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,
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.
CONCEPT SYNCHRONIZES CENTCOM
DEPLOYMENT AND DISTRIBUTION
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
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
practice: a Soldier wearing what appears to be an iPod
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
ARMY ESTABLISHES NEW
CONTINGENCY CONTRACTING UNITS
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
“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
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.
DDC EXPANDS PASSIVE RFID CAPABILITIES
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
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.
contain a microchip embedded in an
within a thin label
(above). A passive RFID reader (the
multicolored pole at the top of the photo) activates
the tag and transmits information on the tag to
DOD RFID SUMMIT SCHEDULED
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.
DLA SETS UP DEPLOYABLE DEPOT
OPERATION FOR DISASTER RELIEF
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.
exercise at Defense Distribution Depot Red River,
Texas, DDXX personnel erect a tent to house the operations
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,
RED RIVER ARMY DEPOT, FORT HOOD UNIT
WIN 2006 DOD MAINTENANCE AWARDS
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.
ARMY CIVILIAN CORPS ESTABLISHED
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.
MATERIEL MAINTENANCE POLICY
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.
AMC ORGANIZATIONS WIN SHINGO PRIZE
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.)
adjusts the fit of the Body Ventilation System vest
under his body armor.
SOLDIERS TEST BODY VENTILATION SYSTEM
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
DEFENSE LOGISTICS 2006
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
Total paid circulation, sold through Government Printing
Requested distribution by mail, carrier, or other means:
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
Robert D. Paulus, 5 September 2006.