Logistics Actions Assistance Officer Proposal – Decision Paper
1. Problem Statement.
With the implementation of GCSS-A in February 2016, the business practices of Property Book, Unit Supply, and Maintenance changed dramatically. GCSS-A is a very challenging, dynamic, and a complex system that has endless functionality. The Army as a whole is adopting and fielding the system at a rapid pace and units are left with an operating system so technically deep it can be paralyzing. Very few users are becoming subject matter experts (SME) and others are merely getting by. The modernization of logistics has made it much more difficult for personnel to get trained, experienced, and apprenticed in their MOS and job specific duties and responsibilities.
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Every item must be inventoried, separated, maintained, and accessed in GCSS-A based on valid authorizations, allowances, or needs. These demands are anticipated to continue to climb, especially for mobilizations, Combat Training Centers, State Mission responses, and any special task force. In the days ahead, it is imperative that we have a “go to” SME to assist all units in specified and implied tasks. This system has dramatically effected a unit’s ability to identify implied tasks and is why at the state level we need a SME to help bridge this knowledge gap. The proposal is to provide an able SME to assist the entire MSARNG and help mitigate the issues we are …show more content…
This is a team oriented plan of attack to positively and proactively influence the total Logistics posture of the MSARNG with a main emphasis of helping units and logistics personnel learn, maintain, and sustain in the technical environment they are given.
5. Discussion
What several seasoned logisticians have determined is that our current systems are driving change. We must change our legacy practices to accommodate and stay abreast of the challenges we face and will face. The MSARNG logistics community has supplemented the shortcomings of this area of emphasis by assembling working groups, think tanks, and team concepts of multi-unit personnel to compensate for the voids. Although it is fully intended to continue the efforts and work together as needed, it is evident that a cornerstone is needed: LASO.
6. Conclusion.
With the appropriate procedures and a policy in place, we can improve our management, tracking, visibility, reporting, accountability, and overall equipment posture of all assets within the MSARNG. It is proposed that this positon will monitor all GCSS-A logistics changes, establish a training program to instruct new members of the force, and ensure that the CSDP program is correctly accessing and teaching subordinates. It is recommended that the G4, G8, HRO, CCWO, and COS be briefed on the challenges and recommendations of this
The proposed solutions will eliminate the problems and maintenance issues cause by the lack of military and civilian maintenance personnel. These proven solutions will help other units that deployed to facilitate phase maintenance with ease and aligns with the P4T3 process.
The SPCC is targeted to commissioned officers in grades 0-5 (Lieutenant Colonel) or 0-6 (Colonel) who have been centrally selected to command TO&E (Troops, Organization & Equipment) Sustainment Units. This course provides training in modular force operations for newly selected command designees, enabling them to function effectively throughout their command tour. The focus is current and emerging sustainment doctrine and leadership topics for commanders. Training received during the SPCC at Fort Lee is intended to complement the Pre-Command Course (PCC) program of instruction (POI) at Fort Leavenworth, KS; making training consistent at both locations.
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 ...
Teamwork harnesses individual accomplishments toward organizational objectives and is the key to spreading my 4th ABCT vision. Leaders and Soldiers alike, create synergy and a positive organizational environment by sharing in each other’s accomplishments and foster a culture of interest, instead of indifference. My intent is for 4th ABCT to develop an understanding of this team mentality, realizing how as individuals we are limited to the sum of our efforts and achievements, while as a team our efforts and achievements are multiplied. Pride, performance, and camaraderie in our organization will increase motivation because each individual achievement is shared by all. I will look to CSM Ivor, my brigade staff, and “battalion command teams” (Battalion Commanders and CSMs) to share and embody my vision of teamwork and foster the same within their commands. They will be my guiding coalition and lead agents for change, and I expect them to build our team through coaching, teaching, and mentoring their subordinates. This exemplifies engaged leadership and shares my vision because leaders are investing time in training and counseling our soldiers, and empowers our subordinates to execute it. I think that once we start acting like a team again pride in the unit will surge as leaders demonstrate engaged leadership with increased counseling and active mentorship programs. Members of the unit will spend more time together, strengthening professional and personal bonds and incorporating families at after hour unit evens. Our success will ultimately be realized when I MAJ Cobb more at church on Sundays than on my appointment
While many of these changes include the advancements in technology and ingenuity, nothing can replace the rich history, proud culture, and bright future of the NCO Corps. Though several additional factors doubtlessly play roles in the strength and continuity of the corps, I do not believe any have contributed to the extent of the solid rank structure, efficient training network, and passionate NCO Creed. These elements have worked together in continuously strengthening and molding the NCO Corps, and they will remain building blocks that will project the Army into the
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,...
A military officer must manage pieces of one of the largest organizations in the United States government - an organization that accounts for the third largest piece of the American budget and is comprised of 1.3 million active sailors, soldiers, airmen, and marines, many of whom are tasked with being deployable to any location within 48 hours. This is only possible through concise, professional communication on the part of every service member, especially
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
LM06, Strategic Planning Student Guide. (2013). Maxwell-Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC).
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,
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.
Hum,Sin Hoon (2000), “A Hayes-Wheelwright framework approach for strategic management of thrid party logistics services”,Integrated Manufacturing Systems,Vol .11/2,pp 132-137
Preceding from this understanding and being a logistics staff officer, my carrier is full of logistics proble...
Logistics exists to satisfy customer requirements by facilitating relevant manufacturing and marketing operation. The main responsibility of logistic is the geographical positioning of raw materials, work in process and finished inventories at the lowest possible cost.