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Defense Inventory: Improved Management Framework Needed to Guide Air Force Best Practice Initiatives

NSIAD-00-2 Published: Nov 18, 1999. Publicly Released: Nov 18, 1999.
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Highlights

Pursuant to a legislative requirement, GAO reviewed the Air Force's best practices implementation schedule for the acquisition and distribution of secondary inventory items, focusing on: (1) the extent to which the schedule responds to the provisions of the Strom Thurmond National Defense Authorization Act for Fiscal Year 1999; and (2) specific elements of a management framework needed for effective implementation and oversight of the Air Force's best practice initiatives.

Recommendations

Recommendations for Executive Action

Agency Affected Recommendation Status Sort descending
Department of the Air Force To provide a mechanism to improve the potential for successful implementation of Air Force initiatives and measure results, the Secretary of the Air Force should develop a management framework for implementing best practice initiatives based on the principles embodied in the Results Act. Specifically, the management framework should include a strategy that is directly linked to top-level DOD goals and objectives and that recognizes the interrelationship of the initiatives and the overall impact the initiatives will have on the Air Force's logistics pipeline, such as reduced pipeline time, improved customer service, and reductions in total inventory.
Closed – Implemented
Initally, DOD intended to expand the Air Force Logistics Support Plan to implement our recommendation, which would more clearly articulate the relationships, goals, objectives, and metrics of logistics initiatives and to provide regularly scheduled review and analysis to the United States Deputy Chief of Staff (Installations and Logistics). Approval of the expanded Air Force Logistics Support Plan structure by the United States Air Force Deputy Chief of Staff (Installations and Logistics) was anticipated during the second quarter of fiscal year 2000. Continuing updates to a greater range of Air Force logistics initiatives and to the Air Force Logistics Transformation Plan, however, superseded publication of this document. DOD also stated that GAO recommendations were addressed in best practice initiatives in Air Force Instructions, functional area directorate strategic plans, and logistics transformation initiatives mandated by other Defense Reform Initiative Directives. The department also indicated that best practice initiatives (like those specified in response to Section 347 of the FY 1999 National Defense Authorization Act) continue in the Air Force and in many cases, where applicable, the Section 347 initiatives have been integrated into Air Force and Major Command instructions. According to DOD, the specific initiatives identified in the Section 347 report have already become part of the framework upon which the Air Force logistics and combat support communities operate and are no longer tracked as special initiatives, but as routine day-to-day processes. The goals of achieving reduced pipeline times, improved customer service, and reductions in total inventory have occurred in large measure to the collective application of Section 347 sspecified initiatives, new initiatives, improved funding, etc., and cannot be attributed or mapped directly to individual initiatives.
Department of the Air Force To provide a mechanism to improve the potential for successful implementation of Air Force initiatives and measure results, the Secretary of the Air Force should develop a management framework for implementing the best practice initiatives based on the principles embodied in the Results Act. Specifically, the management framework should include a performance plan that includes clearly defined goals and objectives, defined levels of accountability, quantifiable performance measures and baselines, interim schedule milestones, and plans to periodically assess the overall impact the initiatives have achieved in reducing inventory levels while improving the responsiveness of the supply system to user needs.
Closed – Implemented
Initially, DOD intended to expand the Air Force Logistics Support Plan to implement our recommendation, which would more clearly articulate the relationships, goals, objectives, and metrics of logistics initiatives and to provide regularly scheduled review and analysis to the United States Air Force Deputy Chief of Staff (Installations and Logistics). Approval of the expanded Air Force Logistics Support Plan structure by the United States Air Force Deputy Chief of Staff (Installations and Logistics) was anticipated during the second quarter of fiscal year 2000. Continuing updates to a greater range of Air Force logistics initiatives and to the Air Force Logistics Transformation Plan, however, superseded publication of this document. DOD also stated that GAO recommendations were addressed in best practice initiatives in Air Force Instructions, functional area directorate strategic plans, and logistics transformation initiatives mandated by other Defense Reform Initiative Directives. The department also indicated that best practice initiatives (like those specified in response to Section 347 of the FY 1999 National Defense Authoriztion Act) continue in the Air Force and in many cases where applicable, the Section 347 initiatives have been integrated into Air Force and Major Command instructions. According to DOD, the specific initiatives identified in the Section 347 report have already become part of the framework upon which the Air Force logistics and combat support communities operated and are no longer tracked as special initiatives, but as routine day-to-day processes. The goals of achieving reduced pipeline times, improved customer service, and reductions in total inventory have occurred in large measure to the collective application of Section 347 specified initiatives, new initiatives, improved funding, etc., and cannot be attributed or mapped directly to individual initiatives.

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Topics

Air Force procurementAir Force suppliesBest practicesEquipment repairsInventory control systemsLogisticsMilitary inventoriesPerformance measuresPrivate sector practicesStrategic planning