Armor & Mobility

MAR-APR 2018

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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software to perform and operate on a network. This results in disparate software management that each branch of the Army does its own way. And that's no way to run sustainment. So the SEC, with the partnership of the Army Chief Information Offi- cer, convened the first Software Solarium in 2016 to begin getting our heads around that conundrum. After taking that initial look, last year the vision was a little more defined, and we agreed on several lines of effort. This year, we will push further ahead on getting a coherent enterprise- wide software management philosophy into place. One recent development to help this effort was the designation of SEC as the Army's Center of Industrial Technical Excellence for software. This allows the SEC to enter into public-private partnerships, secure intellectual property rights, and greatly expand the knowledge base of its workforce. In turn, that enables us to more rapidly and accurately react to software challenges our units face in the field. A&M: APG is known as the "Home of Innovation" for the Army community. What new or innovative programs or processes are paving the way for the future, specifically in C4ISR sustainment? MG Taylor: There are several areas where CECOM is anticipating the needs of the Army and positioning support for the future force. I can start right where acquisition starts: in contracts. The truth is, until recently most acquisition contracts only spoke to delivery. In other words, produce and field a piece of equipment. But what happens after that? Well, the almost 70% I spoke of before—sustaining that equip- ment for the remainder of its useful life. That sustainment has been an afterthought, which is an extraordinarily inefficient and ineffective approach, and that just cannot continue. So we have been working closely with ACC-APG to add game- changing sustainment language into acquisition contracts. This will allow us to better manage the resources needed for life cycle support. We can also better leverage our industrial partners to provide that support when needed by having them think about sustainment from inception, as well as work to secure data and intellectual property rights for commercial technologies that we use. Another area of concentration for us has been supply availability. My boss, General Gus Perna, commander of Army Materiel Command, has charged us with providing 100% supply part readiness to units. That's not the simplest thing to do when you have 187,000 Soldiers abroad supporting combatant commanders in 140 countries. But tied in with divesting obsolete equipment—getting old gear out of the inven- tory so we can concentrate on sustaining current stock—we have been making steady progress in this area as well. A&M: Any last thoughts? MG Taylor: Absolutely. I often think of a quote from General Douglas MacArthur: "The history of failure in war can almost be summed up in two words: Too late." We have a responsibility to make sure our Soldiers have everything they need to execute their mission effectively, wherever and whenever they may face an adversary. This responsibility belongs to all of us—every position on the CECOM team impacts our Soldiers and their readiness. This is what motivates us and is the key to our success. We cannot, and will not, be "too late." A Soldier from the Korean Augmentation to the U.S. Army assigned to the 304th Expeditionary Signal Battalion, Camp Humphreys, South Korea, explains his duties to Maj. Gen. Randy S. Taylor, commanding general of the U.S. Army Communications-Electronics Command (CECOM). (Official US Army photo) COMMANDER'S CORNER www.tacticaldefensemedia.com 14 | Armor & Mobility | March/April 2018

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