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The Military Surface Deployment and Distribution Command (SDDC) has become a major subordinate command of the Army Materiel Command (AMC). It continues to be the Army service component command to the U.S. Transportation Command (TRANSCOM).

SDDC had been a major Army command, or “MACOM.” However, under Decision Point 58 of the Army Command Plan, approved by the Secretary of the Army in October 2006, the Army eliminated the “MACOM” designation and replaced it with “Army command.” AMC, the Army Forces Command, and the Army Training and Doctrine Command are the only organizations designated as Army commands.

The change in the status of SDDC means that SDDC is under the administrative control of AMC but the operational control of TRANSCOM. SDDC will continue to provide end-to-end surface deployment and distribution support to TRANSCOM. According to the SDDC Chief of Staff, Colonel Timothy McNulty, “It’s important to note our [SDDC’s] service to the warfighters will not change under this change in command relationship. The change . . . will be transparent to the folks we support daily and to our workforce as well.”

The new arrangement will create a single Army integrator of logistics with joint and strategic partners, improve coordination of the distribution pipeline from the national sustainment base to deployed theater support units, improve projection of forces from the United States, and improve reset of forces after they return to their home stations.


The Army budget submitted to Congress in February requests $130.019 billion for fiscal year (FY) 2008. This is an increase of $19.928 billion, or 18.1 percent, over the request of $110.091 billion for FY 2007. The budget submission also seeks $140.666 billion for FY 2009. The Army budget constitutes 27 percent of the $481.4 billion requested for the Department of Defense.

The budget proposal is designed to support the goals of winning the Long War, sustaining the all-volunteer force, building readiness, accelerating modernization, and restationing of Army forces.

The budget calls for spending in the following major categories—

  • Military personnel: $46.193 billion in FY 2008 (an increase of 7.2 percent from the FY 2007 request) and $51.289 billion in FY 2009.
  • Operation and maintenance: $37.273 billion in FY 2008 (up 19 cent from FY 2007) and $39.952 billion in FY 2009.
  • Procurement: $23.753 billion in FY 2008 (up 54.3 cent) and 26.193 billion in FY 2009.
  • Research, development, test, and evaluation: $10.590 billion in FY 2008 (down 3.4 percent from FY 2006) and $9.794 billion in FY 2009.
  • Military construction: $4.563 billion in FY 2008 (up 69 percent) and $5.704 billion in FY 2009.
  • Family housing: $1.162 billion in FY 2008 (down 8.6 percent) and $1.481 billion in FY 2009.

The procurement request will support the acquisition in FY 2008 of—

  • 3,268 high-mobility, multipurpose wheeled vehicles (HMMWVs) for $596.6 million. All will be the armored M1151A1, M1152A1, and M1165A1 variants.
  • 2,862 Family of Medium Tactical Vehicles trucks and 1,563 trailers for $828.4 million.
  • 125 palletized load system (PLS) trucks; 1,412 PLS trailers; 1,650 container roll-on-roll-off platforms; 190 container handling units; and 2,524 Movement Tracking Systems, for $232.5 million.
  • 284 forward repair systems for $93.4 million. The forward repair system combines tools, diagnostic equipment, and heavy-lift capability in one package that brigade support battalions, field support companies, and maintenance field companies can use to provide forward maintenance support. Expanded use of the forward repair system will free units from having to use the M88 recovery vehicle as a repair vehicle.
  • 47 containerized kitchens for 11.5 million and 77 assault kitchens for $5.9 million. The containerized kitchen is replacing the mobile kitchen trailer, and the assault kitchen is replacing the kitchen, company level, field feeding enhanced.
  • 22 mobile integrated remains collection systems for $9.9 million. This will be the first acquisition of the mobile integrated remains collection system, which is a mobile facility that will be used for the initial processing and storage of remains on the battlefield.
  • 126 water purification systems for $42 million. These include 50 of the new lightweight water purification systems, which are designed for use during early-entry and similar forward-area operations.
  • 504 mobile maintenance equipment systems for 51.5 million. These systems, which include the shop equipment contact maintenance truck, standard automotive tool set, and shop equipment welding, improve on-site battlefield maintenance.
  • 1 joint high speed vessel for $210 million. The Army plans to acquire five joint high speed vessels by FY 2012 to support logistics over-the-shore, in-theater port control, and riverine logistics operations.

The budget requests no funds for further development and production of the Land Warrior system. However, the Army will continue to support the one Stryker battalion that has been equipped with Land Warrior.

The budget asks for $4.016 billion to execute 89 military construction projects designed to meet base realignment and closure requirements. Among these projects are construction of the Sustainment Center of Excellence and the Joint Center for Consolidated Transportation Management Training at Fort Lee, Virginia; construction of a new headquarters building for the Army Materiel Command at Redstone Arsenal, Alabama; movement of the Army Surface Deployment and Distribution Command from Alexandria, Virginia, to Scott Air Force Base, Illinois; and closure of Kansas Army Ammunition Plant and Lone Star Army Ammunition Plant, Texas.


Army Knowledge Online (AKO) is undergoing a transformation to support all Department of Defense (DOD) users. The result will be an adaptive and agile enterprise portal, called Defense Knowledge Online (DKO), that will facilitate knowledge management, collaboration, and information-sharing across DOD and other Government agencies. DKO initially will be built on the AKO unclassified portal. AKO is the largest and most mature of all DOD portals and currently supports nearly 2 million users.

The existing AKO Project Office serves as the foundation for the DKO Project Office. The DKO team is staffed with representatives from participating combatant commands, the military services, and Defense agencies. The team’s initial objectives are to facilitate the addition of joint access to the current AKO; migrate a limited number of joint users (150,000) and joint content; and support the expansion of AKO to DKO through pilot projects with the Joint Forces Command and the Defense Information Systems Agency (DISA).

When mature, DKO will consist of a personalized, user-defined, Web-based presentation that allows for secure access to enterprise services, applications, and content. It will provide warfighters, policymakers, and support personnel with portal capabilities as well as a platform for launching DISA’s Net-Centric Enterprise Services and other DOD enterprise services. As its initial services, DKO will offer universal directory services, such as white pages with contact information for all account holders; limited single sign-on capability; group-based access control and contacts; and Common Access Card and public key infrastructure.

The first group of pre-authorized DOD users was able to register for an AKO/DKO account in January. DKO should be ready to accept all joint users by fiscal year 2010.


The Standardization Within NATO [North Atlantic Treaty Organization] Course will be presented 10 to 12 July 2007 in Chantilly, Virginia. This is the first version of this course to be offered in the United States. An abridged version of pre-existing NATO standardization training, this course is tailored to meet the educational needs of a U.S. audience. Instruction will cover the structure and principles of the NATO standardization, standardization agreements, use of civil standards, and U.S. participation in the standardization process.

The course is geared for military and Department of Defense (DOD) civilian personnel who need a fundamental knowledge of standardization and interoperability within NATO. Non-DOD Federal Government employees and defense contractors are eligible for this course on a space available basis.

The course is being hosted by the Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics, International Cooperation Office; the Defense Logistics Agency’s Defense Standardization Program Office; and the North Atlantic Treaty Organization Standardization Agency. There is no charge for this course; however, the attendee’s organization is responsible for travel expenses. Anyone interested in attending this course should contact Latasha Beckman at (703) 767–6872 or latasha.beckman@dla.mil.


In order to strengthen its ability to use electronic warfare in the fight against terrorism, the Army plans to establish an electronic warfare military operational specialty (MOS) and a parallel officer career field by March 2008. Electronic warfare is military action that uses electromagnetic and directed energy to control the electromagnetic spectrum or to attack the enemy.

The Army established an Electronic Warfare Division as part of the Army Asymmetric Warfare Office in April 2006. The Electronic Warfare Division began a joint training program on electronic warfare in October, with classes being taught at Fort Huachuca, Arizona, and Fort Sill, Oklahoma. The Tactical Course at Fort Huachuca is a 3-week class for Soldiers at the battalion level and below. The Operational Course at Fort Sill is a 6-week course for Soldiers operating at the brigade level and above.

Until the Army established the Electronic Warfare Division and began the training, the Navy was the only service with an ongoing electronic warfare program. Because of this, the Navy developed the courses for the Army. While this training is being conducted, Navy electronic warfare personnel have been assisting the ground forces in conducting electronic warfare. The Army plans to replace about 150 of the Navy personnel with newly trained Army personnel. The more experienced Navy personnel will continue to provide support at the division and corps levels.

Since the electronic warfare training is not MOS-specific, unit commanders preparing to deploy for Iraq or Afghanistan will select Soldiers in the grades of E–6 and above to attend one of the courses. The Soldiers may come from combat arms, combat support, or combat service support units. Soldiers have to be trained to use electronic warfare more precisely than they had to on the linear battlefield because, in an asymmetric war zone, broader use of electronic measures has the potential of knocking out the Army’s own systems.

The Army’s goal is to make electronic warfare a core capability in which all Soldiers have some training.


The Army Center for Health Promotion and Preventive Medicine has developed an online decision tool to help units determine which water purification systems will best meet their needs. The online tool can give units the information needed to select the best water purification system for their exact circumstances. This tool helps units evaluate what might work best for them and identifies systems that do not work at all.

Clean water is critical to military operations. It is used for everything from drinking to hygiene and field sanitation to food preparation to medical care. The typical deployed Soldier uses 15 to 20 gallons of water a day. Although the Army has water purification systems that are dedicated to ensuring that Soldiers have the water they need, Soldiers sometimes find themselves in situations that prevent them from getting to that water. At those times, Soldiers need a means to purify whatever water is available. Many portable water purification systems are available for purchase, but deciding which one to use is not easy. Some are more effective than others, and some are more effective in specific circumstances.

This tool is the result of an 18-month scientific study of 68 commercial off-the-shelf water purification systems conducted by the Army Center for Health Promotion and Preventive Medicine. During the evaluation, it became apparent that no one system will meet every military requirement. The personal water purifier that works best depends on a range of considerations, such as whether the unit is operating at a sanitary base camp or is on the move. Other factors that play into the decision include the size and weight of the system, how easy it is to use, its cost, and its effectiveness. A unit can use the decision tool to determine which system would work best for it, based on its particular situation and needs.

The tool can be accessed on the Internet at



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