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Beginning in February 2007, officers entering the Combined Logistics Captains Career Course (CLC3) will follow a redesigned curriculum. Under the old curriculum, CLC3 lasted 19 weeks and 4 days and included three phases. The first phase, conducted at the Army Logistics Management College (ALMC) at Fort Lee, Virginia, lasted 6 weeks and included common core instruction on company command and battalion staff skills and tactics. The second phase was the branch technical phase and was conducted at the branch schools; it lasted 6 weeks (originally 5 weeks). The third phase was the multifunctional combat service support (CSS) phase; it lasted 7 weeks and 4 days and was conducted back at ALMC.

The redesigned CLC3 beginning in February will last for 20 weeks and 3 days and consist of four phases. The common core and multifunctional instruction (the first and third phases under the old course) will be held before the branch technical instruction (the second phase of the old course). Students will spend 14 weeks and 3 days at ALMC taking common core (7 weeks) and multifunctional (7 weeks and 3 days) classes; this will actually be phase 2 of CLC3. The new phase 1 will be added, providing 1 week and 1 day of common core instruction to be taken by distributed learning before or during the resident phases. Phase 3 will be the branch technical instruction and will continue to be taken at the branch schools; it will last 5 weeks. Students will return to ALMC for phase 4, which will include 1 week of nongraded common core instruction, end-of-course administration, and graduation.

The redesigned course is structured to eliminate redundancies by providing multifunctional instruction before branch technical instruction. It also adds agile leadership as a subject of instruction, extends the cultural understanding block, and adds some unit logistics topics to the ALMC phases that apply to all CSS companies.

Students attending the last two CLC3 courses before the redesigned course begins in February will attend a modified course that covers the required topics but maintains the old common core-branch technical-multifunctional sequence.


In June, the Combined Forces Land Component Commander (CFLCC), U.S. Central Command (CENTCOM), approved the Director of Mobility Forces-Surface (DIRMOBF–S) concept in order to establish a single entity to integrate total force and materiel flow from the port of debarkation to a designated in-theater destination. Over a 5-month period, the pilot program will incrementally build a DIRMOBFOR–S for the theater. Working under the CFLCC Director of Logistics, the DIRMOBFOR–S and its supporting staff element—the Deployment and Distribution Operations Integration Center—will integrate surface deployment and distribution priorities set by the commander.

More than a year ago, CENTCOM identified the need for a single organization in theater to synchronize operational surface transportation. An analysis by the U.S. Transportation Command (TRANSCOM) showed significant surface movement gaps in all combatant commanders’ theaters. As a result, TRANSCOM initiated the DIRMOBFOR–S concept.

Because of CENTCOM’s high operational tempo, TRANSCOM worked with U.S. Forces Korea (USFK) to demonstrate and develop the concept during USFK’s Reception, Staging, Onward Movement and Integration ’06 and Ulchi Focus Lens ’06 exercises and with the Air Force to test the concept in its Global Mobility ’06 wargame. The lessons learned from these exercises and wargame were used by CENTCOM as a basis for creation of the DIRMOBFOR–S.


A number of readers have contacted us about the photo appearing on page 14 of the July–August issue. They pointed out, correctly, that the photo shows a violation of Army practice: a Soldier wearing what appears to be an iPod portable media player while on duty. Although this photo was cleared for public release, it should not have been printed in an Army publication. We accept responsibility for the error. We also apologize to the author, who did not select the photo.



In a move toward transition of the Army’s contingency contracting mission from the Army Contracting Agency to the Army Materiel Command, the Army issued activation orders on 28 July to establish two contingency contracting battalions (CCBs) and 14 contingency contracting teams (CCTs) under AMC’s new Army Sustainment Command at Rock Island Arsenal, Illinois. The 72 Soldiers assigned to the battalions and teams represent 30 percent of the Army’s contingency contracting force structure. The units will align with AMC’s existing Army field support brigades (AFSBs) located around the world.

“By consolidating the contingency contracting mission into AMC, we can provide a full range of contracted combat support and combat service support needed by our deployed forces,” said Lieutenant General William E. Mortensen, AMC’s deputy commanding general. Combatant commanders also will have a single source to turn to for their acquisition, logistics, and technology needs, he added.

Additional CCTs, one additional CCB, and four contracting support brigades (CSBs) are planned. Each CSB will be commanded by a colonel who will be dual-hatted as the principal assistant responsible for contracting for one of four Army Contracting Agency operations outside of the United States including Europe, Korea, Southwest Asia, and the Americas. The CSB commander will be responsible for executing ACA’s contracting mission to support local installations and the needs of their assigned Army service component command and other customers. When deployed, however, the CSB commander will command all of the deployed contingency contracting teams and battalions in a theater and will join with the AFSB to ensure seamless contracting support to the combatant commander.


In its continuing efforts to reorganize its commands and specified headquarters to obtain the most efficient command and control structures possible, the Army has activated a new command—the Installation Management Command. The command is accountable to the Chief of Staff of the Army for garrison support of mission activities and serves as the Army’s single authority and primary provider of base support services.

The Installation Management Command comprises four previously separate installation management organizations: components of the Office of the Assistant Chief of Staff for Installation Management, the Installation Management Agency, the Army Environmental Center, and the Army Community and Family Support Center. The Army Environmental Center and the Army Community and Family Support Center remain separate activities, but they are now subordinate to the new command. The commander of the Installation Management Command also will hold the position of Assistant Chief of Staff for Installation Management on the Army Staff.

The four former Installation Management Agency regions in the United States have been consolidated into two—one at Fort Sam Houston, Texas, and the other at Fort Eustis, Virginia. Most of the new command will relocate to Fort Sam Houston; Army staff functions will remain at the Pentagon.


As part of the Department of Defense (DOD) distribution system transformation, the Defense Logistics Agency’s Defense Distribution Center (DDC) has installed more than 300 passive radio frequency identification (RFID) portals among the 19 Defense distribution depots in the continental United States. The installed portals support both generation 1 and generation 2 passive RFID tags. This installation brings these depots into compliance with DOD policy, which requires that DOD distribution centers be equipped to receive passive RFID tags as suppliers begin tagging their products in accordance with DOD acquisition regulations. Passive RFID portals will be installed at depots outside the continental United States in 2007. The installation of passive RFID equipment throughout DDC is being conducted by ODIN Technologies of Dulles, Virginia, under a $14.6-million contract awarded in May.

A passive RFID tag uses radio frequencies to transmit information up to 12 feet. An active RFID tag has a range of up to 300 feet. This difference in range is because the active tag operates off its own battery.

The effectiveness of passive RFID was proven recently in a test conducted by the Military Surface Deployment and Distribution Command (SDDC) at the Port of Norfolk, Virginia. Forty-eight containers were inventoried by hand using written notes. It took almost 12 minutes to inventory each container and another 10 minutes to enter the data into a spreadsheet; 2 mistakes were identified. During the handheld scanner test, it took less than 3 minutes to scan the RFID tags on each container, resulting in 100-percent successful reads at distances of 3, 6, 9, and 12 feet with containers at ground level. With containers stacked two high, tag reads were successful 100 percent of the time at distances of 3 and 6 feet.


The Assistant Deputy Under Secretary of Defense for Supply Chain Integration is sponsoring the fourth Department of Defense (DOD) RFID (radio frequency identification) Summit on 3 and 4 April at the Hilton Washington in Washington, D.C. The summit will provide information on the DOD RFID implementation plan, timeline, and lessons learned and will showcase RFID technology providers. Program and registration information is available on the Web at www.dodrfidsummit.com/index.html.


The Defense Logistics Agency’s (DLA’s) Defense Distribution Center (DDC) has created a team that can deploy in response to natural disasters in the continental United States and set up a distribution operation in support of disaster relief. The team, known as the Defense Distribution Deployable Center (DDXX), has the distribution skills and equipment needed to receive, store, issue, ship, and maintain in-transit visibility of relief supplies.

According to Army Brigadier General Michael J. Lally, the DDC Commander, “DDXX allows the Department of Defense [DOD] to better serve the U.S. community during a natural disaster. DDXX can be deployed in response to requests from Federal or state agencies . . . [that] have been approved by DOD through the United States Northern Command.”

When they are not deployed, the 66 DDXX personnel are based largely at Defense Distribution Depot Red River, Texas, and Defense Distribution Depot San Joaquin, California, with a few members located at DDC headquarters at New Cumberland, Pennsylvania.


The Department of Defense (DOD) named two Army winners of the 2006 Secretary of Defense Maintenance Awards. The awards are presented annually to recognize outstanding achievements in military equipment and weapon systems maintenance at the depot and field levels.

Red River Army Depot, Texas, received DOD’s highest award for depot-level maintenance—the 2006 Secretary of Defense Robert T. Mason Depot Maintenance Excellence Award—for its successful high-mobility, multipurpose wheeled vehicle (humvee) recapitalization program. Through that program, the depot streamlined the humvee overhaul and remanufacturing processes in support of Soldiers fighting in the Global War on Terrorism. (See related story on page 2.) The award is named in honor of Robert T. Mason, a former Assistant Deputy Secretary of Defense for Maintenance Policy, Programs, and Resources, who championed organic depot maintenance for more than 30 years.

The 297th Transportation Company at Fort Hood, Texas, won a field-level award in the medium unit category. Units from all services compete for the awards that are presented annually to two outstanding units in each of three categories (small, medium, and large). One overall winner from these categories will receive the Phoenix Trophy, DOD’s highest award for field-level maintenance of weapon systems and equipment. All awards will be presented at the 2006 DOD Maintenance Symposium and Exhibition on 25 October in Reno, Nevada.


The Secretary of the Army has terminated the Army Business Initiative Council after 5 years of operation. The council was established in June 2001 to find ways to improve Army business practices by soliciting ideas from the field. Its functions have been assumed by a Senior Review Group for Business Transformation, which is co-chaired by the Assistant Secretary of the Army for Financial Management and Comptroller and the Deputy Under Secretary of the Army for Business Transformation [DUSA (BT)]. The latter position was established last March.

Soldiers and Army civilians may continue to submit business transformation initiatives through their organization’s Lean Six Sigma process. The Office of the DUSA (BT) has created a Web-based Business Transformation Knowledge Center that provides resources and a venue for communication to support business transformation in the field. The knowledge center can be accessed at www.army.mil/armybtkc/index.htm. Among its features is a Lean Six Sigma discussion forum, which can be accessed through the knowledge center’s DUSA (BT) portal.


Recognizing the commitment of Army civilians to support the Army’s missions around the world, Secretary of the Army Francis J. Harvey and Chief of Staff of the Army General Peter J. Schoomaker announced the establishment of the Army Civilian Corps in June. The Civilian Corps’ purpose is to unify the Army civilian service and embody the commitment of civilians who serve as an integral part of the Army team.

The corps was established as a result of a study conducted by the Army Training and Leadership Development Panel from August 2001 to February 2003. This panel also established the Civilian Advisory Board in November 2004.

The memorandum announcing the establishment of the corps and the Army Civilian Corps Creed, which was released at the same time, are available on the Internet at http://acpol.army.mil/employment/about_civcorp.htm.


A “rapid action revision” of Army Regulation 750–1, Army Materiel Maintenance Policy, dated 27 June 2006, establishes the commander of the Army Materiel Command as the single authority for special repair authorizations. The revision also provides policy for cleaning equipment; clarifies policy for determining maintenance expenditure limit replacement prices and establishes a one-time waiver ceiling; and provides instructions for the Depot Maintenance Award Program. This revision adds these changes to a major revision of the Army materiel maintenance policy that was published in July 2005.


Four Army Materiel Command (AMC) organizations received 2006 Shingo Prize for Excellence in Manufacturing Public Sector Awards for implementing Lean systems in support of the manufacturing, repair, overhaul, and maintenance of warfighter equipment. The awards were presented in September at the 2d Annual Shingo Prize Public Sector Conference in Las Vegas, Nevada.

AMC award recipients were as follows—
Gold: The Joint Manufacturing and Technology Center at Rock Island Arsenal, Illinois, for work on the forward repair system.
Silver: Letterkenny Army Depot at Chambersburg, Pennsylvania, for work on the high-mobility, multipurpose wheeled vehicle.
Silver: Red River Army Depot at Texarkana, Texas, for work on the high-mobility, multipurpose wheeled vehicle.
Bronze: Tobyhanna Army Depot at Tobyhanna, Pennsylvania, for work on the AN/TPS–75 radar system.

Established in 1988, the Shingo Prize promotes awareness of Lean manufacturing concepts and recognizes excellence in manufacturing. The Shingo Public Sector Prize was established in 2005 to recognize government industrial organizations such as the Army arsenals and depots that won the 2006 awards. The Shingo Prize is named Shigeo Shingo, a Japanese industrial engineer who became one of the world’s leading experts on improving manufacturing processes.

General Benjamin S. Griffin, AMC Commanding General said, “I am very proud of our folks in AMC whose extraordinary efforts are providing our war-fighters with the highest quality equipment, ahead of schedule and at a reduced cost. The Shingo Award recognizes this extraordinary performance by our arsenal and depot workforce—for it is the workers on the shop floor who are using Lean and Six Sigma techniques to enable us to better meet the needs of our men and women serving on point for our nation around the world, fighting the global war on terror.”

On-site examiners evaluated the winning organizations on cost saving, leadership, empowerment, vision and strategy, innovation and development, partnering practices with suppliers and customers, environmental practices, quality and results, and consistent improvement in each of those areas. The Shingo Prize is managed by Utah State University’s College of Business. (See related article on page 12.)


Some Soldiers stationed in Southwest Asia may soon have a way to keep cool while wearing body armor. Body Ventilation Systems (BVSs), produced by Global Secure Corporation, will be tested for 1 year by 2,000 Soldiers who serve as drivers, military police, and gunners in Iraq and Kuwait. The Army Rapid Equipping Force delivered the first 500 of these BVSs in July and anticipated issuing another 1,700 shortly thereafter.

The BVS, which weighs less than 5 pounds, consists of a ventilation unit (blower) and air distribution garment (vest). The vest can be worn under body armor. The ventilation unit draws ambient air through a filter into the vest and blows it out under the arms and in the neck area of the wearer. About the size of a rolled-up poncho, the ventilation unit fits into a small fanny pack that can be attached to a Soldier’s load-carrying equipment. The BVS operates for approximately 8 hours on a rechargeable lithium battery that requires 4 to 5 hours to recharge.

Because of the extreme heat in Iraq and Kuwait, Soldiers were opening their body armor in order to cool off, leaving themselves vulnerable to attack. The BVS was developed to help reduce heat-related injuries and casualties. Earlier versions of the BVS were tested at the Joint Readiness Training Center at Fort Polk, Louisiana, and in Iraq in 2005. The response to these system tests was positive.


The Annual North American Logistics Conference, Defense Logistics 2006, will be held 27 to 30 November at the JW Marriott Hotel in Washington, D.C. Scheduled speakers include General Norton A. Schwartz, Commander, U.S. Transportation Command;  Lieutenant General C.V. Christianson, Director for Logistics, J–4; and Lieutenant General Ann E. Dunwoody, Army Deputy Chief of Staff, G–4. Detailed conference information and registration information are available on the Internet at www.defenselog.com.

Statement of Ownership, Management, and Circulation
(required by 39 U.S.C. 3685).

The name of the publication is Army Logistician, an official publication, published bimonthly by Headquarters, U.S. Army Combined Arms Support Command, for Headquarters, Department of the Army, at the U.S. Army Logistics Management College (ALMC), Fort Lee, Virginia. Editor is Janice W. Heretick, ALMC, Fort Lee, VA 23801-1705. Extent and nature of circulation: the figures that follow are average numbers of copies of each issue for the preceding 12 months for the categories listed.
Printed: 20,344.
Total paid circulation, sold through Government Printing Office: 400.
Requested distribution by mail, carrier, or other means: 19,819.
Total distribution: 20,219.
Copies not distributed in above manner: 125.
Actual number of copies of a single issue published nearest to the filing date: 19,584.

I certify that the statements made above by me are correct and complete:

Robert D. Paulus, 5 September 2006.




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