Featured Customer Success Story

Client: The United States Army



In 2006, the Army replaced the Cold War-era linear readiness and deployment model with ARFORGEN (Army Force Generation) a "supply-based model" that builds unit readiness over time. The Army has systems for organizing, staffing, equipping, training, deploying, sustaining, modernizing and mobilizing – however, these systems are not, in themselves, self-synchronizing.

Each year, the Army accesses (graduates and assimilates into the Army ) more than 7,000 officers from across several commissioning sources - West Point, the Reserve Officer Training Corps (ROTC), and Officer Candidate School (OCS), to meet the national security needs of the Army and the Nation. After graduation and commissioning, each of these officers negotiates a customized training pipeline to complete their military specialty technical training. Upon completion of this training, they join their assigned unit during its current readiness cycle.

As the Army made the recent transition to the new ARFORGEN readiness model, it became evident that a greater level of precision was necessary in placing newly commissioned officers into deploying units. Due to training allocation and scheduling business rules, there were examples of Lieutenants, assigned to lower priority units, attending specialty training well before Lieutenants assigned to higher priority units. U.S. Army Accessions Command requested development of an enterprise-level model that could highlight current process inefficiencies and facilitate "what if" analysis of revised policies or adjusted business rules.


U.S. Army Accessions Command requested development of a model of the current officer accessions flow to both highlight the current process and facilitate exploration of the following research questions:

  • Can changes in training capacity improve key enterprise performance metrics?
  • Can adjustments to course allocations and scheduling business rules improve key enterprise performance metrics?
  • What impacts do adjustments in the accessions commissioning date profile have on key enterprise performance metrics?


  • Making a 20% shift in ROTC commissions from May to December will allow the Army to meet its goal wait time of 90 days.
  • 60,000 staff-days in idle time can be saved by a 5% increase in capacity for training sources.
  • Identified changes such that unit priority Basic Officer Leadership (BOLC-B) training scheduling can get ROTC officers to their units 2.5 weeks earlier.

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