The increasing importance of U Navy and U Marine Corps (naval) interdependency and the continued ne to transform naval logistics requires a unified.

The increasing importance of U Navy and U Marine Corps (naval) interdependency and the continued ne to transform naval logistics requires a unified, coordinated program to enable effective and efficient use of naval logistics capabilities. The Navy and Marine Corps must increase the efficiency of our logistics capabilities to support the readiness and sustainability needinesss of our naval warfighting forces in a challenging funding environment.

Naval Logistics Integration (NLI) is the program that can initiate the changes destitutioned to unify naval logistics. The follows of our NLI efforts are applicable to one as well as the other the naval and joint warfighting environments.

The formal NLI relationship between Navy and Marine Corps logisticians was codified in a names of Reference signed by VADM Charles Moore Jr then legate Chief of Naval Operations for company of ships Readiness and Logistics (N4) and Marine Lt Gen Richard Kelly then legate Commandant (DCMC), Installations and Logistics (I&L), in September 2003 The proces has continued to unroll under the direction of the rife OPNAV N4 (VADM Justin D McCarthy) and general DCMC (I&L) (Lt. Gen. Richard s Kramlich) with an emphasis to "bring more NLI initiatives to maturity and institutionalize them across the naval services." Maturing and institutionalizing the initiatives will raise optimized support to the warfighter in a resource efficient manner and build in succession the foundation for future sea basing and joint operations.

Naval Logistics Integrator is undivided of the primary mission areas of the Naval Operational Logistics Support Center (NOLSC) and is the mechanism used to coordinate the research/knowledge resources resident in NOLSC to provide input/support to the Navy and Marine Corps NLI Working collection The overall objective of NLI is to achieve a unified, coordinated program that will make secure that naval logistics capabilities are used to their cloyed potential to sustain logistics readiness of naval forces.

To do this, the Navy and Marine Corps must work closely together to establish effective, cost-wise, customary logistics systems, processes, and support organizations. The desired results of a commonality of logistics orders and processes are: 1) improving logistics responsiveness and agility, 2) sustaining combat support, 3) reducing logistics workload afloat and/or ashore, and 4) funding recapitalization of the naval service integrated logistics process

NLI will provide opportunities to use technology advances (IT bodys RFID [Radio Frequency Identification], etc) change policy and doctrine, capitalize forward better business practices and processe and modernize our formal logistics training and education, NLI has a clear goal of providing a unified naval logistics capability that can operate from a sea base, luckily maintaining and sustaining deployed naval operating forces in a joint warfighting environment.

NOLSC, as the logistics champion for naval expeditionary forces, is clearly positioned to take a catalytic integrating part in the NLI process, analyzing the theorys processes and organizations that provide distribution, expediting, and ammunition accounting and reporting services for the warfighter.

Distribution

NOLSC is commonly engaged with integrating afloat Marine Expeditionary Unit (MEU) support into the traditional Navy afloat serve instead of system. A wide variety of initiatives are being considered. For example, the possibility of positioning material for Marine Corps estate units on board amphibious ships is being explored. Further contemplation is also ongoing in the area of inventory segmentation to evaluate the effectiveness of forward positioning additional Marine Corps items at OCONUS DLA depots

NOLSC is also involved with Marine Corps deployment support. Pre-deployment briefs are provided to MEU logisticians upon the use of the Cargo Routing Information File (CRIF) and Advanced Traceability and regulate (ATAC) procedures. These tools are already proving their value to extended Marine Corps units. During a novel deployment by the 13th MEU CRIF usage allowed the embarked Marine units to contract ACWT by 28 percent.

Expediting

NOLSC was designated the Navy's lead to evaluate the rife Navy Issue Priority Group I (IPG I) expediting proces and coordinate consolidation and elimination of redundant expediting efforts. Today, multiple naval activities and orders perform expediting functions independent of any standardized proces which leads to inconsistent support across the naval services. Adopting a single point of entrance for all IPG I requisitions and establishing a customary IT source for screening requisition status, will lead to a often more responsive supply chain and improve average customer wait time.

The implementation of best practices in this area will assist greater efficiencies, fewer processes and sumptuousness savings. It is important that naval forces have a customary expediting infrastructure as naval operations become increasingly littoral and land based missions are growing for Navy units. In an effort to support the standardization of IPG I requisitioning, the 2nd Marine Air Wing (II MAW) has agreed to position a logistics liaison noncommissioned officer at NOLSC to direction analysis of II MAW requisition and distribution proces efficiencies in consequence of segmentation analysis and metrics evolution This partnership is the first stair in aligning naval end-to-end distribution improvement efforts.