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The Defense Science Board 
1998 Summer Study Task Force 


on 


DoD LOGISTICS TRANSFORMATION 

Volume I 
Final Report 



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December 1998 


OFFICE OF THE UNDER SECRETARY OF DEFENSE 
FOR ACQUISITION & TECHNOLOGY 
WASHINGTON, D.C. 20301-3140 


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This report is a product of the Defense Science Board (DSB). The 
DSB is a Federal Advisory Conmiittee 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 
BOARD 


JAN I 8 1999 


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 21®*^ 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. 





OFFICE OF THE SECRETARY OF DEFENSE 

3140 DEFENSE PENTAGON 
WASHINGTON, DC 20301-3140 



JAN I I 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 21^*^ 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 21®* 

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 fi’equently 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 21®* 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, 
technology or resources. Instead, the most significant barrier to logistics change to 
meet 21®* 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 structime 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 
Co-Chair 


William G. Howard 
Co-Chair 





TABLE OF CONTENTS 


TABLE OF CONTENTS. 

FORWARD. 

EXECUTIVE SUMMARY. 

ANNOTATED BRIEFING SLIDES. 

CINC Pull vs System Push. 

Logistics System Architect. 

Deployment and Sustainment. 

Demand Reduction. 

Survivability. 

Summary and Concluding Comments. 

APPENDICES. 

Appendix A - Terms of Reference. 

Appendix B - Members and Advisors. 

Appendix C - Glossary of Acronyms. 

Appendix D - Briefings Received by the Summer Study, 


..iii 

...V 
.. 1 
10 
15 
21 
27 
32 
39 
46 


A-1 


B-1 


C-1 


D-1 


DOD Logistics Transformation 


i 


















DOD Logistics Transformation 




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 


Hi 




DOD Logistics Transformation 




EXECUTIVE SUMMARY 


The 1998 Defense Science Board Logistics Transfonnation 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 SuDerioritv in the 21 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 21=* Century is strengthening and presen/ing 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 motivation that demands immediate action. 

• DOD must recognize that logistics transformation is a “BIG DEAI_a VERY BIG DEAL.” Continuing 

to regard logistics as the secondary “tail” to warfighter doctrine, training and armament will have 
unacceptable consequences in the 21=' 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 21=' 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 pian 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 ied 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 undeveioped 
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 vulnerabiiities 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 CINCs logistics information tools. These tools must provide dynamic 
planning / simulation capability, ability to specify deployment / sustainment packages, do consequence analysis, and 
be abie to change “on-the-fly." 

DOD’s logistics System is fragmented; it has no end-to-end controi, integrated performance and 
accountabiiity. 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, 
finaily, 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 / 
Agency / CINC logistics leadership and industry logistics management ieaders. 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 alternatives 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 (AAN), 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 IW / 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 C^l 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 

; *Addressed 1996 SS 

End-State 

Cost Savings 

Investment 

Impact 

i 

\1. Strengthen CINC Pull* 

Significant inventory 
reduction $1-2 B 

Planning tools, prognostics, 
etc 

$150M per year 

Greatly enhanced theater 
log support, and j 

responsiveness; reduced j 
footprint ] 

\ 2. Designate USD(L) as 
the Logistics Architect 
' Develop an integrated 

process and system* 

Potential for: 

10-15% direct labor; 

15-30% indirect ($3-$6B); 5- 
15% non-labor ($1-3B) 

Studies, focused systems, 
tools, etC"$140 M; Execute 
systems modernization 
within current systems $1.8 

B budget 

Ability to achieve “focused ^ 
logistics”; true JTF 
supportability; Platform for ^ 
continuous modernization; ; 
“Truly a national asset” 

, 

f 3. Commercial Lift 
Capabilities 

Avoid future military lift 
investment 

$100 M/year 

Greatly increased lift and 
reduced need for military 
lift assets 

I 4. Demand Reduction* 

f 

i 
i' 

ii 

$1-2 B/Year 

R&D, reliability 
enhancements 
$500 M / year 

Faster deployment of ! 

combat capability, smaller ^ 
footprint, more flexibility, 
less maintenance; reduced < 
lift burden, and military lift i 
investment 

j 5. Vulnerability 

Opportunity Cost 

$100 M/year 

Avoid casualties and loss 
of assets: reduced risk to j 
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 


VIII 


DOD Logistics Transformation 











DOD Logistics Transformation 



DOD Logistics Transformation 




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unnecessarily excessive drain which is impacting operational readiness and drawing 
The second major reason which demands transformation of our current military resources away from critical force modernization requirements, 
logistics system is its unacceptable and unnecessarily excessive cost both in terms of 

budget resources and manpower. In terms of active duty manpower, only about half as many active duty 


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Bottom Line - Better Confidence, Smaiier Pipeiine 
and Fewer Peopie in Battiespace 







SLIDE 15 — Logistics System Architecture 






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Slide 20 — Logistics System Architect - Recommendations 

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designate the DUSD(L) as the Logistics System Architect to evolve a modern logistics DOD that is critical to realizing the promise of 21Century logistics to support DOD 

business process and information system capable of efficiently providing Focused operations. 

Logistics to meet DOD needs. The LSA must have mechanisms to control and 



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Slide 39—Logistics System transformation 





DOD Logistics Transformation 





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SLIDE 42 — Logistics Transformation — Financial Implications 

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DOD Logistics Transformation 







Slide 43 - Logistics transformation - Savings Goal 

When Caterpillar "transformed" its logistics system, its inventory went down by 
one half and its costs were reduced by one third. The question is can the DOD achieve 
similar success. 




Logistics Transformation 













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Achieving Logistics Transformation 



DOD Logistics Transformation 
















DOD Logistics Transformation 












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 



ACQUIStTION AND 

technology 


THE UNDER SECRETARY OF DEFENSE 
3010 DEFENSE PENTAGON 
WASHINGTON, 0,C. 20301-3010 



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 
iwarfighter 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. 

• Exploiting commercial best practice to provide dramatically improved logistic 
support. 

• Developing innovative ways to operate with a very small logistic footprint 
given the proliferation of WMD and advanced weapons technology. 

• 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. 


/« 



DOD Logistics Transformation 


A-1 




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. 



, j. S. Gansler 

i y 


A- 


DOD Logistics Transformation 




Appendix B - Members and Advisors 


Co-Chairs 

Mr. Philip Odeen* Dr. William Howard* 

Executive Secretary 

Mr. Jeffrey Jones 

Members 


Mr. Edwin Biggers 
VADM Bill Bowes, USN (Ret) 

LT Gen James Brabham, USMC (Ret) 

Dr. Delores Etter 

Gen Al Gray, USMC (Ret)* 

Gen Alfred Hansen, USAF (Ret) 

Mr. David Heebner* 

Dr. George Heilmeier* 

Dr. Keith Helferich 

Mr. Michael Hopmeier 

VADM Michael Kalleres, USN (Ret) 

Mr. Larry Lynn 

Mr. Peter Marino 


Dr. Miit Minneman 
Ms. Susan Livingstone 
Mr. Robert Mylott 
Mr. Ron Naventi 
Mr. Gene Porter 

Gen “Randy” Randolph, USAF (Ret) 
Dr. Neil Siegel 
Mr. Maurice Shriber 
Mr. John Stewart* 

Mr. Frank Sullivan 

Gen William Tuttle, USA (Ret)* 

Gen John Vessey, USA (Ret)* 


* DSB Member 


Advisors 


OSD 

Mr. Lou Chaker, ADUSD/L 
Dr. Delores Etter, DDR&E 
Mr. Zack Goldstein, ODUSD/L 
Mr. Jim Johnson, PA&E 
Mr. Roger Kallock, DUSD/L 
Mr. Don Tison, PA&E 
Mr. Dan Winegrad, ADUSD/AT 

JCS 

LTG Mike McDuffie, USA, J4 
CAPT Dave Shanahan, USN 


Army 

Mr. Mark O’Konski 

COL Sam Chappell, USA 

LTC George Topic, USA 

Mr. Tom Sweeney, ODCSLOG/AWC 

Ms. Debra Pollard, ODCSLOG/LIA 

Navy 

Mr. Larry Glasco 
RADM John Scudi, USN 
Mr. Jeffery Orner, NAVSEA 
CDR Matt Lawless, USN 


DOD Logistics Transformation 


B-1 



Air Force 

Brig Gen Mary Saunders, USAF 
Col Larry Cooper, USAF 
Col Mark Washabaugh, USAF 
Col Larry Cannon, USAF 

USMC 

Maj Gen Gary McKissock, USMC 
Col Jim Strock, USMC 

DLA 

CDRJon Yuen, USN 
COL Al Cleghom, USA 

DISA 

CAPT Alan Harms, USN 
Mr. Bill Leary 

MSC 

Mr. John Joerger 

CINCACOM 

BG Terry Juskowiak, USA 
CAPT Ron Mundell, USN 

CINCEUCOM 

COL George Henderson, USA 
COL David Stringer, USA 

CINCENTCOM 

MG Billy Solomon, USA CINCPACOM 
BG Philip Mattox, USA 
COL Rodney Thomas, USA 


USSOCOM 

LTC Mike Roesner, USA 

USSOUTHCOM 

Col Neil Hartenstein, USMC 

USSTRATCOM 

RADM Richard Buchanan, USN 

USSPACECOM 

Col Rick Lien, USAF 

USFK 

COL Dave Fortna, USA 

USTRANSCOM 

Maj Gen Charles Coolidge, USAF 
Mr. Dan McMillan 
LTC Bob McCalmont, USA 
Mr. Frank Webber, 

CDR Dan Yanicheck, USN 

DSB Executive Secretariat 

LTC Don Burnett, USA 
Maj Wynne Waldron, USAF 
Support-SAIC 
Mr. Rich Balzano 
Mr. Christopher Bolkcom 
Col George McVeigh, USAF (Ret) 
Mr. Christopher Szara 
Ms. Donna Preski 


DOD Logistics Transformation 


B-2 




Appendix C - Glossary of Acronyms 


3PL 

3"^ 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 

D 

Assistant Secretary of Defense/ Health Affairs 

D 

BDE 

Brigade 

BW 

Biological Warfare 

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 

CRAP 

Civil Reserve Air fleet 

CROP 

Container Roll-ln/Out Platform 

CSS 

Combat Service Support 

CVX 

Carrier Experimental 

CW 

D 

Chemical Warfare 


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 

1C 

EDI 

Electronic Data Interchange 

ERP 

Enterprise Resource Planning 

EW 

E* 

Electronic Warfare 

r 

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 

u 

Global Transportation Network 

n 

HNS 

1 

lAW 

Host Nation Support 

In Accordance With 

IS 

Information Systems 

IT 

Information Technology 

ITV 

In-Transit Visibility 

IW 

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 

1 

Joint Requirements Oversight Committee 

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 

O 


OCONUS 

Outside Continental United states 

O&M 

Operations and Maintenance 

OEM 

Original Equipment Manufacturer 

OOTW 

Operations Other Than War 

OPS 

Operations 

OSD 

P 

Office of the Secretary of Defense 

r 

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 

RSOI 

S 

SA 

SC21 

SECDEF 

SOCOM 

SPOD 

SS3 

ST 

STAMIS 

STOL 

T 

T 

TAA 

TAV 

TC-AIMS II 

TCC 

TOA 

TOC 

TOR 

TPFDD 

TPFDL 

TRANSCOM 

TY 

U 

USACOM 

USCENTCOM 

USD(A&T) 

USEUCOM 

USFK 

USMC 

USPACOM 

USPS 

USSOCOM 

USSOUTHCOM 

USSTRATCOM 

USTRANSCOM 

W 

WWI 

WWII 

WMD 


Planning, Programming, Budgeting System 
Reception Staging Onward Movement and Integration 

Staging Area 

Secretary, Department of Defense 
U.S. Special Operations Command 
Sea Port of Debarkation 
Sea State Three 
Short Tons 

Short take Off and Landing 
Tons 

Tactical Assembly Area 
Total Asset Visibility 

Transportation Coordinators-Automated Information Management System II 

TRANSCOM Component Command 

Transfer of Authority 

Total Ownership Cost 

Terms of Reference 

Time-Phased Force Deployment Data 

Time-Phased Force Deployment List 

U.S. Transportation Command 

Then Year 

U.S. Atlantic Command 
U.S. Central Command 

Under Secretary of Defense (Acquisition and Technology) 

U.S. European Command 

U.S. Forces Korea 

U.S. Marine Corp 

U.S. Pacific Command 

U.S. Postal Service 

U.S. Special Operations Command 

U.S. Southern Command 

U.S. Strategic Command 

U.S. Transportation Command 

World War I 
World war II 

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 # 

i4/16/98 

A Pathway to the Future Implementing 
Joint Vision 2010 

JV2010 

MG Close 

#1-4 

4/16/98 

DOD Logistics Transformation 

US Atlantic Command 

CAPT Jeff Wagner 

#1-4 

4/16/98 

General Counsel Briefing 

JCS 

Mr. David Ream 

#1-4 

4/16/98 

JC2010 Focused Logistics, Logistics 
Directorate (J-4) the Joint Staff 

J4 

CAPT Dave Shanahan 

#1-4 ; 

14/16/98 

Joint Vision 2010 - Focused Logistics 
Initiatives 

US European 
Command 

COL Henderson 

#1-4 

4/16/98 

Logistics Transformation 

US Southern 

Command 

COL Neil Hartenstein 

#1-4 

4/16/98 

Logistics Transformation - The Way Ahead 
for U.S. Logistics in Korea 

U.S. Forces Korea 

COL Ronald Rollison 

#1-4 

4/16/98 

PACOM Logistics 

US Pacific Command 

COL Thomas 

#1-4 1 

4/16/98 

Quiet Professionals 

Special Operation 
Command 

COL Donald Betts 

#1-4 : 

4/16/98 

US Central Command 

US Central Command 

Col Chris Kauffmann 

■ 

#1-4 


4/17/98 

Brief to the DSB - Summer Study Task 
Force 

Defense Logistics 
Agency 

RADM Dave Keller 

#1-4 

4/17/98 

DOD Logistics Transformation 

USN N41 

CAPT Bill Bristow 

#1-4 

4/17/98 

DOD Logistics Transformation 

TRANSCOM 

Mr. Dan McMillin 

#1-4 

4/17/98 

DOD Logistics Transformation JV 
2010/USSTRATCOM Uniqueness 
/Requirements 

US Strategic 

Command 

Col Lynn Willadsen 

#1-4 

4/17/98 

Logistics and the 21st Century 

US Marine Corp 

Col Jim Strock 

#1-4 

4/17/98 

Power Projection Logistics 

USArmy-ADCSLOG 

MG Charles Cannon, JR. 

#1-4 

14/17/98 

The Revolution in Military Logistics 

USArmy-ADCSLOG 

#1-4 


DOD Logistics Transformation 


D-1 





























5/18/98 

Changing Logistics 

DLA 

Mr. Jeff Jones 

#1-4 

5/18/98 

Concepts and Technologies for the ARMY After ARMY 2010 

Dr. Joe Braddock 

#1-4 

5/18/98 

Logistics Vision and Requirements for 
"True Transformation" 

Panel One 

Ms. Susan Livingstone 

#1-4 



5/19/98 

About Bechtel 

Bechtel 

Mr. Futcher 

#1-4 

5/19/98 

Joint Total Asset Visibility 

JTAV 

Ms. Nancy Johnson 

#1-4 

5/19/98 

Notional Deployment CONUS View 

LMI 

Mr. Ron Frola 

#1-4 

5/19/98 

OSD Transportation Initiatives 

OSD 

Ms. Mary Lou McHugh 

#1-4 

5/19/98 

Qualcom Story 

Qualcom 

Mr. Stephen Snow 

#1-4 

5/19/98 

The Caterpillar Road to Re-inventing 
Logistics 

Caterpillar 

Mr. Bob Mylott 

#1-4 




6/9/98 

Advanced Logistics Project 

DARPA 

Mr. Todd Carrico 

#1-4 

6/9/98 

DOD Logistics Transformation 

SeaLand 

Mr. Louis Lambremont 

#1-4 

6/9/98 

GCCS / GCSS Update 

DISA 

Mr. Bill Leary 

#1-4 

6/9/98 

Global Transportation Network 

TRANSCOM 

Ms. Donna Lance 

#1-4 

6/9/98 

Logistics Transformation 

AF/IL 

Mr. Grover Dunn 

#1-4 

6/9/98 

Long Range Plan 

USSPACECOM 

LtCol Don Alston 

#1-4 

6/9/98 

NAVAIR Affordable Readiness - Reducing 
Total Ownership Cost (TOC) 

NAVAIR 

RADM John Chenevey 

#1-4 

6/9/98 

Transportation Coordinators’ - Automated 
Information for Movement System II (TC- 
AIMS II) 

TC-AIMS 

LtCol Walt Munyer 

#1-4 




16/10/98 

ARMY Distribution Based 

CASCOM 

LTC Julienne Powel 

#3 


DOD Logistics Transformation 


D-2 












































6/10/98 

Assessment of the Impact of Chemical 
and Biological Weapons on Joint 
Operations in 2010 

Chem/bio 

Ms. Aime Hoeber 

#4 

16/10/98 

Assessment of the Impact of Chemical 
and Biological Weapons on Joint 
Operations in 2010 - Summary Report 

Chem/bio 

Ms. Aime Hoeber 

#4 

16/10/98 

Assessment of the Impact of Chemical 
and Biological Weapons on Joint 
Operations in 2010 - VIGNETTES 

Chem/bio 

Ms. Aime Hoeber 

#4 

6/10/98 

C-130 Floatplane Program Review 

Lockheed Martin 

Mr. Andy Swick 

#2 

i6/10/98 

Contracting Out Contingency Response 

AFCAP 

Mr. Dwight Clark 

#3 

16/10/98 

Fast Ship Review 

OPNAV/NSWC 

Mr. Colen Kennell CDR 

Steve Lehr 

#2/4 

6/10/98 

JLOTS Overview for DSB 

Joint Staff, J-4 

LTC Chris Barbour 

#2 

6/10/98 

Joint Deployment Process Improvement 
(JDPI) 

Joint Staff, J-5 

COL Jerry Kennealy 

#2 

6/10/98 

Joint Medical Logistics 2010 - New 
Concepts in Medical Readiness 

ASD/HA 

LTC Don Wideman 

#4 

16/10/98 

Managing Mail Surge 

USPS 

Mr. Gary Thuro 

#4 

6/10/98 

Mobile Subscriber Equipment 

CECOM 

Ms. Joanne lorio 

#3 

6/10/98 

Munitions Distribution - CONUS Initiatives 

ioc 

Mr. Daniel Stackwick 

#3 

6/10/98 

Ultra-light Aerocraft 

Lockheed Martin 

Mr. Ed Glascow 

#2/4 






; 6/11/98 

How Does Joint Vision 2010 Affect Global 
Projection? 

Lockheed Martin 

Mr. /kndrew Bennett 

#2 

16/11/98 

On Load / Off Load 

TRANSCOM 


#2 

16/11/98 

Sea-Based Aircraft Development - 
Revolutionary Capability for the 21®' 
Century 

Lockheed Martin 

Mr. Andy Swick 

#2 

; 6/11/98 

Strategic Air Mobility En Route 
Infrastructure Update 

TRANSCOM 


#2 

16/11/98 

US Transportation Command -Cargo 
Prioritization 

TRANSCOM 


#2 


D-3 


DOD Logistics Transformation 


































6/30/98 

Center for the Commercial Deployment of 
Transportation Technologies (CCDoTT) 
High Speed Sealift / Agile Port Program 

TRANSCOM 

LCDR John G. Meier III 

#2 

i 6/30/98 

Improving the Deployment Process 

TRANSCOM 

Mr. Phil Boyer 

#2 

; 6/30/98 

Joint Deployment Training Center (JDTC) 

TRANSCOM 

Ms. Julie Frisby 

#2 

; 6/30/98 

Organizational Structure - An information 
Brief for The DSB 

TRANSCOM 

Mr. Frank Weber 

#2 

6/30/98 

Transportation Working Capital Fund - 
TWCF Rates TWCF Cost Drivers TWCF 
and Budget Process 

TRANSCOM 

CAPT Michael T. Rader 

#2 

6/30/98 

Transportation Modeling & Simulation for 
the DTS 

TRANSCOM 

Mr. Bill Key 

#2 

6/30/98 

US Transportation Command - Defense 
Transportation The Keystone of 

American’s Defense Strategy 

TRANSCOM 

Mr. Jerry Walker 

#2 




7/13/98 

iAmy After Next Insights 

Army Training 

i 

I 

Col Bourgoine 

#4 

; 7/13/98 

IHigh Speed Sealift / Agile Port Program 

1 

CCDoTT 

; 

Mr. Keith Seaman 

#4 

7/13/98 

Quiet Professionals 

SOCOM 

LTC Mike Roesner 

#4 






7/14/98 

Autonomic Logistics Briefing 

JSF 

Col Russ Currer & Dr. William 
Scheuren 

#4 

7/14/98 

Boeing Integrated logistics 

Boeing 

Mr. Bill Delaney 

#3 

7/14/98 

F-22 Transforming Support 

F-22 Program Office & 
Lockheed 

LtCol Mike Carpenter & Mr. 

Tom May 

#3 

7/14/98 

Fast Economic Sealift 

Vehicle Research 

Corp. 

Handouts Only 

#4 

7/14/98 

I Fast Ship Review 

Fastship Inc. 

Mr. David Giles 

#2 

7/14/98 

I Fixed Site Decontamination 

DECON 

Major Joe Kiple (handout) 

#4 

7/14/98 

IHigh Speed Sea Lift 

Research Corp. 

Dr. Scott Rethorst 

I #2 

i 

7/14/98 

limproved Logistics for the 21®' Century 

DARPA 

Dr. David Whelan 

#4 


D‘4 


DOD Logistics Transformation 




















































7/14/98 

Naval Expeditionary logistics Support 

Force 

COMNAVELSF 

Capt Ed Horres 

#3 

7/14/98 

Naval Logistics 

Carrier Battle Group 

Mr. Jonathan Kaskin 

#3 

7/14/98 

Optimized Equipment Asset Management 
via Condition-Based Maintenance 

Penn State APL 

Mr. Bill Nickerson 

#3 

7/14/98 

Panel 1 Logistics Vision and 

Requirements for “True Transformation” 

DSB 

Ms. Susan Livingstone 

#1-4 

7/14/98 

Procurement Process At Northrop 
Grumman 

Northrop Grumman 

Mr. Carrier/G. Braga 

#2 

in 4198 

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 

Tactics and technoiogy for 21 ^Century 
Military Superiority 

DSB 

. 

Mr. Don Latham 

#1-4 






8/4/98 

21st Century Global Mobility Concepts 

Boeing |Mr. Gerald Janicki 

#1-4 

8/4/98 

Concepts and Technologies for the Army 
Beyond 2010 

ASB 

Dr. Joe Braddock 

#1-4 

8/4/98 

Improving Business Practices and 
Relationships Among Supply Chain 
Partners 

Ryder 

Mr. John Torsak 

#1-4 

8/4/98 

The Commercial ERP Environment 

Price Waterhouse Coopers 

#1-4 


DOD Logistics Transformation 


D-5 

























DOD Logistics Transformation 


D-6