemical Chem/bio Ms. Aime Hoeber #4

and Biological Weapons on Joint

Operations in 2010 - VIGNETTES

.6/10/98 c-130 F-oatplane Program Review ILockheed Martin Mr. Andy Swick #2

ý6/10/98 Contracting Out Contingency Response IMr. Dwight Clark #3

16/10/98 Fast Ship ReviewOPNAV/ NSWC 'Mr. Colen Kennell CDR #2/4

'Steve Lehr

6/10/98 JLOTS Overview for DSB 'Joint Staff, J-4 !LTC Chris Barbour #2

6/10/98 Joint Deployment Process Improvement Joint Staff, J-5 COL Jerry Kennealy #2

.(J DPI)

ý6/10/98 Joint Medical Logistics 2010 - New iASD/HA -LTC Don Wi~deman #4

Concepts in Medical Readiness

6/10/98 Managing Mail Surge USPS Mr. Gary Thuro #4

6/10/98 Mobile Subscriber Equipment CECOM Ms. Joanne Iorio #3

6/10/98 Munitions Distribution - CONUS Initiatives lC Mr. Daniel Stackwick #3

6/10/98 iUltra-light Aerocraft :Lockheed Martin IMr. Ed Glascow #2/4

6/i1/98 How Does Joint Visioni 2010 Affect Global ILockheed Martin ',Mr. Andrew Bennett #2

Projection? ':6 / 81 .........O ............. /9 n' L a ...... .. / ......... O .... f....... L.. o ...... dT .... .......................... . ........ .............. ... .. . .... ..... A.......... N ......... CM..... .............. .... ...... ........ .............. ...... ... . ............. ....... .. #

6/1/8 On Load IOff Load 'TRANSCOM #2

6/11/98 Sea-Based Aircraft Development- Lockheed Martin Mr. Andy Swick #2

Revolutionary Capability for the 21s't

Century

,6/11/98 Strategic Air Mobility En Route TRANSCOM #2

Infrastructure Update

6/11/98 US Transportation Command -Cargo TRANSCOM #2

Prioritization

DOD Logistics Transformation D-3
6/30/98 :Center for the Commercial Deployment of •TRANSCOM .LCDR John G. Meier iii #2

Transportation Technologies (CCDoTT)

High Speed Sealift /Agile Port Program

:6/30/98 Improving the Deployment Process ITANSCOM Mr Phil Boyer #2

6/30/98 Joint Deployment Training Center (JDTC) TRANSCOM Ms. Julie Frisby #2

6/30/98 Organizational Structure -An information TRANSCOM 1Mr. Frank Weber #2

Brief for The DSB

6/30/98 'Transportation Working Capital Fund - TRANSCOM -CAPT Michael T. Rader #2

TWCF Rates TWCF Cost Drivers TWCF

and Budget Process

:6/30/98 'Transportation Modeling & Simulation for ITRANSCOM iMr. Bill Key #2

the DTS

6/30/98 US Transportation Command - Defense TRANSCOM !Mr. Jerry Walker #2

Transportation The Keystone of

American's Defense Strategy .. ... . . . . .. . . . .............. . . ................... . . . . . . . ................. ..... .. ............. .. ..... .............. ... ........ ........... ..... .. .... . ... ..... ........ .. . ............. . .. . .... . . .... . . ........ . .. . .. . . .. . . . . . . .. .. . . .. . . . . . . . ... ..

7/13/98 Amy After Next Insights Army Training ICol Bourgoine #4

7/13/98 High Speed Sealift /Agile Port Program CCD. t hSaan #4

7/13/98 Quiet Professionals- ISOCOM -LTC Mike Roesner #4

7/1498 . tAuonom i-cogistics Briefing .JSFi. Coi Russ Currer & Dr. William #4

!Scheuren

!7/14/98 Boeing Integrated logistics iBoeing Mr. Bill Delaney #3

7/14/98 F-22Transforming-su ppo'rt .. F-22 -Program, Oce& iLtCol Mike Carpenter & Mr. #3

Lockheed ITom May

7/14/98 Fast Economic Sealift Vehicle Research Handouts Only #4

Corp. • ~ • ./• i ...... e i .. ............ ......... .ai ----.. .. ................ ..... ................... ........ ......... ... .... ........_ s • -i 1................ c ........................... .•s M ...... r i a ..ae . ............. ........ . ....... .. .2

"71498 Fast Ship Review Fastship Inc. M.Dvdies#2

7 9 /4 .... .......~... x.. d ... ............. ................. D e c ..... o n.... ta ...................................... m in a io n ......... ......... ............. .............- ................. C O .............. .DE . .. ........ .... .. .. J o .. ..... K.~ ... ..i u t #

7/14/98 Fixed Site Decontamination DECON ýMajor Joe Kiple (handout) #4

7/14/98 High Speed Sea Lift Research Corp. Dr. Scott Rethorst #2

S. ... . . . ...... ......... ...................................... ........ ........ ......... ...... ............... ......... ...... ..... ... .... ... ......... . ....... ..... .... .. . .. .....

.7/14/98 Improved Logistics for the 21' Century DARPA Dr. DavidWhelan #4

DOD Logistics Transformation D-4
7/14/98 Naval Expeditionary logistics Support COMNAVELSF Capt Ed Horres #3

Force

7/14/98 Naval Logistics Carrier Battle Group Mr. Jonathan Kaskin #3

:7/14/98 Optimized Equipment Asset Management 'Penn State APL IMr. Bill Nickerson #3

via Condition-Based Maintenance

7/1/98 I .Panel Logistics- ....... Vision- and IDSB 'Ms. Susan Livingstone #1-4

Requirements for "True Transformation"

7/1498 rocuemet Prces At ortropNorthrop Grumman Mr. Carrier/ G. Braga #

Grumman

7/14/98 Regionalization of the Mid-Atlantic Region Norfolk, VA RADM Zeemier #2

7/14/98 'Small Unit Logistics (SUL) ACTD Proposal 1FSSG Col Willie Williams #4

7/14/98 ... Tactic-sa-Tech-nologyfor2-1 s Century DSB Mr. Don Latham #1i-4

Military Superiority

8/4/98 21st Century Global Mobility Concepts 'Boeing Mr. Gerald Janicki #1-4

8/4/98 6....... ... and 6Concepts Technologies . for the Army ASB .Dr. Joe Braddock #1-4

Beyond 2010

.8/4/98 Improving Business Practices and Ryder Mr. John Torsak #1 -4

'Relationships Among Supply Chain

Partners: ~ ~ .. ~ .. ~ ~ ~ .. ...... ~ ..... ~ . . .... ~ . .~ .. .. .... .. .~ .. ... . ........ .. ~ .. ~ .. ......... ~ .... ....... ~ ~ ~ ~ ~ ~ . ...... ... ... ..... . . . . . .. . . .

8/4/98 The Commercial ERP Environment 4 Price Waterhouse Coopers #1-4

DOD Logistics Transformation D-5
DOD Logistics Transformation D-6