FORT BELVOIR, Va. –
Senior logisticians from the Army and the Defense Logistics Agency discussed transformational change, cost savings, data interoperability and more during the Army/DLA Service Integration Day at the McNamara Headquarters Complex June 2.
The service integration day is a bi-annual event for agency leaders to share knowledge and ideas with Army counterparts, set priorities for DLA’s support and ongoing efforts around the globe, listen to the service’s challenges and concerns, and identify areas for future collaboration.
“Transformation is not unique to the Army or DLA. We are lock-step with the Army Transformation Initiative, ensuring you remain the most lethal and ready land force in the world,” said DLA Director Army Lt. Gen. Mark Simerly. “This close coordination is important as the Army undertakes its ATI, ceasing procurement of outdated systems and reinvesting in war-winning capabilities.”
He recognized the critical need to further integrate the agency with the Army to refine DLA’s understanding of the service’s operational requirements and supply chain priorities.
Simerly noted how the agenda was tailored to strengthen support for the Army’s mission, align outlook and posture, and develop a path to digital interoperability. He also reminded the audience of DLA’s alignment with the Army’s evolving needs during this critical period of transformation. Both recent discussions and the secretary of defense’s directives underscore the agency’s need to evolve to remain responsive to the dynamic logistical challenges while remaining lethal and ready.
“We are leveraging new strategies, technologies and processes to enhance flexibility, ensuring uninterrupted support no matter the operational environment,” he said. “These strategies will enable us to meet the demands of a force increasingly reliant on artificial intelligence, advanced manufacturing and a modernized organic industrial base, while supporting the logistics needs that come with increasing forward presence and rotational deployments.”
He emphasized working hand-in-hand with the Army to deliver essential materiel with precision and efficiency.
Lt. Gen. Chris Mohan, deputy commanding general and acting commander of Army Materiel Command, emphasized lead times as a challenge.
“We are living in consequential times, something most of us have never seen in our Army careers. We are aggressively chasing the repair parts problem,” he said. “Long parts lead times are the new COVID. We have to do everything we can to get ahead of it.”
To overcome the challenges, Mohan asked the agency to increase transparency, continue to pursue additive and organic manufacturing, and rethink warehousing and depot facilities to reduce costs and regain efficiency. He also requested more data sharing between the service and DLA to provide data-informed responses to Defense Department and Army senior leaders’ questions.
“We have to focus on the risks and translate the impacts because making risk-informed decisions will allow us to preserve capital for both the Army and DLA,” he said.
DLA’s Warehouse Management System in fiscal year 2026 will help to increase data sharing and provide supply chain data necessary to help identify risks and reduce costs over time.
Army Working Capital Fund sustainment and audit roadmap
Leaders also discussed sustaining the Army Working Capital Fund and achieving shared financial goals. At the Army’s request, the two entities agreed to prioritize opportunities to drive down costs and highlight DLA’s dependencies to assist them in achieving their audit roadmap.
“DLA is committed to meeting the Army’s requirements for improved cost transparency and audit outcomes,” DLA Finance Deputy Director Shawn Lennon said.
Logistics posture: From just-in-time to just enough
In previous years, DLA worked with the military services to provide materials to the warfighter just-in-time. This logistics posture results in low financial risk and increased inventory on hand but yields high risk to the industrial base and the mission, DLA’s Army Senior Service Integrator Kalin Reardon said. The “just-enough” logistical posture will be a more resilient, efficient and adaptable solution in the contested logistics environment.
The just-enough posture will increase supply chain flexibility and reduce on-hand inventory, he said. It will also reduce financial, industrial base and mission risk to moderate levels, providing commanders the opportunity to make risked-informed decisions in real time. It also allows for better demand forecasting.
The just-enough posture will improve global supply chain visibility and control through real-time tracking as well, Reardon said.
Army Deputy Chief of Staff for Logistics Lt. Gen. Heidi Hoyle highlighted a few of DLA’s recent wins for the Army. DLA worked with the Army to increase UH-64 Apache readiness.
DLA Document Services produced signage and DLA Troop Support Construction and Equipment provided barbed and concertina wire in support of southern border operations. The agency was also instrumental in the full material release for the brand-new Infantry Squad Vehicle.