Military outsourcing is good in concept but often problematic in practice for several reasons discussed in this article. Contracting for services year after year in support of multi-front contingency operations and train and assist missions, all with no clear end-dates in site, has the potential to be harmful to the “profession of arms” (a vocation comprised of experts certified in the ethical application of combat power, serving under civilian authority, entrusted to defend the Constitution and the rights and interests of the American people) and cost more than anticipated. This article will discuss why military outsourcing is currently problematic and explore why the military outsources mission-essential services. A comparison of similar outsourcing incentives associated with both military and manufacturing industrial complexes is discussed, along with some advantages and disadvantages of outsourcing with these sectors. The article concludes with a prediction as to what the primary outsourcing drivers will be for future military and manufacturing outsourcing decisions.
Kelvin Miller, an equipment and mobility readiness spare parts allocation supervisor with the military contractor DynCorp International, manages inventory and gets it ready to deploy when the time comes.
Failure to comply with domestic and international customs regulations can have a huge impact on the bottom line.
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Military veterans bring valuable skills and characteristics that make logistics operations stronger.
The aerospace industry explores new strategies for producing planes quickly, efficiently, and profitably.
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The traits of an exceptional soldier are also the traits of exceptional logistics professionals.
Kazimir Kostrubala manages military resources as squadron operations officer and installation deployment officer with the 19th Logistics Readiness Squadron, 19th Airlift, at the Little Rock Air Force Base, Little Rock, Ark.
Inbound Logistics goes behind the scenes of a five-month pursuit to move the U.S. military from Iraq to Afghanistan with Brigadier General John O’Connor, director of logistics, Third Army, and commanding general of the Army Materiel Command.
Can you really model best practices from the military? After all, they invented the acronym SNAFU. But companies are finding veterans' experience and skills help promote ship-shape supply chains.
Ten years as an Army sustainment officer provided Major Jason Bullard a view of the military supply chain from just about every angle.
William Cossey Jr. moved military vehicles during the first Gulf War; civilian life finds him back in the supply chain hot seat.
As professional logisticians and supply chain managers, we are in a unique position to assist military service members transition into jobs in the supply chain sector. Here's why it's critical to help them and how to do it.