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The position of inventoried stock within the U.S. Army's logistical network is inseparably linked to operational success. The ability of the Army to deliver materiel as needed on a timely basis to support training and maintain readiness can ultimately decide mission outcome. In short, should the Army be able to improve delivery of materiel, it will improve its overall performance. This report focuses on how the Army could improve its distribution of heavy secondary items, such as wheel assemblies, that account for a small proportion of the overall number of items the Army must ship to users but comprise a large proportion of the weight it ships. It discusses how the Army could leverage the scheduled-truck network of Defense Logistics Agency (DLA) distribution hubs to decrease average customer wait time by two to four days, for this class of items. The Army could also save nearly $1 million monthly in shipping costs, through reduced use of truckload and less-than-truckload shipping. It also discusses how changes in source-preference logic in logistics-management programs could ensure those outside the DLA-hub network receive materiel from the most appropriate source. The research concludes that Army Materiel Command has several opportunities to direct where inventory is located, including when items are newly procured, when they come out of maintenance, and when source-preference programing is devised. Altogether, balancing inventory against regional demand would help item managers reduce requisition wait time and save costs.

Logistics --- Materials management. --- Logistique --- Gestion de l'approvisionnement. --- Management. --- Gestion. --- United States. --- États-Unis. --- Supplies and stores. --- Operational readiness. --- État de préparation opérationnelle.

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This report examines how well the processes and timeline for generating ready forces from the Army reserve component (RC) units align with a need for rapid deployment to a future major conflict overseas. The report focuses on how the dynamics of the mobilization process for Army RC units can, or should, affect decisionmaking about force mix, as well as how policy and resourcing decisions can enhance or inhibit the speed and efficiency of mobilization. We created two models to simulate the effects of various changes to the mobilization and postmobilization training pipeline, to explore key drivers of training throughput, and to identify major bottlenecks that can inhibit fast and efficient mobilization of RC units. The analysis found that the sequence in which large and small units in the RC and active component (AC) units are put into the training pipeline affects the speed at which demand in the theater of operation can be met. Deploying smaller, quicker-to-train RC units in the earlier periods of a conflict and deferring the use of the larger, more complex-to-train RC formations to later stages of major operations appear to maximize the output of training facilities. The speed of deployment in a no-notice or short-notice mobilization may also be improved by maintaining a certain level of readiness in select RC units. For the Total Force structure, the findings suggest that the unit size and complexity should be considerations in allocation of force structure between the AC and the RC.

Armed Forces --- Forces armées --- Mobilization. --- Mobilisation. --- United States. --- États-Unis. --- Operational readiness. --- Reserves. --- État de préparation opérationnelle.