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The Department of Defense is merging existing Army and Air Force systems to create a single port and terminal processing and management system. Under the U.S. Transportation Command’s Port Management Automation project, the Worldwide Port System (WPS) used by the Army’s Military Surface Deployment and Distribution Command will migrate into the Global Air Transportation Execution System (GATES) used by the Air Force’s Air Mobility Command. WPS and GATES have worked separately to provide different services to the same cargo and military passengers. The new system will reduce duplication, provide cost savings, and enhance capabilities.

During the first phase of implementation, in November 2008, regional databases at Fort Eustis, Virginia; Wheeler Army Air Field, Hawaii; and Rotterdam, the Netherlands, migrated into the GATES central site at Scott Air Force Base, Illinois.

In the second phase, the WPS terminals at SDDC surface ports will be replaced with remote and deployable GATES servers and the SDDC business process servers at four sites will be replaced with GATES architecture. This phase is scheduled to begin in November. GATES then will support surface terminal, aerial port, and Defense Courier Division cargo and passenger processing and manifesting operations to the joint warfighter.


The new Army construction standard for the multi-class supply support activity (SSA) was approved by the Assistant Chief of Staff for Installation Management on 14 April. Development of the standard resulted from a coordinated effort of the Headquarters, Department of the Army, G–4; the Army Combined Arms Support Command at Fort Lee, Virginia; the Assistant Chief of Staff for Installation Management; and the Army Corps of Engineers.

The standard SSA is a 5-acre facility with 20,640 square feet of covered storage and another 13,125 square feet of outside bulk storage. It will hold approximately 37 deployable containers to support the receiving, turn-in, shipping, distribution, and storage of class II (clothing and individual equipment), IIIP (packaged petroleum, oils, and lubricants), IV (construction and barrier materials), and IX (repair parts) supplies.

The new Army SSA standard will apply to all Army components’ military construction SSA projects effective in fiscal year 2012.


The 34th Army Culinary Arts Competition was held 2 to 13 March at the Quartermaster Center and School at Fort Lee, Virginia. The Army and one Coast Guard team sent 184 participants to the culinary competition.

Navy Culinary Specialist First Class Michael Edwards was honored as the Armed Forces Chef of the Year. The team from Fort Bragg, North Carolina, took home the post’s ninth Installation of the Year award and captured seven categories, including the Nutritional Hot Food Challenge, first place in the Baron H. Galand Culinary Knowledge Bowl, and second place in the field cooking competition. Within the Fort Bragg team, individual awards went to—

  • Specialist Javier Muniz, Armed Forces Junior Chef of the Year.
  • Sergeant Orlando Serna, best in show, patisserie/confectionery.
  • Sergeant Orlando Serna, most artistic exhibit in show.
  • Sergeant Orlando Serna, best in class, contemporary pastry.

The Fort Riley, Kansas, team took second place for Installation of the Year and third place in the Culinary Knowledge Bowl. Fort Riley’s Chief Warrant Officer (W–4) Travis Smith took home best exhibit in show, cold platter, and the best in class, contemporary cooking.

The Hawaii team received third place for Installation of the Year, took first place in the field cooking competition and second place in the Culinary Knowledge Bowl, and was awarded the best team buffet table. Specialist Christopher Bohn, Specialist Ashley Shei, Specialist Christopher Bates, and Private First Class Fernando Martinez won first place in the Student Team Skills Competition. Individual awards within the Hawaii team went to Sergeant First Class Clinton Francis for best exhibit in show, cold appetizers, and Sergeant Shawn Dubois for best exhibit in show, showpiece.

The Coast Guard team took third place in the field cooking competition.

Remaining VX nerve-agent munitions are securely housed at the Blue Grass Chemical Activity near Richmond, Kentucky, where a neutralization facility is under construction.

Other individual winners include—

  • Staff Sergeant Jose Hernadez, Puerto Rico, for the best ice carving in show.
  • Sergeant Michelle Carville, Fort Myer, Virginia, for the best in class, contemporary cooking.
  • Sergeant First Class Amir Ahmad, Independent, Army Senior Enlisted Aide of the Year.
  • Sergeant Michelle Carville, Fort Myer, Virginia, Army Junior Enlisted Aide of the Year.


The commander of the U.S. Transportation Command (TRANSCOM), Air Force General Duncan J. McNabb, has released a new strategic plan that provides guidance for successfully executing TRANSCOM’s missions as the Department of Defense’s (DOD’s) Distribution Process Owner (DPO) and provider of common-user transportation. The plan is designed to ensure that TRANSCOM can meet its vision of synchronizing and delivering unrivaled full-spectrum deployment and distribution solutions to warfighting commanders.

The plan states that TRANSCOM must be governed by two imperatives: supporting full-spectrum global plans and operations and forging a synchronized global DOD supply chain. To implement these imperatives, TRANSCOM must be able to accomplish four strategic actions over the long term:

  • Moving the force, which entails delivering forces to the point of need and ensuring sufficient surge capacity for the future.
  • Sustaining the force, which requires delivering supplies to the point of need, moving patients rapidly, and enhancing the performance of contractors.
  • Operating the Joint Deployment and Distribution Enterprise (JDDE), which involves preserving global access, delivering necessary corporate services (including information technology), and developing a ready JDDE workforce.
  • Executing portfolio management, which encompasses balancing logistics requirements and resources, advocating for DOD logistics capabilities, and conducting distribution portfolio management.

To support the command’s stakeholders and partners, TRANSCOM must improve its ability to provide logistics support to theater operations, enhance distribution processes, modernize the Defense Transportation System, and conserve energy.

A copy of the strategic plan can be downloaded at www.transcom.mil/dpo.



The companion webportal to Field Manual (FM) 7–0, Training for Full Spectrum Operations, is up and running. The Army Training Network (ATN) is the Army’s resource for training and trainers that includes the training management instructions and training solutions previously found in FM 7–1, Battle Focused Training. Putting the training information online enables trainers to update it rapidly as changes occur.

Users have access to doctrine as well as training solutions and are able to comment on doctrine, make recommendations for changes and additions to the website, and submit training solutions from the field. The ATN team will evaluate submitted comments and solutions to ensure appropriateness for Armywide distribution.

ATN facilitates communication of new training methods and news from commanders and provides a professional forum for trainers and educators to pose questions and recommend solutions. The site also has tutorials for using the Digital Training Management System and links to the Army Training Requirements and Resources System and Virtual Battle Space 2.

ATN also offers personalized assistance. If trainers cannot find information, they can ask the ATN team questions and will receive a response in 48 to 72 hours. To visit the ATN portal, log in with your Army Knowledge Online user name and password at https://atn.army.mil/.


More than 800 personnel have subscribed to a new website for the ammunition community that provides interactive ammunition safety guidance, resources, and expert advice. The Ammunition Community of Practice (CoP) was launched 3 November 2008 through a Defense Acquisition University partnership with the Defense Ammunition Center, the Army Combined Arms Support Command, and the Army Ordnance Munitions and Electronics Maintenance School.

The forum allows warfighters to share knowledge throughout the ammunition enterprise and provides information on operations, logistics, training, publications, and systems. Members can browse for information; contribute documents, photos, and presentations; and help other users by sharing their experiences and expertise.

Professionals have already posted more than 500 documents, with many links to sites and locations where information is available to assist in ammunition-related functions. The site also offers an “ask an expert” function that provides information when an answer cannot be found in the forum. This useful link is prominently displayed on the main menu. Once the question is posted, the system forwards the question to the CoP administrators who respond within 24 hours. These responses are shared with the entire commmunity.

As the CoP expands, site administrators are asking members to contribute commonly asked questions along with corresponding answers based on location, duty, or position. These questions and responses will be posted as a ready reference.

The Ammunition CoP is open to all Department of Defense military and civilian personnel with a need to know. Although most members are ammunition professionals, the site benefits individuals who work with ammunition but are not necessarily trained ammunition personnel, such as master gunners, combat arms officers, squad leaders, and ammunition transporters. To join, visit the Ammunition CoP website at https://acc.dau.mil/ammo.


The Army Oil Analysis Program (AOAP) Mannheim Laboratory Center (MLC) in Germany is the first AOAP laboratory worldwide to be recertified under new International Organization for Standardization (ISO) guidelines. The laboratory received the new certification, called ISO 9001:2008, after being previously certified under less stringent standards.

“The new standard allows an organization flexibility in the way it chooses to document its quality management system,” said Akwasi Edusei, AOAP MLC quality management representative, “and it enables each individual organization to develop the minimum amount of documentation needed in order to demonstrate the effective planning, operation and control of it[s] processes and the implementation and continual improvement of the effectiveness of its QMS [quality management system].”

In order to meet the new standards, the AOAP MLC staff had to study the changes to standards and review and update the laboratory’s QMS to reflect the changes needed for the certification.


The Army is using Iraqi light-armored vehicles (ILAVs) in the United States to train explosive ordnance disposal (EOD) Soldiers who will use the joint EOD rapid response vehicle (JERRV) while deployed. Since JERRVs are not available for training in the United States, an effort by the Joint Improvised Explosive Device Defeat Organization (JIEDDO) provides ILAVs as training surrogates—or JERRV surrogate vehicles (JSVs).

The ILAV is the Iraqi Army’s less expensive version of the mine-resistant ambush-protected vehicle which uses the same platform as the JERRV. The ILAV does not meet Department of Defense (DOD) explosive protection and armor standards. So, DOD has approved the vehicle for training purposes only, and the ILAVs are becoming more widely available for predeployment training.

Frank Vigus, Program Manager-Equipment for the JIEDDO Center of Excellence (JCOE) at Fort Irwin, California, said that, until March 2007, JERRVs were available for training, but they have since been identified as theater requirements. Needing a subsitute, Vigus found the ILAV—developed by Force Protection, Incorporated, and BAE Land Systems for the Iraqi Army—through Foreign Military Sales.

Vigus said the ILAV fills the gaps left by “theater demands, production constraints or competing requirements.” He added that surrogates provide the warfighter with “the form, fit, feel, and function of ‘realistic and comparable’ systems, while freeing production systems to combatant commanders.”

The Army has 35 JSVs based at various training sites, where they are being used for operator and maintenance familiarization. “Once real systems become available these will complement the real systems,” said Vigus, who explained that JCOE is working with other program managers to incorporate radios, vehicle optic sensor systems, and other equipment to make the training experience even more realistic.


Field Manual Interim (FMI) 4–93.2, The Sustainment Brigade, describes the modular force structure, missions, and operations of the sustainment brigade and its subordinate functional and multifunctional units. According to FMI 4–93.2, “The sustainment brigades consolidate selected functions previously performed by corps and division support commands and area support groups into a central operations echelon.” This provides centralized command and control of subordinate units, which are task-organized to meet mission requirements. The missions of the sustainment brigade are theater opening, distribution, sustainment, and Army Universal Task List tasks. FMI 4–93.2 explains the force structure surrounding the sustainment brigade (echelons above and below) and how this structure helps to support the warfighter. It also explains to sustainers the importance of contracting and their role in contracting; strategic-level support; and support of military, civilian, joint, and multinational organization. The FMI serves as an authoritative reference for developing training, standing operating procedures, and tactics, techniques, and procedures for unit operations. Like many recent manuals, the FMI includes lessons learned and best practices from the field.

Field Manual (FM) 3–05.140, Army Special Operations Forces Logistics, vering logistics for Army Special Operations Forces (which include Special Forces, Ranger, special operations aviation, civil affairs, and psychological operations units). The FM describes the logistics support framework of special operations, which includes the sustainment brigade (special operations) (airborne); the Special Forces group support battalion, group support company, group service support company, and battalion support company; and the Ranger support company, the Ranger support operations detachment, and various platoons dedicated to specific sustainment functions. The document also explains modular force sustainment and the changes that it will present to Special Operations Forces logistics.

FM 7–15, The Army Universal Task List, compiles all Army tactical tasks (ARTs) for the six warfighting functions and their subfunctions in one document. It describes the warfighting functions found in the modular force and their duties (or tasks) within the Army Universal Task List (AUTL). “The AUTL is a comprehensive but not all-inclusive listing of Army tasks, missions, and operations.” Commanders and trainers will use the AUTL as a guide for developing mission-essential task lists and training across the warfighting functions. AUTL also provides a common language and reference system for doctrine, combat, and training developers.

Chapter 4 explains the sustainment warfighting function and its related ARTs and systems. The FM states, “Sustainment is the provision of the logistics, personnel services support, and health service support necessary to maintain operations until mission accomplishment.” The four tasks of the sustainment warfighting function are to provide logistics support, personnel services support, health service support, and internment and resettlement operations (including detainee operations).

Logistics support ARTs include providing maintenance support, transportation support, supplies, field services, contracting support, distribution, and general engineer support.

Personnel services support includes human resources support, financial management support, legal support, religious support operations, and band support.

Health service support consists of providing combat casualty care, medical evacuation (air and ground), medical regulating support, and medical logistics.

Internment and resettlement operations tasks sustainers with performing detainee and enemy prisoners of war operations and resettlement operations.

The AUTL does not include tasks performed by the Army as part of a joint or multinational force. Those tasks are compiled in the Universal Joint Task List.

Joint Publication (JP) 3–29, Foreign Humanitarian Assistance, has received some major changes in its newest edition and recognizes the roles played by interagency and multinational partners in planning, executing, and assessing foreign humanitarian assistance (FHA) operations. The document identifies the U.S. Agency for International Development as the principal agency for U.S. bilateral development and humanitarian assistance.

The publication also—

  • Defines and explains use of the terms “developmental assistance” and “security assistance.”
  • Provides figures and tables for the overarching relief process, interagency coordination flow, the composition and functions of a civil-military operations center, and FHA operations and environments (permissive, uncertain, and hostile)
  • Offers newly revised sections on organization and interagency coordination, humanitarian principles in the law of war, and Pacific Disaster Center tasking, functions, and programs.

The JP’s sections on the International Committee of the Red Cross and U.S. Navy health service support for FHA are also revised.


The U.S. Transportation Command held a ceremony 23 March at Naval Weapons Station Charleston, South Carolina, to celebrate the Military Surface Deployment and Distribution Command’s (SDDC’s) shipment of the 10,000th mine-resistant ambush-protected (MRAP) vehicle to the U.S. Central Command (CENTCOM) area of operations.

MRAPs originally were sent to CENTCOM by air. Most MRAPs are now moved by sea because one cargo ship can carry up to 200 times the weight of a C–17 Globemaster III at one-tenth the cost. Personnel from the Coast Guard, Marine Corps, commercial carriers, and the port labor force have helped SDDC and the Navy’s Military Sealift Command move nearly 900 vehicles a month.

The MV Alliance New York, which carried the 10,000th MRAP, was the same ship that carried the first vehicle to the CENTCOM theater of operations in November 2007.

(Photo by MSG Kevin Young, 841st Transportation Battalion)


The captions for the photos on pages 11 and 13 of the March–April 2009 issue of Army Logistician are transposed. The photo on page 11 shows an apparatus used for conducting the L–33 corrosion test for hypoid gear oils. The photo on page 13 is of an engine-liner test rig that was used to research the tribology needed for low heat refection engine technology.



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