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CALL FOR INNOVATION PAPERS

We are proud to announce our Call for Innovation Papers for the Logistics Officer Association’s 35th Anniversary. The logistics community faces many challenges and LOA has worked with key principals to identify some of the most pressing problem statements for our Call for Innovation Papers.

If your small business has an innovative solution, you will want to consider applying to be a part of the Small Business Innovation Pavilion (SBIP) and submit your paper that presents an innovative solution to one of the Problem Statements listed below. Selected applicants will be located in the SBIP area on the exhibit hall floor and given an opportunity to speak from the stage located in the pavilion. For more information, visit the SBIP page. The deadline to apply is 18 Oct 2017.

For questions, please contact Jondavid DuVall, JD@loanational.org.

SBIP APPLICATION

CHALLENGE AREAS AND PROBLEM STATEMENTS

Below are a few challenge areas and problem statements facing the logistics community. If your small business has an innovative solution, you will want to consider applying to be a part of the Small Business Innovation Pavilion.

Big Data Management (More Information)

A. Data is generated in multiple formats, largely lacking a common structure, originating from dozens or hundreds of different sources which must be fused together into information that can be presented and decision makers can turn into knowledge and action. (less)


Decision Support (More Information)

A. With less depth of logistics resources, we must be more agile with our equipment positioning and management. What model can help us have the world-wide visibility of assets and provide decision quality information to adjudicate where resources go to the competing priorities? (less)


Additive Manufacturing (More Information)

A. Customer requires full integration of additive manufacturing (AM) into the manufacturing enterprise. This could mean converting completely to AM where appropriate or considering how to integrate AM on an existing production line. Where/When is AM appropriate in the military enterprise? What products or components can be best manufactured in an additive process? What materials are required to manufacture mission critical components? What is the best approach to qualify or certify components made by AM? (less)


Predictive Maintenance (More Information)

A. Customer requires a next generation system/process/model that increases aircraft reliability by analyzing parts/component reliability data by serial number to optimize line replaceable, shop replaceable, and depot maintenance activities by weapon system tail number. By predicting maintenance activities, the customer will be able to avoid missed sorties, minimize maintenance actions, and reduce labor and operating costs. Data will be used from various sources including existing systems and new technology (eg., IoT) to better utilize advanced predictive models and analytical tools available today. (less)


Resilient Supply Chain (More Information)

A. Due to aging weapon systems, coupled with extended (SLEP) or\f weapon systems, DLA has to carry higher levels of inventory – due to sourcing of required material being difficult. If DLA can provide a projected/forecasted list of future requirements (ie., 2 year predictive) … What ca be, proactively, accomplished by sources of supply to identify material, ahead of time, that will be difficult to procure and/or produce?

B. ALT (Administrative Lead Time) and PLT (Production Lead Time) are significantly higher for aging weapon systems (AV-8B, KC-135, B-2). The service life for these three weapon systems has been extended to 2026, 2040s respectively. Given this norm of aging weapon systems being flown longer, what can we collectively do to reduce the lead times to get spare parts faster for the warfighter?

C. Our most critical aircraft are deep into the operations and sustainment phase of their lifecycle. We are experiencing significant flight line gaps due to aircraft that are down for parts, as well as depot structure repairs that are also missing parts. Original equipment manufacturer quotes can take well over 90 days to come in, if they come in at all, and subsequent lead times can be extensive. Meanwhile, our organic repair activities are fully loaded, manufacturing parts that industry cannot or will not support. What must government and/or industry do to allow for a much more agile supply chain?

D. Diminishing manufacturing sources and material shortages have significant impact on weapon systems. With older and smaller fleet sizes keeping MRO operations on the critical path is essential to maximize aircraft availability. What model should we use to rapidly fulfill unanticipated parts requirements? (less)


Integrating Data Streams Between Services (More Information)

A. Customer needs a link between strategic logistics organizations and the in-theater warfighter, customer requires awareness of the logistics common operating picture within a dynamic area of operation and worldwide. Customer needs a global view of in-transit visibility systems and logistics activities and processes across military services. Customer needs ability to analyze trends in existing distribution systems and develop initiatives that help logisticians focus on providing sustainment support to their supported units. (less)


Knowledge Management (More Information)

A. Our organic depots are right in the middle of the aging workforce phenomena. Each of our depots are experiencing X% or more attrition due to retirements, at a time where we are trying to increase overall staffing to meet workload. Each retiree takes significant critical knowledge and skills with them and senior promotion opportunities lead to a daisy chain of employees changing jobs. What best practices has industry found to effectively train their skilled employees, minimize skill loss due to retirements, and maximize knowledge sharing? (less)


F-35 Integration (More Information)

A. The F-35 has an enterprise-wide O&S Cost Reduction challenge to reduce O&S costs by 30% over the life of the program; approximately $173.5B out of $578.2B (BY12$). Although there is a Cost War Room established to help address the challenge, but has only identified cost savings or cost avoidance strategies for about one-third of the target. What other initiatives should be pursued?

B. The F-35 Global Sustainment System consists of a global spares pool, a global and regional repair construct, and a centralized information system for managing and tracking end item. The global spares pool is shared among 3 US services, 8 international partners, and Foreign Military Sales customers. Parts are distributed based on an agreed set of business rules based on Cost Share Ration, Aircraft Availability and aircraft mission. At steady state (~2037-2041), the USAF will be operating approximately 1,300 aircraft. What recommendations/innovations do you have to manage a complex, global supply chain under this scenario?

C. Depot Planning, Modifications and Activation: Depot activation processes, roles and responsibilities have been in place for years; however, the F-35 aircraft with its 3 variants, multiple international partners and concurrent development process presents unique challenges. This is a modification intensive aircraft -both depot- and base-level modifications- that have to be managed effectively to maintain maximum aircraft availability and combat capability. At the same time, there are numerous aircraft component workloads that need to be activated based on immature flying hour data and break rates. What are some innovative ideas for grappling with depot modifications and activations? (less)