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ALOG News

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ALOG NEWS
LOGISTICS UNITS MOVE AS PART OF BASE CLOSURE AND REALIGNMENT IN EUROPE

Organizational changes and relocations in U.S. Army Europe (USAREUR) will affect a number of logistics units. The 2009 transformation plan will inactivate the 1st Armored Division Support Command in Wiesbaden, Germany, and move the 405th Army Field Support Brigade headquarters and its associated logistics assistance representatives from Seckenheim, Germany, to Kaiserslautern, Germany. Also moving to Kaiserslautern will be the 409th Contracting Support Brigade, the Civilian Human Resources Agency-Europe Region, and the Army Contracting Command, which are now located at Seckenheim. The Regional Contracting Office and 635th Movement Control Team will move from Wiesbaden to Kaiserslautern. The 720th Ordnance Company in Mannheim, Germany, will convert to a modular company. The 109th Transportation Company and the 606th Movement Control Team from Mannheim will return to the United States, as will the 495th Movement Control Team from Vicenza, Italy.

The headquarters of the 7th Army Reserve Command in Kaiserslautern will convert to the 7th Civil Support Command.

These logistics changes are part of the larger conversion of USAREUR headquarters to the 7th Army headquarters. The deployable field Army headquarters will be capable of expeditionary full-spectrum operations and command and control while it continues to serve as the Army service component command of the U.S. European Command. The unit will relocate from Heidelberg, Germany, to Stuttgart, and V Corps headquarters in Heidelberg will inactivate.

USAREUR will tentatively complete realignment in the 2012 to 2013 timeframe if no further modifications are made to the transformation plans.

CONSEQUENCE MANAGEMENT RESPONSE FORCE ASSIGNED TO NORTHERN COMMAND

The first of three Department of Defense CBRNE [chemical, biological, radiological, nuclear, and high-yield explosive] Consequence Management Response Forces (CCMRFs) is ready to respond in support of U.S. domestic operations or disasters. The unit of 4,700 joint personnel was stood up on 1 October. According to Air Force General Gene Renuart, commanding general of the U.S. Northern Command (NORTHCOM), this CCMRF is trained, organized, equipped, and has sufficient command and control to respond to large scale CBRNE events within 48 hours.

The CCMRF’s capabilities include search and rescue, decontamination, medical, aviation, communications, and logistics support. Each team will have three task forces—operations, medical, and aviation—that have their own operational focus and skill sets. While civilian consequence managers will lead the way in responding to a domestic emergency, the CCMRF is the military’s response. The team is training with first responders and the Federal Emergency Management Agency to ensure integrated support.

In order to shorten response time to authorize the use of a CCMRF in a homeland emergency, the units will report directly to NORTHCOM at Peterson Air Force Base, Colorado.Though the first CCMRF is a joint unit, it falls under the operational control of NORTHCOM’s Joint Land Force Component Command, U.S. Army North, in San Antonio, Texas.

ARMY FORCE GENERATION DOMINATES DISCUSSION AT AUSA MEETING

Army Force Generation (ARFORGEN) was a key topic in the discussions concerning modular unit readiness at the Association of the United States Army annual meeting and exposition, held 6 to 8 October in Washington, D.C.

During the session on “Enterprise Logistics,” Lieutenant General Ann E. Dunwoody, deputy commanding general of the Army Materiel Command (AMC), said that AMC has two key missions driving it in regards to ARFORGEN: providing support that is more effective to operational units and meeting the imperatives given by the Chief of Staff of the Army, General George Casey, to sustain, prepare, reset, and transform the force.

To accomplish these missions, AMC has three Army field support brigades in the theater involved in equipment distribution and reset. A pilot program is allowing units to turn in equipment for reset before returning home. This reduces the turn-around time on equipment repair and redistribution and protects the short time Soldiers have at home before they have to prepare for additional deployments. Lieutenant General Dunwoody said that Army depot realignments have also bolstered repair capacity within the AMC, improving capabilities threefold.

Lieutenant General Stephen M. Speakes, Deputy Chief of Staff, G–8, Department of the Army, said that more changes are needed to keep up with the high operating tempo of today’s environment. New equipment production has not caught up with growth in the Army. Deployed unit equipment levels exceed modification table of organization and equipment requirements for certain items, and funding for resets continues to come in the form of supplemental funds.

Lieutenant General Mitchell H. Stevenson, Deputy Chief of Staff, G–4, Department of the Army, agreed. “We have enjoyed supplemental funding throughout this war, and we know that we are going to continue to need to get supplemental funding, but at some time that supplemental funding is going to be less than it is today.” Lieutenant General Stevenson said those in the logistics community will have to understand how to configure budget requests in a way that Congress will accept. “That is very much on our minds and the subject of how we build the POM [Program Objective Memorandum].”

Lieutenant General Speakes said funding would need to continue “for as long as Soldiers are deployed plus 2 to 3 years.” Other important goals include fully equipping units that will aid in homeland security and hazardous response missions stateside, finishing the “Grow the Army” initiative, and funding future force initiatives to turn them into current force realities.

Brigadier General Rodney Anderson, Director of Force Management under the Deputy Chief Staff, G–3/5/7, Department of the Army, who was previously deployed to Afghanistan with the 82d Airborne Division, addressed challenges of ARFORGEN that he observed first hand. “First, we must continue to mature the network and the strategy of supporting units forward by essentially a network of logisticians linked to the industrial base. We’ve got to continue expanding the lessons and integrating other aspects of ARFORGEN . . . We’ve got to bring manning into the ARFORGEN cycle and mature the manning to the same level that the equipping is today.” Brigadier General Anderson said that we must also build sustainment capacity in coalition and national forces that we support. Lastly, he noted that streamlining and automating property accountability, especially at the company, battery, and troop levels, is “something that would go a long way in maintaining good visibility and be of great assistance to local leaders.”

Lieutenant General Stevenson observed that ARFORGEN readiness has improved with changes in accountability, saying that strategic partnerships with the Defense Logistics Agency and the U.S. Transportation Command have shortened the time it takes to reset equipment. He said properly positioning stocks will also continue to reduce transportation costs.

ADDENDUM

The Soldiers on the cover of the November–December 2008 issue are from the 39th Transportation Battalion, Deployment Processing Center, 21st Theater Sustainment Command.

RECENTLY PUBLISHED DOCTRINE

Joint Publication (JP) 4–0, Joint Logistics, is the keystone document for Department of Defense (DOD) joint logistics doctrine. Its contents apply to the Joint Staff, combatant commanders, subunified commands, joint task forces, subordinate components of these commands, the armed services, and combat support agencies. Changes to the document describe the concept of the joint logistics environment and joint logistics imperatives, the U.S. Transportation Command as the distribution process owner, the U.S. Joint Forces Command as the joint deployment process owner, the DOD supply chain, and multinational and interagency arrangements. The manual also describes the characteristics of joint logisticians, outlines core logistics and subordinate functional capabilities, and introduces joint logistics planning considerations.

Two appendices have been added to the publication: one covers joint logistics roles and responsibilities, and the other covers supply commodity executive agents. JP 4–0 includes discussion on joint logistics planning and execution, organization and control options, revised guidance on authorities and responsibilities, and a revised appendix on joint logistics boards, offices, centers, cells and groups. This revision discontinues the use of the functions of logistics, the elements of the logistics process, and critical logistics enablers and deletes chapters on joint theater logistics and conflicts in the theater.

Field Manual (FM) 4–20.07, Quartermaster Force Provider Company, serves as an operational guide for leaders in Force Provider companies on critical wartime tasks and gives those working closely with a Force Provider company an understanding of the unit’s mission essential task list. The FM covers the structure, operations, and environmental responsibilities of Force Provider companies. FM 4–20.07 is only available in electronic form.

FM 6–01.1, Knowledge Management Section, is the first step in incorporating knowledge management (KM) into Army doctrine. FM 6–01.1 provides the procedures needed to “effectively integrate KM into the operations of brigades, divisions, and corps,” discusses KM’s role in the operational Army and Army Force Generation, and presents emerging Army KM requirements. FM 6–01.1 also states that corps operations, command and control, and planning doctrine will soon incorporate KM. Feedback from the use of FM 6–01.1 and KM in ongoing operations will be incorporated into planning and command and control doctrine that will guide the development of an overarching KM field manual in the future.

UNMANNED AERIAL SYSTEM TESTED FOR LOGISTICS RESUPPLY MISSIONS

The Aviation Applied Technology Directorate of the Army Research, Development, and Engineering Command at Fort Eustis, Virginia, teamed up with Lockheed Martin Systems Integration–Owego and Kaman Aerospace Corporation in April 2008 to test the ability of the K-Max optionally piloted aircraft to work as an unmanned aerial system (UAS) carrying supplies to units. If UASs performed resupply missions, CH–47 Chinook and UH–60 Black Hawk helicopter pilots could focus on the important mission of troop movement. The K-Max provides the option to use an onboard pilot if one is available, but it can also be controlled by a ground operator.

The commercially available aircraft features intermeshing rotors (a set of two rotors turning in opposite directions, mounted so they overlap
without colliding) that eliminate the need for a tail rotor. The aircraft is capable of carrying a 6,000-pound external load at sea level and can carry up to four separate loads of 1,500 pounds for release at separate locations.K-Max uses global positioning systems to find resupply delivery locations. The ground operator can either preprogram the locations or insert the location in real time while the aircraft is in flight. The Lockheed Martin technology used for mission management translates the ground controller’s objectives into mission-executable plans, provides for unmanned flight, and understands and reacts to the dynamic battlefield environment and updated threat locations.

The technology demonstration at Fort Eustis was based on a number of previous science and technology programs. During the demonstration, researchers used the K-Max to take off without onboard safety pilot involvement, depart to a remote load pickup area and coordinate load pickup and delivery where the remote operator was able to position the aircraft over two loads using a downward facing camera and cues from personnel on site. From that point, the controller rerouted the mission to accommodate drop location updates and new threat indications, handed off control to a second operator in a remote location, dropped two 1,500-pound sling loads, and landed the aircraft without onboard pilot involvement.

An Army Aviation and Missile Research, Development, and Engineering Center project with Kaman Aerospace for this year will concentrate on expanding the loaded flight weight limits, speed, and availability. Lockheed Martin is planning to convert the optionally piloted K-Max to a fully autonomous aircraft and is exploring the use of multiple unmanned K-Max to conduct a resupply mission.

 

PROFESSIONAL DEVELOPMENT

NEW PROPERTY ACCOUNTABILITY TEAM ADDRESS CRITICAL ISSUES

The Army Deputy Chief of Staff, G–1, has approved a proposal from the Army Combined Arms Support Command to create a skill identifier for personnel who have attended the Theater Logistics Studies Program (TLog) and to code positions in the force structure for those graduates. Logistics officers who receive the new skill identifier, P1, will be slotted into logistics positions in operational logistics units, such as theater sustainment commands, expeditionary sustainment commands, and sustainment brigades, or on joint and multinational staffs.

Establishment of the skill identifier will allow effective tracking of graduates and position requirements, ensuring career-long use of the graduates’ knowledge, skills, and abilities.

The Army Logistics Management College at Fort Lee, Virginia, offers TLog to logistics officers in the ranks of O–3 and above who have at least 7 years of service and civilians in the grades of GS–13 and above with at least 5 years of logistics experience. Warrant officers can attend TLog by exception. For more information, view the ALMC course catalog online at www.alu.army.mil/ALMC_CATALOG.PDF.

COLLECTIVE TASKS FOR SUPPORT UNITS NEEDED FOR MAJOR COMBAT OPERATIONS

The Army Combined Arms Support Command is asking current and former commanders, staffs, and leaders of brigade support battalions (BSBs) and forward support companies (FSCs) to help identify the collective tasks that should be emphasized under major combat operations conditions. The command is especially interested in BSB and FSC tasks for units supporting heavy, infantry, and Stryker brigades. The tasks will be used next summer to set the conditions for a new scenario that supports major combat operations training at the maneuver combat training centers.

Other individuals with experience or interest in these collective tasks are encouraged to submit input as well. To view what has been documented and to submit questions, comments, and recommendations, readers may visit the “BSB/FSC Unit Tasks for Major Combat Operations” discussion area located online at https://forums.bcks.army.mil.aspx?id=662351.

ARMY WAR COLLEGE SPONSORS STRATEGIC LANDPOWER ESSAY CONTEST

The Army War College and the Army War College Foundation are holding their 2009 edition of the Strategic Landpower Essay Contest. The competition is designed to advance the professional knowledge of the strategic role of landpower in joint and multinational operations. This year’s essay topic is “Perspectives on Stability Operations nd Their Role in U.S. Landpower.”

The Army War College Foundation will award $3,000 to the author of the best essay, $1,500 to the second place writer, and $500 to the third place winner. Anyone is eligible to enter and win the contest except those involved in the judging.

Essay entries must be original and not previously published and should not exceed 5,000 words. For more information or for a copy of the essay contest rules, writers should contact Dr. Michael R. Matheny at the college’s Department of Military Strategy, Planning and Operations by telephone at (717) 245–3459 or DSN 242–3459 or by email at michael.matheny@us.army.mil. Submissions must be postmarked on or before 17 February 2009.

 

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