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Letterkenny Army Depot Staff Completes Work to Fulfill Patriot “Grow the Army” Initiative (Updated on 08/1/2012)
Army Logistics University Calls for Papers for 2013 Conference on Operation Iraqi Freedom 1 (Updated on 07/27/2012)


Letterkenny Army Depot Staff Completes Work to Fulfill Patriot “Grow the Army” Initiative Letterkenny Army Depot’s (LEAD’s) Major Item Division, Directorate of Industrial Operations, has successfully completed the maintenance and fielding of the final battalion in the Patriot missile “Grow the Army” (GTA) initiative. This fielding was to the 1st Battalion, 62d Air Defense Artillery (1–62 ADA), at Fort Hood, Texas.

LEAD and the Lower Tier Project Office (LTPO) jointly executed the fielding. LEAD and LTPO have been integral to the Patriot GTA mission since the Chief of Staff of the Army authorized the initiative to increase the number of Patriot battalions from 13 to 15. The GTA strategy was to reorganize how the battalions were aligned by reducing the number of launchers from eight to six per firing battery and the number of communication relay groups from four to three per battalion. In addition to reorganizing the Patriot units, the GTA initiative authorized the repair of assets from the Patriot school house, White Sands Missile Range, and the Patriot equipment organizational readiness floats (that are held in reserve in case unit equipment would become nonoperational) and integrated them into LEAD’s GTA recapitalization program.

In 2005, the ADA community, the LTPO Logistics Division Chief, and LEAD managers made production plans within the Patriot recapitalization program to support the GTA process. The LEAD and LTPO managers scheduled inductions into recapitalization based on the required end date and end state of 15 battalions by 2012. The planning included purchasing configuration–3 kits, increasing quantities of hard-to-get Patriot missile components through strict management of the Contractor Logistics Support (CLS) contract, and creating a 7-year plan for inducting equipment into LEAD’s recapitalization schedule.

The only feasible way to implement the Army Chief of Staff’s GTA plan for ADA was to rely on the Patriot recapitalization program at LEAD. Starting in 2008, to meet this requirement, the schedule was accelerated from producing one battalion set of radars to producing two sets per year.

In addition to expanding the footprint of ADA and maintaining the longevity of the fleet through depot maintenance, the two new Patriot battalions (1–62 ADA and the 4th Battalion, 3d ADA located at Fort Sill, Oklahoma) have been upgraded and modernized. This process was done by LEAD and LTPO employees who worked to meet the unit’s fielding schedule while accounting for the Army Force Generation cycle, facing the constant constraint for the availability of assets, and mitigating parts shortages.

The recapitalization process and the Patriot GTA program required immense coordination efforts. The LEAD Systems Integration and Checkout (SICO) team and LTPO representatives demonstrated and repaired the Patriot equipment at the fielding site. SICO staff had approximately 30 to 45 days with each fire unit and the headquarters battery of each battalion being recapitalization; consequently, LEAD and LTPO had civilians on the ground for 5 to 6 months at various locations around the world for each battalion fielded. For the 1–62 ADA event, each SICO team comprised five to six specialists each with specific Patriot end-item expertise.

Army Logistics University Calls for Papers for 2013 Conference on Operation Iraqi Freedom 1
The Army Logistics University (ALU) at Fort Lee, Virginia, plans to host a 2-day sustainment seminar, from 19 to 20 March 2013, to mark the 10th anniversary of coalition forces moving into Iraq. The theme of the conference is “Supporting a Force on the Move in an Immature Theater.”

The 10th Operation Iraqi Freedom 1 (OIF 1) anniversary steering committee is seeking papers concerning all aspects of OlF 1 logistics to be published in a special issue of Army Sustainment magazine that will be distributed in conjunction with the March conference. To be considered for publication and possible presentation, please submit a 250-word abstract to Army Sustainment magazine no later than 31 August 2012. Abstracts must be submitted by e-mail to usarmy.lee.tradoc.mbx.leeeasm@mail.mil with the subject line, “OIF Conference Abstract.”

Page 1 of the submission needs to include a paper title and the name, affiliation, telephone number, e-mail address, and OIF 1 duty assignment of each author. Page 2 should include only the paper title and the abstract. To ensure anonymous review, please do not identify the author or his affiliation on Page 2. Abstracts will be blind-reviewed by the 10th anniversary steering committee.

Any questions may be sent to Rebecca.m.freeze.civ@mail.mil. Abstract submitters will be notified after 7 September 2012 regarding the status of their paper. Papers accepted for publication and presentation will have to be submitted no later than 31 October 2012.

The conference is intended for sustainers in theater sustainment commands, expeditionary sustainment commands, sustainment brigades, maneuver G–4s, and those from the joint logistics community. Guest speakers will talk about building the theater support base, synchronizing maneuver and logistics planning, and supporting a force on the attack.

Skill Identifiers Are Approved for Capability Developers
Headquarters, Department of the Army, has approved a proposal by the Army Capabilities Integration Center, Army Training and Doctrine Command (TRADOC), to establish officer and warrant officer skill identifiers and an enlisted additional skill identifier of 7Y for Soldiers who have successfully completed the Capabilities Development Course conducted at the Army Logistics University (ALU) at Fort Lee, Virginia.

The Capabilities Development Course, previously known as the Combat Developers Course, is offered by ALU’s College of Professional and Continuing Education. The 2-week course prepares individuals to conduct various Joint Capabilities and Integration Development System activities, including requirement analysis, capabilities-based assessments, and development of supporting documents, such as the DOTMLPF [doctrine, organization, training, materiel, leadership and education, personnel, and facilities] change recommendation, initial capabilities document, capabilities development document, and capabilities production document, in support of the Acquisition Life Cycle Model and Force Management Process.

Acquisition reviews and the recently released “Decker/Wagner Report on Army Acquisition Reform” have pointed to the need to formalize the training, identification, and qualifications of capability and requirement managers and TRADOC capability managers as the acquisition community does for program managers and program executive officers because of their responsibilities. In support of the acquisition community, capability developers and requirements managers at the TRADOC centers of excellence, capability development integration directorates, the Army Special Operations Command, the Army Medical Department Center and School, and in other Army command force modernization positions determine operational warfighting gaps and establish the requirements for and deliver both non-materiel and materiel solutions.

The new skill identifier is effective 1 June 2012. Anyone interested in attending the Capabilities Development Course should enroll through their training officer using course code 2G–SI7Y/551–ASI7Y. Additional information on the Capabilities Development Course and its prerequisites is available at www.alu.army.mil/ALU_COURSES/ALUCOURSES.htm.

Soldier Support Institute Releases New Warfighter Training Support Packages
The Army Soldier Support Institute at Fort Jackson, South Carolina, has already released a number of new human resources warfighter training support packages this year. The newest additions to the Army Training Network are—

  • Conduct Commercial Vendor Operations.    
  • Conduct HRSC [Human Resources Sustainment Center] Planning.
  • Conduct Personnel Accountability.
  • Conduct Strength Reporting.
  • Maintain Theater Postal Services.
  • Manage Casualty Reporting.
  • Manage Human Resources Force Requirements.
  • Manage Military Mail Terminal and Postal Operations.
  • Manage Morale, Welfare, and Recreation (MWR) Support.
  • Manage the Theater Casualty Assistance Center.
  • Manage Theater Database.
  • Manage Theater Gateway.
  • Monitor Casualty Reporting.
  • Monitor Personnel Accountability.
  • Monitor Postal Operations.

Manage Financial Management Operations SPO [Support Operations], a financial management warfighter training support package, is also available.

To access these training support packages, go to https://atn.army.mil and select “Products” from the green taskbar near the top of the screen. Select “Go To Products” from the submenu. Once on the “Training Products” page, select “Collective Training” and then “Warfighter Training Support Package (WF TSP)” from the item’s submenu.






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