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 24 of 47

LEADERSHIP PERSPECTIVE Army's resources (facilities, equipment, and/or personnel) for the benefit of both. The goal of a P3 is to leverage the power of partnerships to enhance and preserve the Army's unique organic industrial capabilities while offering private industry access to those same capabilities. Part- nership arrangements result in more effective fulfillment of Army con- tracts at a lower cost and reduced risk to industry partners. They also sustain production lines and unique equipment & machinery, as well as the critical skill sets of our nation's industrial workers. The DPA Title III Program provides the DoD with a tool to ensure the timely creation and availability of domestic production capabilities and capacities in the domestic industrial base for items essential to national defense. Title III actions stimulate investment in production resources by reducing the risks associated with the capitalization and investments required to establish the needed production capacity. The DoD funds Title III recipients directly to develop the production capabilities and capacities identified. The Army's Manufacturing Technology (ManTech) Program matures and demonstrates processes for the affordable and timely production and sustainment of Army systems. This program affects all phases of the acquisition cycle and aids in achieving reduced acquisition and total ownership costs. It accomplishes this goal by developing, maturing, and transitioning key manufacturing technologies in direct partnership with the defense industrial base. To achieve this, the Army often relies on an innovative private sector and actively participates in the National Network for Manufacturing Innovation (NNMI). The Army also serves as the Program Manager for four of DoD's six Manufacturing Innovation Institutes (MIIs) and on the strategic and technical advisory boards for all DoD-led MIIs. Major lines of effort with the MIIs include collaboration on research & development, technology transition, and coordination of workforce development and STEM activities. Developing mutually beneficial partnerships with industry allows the Army to proactively manage risk and benefit from industry-wide best practices. This is particularly advantageous for the Army during times of fiscal uncertainty. With this approach, the Army is setting conditions for sustaining those critical industrial capabilities essential for the safety and mission success of the nation's Warfighters. A&M: How is ASA(ALT) working to maximize gains in the face of budget cuts and similar constraints hampering procurement efforts today and into the future? McFarland: We are committed to maintaining operational readiness and our technological advantage in an era of fiscal constraint. Due to prolonged budget instability, Army programs are at risk of being overextended or cancelled, and per-unit costs of items increase as a result of reductions in procurement quantities. To address these challenges, the Army has to be prepared to do more with less. We have adopted a five-fold, 30-year modernization strategy for enhancing our efficiency in the wake of extended budget cuts. This framework includes plans for our ground vehicle portfolios. First, we must reduce operations and sustainment costs by divesting over 25,000 vehicles the Army no longer needs. We must also reset and sustain equipment coming out of theater, including combat ser- vice support systems, to be ready for our next engagement. Next, we must sustain and modernize our vehicle fleet in the near- to mid-term, including incorporating Engineering Change Proposals necessary to modernize the Abrams, Bradley, and Paladin M109A7 programs. As the next stage in our modernization strategy, we focus on new systems. Even in this challenging fiscal climate, we have to invest in the next generation of ground vehicle capabilities. Specifically, the Army is investing in the Ground Mobility Vehicle, Stryker Lethality upgrades, Mobile Protected Firepower, and the Armored Multi-Purpose Vehicle. Lastly, we are prioritizing Science & Technology investments to develop breakthrough technologies, including active protection systems (both ground and air); electronic warfare efforts that focus The JLTV family of vehicles consists of vehicles capable of performing multiple mission roles and designed to provide protected, sustained, networked mobility for personnel and payloads across the full range of military operations in two variants and four mission package configurations: general purpose, heavy-guns carrier, close-combat- weapons carrier, and a utility vehicle. (Army) 9–13 APRIL 2017 / EXPO: 11–13 APRIL 2017 ANAHEIM, CALIFORNIA, USA DEFENSE + COMMERCIAL SENSING DEFENSE + SECURITY COMMERCIAL + SCIENTIFIC SENSING AND IMAGING TWO MAJOR SYMPOSIA: CALL FOR PAPERS September/October 2016 | Armor & Mobility | 23

Articles in this issue

Links on this page

Archives of this issue

view archives of Armor & Mobility - SEP-OCT 2016