Supply Chain Management for Army

Reorders are placed at the time of review (T), and the safety stock that must be reordered is:

Supply-chain management consists of developing a strategy to organize, control, and motivate the resources involved in the flow of services and materials within the supply chain. A supply chain strategy, an essential aspect of supply chain management, seeks to design a firm’s supply chain to meet the competitive priorities of the firm’s operations strategy.

The views expressed in this student academic research paper are those of the author and do not reflect the official policy or position of the Department of the Army, Department of Defense, or the United States

Supply chain management is a practice that involves the planning, supervision, and implementation of strategies and controls to direct the movement of goods and services provided to customers. The intent of this essay is to incorporate a synopsis of existing literature and to provide the reader with a general understanding of how supply chain management correlates with the organizational design and structure of modern firms. The essay comprehensively reviews the components of supply chain management and their integration with functional areas within an organization. The information presented in this essay

SUMMARY: With over 28 years of education and experience in the Marine Corps’ Ammunition/Explosives Occupational Field, an active Secret clearance, and thorough knowledge of military policies, government contracts and leadership hierarchy, I am a retired USMC officer ready for the next challenge. My experiences have allowed me to grow in many different management areas: program management, Defense Acquisition, logistics, configuration management, creating budget exhibits that included briefing senior leadership, quality assurance, production audits, establishing plans of action and milestones, personnel supervision and, foreign military sales.

Staff comment. IAW CONPLAN 49991-20, Annex W, use the 409th CSB to coordinate a multi-national contract for the recovery, lift, movement, and storage of recovered equipment to support follow-on training, issue, and integration of captured equipment into the AZE Defense force starting and PH IV and terminating at the end of PH V. Prime contractor must be able to rapidly enter the battle zone following PH III operations to recover equipment and transport items to pre-determined storage locations that enable future AZE distribution. Because the equipment will remain in AZE control, a preponderance of funding should remain with the AZE government, with supplementation by coalition forces if the GOAZE government is unable to fund the requirement due to catastrophic infrastructure and installation lost during the conflict. Use of civilian contracted support will allow the JTF to rapidly posture forces for PHIV EEZ operations, while ensuring AHA cannot use the equipment for future aggressive operations, prevent SAPA forces from supplement equipment for Anti-GOAZE operations, and enable the rapid re-composition of the AZE defense

First Logistics Aviation Supply Office was established on October 1, 1941 in Philadelphia, Pennsylvania with 200 civilian employees and 14 officers (NAVSUP Weapon Systems Support, 2013). Their mission is to support navy aviation and weapon systems. Aviation Supply Office’s number of employees has grown to 5, 332 civilians, 507 officers, and 676 enlisted personnel four years later since they opened on October 1, 1941 (NAVSUP Weapon Systems Support, 2013). On October 2, 1995 Aviation Supply Office merged with Ships Parts Control Center from Mechanicsburg and changed their agency’s name to Naval Inventory Control Point. According to the Department of Defense, “the purpose for merging was to bring together all of the Navy’s Program Support Inventory Control Point function under one command. This was also supposed to reduce cost and infrastructure to standardized inventory management procedures” (NAVSUP Weapon Systems Support, 2013). On July 1, 2011, Naval Inventory Control Point changed its name again to Naval Supply Weapon Systems Support. Naval Supply System Command wanted all to be under One Naval Supply, “Enterprise-wide branding initiative where each Naval Supply activity supports the ‘Global Logistics Support Network’ as a node in the network vice as individual entity. No organization structural changes were made” (NAVSUP Weapon Systems Support, 2013).

Reverse Logistics. Once a customer places an order for an item and the item has an associated return value, the GCSS-A system populates a list that so that all parties can see and know what part needs to be returned and that it indeed has and associated return value. This is the true start point of the reverse pipeline of the Army’s supply chain. The Army’s reparable management process recovers and repairs assets (repair parts) to replenish serviceable inventories and satisfy the equipment readiness requirements. Commanders are responsible to ensure that their subordinate units are in compliance with local policy and Army publications (US Army, 2014). The Army uses a system call Standard Pricing (SP), which enables the Army to receive a

An effective supply chain is the key to creating business value, and with expansion on the horizon. Good planning and willingness to adapt to changes are key to maximizing our results. In order to do this we have come up with a plan that will make Lady Americana mattresses a household name in our target expansion markets. In the state of Oklahoma, Lady Americana has already become a brand that has a bed in almost every home. The current systems in place are effective for todays operations, below are some challenges and recommendations to improve upon this to create an effective supply chain, that will grow with you as your business does.

Richard Dana Associates (RDA) was brought in by the owners of a family-owned business with complex relationship issues at a time preceding an anticipated leadership transition. Following individual and group coaching sessions, RDA was able to help the leadership separate personal issues, and codify practices through formal policies to allow the leadership group to focus on business issues without personal complications. At the end of RDA's engagement, the client was well-positioned to begin developing a transition plan.

In fiscal year 2014 it is very clear that there needs to be a better reporting of all of the materials that are owned and are held by the Air Force. It is important to make sure that there is a complete accounting of all of the materials such as parts, ammunition, and other items that belong to the air force so that it will be possible to ensure that in any location there is no issue that the materials will be in the hands of anyone else. The allocation is supposed to serve through departmental roles, with the chiefs of each department consenting to any requested sub-budgetary allocation requested by the service men and women in their departments. The offices include the operations office, the general counsel’s office, the information and communication office and the human resource office. All actions that will be recommended for this case might not show specific dates, since the military requires a series of approval steps for any implementation, and delays might occur. In addition, the air force is sometimes caught up in emergency situation that lead to freezing operations for security purposes. It also leads to delays and rechanneling of allocated budgets to the emergency situation. The 2014 budget is used in this paper, since it has already been implemented, therefore researchable.

List of Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii List of Figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . viii

Table of figures ....................................................................................................................................... 3 Introduction ............................................................................................................................................. 4 1. Model Description ........................................................................................................................... 5 2. Model

4. In a service supply chain, the (explicit) cost of information is higher than in a product

DUE DATE: 01/04/2015 FIGURES Figure 4.0.1 …………. ……………………………………………………………….. Page 6 Figure 5.0.1 …………. ……………………………………………………………….. Page 10 TABLES Figure 8.0. …………. ……………………………………………………………….. Page 15 Table of Contents FIGURES i TABLES ii 1.0.