|NEW ARMY KNOWLEDGE ONLINE
SUSTAINMENT FORUM INTRODUCED
Logisticians across the Army can now meet online to discuss issues and exchange ideas at a new Sustain Warfighting Forum (Sustain WfF) hosted by Army Knowledge Online through the Army Combined Arms Center Battle Command Knowledge System. The portal is a collaboration established by the Army Forces Command, Army Materiel Command, and Army Training and Doctrine Command in an effort to get sustainment Soldiers and logisticians in all Army components talking about their experiences, exchanging knowledge, and working as a total Army sustainment team. The portal is new, so Soldiers are invited to check out online tools, look around, and provide feedback. Soldiers can visit the website at https://forums.bcks.army.mil/
NEW SYSTEM UPGRADES
SAMS INSTALLATION FUNCTIONS
A new application of the Standard Army Maintenance System (SAMS) will improve support to maintenance personnel at installations. SAMS-Installation Enhancement (SAMS–IE) will replace the existing SAMS-Installation/Table of Distribution and Allowances (SAMS–I/TDA) at installation maintenance activities, directorates of logistics, and reset activities. It also will provide enhancements to tactical users of SAMS-Enhanced (SAMS–E). Fielding of SAMS–IE, which was developed by the Project Office for Logistics Information Systems, began in June at Fort Hood, Texas.
SAMS–IE eliminates duplicate processes for some functions and provides functions to verify operator qualifications, dispatch equipment, conduct preventive maintenance checks and services, maintain service information and fault records, conduct the Army Oil Analysis Program, and run Army Materiel Status System reporting. The new program will enhance other systems in use to provide unit-level maintenance; supply and readiness reporting; maintenance-related repair part information; and direct support- and general support-level maintenance activities management functions. SAMS–IE also eliminates the manual process previously required to interface with other tactical systems.
Information papers, upgraded quick start guides, and tutorials are available through the SAMS–E webpage at https://www.us.army.mil/suite/page/143642. Users must log into Army Knowledge Online before the page will be displayed.
[Information for this article was provided by Colonel Eugene W. Skinner, Jr., the Project Manager for Logistics Information Systems.]
PRESIDENT NOMINATES DUNWOODY
TO BE AMC COMMANDER
Lieutenant General Ann E. Dunwoody has been nominated for promotion to general and assignment as the commanding general of the Army Materiel Command (AMC) at Fort Belvoir, Virginia. She was named deputy commander of AMC in June.
Once confirmed by the Senate, Dunwoody, who has 33 years of military experience, will become the first woman to hold the rank of general in the U.S. Armed Forces. Dunwoody has previously served as the Deputy Chief of Staff, G–4, Department of the Army, and as commander of the Army Combined Arms Support Command at Fort Lee, Virginia.
RETIRING J–4 GRADES ARMY LOGISTICS
AT AUSA LOGISTICS SYMPOSIUM
The Association of the United States Army’s Logistics Symposium and Exposition, held 13 to 15 May in Richmond, Virginia, brought leaders and Soldiers together from across the sustainment field to talk about lessons learned and emerging technology in logistics. The focus of the conference was “enterprise” logistics—the integration of strategic partners, resources, systems, and processes to improve interoperability in the Army and among joint, interagency, multinational, and industry partners.
On the eve of his retirement, Lieutenant General C.V. Christianson, the Director for Logistics (J–4) on the Joint Staff, graded the Army’s performance in meeting the logistics imperatives he had set forth in 2003 when he was serving as the Army G–4. [See Army Logistician, July–August 2004.] To sustain combat power, the imperatives stated that the Army needs—
- The ability to connect logisticians so they can see requirements on demand through a logistics information network.
- A responsive and reliable theater distribution system enabled by in-transit and total asset visibility and managed by a single owner that has positive end-to-end control.
- A robust, modular force-reception capability, with a dedicated and trained organization able to quickly open a theater and support flexible, continuous sustainment throughout the joint operations area.
- An integrated supply chain that allows the Army to effectively leverage all sustainment resources in a joint, interagency, and multinational theater.
Lieutenant General Christianson gave the Army a B+ in connecting logisticians, saying that “enterprise” solutions are needed instead of “point” solutions to give customers visibility. Point solutions have improved the situation, but visibility could be better. The lack of real-time information availability has resulted in low customer confidence and some disconnects in asset visibility. While all of the services are able to track assets within their own systems, there is no joint solution that allows all services to see and track the same information. Logisticians filling orders cannot always see the requirements needed on the battlefield, and the result is the “push” of supplies that created the “iron mountains” of Operation Desert Storm. To earn an A+, the Army must deliver visibility of all requirements, resources, and logistics processes; provide access to real-time, authoritative, shared information 24 hours a day, 7 days a week; include all sustainment functions (logistics, personnel, medical, and engineering); and use an enterprise solution that allows the joint force to see exactly what the Army sees.
The Army received a C– in modernizing theater distribution because it still needs a single control element for surface distribution and end-to-end visibility. Christianson said the transportation assets of brigade support battalions are limited in theater, and the Army still needs 16 days to get air shipments into Iraq. Improving the process will require integrating doctrine, force structure, and training. To earn an A+, a single control element for theater distribution will have to be designated. That control element must integrate with the Department of Defense (DOD) distribution process owner (DPO) and manage modal interfaces at surface nodes to ensure 100-percent visibility in the end-to-end process.
The Army received a second C– in improving force reception because deployment and reception are still not equal, with reception performed by ad hoc organizations in theaters with immature capabilities. Christianson said that an integrated joint theater expeditionary reception and sustainment process is needed. To get an A+, that process must enable a seamless transition among joint reception, staging, onward movement, and integration functions and deliver joint capabilities that meet the needs of the joint force commander.
Lieutenant General Christianson gave the Army a D in integrating its supply chain, saying that it is going to require a “unity of effort” from all participants to achieve. Global dispersion and reduced inventory without adequate distribution have contributed to customers not having what they need when they need it. The general suggested that supply chain integration will require a holistic view of the supply chain, a DOD enterprise solution to integration (including a single proponent that will take responsibility for integrating the supply chain), and letting the customer (the Soldier on the ground) drive the performance. To earn an A+, common metrics focused on the Soldier and the warfighter need to be in place, the DOD supply chain needs to be optimized at the best value, and the Army must be able to provide an estimated date of delivery for supplies and reliably meet it.
Lieutenant General Christianson said the Army did not get straight As because it does not control the joint logistics enterprise (although it shapes, influences, and guides it), the environment in which the Army operates constantly changes, the Army has to weigh short- and long-term requirements during this time of war, and the Army has taken “service” views when an enterprise approach was required.
The general said that in the next 5 years the Army needs to optimize the defense supply chain through unity of effort; deliver enterprise-wide visibility through joint requirements, resources, and processes; establish a life-cycle systems approach by linking acquisition and sustainment and managing fleets of equipment; improve joint operational contracting; optimize redeployment; and integrate readiness, reset, and the depots to establish a baseline capacity for life-cycle systems readiness.
Lieutenant General Christianson emphasized that the nature of today’s battlefield requires DOD logisticians to “achieve unity of effort without unity of command,” working together to get supplies to the military personnel who need them now.
|Department of Defense logisticians stationed across the globe converged on Camp Arifjan, Kuwait, in May for the first Logistics Synchronization Conference hosted by the 1st Sustainment Command
(Theater). The event gave U.S. military logistics leaders a forum to discuss ways to improve supply distribution to troops in Iraq, Afghanistan, Africa, and other countries in the U.S. Central Command area of responsibility. Conference participants focused on improving collaborative relationships between logisticians in the continental United States and forward-deployed logistics planners. (Photo by SSG W. Watson Martin, 311th Sustainment Command [Expeditionary] Public Affairs Office.)
OUTSTANDING UNITS HONORED
FOR EXCELLENCE IN LOGISTICS
The Army Chief of Staff honored 85 outstanding Army units for their daily efforts in supply, maintenance, and deployment logistics on 3 June in
Alexandria, Virginia, with the Army Combined Logistics Excellence (CLEA) Awards.
The Deployment Excellence Award winners are—
Small Unit. 66th Engineer Company, 2d Brigade Combat Team, 25th Infantry Division, Schofield Barracks, Hawaii.
Large Unit. 3d Armored Cavalry Regiment, Fort Hood, Texas.
All Army Installations
Fort Stewart, Georgia, and Fort Hood, Texas.
Small Unit. 497th Transportation Company, 57th Transportation Battalion, 593d Sustainment Brigade, 1st Corps, Fort Lewis, Washington.
Large Unit. 44th Expeditionary Signal Battalion, 7th Signal Brigade, 5th Signal Command, Mannheim, Germany.
Supporting Unit. 180th Transportation Battalion, 4th Sustainment Brigade, 13th Sustainment Command (Expeditionary), III Corps, Fort Hood, Texas.
Army National Guard
Small Unit. Headquarters and Headquarters Detachment, 730th Quartermaster Battalion, Headquarters 60th Troop Command, Ahoskie, North Carolina.
Large Unit. 41st Infantry Brigade Combat Team, Tigard, Oregon.
Supporting Unit. Joint Forces Headquarters-
Minnesota, Little Falls, Minnesota.
Small Unit. 322d Combat Support Maintenance Company, Arden Hills, Minnesota.
Large Unit. 1185th Transportation Terminal Brigade, Lancaster, Pennsylvania.
Supporting Unit. Headquarters and Headquarters Company, Army Civil Affairs and Psychological Operations Command (Airborne), Fort Bragg, North Carolina.
The Maintenance Excellence Award winners are—
Tobyhanna Army Depot, Pennsylvania.
Table of Organization and Equipment (TOE)
Small Category. B Company, 610th Brigade Support Battalion, Fort Riley, Kansas.
Medium Category. 101st Forward Support Battalion, Fort Riley, Kansas.
Large Category. 3d Battalion, 43d Air Defense Artillery Regiment, Fort Bliss, Texas.
Active Army Table of Distribution and Allowances (TDA)
Small Category. 6981st Civilian Support Group, Mannheim, Germany.
Medium Category. Combined Support Maintenance Shop, Eastover, South Carolina.
Large Category. Maintenance Activity Kaiserslautern, Germany.
Army National Guard TOE
Small Category. Headquarters and Headquarters Detachment, 751st Maintenance Battalion, Eastover, South Carolina.
Medium Category. 1221st Transportation Company, Dexter, Michigan.
Army Reserve TOE
Small Category. Headquarters and Headquarters Detachment, 346th Transportation Battalion (Military Transport), Ceiba, Puerto Rico.
Medium Category. 264th Service Company (Command and Control), Salinas, Puerto Rico.
Large Category. 396th Combat Support Hospital, Vancouver, Washington.
Large Category. 396th Combat Support Hospital, Vancouver, Washington.
The Supply Excellence Award winners are—
Level I, Unit (Company, Battery, Troop, or Detachment) Modification TOE (MTOE). Headquarters and Headquarters Troop, Regimental Support Squadron, 11th Armored Cavalry Regiment, Fort Irwin, California.
Level I, Unit TDA. Headquarters and Headquarters Company, U.S. Army Garrison, Fort Lewis, Washington.
Level II, Property Book MTOE. Headquarters and Headquarters Detachment, 28th Transportation Battalion, Mannheim, Germany.
Level II, Property Book TDA. University of California at Santa Barbara Army Reserve Officer Training Corps, Santa Barbara, California.
Level III, Parent Level (Battalion or Squadron) MTOE. 28th Transportation Battalion, Mannheim, Germany.
Level III, Parent Level TDA. 527th Military Intelligence Battalion, Camp Humphreys, Korea.
Level IV, Supply Support Activity MTOE. Headquarters and Headquarters Company, 160th
Special Operations Aviation Regiment (Airborne), Fort Campbell, Kentucky.
Level IV, Supply Support Activity TDA. U.S. Army Garrison, Directorate of Logistics, Fort Campbell, Kentucky.
Army National Guard
Level I, Unit MTOE. 292nd Infantry Battalion, Coto Laurel, Puerto Rico.
Level I, Unit TDA. 66th Troop Command, Jackson, Mississippi.
Level II, Property Book MTOE. Joint Forces Headquarters, Carson City, Nevada.
Level II, Property Book TDA. Headquarters and Headquarters Detachment, Joint Forces Headquarters, St. Augustine, Florida.
Level III, Parent Level MTOE. 527th Engineer Battalion, Ruston, Louisiana.
Level III, Parent Level TDA. Joint Forces Headquarters, Madison, Wisconsin.
Level IV, Supply Support Activity TDA. U.S. Property and Fiscal Office, Camp Douglas, Wisconsin.
Level I, Unit MTOE. 425th Transportation Company, Salina, Kansas.
Level I, Unit TDA. Southern European Task Force Augmentation Unit, Vicenza, Italy.
Level II, Property Book MTOE. 206th Regional Support Group, Springfield, Illinois.
Level II, Property Book TDA. 7th U.S. Army Reserve Command, Schwetzingen, Germany.
Level III, Parent Level TDA. 57th Area Maintenance Support, Belton, Missouri.
Level IV, Supply Support Activity MTOE. Detachment 1, 1011th Quartermaster Company, Pittsburg, Kansas.
MILITARY LOGISTICS SUMMIT 2008
The Institute for Defense and Government Advancement will hold its Military Logistics Summit at the Sheraton Premiere at Tysons Corner in Vienna, Virginia, 22 to 25 September. This fourth annual event will bring logistics leaders and decisionmakers together to discuss strategies and initiatives for the logistics operational readiness of today and tomorrow. The agenda this year focuses on performance-based logistics, asset visibility, supply chain management, and business process modernization.
For more information or to register, visit www.MilitaryLogisticsSummit.com.
DEFENSE LOGISTICS 2008
The eighth annual Defense Logistics conference is coming to the Marriott Crystal Gateway in Arlington, Virginia, 2 to 5 December. This North American cross-service conference is designed to give leaders a better understanding of how to leverage commercial industry expertise to meet customers’ changing needs and how to expand possibilities by focusing on future developments that will impact logisticians and Warfighters.
For more information or to register, visit www.defenselog.com.