FORT BELVOIR, Va. –
Expanding the Defense Logistics Agency’s Warstopper Program to address critical material needs of the entire Defense Department would help boost industry’s ability to surge to meet unexpected demands and potentially save money, according to a new white paper published through DLA’s Campaign of Learning.
“Discussions surrounding military readiness frequently center on force structure, weapons system development and training. While these elements are undeniably essential, they often overshadow the crucial role of a responsive and resilient industrial base capable of meeting the unpredictable demands of conflict,” said Sharon Croll, manager of DLA’s Warstopper program.
Rapidly scaling production isn’t an inherent capability, Croll notes in “Defense Industrial Base Surge: How DLA’s Warstopper Program Builds Resilience in a Contested Logistics Environment.” Rather, it requires meticulous planning and sustained investment by government and industry partners.
U.S. troops operated with fewer tanks, aircraft and other supplies than they needed early in World War II because manufacturers struggled to meet surging demands amid lingering economic effects of the Great Depression and World War I recovery, Croll continued. Military scholars recognize varying degrees of the same pattern in the Gulf War and COVID-19 pandemic, and yet modern warfare – with its unpredictability and variety of possible scenarios – requires a reactive posture that incorporates cost effectiveness.
“The speed at which conflicts escalate, the proliferation of advanced technologies and the potential for adversaries to target critical infrastructure all point to the need for a preemptive approach,” Croll wrote.
Former DLA Director Army Lt. Gen. Vincent Russo proved the advantages of such planning and foresight when, two years before Operation Desert Shield, he recognized that low peacetime demand for nerve agent antidotes risked the closure of production lines. Knowing it would take time and money to rebuild production capabilities if demand resumed, Russo directed the agency to order just enough to maintain production. Later calculations determined it would’ve taken two years and $40 million to restart the assembly, and lives would’ve been lost waiting for supplies had the adversary used nerve agent.
DLA created the Warstopper program to implement supply chain strategies that meet unexpected or increased demands for critical items. While building mountains of endless supplies may seem like a smart strategy for avoiding supply shortages, Croll wrote that true preparedness goes beyond hoarding items in warehouses.
“It hinges on cultivating a resilient and responsive defense industrial base, especially for items that are not suited for long-term storage, as we saw during the COVID-19 pandemic with N95 respirators having shelf-life expectations,” she continued.
Early Warstopper investments proved the program’s effectiveness by covering DOD’s needs for personal protective equipment as the pandemic spread, filling orders for over 36 million N95 masks from January 2020 through April 2023.
Still, the defense industrial base is ill-prepared for the demands of a long conflict given the focus on peacetime efficiency, Croll wrote.
“Decades of underinvestment in sustainment have created a dangerous readiness gap, exacerbated by adversaries controlling key resources and processes deep within the supply chains,” she added.
New Warstopper goals include incorporating data analytics and risk models to identify vulnerabilities and better allocate resources, allowing DOD, U.S. allies and industry to create joint strategies to improve surge preparedness.
“These efforts, coupled with a focus on flexible contract structures, are aimed at enabling rapid industry response and bolstering overall preparedness for potential disruptions in contested logistics environments,” Croll continued.
Using the Warstopper program to combine demands for commodities like steel for ships and vehicles would also combine potential needs during a surge and prevent rivalries among services that are all vying for the same stocks and separately managing risks. The Warstopper program facilitates the lowest cost investment possible and removes risks like spoilage, she wrote, adding that it can even help mitigate price variation during increased demands or tariffs whether items are required for military action or natural disasters and pandemics.
“These changes would also help reduce costs and risks to the department in peacetime, potentially leading to total government cost savings,” Croll wrote. “Ultimately, this strategic foresight enhances resilience and DOD’s competitive advantage in a volatile, unpredictable environment.”
The paper is available on DLA's Campaign of Learning webpage (DLA common access card required), which features additional white papers and a curated reading list on supply chain management, history, emotional intelligence and more.