|ARMY PUBLISHES 2007 POSTURE STATEMENT
ARMY PUBLISHES 2007 POSTURE STATEMENT
After 5 years of the Global War on Terrorism,
the environment in which Soldiers work remains dangerous,
and the stress that they and their Families endure is increasing.
That was the message of the Secretary of the Army and the
Chief of Staff of the Army in the 2007 Army Posture Statement.
The statement, which is the annual summary of the Army’s
missions, accomplishments, and plans, was presented to the
Congress in February.
According to the Army’s leaders, funding and resources
must increase to build the force, sustain the war effort,
and provide for Soldiers and their Families. To reach these
goals, the Army will focus on four overarching, interrelated
- Provide relevant and ready land power. The Army is transforming into a
brigade-centric modular force, with 76 brigade combat teams and some 225 sustainment
brigades in the active and reserve components.
- Train and equip soldiers and grow adaptive leaders. The Army is cultivating the Warrior
Ethos among all Soldiers and Army civilians.
- Sustain an all-volunteer force. The Army is improving the quality of life for
Soldiers and their Families to match the quality of service they provide.
- Provide infrastructure and support. The Army is transforming its structure,
systems, processes, and facilities to sustain the full range of operations.
The Army’s logistics focus will be on enhancing
equipment readiness, improving logistics automation, and completing
transformation. The past 5 years of combat operations have
worn down Army equipment, so Congress has provided funding
to continue restoration projects that are already underway
through the Army Force Generation reset process. These measures
are expected to aid in rebuilding unit capability. To improve
accountability, the Army is implementing the Logistics Automation
Governance Plan, which will improve the fielding of modern
logistics automation and will retire legacy systems. These
efforts have reduced the number of logistics automation systems
from 850 to 320.
The Army has accelerated its rapid but deliberate transformation
of logistics. Since 2004, the Army has redesigned and activated
new logistics units, including three of four new theater sustainment
commands, five expeditionary sustainment commands (ESCs),
and 11 sustainment brigades. The 316th ESC, an Army
Reserve unit, will be the first ESC to deploy and provide
command and control.
For more information on the 2007 Army Posture Statement, see
JKO PORTAL OFFERS JOINT ONLINE TRAINING
To prepare servicemembers for joint and multinational operations, the Department
of Defense has unveiled a new enterprise portal system called Joint Knowledge
Online (JKO). The new system delivers online classes and learning tools, including
joint task force handbooks, interactive courseware, training videos, and links
to other online information. These resources are available not only to U.S.
servicemembers but also to those who will be working with them in joint and
multinational operations, such as personnel from government agencies, foreign
militaries, and nongovernmental organizations.
JKO is aimed at reducing the amount of time service men and women spend away
from their families and units while being trained for their joint missions.
With JKO, Soldiers, Marines, Sailors, and Airmen can take basic portions of
courses online before arriving at resident courses. The service-operated portals—Army
Knowledge Online, MarineNet, Navy Knowledge Online, and Air Force Portal—will
still provide service-specific training.
ARMY FINANCE SCHOOL RENAMED
The Army Finance School at Fort Jackson, South Carolina was officially redesignated
as the Army Financial Management School on 26 January 2007. The Finance School
was originally established on 1 September 1920. The name change was one of
the first steps of a transformation that will combine the Finance branch (code
45) and Comptroller functional area (FA 45) career tracks into the Financial
Management branch (code 36). The goal of the transformation is to create multifunctional
Financial Management officers that can support the Modular Force. All financial
management units will finish their conversions by fiscal year 2010.
DOD AWARDS DEFENSE LOGISTICS CONTRACTS
In response to a Base Realignment and Closure recommendation
to privatize certain functions at Defense Supply Center Richmond
(DSCR), the Department of Defense has awarded contracts that
will terminate the wholesale supply, storage, and distribution
of packaged lubricants, petroleum, chemicals, and compressed
gasses at DSCR. A contract worth up to $6.25 million was awarded
to San Diego-based Science Applications International Corporation
to handle the procurement, storage, and transportation of petroleum,
oils, lubricants, and chemicals. Privatization will allow the
contractor to deliver supplies directly from its stock to the
warfighter. Haas Total Chemical Management of West Chester,
Pennsylvania, received a $2 million contract to buy, store,
fill, and transport compressed gasses and cylinders for DSCR
customers. DSCR will retain the contracting function for the
CAMP ARIFJAN STUDY CHANGES SAFETY
RULES FOR AMMUNITION STORAGE SITESS
A review of plans for storing ammunition at the Theater Storage Area at
Camp Arifjan, Kuwait, has led to a significant change in the rules for
constructing safety barricades at ammunition storage sites. The review,
initiated by the Army Defense Ammunition Center (DAC) at McAlester, Oklahoma,
reevaluated Department of Defense (DOD) and Army explosives safety regulations
that required the height of a barricade to be 2 degrees above stacks of
ammunition when drawn from the rear of the stacks. Applying this rule to
the 25 720-foot-long ammunition storage pads at Camp Arifjan meant that
36-foot-tall barricades would have been required. Employees at DAC’s
Army Technical Center for Explosives Safety questioned the need for 36-foot-high
barricades to protect adjacent ammunition storage sites that were 477 feet
A series of trajectory analyses using DOD-approved explosion
software models showed that barricades with a height extending 1 foot above
the line of sight between two ammunition stacks will protect adjacent ammunition
storage sites from the spread, or propagation, of detonations at one stack.
As a result, the armed services and the Department of Defense Explosives
Safety Board have voted to adopt a requirement that barricade heights be
1 foot above the line of sight between ammunition stacks (1 foot above
the height of the stacks).
ammunition storage pad at Camp Arifjan, Kuwait.
Because of this change, an estimated $67 million will be saved
over the next 3 years through reductions in the height and
footprint of barricades and the amount of dirt required for
IMPROVED BODY ARMOR FIELDED
The Army will field the Improved Outer Tactical Vest (IOTV) to Soldiers in Afghanistan
and Iraq soon. Improvements made in the design of the vest, which are based on
Soldier input, reflect the Program Executive Office Soldier goal to provide Soldiers
with the most advanced and comfortable protection gear available.
The IOTV has the same ballistic protection and uses the same armor plates as
the OTV that Soldiers have been using. Improvements in the vest include—
- Lighter weight by 3 pounds.
- Increased area of protection.
- More comfortable integrated throat protector.
- Single quick release for emergency situations.
- Internal waistband that allows the waist, not the shoulders, to support the weight of the vest.
- Movement of the vest opening from the front to the sides.
- Additional storage pockets.
- Mesh lining for ventilation.
- Vertical adjustability of side plate carriers.
- Increased number of available sizes.
||The Improved Outer Tactical Vest worn
by the Soldier in this photo is being fielded to
Soldiers in Afghanistan and Iraq. (Photo
courtesy of Program Executive Office Soldier)
NEW ARMY OPSEC REGULATION RELEASED
A revised Army Regulation 530–1, Operations Security (OPSEC), updates policies
and procedures for maintaining OPSEC in the Army. The goal of the changes is
to foster a total Army approach to OPSEC.
Unlike traditional security, the purpose of OPSEC is to avoid providing the enemy
with sensitive information through unclassified and open-source observations
of friendly activity, such as personal blogs on the Internet or photos sent to
family and friends. Such information may be pieced together to provide the enemy
Key changes to the regulation include—
- Placing a greater emphasis on commander implementation of OPSEC.
- Establishing punitive measures for violations of specific directions.
- Requiring that “For Official Use Only” be marked on any document
that meets at least one exemption of the Freedom of Information Act.
- Requiring that all email messages containing sensitive information be encrypted.
- Adding civilian and contractor personnel to the OPSEC program.
- Addressing the role of Family members in OPSEC.
TRANSCOM RECEIVES SUPPLY CHAIN EXCELLENCE AWARDS
The Supply Chain Council, an international not-for-profit industry association,
presented the U.S. Transportation Command (TRANSCOM) the Global Award for Supply
Chain Excellence and the Award for Supply Chain Operational Excellence in March.
These awards spotlight world-class organizations that have recognized the critical
role supply chain performance plays in reaching organizational goals and their
commitment to optimizing supply chain performance.
The awards were presented to TRANSCOM for its commitment to design, development,
and decisionmaking support associated with the joint deployment and distribution
architecture. This was exhibited by the TRANSCOM Command, Control, Communications,
and Computer Systems (J–6) Architecture Division redesign of the command’s
operational architecture to provide better understanding of operational processes
and highlight the relationships among various organizations involved in the
broader supply chain.
“Our focus is on improving the efficiency and interoperability of the
distribution activities associated with deploying, sustaining, and redeploying
our forces and equipment during peace and war,” said TRANSCOM Commander
General Norton A. Schwartz. “The application of the Supply Chain Operations
Reference Model has definitely helped us effect change toward improving our
at the Logistics Movement Coordination Center
(LMCC) operated by the Army Corps of Engineers,
Gulf Region Division, request permission
for, register, and monitor convoy movements
throughout the battlespace in Iraq. The
LMCC, located in Baghdad, coordinates the
movement of materials needed for reconstruction
throughout Iraq with the military units
that control the territory through which
the convoys will move. The LMCC operates
on an unusual business model—a team
primarily run by contractors in a military
environment that eventually will turn over
its operations to the Iraqi government.
The LMCC helps coalition forces maintain
a better view of their operating environment
and support their logistics needs while
the contractors working at the LMCC receive
a safer workspace, which dramatically reduces
their insurance premiums. In the past 2_
LMCC has guided more than 11,300 convoys.
(Photo courtesy of Army Corps of Engineers,
Gulf Region Division)
ARMY IMPROVES UNIFORM FIRE RESISTANCE
Program Executive Office Soldier is working
to provide Soldiers in theater with uniforms that protect
them better from the fire threats posed by improvised explosive
devices. These initiatives include NOMEX uniforms for Soldiers
in convoy operations, flame-resistant coveralls for Soldiers
operating combat vehicles, a fire-resistant combat shirt
to be worn under the interceptor body armor, and a fire-resistant
Army combat uniform (ACU).
new flame-resistant combat shirt is designed
to be worn under the interceptor body armor.
Soldiers in Iraq and Afghanistan began receiving NOMEX
uniforms in January in response to an operational needs
requirement submitted in September 2006. NOMEX, a fiber produced by DuPont Company,
has proven effective in saving lives. It significantly
reduces the risk of second- and third-degree burns to Soldiers
who are exposed to a flash fire such as burning fuel.
An improved, fire-resistant,
one-piece uniform has been developed for Soldiers riding
in combat vehicles. Also made with NOMEX, the new coverall
has an elastic back waist and adjustment tabs to customize
fit, decrease bulk, and increase maneuverability for armored
vehicle crews. The fielding date for the coverall is yet
to be determined.
The fire-resistant combat shirt will be fielded late this
summer. Made to wear under body armor, the shirt has fire-resistant
camouflage material on the sleeves, shoulders, and in a
panel under the arms. The front and back are made of body-fitting,
moisture-wicking, knit fabric. Worn with flame-resistant
ACU pants, the shirt provides the Soldier with head-to-toe
protection against burns. Fielding for the flame-resistant
ACUs begins in July.
The individuals list below participated in
the design of the Logistics branch insignia. The final
design, seen in Introducing the
Logistics Branch and the
cover, incorporates many similar elements found in the
design suggestions that were
submitted to the Army Combined Arms Support Command (CASCOM).
(See the article on the design solicitation in the September-October
2006 issue of Army Logistician for more information
on the insignia design process.) The final design therefore
is the product of
a group effort. All participants received a thank-you note
from Major General Mitchell H. Stevenson, the Commanding
General of CASCOM. Costella Alford was the primary design
technician for the insignia at the Army’s Institute
of Heraldry at Fort Belvoir, Virginia.
Major Sean F. Ahrens
Colonel Mark W. Akin
Major Mo Alsing
Captain Luis M. Alvarez
Mr. Daniel Amburg
Dr. William F. Atwater
Captain George Autry
Captain Johnny Bakane
Mr. Al Barnes
Mr. Steven Baroski
Mrs. Janice Denise Blake
Chief Warrant Officer (W–4) James Boroch
Chief Warrant Officer (W–4) Rebecca Brashears
Second Lieutenant Tamara Brewer
Lieutenant Colonel Andrew Burns
Lieutenant Colonel Ralph N. Butera, USA (Ret.)
Captain Frank M. Campana
Major Rebecca Capps
Major Michael Cathey
First Lieutenant Lara Chapman
Lieutenant Colonel Jordan Chroman
Major John Paul H. Cook
Major Brad Culligan
Lieutenant Colonel O. Shawn Cupp, USA (Ret.)
First Lieutenant Mark B. Dudley
Major Christopher L. Dykes
Captain Brian Easley
Captain Russ Edmiston
Major Steve Fabiano
Captain Jana Fajardo
First Sergeant Gerardo Flores
Captain Beth R. Frazee
Mr. Keith K. Fukumitsu
Captain Shane Gainan
Captain David L. Godfrey, Jr.
Major Nathan Goubeaux
Major Daniel Graves
Lieutenant Colonel Dan Gregory
Major Mark A Gregory
Mr. Ronald Gross
Lieutenant Colonel John M. Guarnieri
Mr. Timothy L. Hale
Mr. David Hanselman
Mr. David R. Heallen
Major Doug Henry
Lieutenant Colonel William Hogan
Major Nathan Hunsinger
Major Matthew Isaacson
Captain Frederick C. Jackson
Ms. Carolyn Jolly
Mr. Brent Kadesch
Captain Jason Kahne
Mr. Richard E. Killblane
Major Peter J. Kim
Major Kurt Klefisch
First Lieutenant Damien Krantz
Captain John Kredo
Major John Kuenzli
Captain Joshua LaMotte
Major Richard Lazik
Major Merritt Lincoln
Major Donald MacCuish
Colonel Michael T. McBride
Major Rita McClellan
Captain Jonathan McDougal
Lieutenant Colonel Sean McGovern
Sergeant First Class Derrick Madison
Major Jason Mead
Captain Laura C. Miller
Major Johnny Moritz
First Lieutenant Jason Morrow
Major David Motes
Captain Patrick B. Muzzy
Major Christopher Noe
Mr. David M. Oaks
Colonel Mark A. Olinger
Major Gerard J. Overbey
Dr. Christopher Paparone
Colonel Steven Pate
Captain David A. Payne
Captain Kevin M. Polosky
Lieutenant Colonel Carey Radican
Mr. Peter J. Ramirez
Major Robert W. Ramspeck
Major Matthew Reed
Mr. John Reith
Mr. Kevin Rhodes
Colonel Drexel Ross
Command Sergeant Major Gregory Seals
Captain James A. Shavers
Lieutenant Colonel Steven W. Shea
Lieutenant Colonel Arthur J. Smalley
Major Morgan Smiley
Major Michael Solovey
First Lieutenant Justin Strom
Mr. Ray Strunk
Major Glen Sutton
Mr. George E. Thayer
Captain Jerry D. VanVactor
Lieutenant Colonel Joel D. Weeks
Major Cris Whittaker
Staff Sergeant Michael Winkler
Mr. Danny Winstead
Colonel Steve Woods
Major Mark Young