Executive Summary: Overview of Defense Logistics, a conceptual framework
Overview Understanding defense logistics require an overall understanding of the operational framework, information flow, its overarching linkage to national security strategy and adhering principles that are required for successful campaign planning and execution. There are two important components of defense logistics: Force Projection and Force Sustainment. While the force projection implies moving forces to certain geographical location as per the mission requirement, force sustainment involves the ability to continuously maintain the readiness of the deployed force in order to accomplish its mission. The three primary locations of logistics activities are battle space where the active combat or potential combat may take place, intermediate staging/support base (ISBs) usually defined as an area close to battle space from where responsive support can be provided as needed and the Continental
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Logistics operation requires highly synchronized delivery of force and sustainment supplies a critical component to achieve battlespace dominance and defeat enemy line. Just-in-time approach in this process helped to reduce overall variability in the process and enabled logistics to reach location in a timely manner. Reducing footprints in logistical activities in battle space also helped in reducing costs from utilizing fewer people, equipment, facilities and lower inventories. Other than these two important objectives the framework of defense logistics encompass on five other supporting principles including accountability for process performance, continuously shared knowledge, Maximize commercial contracting of logistics activity outside the battle space, allocate logistics tasks to coalition partner and overall simplicity in planning and
The Mission of the Army Logistics Management College (ALMC), now referred to as the Army Logistics University (ALU) at Fort Lee, VA is to enhance the readiness and sustainability of United States Forces through training, education, consulting and research in Logistics, Acquisition and Operations Research Systems Analysis. In joint with the ALU, the Sustainment Center of Excellence (SCoE) runs eight different versions of battalion and brigade-level pre-command branch or technically focused courses. Five of them are conducted at ALU; one of those five course that ALU is responsible for offering is the resident 2-week Sustainment Pre-Command Course (SPCC). The SPCC was once taught at each individual Army branch school. In 1993, ALU was given the mission to train all multifunctional logisticians.
(U) Background: Over the course of United States history the Army has made changes to how it engages its foreign enemies. These tactics techniques and procedures are the result of lessons learned during conflict, mistakes made under fire, and the results of a nation at war. As a result the IPB process has changed to accommodate a dynamic and often fluid battlefield. However this has not changed the core concept behind IPB, the four steps still remain an integral part of the Commanders Military Decision Making Process (MDMP), and are essential in war gaming. IPB assist in providing valuable Intelligence to the War Fighter throughout all phases of operations. This paper will cover each step of the IPB Process as well as discuss products associated with each of those steps and how these products can be an asset to the Commander and the War Fighter.
As the incoming brigade commander, LTC (P) Owens, I see the critical leadership problem facing the 4th Armored Brigade Combat Team (ABCT) is the inability or unwillingness of Colonel Cutler to lead and manage change effectively. In initial talks with Col Cutler and in reviewing the brigade’s historical unit status reports, the 4th ABCT performed as well as can be expected in Afghanistan, but as the onion was peeled back there are numerous organizational issues that were brought to the surface while I walked around and listened to the soldiers of the 4th ABCT, in addition to reviewing the Center for Army Lessons Learned (CALL) report. One of the most formidable tasks of a leader is to improve the organization while simultaneously accomplishing
Unified Land Operations defines the army operational design methodology (ADM) as “a methodology for applying critical and creative thinking to understand, visualize, and describe unfamiliar problems and approaches to solving them. The operational design methodology incorporated into army doctrine serves as a method to compliment the military decision making process (MDMP). Although the ADM it is often confused with replacing MDMP, its purpose is to address complex problems from a nonlinear approach. ADM helps the commander to answer questions to problems. However, only a collaborative effort of an operation planning team (OPT) will achieve the approach to answering complex problems. Doctrine alone does not provide the answer to complex problems, but rather offers a guide to solve them. To conceptualize the MDMP, planners must incorporate ADM to provide a better understanding, visualization, and description of the problem. The purpose of this paper is to provide the framework to support why ADM is required in the MDMP.
Joint Publication 3.0 entitled Joint Operations, defines Joint Sustainment as the provision of logistics and personnel services necessary to maintain and prolong operations through mission accomplishment and redeployment of the force. Joint Publication 4-0 further states, “Effective joint logistics planning identify future requirements and proposes solutions; it requires joint logisticians to understand the commander’s intent and concept of operations (CONOPS).” Logisticians use seven principles in their planning at the strategic, operational, or tactical level of war to ensure operations are logistically supportable. These principles are responsiveness, simplicity, flexibility, economy, attainability,...
LM06, Strategic Planning Student Guide. (2013). Maxwell-Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC).
This paper will not bore with the definition of a profession. The United States Army is about more than words, it is about action. The action of over 238 years of tradition and service. The Army is a profession. A profession requires its members to adhere to prolonged training and learn specialized skills. A member of a profession must wholly commit himself and his skills to a calling which is entrusted by the public. A profession provides its members with intrinsic value which motivates beyond financial gain. The Army is a higher calling which demands all of these qualities and more.
The supply sector consists of retail, inventory, warehouse management, manufacturing, transportation and operation management. A Postal Clerk is equivalent to a mail carrier in the civilian sector. The US Navy classified Postal Clerk affiliated with the Supply Department. The US Army has a specific labeled as MOS (Military Occupation Specialty). As a 92Y – Unit Supply Specialist, the 92Y series is an indicator that I belong to the Supply Corps. The “Y” indicate my specialty which is Unit Supply Specialist. Processing forward, the US Army MOS 92Y – Unit Supply Specialist is known for is logistic aspect in the career field, but there is also financial management and accounting record keeping. Logistics is equivalent to a business entrepreneur who is responsible for the involvement of every aspect of a business operation. Before presenting an idea, what does a 92Y – Unit Supply Specialist does? By the way, The US Army published an article called Career & Jobs - Unit Supply Specialist (92Y). This US Army article describes the job duties as, “92Y – Unit Supply Specialist receives, inspects, inventory, load/unload, store,
The Strengths and Weaknesses of Joint Warfare Armed with numerous studies, and intensive public hearings, Congress mandated far-reaching changes in DOD organization and responsibilities under the Goldwater-Nichols Department of Defense Reorganization Act of 1986. This landmark legislation significantly expanded the authority and responsibility of the chairman, Joint Chiefs of Staff. Included in this expanded authority and responsibility was the requirement for the chairman to develop a doctrine for the joint employment of armed forces. As operations Urgent Fury, Just Cause, and Desert Storm have vividly demonstrated, the realities of armed conflict in today's world make the integration of individual service capabilities a matter of success or failure, life or death. Furthermore, the operation Desert One demonstrated the need for a strengthened Joint Warfare Doctrine and the consequent change in Joint Warfare Employment.
The Supply Support Activity (SSA), which is the Army’s grass root warehousing facility, is the nuts and bolts that holds together the elite fighting machine we call the United States Army. It is the place where all classes of supply are received, processed and issued to customers, it is also the place where the RL process begins. The Army has recently moved to a new and innovative warehousing platform known as the Global Combat Support System–Army (GCSS-A). GCSS-A is an Enterprise Resource Planning (ERP) system powered by SAP. This system integrates financial, maintenance, and warehouse management into one central system, whereas, in previous years these operations were separate, thus creating a disconnect between the systems in many cases.
I have organized this paper into five distinct sections; mission, task organization, capabilities, limitations, and finally the conclusion. After the reading and comprehension of this paper, you should have gained a basic understanding of the Special Forces (SF) Chemical Reconnaissance Detachments (CRD). The following paper is mixed with Unclassified (UCI) and For Official Use Only (FOUO) information. FOUO is annotated at the beginning of all For Official Use Only information, the rest of the paper is UCI. If you wish to share this information paper with others, please at a minimum; confirm identity of the person prior to providing (FM 380-5, 2000). For further handling instructions please refer to FM 380-5, or contact me, I will gladly answer all questions.
Readiness is of the utmost importance with training being the most significant aspect that contributes to Readiness. Each Soldier needs an individual training plan. The plan should take the Soldier from enlistment to discharge or retirement. It is each Soldiers responsibility to be proficient in their field craft. This includes being fit mentally and physically, and trained to win in a complex world. It is the responsibility of the NCO to train these Soldiers. Unit training plans will address the readiness and resilience of individual Soldiers to ensure their fitness to accomplish their mission. Units must conduct realistic training at the individual, squad, platoon and company levels focused on Mission Essential Tasks (METs) for their
Our Logistics unit is driving for synergistic growth, developing and securing its links to Container Shipping
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.
Coyle, J., Langley, C., Gibson, B., Novack, R. and Bardi, E. (2008).Supply Chain Management: A Logistics Perspective. 8th ed. Cengage Learning, p.366.