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Supplying the Forces
While Rightsizing Ammunition
Storage Activities

The 3d Sustainment Brigade’s class V section improved the management
of excess and unserviceable ammunition and completed the retrograde, cross-leveling,
and demolition of ammunition while supporting the drawdown of forces in Iraq.

The 3d Sustainment Brigade support operations class V (ammunition) section provided oversight
and management and planned the responsible drawdown of ammunition for the corps storage area
(CSA), ammunition supply point (ASP), and seven ammunition transfer holding points (ATHPs) in U.S.
Division North (USD–N) and U.S. Division Central (USD–C).

During Operation Iraqi Freedom 10–11 and Operation New Dawn, the class V section coordinated and provided oversight for the movement and resupply of ammunition from the ammunition storage activities (ASAs) throughout the area of operations. The section developed plans, policies, programs, and procedures for the class V wartime mission and future operations. It was responsible
for managing retrograde, redistribution operations, and common-item support with the other services.

The class V section was manned with Soldiers with military occupational specialties 890A (ammunition warrant officer), 89B (ammunition specialist), and 89A (ammunition stock control and accounting specialist). Throughout the deployment, the section provided support to seven brigade combat teams (BCTs), six advise and assist brigades, and two combat aviation brigades, including
air assault, Armor, cavalry, Aviation, and Engineer units. The class V section verified that all subordinate units continuously possessed the proper combat load and ensured that the supporting ASAs maintained a current site license.

The section successfully provided ammunition support to more than 100 units in USD–N and USD–C. Simultaneously, it supported the retrograde of more than 3,000 tons of ammunition valued at $278 million to Kuwait and cross-leveled 1,020 tons of ammunition from Iraq to Afghanistan in support of Operation Enduring Freedom.

Reducing Class V in Iraq
While rightsizing ASAs, the class V section continuously anticipated and adapted to changing circumstances. Executing the class V reduction in Iraq and moving the past 7 years’ accumulation of ammunition was a mission in itself. The section developed a plan and supervised the closure of one ATHP and the conversions of the theater’s only CSA to an ASP, an ASP to an ATHP, and four ATHPs
to four basic load ammunition holding areas.

During the conversions and rightsizing of ASA operations, the section realized that the contractor, KBR, which had been assisting with daily ammunition operations, was removed from the CSA and ASP prematurely. The workload at the time was equivalent to when the CSA was operated by a company-sized element with KBR augmentation during the 2008 surge. The heavy and medium platoon operations at the ASP would need to be augmented.

During the initial phase of the responsible drawdown of forces from Iraq, the class V section played an integral role in setting the conditions and reconfiguring the class V structure. The section was able to redistribute 8 million rounds valued at $10 million to an enduring ASA. The closure of the ATHP enabled the commanders to use the closed site as a consolidated multi-unit ammunition holding area to reduce the explosive storage site footprint.

To better support the using units, the section restructured and streamlined the ammunition shipping process to fill ammunition requests by coordinating with the 3d Sustainment Brigade’s transportation section and movement control battalion. The restructure decreased customer resupply wait time from 20 days to 5 days.

Because of the section’s proficiency in Standard Army Ammunition System–Modernization (SAAS–MOD), it was able to issue 1,300 lateral transfer directives (LTDs) and track and manage the retrograde of class V. Once they were created using SAAS–MOD, the LTDs were exported into a Microsoft Excel “.slk” file and emailed to all parties involved.

The section also maintained asset visibility of ammunition using SAAS–MOD, the Total Ammunition Management Information System (TAMIS), the Munitions Report, and the Battle Command Sustainment Support System (BCS3). Incorporating these multiple systems July–August 2012 11
improved forecasting and consumption analysis for 25 mission-critical Department of Defense identification codes (DODICs). Analyzing the expenditures daily using a logistics status report or BCS3 and requiring ammunition managers to submit a monthly expenditure report ensured that the remaining ASAs effectively supported the units’ requirements.

How It Was Done
The class V section’s Soldiers proactively assisted incoming and outgoing units in all facets of ammunition operations. They reviewed, validated, and approved ammunition requests. Remarkably, the section managed more than 5,000 tons of ammunition valued at more than $365 million. It tracked 2,500 LTDs moving through the Iraq joint operations area, totaling 1,000 tons of mmunition.
The section also revised ammunition procedures in order to resupply units that no longer had an ATHP.

The class V section continued to evaluate the stockage objective for the remaining ASAs against the units’ combat load requirements as BCTs transitioned to advise and assist brigades. The section’s meticulous attention to detail enabled it to predict call-forward requirements so units would not fall below 75 percent of their authorizations for critical ammunition. This ensured a constant flow of ammunition resupply throughout USD–N and USD–C.

In determining the call-forward requirements, the section compared the ASAs’ stockage objectives and the lot locators generated using SAAS–MOD, the ASAs’ on-hand quantities, the unit’s authorization, the unit’s on-hand quantities, and the mission. The section tracked the unit’s on-hand quantities and expenditure rate using a logistics status report, BCS3, and TAMIS to collect data on expenditure reporting. Analyzing the collected data provided a common operational picture for future requirements and helped to determine delivery time.

In an effort to reduce excess stocks above approved stockage objectives, the section analyzed mission requirements. It was imperative for units to accurately account for the ammunition they had on hand. This information provided ammunition managers with a current common operational picture. As the force structure was reduced, class V stocks were also reduced to levels required to accomplish ongoing missions without interruption.

The reduction of class V occurred in five phases. The first three phases included retrograding unserviceable ammunition to the demilitarization site in Iraq, retrograding ammunition not expended in the last 12 months, and retrograding ammunition with no current stockage objective to Kuwait. The last two phases included retrograding ammunition in excess of stockage objectives and in
excess of critical DODICs.

Contingency stocks were requisitioned, configured, and pre-positioned in order to support the maneuver force during contingency operations. Theater stocks were reduced by approximately 50 percent in 8 months in conjunction with the reduction of the force while the ASAs were rightsized to the required levels.

Training for the Job
To ensure that Soldiers managing and operating ASPs in the future are better prepared, leaders at all levels must ensure that they are thoroughly trained and cross-trained in the basic ammunition operations functions of forecasting, SAAS–MOD, expenditure reporting, munitions reporting, BCS3, and TAMIS. The Mobilization Ordnance Specific Training program (conducted primarily at Blue
Grass Army Depot, Kentucky) is designed to provide ammunition professionals with some of the necessary tools and instruction to help them succeed as ammunition advisers in theater. It includes refresher information, Army sustainment doctrine, and discussion of relevant lessons learned.

The Army Forces Command Standard Army Management Information System Mobile Training Team, offered through Cobham Analytic Solutions, also provides units with additional training on SAAS–MOD. The program includes a combined 40 hours of training on system administration
and ASP functional operations.

During its tour in Iraq, the class V section improved the management of excess and unserviceable ammunition and successfully closed one ATHP and converted the theater’s only CSA to an ASP, an ASP to an ATHP, and four ATHPs to basic load ammunition holding areas while supplying the forces with required munitions. This was done in conjunction with the retrograde of 5,044 tons of non-mission-essential ammunition to Kuwait, the crossleveling of ammunition to Afghanistan, and the demolition of unserviceable ammunition.

The class V section also provided invaluable insight when dealing with foreign military sales for other agencies. Forecasting and communication was the key to the overall success of the mission. Throughout the process, the Soldiers of the class V section were consummate professionals with unparalleled dedication to duty. They proved they were capable of managing the Army’s three
most precious commodities: Soldiers, time, and money.

Chief Warrant Officer 3 Cheryl D. Monroe is the 1st Theater Sustainment Command ammunition warrant officer at Fort Bragg, North Carolina. She has a bachelor’s degree in business administration from Fayetteville State University and an M.B.A. degree with an emphasis in human resources management from Webster University. She is a graduate of the Warrant Officer Staff Course, the Staff Operations Course (Phase I), the Contracting Officer’s Representative Course, and the Know ledge Management Program.


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