Armor & Mobility

SEP-OCT 2016

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

Issue link:

Contents of this Issue


Page 23 of 47

LEADERSHIP PERSPECTIVE today, the Army will be ready to respond to ever-changing and ever- increasing security challenges. From an armor and mobility standpoint, this means the ability to project additional combat power but with a much smaller force. In this case, efficiencies have to come from what we call "combat enablers." We need to look into how to make incremental improvements in criti- cal areas like base camp technology, operational energy, fuel economy, etc. Reducing fuel and water consumption allows those resources to be invested elsewhere. We also look to procure systems like Ground Mobility Vehicle or Maneuver Support Vessel – Light to expand maneuver options and enhance our ability to respond to enemy threats in multiple ways. This new approach to maneuvering is more than just transportation: it is essential to building a leaner, more mobile force. A&M: Please discuss cooperation with Joint Service partners in achieving current goals and developing plans to proactively address future requirements. McFarland: The United States Army is truly the foundational force, providing the preponderance of sustainment, logistics, and other key capabilities to US Armed Forces around the globe. As we move forward, our operations will likely be increasingly more joint in nature. In both of these cases, we see a clear opportunity to improve joint development opportunities and improve interoperability and efficiency, which makes us more effective and more cost-efficient from program design to execution as well as supporting overall Army readiness. The Joint Light Tactical Vehicle program is a great example of success in this area. Two Services with different operational needs – the Army and the Marine Corps – were able to agree on a common set of requirements, ultimately minimizing any differences. Not only did we achieve significant cost efficiencies as a result, but Soldiers and Marines in the future will continue to operate from common platforms with critical interoperability in performance, maintenance, etc. This potential extends well beyond major programs, such as vehicles, to smaller systems like generator sets, mission command & communication gear, and shelters. When we are able to reach a common, standard set of requirements for more than one Service, there is tremendous potential benefit for the acquisition and operational enterprises. A&M: In terms of partnering efforts with industry, how is ASA(ALT) taking advantage of know-how across the private sector? McFarland: The Army recognizes the importance of strong relationships with our industry partners. Through these partnerships, we can ensure our Warfighters' readiness and equip them with the best capabilities while balancing the need to effectively utilize taxpayer dollars and promoting innovation and competition in an ever-changing industrial environment. By identifying, assessing, and monitoring at-risk suppliers in the Defense Industrial Base (DIB), the Army strives to preserve and maintain a ready and capable industrial base. The Army utilizes four programs to improve and maintain DIB capabilities: public-private partnerships; the Defense Production Act (DPA) Title III Program; the Manufacturing Technology (ManTech) Pro- gram; and the National Network for Manufacturing Innovation (NNMI) Program. Public-private partnerships or P3, establish agreements between an Army facility and private-industry to perform work or to use the The M109A7 Self-Propelled Howitzer is the next-generation howitzer and incorporates enhanced capabilities such as a brand new chassis, engine, transmission, suspension, and steering system. (Army) 22 | Armor & Mobility September/October 2016

Articles in this issue

Links on this page

Archives of this issue

view archives of Armor & Mobility - SEP-OCT 2016