Armor & Mobility

FEB 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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A&M: Please provide some insight regarding the primary focus areas at DLA beginning 2017 and going forward. Lt. Gen. Busch: We have a strategic plan that outlines our goals and shapes them. Our strategy is focused on five key goals: Warfighter Lt. Gen. Andrew E. Busch is the Director of the Defense Logis- tics Agency. He is responsible for leading the Defense Depart- ment's only combat support agency specializing in logistics. The agency provides the military services a wide range of consumable items such as food, fuel, uniforms and medical supplies, as well as the majority of the spare parts used in repairing and maintain- ing military equipment. In addition, DLA manages the reutilization of military equipment, provides a variety of logistics information products, as well as document automation and production ser- vices. DLA has a workforce of more than 25,000 located in 48 states and 28 countries. Lt. Gen. Busch earned his commission in 1979 as a graduate of the U.S. Air Force Academy, Colorado Springs, Colorado. He is a logistician with a core background in fighter aircraft maintenance. As an aircraft maintenance officer, he served in a variety of sortie production roles and commanded three maintenance squadrons and a maintenance wing. He also has experience in supply, trans- portation and acquisition issues at the wholesale logistics level. Prior to his current assignment, he was Vice Commander, Air Force Materiel Command. Lt. Gen. Busch is Level III certified in life cycle logistics and Level II certified in program management. He is a designated Joint Qualified Officer. He received a Bachelor of Science degree in 1979 from the U.S. Air Force Academy, Colorado Springs, Colorado; a Master of Public Administration degree in 1981 from Golden Gate Uni- versity; attended Squadron Officer School in 1985 at Maxwell Air Force Base, Alabama; received a Master of Science degree in logistics management in 1990 from the Air Force Institute of Technology, Wright-Patterson Air Force Base, Ohio; a Master of Science degree in national resource strategy in 1995 from the Industrial College of the Armed Forces, Fort Lesley J. McNair, Washington, D.C., and attended Leadership for a Democratic Society at the Federal Executive Institute, Charlottesville, Virginia in 2005. His major awards and decorations include: Distinguished Ser- vice Medal with oak leaf cluster; Defense Superior Service Medal; Legion of Merit with oak leaf cluster; Defense Meritorious Service Medal; Meritorious Service Medal with four oak leaf clusters; Air Force Commendation Medal and Joint Meritorious Unit Award with oak leaf cluster. Interview conducted by A&M Editor Kevin Hunter STEWARDING READINESS THROUGH COMMAND ENGAGEMENT first; people and culture; strategic engagement; financial stewardship, and process excellence. Our first and foremost goal is the Warfighter; we always put the Warfighter first. One of the ways we do that is through a close working relationship with the combatant commanders. We gauge our perfor- mance by constantly looking at metrics through their eyes. Certainly we have our own, but it's always helpful to hear how you're doing from the people you serve. I have found it's best to go out and find our cus- tomers' metrics and incorporate them as our own. To provide a single face to customers in the combatant commands (U.S. Central, European, Africa and Pacific commands), and improve the alignment and authorities of the DLA Regional Commanders, we aligned and synchronized our primary-level field activities to a single regional commander. This alignment streamlines our customers' inter- actions and provides uninterrupted and responsive support in the theater of operations. I visited U.S. Central Command, specifically U.S. Army Forces Central Command (ARCENT) and U.S. Naval Forces Central Command (NAVCENT) late last year. During my visit, the Trans-Arabian Network (TAN) was a focus of discussion. The TAN is a CENTCOM initiative to establish ground lines of communication through the Arabian Peninsula and the Levant, with an eye to using commercial entities when possible. The trip reinforced for me that an effort of this kind is exceedingly complex for many reasons, foremost among them is that customs and border procedures are not standardized across the Lt. Gen. Andrew E. Busch Director, Defense Logistics Agency DIRECTOR'S CORNER www.tacticaldefensemedia.com 6 | Armor & Mobility | February 2017

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