Logistics Officer Proposal

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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. …show more content…

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

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