The Office of the Deputy Chief of Staff for Logistics (DCSLOG) has identified the special interest items for review in fiscal year 1996. The Logistics Integration Agency (formed by merging the former Strategic Logistics Agency and Logistics Evaluation Agency) Command Logistics Review Team-Expanded (CLRT-X) will visit active Army, National Guard, and Army reserve activities conduct assessments and provide assistance on these special interest items. Special interest items are high visibility issues for the DCSLOG that may impact current and future logistics support to the soldier. The CLRTX findings are provided to the DCSLOG and his staff and form the basis for identifying improvements to total Army logistics effectiveness. The CLRT-X will conduct an assessment of the following specific functions-
Command issues. Systemic problems and logistics concerns that could have an Army-wide impact will be identified during site visits through interviews with key logistics managers and leaders.
Small arms repair parts management. The team will determine if the site is complying with directives and security guidance in managing small arms repair parts, shop stocks and bench stocks, small arms parts at the organization level, and demilitarization of small arms parts.
Supply support activity management. The CLRT-X will assess accuracy and effectiveness of supply support activities in managing the authorized stockage list and the timeliness in processing materiel returns and receipts.
Munitions accountability and reporting. The objective is to determine if units and ammunition supply points properly account for ammunition, accurately report on munitions, and correctly maintain records of all transactions.
Property accountability and reporting. The team will determine if reconciliations are being performed between property books and supply support activities; validate property book posting accuracy; determine timeliness of receipt transaction processing; determine if continuing balance system-expanded (CBS-X) reporting is conducted properly; and determine if users are trained adequately in standard property book system-redesign operations.
Unique item tracking. This effort will verify the accuracy of automated and manual property books and stock record accounts for serial-numbered tracked items.
Operational readiness float asset management. The objective will be to determine how these assets are accounted for, if usage is in accordance with AR 750-1 and captured in the standard Army maintenance system, and the maintenance condition of the assets.
Frequency and thoroughness of preventive maintenance checks and services of M17- and M40- series protective masks.
Frequency and accuracy of chemical agent alarm (M8A1) radioactive source wipe testing.
Effectiveness of management and evaluation of the command supply discipline program.
Petroleum equipment readiness.
Unit supply discipline. The objectives are to evaluate supply management procedures, evaluate the effectiveness of the standard Army management information systems (STAMIS), assess regulatory compliance for the prescribed load list, and identify possible improvements in unit supply discipline.
Combat service support automation management office functions and STAMIS sustainment training. The team will determine if effective and standardized guidance and training are being provided for field units.
Management of specialized repair activities. The objective will be to determine the number of programs, their effectiveness, and customer satisfaction.
Army defense utility energy reporting system data entry system accuracy. The team will verify that data are accurately reported and recorded.
Identification, authorization, and accountability of automation equipment. The team will make sure equipment is safeguarded and that property book accounting is correct..
Unit level logistics system usage data reporting. This effort will be directed at verifying accuracy of data input and reporting.
The Logistics Integration Agency will notify major commands or activities approximately 30 days before a scheduled visit. An evaluation plan will be developed to describe specific areas to be assessed during the visit.
Installation commanders may want to consider commercial cardlock fueling networks as alternatives to operating fuel facilities, storing bulk fuel in mobile or underground tanks, and issuing Government credit cards for fuel purchases. The cardlock system shifts operating responsibilities, expenses, and liabilities to private businesses or state or local governments.
The cardlock system involves issuing point-of-sale cards or keys and personal identification numbers (PIN's) that will allow Army personnel to dispense fuel. The commercial fueling outlets that participate in the program electronically record all transactions and can produce itemized reports on amounts of fuel purchased, fueling locations, and taxes paid. Limits can be established on fuel grades, dollar or volume per car or per day, and fuel points to be used.
Due to more stringent environmental regulations, the costs and liabilities of managing and operating fuel storage and dispensing systems are increasing. The cardlock system would eliminate the need for such facilities. In addition, manpower requirements would be reduced for installations.
Primary candidates for cardlock systems are small activities with no access to bulk storage and dispensing facilities, activities that store fuel in tanker vehicles, and activities that have small or outdated underground storage tanks. Most activities must conduct a cost analysis to determine cost effectiveness of the cardlock system Requests for cardlock system participation must be sent through the activity's major command to the Army Petroleum Center for evaluation and endorsement. The Defense Fuel Supply Center will conduct market research and provide contracting functions for establishing cardlock operations as appropriate.
For more information, contact the Army Petroleum Center at (717) 770-5873 or -7258; DSN 977-5873 or -7258; or e-mail firstname.lastname@example.org.
Tobyhanna Army Depot, Pennsylvania, has been designated by the Army Communications-Electronics Command (CECOM), Fort Monmouth, New Jersey, as the system designer and integrator of a forced entry air-droppable satellite terminal (FEAST).
Currently available Army satellite equipment is not sturdy enough to withstand airdrop into a theater of operations, a problem that surfaced during Operation Restore Hope in Somalia. The Production Engineering Directorate at Tobyhanna has been tasked to design a multiple-channel system that can absorb the shock and vibration that the equipment would experience in an 800-foot drop to the ground from a C-141 or C-130 aircraft. A multiple-channel system is needed by an initially deploying airborne assault force to provide the communications that are critical in the first hours of an operation.
The XVIII Airborne Corps, Fort Bragg, North Carolina, will be the recipient of the first system. The 82d Airborne Division, along with the 35th Signal Brigade, also at Fort Bragg, CECOM, and the Army Battle Command Battle Lab at Fort Gordon, Georgia, are collaborating with Tobyhanna in the development of the system. The Logistics Support Activity Packaging, Storage, and Containerization Center's Engineering and Laboratory Division at Tobyhanna will provide shock and vibration equipment for testing of the prototype.
The Army has completed type classification of the B-LPS and SPECS, two eye-protection products designed to prevent eye injuries and blindness. The Army Surgeon General estimated that minor and catastrophic eye injuries amount to approximately $160 per year for each active-duty soldier. Approximately $144 per soldier could be saved with the use of eye protection. The B-LPS and SPECS offer protection against environmental conditions as well as lasers and ballistics.
The B-LPS are designed to accommodate prescription lenses. The SPECS are for use by soldiers who do not wear glasses. Both systems are constructed of polycarbonate, a strong, lightweight, and versatile material. Both daylight and low-light versions are available.
More than 95 percent of the soldiers who tested the glasses found them comfortable, stylish, and effective. The U.S. Army is the first in the world to provide integrated eye protection for front-line soldiers.
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Wearing eye protection during training exercises as well as in routine operations can prevent eye injuries.
Red River Army Depot, Texarkana, Texas, has devised a new way to dispose of blasting media and other hazardous waste and has secured regulatory approval from the state of Texas to continue its use as a valid disposal method.
Working with the Army Industrial Operations Command's Pollution Prevention Centers of Technical Excellence Program, depot personnel discovered a way to treat waste that significantly reduces its hazardous properties by stabilizing it. Stabilization involves adding certain materials that "fix" the waste's most hazardous constituents in their least toxic form and then "harden" (or immobilize) the chemically fixated components. The fixation and hardening of the hazardous waste components greatly reduces their potential for leaching when buried.
The depot uses a number of processes that generate hazardous waste that requires treatment and disposal. Materials such as garnet, steel shot, walnut hulls, and glass and plastic beads are fired under pressure at combat vehicles to remove paint. The depot also uses power washers to clean oily, greasy engines and parts. Still other military parts are cleaned with steam or by immersing them in chemical-filled vats.
Since January 1994, Red River Army Depot has had a contractor periodically come to the depot in a mobile unit to treat the waste onsite. The contractor adds various amounts of ferrous sulfate, sodium sulfide, cement kiln dust, fly ash, and water to the waste. The mixture is agitated at varying speeds until cadmium becomes cadmium sulfide, lead becomes lead sulfide, and hexavalent chromium changes to its trivalent form. The waste is then poured into covered roll-off containers and transported to Red River's landfill for disposal. The chemical fixation and hardening of the waste prevents hazardous metals from leaching into the surrounding environment.
Over 3 million pounds of waste have been properly treated and disposed of in the depot landfill. Since January 1994, the onsite treatment process has resulted in savings estimated at nearly $2.5 million. Another benefit to Red River Army Depot has been the elimination of the liability associated with shipping the waste off site for treatment and disposal.
The effectiveness of containerization, intermodalism, and intransit visibility was tested during the U.S. Transportation Command's exercise Turbo Intermodal Surge 1995. Roll-on-roll-off ships are not always available to divisions that are deployed, so the exercise tested the use of containerships for moving combat forces to locations where they are needed in a contingency.
Industry and military personnel worked together to containerize the equipment of the 3d Battalion, 29th Field Artillery, at Fort Carson, Colorado. The mechanized artillery battalion's equipment included 49 tracked vehicles, 133 wheeled vehicles, and other mission-essential equipment.
At Fort Carson, vehicles and other equipment were loaded in containers and on flatracks that were then loaded onto railcars. Two trains-one loaded with oversized equipment and the other loaded with containers and flatracks-traveled to the Port of Oakland in California. At Oakland, the 1302d Major Port Command, American President Lines, and Sea-Land unloaded the equipment from the train and loaded it on the President Adams. The equipment was then offloaded back on the trains for the return trip to Colorado.
Turbo Intermodal Surge 1995 proved that the military can work with commercial activities to effectively use containerization to move forces.
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A palletized load system truck is lowered into the hold of the President Adams at the Port of Oakland, California.
The U.S. Total Army Personnel Command (PERSCOM), Alexandria, Virginia, has listed approximately 250 military occupational specialties (MOS's) that either need more soldiers (in calls) or are overstrength and are allowing reclassification to other specialties (out calls). The lists are updated frequently and are available from personnel offices or retention NCO's.
Soldiers whose specialties are overstrength can apply for reclassification or, if they are in their reenlistment window, may "re-up" for training in a new specialty. Generally, soldiers must be in overpopulated specialties to reclassify and can switch only to shorthanded specialties.
Specialties not listed on the in- or out-call lists are considered balanced, and soldiers generally are not allowed to leave or enter those specialties. However, exceptions are sometimes made to help fill certain specialties or assist soldiers needing a career boost-
Soldiers with the rank of specialist and below who are within 1 year of their expiration of term of service (ETS) in balanced or overpopulated specialties can request reenlistment for retraining into related pecialties.
Soldiers at the rank of staff sergeant and higher with specialties on the out-call list can change to shorthanded or balanced MOS's.
Because of a shortage of executive administrative assistants (MOS 71C), administrative specialists (MOS 71L) at the rank of specialist can request reclassification to 71C.
Specialists and corporals with 600 or more promotion points and sergeants with 700 or more promotion points who are in balanced specialties can request a change to shorthanded specialties if MOS training is available. Soldiers within 3 years of the maximum service for their rank (the retention control point) are urged to apply.
Soldiers facing mandatory medical reclassification may request three MOS's, either shorthanded or balanced.
Soldiers should consult their personnel advisors to determine the career opportunities of their specialties and whether to stay or switch.
In all cases, soldiers must meet training and MOS eligibility requirements.
The Army Materiel Command (AMC) set goals for its major subordinate commands (MSC's) to institute across-the-board reductions in acquisition lead times in fiscal year (FY) 1995. The Army Communications-Electronics Command (CECOM), Fort Monmouth, New Jersey, exceeded its lead-time reduction goal. AMC set the goals to meet the challenge the Secretary of Defense made to his agencies in implementing Executive Order 12931 on acquisition reforms to reduce cycle times.
AMC established a lead-time reduction process action team to lead its efforts; in turn, CECOM formed, in April 1995, a lead-time reduction Red Team to streamline its acquisition process by minimizing administrative lead time (ALT) and production lead-time (PLT). The team pursued and instituted strategies to reduce existing and future lead times, ensure data base accuracy, and ensure that all information on lead-time activity is complete.
The Red Team is a multifunctional, integrated product team made up of motivated, innovative volunteers with technical expertise in different areas. A team-initiated action is to hold weapon system reviews with item managers that focus on data base and acquisition strategy analyses. Forty-six weapon systems have been reviewed thus far. The team also developed an on-line lead-time tracking system and a lead-time reduction bulletin board to provide the latest reduction status and guidance to the work force.
Acquisition strategies initiated as a result of the Red Team's creative thinking include-
Using packaged buys and multiyear flexible contracts that allow for indefinite delivery and indefinite quantity ranges, with minimum and maximum quantities.
Delegating ordering authority to inventory managers.
Using direct vendor delivery.
Using flexible computer integrated manufacturing, which is an alternate supply source that provides in-house capabilities for reverse engineering and includes on-line drawings, specifications, and other data.
Developing acquisition requirements packages.
These strategies, reviews, and actions resulted in a reduction of 102 days of lead-time since December 1994. A 1-day reduction of ALT saves $1.6 million, and 1-day reduction of PLT saves $1.7 million. The team has introduced several other reduction initiatives, such as eliminating pre-production first-article tests (FAT's); minimizing initial production FAT's; reducing tests and inspections to minimums; and analyzing "driver" systems for best possible PLT reductions.
CECOM spokesperson Helen Roche said, "Through the cooperative efforts of the CECOM work force and the Red Team's initiatives, the command exceeded AMC's FY '95 reduction goal. There is still more work to be done, but the strategies initiated and implemented by the lead-time reduction Red Team will ensure cost effectiveness at CECOM and increase efficiency in serving the soldier."