Logistics and Sustainment Goldbelt Wolf, LLC

Product Support Jump Start™ Team Formed

2010-06-25T14:32:00.000-07:00

Goldbelt Wolf, LLC has formed the Product Support Jump Start™ Team to help Service Program Managers (PMs) and Product Support Managers (PSMs) develop weapon system product support strategies that optimize performance while minimizing Ownership Cost.

The Team members are KPMG, SRA International, Inc., Alion Science and Technology, GENCO Infrastructure Solutions, and the Institute for Defense and Business associated with the University of North Carolina at Chapel Hill. Together, these teammates offer the unique blend of interdisciplinary skills required to implement the DoD Product Support Business Model.

Integrated systems engineering and logistics are applied to address the "new" engineering trade space under DoD 5000.02 defined by performance, schedule, ownership cost and sustainability. This trade space analysis is informed by the use of SCOR®/DCOR™/CCOR™ and augmented by "world class" expertise in public private partnerships, Human Capital, Business Case Analysis, governance, organizational change management, and GAO audit advisory services, among other capabilities.

The result: effective portfolio management for product support that produces significant cost savings in the first two years of the Program Objective Memorandum (POM) cycle and over the life of the program.

"Rebalancing the Force": Implications for Reliability, Maintainability and Supportability (RMS)

2010-05-16T11:03:00.000-07:00

"Rebalancing the Force": Implications for Reliability, Maintainability and Supportability (RMS) by William D. Bajusz, Ph.D. will be published in the forthcoming semi-annual issue of The Journal of Reliability, Maintainability, Supportability, in Systems Engineering.

This paper addresses the Quadrennial Defense Review (QDR) of 2010's implications for Department of Defense (DoD) systems' Reliability, Maintainability and Supportability from an Enterprise wide perspective. It notes particularly the implications of the QDR within the context of economic reality.

The immediate need is for RMS to adapt to the new engineering trade space created by the DoD 5000 series, the Weapon System Reform Act of 2009,the Fiscal Year 2010 NDAA, Section 805, the DoD Weapons System Acquisition Reform Product Support Assessment of 2009, and the ongoing Product Support Work by DoD.

Proactive RMS actions must be based on integrated systems and sustainment engineering in the Materiel Solutions Analysis phase of the acquisition life cycle.

But integrated engineering is not enough. RMS must be informed by governance considerations, performance-based contracting Terms and Conditions, the immediate and longer term effects on the Enterprise Industrial Base (commercial and organic), human capital, and more carefully crafted, validated cost modeling, among other considerations. Moreover, the program must meet Government Accountability Office (GAO) audit standards.

RMS must boost performance while dramatically cutting O&S costs now. The Congress and taxpayer demand, and should expect, no less. It is clear that the country can afford O&S cost increases of 2-3% above the rate of inflation in the face of looming deficits.

Goldbelt Wolf Wins DLA Contract for Norfolk Naval Shipyard

2010-05-16T10:36:00.000-07:00

Teamed with GENCO Infrastructure Solutions, Inc., Goldbelt Wolf has won the competitive producrement issued by Defense Logistics Agency to provide supply and logistics support services for the Norfolk Naval Shipyard. This is a six month contract with a six month option.

Goldbelt Wolf Continues Vehicle Leasing, Sales & Supply Chain Management

2010-05-16T10:31:00.000-07:00

Goldbelt Wolf, LLC continues to lease and provide specially upfitted vehicles to support Department of State missions domestically. These vehicles are currently located at 8 Field Office Locations in 7 states.

Concurrently, the company continues sales of equipment and vehicles overseas -- in Zambia, Mexico, Ecuador, Peru, Belize, Guatemala, and Colombia.

"DoDI 5000.02 and Resource-Informed Army Modernization"

2009-11-20T14:52:00.000-08:00

William D. Bajusz, Ph.D. delivered this presentation at the Reliability, Maintainability, Supportability (RMS) Partnership meeting on "DoDI 5000.02 and You: The Impact on Reliability, Maintainability, Supportability/Logistics and Systems Engineering" involving senior representatives from the services, OSD and industry. The presentation can be viewed as a SlideShare presentation at www.LinkedIn.com/in/williambajusz.

“DoDI 5000.02 and Resource-Informed Army Modernization”

2009-11-08T13:57:00.000-08:00

William D. Bajusz, Ph.D., Senior Logistics Consultant for Goldbelt Wolf, LLC will be speaking on “DoDI 5000.02 and Resource-Informed Army Modernization” at the Reliability, Maintainability, and Supportability (RMS) Partnership Industry-Government Workshop & Symposium on November 17-18 at the Waterford in Springfield, VA. I am interested in any comments/observations on this general topic. I will attribute any comments I receive that I include assuming the provider is comfortable with that. Information on the event can be found at http://www.rmspartnership.org.

Our Strategic Partners

2009-10-18T09:53:00.000-07:00

What Wasn't Said By the Army Senior Leadership at the Association of the US Army's Annual Meeting

2009-10-15T16:03:00.000-07:00

For several months the Chief of Staff of the Army and his senior leaders have emphasized that the Army is "out of balance" -- unable to meet current (and rapidly shifting) commitments and the need for Army Full Spectrum Readiness and Strategic Flexibility. The goal is to restore that balance. Yet at AUSA, noticeably absent from the Senior Leadership's briefing charts was the phrase "Full Spectrum Readiness" having been replaced by simple "Readiness." The main point that the Army is "out of balance" was still there, but the implications seem to be that the Army needs to be ready for something less than Full Spectrum operations. What operations are being curtailed for the Expeditionary Army? What are the implications for logistics and sustainment? Until the Quadrennial Review is public and the Guidance for the Development of the Force (GDF) is promulgated, these questions will remain unanswered. Accordingly, today long-range logistics and sustainment planning must proceed in something of a vacuum.

Logistics and Sustainment Senior Advisory Board

2009-10-15T09:59:00.000-07:00

Goldbelt Wolf, LLC is pleased to announce the creation of its Logistics and Sustainment Senior Advisory Board. Together, the distinguished members of this board offer our clients and partners over 100 years of excellence and exceptional performance in logistics and sustainment, supply chain management, and enabling technologies in both government and the private sector.

Expeditionary Army Logistics and Sustainment: A Perspective

2009-09-28T15:13:00.000-07:00

Against the backdrop of the CSA's imperatives to Sustain, Prepare, Reset, and Transform, any logistics and sustainment initiative now must be viewed within the context of the evolving Core Enterprises: Readiness, Human Capital, Services and Infrastructure, and Materiel. Further, thinking about logistics and sustainment must now be viewed in three dimensions not two. The Army has rightly emphasized holistic and Enterprise-wide perspectives. To these two dimensions must be added a third: "whole of government." Stakeholders extend beyond the DoD. The obvious example is the Department of Agriculture's impact on retrograde from Iraq. The Department of Homeland Security, Department of Justice, and Department of State, among others, should be viewed as stakeholders because their actions potentially have a bearing on Army logistics and sustainment. Logistics and sustainment planning must be anticipatory -- seeking to incorporate early on these stakeholder interests.

Today, it is important to think as well about how logistics and sustainment guidance, processes, initiaitves and programs can help enable striking a balance between meeting current commitments and ensuring Full Spectrum Readiness and Strategic Flexibility. The distribution system, for example, that is working well today in Iraq and Afghanistan is not readily adaptable to a Somalia or Korea. Planning for logistics and sustainment elsewhere on the globe -- over and above that needed for the 124,200 soldiers deployed in nearly 80 countries in addition to Iraq and Afghanistan -- is easily overwhelmed by the press of current events. The challenge for FYDP planning (and beyond) is to identify pragmatic logistics and sustainment actions that will enable Full Spectrum Readiness and Strategic Flexibility and continue to meet rapidly changing current demands in a fluid policy and constrained budgetary environment.

About Goldbelt Wolf, LLC

2009-09-27T10:43:00.000-07:00

Based in Alexandria, VA, Goldbelt Wolf LLC (http://www.goldbeltwolf.com/) is a certified Small Disadvantaged Business (SDB) 8(a) Alaska Native Corporation (ANC) offering a range of technical and support services to the federal and commercial sectors. Our current clients include the Army, Army National Guard, Air Force, Department of State, the Department of the Treasury and the Environmental Protection Agency. Our emphasis on quality on cost-competitive terms is reflected in the fact that Goldbelt Wolf received the Department of State's Small Business Award of Excellence in 2008 and the Small Business Administration's Award of Excellence that same year.