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As part of continuing Army efforts to streamline supply chain business processes and practices, the Program Executive Office Enterprise Information Systems (PEO EIS) assumed operational control of the Logistics Modernization Program (LMP) in March from the Army Materiel Command.

LMP is a key component of the Single Army Logistics Enterprise (SALE), which is the Army’s larger vision for integrating its major logistics systems and processes. Since PEO EIS already managed several other enterprise resource planning (ERP) programs [Global Combat Support System-Army (Field/Tactical), Product Lifecycle Management Plus, and General Fund Enterprise Business System], consolidation of LMP with those programs under PEO EIS will facilitate integration of the programs and contribute to successful creation of the SALE.

One of the Army’s largest and most comprehensive business transformation and technological modernization efforts, LMP provides the systems and processes to support all aspects of the Army’s national- and installation-level logistics. When fully deployed, LMP will integrate procurement, asset management, depot maintenance planning and execution, financial management, ammunition manufacture and maintenance, requisition processing, and long-term supply planning for an inventory of up to 6 million items and $40 billion in goods and services annually. Ultimately, LMP will help manage a supply chain serving 50,000 vendors and up to a million customers.

LMP is already serving the Warfighter. Since 2003, LMP users at 12 locations have been able to release, track, and deliver supplies to troops in Afghanistan, Iraq, and other locations around the world. Most importantly, LMP does this faster and more efficiently than the Army’s legacy systems.

The 12 locations now using LMP are the Army Communications-Electronics Life Cycle Management Command (C–E LCMC) at Fort Monmouth, New Jersey; the C–E LCMC Communications Security Logistics Activity at Fort Huachuca, Arizona; the garrison at Fort Monmouth, New Jersey; Tobyhanna Army Depot, Pennsylvania; the Army Materiel Systems Analysis Activity at Aberdeen Proving Ground, Maryland; the Army Security Assistance Command headquarters at Fort Belvoir, Virginia, and activities at New Cumberland, Pennsylvania, and St. Louis, Missouri; Defense Finance and Accouning Service (DFAS)-Indianapolis, Indiana, and DFAS operating locations at Rock Island, Illinois, and St. Louis, Missouri; and the Clothing and Heraldry Product Support Integration Directorate of the Soldier-Biological-Chemical Operations Directorate, Tank-automotive and Armaments Command, at Philadelphia, Pennsylvania. Future LMP deployments are planned at the Army Materiel Command’s remaining commands and depots during the next 5 years.

More information about LMP is available by calling the LMP Project Office at (856) 988–4727.


The 1st Corps Support Command (COSCOM) was inactivated on 18 April at Fort Bragg, North Carolina, marking the end of nearly 34 years of logistics support to the XVIII Airborne Corps and Fort Bragg. The same occasion marked the activation of the 1st Theater Sustainment Command (TSC).

Brigadier General Kevin A. Leonard, the 1st COSCOM commanding general, and Command Sergeant Major Luis Lopez, the 1st COSCOM command sergeant major, were joined by Lieutenant General John R. Vines, the commander of the XVIII Airborne Corps, in furling the 1st COSCOM colors.

Lieutenant General Steven Whitcomb, commander of Third U.S. Army and Army Central Command (CENTCOM), joined Leonard and Lopez in unfurling the colors of the 1st TSC. The 1st TSC is the first such command to exist in the Active Army. “We’re going from several thousand Soldiers down to about 400,” said Colonel Ferdinand Samonte, 1st TSC chief operations officer. “There’s no manual or doctrine on being a theater sustainment command,” he said. “[Young Soldiers] . . . will be at the forefront of Army change.”

Logisticians of the 1st TSC do not support the XVIII Airborne Corps and Fort Bragg as 1st COSCOM had done since 1972. Instead, they will, when deployed, supervise, observe, and contribute knowledge to other logistics units deploying to the CENTCOM theater of operations. The CENTCOM theater is under the control of the Third Army from Fort McPherson, Georgia. Its troops are stationed in Afghanistan, Egypt, Israel, Iraq, Kuwait, Qatar, Saudi Arabia, Uzbekistan, and other Middle
Eastern nations.

Other former 1st COSCOM units at Fort Bragg, such as the former 46th Corps Support Group and the Corps Distribution Command, also were inactivated as part of the transformation. Now, most logistics support is provided to the XVIII Airborne Corps by the 507th Corps Support Group, which will continue under the 1st TSC until it becomes an independent corps asset in October.

The most conspicuous change resulting from the transformation is that 1st TSC Soldiers do not wear the maroon berets worn by the Soldiers of airborne units because, unlike the former 1st COSCOM, the 1st TSC does not have airborne status. Instead, the 1st TSC Soldiers wear the standard black beret worn by most Soldiers throughout the Army.


Janice Heretick, Editor of Army Logistician, has accepted a position as the Deputy Secretary to the General Staff at the National Guard Bureau in Arlington, Virginia. During her tenure as editor, Janice transformed the bulletin and modernized its production processes. She expanded coverage to include more articles on joint logistics, instituted digital production, contracted for performance of the bulletin’s design functions, and developed the Army Logistician Web site. She earned the Secretary of the Army Award for Publication Improvements for 2003-2004 and managed an editorial staff that won three Secretary of the Army Awards for Army Editor of the Year within 7 years. Ms. Heretick joined the Army Logistician staff in 1989 and became the bulletin’s third editor in 1998. The staff of Army Logistician and the Army Logistics Management College wish her well with her new endeavor.


The American Defense Acquisition and Procurement Transformation (ADAPT) 2006 Conference will be held 18 and 19 July at the Westin Arlington Gateway in Arlington, Virginia. The conference will address efforts to transform Department of Defense acquisition and procurement business systems into an accountable, integrated,
end-to-end supply chain. To register on line or view a list of prospective speakers, visit the conference Web site, www.adapt2006.com.

Defense Finance 2006 will be held 17 to 20 July 2006, also at the Westin Arlington Gateway in Arlington. This conference is a senior-level forum for the exchange of ideas, best practices, and lessons learned that will facilitate the efficient transformation of financial operations in support of the warfighter. For more information and to register on line, visit the conference Web site, www.defensefinanceusa.com.


The U.S. Transportation Command (TRANSCOM) and the Defense Logistics Agency (DLA) recently established a new program office that unites TRANSCOM’s Global Transportation Network (GTN) program and DLA’s Integrated Data Environment (IDE) initiative. This partnership will increase logistics information sharing throughout the Department of Defense (DOD) by integrating defense supply chain-, logistics-, transportation-, and distribution-related data and information technology services. The new program office unifies IDE and GTN logistics, distribution, and transportation visibility efforts. Its goal is to eliminate redundancy, streamline access to data, and optimize resources.

Partnering the two programs will provide common integrated data services to assist with the development of applications that will give combatant commands, the services, DOD, and other Federal agencies a cohesive solution for managing supply chain, distribution, and logistics information. It will provide a single point of systems data integration between TRANSCOM and DLA and with other systems; ensure consistent access to common, authoritative logistics data; and provide reliable information for TRANSCOM, DLA, and their customers.

To smooth the integration process, both programs have been placed under a single program executive officer at DLA. The program manager is an Army officer assigned to TRANSCOM.


The Chief of Staff of the Army recognized top logistics performers at the second annual Combined Logistics Excellence Awards ceremony on 18 May. The awards presented were the Deployment Excellence Award, the Army Award for Maintenance Excellence, and the Supply Excellence Award.

The Deployment Excellence Award winners are—

Operational Deployment
Small Unit. B Company, 1–35 Armor Battalion, 1st Armored Division, Aschaffenburg, Germany.
Large Unit. 426th Brigade Support Battalion, 101st Airborne Division (Air Assault), Fort Campbell, Kentucky.

Active Army

Supporting Unit. 832d Transportation Battalion, Jacksonville, Florida.
Small Unit. 305th Quartermaster Company, Yongsan, Korea.
Large Unit. 40th Signal Battalion, Fort Huachuca, Arizona.

Army National Guard
Supporting Unit. Joint Force Headquarters-Florida, St. Augustine, Florida.
Small Unit. D Company, 113th Aviation Regiment, Reno, Nevada.
Large Unit. 1st Battalion, 151st Infantry Regiment, Indianapolis, Indiana.

Army Reserve
Supporting Unit. Headquarters and Headquarters Company, Army Civil Affairs and Psychological Operations Command, Fort Bragg, North Carolina.
Small Unit. 828th Quartermaster Company, Wilkes-Barre, Pennsylvania.
Large Unit. 483d Transportation Battalion, Vallejo, California.

All Army
Installations. Fort Hood, Texas.

The Army Award for Maintenance Excellence winners are—

Active Army Modification Table of Organization and Equipment (MTOE)
Small Unit. Headquarters and Headquarters Detachment, 728th Military Police Battalion, Camp Walker, Korea.
Medium Unit. 297th Transportation Company, Fort Hood, Texas.
Large Unit. 5–52 Air Defense Artillery Battalion, Fort Bliss, Texas.

Active Army Table of Distribution and Allowances (TDA)
Small Unit. Maintenance Activity Vilseck, Germany.
Medium Unit. 58th Transportation Battalion, Fort Leonard Wood, Missouri.
Large Unit. Maintenance Activity Kaiserslautern, Germany.

Army National Guard MTOE
Small Unit. 540th Quartermaster Company, Lenoir, North Carolina.
Medium Unit. 1454th Transportation Company, Concord, North Carolina.

Army Reserve MTOE
Small Unit. Headquarters and Headquarters Detachment, 213th Quartermaster Battalion, Wausau, Wisconsin.
Medium Unit. 354th Medical Company, Seagoville, Texas.
Large Unit. 643d Area Support Group, Whitehall, Ohio.

The winners of the Army Supply Excellence Award are—

Active Army
Company, Battery, Troop, Detachment. 82d Airborne Division Band, Fort Bragg, North Carolina.
Battalion, Squadron. 58th Signal Battalion, Okinawa, Japan.
Small TDA Unit. Headquarters Operations Company, 527th Military Intelligence Battalion, Camp Humphreys, Korea.
Large TDA Unit. Maintenance Activity Mannheim, Germany.
Property Book. 58th Signal Battalion, Okinawa, Japan.
Supply Support Activity (SSA) MTOE. 26th Quartermaster Supply Company, Hanau, Germany.
SSA TDA. Aviation Center Logistics Command, Fort Rucker, Alabama.

Army National Guard
Company, Battery, Troop, Detachment. Headquarters and Headquarters Detachment, 733d Quartermaster Battalion, Delavan, Illinois.
Battalion, Squadron. 43d Army Band, Lincoln, Nebraska.
Small TDA Unit. 209th Regional Training Institute, Camp Ashland, Nebraska.
Property Book. Joint Force Headquarters-Jackson, Mississippi.
SSA TDA. U.S. Property and Fiscal Office, Supply and Services Division
(Joint Force Headquarters), Springfield, Illinois.

Army Reserve
Company, Battery, Troop, Detachment. Headquarters and Headquarters Company, 353d Civil Affairs Command, Staten Island, New York.
Battalion, Squadron. Headquarters and Headquarters Company, 412th Civil Affairs Battalion, Whitehall, Ohio.
Small TDA Unit. Reserve Support Detachment-South, Vicenza, Italy
Large TDA Unit. Equipment Concentration Site 66, Fort Leonard Wood, Missouri.
Property Book. 643d Area Support Group, Whitehall, Ohio.
SSA TDA. 854th Quartermaster Company, Logan, Utah.


The Natick Soldier Center (NSC) at the Army Soldier Systems Center, in cooperation with the American Sheep Industry Association and the American Wool Council, is developing a family of woolen, flame-resistant woven and knitted fabrics. The new fabrics may prove to be a safe replacement for synthetics such as polyester and nylon, which melt when exposed to flame. The synthetic fabrics are popular because of their perspiration-wicking properties.

The Marine Corps recently banned the wear of clothing made of synthetic materials by troops conducting operations in Iraq. The ban was prompted by serious burn injuries sustained when Marines and Soldiers were exposed to heat and flames. In some cases, their clothing melted and fused with their skin, compounding already serious injuries.

According to NSC textile technologist Carole Winterhalter, the woven fabrics being developed will be suitable for combat uniforms and other protective clothing. The new, washable fabrics will provide a low-cost alternative to existing military flame-resistant fabrics and offer flame and camouflage protection, she said. The woven fabrics are scheduled to be available to Soldiers later this year.

A flame-resistant knitted fabric made of 50 percent wool and 50 percent aramid is also under development for use in manufacturing underwear, hand wear, and headwear. (Aramid is a strong, fire-resistant fiber that is commonly known by its DuPont trade name, Kevlar.) Adding wool to aramid will increase comfort while maintaining the thermal protection provided by 100-percent aramid fabric. The blend will also cost less than the aramid fabric alone.


In February, the Defense Logistics Agency’s (DLA’s) Defense Distribution Center (DDC) opened a theater consolidation and shipping point (TCSP) at Camp Arifjan, Kuwait. The TCSP’s staff of military, civilian, and contractor personnel will consolidate and segregate shipments from multiple sources and prepare them for shipment directly to customers.

DDC’s presence in Southwest Asia began with a request from the U.S. Central Command (CENTCOM) for DLA to provide wholesale distribution support in theater in order to reduce customer wait time and transportation costs and improve overall readiness. In December 2002, DDC established a forward site in Bahrain to pre-position items needed during Operations Enduring Freedom and Iraqi Freedom. That site was able to avoid spending more than $30 million dollars in transportation costs in 1 year of operation.

CENTCOM requested a permanent DLA distribution facility in Kuwait in 2003. This was accomplished using a three-phased approach that began in May 2004 with dedicated support of shipments from DDC’s distribution facility in Germany. In September of that year, DLA established an interim contingency contract operation in Kuwait, which became operational when DDC activated the Defense Distribution Depot Kuwait, Southwest Asia, or DDKS. After open competition, a contract was awarded in August 2005 to Public Warehousing Company. Since the DDKS opened, DDC’s total cost avoidance for air transportation is more than $290 million.

With the recent installation of the Distribution Standard System (DSS), the TCSP is now providing greater in-transit visibility of cargo, allowing DDC to further streamline processes and improve support to theater customers.


A “fly-away team” from the 503d Maintenance Company’s automotive platoon recently demonstrated the ability of mobile maintainers to take service to customers in the field. The seven-member team deployed from the platoon’s usual facilities at Logistics Base Seitz in Iraq to Forward Operating Base Falcon to add new combat locks and gunner restraints to high-mobility, multipurpose wheeled vehicles (humvees) of the 4th Brigade Combat Team (BCT), 4th Infantry Division. The fly-away team taught 4th BCT mechanics how to install the upgrades while helping to reduce their workload.

Customers usually have to travel to the location of their supporting maintenance personnel to obtain equipment enhancements, thereby putting their vehicles and crews at risk from attacks while in transit. The use of fly-away teams spares customers from the dangers that can be encountered in traveling on Iraqi roads. As the team’s noncommissioned officer in charge, Staff Sergeant John Mickens, commented, “The benefit of fly-away teams is that the customer doesn’t have to go into harm’s way to get safety upgrades. We come to them and it’s easier for them.” Bringing the teams to customers also reduces the time that vehicles awaiting upgrades are idle.

Additional fly-away teams work on Forward Operating Bases Prosperity, Rustamiyah, and Iskan, with a team scheduled to work at Mahmudiyah in the future.


The Joint Staff and the U.S. Joint Forces Command (JFCOM) have implemented a new Web-based system for tracking bilateral logistics support agreements between the United States and allied nations. The ACSA [acquisition cross-servicing agreements] Global Automated Tracking and Reporting System (AGATRS) allows the Joint Staff, combatant commands, and service component to improve visibility and management of ACSAs.

While the United States has executed ACSAs with other nations since the 1980s, no system existed to manage the agreements. The need for an ACSA management system became clear from experiences early in Operation Iraqi Freedom (OIF). According to Karl Speights of JFCOM, “Coming out of [OIF], we learned that logistics visibility was poor and components going into OIF were not fully trained on the ACSA program. They didn’t fully understand how to use the ACSA to exchange supplies and services with coalition partners.”

ACSAs permit the United States to trade with other nations for logistics support, supplies, and services using equal exchanges, replacements in kind, or cash payments. Speights observed, “In many ways, ACSAs promote our working better together as coalition partners. It helps us reduce our logistics footprint because, if we can count on another nation to provide something, we don’t necessarily have to bring that capability with us.”

AGATRS incorporates a large library of ACSA data, advanced reporting capabilities that can be customized by the user, transaction histories, and cross-references to other supply and financial systems.

Development of AGATRS began in 2004, and a test version was available last November. JFCOM is now training service personnel to use the system.


Department of Defense (DOD) EMALL customers now have a group to represent them and provide input about customer needs and issues to the Defense Logistics Agency’s Defense Logistics Information Service. The group will meet quarterly to assess DOD EMALL’s current capabilities, to identify user interface concerns and system problems, propose new system functions, and address specific user issues. The first group meeting in Charleston, South Carolina, in late February included representatives from a variety of Federal agencies and military services.

The group was established at the request of the Joint Requirements Board (JRB), the DOD-led group that oversees DOD EMALL system requirements. Its goal is to ensure that DOD EMALL is the system of choice for obtaining goods and services to meet specific customer needs.

“The user’s group membership should consist of actual users from all organizations with different roles within EMALL–shoppers, orderers, [and] supervisors,” said Diana Robinson of the Defense Logistics Information Service DOD EMALL program office. “We want . . . the group to have balanced representation.”

User group members can use JIRA software—an issue-tracking and project-management application—to record new system issues and add comments on existing issues. The issues will be reviewed and prioritized by the DOD EMALL program managers. Proposed system changes will be forwarded to the JRB for review and funding prioritization.

For information on contacting organizational representatives in the users group or to volunteer as a representative, call (269) 961–5539 or (703) 767–1497 or send an email to diana.robinson@dla.mil or vicki.christensen@dla.mil.



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