|Functional Area 90 Officially Replaced by Logistics
Branch as Part of Logistics Officer Changes
On 14 September 2010, the Army G–1 published Notification of Future Change O–1010–02, “Deletion of Functional Area (FA) 90 (Logistics); Establishment of Branch (BR) 90 (Logistics) and Revision of Branch 88 (Transportation Corps), Branch 91 (Ordnance), and Branch 92 (Quartermaster)” to Department of the Army Pamphlet 611–21, Military Occupational Classification and Structure.
This notification officially establishes the documentation of logistician positions and is an ongoing action, continuing from the establishment of the Logistics branch on 1 January 2008.
The significant changes listed in this notification include revising the area of concentration (AOC) specifications for 90A (Logistics). All captain to colonel positions documented in authorization documents as transportation (88A, 88B, 88C, and 88D), ordnance (91A), and quartermaster (92A and 92F) will be transferred to AOC 90A with the current basic functional branch listed as the secondary code effective on and after 1 October 2011. This is for all components.
Personnel in the grade of captain who complete the Combined Logistics Captains Career Courses (CLC3) (Active duty or Reserve component courses) will be transferred to AOC 90A and will retain their basic branch as their secondary AOC.
Transportation personnel in the grade of captain who have not completed CLC3 or any logistics Reserve component captains career course will be reclassified to AOC 88A in the interim and then will be reclassified to AOC 90A with branch 88 as the military occupational specialty code upon completion of one of the two above courses.
Another provision calls for all remaining personnel in the grades of major through colonel who are currently classified as transportation, ordnance, and quartermaster officers to be reclassified to AOC 90A and retain their basic branch as the secondary AOC position of the military occupational specialty code. This action will be completed no later than 30 September 2011 and includes all components.
For the remaining transportation officers in the grade of lieutenant, AOCs 88B (traffic management), 88C (marine and terminal operations), and 88D (motor/rail transportation) are deleted and all officers will be transferred to AOC 88A (transportation general).
Quartermaster officer specifications for 92A (quar-termaster general) will also be revised. The notice deletes AOC 92F (petroleum and water) and establishes R8, petroleum and water, as a skill identifier associated with AOC 90A. The already existing skill identifiers R9, aerial delivery and materiel officer (rigger), and 4V, mortuary affairs, will transfer to be associated with AOC 90A as well.
Therefore, effective 1 October 2011, all authorizations for logistics officers in the grades of captain through colonel will appear on authorization documents (tables of organization and equipment or tables of distribution and allowances) as 90A.
Requirements for functional positions will remain. However, a functional billet, such as a maintenance officer, will be listed on the authorization document as 90A91. The authorization for a petroleum operations officer will be documented as 90A92 R8.
For more information, contact Lieutenant Colonel Kimberly Darby at the Logistics Branch Proponency Office, Army Combined Arms Support Command and Sustainment Center of Excellence, by calling (804) 734–0315.
Army Hospital Shelves Paper Processes
for Digital Supply System in Afghanistan
In August, the 31st Combat Support Hospital (CSH) at Camp Dwyer, Afghanistan, became the first Army facility in Southwest Asia to use the Defense Medical Logistics Standard Support (DMLSS) system—an automated medical logistics (MEDLOG) system used to support inventory management and property accountability in medical treatment facilities. The system was emplaced with the help of the DMLSS fielding team, composed of representatives from Medical Communications for Combat Casualty Care (MC4) and the 6th Medical Logistics Management Center at Fort Detrick, Maryland.
DMLSS provided the CSH better visibility and management of its medical supplies and supply chain, as well as the capability to process thousands of transactions electronically. With this new system, the 31st CSH improved its business processes and shelved old methods that used paper forms.
Sergeant First Class Enoc Santos, a member of the DMLSS fielding team, said that processes were much different before DMLSS. “Every morning, medical personnel throughout the hospital and remote locations hand-carried orders on paper forms to the medical supply section,” Santos said. “Clinicians filled the orders by walking the aisles like they were at a neighborhood grocery store. They pulled the items ordered and additional supplies just in case. If a ward ran low on supplies, someone walked to the medical supply section to restock.”
The steady stream of clinicians through the medical supply section made stock management difficult. Interruptions caused delays in reordering supplies, and MEDLOG personnel regularly walked the aisles to update the levels of provisions on hand.
Before implementing DMLSS, the MC4 team conducted a wall-to-wall inventory that further proved the need for a digital management system. The remote treatment facility had enough medical supplies on hand to fill orders for dozens of treatment facilities throughout Afghanistan.
After the installation of DMLSS, orders were submitted electronically. In one week, the unit digitally processed more than 1,500 transactions, compared to the approximately 900 it had averaged before using DMLSS.
The system enables a new proactive business model that allows customers in remote locations to receive supplies directly. Previously, the CSH received orders and then routed supplies forward to these locations. This change reduced the inventory stored by the CSH.
With DMLSS empowering hospital wards to manage their own stock without visiting the supply section, users can focus more time on patient care. DMLSS also provides ward staff with the capability to search electronically for supplies to borrow from other hospital wards if orders are delayed.
Commanders responsible for supply management and oversight have also gained an advantage through better visibility of the global supply chain. Data entered into DMLSS feeds into the Joint Medical Asset Repository. It serves as the roll-up reporting tool for medical supply management, similar to how the Joint Medical Workstation helps with medical care surveillance.
“The use of DMLSS helps senior leadership to better manage the global MEDLOG efforts,” Santos said. “Since commanders have visibility of the entire supply chain, they can take action to rectify a variety of issues, ranging from transportation problems to moving critical supplies to another part of theater.”
The 319th Transportation Company noncommissioned officer-in-charge of the mobile redistribution teams for Operation Clean Sweep inspects excess supplies with a chief petty officer from Riverine Squadron 1 in Basra, Iraq, on 4 November. (Photo by SPC Raymond Quintanilla, 305th MPAD)
Operation Victory Sweep Continues Efforts
To Use Army Resources Wisely
To purge excess equipment from Camp Basra, Iraq, and reallocate it to fill needs elsewhere, the 1st Infantry Division and mobile redistribution teams initiated Operation Victory Sweep on 1 November 2010. Captain David Shaffer, the supply and services officer-in-charge, said the division accomplished the mission by reevaluating units’ excess assets and reducing the number of future supply purchases.
“Victory Sweep is a continuation element of Operation Clean Sweep One,” Shaffer said. “It’s a theater-wide mission comprised of mobile redistribution teams inspecting and consolidating all excess supplies at individual sites, then reintegrating them for forward movement.”
According to Schaffer, in less than a week, the redistribution team at Camp Basra was able to clear 45 containers and reintegrated nearly $200,000 worth of supplies.
Redistribution teams began the first Victory Sweep operations in April. “In April, we drew excess property from the entire base and processed several containers full to the brim of [vehicle equipment], ranging from nuts and bolts to axles for tactical vehicles, including a few engines,” observed Captain Andrea So, the logistics officer of Headquarters and Headquarters Battalion, 1st Infantry Division. “It returned more than $5 million…to the supply system.”
The early 2010 mission and a September mission reentered assets into the supply system valued at nearly $7.5 million, according to So. Items not needed on ground will be shipped to warehouses, which may be used to fill requisitions elsewhere in Iraq or Afghanistan. Items not serviceable will go for repairs or to the Defense Reutilization and Marketing Office.
Victory Sweep not only re-allocates resources. According to So, Victory Sweep is also preparing the bases in U.S. Division-South for eventual closure and transfer to the Government of Iraq.
Team Aids Camp Bucca Base Closure
A base closure assistance team (BCAT) comprising logisticians trained in base closure projects prepared the 1st Infantry Division to hand over Camp Bucca, Iraq, to the Iraqi government. The BCAT worked with the engineers and logistics shops to answer questions from military units and civilian contractors regarding accountability and equipment and infrastructure.
Tasks included in the closure were movement of troops and civilians; initial, preliminary, and final stage planning by base environmental specialists; a thorough inventory of military- and contractor-owned equipment; and the reduction of food, laundry, and Internet services.
The Camp Bucca base closure began in April 2010 with the transfer of the Theater Internment Facility. The base was completely transferred to the government of Iraq in December.
New Warfighter Training Support Packages Available From the Army Soldier Support Institute
The Army Soldier Support Institute (SSI) at Fort Jackson, South Carolina, has released its first three warfighter training support packages (WTSPs) on collective tasks: “Plan Theater Postal Support,” “Perform Disbursing Operations,” and “Conduct Casualty Operations.”
The WTSPs are available on S1Net at https://forums.bcks.army.mil/CommunityBrowser
.aspx?id=1128699; Financial Management (FM) Net at https://www.us.army.mil/suite/
page/622772 (under FM Training); and at the Army Training Network (ATN) website at https://atn.army.mil.
These WTSPs provide basic knowledge of mail delivery, financial disbursing operations, and casualty operations. The training materials within each package include the collective tasks, supporting individual tasks, lesson plans, Microsoft PowerPoint slides, practical exercises and solutions, handouts, and reference materials. Individuals must be Army Knowledge Online account holders in order to access these training materials.
In January 2010, the SSI Training Development Directorate embarked on a mission to develop WTSPs for the Adjutant General (AG) and FM collective tasks, with the objective of providing standardized training products for all AG and FM units to use in conducting section and team training. “Plan Theater Postal Support” and “Perform Disbursing Operations” were selected as the first WTSPs to be developed, based on feedback obtained from field units during the Silver Scimitar training exercise and a December 2009 FM Training Summit.
These WTSPs can be used collectively or individually to assist AG and FM Soldiers in gaining, maintaining, and improving their technical proficiency to perform the individual and collective tasks required to accomplish their wartime mission.
WTSPs are intended to supplement the units’ approved combined arms training strategy. Because WTSPs have no set sequence or mandated requirement to the WTSPs, unit trainers and leaders should first assess the training status of their trainees to select the appropriate starting point and topics for training.
One attribute of these WTSPs that is helpful to Reserve component (RC) units is the estimated “academic hours” provided for each lesson plan and allocated by training sessions. Although RC units use the same combined arms training strategy as Active component units, these allocated academic hours can serve as a guideline for scheduling technical training. RC units must acknowledge when they may require several drill periods to complete a specific task.
The SSI staff continues to work on future WTSPs, including “Casualty Liaison Team Activities,” “Provide Postal Services,” “Perform Transient Personnel Accountability,” and “Conduct Commercial Vendor Operations.” As the WTSPs become available, they will be posted in both the FM and S1Net and on the ATN network.
For more information on SSI WTSPs, contact Chandra.Coleman@conus.army.mil or call
AUSA To Host Institute of Land Warfare Sustainment Symposium and Exposition
The Association of the United States Army (AUSA) Institute of Land Warfare Sustainment Symposium and Exposition is scheduled to be held from 10 to 12 May 2011 at the Greater Richmond Convention Center in Richmond, Virginia. For more information or to register, visit the AUSA website at www.ausa.org.