Marcus Preasha began an eight-year enlistment with the U.S. Marine Corps in 1999 and continued serving his country after leaving the Marine Corps by going to Iraq as a private contractor.

Preasha is now the owner of a small business based in Bellevue, NE that provides technology-enhanced logistics solutions to the Marine Corps and other organizations in the defense industry.

Moving Marines and the equipment they need to fight a war is more than planning and effort; it's a practical art just to get both tanks and toilet paper to the fight. There's just as much to be done to move the grunts and their gear back home when the war is won. Surprisingly, a small part of that real-time logistics planning work in today's Corps isn't done on a baked desert battlefield; it's done half a world away in a comfortable basement in a quiet, tidy suburban neighborhood in Bellevue.

Those leathernecks know one of their own, Marcus Preasha, has their back.

Operations at different levels of an organization take on different roles depending on their functions within the organization's unique organizational hierarchy. Personnel at each level need to understand how the military logistics system supports their operations at their particular level in order to know if exceptions are taking place, and if any potential issues exist that might arise in the future.

PLC provides this knowledge to customers through the use of performance metrics and comparisons with historical values on a per-organization basis. Our familiarity with isolating and interpreting key performance data, regardless of level or format, gives PLC an interpretive advantage when defining the rules that dictate exception reports against current and/or forecasted performance thresholds.

When combined with budget and funding information, analyses of equipment overages and shortfalls across organizations allow PLC to uncover and understand cost shortfalls and potential financial credits. The complexity of this task varies by organization, but typically requires an understanding of specific unit overages and underages such that PLC can determine opportunities for lateral distribution (essentially “smoothing out” peaks and valleys into a more consistent, forecast-able inventory stream).

Cost-Capability analysis begins with the identification of net assets across an organization and the selected level of aggregation of the unit(s) being analyzed. From there, PLC can identify cost build-ups and isolate gaps based on Authorized Acquisition Objectives (AAO), equipment density goals, and actual on-hand (O/H) quantities. Further analysis shows the costs of filling gaps based on supply sources and distribution methods.

PLC analyzes and highlights equipment life cycle criteria to determine the factors / characteristics that influence and ultimately drive an organization's overall readiness. This task delves into the specifics of the items being analyzed and varies greatly depending on their function and availability. By determining the negative impact equipment life cycle has on materiel readiness (R-rating) and supply readiness (S-rating), PLC can give decision makers the ability to drill down into their combined, integrated data and determine which items wield the greatest amount of leverage and potential for management control.

Data requirements for readiness driver analysis include (but are not limited to) the initialization data set, which consists of supply chain, personnel, and equipment data; hierarchical information for units across the organization; TFMS - people (T/O) and equipment (T/E) for selected organizations; transactional supply, maintenance, and transportation (delivery) data.