AR 700-4 establishes responsibilities and guidelines that directly impact the BCT Commander through the Brigade Logistics Support Team (BLST) under the umbrella of the LAP. The LAP is designed to improve and sustain the readiness of materiel systems and logistics support. It assists commanders with logistics problems affecting materiel readiness that are beyond their capability or organic resources. The LAP does not relieve the commander of logistics readiness responsibilities. However, The LAP acts as an early detection and resolution mechanism addressing readiness shortfalls and systemic logistics problems. It provides a means to collect, correlate, assess, and disseminate logistics information required to respond to problems from the materiel
...D.INFO. (1993, June 1). US Army Manuals (Field/Training Manuals). Retrieved March 25, 2012, from http://www.enlisted.info/field-manuals/fm-100-5-operations.shtml
I will go to division and ask that they exclude our S6 shop from any future division CPX’s while we prepare for the NTC rotation and the RAF mission. Word will spread that the new brigade commander is going to bat for the unit. I will work with the combined arms battalions and make sure they are focused on their core infantry and armor skills and provide them the resources and training that they require to get back up to full readiness levels. In regards to red-cycle tasking, we need to change the perception that this is for the Brigade, this is for the soldier’s development for promotion we will roll this into our preparation for NTC and not take it as another tasking. It is simply to prepare us for deployment. As I had mentioned above, with the families fully supporting the brigade by the show of solidarity and community support for what their soldier is doing and why the stress levels on the home front will be reduced and will, in turn, diminish the issues of domestic violence, DUI’s and divorces will hopefully be reduced and when you have happy families you will have dedicated soldiers ready and willing to work
Effective planning is impossible without first understanding the problem. Commanders rely on personal observations, experiences, and input from others to develop understanding. They also prioritize information requests and incorporate additional information as those requests are answered. A complete understanding of the problem and environment builds the foundation for the operational process and ...
The Technical Escort Unit (TEU) now provides the Department of Defense and other federal agencies to include the Secret Service and the Federal Bureau of Investigation with an immediate response capability for chemical and biological warfare material. Its mission is to provide a global response for escorting, packaging, detection, rendering-safe, disposing, sampling, analytics, and remediation missions. This does not only include chemical weapons for which it was originally created, but now incorporates biological weapons, state sponsored laboratories, small independent laboratories and small non-weaponized radioactive materials. Most recently, they have been task organized to assist Brigade Combat Teams (BCT) as a force multiplier; the objective of this is to give the Battle Field Commander instant on the ground intelligence regarding Chemical, Biological, Radiological and Nuclear (CBRN) hazards within their Area of Operations (AO). With this new mission with the BCT, the TEU is becoming an expeditionary force.
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
A most valuable opportunity exists for a leader to contribute in making a tremendous difference. New leadership at the top of the 4th Armored Brigade Combat Team (ABCT), a) gifted with wisdom to analyze an organization in identifying problems, b) capable of thinking creative in founding a vision for the future, and c) empowered with the reasoning ability to develop effective solutions to problems, will transform a declining unit to a new enhanced level of mission achievement and organizational effectiveness. 4th ABCT numerous problems are identified. A vision developed will guide the unit in the future. Most importantly, providing solutions to 4th ABCT problems occurs. Unit problems, vision, and solutions follow in order.
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
The intent of the trip was to make 120th INF Brigade (Bde) aware of G27 web enable tool suite (ESA, EDT, ION, VoA and ISIT) and show practical applications to assist with their support to ARNG pre/post mobilized units. In addition to the 120th INF Bde, also provide exposure and awareness of G27's tool suite, including a detail tutorial and train the trainer of ISR Staff Integration Trainer (ISIT) to the Air Force's 9th Air Support Operations Squadron (ASOS), who provides resident ISR support to III Corps and 1st Cavalry Division staffs, and finally meet with Fort Hood MTC director or rep to further the MTC User Conference discussion to secure a date for formalized tool training.
His proficiencies and professionalism allowed him to reach the pinnacle in this joint transportation environment as a dedicated crew chief, exceptional aviation load planner for multiple platforms, and highly talented procedures and standardization specialist. With SSgt Romero onboard we successfully mobilized/transported over 400 personnel and 1500 short tons of cargo within a six month period with minimal delay. SSgt Romero always stayed a step ahead by preparing multiple load plans and hazardous materials planning documents to fit onboard U.S. Air Force, Navy, or Marine Corps aircraft. He also, did not limit his knowledge to just those platforms as he prepared for transport onboard our coalition/allied partners’ aircraft as
The GSCS has capabilities that range from inventory management, to warehousing, all the way to comprehensive forecasting assistance with a distinct point of control for a business’s supply chain, numerous operational field sites at major military depots, along with well-informed, expert staff. Lockheed Martin’s GSCS is committed to providing support whenever and wherever it is necessary, whether it is providing a rush delivery of spare parts to get equipment operational or total life-cycle services, or anything else related to the supply chain. A few examples of programs that Lockheed Martin mentions on its website that the GSCS overlooks
least four times a year in supply operations, for example, Command Supply Discipline Program, Command Inspection Program, Command Logistics Review Program, and maybe the Supply Excellence Award. How does the unit prepare for all these inspections? The unit faces many great challenges. There are a lot of steps taken to prepare for inspections. There are many checklists to follow but not enough time and personnel to accomplish these many tasks. There are many subjects areas which, the unit must cover that might be inspected. AR 11-l (Command Logistics Review Program), AR 735-5 (Policies and Procedures for Property Accountability), DA PAM 710-2-l (Using Unit Supply System Manual Procedures), and AR 710-2 (Supply Policy Below the Wholesale Level) are the governing policy documents and should be understood prior to an inspection. There are a lot of non value added procedures and many tasks that overlap, where in some cases the distribution of soldiers is not according to the need of each work place. There are many soldiers assigned to tasks different from what 1 they are supposed to do, which results in no incentive for performing better. In other words, the soldiers consume their energy striving to overcome problems inherent in the supply system instead of trying to maximize the effectiveness of supply operations. A transformation in the supply operations in the units could be achieved by the adoption of a new management philosophy that could help provide greater efficiency. Currently, one of the most advanced philosophies in the managerial field is the Total Quality Management (TQM) concept. But how compatible is the TQM philosophy to the units under the current circumstances? Can the adoption of this concept help the units to overcome their problems? What changes are necessary for a successful implementation? There is a need to examine the applicability of the TQM concept to supply operations.
The Defense Logistics Agency (DLA) is the Department of Defense's combat logistics support agency. DLA provides the Army, Marine Corps, Navy, Air Force, other federal agencies and partner nation armed forces with a full spectrum of logistics, acquisition and technical services. DLA sources and provides nearly all the consumable items America’s military forces need to operate – from food, fuel and energy to uniforms, medical supplies and construction material. DLA also supplies nearly 86 percent of the military’s spare parts and 100 percent of fuel and troop support consumables, manages the reutilization of military equipment, provides catalogs and other logistics information products, and offers document automation and production services to
The replenishment policy of each facility in the SC is mostly determined at the tactical stage
For the past 17 years the U.S Army Materiel Command has had to continue to provide sustainment operations for the troops stationed at Camp Bondsteel. Which is a
There is always risk while planning and executing military operations. Both JPP and operational design are used together as tools for the overall planning process. Commander’s use operational design as a repetitive process to help them answer the questions regarding ends, ways, means and risk. The staff supports the commander gain an understanding of the operational environment by defining the problem and developing the approach using operational design and the JPP. This continual process with further development and refinement leads to possible COAs where resources can be identified and turned into an order or executable plan (JP 5-0, IV-2). Comparing the COAs will assist the commander with their decision making by allowing them the ability