The joint-capable theater sustainment command
(TSC) under development by Task Force (TF) Logistics promises
to help the Army be more effective and efficient in its support
of land component operations. The organizational structure
of the new TSC eliminates layering of commands by combining
operational-level functions of the current corps support command
and theater support command, thereby eliminating redundancy
and maximizing flexibility.
The Army has created 17 focus areas to ensure that it remains the best force
in the world. TF Logistics, a focus area approved in January by Army Chief of
Staff General Peter J. Schoomaker, includes logisticians and support personnel
from all branches of the armed services. One of the task force’s areas
of concentration is the TSC design.
The goal of the TSC is to deploy equipment much more rapidly, and the way to
do that is through visibility to the soldier and the command, said Major Chris
Stolz, TF Logistics operations officer. The command will be able to know where
the soldier is and what he needs, and the soldier will know when he will be receiving
the supplies he needs.
The TSC will be a modular organization with a standard headquarters and subordinate
support units tailored for the mission requirements of specific operations. Modular
subordinate units will provide capabilities for theater opening; theater distribution;
medical; bulk petroleum; aviation; civil engineering; and multifunctional supply,
maintenance, and transportation support.
The TSC will work under the new unit of employment operational headquarters (known
as the UEy), with the TSC commander serving as the senior Army logistics commander
in the UEy. The TSC headquarters will provide command and control of assigned,
attached, and operationally controlled units.
Sustainment brigades will provide support to operational-level units in the UEy’s
area of operations and sustainment support to tactical-level forces engaged in
combat in forward areas. This will allow throughput of critical sustainment,
such as fuel and ammunition, from the theater logistics hubs to brigade combat
teams engaged in combat.
Currently, corps support commands and theater support commands must funnel supplies
and equipment through different layers of management before getting it forward
to the battle area. With the new concepts and emerging technology, trucks will
be able to transport cargo directly from the ports to the requiring brigade combat
Stolz said that the current “stovepiped systems” do not talk to each
other. “The emerging systems have integrated communications,” he
said. “This means that the logistics information system will receive all
requirements, and the computer network will show that. In the past, units could
only see what affected their specific segment. With integrated communications,
it will be possible to look down the entire pipeline and speed the process by
prioritization and reallocation.”
Predictive technology, which is still in the conceptual phase, eventually will
be able to show where brigade combat teams will be and what they will need, said
Stolz. This will enable delivery of supplies even sooner. According to Stolz,
the prediction will take into account the operational environment of the units
and anticipate their needs.
“The big difference is in the way the logistics systems will operate. The
soldier is going to see that he or she is not going to have to ask for the same
thing two or three times. We are going to have Amazon.com type of visibility,” Stolz
said, explaining that soldiers will know the status of their orders and have
confidence in when they will arrive.
The Army Combined Arms Support Command (CASCOM), at Fort Lee, Virginia, plays
a major part in the task of supplying the troops. Colonel John Wharton, in CASCOM’s
Directorate of Combat Developments-Combat Service Support and Deputy of TF Logistics,
said that the task force is collaborating with CASCOM to develop new standard
requirement codes (SRCs) that are associated with tables of organization and
equipment. He said that SRC teams, some as small as one or two soldiers, will
be able to provide support based on their specific capabilities. Currently, a
whole unit must be mobilized to provide support for a job that could be done
by a few.
TF Logistics is working with the Army staff, the Army Materiel Command, and the
Army theater support commands to develop the required capabilities based on tasks,
functions, and missions. It is also collaborating with the Joint Forces Command
and several regional combatant commands.
TF Logistics hopes to have 80 percent of the TSC design in place by the end of
fiscal year 2004, Wharton said.
ARMY MOVES EQUIPMENT AND
TROOPS FROM KOREA TO IRAQ
equipment is staged at Pier 8 in Pusan, Korea, awaiting
movement to Southwest Asia.
Approximately 3,600 troops from the 2d Infantry
Division’s 2d Brigade in Korea have been deployed to
Iraq to provide support to Operation Iraqi Freedom. The move
represented the first time in the 50 years of U.S. military
presence in Korea that troops stationed there were moved to
another operational area. The soldiers will return to the United
States following their tour in Iraq.
In preparation for the move, transporters of the Military Surface Deployment
and Distribution Command’s 837th Transportation Battalion in Pusan, Korea,
loaded 1,700 pieces of brigade equipment onto two Military Sealift Command (MSC)
vessels, the MV Cape Horn and MV Cape Hudson. They were supported by soldiers
of the 20th Area Support Group and the 1-38th Field Artillery Battalion. As part
of the deployment, 80 containers of ammunition were loaded onboard a third MSC
vessel, the SS Cape Inscription, at the Chinhae Ammunition Pier. Korean Navy
sailors assisted with that operation.
MANAGEMENT INITIATIVE WILL INTEGRATE AMC MSCs AND ALT PEOs
A memorandum of agreement (MOA) between
the Assistant Secretary of the Army for Acquisition, Logistics,
and Technology (ALT)
and the Commanding General, Army Materiel Command (AMC), seeks
to improve future soldier sustainment and readiness by establishing
a closer relationship between AMC’s major subordinate
commands (MSCs) and the program executive officers (PEOs) in
the Army ALT community.
The 2 August MOA formalizes an initiative that will establish
Life Cycle Management
Commands (LCMCs) by aligning AMC’s Aviation and Missile Command, Communications-Electronics
Command, Joint Munitions Command, and Tank-
automotive and Armaments Command with the PEOs with whom they now work. The initiative
will result in better products being delivered to
the soldier more quickly and at less cost and optimize the interaction and effectiveness
among the ALT communities.
The new alignments will be the Aviation/Missile LCMC, the Soldier/Ground Systems
LCMC, the Communications/Electronics LCMC, and the Joint Ammunition LCMC. The
PEOs will align closely with the MSCs but will continue to report to the Army
Acquisition Executive, who is the Assistant Secretary of the Army for ALT. AMC
logisticians in the LCMCs will be able to provide more input into the acquisition
processes that affect sustainment and readiness. They will continue to report
to the AMC Commander.
The PEOs will retain responsibility for establishing program objectives and will
be the single points of accountability within their respective LCMCs for accomplishing
program objectives. They will work closely with LCMC elements to design and execute
effective sustainment strategies. The LCMC commanders will be the focal points
and primary responsible agents for actions across the entire life cycles of the
systems assigned to their LCMCs. Both the PEOs and the LCMC commanders will maintain
operational relationships with the AMC Research, Development, and Engineering
Command (RDECOM) concerning the technology and engineering aspects of their respective
An integrated process team made up of representatives of the MSCs, the PEOs,
and RDECOM is charged with developing implementation plans for each LCMC. The
plans, which are to be completed by 2 February 2005, will outline relationships,
processes, and reporting chains for the new organizations.
DLA FORWARD STOCK
The Defense Logistics Agency (DLA) opened its fifth forward
stock depot in Kuwait this fall with 7,000 stocked items. By
the end of 2005, the depot will have an additional 40,000 items.
The depot was established in Kuwait to give DLA a larger presence
in Southwest Asia in order to minimize costs as the United
States and its coalition partners execute Operation Iraqi Freedom
DLA established its forward stocking initiative (FSI) in the mid- to late-1990s
to minimize transportation costs. Under the FSI, DLA forward-stocks materiel
ordered by customers four or more times a year for 2 consecutive years. This
allows DLA to deliver the needed items quickly without having to resort to more
expensive air transport.
The other forward stock depots are in Pearl Harbor, Hawaii; Germersheim, Germany;
Sigonella, Italy; and Yokosuka, Japan. DLA plans to establish additional depots
in Guam and Korea.
AMC AND DLA PARTNER
TO TEST WAL-MART RESUPPLY PROCEDURES
The Army Materiel Command (AMC) and the Defense Logistics Agency
(DLA) have formed a partnership that seeks to improve their
resupply operations by following the vendor system used by
retail giant Wal-Mart.
Under a collaborative approach known as “
co-managed inventory,” Wal-Mart shares inventory and sales information
with its vendors and allows some of them to recommend resupply strategies to
the retail chain. A Wal-Mart proprietary system called “Retail Link” permits
vendors to access information on Wal-Mart sales and inventory of the items they
In April, DLA and AMC started a 6-month pilot program called “Vendor Initiated
Parts Resupply” (VIPR) that is based on the Wal-Mart system. The goal of
the pilot is to determine if sharing consumption information at several inventory
points will increase supply readiness, improve in-transit visibility, cut costs,
and improve parts resupply to field locations.
Vendors taking part in VIPR will have visibility of consumption and inventory
data on their items at specific sites, including 8th U.S. Army tactical supply
support activities in Korea and an AMC maintenance depot, Red River Army Depot
in Texas, and in wholesale inventories managed by DLA and AMC. Based on this
information, vendors will make recommendations on resupply quantities needed
to maintain inventory levels. Vendors will be responsible for shipping approved
resupply quantities to the appropriate inventory locations. AMC and DLA representatives
will meet regularly with the vendors to discuss problems and find ways to improve
the VIPR process.
For the pilot, DLA selected Oshkosh Truck Corporation and AM General to provide
land-component items such as vehicular component boots, shock absorbers, oil
pans, and engine crankshafts. AMC selected Goodyear Tire and Rubber Company,
Michelin, and Barnes PSP, Inc., as additional vendors. The U.S. Transportation
Command will provide visibility of shipments through the Global Transportation
Information sharing under the pilot program began on 1 April, and the vendors
became responsible for making resupply recommendations on 19 April. The AMC and
DLA commanders, General Paul J. Kern and Vice Admiral Keith W. Lippert, were
scheduled to evaluate VIPR’s success in October. A successful pilot could
lead to incorporating elements of VIPR into DLA’s and AMC’s operating
ARMY PRESENTS DEPLOYMENT
The Army’s Deputy Chief of Staff,
G–4, Lieutenant General C.V. Christianson, presented
the 2004 Army Deployment Excellence Awards in a ceremony on
22 June. The awards, established by the Chief of Staff of the
Army in 2000, are open to any unit or installation that has
deployed or supported a training or contingency deployment
during the competition year, which runs from
1 December to 30 November.
Units and installations can participate in one of five categories: Operational
Deployment; Large Unit (battalion and above); Small Unit (company and below);
Supporting Unit; and Installation. The Operational Deployment category, which
was added in 2003, is for units that deploy to support operational missions.
The winners of the 2004 Deployment Excellence Awards are—
Operational Deployment Large Unit. 2d Battalion, 227th Aviation
Cavalry Division, Fort Hood, Texas.
Operational Deployment Small Unit. C Company, 121st
Signal Battalion, 1st Infantry Division (Mechanized), Kitzingen, Germany; and
B Company, 65th Engineer Battalion,
25th Infantry Division (Light), Schofield Barracks, Hawaii.
Active Large Unit. 53d Movement Control Battalion (Echelons
Above Corps), Fort
Active Small Unit. Headquarters and Headquarters Company,
Group, Fort Eustis, Virginia.
Active Supporting Unit. 842d Transportation Battalion, Beaumont,
Army Installation. Fort Stewart, Georgia.
Army National Guard Large Unit. 2d Battalion, 116th Infantry
Army National Guard Small Unit. 82d Rear Operations
Center, 82d Infantry Brigade,
Lake Oswego, Oregon.
Army National Guard Supporting Unit. 1067th Transportation
Army Reserve Large Unit. 1192d Transportation Terminal Brigade,
Army Reserve Small Unit. Headquarters and Headquarters Company,
Army Civil Affairs
and Psychological Operations Command, Fort Bragg, North Carolina.
Army Reserve Supporting Unit. 2125th Garrison Support Unit, 82d Airborne Division,
Fort Bragg, North Carolina.
More information, including the awards evaluation criteria, checklists, and sample
nomination packets, is available at the Deployment Process Modernization Office
Web site at www.deploy.eustis.army.mil/DEA.
The winners of the 2003 Army Awards for
Maintenance Excellence are as follows—
Active Army (Table of Organizationand
Small Unit. 11th Signal Detachment,
2d Signal Brigade, Mannheim, Germany.
Medium Unit. 3d Military Intelligence
Battalion, Camp Humphreys, Korea.
Large Unit. 532d Military Intelligence
Battalion, Yongsan, Korea.
Active Army (Table of Distribution and Allowances)
Small Unit. Operations Group, Aviation Flight
Detachment, Combat Maneuver Training
Center, Hohenfels, Germany.
Medium Unit. 58th Transportation Battalion, Fort Leonard
Large Unit. Maintenance Activity Kaiserslautern, Germany.
Army National Guard (TOE)
Small Unit. Headquarters and Headquarters Detachment,
690th Maintenance Battalion,
Kinston, North Carolina.
Medium Unit. 732d Maintenance Company, Roxboro, North
Large. 2d Battalion, 156th Infantry Regiment, Abbeville,
Army Reserve (TOE)
Small Unit. 912th Medical Company, Independence, Missouri.
Medium Unit. Headquarters and Headquarters Company, 807th
Medical Command, Seagoville,
Large Unit. 94th General Hospital, Seagoville, Texas.
The awards were presented by Lieutenant General C.V. Christianson, Army Deputy
Chief of Staff, G–4; Brigadier General William M. Lenaers, the Commandant
of the Army Ordnance Center and School; and Chief Warrant Officer (W–5)
James J. Wynne, the Regimental Chief Warrant Officer of the Ordnance Corps, in
an August ceremony at the Pentagon.
SUPPLY AWARD WINNERS ANNOUNCED
Army Chief of Staff General Peter J. Schoomaker announced the following first-place
winners of the 2004 Army Supply Excellence Award on 1 September—
Table of Distribution and Allowances (TDA) Unit (Small).
222d Base Support Battalion,
TDA Unit (Large). 2d Battalion (Short-Range Air Defense)
6th Air Defense Artillery
Brigade, Fort Bliss, Texas.
TDA Supply Support Activity (SSA) (Small). Headquarters and
22d Area Support Group, Vicenza, Italy.
Modification Table of Organization and Equipment (MTOE) Company With Property
Book. Headquarters and Headquarters Detachment, 59th Signal
Battalion, Fort Richardson,
MTOE Company Without Property Book. 11th Signal Detachment,
MTOE Battalion With Property Book. 205th Military Intelligence
MTOE SSA (Small-Classes II, IV, and VII). 305th Quartermaster
Supply and Service
Company, Yongsan, Korea.
MTOE SSA (Small-Class IX). G Company, 52d Aviation Regiment,
MTOE SSA (Large-Class IX). D Company, 701st Main Support Battalion,
Division (Mechanized), Kitzingen, Germany.
Army National Guard
TDA Unit (Small). Headquarters, 209th Regional Training Institute,
TDA Unit (Large). Joint Forces Headquarters, Wisconsin Army
National Guard, Madison,
TDA SSA (Small). U.S. Property and Fiscal Office, Supply Center,
MTOE Company With Property Book. 107th Maintenance Company, Sparta, Wisconsin.
MTOE Company Without Property Book. Headquarters and Headquarters
Infantry Battalion, Fort Dix, New Jersey.
MTOE Battalion With Property Book. Headquarters, 1/25th Field
New Ulm, Minnesota.
MTOE Battalion Without Property Book. Headquarters, 2/127th
MTOE SSA (Small-Class IX). B Company, 193d Aviation Regiment,
Wheeler Army Airfield,
MTOE SSA (Large-Class IX). U.S. Property and Fiscal
Office, Supply and Services
Warehouse, Springfield, Illinois.
TDA Unit (Small). 4249th Port Security Detachment (Military
TDA Unit (Large). Area Maintenance Support Activity 57 (Ground),
MTOE Company Without Property Book. 216th Transportation Detachment,
MTOE Battalion Without Property Book. 317th Quartermaster
Battalion (Supply and
Services), Lawrence, Kansas
PENN STATE OFFERS Certificate IN Supply Chain Management
Pennsylvania State University’s Center for Supply Chain Research, in cooperation
with the Army Logistics Transformation Agency, now offers a certificate program
in Supply Chain Management for Army logisticians. To receive the certificate,
logisticians must attend Penn State’s new course, “Logistics Transformation
Management: Developing and Accelerating Logistics Change,” and two other
supply chain courses offered by the university. For more information about the
certificate program, send an email to William.Koenig@hqda.army.mil. Information
on course offerings is available on the Penn State Smeal College of Business
Web site, www.smeal.psu.edu/psep.
DEFENSE LOG CONFERENCE SCHEDULED
The Third Annual Defense Logistics Conference, Defense Logistics 2004, is scheduled
for 29 November to 1 December at the Omni Shoreham Hotel in Washington, D.C.
The purpose of the conference is to bring military and industry logistics leaders
together to promote interoperability and develop tools for supporting the warfighter.
Conference information and registration is available on the World Wide Web at
III represents cutting-edge military automotive technology.
SMARTRUCK III OFFERS MULTIPLE TECHNOLOGICAL ADVANTAGES
The Army’s new SmarTruck III can detect an airborne biological hazard and
alert authorities before it can cause harm, track and repel attackers in complete
darkness, and sense an incoming missile and knock it out of the sky. Its armor,
four-point safety belts, run-flat tires, and fire-suppression systems enhance
SmarTruck III was built by Integrated Concepts and Research Corporation of Madison
Heights, Michigan, and Heart International of Grand Blanc, Michigan, in partnership
with International Truck and Engine Corporation, for the National Automotive
Center (NAC). NAC is the Army Tank and Automotive Research, Development, and
Engineering Center’s technology transfer arm.
The vehicle can be used in a war zone, for homeland security, or for other security
purposes, such as border patrol. Its weapons station module has a remote-controlled
.50-caliber machinegun that rises from the back of the vehicle and sniper-detection
directional sound capabilities. Antimissile missiles deployed from behind SmarTruck
III’s side flares offer perimeter defense from rocket-propelled grenades
and antitank guided missiles.
SmarTruck III is outfitted with ballistic protection that can withstand 51-millimeter
machinegun rounds. It can be equipped with armor flooring that will dissipate
the energy of a ground explosion away from the vehicle. The vehicle’s automatic
fire-suppression system can sense an explosion or fire in the crew compartment
and suppress it within milliseconds. Its diagnostics system will help the crew
identify and solve vehicle maintenance problems.
The vehicle has two sophisticated camera systems: The periscope camera comprises
a night-vision camera, visible light camera, and laser range finder. The telemmersion
camera system can be raised 8 feet above the truck to record the 360-degree,
full-motion spherical scene at 100 million pixels per second. The system includes
directional sound monitoring and can record for up to 4 hours.
SmarTruck III’s bio-agent acquisition system can analyze samples and distinguish
bio-aerosols from dust and other nonbiological materials. The vehicle’s
communication technologies create an integrated, standalone command and control
center. Its occupants can control unmanned aerial vehicles, and each of its rear
seat passengers will be able to monitor SmarTruck III’s many technologies
and two 7-inch LCD (liquid crystal display) screens to view selected camera feeds.
SmarTruck III also has high-speed satellite Internet access and satellite TV.
According to NAC’s Bruce MacDonald, SmarTruck III is at the “top
end of innovation coming out of NAC.” The Army has not set a date for fielding
TRANSCOM REALIGNS TO PERFORM AS DISTRIBUTION PROCESS OWNER
The U.S. Transportation Command (TRANSCOM) has announced a management structure
designed to enhance its effectiveness in its role as the Department of Defense’s
(DOD’s) Distribution Process Owner (DPO). The realignment will create a
flatter structure with fewer layers of management, consolidate management accountability,
and streamline the flow of information to senior-level decisionmakers
The designation of the DPO last September established one accountable commander
for DOD distribution. The realignment creates a complementary structure with
subordinate levels of accountability to support the DPO.
Under the realignment, General John W. Handy, USAF, the TRANSCOM Commander, now
chairs a DPO Executive Board that also includes the Deputy Under Secretary of
Defense for Logistics and Materiel Readiness, the Director of the Defense Logistics
Agency (DLA), and the J–4, Joint Staff. The Executive Board will oversee
the improvement of the distribution process through six focus areas, or “pillars,” each
headed by a general officer (GO) or senior executive service (SES) civilian.
The pillar leaders will report monthly to the board. The six pillars are—
• Execution (the responsibility of the TRANSCOM J–3), which focuses
on the Deployment and Distribution Operation Center and containers.
• End-to-end process (the responsibility of the TRANSCOM J–5), which
focuses on end-to-end
architecture, asset visibility, metrics, and the deployment and distribution
• Information technology (the responsibility of the TRANSCOM J–6).
• Financial (the responsibility of the TRANSCOM J–8).
• Human realm (the responsibility of the TRANSCOM Chief of Staff).
• Integrated distribution (the responsibility of the DLA J–3), which
focuses on supply and transportation, direct vendor delivery, and the Defense
Transportation Coordination Initiative.
According to Major General Carlos D. “Butch” Pair, USAR, the TRANSCOM
Chief of Staff, “The DPO’s aim is to improve overall efficiency and
interoperability of distribution related activities—deployment, sustainment,
and redeployment support during peace and war. This realignment adds GO/SES-level
accountability and velocity to these hugely important efforts so that our Government
can start reaping the potential dollar savings at hand.”
TRANSCOM also has received DOD approval to establish a contracting activity for
commercial transportation services. TRANSCOM was authorized to procure commercial
transportation when it was established in 1993. However, to do so, TRANSCOM first
needed a delegation of authority from the Office of the Secretary of Defense.
TRANSCOM did not seek such a delegation at that time and instead executed the
acquisition mission through its components, the Air Mobility Command, the Military
Sealift Command, and the Military Surface Deployment and Distribution Command.
Following its designation as the DPO, TRANSCOM determined that it needed the
authority to establish its own acquisition capability that could be dedicated
to DPO requirements and requested the delegation of authority. TRANSCOM hopes
to have the contracting activity operational by March 2005.