Aviation Sustainment

RENEE’ W. MOSHERExecutive DirectorAMCOM Logistics CenterU.S. Army Aviation and Missile Command

Agenda

• AMCOM/ALC Mission

• Getting After Supply Availability

• Integrated Life Cycle Support

• The Road Ahead

3

UNCLASSIFIED//FOUO

UNCLASSIFIED//FOUO

Support toAcquisition

Sustainment Logistics

Unified Action

R, D & EField

Maintenance CalibrationSecurity

Assistance ContractingAMCOM Core Competencies

Future Force

Soldiers& People

Materiel Readiness

Force Projection

Materiel Development

Battlefield Sustainment

Sustainable Technologies, Programs & Systems that

Provide the Army/Joint Force with Overmatch

Capabilities

Professional Workforce to Meet Army Requirements

Optimized Outcomes to Meet Army Requirements

AMCOM Campaign PlanUnified Action

Strategic Readiness

Sustainment Doctrine

Sustainable Readiness

OUTPUT TO ARMY

Sustainment Capabilities That Meet Army Requirements

LOE 1Sustainable / Materiel Readiness

Operationalize AMCOM

Future ArmyAgile Sustainment Across Life‐Cycle

FMX CBM+

Unified Action

OptimizeSupply Chain

Optimize DepotPerformance

AMCOMRe-Organization

Human DimensionUnified, Adaptable Team

Resource ManagementResponsible Stewardship + Prioritized Resources

LOE 2

LOE 3

LOE 4

Operationalizing Our Output to Meet Army Requirements

LRC-A

4

Sustainable/Materiel Readiness

Initiative – Optimize the DepotsResponsive, Optimized Sustainment SupportStrategic Objective

Outputs to the ArmyInitiative – Optimize the Supply Chain

2

Synchronized, Integrated & Timely CLIX Support at the

Point of Need

Ensures the ability to have the right part available at the right time

Responsive, Optimized Sustainment SupportStrategic Objective

Outputs that rapidly meet the equipping requirements of the Army IAW the Army Sustainable Readiness priorities

1

Strategic and Operational Capability

to Generate & Regenerate CLV, VII, and

IX

• 100% SA• 0 Backorders

• 100% P2P• Increased Revenue• Effective Use of Carryover

Key Metrics:

5

Integrated Life Cycle Support

MRP

SCP

ACQ

S&D

INV

IBO

PLMLDMM

Planned Sales

Planned Spend

MRP PLANMRP PLAN

6

INCREASED READINESS

NSN:

NOUN: LAC PRICE: $11,975.03 DATE: 7/1/2017 Proc. Value: -$ Historical AMD PRG AMD ALT MOS PLT MOS SL MOS FLD RO REP MOS WR PROC CY UNRR: FRR: EAA: SMR:

2.00 0.0 20.0 34.0 18.0 2 6.0 0.0 12.0 72.00 97.00 AH-64 D PAODDForecasted AMD 36th Month ALT QTY PLT QTY SL QTY FLD RO REP QTY WR QTY PROC QTY Tot Assets ROP RO Buy (up to RO)

2.60 is positive 40 68 36 2 12 0 24 166 158 182 0

Start-> Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18Depot Serv Asts 4 SSA Asts 1 WR Asts 0 Tact. Asts 1 UNS ASTS (81)D/I Spares 0 0 0 0 0 0 0 0 0 0 0 0D/I PWD 0 0 0 0 0 0 0 0 0 0 0 0D/I M&O 0 0 0 0 0 0 0 0 0 0 0 0D/I Organic 9 0 0 0 0 0 2 4 4 4 4 5TOT ASTS 13D/O 24 NMC = 0 SWA = 0SPC-DMDS 0 0 0 0 0 0 0 0 0 0 0 0COMB-DMDS 4 2 3 2 2 2 3 3 3 2 2 2TOT REQ 28

NET POS (15) (17) (20) (22) (24) (26) (27) (26) (25) (23) (21) (18)NEGATIVE (-) YEAR !!!

Start-> Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19D/I Spares 10 0 0 0 0 0 0 0 0 0 0 40D/I PWD 0 0 0 0 0 0 0 0 0 0 0 0D/I M&O 0 0 0 0 0 0 0 0 0 0 0 0D/I Organic 4 4 4 4 4 4 2 2 2 2 2 2SPC DMDS 0 0 0 0 0 0 0 0 0 0 0 0COMB DMDS 3 3 2 2 2 2 1 4 2 2 1 2NET POS (7) (6) (4) (2) 0 2 3 1 1 1 2 42 POSITIVE (+) YEAR

Start-> Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20D/I Spares 40 20 0 0 0 0 0 0 0 0 0 0D/I PWD 0 0 0 0 0 0 0 0 0 0 0 0D/I M&O 0 0 0 0 0 0 0 0 0 0 0 0D/I Organic 2 2 2 2 2 0 0 0 0 0 0 0SPC DMDS 0 0 0 0 0 0 0 0 0 0 0 0COMB DMDS 2 2 3 1 2 1 2 1 2 1 2 1NET POS 82 102 101 102 102 101 99 98 96 95 93 92POSITIVE (+) YEAR

PRI PEC QTY PRONS DATE EDO SOURCE DI QTY45 AX18MAH304AFY18(Planned) CCAD 920 AX19MAH304AFY19(Planned) CCAD 0

10100

FY Ending Jun-18 Jun-19 Jun-20 TOTAL D/I REMARKS BLOCK: GET W ELL DAT E: OCT 2018D/I Spares 0 50 60 110D/I PWD 0 0 0 0D/I M&O 0 0 0 0D/I Organic 32 36 10 78

T OT AL DUES IN -----> 188Total DMD month 1-12 month 13-24 month 25-36 TOTALSPRG-DMD 0 0 0 0TOT-DMDS 30 26 20 76

T OT AL DEMANDS---> 76

SPE4A114G0007/ZB26

AX17MAH304AXJ3SPE4A114G0007/ZB11

Problems/ Issues: 117 unforecasted dependent requirements from CCAD to support the repair of the AH-64D XMSN in 2015 caused supply posture to deteriorate. Only Aircraft On Ground (AOG) and/ or high priority requirements can be released at this time. Production Lead Time (PLT) for this item was estimated at 34 months per Boeing. FY16 CCAD Repair deliveries have been delayed and FY17 CCAD Repair Program was cancelled due to unavailability of repair parts, NIIN 01-172-5106, Bearing & NIIN 01-170-6959, Flange.Get Well Actions: Spares contract SPE4A114G0007/ ZB11 was awarded on 9 May 2016 as a onetime emergency buy for a QTY of 10 with a delivery date of 30 July 2018. Boeing is working to expedite contract to begin delivering 30 Jan 2018 at a rate of 2 per month, however this is a critical safety item (CSI) and will require a First Article Test (FAT) which could result in additional delays. Spares contract SPE4A114G0007/ZB26 was award on 28 Feb 2017 as a onetime buy for a QTY of 100, due to Boeing not supporting requested IDIQ Contract. FY16 CCAD repaired assets are anticipated to delivery NLT 30 July 2017. FY18 CCAD repair program was increased from a QTY of 20 to 45 in an effort to offset cancellation of FY17 CCAD repair.Backorder: 9 of 17 backorders are in support of Foreign Military Sales (FMS) stock requirements.Get well date for this item is DEC 2018.

Boeing (Spares, 10 ea)

Clutch Assembly, FrictionITEM MANAGER: Robert Cowley (BJA63) 3010-01-364-2470 Part Number:

AX16MAH304AXJ3 CCAD (QTY 9/25 Remaining)

7-311310003-9

CONTRACT # VENDOR

Boeing (Spares, 100 ea)

CCAD (CANCELLED)

Spares and M&OContract Actions CCAD Production

Line of Balance (SA)

• Increased SA• Decreased BO• Increased P2P• Decreased Carryover• Increased Revenue

Getting After Supply Availability

7

The Road Ahead

7

• Road to Success Includes Business Processes That Drive Behavior

• Behavior Results In Desired Metrics being met:

Increased SADecreased BOIncreased P2PDecreased CarryoverIncreased Revenue

Mid-Term

Near Term

Long Term

• Ensure accurate forecasts (Routes/BOM )

• Monthly Production Reviews with Depots

• Open PR/Contract Performance reviews with ACC and DLA

• Leverage DLA

• Quarterly Reviews with PMs to understand changing requirements for current and out year requirements

• Monthly Updates with OEMS to get ahead of Supply Issues

• Move Supply Chain functions from the Depots to ALC

END STATE…READINESS FOR THE WARFIGHTER