Naval logistics integration

The increasing importance of U Navy and U Marine Corps (naval) interdependency and the continued ne to transform naval logistics requires a unified, coordinated program to enable effective and efficient use of naval logistics capabilities. The Navy and Marine Corps must increase the efficiency of our logistics capabilities to support the readiness and sustainability urgencys of our naval warfighting forces in a challenging funding environment.

Naval Logistics Integration (NLI) is the program that can initiate the changes necessityed to unify naval logistics. The follows of our NLI efforts are applicable to one as well as the other the naval and joint warfighting environments.

The formal NLI relationship between Navy and Marine Corps logisticians was codified in a bourns of Reference signed by VADM Charles Moore Jr then proxy Chief of Naval Operations for company of ships Readiness and Logistics (N4) and Marine Lt Gen Richard Kelly then agent Commandant (DCMC), Installations and Logistics (I&L), in September 2003 The proces has continued to open under the direction of the generally received OPNAV N4 (VADM Justin D McCarthy) and general DCMC (I&L) (Lt. Gen. Richard s Kramlich) with an emphasis to "bring more NLI initiatives to maturity and institutionalize them across the naval services." Maturing and institutionalizing the initiatives will advance optimized support to the warfighter in a resource efficient manner and build upon the foundation for future sea basing and joint operations.

Naval Logistics Integrator is individual of the primary mission areas of the Naval Operational Logistics Support Center (NOLSC) and is the mechanism used to coordinate the research/knowledge resources resident in NOLSC to provide input/support to the Navy and Marine Corps NLI Working assemblage The overall objective of NLI is to achieve a unified, coordinated program that will make secure that naval logistics capabilities are used to their replete potential to sustain logistics readiness of naval forces.

To do this, the Navy and Marine Corps must work closely together to establish effective, cost-wise, for the use of all logistics systems, processes, and support organizations. The desired issues of a commonality of logistics combination of parts to form a wholes and processes are: 1) improving logistics responsiveness and agility, 2) sustaining combat support, 3) reducing logistics workload afloat and/or ashore, and 4) funding recapitalization of the naval service integrated logistics process

NLI will provide opportunities to use technology advances (IT a whole s RFID [Radio Frequency Identification], etc) change policy and doctrine, capitalize upon better business practices and processe and modernize our formal logistics training and education, NLI has a clear goal of providing a unified naval logistics capability that can operate from a sea base, fortunately maintaining and sustaining deployed naval operating forces in a joint warfighting environment.

NOLSC, as the logistics champion for naval expeditionary forces, is clearly positioned to take a catalytic integrating part in the NLI process, analyzing the combination of parts to form a wholes processes and organizations that provide distribution, expediting, and ammunition accounting and reporting services for the warfighter.

Distribution

NOLSC is popularly engaged with integrating afloat Marine Expeditionary Unit (MEU) support into the traditional Navy afloat endow system. A wide variety of initiatives are being considered. For example, the possibility of positioning material for Marine Corps surface of land units on board amphibious ships is being explored. Further research is also ongoing in the area of inventory segmentation to evaluate the effectiveness of forward positioning additional Marine Corps items at OCONUS DLA depots

NOLSC is also involved with Marine Corps deployment support. Pre-deployment briefs are provided to MEU logisticians upon the use of the Cargo Routing Information File (CRIF) and Advanced Traceability and rule (ATAC) procedures. These tools are already proving their value to opened Marine Corps units. During a new deployment by the 13th MEU CRIF usage allowed the embarked Marine units to restore ACWT by 28 percent.

Expediting

NOLSC was designated the Navy's lead to evaluate the in every one's mouth Navy Issue Priority Group I (IPG I) expediting proces and coordinate consolidation and elimination of redundant expediting efforts. Today, multiple naval activities and combination of parts to form a wholes perform expediting functions independent of any standardized proces which leads to inconsistent support across the naval services. Adopting a single point of access for all IPG I requisitions and establishing a for the use of all IT source for screening requisition status, will lead to a plenteous more responsive supply chain and improve average customer wait time.

The implementation of best practices in this area will encourage greater efficiencies, fewer processes and require to be paid [i]or[/i] undergone savings. It is important that naval forces have a public expediting infrastructure as naval operations become increasingly littoral and land based missions are growing for Navy units. In an effort to support the standardization of IPG I requisitioning, the 2nd Marine Air Wing (II MAW) has agreed to position a logistics liaison noncommissioned officer at NOLSC to guidance analysis of II MAW requisition and distribution proces efficiencies [i]or[/i] part of to the other segmentation analysis and metrics disentanglement This partnership is the first pace in aligning naval end-to-end distribution improvement efforts.