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In late February, the 143d Sustainment Command (Expeditionary), Army Reserve, became the first expeditionary sustainment command to deploy to Afghanistan. More than 250 Soldiers from the command are providing logistics command and control and overseeing sustainment operations for Soldiers already in place and 30,000 additional troops scheduled to arrive in the theater by midsummer.

The 143d Sustainment Command (Expeditionary), based in Orlando, Florida, previously deployed to Iraq as an expeditionary sustainment command and, before its 2007 transformation, as a transportation command. The unit, originally slated for duty in Kuwait, received word of its new mission while it prepared for the Kuwait deployment.


The joint logistics community has new guidance on how the Chairman of the Joint Chiefs of Staff (CJCS), Admiral Mike Mullen, sees the future of joint force operations. The Capstone Concept for Joint Operations (CCJO) Version 3.0, signed by the CJCS on 22 January, outlines a vision for the joint forces of 2016 to 2028.

The CCJO describes joint operations as integrating four key areas of military activity—combat, security, engagement, and relief and reconstruction. Joint force commanders will need to be able to combine two or more of these activities to accomplish operational requirements.

Among the common operating precepts that underlie all joint operations, the CCJO notes that joint force commanders must be able to envision the performance of joint functions such as logistics independently of each service’s capabilities.

For the sustainment community, the CCJO explains that relief and reconstruction, in particular, can primarily become focused on logistics and engineering tasks, where the military’s “most important contribution may be to assist other organizations in such areas as transportation, communications, logistics, and emergency healthcare.”

The CCJO emphasizes the importance of partnerships among the services, local authorities, other U.S. Federal agencies, and nongovernmental organizations to relief and reconstruction efforts. It notes, “Military commanders must be able to tolerate a certain degree of ambiguity and inefficiency as the price of successful cross-agency collaboration.” However, commanders must monitor and control joint force employment in these activities so that the combat readiness of units is not degraded.

The CJCS intends for the CCJO to “guide force development and experimentation” on a broad scale. Subordinate joint and service operating concepts will address this joint concept in further detail and apply the ideas to specific situations.

The capstone concept reinforces the recently published Army training doctrine, FM 7–0, Training for Full Spectrum Operations, by calling for the recruiting, developing, and rewarding of flexible leaders who—

  • Are comfortable acting on their own authority when they have an understanding of how their actions will affect the big picture.
  • Share information with subordinates, leaders, and peers.
  • Give subordinates the opportunity to make as many decisions as conditions allow.
  • Foster an environment that is “more tolerant of errors of commission than errors of omission.”

A copy of the CCJO is available at the U.S. Joint Forces Command website at www.jfcom.mil/newslink/storyarchive/2009


The Army Chemical Materials Agency destroyed the last U.S. landmine containing VX nerve agent on 24 December 2008 at the Anniston Chemical Agent Disposal Facility, Alabama. This destruction completes efforts to destroy VX stockpiles at six disposal sites: Anniston; Newport, Indiana; Pine Bluff, Arkansas; Tooele, Utah; Umatilla, Oregon; and Johnson Island (800 miles southwest of Hawaii).
The Department of Defense originally stockpiled some 4,400 tons of VX, the least volatile but most potent chemical warfare agent, which it produced at Newport Chemical Depot during the 1960s. That production facility was destroyed in 2006.

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


The Defense Acquisition University trained 18 Soldiers, Department of Defense civilians, and contractors at Camp Arifjan, Kuwait, through the first Intermediate Systems Acquisition Course to be held in Southwest Asia. The students, including some deployed to Afghanistan and Qatar, attended the week-long course hosted by the 401st Army Field Support Brigade. The course is part of three Acquisition, Technology, and Logistics Workforce Education, Training, and Career Development programs—the level II certifications in program management and life-cycle logistics and the level III certification in contracting.

The class included information on acquisition, supply movement, facilities, and budget that helps logisticians in theater administer fielding programs, such as the one for the mine-resistant ambush-
protected vehicle, to the warfighter effectively. Before the classroom instruction, students had to complete 35 hours in online training.

Previously, a student in Southwest Asia would travel to Germany to attend the class, costing the Department of Defense about $5,000. Having the class in Kuwait saved some $3,000 per student.


The Army’s largest acquisition of electric vehicles is underway, bringing the service a projected multimillion-dollar fuel and vehicle-lease savings, reducing carbon-dioxide emissions, and allowing it to meet future requirements for energy independence. On 12 January, Fort Meyer, Virginia, received the Army’s first 6 of more than 4,000 neighborhood electric vehicles (NEVs) planned. The Army will receive 800 NEVs this year, an additional 1,600 in 2010, and another 1,600 in 2011.

According to Secretary of the Army Pete Geren, the acquisition moves the Army 42-percent closer to meeting the 2007 Energy Independence and Security Act requirement for a 2-percent reduction in the Army’s annual petroleum use by 2015. The purchase will also prevent the release of some 218.5-million pounds of carbon dioxide into the environment. The vehicles will replace nontactical vehicles operated primarily on installations.

The Army will have to spend some $800,000 to install the infrastructure needed to charge the vehicles, but Secretary Geren says the 11.5-million gallons of gasoline saved over the 6-year life of the 4,000 vehicles will offset the cost.

Global Electric Motorcars, a Chrysler company, manufactured the first NEVs. The Army will lease additional cars through the General Services Administration, which will solicit bids from additional vehicle manufacturers.


The Army Tank Automotive Research, Development and Engineering Center and Oshkosh Defense have signed a 3-year, cooperative research and development agreement to pursue unmanned ground vehicle technology for use in convoy operations. The Army hopes to integrate convoy active safety technology into the Oshkosh unmanned TerraMax vehicle to create an unmanned lead vehicle that can navigate and communicate route information to an unmanned follower vehicle.

The vehicle would have to have the capacity for safe, near-autonomous operations among vehicles, people, animals, and other obstacles in a tactical environment. If successful, the technology developed through this agreement could potentially be used in the future in other Oshkosh vehicles, such as the heavy expanded mobility tactical truck and the heavy equipment transporter.

Oshkosh first developed unmanned ground vehicle technology in response to a Department of Defense mandate that one-third of military vehicles be operated without drivers by 2015.


Joint Publication (JP) 4–10, Operational Contract Support, provides instruction for “planning, conducting and assessing operational contract support integration and contractor management functions in support of joint operations.” The document specifically covers contingency contracting operations that are not part of the engineering arena. (Construction contracting information can be found in JP 3–34, Joint Engineer Operations.) JP 4–10 also defines numerous terms for the contracting community and lays out contracting and contract management principles. It also defines the five key steps of the contract management process: planning, predeployment actions, deployment and reception, in-theater management, and redeployment.

Field Manual (FM) 3–07, Stability Operations, focuses on establishing civil security and control, restoring essential services, and providing support to governance, economic, and infrastructure development. FM 3–07 provides a total approach to planning and assessing stability operations by building on precepts from FM 3–0, Operations, and FM 5–0, Army Planning and Orders Production. It establishes essential stability tasks, including “those always performed by military forces, those military forces must be prepared to perform, and those best performed by civilians with the appropriate level of expertise,” and stability-focused core and directed mission-essential task lists (METLs) for brigade- to corps-level units. This manual also brings Army doctrine in line with joint doctrine to ensure consistency and compatibility.

FM 7–0, Training for Full Spectrum Operations, incorporates lessons learned from recent operations and embeds concepts found in the Army’s newest doctrinal publications into training. FM 7–0 replaces the METL with the contingency mission essential task list (CMETL) and standardizes the CMETL for units at the brigade level and above. In addition to the CMETL, units will have a directed METL (DMETL). The DMETL is designed to prepare units for a specific mission or deployment, including those in support of joint operations. A third METL, the joint METL, applies only to joint headquarters.

FM 7–0 focuses on training Soldiers in offense, defense, and stability or civil support operations for the expeditionary cycle. It includes a definition for training and incorporates “train as you will fight,” a longstanding Army concept—neither of which have been formally added to Army doctrine before.

Other new items include a requirement to conduct a commander’s pretraining dialog—where a com-mander and his leader discuss what to train, what not to train, the risks associated with those expectations, the conditions of the training, reset issues, training timelines, and the resources needed to conduct the training. A new training management model is based on the operations model and incorporates feedback as a requirement throughout the entire process.

To accompany this doctrine, the Army is developing an internet-based training network to replace “how to” training documents, including FM 7–1, Battle Focused Training; Training Circular (TC) 25–20, A Leader's Guide to After-Action Reviews; and TC 25–30, A Leader’s Guide to Company Training Meetings.


The Army Center of Military History wants to hear from logisticians in all components (Active Army, Army National Guard, and Army Reserve) and at all leadership levels who have served in the Global War on Terrorism (GWOT). The center is working on a GWOT collection and needs Soldiers and units to contribute and to help preserve—

  • Personal experience papers and oral interviews.
  • Operation, mobilization, demobilization, and movement orders.
  • Operation plans, summaries, storyboards, maps, charts, and drawings.
  • Command and battle update briefs, tactical update assessments, after-action reviews, and lessons learned.
  • Key leader personal files, emails, correspondence, notes, meeting minutes, and journals.
  • Intelligence and significant activity reports and summaries.
  • Award recommendation packets and witness statements for awards at the level of the Army Commendation Medal with V device and above.
  • Unit alpha rosters without Social Security numbers.
  • Public affairs news releases and hometown articles.
  • Combat and other photographs with good captions.
  • Special studies and briefings.

To contribute to the GWOT collection or obtain more information, email Lieutenant Colonel Robert Smith, the Global War on Terrorism project officer, at Robert.Smith38@us.army.mil.


The U.S. Transportation Command (TRANSCOM), the distribution process owner (DPO) for the Department of Defense (DOD), has received feedback from customers and employees on how the agency is performing. Some 90 percent of 397 individuals surveyed in November 2008 said that DPO initiatives have helped reduce delivery time to the warfighter, but they want to see more evidence, such as metrics, showing that the DPO is meeting its objectives. On average, respondents thought the DPO could use greater transparency in decisionmaking and more authority in implementing DOD-wide initiatives.

The DPO scored high in the management of enterprise-wide technology, data, and information. Over 78 percent of respondents believed that their organizations received “an appropriate Return on Investment” in DPO. However, a quarter of respondents disagreed that “the DPO effectively facilitates knowledge sharing,” and almost half responded “not applicable” to the question, “I use the enterprise-wide data that the DPO provides to manage distribution within my organization.” The DPO noted that this feedback indicates a need to further develop knowledge sharing and customer awareness of available tools.

The survey also brought to light a need for more extensive education efforts on distribution-related topics. At least two respondents indicated that, though training is developed, priority is not given to this type of education. Another respondent requested “better education of unit logistician and contracting officers.”

Detailed survey results are available on the DPO website at www.transcom.mil/dpo by selecting “Stakeholder Assessment Nov 08” in the left-hand column.

(Photo by SSG James Selesnick, 3d BCT, 82d Airborne Division PAO)


The Army Combat Readiness and Safety Center launched a new website in January. The website, found at https://safety.army.mil, is more user-friendly than the previous site and has an in-depth contact list to link users with program managers when they have questions. The site also has a feedback page that allows the center to make continuous improvements to the website based on customer feedback.

In addition to the center’s website, an online range and weapons safety toolbox is available to commanders and leaders to aid in accident prevention. The toolbox is located on a different website, https://crc.army.mil/rangeweaponssafety, and holds a collection of reference materials, training support packages, training aids, and links to the Defense Ammunition Center Explosive Safety Toolbox and the ground risk-assessment tool.



The Army Logistics Management College (ALMC) held the first Operational Contract Support Course (OSCS) in February at its Huntsville, Alabama, campus. Twenty-two students received diplomas from Colonel Shelley Richardson, the ALMC Commandant, who also gave the graduation address.

OSCS prepares officers, warrant officers, noncommissioned officers, and Department of Defense civilians assigned to tactical staffs at the brigade through theater Army levels who will assist in planning and integrating contract support during deployments.

The course teaches students how to prepare acquisition-ready requirements packages and manage unit contracting officer’s representative responsibilities for basic service and supply contracts.

The class includes practical exercises in preparing performance work statements, independent government cost estimates, and purchase requests and in conducting contract performance oversight.

The class is open to all components of all services and is designed for personnel who will be assigned to units with contract planning and management duties. Graduates of the course will receive additional skill identifier 3C.

ALMC has scheduled future courses at Huntsville and at the main ALMC campus at Fort Lee, Virginia. The next class is scheduled for 15 June. For more information about the course, visit www.alu.army.mil/hsv/ocsc.htm.


The Florida Tech University College offers a master of science degree in logistics management, with a concentration in humanitarian and disaster relief logistics. The concentration is offered in response to the Army’s increased involvement in humanitarian and disaster relief operations that require support from the logistics community.

The program teaches logistics principles and the administration and organization of humanitarian assistance and disaster relief services. Students also learn basic human rights principles, international humanitarian law, and the economic and political milieus of areas in need of humanitarian assistance.

Graduates will understand the role of the humanitarian assistance supply chain to deliver the right supplies to the right people at the right time and in the right quantities. They will have the skills to—

  • Identify the short- and long-term logistics needs of emergencies.
  • Plan and execute logistics and supply-chain activities associated with disaster preparedness, mitigation, and response.
  • Recognize the needs of affected populations (including public health and nutrition).
  • Plan, execute, and review the effectiveness of programs to meet humanitarian and disaster relief needs.
  • Improve established disaster relief and humanitarian assistance logistics operations.
  • Collaborate and cooperate with local international nongovernmental organizations, host governments, military forces, and United Nations agencies.

  • The program is open to anyone who has a bachelor’s degree. Courses are taught online and at several off-campus locations, including Fort Lee, Virginia; Alexandria, Virginia; Hampton Roads, Virginia; and Redstone Arsenal, Alabama.

    Registration for the fall 2009 semester begins 6 July, and classes start 24 August. For more information about the program, prospective students can visit the Florida Tech University College extended studies webpage at http://uc.fit.edu/es.


    This year’s Cobra Gold exercise was used as a field test and demonstration for two robots from the Army Tank Automotive Research, Development and Engineering Center (TARDEC). Cobra Gold is a multinational exercise cosponsored by the U.S. Pacific Command and the Royal Thai Armed Forces. The 28th exercise was held in Thailand in February.

    The TARDEC Intelligent Ground Systems Mission Payload Integration Team evaluated CHAOS, a product by Autonomous Solutions Incorporated, and demonstrated the Warrior 700 by iRobot during the exercise. CHAOS can remotely enter hazardous areas only accessible by foot and can navigate very loose, steep, and rough terrain. This could reduce risks to Soldiers who currently conduct missions in such environments. The Warrior 700, like CHAOS, is designed to navigate rough terrain and staircases while performing a variety of critical mission tasks.

    Both robots were tested on tactical logistics supply abilities, mass casualty extraction, and routine and area security—critical tasks supporting the warfighter. The test results will be incorporated into further research and development of robots to meet these needs.




    The 5th annual Military Logistics Summit will be held from 8 to 11 June in the Washington, D.C., metropolitan area. The event, hosted by the Institute for Defense and Government Advancement, will feature updated Department of Defense mission priorities and information for supporting major deployment, redeployment, and distribution operations. The summit will bring together leaders and decisionmakers from the logistics community to discuss the latest initiatives and implementation strategies for ensuring future military flexibility and preparedness. For more information or to register, visit the summit website at www.MilitaryLogisticsSummit.com.


    International Defence Logistics 2009 will be held 9 to 11 June at the Hotel Le Plaza in Brussels, Belgium. The conference blends on-the-ground case studies, enterprise-level exploration of organizational efficiency, and transformation information to provide participants with a look at what challenges the logistics community faces in the 21st century. For more information or to register, visit the conference website at www.defencelog.com.


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