Book Description

Pursuant to a congressional request, GAO reviewed the Department of Defense's (DOD) implementation of its Total Asset Visibility (TAV) initiative, focusing on: (1) the difficulty in determining the status of the initiative's implementation; (2) planning weaknesses that affect the initiative's implementation; and (3) strategies for addressing those weaknesses. GAO noted that: (1) DOD lacks an adequate Departmentwide management framework for providing information to clearly determine the progress made in realizing TAV initiative goals; (2) while some component and theater-specific asset tracking capabilities are reported to be operating, Departmentwide information on progress in achieving TAV initiative goals is minimal; (3) although implementing improved asset visibility is a high-priority objective, DOD cannot clearly understand the extent to which it is achieving the objectives of having timely, accurate information on requisitions and assets and access to DOD assets; (4) along with the unclear picture of the initiative's status, planning is inadequate at the strategic and implementation levels; (5) DOD does not have a Departmentwide TAV strategic plan to show how the various TAV initiatives contribute to DOD's goals for the initiative; (6) additionally, while DOD has an implementation plan, the plan has a number of key weaknesses; (7) it does not describe how TAV will be integrated into Department work processes to realize the goals set for the TAV initiative; (8) as a result, there is confusion over who is to use TAV and how it is to be used; (9) at some locations the system is being installed but not used, according to a component manager; (10) the plan also does not identify needed resources and does not address Departmentwide problems with systems that are critical to the successful implementation of the TAV initiative; (11) the initiative's implementation problems have largely resulted from long-standing management issues that have hindered other major management initiatives; (12) these issues include cultural resistance to change, service parochialism, the lack of outcome-oriented goals and performance measures, and the lack of management accountability; (13) resistance to changing from reliance on just-in-case inventory approaches to reliance on just-in-time inventory is a significant challenge for DOD in its approach to inventory management; and (14) this new way of doing business requires timely and accurate information about quantities and location of items and a willingness by the item holders to transfer them to meet the priority needs of others.