The Defense Logistics Agency: An Analysis of U.S. Military Partnerships

While it is true that the Defense Logistics Agency (DLA) is a non-military support agency which provides a full spectrum of services to Army, Navy, Marine Corps, and Air Force, it is necessary to identify and understand that its capabilities for operations extend beyond to serve non-military departments. According to the DLA official website, the agency is responsible for a combination of acquisition and technical services, as well as nearly 100 percent of the consumable items America's military forces need to operate across the board states Defense Logistics Agency in DLA at a Glance . These consumables include, as reported by the same source, uniforms, medical supplies, food, construction equipment, and more. 

This investigation is essentially divided into two sections. The first deals with an overview which analyzes the ability of how the U.S. military partners with the Defense Logistics Agency gaining an understanding of its operations. The second goal of this paper is to link DLA operational identity to how it synchronizes with non-military agencies, such as The State Department. The role, identity, and capabilities of the DLA have been little understood particularly as it pertains to its associations with non-military agencies. Additionally explored herein are the cultures and responsibilities of the Department of Defense (DoD) and Defense Logistics Agency. But mainly the idea involved in this investigation is to analyze the contemporary operating environment and to speculate a description of how the DLA can coordinate with other entities to achieve overall mission success while attaining mutual goals and shared objectives. Perhaps, and hopefully, one of the most interesting unique perspectives of this examination seeks to shed light on how the DLA supports the non-military agencies of the State Department and the U.S. Agency for International Development – also commonly known as USAID.

To comprehend the responsibilities of both the Department of Defense and the DLA one would need to identify what each agency is. To coin an analogy the Department of Defense or DoD, is like the mother-ship while the Defense Logistics Agency is likened to its key and irreplaceable mobile satellite. As the largest agency within the Department of Defense the DLA has representations in 28 nations, employs approximately 27,000 people, and provides peacetime and wartime logistics support to civilian agencies and military services. Headquartered in Northern Virginia at Fort Belvoir, Baddeley in Military Technology characterizes the DLA as one that represents, manages, supplies procures, and is a primary support for humanitarian aid and Foreign Military Sales (FMS) extending to 118 countries worldwide. The scope of its culture as such functions as a $40 billion enterprise Baddeley proclaims, 

and working in conjunction with Performance-Based Logistics (PBL) which underpins US weapons systems programs they manage five mission line items and supply 83% of all military services' repair parts and for all fuel requirements. Another way to try and wrap your head around the extensiveness of the DLA is to think about the following.

Many scholars, professionals, and students of business and management are quite familiar with what the current landscape of supply chain logistics and management are. According to Colonel John C. Waller in a 2011 peer-reviewed journal article appearing in Army Sustainment, DLA is the exclusive agent for the class IV supply chain as troop support, handles roofing supplies, lumber, wiring, sandbags, plumbing apparatus and more while carrying the formidable weight of distribution of dozens of items.  Now granted, and as common sense would dictate, any vendors who breach contracts are in danger of being barred from future opportunities.  Therefore such opportunities are taken quite seriously.  Furthermore DLA support functions as a baseline in its partnership with the State Department.  DLA Troop Support does coordinate with various vendors in order to thwart any potential supply chain disruption.  It is critical at this point to reiterate that at the Department of Defense there are four primary pillars upholding the colossal military logistics support structure in terms of the supply chain from manufacturer to checkout – or purchase point. They are, according to Waller, the DLA, Army Material Command, U.S. Transportation Command or TRANSCOM, and Military Surface Deployment and Distribution Channel (SDDC). As life is breathed into the analysis you can easily begin to grasp the awesome responsibilities the entire team awards to the tight carrier controls, and obvious coordination involved. 

The process warrants more detailed perusal. The theory is one thing and real-world practice obviously another. Perhaps no one is best qualified to explain how this implementation works than Colonel Waller. In his article he beautifully condenses the operational procedures of the supply chain scenario. The starting point of the chain supply logistical operation is when the link connects to the distribution point of use, as Waller informs, then assuming its lumber for the purposes of illustration – it will move by civilian contracted carrier either to an Army distribution center or to a port of embarkation.  From that point, a tracking system kicks in and TRANSCOM becomes involved to move the class IV product(s), at which time if it's determined to be a high-priority emergency, then an air mode of transportation will be implemented.  

SDDC will play out its coordinating role. Waller attests that they are key players in end-to-end visibility in terms of tracking; but so far this scenario is in accordance with sustainment moving by sea from Norfolk, Virginia. An average transit time to arrive in Karachi, Pakistan, for instance, can take 34.4 days. If lumber sources derive from Europe then the likelihood is that suppliers will come from Scandinavia or Germany and move along ground route transportation infrastructures. Should Europe play out its involvement in this manner, the Defense Distribution Depot Europe (DDDE) enter the military logistical distribution system. Most items entering the Afghanistan region traveled via ground. More specifically in terms of actual routing items to Afghanistan the movement establishes a trail hitting such places as follows: Latvia, Georgia, Azerbaijan, Russia, Kazakhstan, and Uzbekistan. Furthermore, in avoidance of bottleneck situations, constant alternatives are being sought whether by land or via seaport. Logisticians have their hands full with an amazing job to accomplish, on the regular. 

Obviously transportation and fulfillment of class IV goods to locations is not the only set of activities the DLA engages in or contracts for. One recent contract award, as announced in an article published by Electro-Optics in 2012 called out Flir Systems as being the chosen candidate to receive the coveted agreement with the Defense Logistics Agency in its Aviation division to assume implementation for advanced imaging systems and related electronics for installation on US Navy equipment.  Their state-of-the-art technology accompanies a highly reputable service history which is purported to be unmatched. In any case, these examples render a more detailed picture of how the DoD utilizes its most important satellite agency – the DLA – to manage, procure, and depict the cultural responsibilities associated with these vital governmental agencies. Now that there has been presented a review and analysis of contemporary operating environments, the task is to explore how the DLA synchronizes with non-military departments such as the State Department and the U.S. Agency for International Development otherwise known as USAID. 

The best course of our analysis and direction of this investigation shall describe how inter-agency operations are presently occurring, with examples of how the DLA collaborates with the State Department, and USAID. A follow-up peruses an exploration or recommendation of how best practices might be applied to achieve overall mission success in a scenario, or generally, in order to create a win/win partnership embracing mutual goals and objectives. In one DLA governmental published article, Supporting the State Department, Beth Reece divulges that since troops left Iraq the DLA has steadily been assisting State Department officials with their provisions of foodstuffs, fuel, essential services and such. DLA employees as logistical/procurement experts had lent a helping hand to guide the State Department to develop its own contractual agreements, explains Reece, as well as provided assistance with operational logistics planning, as well as acquisition and financial management.   One liaison elucidates the matter.

Former DLA liaison in Baghdad to the State Department Lynne Allen spells it out in her own words. Reece reports per her interview with Allen, who confides that it takes time to write contracts and go through the whole bidding process, plus there are certain regulations and procedures that government agencies must follow.  To reflect exactly how the DLA and State Department cooperative occurred in this situation is quite reasonable and effective. After the troops left Iraq, DLA simply transferred food and services to the State Department residing in the area to stock its 13 dining facilities and fuel to 11 bulk fuel sites.  Reece conveys the complex roles of State Department and DLA play in conducting transition to normalization in Iraq. Stable environmental integration with the local economy can only be a positive thing. Actually when you think about it, what could make more sense? The only area on the face of it all wherein improvements in energy efficiency might be made to mission success is to somehow streamline the process in terms of matching the bidding process to an easier, tighter transition of jumping through the hoops of adherence to required statutes. 

One particularly interesting alliance with the Defense Logistics Agency is with an agency that functions during peacetime and wartime but is mostly noted for its humanitarian perspectives. That agency is USAID. Normally, you might think to pair DLA activities in conjunction with USAID in light of arrangement of protection or emergency foodstuffs deliveries – which probably occurs. According to USAID a special program, Limited Excess Property Program (LEPP) is managed by their office of Innovation and Development Alliances and partners with the DLA Disposition Services. While LEPP offers a multiplicity of objectives, mainly USAID seeks to strategically align LEPP with priorities that involve: The Global Health Initiative, The Feed the Future Initiative, Saving Lives at Birth, and All Children Reading.  These represent just a few. 

According to the USAID report on LEPP, the program is earmarked to authorize a transfer of up to $45 million annually of excess property. The alliance then with the DLA division of similar makeup only enhance the effectiveness of common goals to be achieved. Can you see the synergy in it? By now you must be considering what kinds of properties are at stake. USAID LEPP program literature names categories like medical and construction supplies, clothing, vehicles, computers, and to top it off? Here is the truly stunning part. The combined governmental forces teaming up with DLA's Disposition Services are literally able to access billions of dollars’ worth of equipment. Additionally USAID has developed a five-step plan to implement partnership. The first step involves a basic application and preliminary registration, followed by a screening type of competitive application process. The third step focuses upon signing off in terms of officially transferred business agreements (contracts). And the latter portion of the process obtains the particulars, as far as what countries will be the residence of work being performed and then begin proactively requesting/transferring this excess property. 

Despite the factor that there are finely drawn details to the operation, extending two-fold aspects in which kinds of ways USAID Missions are involved with LEPP. For example, the scenario might entail its application towards in-country partners or possibly allow the U.S. Embassy to make the decision as to whatever need for goods or property should be appropriated. A couple of success stories are in order at this point. The first happened in Eastern Europe wherein several children's homes were furnished alongside co-sponsors Childslife and Mission Without Borders. One partner, as quoted and documented by USAID interjects that it's not just furniture that's being provided because you're creating a sense of stability, ownership, and home for the children.  The Limited Excess Property Program is an innovative and awesome modern-day coalition. The second success testimony occurred when Food for the Poor made possible computer donations for training centers in Nicaragua and El Salvador, in accordance with the same aforementioned source. This information is so current that you will not be likely to find further research material in the literature; however the good news is there is a contact for further information. Perhaps the best way one might improve better achievements for overall mission success pertaining to the Defense Logistics Agency and non-military agencies is to keep and encourage the open lines of communication. 

Nothing gets done without proper mutual understanding between parties. In this way, there may be the discovery to cut down on processing times, while retaining security, precision, and maintaining the control of regulatory protocols. The bottom line is that people make it work. No such gigantic entity can magically perform on its own. It can almost be characterized as a beautiful yet intense relay-race and dance – in combination with high-level responsibilities whereby millions of people and lives around the world are at stake. Camaraderie and sacrifice matters, from top to bottom. 

References

ALLGOV. (2013). Departments/Agencies [Data file] Retrieved from http://www.allgov.com/departments/department-of-defense/defense-logistics-agency?agencyid=7367 

Baddeley, A. (2012). Performance based logistics. Military Technology, 36(10), 68-71.

Defense Logistics Agency – America's Combat Logistics Support Agency. (2013). Home[Data file] Retrieved from http://www.dla.mil/Pages/default.aspx  

Flir wins $26.3m US defense agency contract. (2012). Electro-Optics, (228), 5.

Reece, B. (2013, August 12). Supporting the State Department. Defense Logistics Agency. Retrieved from http://www.dla.mil/Loglines/Pages/LoglinesJA2013Story05.aspx    

U.S. Agency for International Development (USAID). (2013). Limited excess property program (LEPP) [Data file] Retrieved from http://idea.usaid.gov/ls/limited-excess-property-program

U.S. Department of Defense. (2013). An introductory overview of the Department of Defense [Data file] Retrieved from http://www.dod.gov/pubs/dod101/dod101.html 

Waller, J. C. (2011). From manufacturer to forward operating base. Army Sustainment, 43(4), 50-55.

Footnotes

ALLGOV. (2013). Departments/Agencies [Data file] Retrieved from http://www.allgov.com/departments/department-of-defense/defense-logistics-agency?agencyid=7367 

Baddeley, A. (2012). Performance based logistics. Military Technology, 36(10), 68-71. Defense Logistics Agency – America's Combat Logistics Support Agency. (2013). Home[Data file] Retrieved from http://www.dla.mil/Pages/default.aspx  

Flir wins $26.3m US defense agency contract. (2012). Electro-Optics, (228), 5.

Reece, B. (2013, August 12). Supporting the state department. Defense Logistics Agency. Retrieved from http://www.dla.mil/Loglines/Pages/LoglinesJA2013Story05.aspx    

U.S. Agency for International Development (USAID). (2013). Limited excess property program (LEPP) [Data file] Retrieved from http://idea.usaid.gov/ls/limited-excess-property-program

U.S. Department of Defense. (2013). An introductory overview of the Department of Defense [Data file] Retrieved from http://www.dod.gov/pubs/dod101/dod101.html 

Waller, J. C. (2011). From manufacturer to forward operating base. Army Sustainment, 43(4), 50-55.