DOD Competitive Sourcing: Plan Needed to Mitigate Risks in Army Logistics Modernization Program

In preparing for the conversion from in-house operation to contractor operation, the Army developed a transition plan based on risks associated with the project and developed risk mitigation strategies. The transition plan and risk mitigations extend to the transfer of functions and also to the migration of converting the legacy software system to the modernized system.

There are currently 3 separate entities which provide oversight to the Logistics Modernization program. There is a Corporate Board of Directors, headed by a General officer, which monitors the strategic direction of the program; an Operational Board of Directors, composed of senior logisticians, which provides functional oversight; and, at the DOD level, the Deputy CIO/ASD(C3I) oversees the program through portfolio management of GCSS Army. Performance metrics were incorporated into the contract, which was let 29 Dec 1999. Whenever possible, commercial standards were used for the metrics. Additional metrics will be added through the IPTs, as appropriate.