U.S. Army CommUniCAtionS-ElECtroniCS CommAnd

Support Provider

lane Collie

directorlogistics readiness CenterU.S. Army Communications-Electronics Command

Lane Collie serves as the director of the Logistics and Readi-ness Center (LRC). As senior leader of the Communications Electronics Command (CECOM) LRC, he oversees a global organization of more than 2,000 employees through man-agement of its nine directorates. These directorates support national inventory control point, national maintenance point, security assistance to allied nations, production and industrial base management and planning, integrated logistics planning, and field technical assistance. These organizations encompass over 20 countries and 100 plus sites.

Collie earned a bachelor’s degree in math and physics from Augustana College and a master’s degree from Monmouth Uni-versity in 1994. He furthered his postgraduate education to gain a Master of Science degree in National Security Strategy from the National War College at Fort McNair in 2006.

Collie’s first assignment in the Senior Executive Service was in 2007 as the principal deputy G-3 for operations, a position he held in addition to his role as executive deputy for supply chain and industrial operations with the AMC in Fort Belvoir, Va. In this capacity he exercised leadership and policy responsibil-ity for integrated logistics support planning and supply chain operations across the Army Materiel Command enterprise.

He began his career as an equipment specialist for the Ground Support Equipment Aviation System Command in Saint Louis, Mo. Next, he moved to the Communications Electronics Command, Fort Monmouth, N.J., first working as an integrated logistics support manager for Project Manager Firefinder and later as an ILSM and Project Leader for Program Manager Tactical Endurance Synthetic Aperture Radar. He left Fort Monmouth to serve as a logistics staff action officer in Maintenance Policy for the Deputy Chief of Staff for Logistics, G-4, at the Headquarters of the Department of the Army, in Washington, D.C.

Collie then relocated to the 21st Theater Support Command in Kaiserslautern, Germany as the Theater Sustainment Main-tenance Manager in the National Program Office. He returned to the U.S. as a team leader for National Maintenance Program

and Plans for the Army Materiel Command (AMC) in Fort Belvoir, Va. Remaining with the AMC, he became Chief of the National Maintenance Division for Deputy G3 Support Opera-tions. He served as director of Supply Chain Integration in the Office of the Secretary of Defense in Washington, D.C. before being selected to the Senior Executive Service.

Q: What are the top five priorities LRC is handling at the close of this fiscal year? In FY 2012?

A: Our top priorities include maintaining the level of field sup-port to the soldier; building human capital through professional development and training opportunities; increase communica-tions between Logistics and Readiness Center [LRC] leadership and the workforce; and improving our business processes in an era of limited resources.

Our logistics assistance representatives [LARs] are respon-sible for maintaining the battle rhythm for the Army Force Generation model for reset and unit readiness. Our LARs are an integral part of maintaining unit coordination for the Army Force Generation [ARFORGEN] cycle, which includes their training, reset efforts, equipment fieldings, ensuring supply

Lane CollieDirector

Logistics Readiness CenterU.S. Army Communications-

Electronics Command

Support ProviderMaintaining the Battle Rhythm for Reset and Unit Readiness

Q&AQ&A

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support, coordinating with national maintenance programs, and the myriad of day-to-day operations that ensure that our soldiers can accomplish their mission. To accomplish that task, we have a top-notch workforce, which brings us to our next priority: people.

As a result of the 2005 Base Realignment and Closure [BRAC] legislation, our workforce has experienced a lot of change, including being faced with retirements and personnel who have decided not to relocate from New Jersey to Maryland with the command and find employment elsewhere. As a result, many of our newer personnel are younger and have less experience than those personnel who have been with the command for years, and in some cases entire careers. That’s why it’s so important that we nurture and continue to develop our personnel to ensure that they have the necessary skill sets to support the soldier. We have committed ourselves to encouraging our workforce to seek training opportunities. LRC knows the value of a highly-trained workforce and emphasizes the value of professional develop-ment. Now that we are at Aberdeen Proving Ground [APG], we have been able to take advantage of the new facilities at the C4ISR Center of Excellence. The C4ISR Mission Training Facility provides a space where our personnel can learn anything from how to use software applications to how to manage contracts.

Communication is key in an organization, especially when it’s in transition. So, we increased our communications with the workforce and solicit feedback for command visibility. This information allows us to continually improve our business pro-cesses by learning what works and doesn’t work. We want the LRC to be a workplace of choice, and to do that, we must under-stand the needs and concerns of our personnel.

We are looking at our business processes to identify ways we can be more efficient and effective. In an era of declining resources, we need to streamline how we do business internally, implement smart solutions to manage the flow of business intelligence, and then leverage that information to make better, smarter and faster business decisions. We have also initiated a major knowledge management project to better organize, con-trol and utilize the data and information we access and generate on a daily basis and to provide our customers a better portal into the LRC.

Q: Tobyhanna plays a significant role in electronics mainte-nance and sustainment. Tell me about how you and Tobyhanna coordinate and work together. Any significant accomplishments that you can share?

A: The LRC hosts monthly and quarterly workload reviews with Tobyhanna Army Depot, or TYAD. Our monthly reviews focus on current fiscal year workload execution, from induction readiness which ensures asset, parts and material availability to produc-tion performance by customer and program. The reviews bring the LRC Weapon System Directorate and TYAD representatives together in a collaborative discussion to consider workload prog-ress, plan adjustments, accelerations and mitigation strategies to ensure soldier requirements are met, and discuss the remaining prior year workload and execution plans.

The LRC has also established a chartered integration part-nership with TYAD to identify Logistics Management Program

[LMP] issues and command business processes. This partner-ship evaluates options, develops recommendations, assigns stakeholder responsibility, determines the path ahead, facilitates communication to stakeholders and establishes a clear process for filtering and elevating issues as necessary with a focus on the project systems environment.

Our collaborative efforts in managing FY11 workload have provided exemplary results. For our Operational Maintenance Army Supplemental and Army Working Capital Fund workload, consisting of 854 programs totaling approximately $185,000 each, our aggregate monthly induction rate is 99.8 percent and an aggregate monthly production rate of 98.6 percent.

In addition, our depot maintenance workload review initia-tive has efficiently tracked the closure of 311 prior year pro-grams, mitigating $51.5 million through judicious adjustments and successfully executing an additional $321 million dollars.

The LRC/TYAD partnership has addressed more than 47 systemic issues and actions, 32 of which have been resolved through the integration partnership. With the recent deploy-ment of the LMP to the Communication-Electronics Command’s sister Life Cycle Management Commands, Aviation and Mission Command, Joint Munitions Command and Tank-automotive Armaments Command, we have expanded our partnership ini-tiative throughout the Army Materiel Command community to collaborate and develop enterprise wide solutions for LMP best business practices.

Q: Your team has an important role in the drawdown in Iraq. Please discuss your forward deployed presence down range. What is your footprint there now and what experiences there help craft posture in support of the surge and current status in Afghanistan?

A: The CECOM Logistics and Readiness Center’s Drawdown Special Projects Office provides retrograde support to the 402nd Army Field Support Brigade in Operation New Dawn in order to relieve supported units of being accountable for automatic reset induction, intensively managed items and theater property equipment. This enables units to redeploy from Iraq and expe-dite shipment of the equipment back to the United States for repair. This is accomplished through the positioning of person-nel at eight redistribution property assistance team [RPAT] sites throughout the Iraq joint operations area, Al Asad, Joint Base Balad, Victory Base Center Baghdad, Tallil, Taji, Kalsu, Marez and Speicher. CECOM’s forward deployed presence in Kuwait is a force multiplier for the drawdown of CECOM managed equip-ment moving south from Iraq.

As we draw down Iraq, we are able to re-allocate the person-nel and expertise we have gained, into Afghanistan. This has enabled us to capitalize on the lessons learned from the begin-ning of the Iraq drawdown and apply those directly to Operation Enduring Freedom in Afghanistan.

The LRC Directorate for Readiness continues to provide full command, control, computers, communications, intelligence, surveillance and reconnaissance, or C4ISR, weapons system support for a variety of systems to help enable force protection, base security, command and control, and combat operations. These systems include elevated sensor systems, counter remote

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control improvised explosive device electronic warfare devices, weapons systems and radars, high-frequency radios systems, and the tactical biometrics systems. In accordance with the national policy, our planned footprint reductions in Iraq still provide sustainment forward, while rapidly drawing down in direct relationship to the United States’ responsible withdrawal. As we move to the end of the planned withdrawal, we will close our C4ISR regional support centers [RSCs] that provide this sustain-ment support and be prepared to assist with any new Office of Security Cooperation-Iraq requirements in the future.

In Afghanistan, the expansion of support we noted last year has largely been completed and is now fully in place and operational. The Directorate for Readiness currently has approximately 50 government civilian employees and more than 900 contractor field service representatives [CFSRs] deployed throughout Afghanistan. Most of our government civilian employees in Afghanistan are LARs, who provide direct support to our servicemembers and literally live with them at their unit deployment locations. These LARs are our frontline presence and provide direct operations and “field level maintenance” support to our soldiers for all C4ISR equipment. Other LRC government civilians in Afghanistan direct training efforts and teach our soldiers how to use equipment they would not have encountered at their home base locations prior to deployment. We provide sustainment maintenance support for non-standard

weapons systems to the Electronic Sustainment Support Center and Regional Support Center managers who direct the work efforts of CFSRs. We also mentor and train members of the Afghan National Army to develop their own maintenance, repair and sustainment capability for Datron high-frequency radio communication systems.

Q: Any major milestones reached? Geographically such a dif-ferent place, how have operations and the environment in Afghanistan impacted the way you do business there?

A: The CECOM Draw Down Special Projects Office teams were very instrumental in exercising a method known as door-to-door, or D2D, transportation and saw success moving non-sen-sitive equipment back to the United States. This transportation method allows for commercial retrograde out of Iraq through east and west port corridors of Um Qasar, Iraq, and Aqaba, Jordan, as opposed to utilizing our southern ports via Kuwait. The D2D process further utilizes the Iraqi Transportation Net-work, which eases stress on the Army’s transportation assets and further multiplies velocity through the RPAT yards and the retrograde process in its entirety from Iraq. Afghanistan being a landlocked country makes this option a much more difficult one. In Afghanistan, the use of jingle trucks increases the possibili-ties of pilferage and ambush through the supply routes getting

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SGM Jurgen WilliamsActing Command Sergeant

Major

Col. Kris Kramarich Commander,

United States Army Information Systems Engineering

Command

Nelson KeelerDirector,Software

Engineering Center

Liz Miranda, G8Director for Resource

Management

Col. William Montgomery IIIChief of Staff

Patricia L. O’Connor, G6Chief Information Officer

Nelson KeelerActing Deputy to the

Commander

Col. John MatthewsDirector,

Central Technical Support Facility

Michael Vetter, G4Director for Logistics and

Engineering

James Lint, G2Director for Intelligence and

Security

Maj. Gen. Randolph P. StrongCommanding General

Lane CollieDirector,

Logistics and ReadinessCenter

Col. Charles C. GibsonCommander,

Tobyhanna Army Depot

Kent Woods, G3/5Director for Operations and

Plans

Charles J. Glaser, G1Director for Personnel and

Training

COMMUniCatiOns - ELECtROniCs COMMand

Monte HillDirector,

Communications Security Logistics Activity

Kathleen SkeenDirector,

Power and Environmental Directorate

James MeredithDirector,

Security Assistance Management Directorate

Col. Steve TuckerReadiness Director

Gary SalomonAssociate Director,

Programs

Cecilia BlackDirector,

Communications Directorate

Pam DelaineAssociate Director,

Resources

Ron DurkelDirector,

Intelligence, Electronic Warfare and Sensors Directorate

Mike CarterAssociate Director,

Operations

Joseph CattelonaDirector,

Enterprise Soldier Aviation Directorate

Kathleen BatdorfDirector,

Logistics and Engineering Operations Directorate

Weapon SyStem teamS

Col. Cynthia PalinskiDeputy Director

Lane CollieDirector

LogiSticS ReadineSS centeR

aSSociate diRectoRS

to surface movements out of Pakistan and Uzbekistan. Exer-cising the airlift capability in Iraq has paid dividends through lessons learned when moving equipment out of Afghanistan. CECOM draw down teams in Afghanistan are working closely with the Air Force and the Transportation Command to move equipment back to the source of repair locations via air rather than surface movements mainly due to the sensitive nature of CECOM equipment.

Our readiness milestones are set by our customer, the sol-dier, and by national policy. The soldier establishes our support requirements regionally. We have met all current known soldier requirements plus requirements from the 401st Army Field Sup-port Brigade and numerous program managers. National policy is dictating the responsible withdrawal schedule from Iraq, and we are adhering to that schedule. Afghanistan possesses major challenges for the logistician due to long-distance transporta-tion. Most of these challenges impact the ability and speed to move supplies and equipment throughout the battle space. This challenge has led to the establishment of additional logistics support hubs throughout Afghanistan. The LRC has increased the number of regional support centers in Afghanistan from two to five over the past year and additional operating locations are under review. As compared to Iraq, perhaps the primary difference throughout Afghanistan is the near total reliance on mobile generators for the majority of power requirements. In response, CECOM has fielded additional float generator systems and expanded our ability to fix and repair as far forward as pos-sible. There is, however, recognition by all that most of our operating locations in Afghanistan are going to remain austere.

Q: Tell me about your responsibilities in support for foreign military sales. Has that support evolved or do you expect it to? How much of your total workload and budget is accounted for from FMS?

A: LRC’s Security Assistance Management Directorate [SAMD] provides C4ISR systems in support of the United States foreign military sales [FMS] enterprise run by the Defense Security Corporation Agency [DSCA]. The Army portion of the program is executed by United States Army Security Assistance Com-mand, who has operational control of the SAMD directorates across the various LCMCs. SAMD’s responsibility is to provide the products, be it material solution or service, that support U.S. allies and coalition partners coordinated security plans. The sale and release of these weapon systems and services have been deemed essential to United States national security interests. The current state of the world with regard to radicalism and ter-rorist plans has currently produced an environment that warrants the SAMD mission for the next decade or more as recently formed country alliances negotiate security goals. In conjunction with our Program Executive Office partners within the C4ISR Materiel Enterprise, LRC’s SAMD provides weapon systems and services to more than 85 countries worldwide varied across the entire spec-trum of support. Since these requirements have enabled LRC’s SAMD to maintain a fully reimbursable status with our person-nel pool and budget directly tied to the FMS mission load. This financial linkage established by law begins at DSCA and ensures, across the FMS enterprise, a means to resource the FMS process.

The directorate’s paradigm for requirement solution, whether material or service, is a total package approach [cradle to grave] unless directed otherwise. Some of the most recent notable accomplishments include:

• Afghanistan: FMS Cases G5-UEL and G6-UBW support the Afghan National Police [ANP] fielding and training mission. G5-UEL provides a bridging contract between the previous Rapid Response [R2] contract vehicle [established in 2007] and the new Rapid Response Third Generation [R2-3G] contract vehicle. G6-UBW will be awarded on the R2-3G contract vehicle. Both FMS cases provide a means to provide C4 service in-country for the fielding, installing and support of Afghan National Police’s tactical communication equipment. This service is vital to ANP operations, its ability to support coalition operations, and the coalition’s goal to hand over all security and self-defense operations to the Afghan National Security Forces. The total cost of these cases will amount to approximately $200 million.

• Coalition: Coalition Readiness Support Program, or CRSP, FMS cases E7-B-UAN/E7-B-UAH support the coalition war on terror by providing more than 1,000 handheld-multiband radios to coalition forces in Afghanistan fighting the war on terror. These FMS cases involved the radios that were part of the MRAPs, mine resistant ambush protected vehicles, systems in support of United States Central Command war plans for their theater. LRC’s SAMD wrote, contracted and successfully delivered the material solution to coalition forces from February 2010 to February 2011.

• Pakistan: The Pakistan Counter-insurgency Fund and Pakistan Counter-insurgency Capability Fund provided from 2010 to 2011 funding in the amounts of $400 million and $800 million respectively to the DCSA FMS enterprise for purchase of equipment, services, training, facility and infrastructure repair, renovation and construction. Communications and electronics equipment focusing on radio coverage and night vision capability has assisted the Pakistani Frontier Corps, 11th Brigade to participate in successful counterinsurgency operations with United States and coalition partners. LRC’s SAMD executed approximately 85 percent of FMS requirements for FY10 in coordination with a United States Army Security Assistance Command Pakistani Security Assistance Team.

• Iraq: The Iraqi government has requested indirect fire radar systems to protect three highly visible sites in Iraq. Four Iraqi FMS Radar cases IQ-LAD, IQ-LAC [lease equipment] and IQ-UDU, IQ-UDN [contractor logistical support/new production] have been developed and offered to the country. Leases comprise the short-term solution while new production provides a long-term solution to the Iraqi government’s requirement to field radar systems quickly and have a total package approach. The leases will quickly provide indirect-fire coverage to three identified Iraqi sites as U.S. forces re-deploy and requisitions for new production are processed and

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matriculated though the manufacturing process once funded requisitions are received from Iraq.

Q: Can you detail your top three or four projects as they relate to acquisitions and sustainment needs/efforts in the near-term? Long-term?

A: We have just started a major one-year effort to assess condi-tion-based maintenance on our generator fleet deployed in OEF. We are looking to demonstrate direct benefits to both the opera-tor/maintainer and the sustaining base in terms of operational availability improvements and lower sustainment costs. Long term, we are looking at this assessment to serve as the template for deploying conditioned-based maintenance on many other systems. One of our most significant C4ISR sustainment chal-lenges is dealing with the significant number of non-standard systems and quick reaction systems that were fielded over the last several years to meet urgent operational needs. Some of those systems need to be taken out of the fight and disposed of efficiently, while others will be retained and we need to establish those in the standard Army sustainment enterprise. Execut-ing the drawdown in Southwest Asia is another sustainment challenge we are dealing with now and into the next couple of years. We need to accomplish this gracefully and in a manner that doesn’t have an adverse impact on the forces that remain in-theater. Our biggest long-term acquisition project will be establishing an omnibus contract for executing field support, training, our internal business processes and other recurring sustainment activities. We would like to have that in place in FY13.

Q: For CECOM and the LRC, BRAC is coming to a close. Are your personnel all in place where you need them? What were the lessons learned from the move and the challenges of keep-ing any impact away from the soldier?

A: As of August 2011, essentially all the LRC personnel who are relocating from Fort Monmouth are in place at the new campus facilities at APG in Maryland. We have been extremely success-ful in hiring new employees at APG. Nearly 1,600 LRC civilians, military and contractor personnel have either relocated or been newly hired at APG.

The necessary workforce is in place at APG. The LRC actu-ally has an extensive worldwide presence and is familiar with operations in a split-based mode, so from the beginning our BRAC Transition Planning had been heavily focused on creating a significant advanced echelon forward presence at APG before the new campus facilities were ready. Despite the temporary facilities and numerous building moves, since FY 2008 we have had a great response from our personnel who volunteered to come to APG early. As a result of those volunteers and the new employees we hired at APG, we moved our center of operations to APG ahead of schedule and had more than 500 members of our workforce at APG when the first new campus buildings opened in August 2010. LRC moved its directorates and divi-sions to the new campus in two phases to eliminate any degrada-tion to mission and further facilitate LRC’s mission continuity during the transition.

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Although the LRC had a strong forward presence, we anticipated the loss of a sig-nificant portion of our Fort Monmouth-based work-force, their institutional knowledge and expertise. We knew we had a serious challenge to maintain mis-sion continuity with those losses. So, we made signifi-cant investments to capture the knowledge and skills from the current experienced workforce and subject mat-ter experts [SMEs] so our new personnel will have the ben-efit of their knowledge in their absence. We identified 320 processes associated with our operations, and worked closely with more than 400 SMEs to document the procedures that supported these processes.

Overall, approximately 300 procedural desk guides were written to aid in training alter-nates and replacements for personnel who did not make the move. The LRC is a very process- and capability-oriented organi-zation. We have made, and will continue to make, reassignments as necessary to assure critical missions are performed. This has mitigated a large portion of the risk to our operations associated with BRAC. We continue efforts even now to codify operational processes and procedures in order to assure complete mission and knowledge continuity.

In anticipation of skills loss due to the move, we restructured the organization to provide a more focused customer relation-ship while providing a better grouping of our various functional skills within customer and weapon system focused directorates. To counter the loss of expertise and institutional knowledge within the organization, we consolidated 41 weapon systems branches to four functional areas to include supply, integrated logistics support, product line management and engineering. Prior to this reorganization, each of the 41 former branches had their own item managers, logistics managers, provisioners, technical writers and engineers.

As a result of the consolidation, now the staffing structure allows for a more streamlined and coordinated approach in the newer functional branches and divisions. We work closely with the U.S. Army Communications-Electronic Research, Develop-ment and Engineering Center, which provides engineers to our team. This consolidation of expertise in these functional areas allows us to provide better mentorship and developmental train-ing of the newer members of the workforce and ensures we have leveraged our remaining original SMEs to the greatest extent possible. We have realigned our weapon systems directorates with our Program Executive Officer [PEO] customers to facili-tate and improve our support structure for their programs.

The primary lessons learned we would share with any orga-nization going through a similar major upheaval and relocation is to face it head-on, embrace the inevitable, and move out aggressively. Assess the critical operations and vulnerabilities for mission failure, put plans in place to assure mission continu-ity, monitor and execute those plans faithfully, and get ahead of the curve wherever possible. For the LRC, our commitment to the soldier demanded nothing less!

Q: What are some of LRC’s major accomplishments over the last year? What are the targeted goals over the next year?

A: A recent major milestone is LRC’s successful execution of the mission transfer to APG. Maintaining continuity of operations, retaining institution knowledge and providing uninterrupted support to the soldiers were our top priorities during this mas-sive transition to Maryland. We predicted and anticipated the number of outgoing positions and vacancies we would endure during the transition to APG. To mitigate those losses, we estab-lished a forward presence at APG while the new C4ISR Center of Excellence construction was being completed. Our plans worked.

LRC was successful in establishing an advanced party workforce at Aberdeen Proving Ground while the center was in transition from New Jersey to Maryland. In FY 2009, LRC increased its forward management team at APG by 50 percent and in 2010 exceeded its personnel strength requirements by 150 people. We conducted 15 workforce sessions about BRAC to inform the workforce of opportunities and plans for LRC’s move. LRC established full operational capability in 28 business areas. We were able to capture and transfer the institutional knowledge

When listing mission essential gear, it’s hard to top effective—working—comms. [Photo courtesy of DoD]

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of our seasoned personnel. LRC’s documentation of this knowl-edge is 98 percent complete, spanning 208 core processes. LRC exceeded staffing target projections by 5 percent. We are proud of our implantation of BRAC, all while maintaining our commit-ment and quality service to the soldier.

The LRC has operationalized its human capital priority by offering more training and professional development oppor-tunities to the workforce. More than 500 LRC professionals have completed 904 Defense Acquisition University certifica-tion courses, two professionals are enrolled in the Naval Post Graduate Advanced Acquisition program, and 12 personnel are currently pursuing advanced business degree graduate work uti-lizing the Acquisition Tuition Assistance Program. We exceeded hiring targets by 5 percent and training goals by 10 percent. LRC trained more than 590 interns in supply, maintenance, tech writing and provisioning. We created more than 75 Army Force Generation process maps to document and streamline the contributing ARFORGEN process and trained more than 100 students on those processes. More than 350 individual item managers took classes on advanced supply chain planning and data quality, enabling the LRC to become more proficient in the Logistics Management Program. LRC met 97 percent of identified unit equipping and training requirements. We reset 26 brigade combat teams and 13 separate reporting units. Four additional BCTs and nine separate reporting units are scheduled to for completion on or ahead of schedule for FY11. We success-fully conducted over 15 combined equipping/synchronization conferences on time and with 100 percent unit commander participation. [As of August 2011]

LRC exceeded the Army’s materiel readiness goals for the C4ISR product lines by 3 percent. We successfully led the effort to ensure 100 percent of government/contract support required by combatant commanders was provided on time. LRC increased its operational footprint within OEF RSCs to meet surge requirements in FY10. LRC executed 96 percent of the planned repair program on time for more than 45 different non-standard systems transferred from the Rapid Equipping Force. Quality assurance acceptance rates were maintained at 99 percent for all repair sites. The materiel stock availability exceeded the Army’s goal by 2 percent, with non-mission capable system availability at 92 percent. The operational readiness of the Firefinder and BETSS-C systems in Southwest Asia exceed 90 percent by 4 percent. [As of August 2011]

LRC undertook an extensive review of CFSR support across all C4ISR Electronic Sustainment Support Center operations in an attempt to reduce the number of maintainers and trainers and obtain synergy among the CFSR workforce. This effort has resulted in a performance work statement, cost plus fixed-fee contract vehicle, enhancing the consolidation of CFSR support in FY12 through a combination of skill sets, intensive cross training on systems and expansion of mission area assignments, with an expected yield of not less than a 5 percent decrease in cost to the current annual $950 million projection for Director-ate for Readiness services. LRC served as the provider of choice to man the stay-behind force protection suites for Operation New Dawn with over 460 CFSRs hired under the center’s man-agement team, thereby serving as an enabler for effective force drawdown in Iraq. LRC’s Directorate for Readiness collaborated

with Program Manager Signal Warfare to assume the CREW sustainment mission from the U.S. Navy and transition that support to organic base personnel at TYAD. This enhances the Army’s organic industrial base for improvised explosive device defeat systems. [As of August 2011]

The LRC Director held 11 feedback sessions to solicit employee feedback in an open forum to address any personnel questions and issues. Personnel may also address their concerns in a LRC blog that is available to LRC personnel worldwide. All employee views were solicited and considered in achieving organizational results.

Q: Any closing thoughts on the men, women and mission of the LRC?

A: It is a great tribute to our workforce, those who have or are leaving us as we finalize BRAC, our team at APG and those deployed around the world that we never let the soldier down. The LRC remains focused on support to our forces in the field and working diligently on improvements for our people and processes. Our soldier can rest easy that the men and women of the CECOM LRC team are selfless, dedicated and the very best at what they do. O

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LRC FY11 Top Contracts for Services and Supplies

Product or Service: Engineering and Technical ServicesContractor: Computer Sciences CorporationAction Obligation: $1,954,000Base and All Options Value: $4,079,260,270Description: This is a performance-based, 5-year IDIQ contract with time and materials, cost and firm fixed-price CLINs. There is one five-year option that may be exercised.

Product or Service: Engineering and Technical ServicesContractor: Lockheed Martin Integrated SystemsAction Obligation: $8,539,461Base and All Options Value: $1,871,785,734Description: This is a performance-based, 5-year IDIQ contract with time and materials, cost and firm fixed-price CLINs. There is one five-year option that may be exercised.

Product or Service: Radio TV Equipment, Except AirborneContractor: Harris CorporationAction Obligation: $3,816,185Base and All Options Value: $1,208,564,107Description: This is an FMS acquisition for commercial items. The contract will be for a period of 5 years. Ranges stated for each year (where applicable) allow for pricing of orders placed within a particular year. This acquisition is to procure Harris radios, support equipment and services.

Product or Service: ADP ComponentsContractor: Iron Bow Technologies LLCAction Obligation: $62,547Base and All Options Value: $638,989,024Description: The ITES-2H contracts are a follow-on to the Information Technology Enterprise Solutions – Enterprise Hardware Solutions contracts. The contracts are multiple award, IDIQ contract vehicles, specifically designed as the primary source of information technology equipment to support the Army enterprise infrastructure goals with a full range of innovative, world class information technology equipment and solutions at a reasonable price. It is essential that the ITES-2H equipment integrate and enhance Army net-operations/net-centric capabilities, while providing a common look and feel for Army applications at all levels of both the strategic and tactical Army enterprise. Emphasis should be placed on equipment that can be updated or enhanced in order to incorporate long-term migration strategies with performance enhancements for initiatives such as the Global Information Grid (GIG), Future Combat Systems (FCS), Information Assurance (IA) policies, and Internet Protocol version 6 (IPv6) policies. The equipment must be in compliance with existing DoD and Department of

Army standardization and interoperability policies. ITES-2H contractors are to enhance Army capabilities by partnering with and supporting the implementation of NETCOM’s Networthiness program. Ordering is decentralized for all ITES-2H requirements.

Product or Service: Radar Equipment AirborneContractor: Northrop Grumman Systems Corp.Action Obligation: $2,915,400Base and All Options Value: $595,457,242Description: The government hereby issues a 5 year IDIQ type contract on a firm-fixed-price basis, with a time and materials line item for engineering support services.

Product or Service: Other Professional ServicesContractor: Viatech Inc.Action Obligation: $12,603,000Base and All Options Value: $574,099,157Description: This is a performance-based, 5-year IDIQ contract with time and materials, cost and firm fixed-price CLINs. There is one five-year option that may be exercised to extend the term of this contract.

Product or Service: Radio TV Equipment, Except AirborneContractor: Harris Corp.Action Obligation: $29,021,745Base and All Options Value: $572,163,639Description: This is an FMS acquisition for commercial items. This is for a five-year FFP IDIQ contract for commer-cial radios, support equipment and services.

Product or Service: ADP ComponentsContractor: CDW Government LLCAction Obligation: $224,439Base and All Options Value: $524,151,187Description: Purchase or lease of IT hardware to support a full range of server, storage, network and thin client environ-ments, to include related installation and integration services.

Product or Service: Radio TV Equipment, Except AirborneContractor: ITT Corp.Action Obligation: $229,085Base and All Options Value: $440,775,499Description: This acquisition is to satisfy FMS requirements with an implemented LOA. It is a 5-year firm fixed-price IDIQ contract for various communications and electronics equipment and services.

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