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Optimal Single Manager for Conventional Ammunition (SMCA) Governance Construct


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The purpose of this research was to explore and identify improvements to the governance structure of the Department of Defenses (DoD) Single Manager for Conventional Ammunition (SMCA). The SMCA has five major responsibilities: 1) Development of Army ammunition; 2) Acquisition and production of ammunition for all the Military Services; 3) Wholesale ammunition logistics; 4) Management of the organic and commercial ammunition industrial base; and 5) Demilitarization of SMCA-assigned and Service-retained ammunition.The research pursued an evidence-based approach, analyzing and synthesizing large volumes of historical data, assessments and studies dating back to 1977 when the SMCA was formally established. The research principally focused on the year 2002 to present when the SMCA authorities were reassigned by the Assistant Secretary of the Army, Acquisition, Logistics and Technology (ASA(ALT)) from the Army Materiel Command (AMC) to the ASA(ALT)s Program Executive Office (PEO) Ammunition. The SMCA governance is established through DoD policies, Charters, Delegations of Authorities, and Memorandum of Agreements. This paper addresses the questions: a) Is there still a need for a SMCA? and b) What is the optimum SMCA governance construct? The research concludes the concept of the SMCA is value-added to the Ammunition Enterprise, that some elements of the current SMCA governance have out-lived their usefulness and thus should be dissolved or re-purposed, and that SMCA governance could be substantially improved by rewriting and enforcing clear, non-conflicting policies, Charters, Delegations of Authorities and Memorandums of Agreements.



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