of logistics singlehandedly with the assistance of a few support personnel. As of this writing, the individuals associated with the program are specialized in their particular fields and are capable of doing their jobs effectively because they only have to focus on their own work (Hansen, 2008, June 10).
In summary, the expansion of the JPO reduced the need for over-tasking
This expansion also allowed specialization rather than the
prevalent at the program inception.
Even considering these
continues to face organization and is
a less than ideal organizational not a program of record within the
strides, that it
multi-tasking the program is an ad hoc
Contractually, MRAP vehicles were treated as commercial items and were therefore procured under fixed-price contracts from the start. Given this commercial item designation and the relatively small 1,185 vehicle requirement at the program start, the MRAP JPO did not initially purchase technical data from any of the vehicle
manufacturers, with reliance on contractor logistics support
to be (CLS). initial
maintained by the Therefore, purchase procurement period. the JPO changed the
sustainment plan to some technical data
transition from CLS for the provisioning
to hybrid/organic maintenance. This of parts, specifically the engineering
required data for
provisioning (EDFP) (Hansen, 2008, June 10). EDFPs are the drawings components that will be provisioned to support repair parts requirements.
With the EDFP from each manufacturer, the JPO was able to use the Defense Logistics Agency (DLA) system to compare identical, or similar, components that were already listed by National Stock Numbers (NSN). This enabled the JPO to determine if identical parts or suitable substitutes existed within the defense supply system; parts that didn’t exist in the DoD supply system required new NSNs and addition to the supply system. In many cases, the EDFP was proprietary to prevent reverse engineering of components by competing manufacturers, but was used by the Government to find