Transitioning Of The Defense Transportation System

THE TRANSITIONING OF THE DEFENSE TRANSPORTATION SYSTEM TOWARD COMPLEMENTING BEST PRACTICES IN SUPPLY CHAIN MANAGEMENT EFFICIENTLY AND SECURELY
Table of Content
TOC \o "1-3" \u I.INTRODUCTION PAGEREF _Toc528083607 \h 3
II. LITERATURE REVIEW PAGEREF _Toc528083608 \h 4
III.RESULTS AND DISCUSSION PAGEREF _Toc528083609 \h 16
IV.DISCUSSION OF POTENTIAL NEW SOLUTIONS. PAGEREF _Toc528083610 \h 19
Summary of Potential Solutions PAGEREF _Toc528083611 \h 21
Research Gaps PAGEREF _Toc528083612 \h 23
References PAGEREF _Toc528083613 \h 24
* INTRODUCTION
The Defense Transportation System (DTS) is in dire need of transitioning for realignment with DOD’s supply chain management and the merging realities of supply chain best practices. The Transitioning is critical in dealing with the numerous challenges that include excess inventory, poor controls, cost overruns,and outdated management practices. Notwithstanding heavy investment in supply chain management systems, DOD still struggles with numerous challenges caused by the lack of a unified benchmarking framework. The Defense Transportation System is part of DOD’s Global Transportation infrastructure that supports the military’s strategic preparedness for rapid deployment. The DTS comprises the military, commercial and host nation components; which comprises surface transportation, sea transportation, air,and pipeline transportation. DTS is supported by seaports, aerial ports, railways and other organic and non-organic transportation components. Thus DTS plays a crucial role in enhancing the capability of the U.S military as it combines the fundamental components of air, sea,and land transportation alongside an integrated network of controls that maximize their effective use while providing greater movement visibility and increased global agility of the U.S Joint Forces preparedness.
The Transportation Systems are in need of standardization notwithstanding the nature of joint forces operations as per the Defense Transportation Regulations. This standard is essential in ensuring that there is uniformity in transportation processes across all forces notwithstanding whether it is in peacetime, training or times of contingency. Standardization ensuresthe effectiveness and efficiency of the joint forces regardless of the nature of the operation. Based on previous supply chain improvement efforts, the supply chain management maturity models (SCM3) have been used to evaluate and benchmark the Defense Transportation System (DTS) maturity level (Haraburda, 2017). DOD can utilize this SCM maturity measurement framework to enhance supply chain operations through integration of commercial SCM best practices that would transition the Defense Transportation System into a 21st century military agency with a high level of combat efficiency and effectiveness.
II. LITERATURE REVIEW
Rovira and Parasuraman (2010) studied the effects of imperfect automation on controller attention and performance. The study examined theadvantages of conflict probe automation on future air traffic systems sinceAir Traffic Service Providers (ATSP) will in future play an insignificant role in air traffic maneuvering. The primary study objective was to investigate the impact of automation imperfection on ATPS performance output as well as attention allocation. Rovira and Parasuraman (2010) further opine that the nature of automation imperfection can lead to a significant variation in human performance costs. The study used four 30 minute sessions conducted in 12 full performance levels, where dependent variables were conflicted detection, resolution performance, eye movements and measurement of trustandself-confidence. Although ATPSshowed high conflict recording efficiency and accuracy under reliable automation, whereas manual performance showed slow and inaccurate ATPS conflicts, the study did not demonstrate how ATPS could improve Defense Transportation System.
Furthermore, it was established that conflict probe had a high degree of unreliability, low conflict detection and had 50% false alarm detection. The study concluded that conflict detection automation intends to increase reliability even though imperfect automation produced adverse effects through misses and false alarms. Rovira and Parasuraman (2010) that designers shouldconstantly provide feedback on the system automation status for purposes of providing analysis and inspection of the conflict probe algorithms to avert the conflict probe automation errors. The study did not show how conflict automation detection could help transition DTS into an efficient supply chain system.
Deason and Jefferson (2010) studied systems approach and how to improve fleet policy compliance within the U.S Federal Government. The study established that in order to reduce dependence on fossil fuel, address climate change, and enhance environmental quality the U.S has set a goal of cutting fossil fuel consumption within Federal Agencies. The USG now requires that Federal Agencies purchase non-fossil fuel powered vehicles while still adopting other strategies geared toward reducing fossil fuel dependency. Nevertheless, compliance with these regulations also comes with numerous fleet management challenges. The pilot study sampled 25 federal fleet managers based on a structured methodology for ensuring fleet compliance for improved resource usage efficiency. In order to optimize fleet sourcing, the study utilized a Multi-CriteriaDecision-Making(MCDM)framework that was used to devise strategies for optimizing fleet performance. The MCDM will be successful in establishing trade-offs and reducing the fleet management strategy formulation timeframeand hence improve supply chain efficiency at DOD.
Furthermore, it was established that MCDM strategies were insufficient in determining the tradeoffs that Federal agencies should make in their fleet management effort. The study also showed that there was a desire by the Federal agencies to utilize MCDM model in future, even though the findings suggest that numerous benefits can accrue from the use of MCDM alongside linear programming in addressing conflict in fleet management. Additionally, it was noted that MCDM could be used alongside other more sophisticated systems to improve further decision making effectiveness in strategy development through a dynamic and highly interactive process. It concluded that MCDM could be used to help various Federal Agencies in conducting predictive ‘what if analyses’ for purposes of evaluating possible strategic decision outcomes.
Huang and Wu (2009) investigated fuzzy neural networks and specifically sought to determine how to render approximations in the performance of fuzzy functions. While studying fuzzy neural networks, the duo established that the network’s level of characterization is underpinned by Zadeh’s extensions of level-continuous fuzzy-valued functions and hence there is a need for evaluating their continuity. Furthermore, the study explored the basis upon which the characterization of fuzzy network functions could be precisely and accurately approximated using a four-layer fuzzy network based on level convergence. Thus the research established that four-layered regular fuzzy networks could still be used as approximators in measuring the continuous fuzzy-valued functions. Huang and Wu (2009) discovered that the proof was constructive and hence suggested a principled way of designing a four-layered regular fuzzy neural network for purposes of approximating fuzzy predictive functions. The study also determined if a step function could do the activation in order to enhance approximation accuracy. It also examined how semi-linear sigmoidal functions could play the activation role and further explored how the design of regular fuzzy networks (RFNNs) could be accomplishedthrough activation function in either sigmoidal or step mode. Huang and Wu (2009) concluded that when approximation accuracy was conducted on the two RFNNs classes, the first RFNNs had greater performance as compared to the second and the results couldbe applied in other similar studies. There was no direct link between the findings of the study and the subject of study.
Hambridge, Howitt, and Giles (2017) studied co-ordination in crises and more specifically the implementation of the National Incident Management Systems (NIMS) by Surface Transportation Agencies. Also, the researchers examined the U.S surface transportation institutions to determine whether or not they possessed the necessary capacity to effectively get integrated into the National Incident Management Systems (NIMS). The study explored the relevant literature on the implementation of NIMS and focused on transportation as opposed to first responder agencies like the police, EMS,and others. It also employed interviews that were conducted by Federal Agencies dealing with transportation, focusingon the extent of NIMS adoption and further examined factors that served as enablers or bottlenecks to the implementation process. Moreover, Hambridge, Howitt, and Giles (2017) also explored a unified conceptual model of the factors that influence NIMS adoption and successful implementation further outlined proposals on how the NIMS could be improved and adapted for use in the transportation industry. Although NIMS has been a guiding framework for incident management, the lack of uniformcompliance standards for the transportation agencies has continued to impede its successful implementation across general use and joint forces transportation systems. This uncertainty about the correct application of NIMS has resulted in inconsistencies that have and continues to hinder NIMS implementation programs. However, simplification of NIMS was determined as an enabler for improving its adoption rate by transportation agencies and hence the effectiveness of its usage in emergency situations iscontingent on utilization proficiency. NIMS simplification is directly linked to DTS transitioning into a modern supply chain system.
Closson (2013) investigated the relationship between military and energy and specifically focused on examining how the US is moving beyond oil. The USG move toward a reduction in oil consumption is related to cost, combat vulnerability, and most importantly, the emotive issue of climate change. The study determined that the culture of fossil oil dependency, inadequate research and development,and poor leadership are the greatest challenges faced by the USG. The study concluded that leadership from commercial airlines as well as private investment firm’s participation in biofuel production could boost DOD’s drive toward a reduction in oil consumption. It is the concerns of cost overruns, combat readiness,and sustainability issues that are driving DOD to consider moving beyond oil. This change is largely influenced by a new breed of military officers and military research in Iraqand Afghanistan. Thishas significantly transformed DODs perspective and way of looking at oil. Still, a new generation of military officers is pursuing more innovative ways of reducing the U.S military’s dependence on oil through sustainable and consistent leadership. The DOD currently finds itself in a precarious condition struggling to strike a balance between the reduction of oil consumption and climate change benefits. The military has a complex task of sustaining this initiative since a successful transition will largely depend on sustained government funding.
Moreover, this effort could still be hampered by a lack of uniformity in state policies and regulations. Despite the effort, DODs greatest challenge remains how to achieve a reduction in the operational oil consumption even though the Government released $8.6 billion in funding to boost DOD’s operational energy initiatives. Another challenge could be the waning USG commitment due to the withdrawal of troops from Iraq and Afghanistan.The study was considered relevant since there is a direct link between a reduction in fossil fuel dependency and modernization of DOD’s supply chain management system.
Hyatt and Johnson (2016) proposed a framework that could serve non-profitorganizations in ensuring that theyhave a sustainable supply chain andfocused on multi-stakeholder SC sustainability effort. The framework was used to examine supply chain sustainability among NGOs and was conducted through the use of a select group of NGOs to work alongside a select group of SC firms. The role of NGO actors was all encompassing and included roles such as conveners, organizers, negotiators among others. The study explored a set of responsibilities that incorporatedthird-partyfacilities (3PF), fourth party facilitators (4PF) and fifth party facilitators (5PF) and their role in global supply chain management.
Hyatt and Johnson (2016) suggested that incorporating NGOs as members of the SCs rather than outsiders introduced a new perspective and way of looking at things. Besides NGO reframing, the study established that open knowledge of membership had the potential of encouraging managers to review and rethink their roles and motivation toward transitioning to sustainable supply chain systems. The study concluded that NGOs form an important part of the global supply chain. Therefore,collaboration and boundary spanning among its membershipare critical given that NGOs are also considered as supply chain members. In conclusion, Hyatt and Johnson (2016) suggest a framework that will enable NGOs to serve as 3PF, 4PF and 5PF and more so, in strategic roles that will lead to improved potential in value co-creation in the global supply chain network. The source was considered relevant given that the use of NGO’s global distribution network can help DOD drastically reduce DTS operational costs.
Peltz, Robbins, McGovern, (2012) studied the integration of DODs supply chain and concluded that rethinking shifting perspectives on supply chain integration and further pursuing thenecessary actions critical toward the achievement of this objective was imperative in attaining efficiency in supply chain management, personnel management, policy management and process redesign among other factors. Most importantly, the personnel must have a thorough knowledge of the overall supply chain functioning through constant feedback on how their actions impact on other processes and the supply chain as a whole. DOD has initiated sustained initiatives towards improving its supply chain performanceas well as the elimination of operational inefficiencies through process improvement, functional integration,and harmonization of organizational processes. The study suggested that there exists an opportunity for integrating the supply chain in order to achieve an integrated Supply Chain Platform that is process independent. This integration combines different SC processes that include design and execution decisions and how each affects processes and the optimal performance of the supply chain. The study recommends a shift from focusing on a single process and functions to focusing on optimal performance and efficiency. Peltz, Robbins, McGovern, (2012) further suggests that in order to achieve supply chain integration; DOD should evaluate the existing initiatives by identifying integration bottlenecks and enablers. The relevancy of the source stems from the fact that it examinesthe transformation of DOD supply chain which is the primary focus of the current study.
Melnyket al. (2009) studied mapping of future supply chain systems and largely focused on management aspects. He posited that the supply chain was derived from business practice and was under continuous transformation. The supply chain is gradually transforming from a tactical field to a strategic field. Nevertheless, the study suggests that future challenges for managers and organizationalexecutiveswere still emerging and could be more complex. More specifically, the study is based on the findings of a three-phase study comprising of literature review, a two-round Delphi study,and workshop. The Delphi study examined different supply chain management actors and was conducted by renowned supply chain research experts. The results showed that although the focus of supply chain is still tactical, the supply chain systems of the future will be sophisticated and highly demanding. Besides, the findings indicate that there exists no disparity between researchers and practitioners particularly on perception. The study was considered relevant since it explores the future of supply chain systems.
Van Hoek et al. (2010) sought to determine why, despite the existence of many supply chain reconfigurations initiatives and a wealth of knowledge on supply chain management, there was a dearth insupply chain management transformation literature. Numerous social and behavioral components of the supply chain are omitted from the reconfiguration initiatives. The study addressed these literature gaps and further examined the general supply chain literature focusing on change and more specifically, a change framework in a three-tier supply chain environment. Van Hoek et al. (2010) utilized multiple case studies alongside longitudinal and quasi-longitudinal data that was collected using a data collection template. The multiple case studies were then evaluated based on case contexts and design choices as evident in the reconfiguration programs. The findingsshowed that in all the cases, the change was non-linear and thus relearning was critical toward strengthening the capacity and potential of the system. In all the three cases, cross-functional teams proved effective, whereas change leaders played a pivotal role in facilitating cross case learning. The study was considered relevant since it explores the importance of transformative leadership in supply chain transformation.
Hazen, Overstreet&Cegielski (2012) studied supply chain innovation diffusion and conducted a comprehensive examination of different constructs that contribute to the supply chain innovation since this was lacking from supply chain literature. Most scholarly and academic studies on post-adoption diffusion stages still do not incorporate these constructs. The post-diffusion phases that are often excludedinclude acceptance, routinization, and assimilation. The study employed an in-depth literature review drawn largely from outside the conventional supply chain management scholarly literature that was used to integrate post-adoption activities into a single activity. The findings suggest that the connection and relationship between different stages can be harmonized and integrated to develop a single post-adoption framework. Hazen, Overstreet &Cegielski (2012) provides a reference point for future studies in the area of supply chain management based on the proposed 17 activities that were found to support diffusion. However, the study had a limitation of finding relevant literature given that there is scarce literature on supply chain management. Still, the suggested framework is highly depended on the generalization of research literature drawn from interrelated disciplines. The practical implications of the study were that supply chain experts and professionals could use this knowledge to strategize on how to integrate innovative technologies into their organizations. Hazen, Overstreet &Cegielski (2012) suggests that top organizational leaders could use theirfindings as a decision-makingframework during the adoption of innovations. Since the area of post adoption activities is less researched, the findings of this study can serve as a reference point for future studies. Supply chain innovation diffusion plays an important role in the adoption of innovative supply chain best practices and hence the study merited inclusion in the research literature.
Brown (2001) studied contracting in transitioning nations and focused on the local governments and the specific role of technical assistance in Ukraine. The study offers background information on decentralization and public service delivery in the wake of increa...