As part of continuing Army efforts to streamline
supply chain business processes and practices, the Program
Executive Office Enterprise Information Systems (PEO EIS) assumed
operational control of the Logistics Modernization Program
(LMP) in March from the Army Materiel Command.
LMP is a key component of the Single Army Logistics Enterprise
(SALE), which is the Army’s larger vision for integrating
its major logistics systems and processes. Since PEO EIS already
managed several other enterprise resource planning (ERP) programs
[Global Combat Support System-Army (Field/Tactical), Product
Lifecycle Management Plus, and General Fund Enterprise Business
System], consolidation of LMP with those programs under PEO
EIS will facilitate integration of the programs and contribute
to successful creation of the SALE.
One of the Army’s largest and most comprehensive business
transformation and technological modernization efforts, LMP
provides the systems and processes to support all aspects of
the Army’s national- and installation-level logistics.
When fully deployed, LMP will integrate procurement, asset
management, depot maintenance planning and execution, financial
management, ammunition manufacture and maintenance, requisition
processing, and long-term supply planning for an inventory
of up to 6 million items and $40 billion in goods and services
annually. Ultimately, LMP will help manage a supply chain serving
50,000 vendors and up to a million customers.
LMP is already serving the Warfighter. Since 2003, LMP users
at 12 locations have been able to release, track, and deliver
supplies to troops in Afghanistan, Iraq, and other locations
around the world. Most importantly, LMP does this faster and
more efficiently than the Army’s legacy systems.
The 12 locations now using LMP are the Army Communications-Electronics
Life Cycle Management Command (C–E
LCMC) at Fort Monmouth, New Jersey; the C–E LCMC Communications
Security Logistics Activity at Fort Huachuca, Arizona; the
garrison at Fort Monmouth, New Jersey; Tobyhanna Army Depot,
Pennsylvania; the Army Materiel Systems Analysis
Activity at Aberdeen Proving Ground, Maryland; the Army Security
Assistance Command headquarters at Fort Belvoir, Virginia,
and activities at New Cumberland, Pennsylvania, and St. Louis,
Missouri; Defense Finance and Accouning Service (DFAS)-Indianapolis,
Indiana, and DFAS operating locations at Rock Island, Illinois,
and St. Louis, Missouri; and the Clothing
and Heraldry Product Support Integration Directorate of the
Soldier-Biological-Chemical Operations Directorate, Tank-automotive
and Armaments Command, at Philadelphia, Pennsylvania. Future
LMP deployments are planned at the Army Materiel Command’s
remaining commands and depots during the next 5 years.
More information about LMP is available by calling the LMP
Project Office at (856) 988–4727.
TRANSFORMS TO THEATER SUSTAINMENT COMMAND
The 1st Corps Support Command (COSCOM) was inactivated on 18 April at Fort
Bragg, North Carolina, marking the end of nearly 34 years of logistics support
to the XVIII Airborne Corps and Fort Bragg. The same occasion marked the activation
of the 1st Theater Sustainment Command (TSC).
Brigadier General Kevin A. Leonard, the 1st COSCOM commanding general, and
Command Sergeant Major Luis Lopez, the 1st COSCOM command sergeant major, were
joined by Lieutenant General John R. Vines, the commander of the XVIII Airborne
Corps, in furling the 1st COSCOM colors.
Lieutenant General Steven Whitcomb, commander of Third U.S. Army and Army Central
Command (CENTCOM), joined Leonard and Lopez in unfurling the colors of the
1st TSC. The 1st TSC is the first such command to exist in the Active Army. “We’re
going from several thousand Soldiers down to about 400,” said Colonel
Ferdinand Samonte, 1st TSC chief operations officer. “There’s no
manual or doctrine on being a theater sustainment command,” he said. “[Young
Soldiers] . . . will be at the forefront of Army change.”
Logisticians of the 1st TSC do not support the XVIII Airborne Corps and Fort
Bragg as 1st COSCOM had done since 1972. Instead, they will, when deployed,
supervise, observe, and contribute knowledge to other logistics units deploying
to the CENTCOM theater of operations. The CENTCOM theater is under the control
of the Third Army from Fort McPherson, Georgia. Its troops are stationed in
Afghanistan, Egypt, Israel, Iraq, Kuwait, Qatar, Saudi Arabia, Uzbekistan,
and other Middle
Other former 1st COSCOM units at Fort Bragg, such as the former 46th Corps
Support Group and the Corps Distribution Command, also were inactivated as
part of the transformation. Now, most logistics support is provided to the
XVIII Airborne Corps by the 507th Corps Support Group, which will continue
under the 1st TSC until it becomes an independent corps asset in October.
The most conspicuous change resulting from the transformation is that 1st TSC
Soldiers do not wear the maroon berets worn by the Soldiers of airborne units
because, unlike the former 1st COSCOM, the 1st TSC does not have airborne status.
Instead, the 1st TSC Soldiers wear the standard black beret worn by most Soldiers
throughout the Army.
ARMY LOGISTICIAN EDITOR DEPARTS
Janice Heretick, Editor of Army Logistician, has accepted a position as the
Deputy Secretary to the General Staff at the National Guard Bureau in Arlington,
Virginia. During her tenure as editor, Janice transformed the bulletin and
modernized its production processes. She expanded coverage to include more
articles on joint logistics, instituted digital production, contracted for
performance of the bulletin’s design functions, and developed the Army
Logistician Web site. She earned the Secretary of the Army Award for Publication
Improvements for 2003-2004 and managed an editorial staff that won three Secretary
of the Army Awards for Army Editor of the Year within 7 years. Ms. Heretick
joined the Army Logistician staff in 1989 and became the bulletin’s third
editor in 1998. The staff of Army Logistician and the Army Logistics Management
College wish her well with her new endeavor.
TWO DEFENSE CONFERENCES SLATED
The American Defense Acquisition and Procurement Transformation (ADAPT) 2006
Conference will be held 18 and 19 July at the Westin Arlington Gateway in Arlington,
Virginia. The conference will address efforts to transform Department of Defense
acquisition and procurement business systems into an accountable, integrated,
end-to-end supply chain. To register on line or view a list of prospective
speakers, visit the conference Web site, www.adapt2006.com.
Defense Finance 2006 will be held 17 to 20 July 2006, also at the Westin Arlington
Gateway in Arlington. This conference is a senior-level forum for the exchange
of ideas, best practices, and lessons learned that will facilitate the efficient
transformation of financial operations in support of the warfighter. For more
information and to register on line, visit the conference Web site, www.defensefinanceusa.com.
NEW PROGRAM PARTNERSHIP LINKS GTN AND IDE
The U.S. Transportation Command (TRANSCOM) and the Defense
Logistics Agency (DLA) recently established a new program office
that unites TRANSCOM’s Global Transportation Network
(GTN) program and DLA’s Integrated Data Environment (IDE)
initiative. This partnership will increase logistics information
sharing throughout the Department of Defense (DOD) by integrating
defense supply chain-, logistics-, transportation-, and distribution-related
data and information technology services. The new program office
unifies IDE and GTN logistics, distribution, and transportation
visibility efforts. Its goal is to eliminate redundancy, streamline
access to data, and optimize resources.
Partnering the two programs will provide common integrated
data services to assist with the development of applications
that will give combatant commands, the services, DOD, and other
Federal agencies a cohesive solution for managing supply chain,
distribution, and logistics information. It will provide a
single point of systems data integration between TRANSCOM and
DLA and with other systems; ensure consistent access to common,
authoritative logistics data; and provide reliable information
for TRANSCOM, DLA, and their customers.
To smooth the integration process, both programs have been
placed under a single program executive officer at DLA. The
program manager is an Army officer assigned to TRANSCOM.
2006 COMBINED LOGISTICS EXCELLENCE AWARDS PRESENTED
The Chief of Staff of the Army recognized top
logistics performers at the second annual Combined Logistics
Excellence Awards ceremony on 18 May. The awards presented
were the Deployment Excellence Award, the Army Award for Maintenance
Excellence, and the Supply Excellence Award.
The Deployment Excellence Award winners are—
Small Unit. B Company, 1–35 Armor Battalion, 1st Armored
Division, Aschaffenburg, Germany.
Large Unit. 426th Brigade Support Battalion, 101st Airborne
Division (Air Assault), Fort Campbell, Kentucky.
Supporting Unit. 832d Transportation Battalion, Jacksonville,
Small Unit. 305th Quartermaster Company, Yongsan, Korea.
Large Unit. 40th Signal Battalion, Fort Huachuca, Arizona.
Army National Guard
Supporting Unit. Joint Force Headquarters-Florida, St. Augustine,
Small Unit. D Company, 113th Aviation Regiment, Reno, Nevada.
Large Unit. 1st Battalion, 151st Infantry Regiment, Indianapolis,
Supporting Unit. Headquarters and Headquarters Company,
Army Civil Affairs and Psychological Operations Command, Fort
Bragg, North Carolina.
Small Unit. 828th Quartermaster Company, Wilkes-Barre, Pennsylvania.
Large Unit. 483d Transportation Battalion, Vallejo, California.
Installations. Fort Hood, Texas.
The Army Award for Maintenance Excellence winners are—
Active Army Modification Table of Organization and Equipment
Small Unit. Headquarters and Headquarters Detachment, 728th
Military Police Battalion, Camp Walker, Korea.
Medium Unit. 297th Transportation Company, Fort Hood, Texas.
Large Unit. 5–52 Air Defense Artillery Battalion, Fort
Active Army Table of Distribution and Allowances (TDA)
Small Unit. Maintenance Activity Vilseck, Germany.
Medium Unit. 58th Transportation Battalion, Fort Leonard Wood,
Large Unit. Maintenance Activity Kaiserslautern, Germany.
Army National Guard MTOE
Small Unit. 540th Quartermaster Company, Lenoir, North Carolina.
Medium Unit. 1454th Transportation Company, Concord, North
Army Reserve MTOE
Small Unit. Headquarters and Headquarters Detachment,
213th Quartermaster Battalion, Wausau, Wisconsin.
Medium Unit. 354th Medical Company, Seagoville, Texas.
Large Unit. 643d Area Support Group, Whitehall, Ohio.
The winners of the Army Supply Excellence Award are—
Company, Battery, Troop, Detachment. 82d Airborne Division
Band, Fort Bragg, North Carolina.
Battalion, Squadron. 58th Signal Battalion, Okinawa,
Small TDA Unit. Headquarters Operations Company, 527th Military
Intelligence Battalion, Camp Humphreys, Korea.
Large TDA Unit. Maintenance Activity Mannheim, Germany.
Property Book. 58th Signal Battalion, Okinawa, Japan.
Supply Support Activity (SSA) MTOE. 26th Quartermaster Supply
Company, Hanau, Germany.
SSA TDA. Aviation Center Logistics Command, Fort Rucker, Alabama.
Army National Guard
Company, Battery, Troop, Detachment. Headquarters and Headquarters
Detachment, 733d Quartermaster Battalion, Delavan, Illinois.
Battalion, Squadron. 43d Army Band, Lincoln, Nebraska.
Small TDA Unit. 209th Regional Training Institute, Camp Ashland,
Property Book. Joint Force Headquarters-Jackson, Mississippi.
SSA TDA. U.S. Property and Fiscal Office, Supply and Services
(Joint Force Headquarters), Springfield, Illinois.
Company, Battery, Troop, Detachment. Headquarters and Headquarters
Company, 353d Civil Affairs Command, Staten Island, New York.
Battalion, Squadron. Headquarters and Headquarters Company,
412th Civil Affairs Battalion, Whitehall, Ohio.
Small TDA Unit. Reserve Support Detachment-South, Vicenza,
Large TDA Unit. Equipment Concentration Site 66, Fort Leonard
Property Book. 643d Area Support Group, Whitehall, Ohio.
SSA TDA. 854th Quartermaster Company, Logan, Utah.
NATICK WORKING ON SAFE ALTERNATIVE
TO SYNTHETIC FABRICS
The Natick Soldier Center (NSC) at the Army
Soldier Systems Center, in cooperation with the American Sheep Industry Association
and the American Wool Council, is developing a family of woolen, flame-resistant
woven and knitted fabrics. The new fabrics may prove to be a safe replacement
for synthetics such as polyester and nylon, which melt when exposed to flame.
The synthetic fabrics are popular because of their perspiration-wicking properties.
The Marine Corps recently banned the wear of clothing made of synthetic materials
by troops conducting operations in Iraq. The ban was prompted by serious burn
injuries sustained when Marines and Soldiers were exposed to heat and flames.
In some cases, their clothing melted and fused with their skin, compounding
already serious injuries.
According to NSC textile technologist Carole Winterhalter, the woven fabrics
being developed will be suitable for combat uniforms and other protective clothing.
The new, washable fabrics will provide a low-cost alternative to existing military
flame-resistant fabrics and offer flame and camouflage protection, she said.
The woven fabrics are scheduled to be available to Soldiers later this year.
A flame-resistant knitted fabric made of 50 percent wool and 50 percent aramid
is also under development for use in manufacturing underwear, hand wear, and
headwear. (Aramid is a strong, fire-resistant fiber that is commonly known
by its DuPont trade name, Kevlar.) Adding wool to aramid will increase comfort
while maintaining the thermal protection provided by 100-percent aramid fabric.
The blend will also cost less than the aramid fabric alone.
DDC THEATER CONSOLIDATION
AND SHIPPING POINT OPENS IN KUWAIT
In February, the Defense Logistics Agency’s (DLA’s) Defense Distribution
Center (DDC) opened a theater consolidation and shipping point (TCSP) at Camp
Arifjan, Kuwait. The TCSP’s staff of military, civilian, and contractor
personnel will consolidate and segregate shipments from multiple sources and
prepare them for shipment directly to customers.
DDC’s presence in Southwest Asia began with a request from the U.S. Central
Command (CENTCOM) for DLA to provide wholesale distribution support in theater
in order to reduce customer wait time and transportation costs and improve
overall readiness. In December 2002, DDC established a forward site in Bahrain
to pre-position items needed during Operations Enduring Freedom and Iraqi Freedom.
That site was able to avoid spending more than $30 million dollars in transportation
costs in 1 year of operation.
CENTCOM requested a permanent DLA distribution facility in Kuwait in 2003.
This was accomplished using a three-phased approach that began in May 2004
with dedicated support of shipments from DDC’s distribution facility
in Germany. In September of that year, DLA established an interim contingency
contract operation in Kuwait, which became operational when DDC activated the
Defense Distribution Depot Kuwait, Southwest Asia, or DDKS. After open competition,
a contract was awarded in August 2005 to Public Warehousing Company. Since
the DDKS opened, DDC’s total cost avoidance for air transportation is
more than $290 million.
With the recent installation of the Distribution Standard System (DSS), the
TCSP is now providing greater in-transit visibility of cargo, allowing DDC
to further streamline processes and improve support to theater customers.
FLY-AWAY TEAMS TRAVEL SO CUSTOMERS DON’T
A “fly-away team” from the 503d Maintenance Company’s automotive
platoon recently demonstrated the ability of mobile maintainers to take service
to customers in the field. The seven-member team deployed from the platoon’s
usual facilities at Logistics Base Seitz in Iraq to Forward Operating Base
Falcon to add new combat locks and gunner restraints to high-mobility, multipurpose
wheeled vehicles (humvees) of the 4th Brigade Combat Team (BCT), 4th Infantry
Division. The fly-away team taught 4th BCT mechanics how to install the upgrades
while helping to reduce their workload.
installs a gunner’s harness bracket on a humvee.
This gunner restraint keeps the Soldier
from being ejected from the vehicle during a rollover
or sudden stop.
Customers usually have to
travel to the location of their supporting maintenance personnel
to obtain equipment enhancements,
thereby putting their vehicles
and crews at risk from attacks while in transit. The use of fly-away teams
spares customers from the dangers that can be encountered in traveling on
Iraqi roads. As the team’s noncommissioned officer
in charge, Staff Sergeant John Mickens, commented, “The
benefit of fly-away teams is that the customer doesn’t
have to go into harm’s way to get safety upgrades.
We come to them and it’s easier for them.” Bringing
the teams to customers also reduces the time that vehicles
awaiting upgrades are idle.
Additional fly-away teams work on Forward Operating Bases Prosperity, Rustamiyah,
and Iskan, with a team scheduled to work at Mahmudiyah in the future.
with the 503d Maintenance Company disassembles an
old combat lock on a humvee door at Forward Operating
Base Falcon. He will replace it with a new combat
lock with a single-action mechanism that allows the
door to be opened with one motion.
AUTOMATED SYSTEM FOR MANAGING
SUPPORT AGREEMENT UNVEILED
The Joint Staff and the U.S. Joint Forces Command (JFCOM) have implemented
a new Web-based system for tracking bilateral logistics support agreements
between the United States and allied nations. The ACSA [acquisition cross-servicing
agreements] Global Automated Tracking and Reporting System (AGATRS) allows
the Joint Staff, combatant commands, and service component to improve visibility
and management of ACSAs.
While the United States has executed ACSAs with other nations since the 1980s,
no system existed to manage the agreements. The need for an ACSA management
system became clear from experiences early in Operation Iraqi Freedom (OIF).
According to Karl Speights of JFCOM, “Coming out of [OIF], we learned
that logistics visibility was poor and components going into OIF were not fully
trained on the ACSA program. They didn’t fully understand how to use
the ACSA to exchange supplies and services with coalition partners.”
ACSAs permit the United States to trade with other nations for logistics support,
supplies, and services using equal exchanges, replacements in kind, or cash
payments. Speights observed, “In many ways, ACSAs promote our working
better together as coalition partners. It helps us reduce our logistics footprint
because, if we can count on another nation to provide something, we don’t
necessarily have to bring that capability with us.”
AGATRS incorporates a large library of ACSA data, advanced reporting capabilities
that can be customized by the user, transaction histories, and cross-references
to other supply and financial systems.
Development of AGATRS began in 2004, and a test version was available last
November. JFCOM is now training service personnel to use the system.
DOD EMALL USERS GROUP FORMED
Department of Defense (DOD) EMALL customers now have a group to represent them
and provide input about customer needs and issues to the Defense Logistics
Defense Logistics Information Service. The group will meet quarterly to assess
DOD EMALL’s current capabilities, to identify user interface concerns
and system problems, propose new system functions, and address specific user
issues. The first group meeting in Charleston, South Carolina, in late February
included representatives from a variety of Federal agencies and military services.
The group was established at the request of the Joint Requirements Board (JRB),
the DOD-led group that oversees DOD EMALL system requirements. Its goal is
to ensure that DOD EMALL is the system of choice for obtaining goods and services
to meet specific customer needs.
“The user’s group membership should consist of actual users from
all organizations with different roles within EMALL–shoppers, orderers,
[and] supervisors,” said
Diana Robinson of the Defense Logistics Information Service DOD EMALL program
office. “We want . . . the group to have balanced representation.”
User group members can use JIRA software—an issue-tracking and project-management
application—to record new system issues and add comments on existing
issues. The issues will be reviewed and prioritized by the DOD EMALL program
system changes will be forwarded to the JRB for review and funding prioritization.
For information on contacting organizational representatives in the users group
or to volunteer as a representative, call (269) 961–5539 or (703) 767–1497
or send an email to email@example.com or firstname.lastname@example.org.