Army Logistics Knowledge Management and SALE: Relevance and Recommendations

摘要

This article, the third of a three-part series on Army logistics knowledge management andrnthe Single Army Logistics Enterprise, discusses the relevance of SALE to Army logistics KM rnand recommends a logisitics KM framework for the Army.rnThis article covers three areas: the implementation of the Single Army Logistics Enterprise (SALE), the alignment of SALE with Army logistics knowledge management (KM) practices and the relationship between the two, and recommendations for a logistics KM framework for the Army logistics community.rnFor this research, the author reviewed related studies and conducted face-to-face interviews with Army acquisition, information technology (IT), and logistics representatives who have been involved with directing, implementing, using, testing, and evaluating SALE. While the research was being conducted, the Army had not completed implementing SALE. The Army had partially fielded the Logistics Modernization Program (LMP) component only to Army Materiel Command (AMC) organizations and was testing and evaluating the Global Combat Support System-Army (Field/Tactical) (GCSS-Army [F/T]) component of SALE. Therefore, the author limited the interviews to a sample of personnel from organizations involved with implementing the LMP component, testing and evaluating the GCSS-Army (F/T) component, and providing guidance and direction for SALE.