Building Readiness to Sustain Global Responsiveness and Regional Engagement
As instability accelerates worldwide and global demands for the Army are increasing, associated reductions in fiscal resources place a premium on creating unit readiness more efficiently. However, the inability to apply leading indicators contributes to the inefficient application of resources, reducing the Army’s ability to respond with ready units. Largely this problem persists because U.S. Army readiness reporting employs a metric-based methodology using lagging indicators that do not support a projection of unit readiness. Given the postwar challenges and rapidly evolving security environment, the Army requires a methodology to more efficiently and responsively project unit readiness based on leading indicators.
A leading indicator is defined as a probable quantity of fulfillment as measured against a validated quantity of demand. The use of leading indicators will enable the Army, acting as an enterprise, to gain substantial efficiency in producing ready units for global responsiveness and thereby realize significant readiness production cost avoidance. A proven private-sector technique to achieve extraordinary process efficiencies and substantial production cost avoidance is a leading-indicator-based production methodology known as “Demand-Fulfillment.”
To build unit readiness and sustain Army global responsiveness and regional engagement, this paper argues for the application of the Demand-Fulfillment methodology based on leading indicators for manning, equipping, training, services and infrastructure and funding.