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<a href="http://www.mca-marines.org/gazette">www.mca-marines.org/gazette</a> 51 M a r i n e C o r p s G a z e t t e • M a y 2 0 0 9 tionary forces in the fulfillment of their mission and will increase the effective- ness and efficiency of our overall naval logistics process. Class II (individual/organizational combat clothing and equipment). The Navy and Marine Corps, along with external logistics providers, are not syn- chronized in organizational capability for the research, development, testing, and evaluation (RDT&E); acquisition; or supply chain management of com- mon Class II supply items. Current lo- gistics processes and procedures for the management of Class II inventory have redundancies and gaps that increase both risk and cost. Led by representa- tives of Marine Corps Systems Com- mand (MarCorSysCom), Naval Supply Systems Command, and Naval Facili- ties and Engineering Command (Nav- Fac), the Common Class II Integrated Project Team (IPT) is chartered to ex- amine how complementary and syner- gistic RDT&E, acquisition, and supply chain capabilities could be developed to streamline the total life cycle man- agement of Class II items. Early wins under this initiative include the estab- lishment of Marine Corps contractor operated Consolidated Issue Facilities, SeaBee Readiness Groups, Port Huen- eme, CA, and Gulfport, MS, and Mar- CorSysCom provisioning of light- weight helmets, medium tactical vests, and flame resistant organizational gear to Navy forces deployed to Operations IRAQI FREEDOM/ENDURING FREE- DOM (OIF/OEF). Class VIII (authorized medical/dental allowance lists (AMAL/ADAL)). Under the leadership of Navy Expeditionary Combat Command (NECC) and HQMC (Code LPC) champions, this initiative seeks to leverage Navy and Marine Corps Class VIII assemblage life cycle management strategies to im- prove medical mission support of ex- peditionary forces, eliminate over- lapping responsibilities, improve re- sponse capabilities, and reduce risks and costs. The IPT’s initial focus is on expeditionary medicine and required first responder and forward resuscita- tive care AMAL/ADAL. The goal is to transform the naval medical supply chain into an interoperable process that enables rapid and reliable sustainment to expeditionary forces. Prior to com- mencement of this project, elements within the NECC were using 15 sepa- rate processes to manage Class VIII; that has now been streamlined to one standard process. We’ve also seen a re- duction from more than 30 separate AMALs down to 15 common, capabil- ity-focused AMALs in use by NECC forces. At the operational level, the IPT envisions a central Navy/Marine Corps production site(s) for AMAL/ADAL assemblage while decentralizing execu- tion and access and common capabil- ity-focused assemblages that would be interchangeable among Operating Forces. In doing so, the Services could initiate common RDT&E and mod- ernization practices. Strategically, the IPT intends to leverage existing DLA readiness contracts to buy response ca- pability and minimize product acqui- sition lead times to streamline pro- duction and reset and integrate joint resupply procedures with theater lead agency medical materiel. Depot maintenance. Current Navy and Marine Corps depot-level mainte- nance capabilities and processes reflect gaps and redundancies that increase both risk and cost. An IPT has been chartered to address methods whereby Navy and Marine Corps systems/logis- tics commands can leverage expedi- tionary force equipment maintenance capabilities and capacities at Marine Corps depot maintenance centers and NavFac. Marine Corps Logistics Com- mand and NavFac champions from Naval Facilities Expeditionary Logistics Center (NFELC) are assessing the cur- rent state construct within each Serv- ice for performing depot-level main- tenance on common ground equip- ment with the goal of designing inter- dependent processes that offer work- load and fiscal resource savings to opti- mize efficiencies and combat support readiness and achieve unity of effort among the Services. This project en- compasses a review of contracts used/planned to meet current shortfalls Distribution processes can be run through consolidated issue facilities. (Photo by Cpl Mike Escobar.) Current logistics pro- cesses and procedures . . . have redundan- cies and gaps.
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www.mca-marines.org/gazette