The Defense Logistics Agency (DLA) manages about one-fifth of the Department of Defense's (DOD's) $95 billion in secondary item inventory, such as spare parts to keep military equipment ready and operating. GAO has identified DOD supply-chain management as a high-risk area due in part to ineffective and inefficient inventory-management practices and weaknesses in forecasting the demand for spare parts. These factors have contributed to the creation of on-orderand on-hand excess inventory. This report reviewed, among other things, the extent to which DLA has (1) developed and met goals to reduce on-hand inventory and on-order excess inventory while reducing backorders, and any challenges faced in doing so; and (2) implemented initiatives using a comprehensive management approach to improve inventory management. Tables and figures. This is a print on demand report.
The Army, Navy, and Air Force are responsible for about $78 billion of the Department of Defense's (DOD's) $98 billion in secondary item inventory, such as spare parts needed to maintain military equipment. GAO identified DOD supply chain management as a high-risk area due in part to ineffective and inefficient inventory management practices that have contributed to high levels of excess inventory. DOD established goals to reduce the percentages of both on-hand and on-order excess inventory. This report assessed the extent to which the services have reduced on-hand and on-order excess inventory consistent with DOD goals; balanced the timely availability of spare parts with supply chain costs in their inventory management metrics; and implemented and monitored key improvement efforts. Tables and figures. This is a print on demand report.
GAO designated the Department of Defense's (DOD's) supply chain management as a high-risk area and in 2011 found that limitations in asset visibility make it difficult to obtain timely and accurate information on assets that are present in a theater of operations. In 2013, GAO found that DOD had made moderate progress in addressing weaknesses in its supply chain management and it identified several actions that DOD should take to strengthen asset visibility, including completing and implementing its strategy for coordinating efforts to improve asset visibility across the department. This report examined the extent to which DOD has (1) a comprehensive strategy and implementation plans for improving asset visibility; and (2) made improvements in asset visibility that meet GAO's criteria for removal from the High-Risk List. Tables. This is a print on demand report.
Additive manufacturing building products layer-by-layer in a process often referred to as three-dimensional (3D) printing has the potential to improve aspects of DOD's mission and operations. DOD and other organizations, such as America Makes, are determining how to address challenges to adopt this technology throughout the department. This report addresses the extent to which (1) DOD's briefing to the Committee addresses the directed elements; (2) DOD has taken steps to implement additive manufacturing to improve performance, improve combat capability, and achieve cost savings; and (3) DOD uses mechanisms to coordinate and systematically track additive manufacturing efforts across the department. GAO recommends that DOD designate an Office of the Secretary of Defense lead to be responsible for developing and implementing an approach for systematically tracking department-wide activities and resources, and results of these activities; and for disseminating these results to facilitate adoption of the technology across the department.
The Department of Defense (DOD) manages nearly $70 billion of conventional ammunition -- which includes many types of items other than nuclear and special weapons -- at eight Army depots. The military services use automated information systems to manage their inventory. They also compile annual reports that compare ammunition inventory levels against stated requirements. This report evaluated DOD's management of conventional ammunition. It addresses the extent to which (1) the services' information systems facilitate efficient management of the conventional ammunition inventory; and (2) the services collect and share inventory data to help them meet their stated requirements. Table and figures. This is a print on demand report.