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......Applying Leagility to the USMC Transition
The USMC (Marines) move away from their iron mountain approach to supply chain management to the embracing of lean manufacturing processes in conjunction with agile-based frameworks show they are on a strategic growth path to creating a leagility-based supply chain. As had been noted in the discussion of the Marines supply chain transition, they cannot afford stock-outs and often had created multiple inventory positions throughout their supply chains to ensure in-stock availability of all materials. Inevitably parallel supply chains began to emerge, some formal, some ad hoc, yet all aimed at creating more responsiveness to the front lines. The use of decoupling strategies within the Marines supply chain requires more intensive supply chain planning and optimization to be effective as is shown by the extent of coordination necessary for these integration points to be effective (van der Vorst,van Dijk,Beulens, 2001). The challenge for the Marines will be to create more of an entire supply chain framework that will allow for hybrid supply chain strategies that include flexible decoupling points across key suppliers while also maintaining the quantitative performance gains accomplished (Naylor,Mohamed, Berry, 1999). The development of entirely new processes in the Marines that supports

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