The Anniston Chemical Agent Disposal Facility (ANCDF) at Anniston Army Depot, AL, completed disposal of the chemical weapons stockpile stored at Anniston on Sept. 22.
The ANCDF is a subordinate element of the U.S. Army Chemical Materials Agency (CMA). Headquartered at Aberdeen Proving Ground, MD, CMA has the mission to provide safe, secure storage of the Nation’s chemical weapons and to safely destroy 90 percent of the Nation’s chemical weapons stockpile.
“This is a great day for the U.S. Army, the people of Alabama, and our Nation,” said CMA Director Conrad Whyne. “Thanks to the steadfast dedication of the Anniston team—the United States Army, its civilian workers and contractors—the Anniston community, the state of Alabama, and our Nation are all safer today. I could not be more proud of our workforce.”
The ANCDF had the mission to provide safe and environmentally compliant destruction of chemical agents using incineration and explosive destruction technologies. Additionally, the Anniston Chemical Activity (ANCA), also a subordinate element of CMA, had the mission to provide the safe and secure maintenance, storage, and transport of 7 percent of the original U.S. stockpile of chemical munitions and containers while ensuring maximum protection of the installation and community and providing treaty compliance of the chemical weapons stockpile. The original inventory of chemical weapons stored at Anniston Army Depot included 661,529 nerve agent and mustard agent munitions and 2,254 tons of chemical agent. Destruction operations began Aug. 9, 2003.
“The vast experience of CMA employees and contractors—both at the site and at headquarters—was used to build, operate, and oversee the work to safely accomplish today’s destruction milestone. This same cooperation is being demonstrated for the successful operation of CMA storage and disposal facilities across the Nation,” said Carmen Spencer, Deputy Assistant Secretary of the Army for the Elimination of Chemical Weapons.
The ANCA and ANCDF will now begin closure operations, which will continue for approximately 18 to 24 months. These operations will be conducted in accordance with facility and storage area end states as agreed upon with all appropriate stakeholders.
The United States established the Chemical Demilitarization Program in 1986 to remove the threat posed by continued storage of outdated chemical weapons, meet international treaty requirements, and inspire a worldwide commitment to the elimination of an entire class of weapons of mass destruction. In April 1997, the United States came under the provisions of the Chemical Weapons Convention, thereby requiring the safe destruction of 100 percent of the Nation’s chemical weapons by April 2007. The United States petitioned to have the original deadline extended to April 2012, an extension allowed by the treaty, and was granted this five-year extension.
CMA has safely completed disposal operations and closed facilities in Edgewood, MD; Newport, IN; and Johnston Atoll, 800 miles southwest of Hawaii. CMA has also completed disposal operations in Pine Bluff, AR and is in the process of closing the chemical agent disposal facility at Pine Bluff Arsenal. CMA continues to safely store and destroy chemical weapons stockpiles in Tooele, UT and Umatilla, OR. CMA also safely stores the chemical weapons stockpiles in Richmond, KY and Pueblo, CO. The disposal of these munitions falls under the purview of the Program Manager Assembled Chemical Weapons Alternatives, a separate DOD program.
- CMA PUBLIC AFFAIRS
On Sept. 27, the Office of the Secretary of Defense recognized the Apache Sensors Product Office in Program Executive Office (PEO) Aviation as one of three recipients of the 2011 Secretary of Defense Performance-Based Logistics (PBL) Award.
The AH-64D Apache Sensors Team won the Sub-System Level Award for supporting the Modernized Target Acquisition Sight/Pilot Night Vision Sensor used on AH-64 Apache helicopters. The award will be presented to the Product Manager (PM) team on Oct. 25 at the Aerospace Industries Association (AIA) Fall Product Support Conference in Hilton Head, SC.
The Apache Sensor PBL project, which is on contract with Lockheed Martin Corp., has demonstrated a comprehensive solution that is credited with maintaining fleet mission capability (at 100 percent), improved reliability and maintainability (with a 100 percent increase in mean time between failure from July 2010 to the present), and reducing sustainment costs with innovative supply concepts ($7 million in cost avoidance since July 2010).
“Apache Sensors PBL is truly a model for how we can do business,” said LTC Steven Van Riper, Product Manager Apache Sensors. “It provides balanced, cost-effective, and timely support to our Soldiers here in the States and OCONUS.”
The Apache Logistics Team, both government and industry partners, “works hard every day to make the PBL effort a success. I am absolutely thrilled that their accomplishments have been recognized at the DOD level,” Van Riper said.
PBL is the DOD strategy to improve weapon system readiness in obtaining life-cycle product support of weapon systems, subsystems, and components. PBL focuses on an integrated package based on output measures such as materiel availability, materiel reliability, and reduced ownership cost. The Secretary of Defense PBL Awards recognize the government-industry teams that have demonstrated outstanding achievements in providing warfighters with exceptional operational capability through PBL agreements; they are examples of better buying power in action.
Apache Sensors PBL is truly a model for how we can do business. It provides balanced, cost-effective, and timely support to our Soldiers here in the States and OCONUS.
“The Apache Sensors PBL program represents the benefits that can be achieved utilizing a partnering relationship between government and the private sector,” said Thomas Downey, Senior Technical Analyst with the Apache Sensors PM Office. “The program accomplishes direct and exact supply-chain specifics that benefit the Soldier and the aviation community,” he said. It does so “by providing a team concept that explores processes that can be utilized to provide a better product and establishes certain goals and objectives after jointly identifying areas of concern.”
PBL provides a means to ensure reliability, improve supply availability, implement product improvements, study and monitor obsolescence issues, maintain a high rate of readiness, and identify leading-indicator metrics to support supply posture and integrated operations.
One of the measures used to gauge the success of the Apache Sensors PBL program is a Supply Availability Metric, which is applied to the contractor and is constantly monitored for effectiveness and applicability, Downey said. “This provides the contractor with incentive to improve both their processes and sustainability.” The net result, he said, is that the Soldier has a cost-effective way to track part availability. “That improves Soldiers’ ability to sustain the end item and increases mission readiness.”
Nominations for the PBL Award were received from the services and the Missile Defense Agency. A team of representatives from Office of the Secretary of Defense, the Defense Acquisition University, and the AIA evaluated the nominations.
- PEO AVIATION PUBLIC AFFAIRS
Oct. 3 is the deadline to submit nominations for the 2011 Defense Logistics Awards. This is the eighth year the program, affiliated with the annual Defense Logistics conference, has recognized the accomplishments of DOD logistics teams.
This year, there are six categories of award:
- Best Logistics Strategy: A Specific Project or Military-Contractor Partnership Achieving Logistics Excellence.
- Best PBL [Performance-Based Logistics] Implementation.
- Best Technology Implementation.
- Military-Military Collaboration of the Year: Rewarding the Joint Effort.
- Beyond the Call of Duty: Logistician of the Year.
- 2011 Logistician Lifetime Achievement Award.
The 2010 field was competitive. “Each year, this program gets greater and greater recognition,” said Amol Tembe, Defense Logistics Awards Program Director. “It continues to be a great honor to be a part of recognizing the DOD logistics community for their tremendous contributions in supporting the warfighter.”
Finalists will be announced in early November. The winners will be announced at the awards dinner Nov. 30 at the Marriott Crystal Gateway in Arlington, VA. The dinner will be held in conjunction with the Defense Logistics 2011 conference, which runs from Nov. 29 to Dec. 2 with the theme “Global, Affordable, & Efficient Logistics.”
Anthony Fleming, the new Director of Defense Logistics, will host the awards dinner. “Having been an Aircraft Maintenance Officer for six years, I know how challenging and rewarding logistics, maintenance, and sustainment can be,” he said.
For more information on this year’s awards program and on submitting a nomination, contact Mr. Amol Tembe at 646-200-7442 or email@example.com, or visit www.defenselog.com.
Rarely does a process solve numerous problems at the same time, but the Improved Conventional Munitions Recycle, Recovery, and Reuse (ICM R3) Demilitarization (Demil) process not only helps to preserve and optimize Army Demil ranges, but also returns money to the Demil Enterprise.
The ICM R3 Demil process is the first fully automated R3 capability for the demilitarization of M42, M46, and M77 submunitions. It was developed by the Defense Ammunition Center (DAC) Demil Technology Directorate and Sandia National Laboratories (SNL).
“DOD has more than 750,000 D563 projectiles that contain 88 individual M42 and M46 submunitions, and more than 300,000 Multiple Launch Rocket System (MLRS) warheads that contain 644 individual M77 submunitions. This equates to more than a quarter billion individual submunitions slated for demilitarization in the near future.
“Because of this incredible volume of material to be processed, the Demil Enterprise is interested in not only automating the ICM disassembly processes, but also in maximizing the recovery and/or reuse of these valuable recyclable metals and explosive materials,” said Dr. Keith Clift, Senior Physical Scientist, DAC Demil Technology Directorate. “Depending on the markets for these recovered materials, it has been estimated that well over $40 million could be realized from the recovery of material from just the D563 and MLRS.”
Another reason the process is so important to the Demil community is that it helps to eliminate the risks associated with potential range contamination from accidental scattering of submunitions during open detonation (OD) of the ICM rounds.
“Given the sheer number of submunitions associated with these two munition items, there is a good statistical probability that eventually some of these submunitions could end up being inadvertently ‘kicked out’ during OD operations and scattered on our demil ranges, leading to possible restriction or even loss of this valuable demil capability,” Clift explained. “By removing this volume of ICM rounds from the range, it not only protects our ranges from potential ICM contamination, but also helps to free up valuable range capacity for other munition items that currently have no other demil alternative except OD.”
The new ICM R3 process has complied with all preliminary safety assessments conducted by the U.S. Army Technical Center for Explosives Safety and has completed a successful full-scale demonstration and validation test on inert submunitions at SNL. Currently the process is being installed at Hawthorne Army Depot, NV, where it will undergo formal low-rate initial production runs this fall.
- JAIME THOMPSON is a DOD employee with the U.S. Army Defense Ammunition Center. She holds a B.A. in business education from Oklahoma State University and an M.Ed. in educational technology from East Central University. Thompson is a graduate of the Defense Information School Public Affairs Officers Course.
For more than a year, the U.S. Army Medical Materiel Agency (USAMMA) has deployed a biomedical equipment specialist in support of the Responsible Reset Task Force (R2TF). Led by the U.S. Army Materiel Command, R2TF is staffed with 25 to 30 individuals from throughout the Materiel Enterprise. SGT Harland Wells, located at Camp Arifjan, Kuwait, was part of the team responsible for R2TF’s four main mission goals: property accountability, timely disposition, triage formation, and total asset visibility.
Wells accomplished this mission by bringing the equipment to record, assessing condition, assigning the condition code, and then requesting disposition instructions for shipping. As a biomedical equipment specialist, Wells meticulously inspected and sorted through hundreds of medical equipment items to identify equipment suitable for refurbishment and reintegration into Army inventory.
R2TF’s first priority is to validate the condition of equipment to be redistributed throughout the theater, to include continued use in Iraq or transfer to medical units in Afghanistan. The second priority is to identify the Army’s future equipment requirements. Items ultimately are shipped to USAMMA to be repaired, refurbished, reset, and reissued to units. Equipment not meeting these priorities will be donated to authorized humanitarian aid programs or disposed of in accordance with Defense reutilization regulations.
- From USAMMA Public Affairs
For Contingency Contracting Officers, Humanitarian Relief Efforts in Pakistan Yield Valuable Lessons
Contingency contracting officers (CCOs) are supporting American fighting forces worldwide while simultaneously providing global humanitarian assistance relief, as evident in their mission assisting flood victims in Pakistan.
Tasked with command and control (C2) of DOD’s contracting role in last summer’s Pakistan relief efforts, the Office of Defense Representative-Pakistan (ODR-P) developed a plan to create life-support areas at and move supplies through Pano Aqil, Ghazi, and Chaklala airfields. All relief efforts are led by Pakistan’s National Disaster Management Authority. In lieu of the Logistics Civil Augmentation Program or the Defense Logistics Agency, a combination of government-furnished property and direct contracting was used.
By mid-August, the 408th Contracting Support Brigade (CSB), Camp Arifjan, Kuwait, deployed two CCOs from Kuwait to Pakistan within 96 hours of notification of request for aid. MAJ Reese Hauenstein and MAJ Ron Blanch augmented ODR-P’s sole supporting CCO on the ground, MAJ Dave Ware.
The Expeditionary Contracting Command (ECC), Fort Belvoir, VA, and its 412th CSB, Fort Sam Houston, TX, directed the 905th Contingency Contracting Battalion (CCB), Fort Bragg, NC, to deploy to Pakistan and provide C2 assistance to the CCOs in Pakistan. This was the ECC’s first battalion headquarters to deploy OCONUS.
The 905th requested a specific mix of officers, noncommissioned officers, and civilians with unique talents to create a C2 package designed to provide oversight to contract operations.
Team Member Duties
LTC Dennis M. McGowan, Regional Contracting Center Chief, provided C2 supervision for contract operations, prepared the risk assessment, and provided contracting specific mentorship to CCOs on the ground in Pakistan. He coordinated staff actions in the absence of an executive officer.
SFC Larry W. Metcalf, Senior Enlisted Advisor, was the personnel officer, logistics officer, and information technology (IT) officer, establishing secured and unsecured Internet access and accounts for team members and ensuring international communications. “Leadership drives the OPTEMPO [operational tempo] and morale of the office,” Metcalf said. “It also serves as the foundation of having a can-do attitude no matter the contracting experience.”
MAJ Scott L. McKee was the Operations Officer responsible for planning, leading mission analysis, preparing all operations orders and fragmentary orders (FRAGOs), and managing the synchronization matrix in conjunction with tracking internal and external taskings.
MAJ Ryan E. Ocampo was the Liaison Officer, vital to operational network and knowledge management. Ocampo integrated with higher-level staff elements to transmit accurate and consistent information for the commander to retain a common operating picture.
To achieve this, Ocampo conducted staff visits with the U.S. Army Central Command logistics and resource management officers and attended the daily battle update brief. In addition, he developed a strategic communications plan, informing the contracting office’s customers—ODR-P and the U.S. Army Forces Central Command (ARCENT)—as well as other key decision makers on the what, how, and why of the contingency contracting humanitarian assistance support.
As the 905th synchronized efforts, clear lines of communication internal to ECC and with external staff elements were critical to managing daily information and strategic communications.
Knowledge of the Military Decision Making Process was vital to the team’s successful integration into CENTCOM and ARCENT’s planning process. It allowed the customer to be educated in contract support, which helped the execution of contracts to flow.
Michael L. Shipman was the Quality Assurance Specialist, a role critical to the 905th and, more importantly, to the contingency contracting team supporting Pakistan humanitarian assistance providers. He also provided assistance to units developing Performance Work Statements and Quality Assurance Surveillance Plans for all service contracts. “The key role for a quality assurance specialist is to mitigate risk by clearly defining contract requirements during [the] preaward [phase] and conducting contractor surveillance, either directly or through Contracting Control Management,” Shipman said.
Once on the ground at Camp Arifjan, the 905th immediately received guidance from the 408th CSB, and they began their mission analysis and developed a course of action.
An Executable Plan
With roles and responsibilities clearly defined at the onset of the mission, the team developed the commander’s guidance and intent into an executable plan. This became important when the Pakistani government stopped issuing humanitarian assistance visa waivers and the 905th’s mission changed from onsite C2 in Pakistan to remote C2 from Kuwait.
With the 905th integrated into the 408th and the ARCENT staffs, the team implemented the Military Decision Making Process, developed additional courses of action, sought command approval to adjust the decision, and issued a FRAGO to conduct C2 of Kuwait contract operations. During the process, the 905th identified the need to create standard operating procedures (SOPs) specifically for use in Pakistan.
The 905th established the needed SOPs for field ordering officer, reachback support, file management, contract close-out, contract action report processing (not possible in Pakistan because of information technology issues), customer handbook, and contracting officer’s representative management. The additional contracting tools required were:
- Statement of Work and Performance of Work Statements development tool.
- Service tracking contracting tool.
- Vendor database.
- Past performance tracking tool.
- Simple acquisition plan to document the rationale behind decisions made during the contracting process.
- Formal risk assessment.
The Army Contracting Command-Kuwait contracting office’s SOPs and acquisition instruction from the 408th served as the foundation for the SOPs. Existing tools from the Acquisition, Logistics, and Technology Integration Office and previous deployments served as the basis for these tools.
As the 905th synchronized efforts, clear lines of communication internal to ECC and with external staff elements were critical to managing daily information and strategic communications. Stakeholder analysis identified the key messages and the communication channel for each stakeholder. This was possible because of integration with and understanding the CCOs’ information needs in Pakistan, key ARCENT staff sections, the 408th commander, and ECC headquarters.
A specifically crafted situational report and weekly telephone conference format ensured a common operating picture among the operational CCOs, the 905th, the 408th, and ECC. Situation reports and teleconferences occurred in a regular and predictable manner.
By defining each team member’s roles and responsibilities, the team developed a battle rhythm, managed information, and synchronized events early in the deployment. ARCENT update briefings were also part of the battle rhythm. The liaison officer provided critical information regarding threat analysis and weather updates.
The effectiveness of an operation or system is measured in many ways, and customer satisfaction is one such measure. In this case, the C2 customer was the CCO on the ground in Pakistan. “As the staff grew in Kuwait, the C2 of the operation started to transform to a well-organized element,” Ware said. “In the end, the C2 provided by the 905th CCB was highly successful.”
- MAJ SCOTT L. MCKEE, a 51C CCO, is the Team Leader for the 611th Contingency Contracting Team, Fort Stewart, GA. He holds a B.S. in agricultural economics from the University of Tennessee. McKee is certified Level III in contracting and is a U.S. Army Acquisition Corps member.
- MAJ RYAN E. OCAMPO, a 51C CCO, is the S3/Operations Officer for the 904th CCB at the National Training Center, Fort Irwin, CA. He received his commission from New Mexico Military Institute and holds a B.S. in business administration from California State University at San Marcos. He is certified Level II in contracting.
The U.S. Army’s Project Manger Battle Command (PM BC) is working vigorously to “collapse” the boundaries separating various applications from one another and to engineer a consolidated product line aimed at increasing interoperability between capabilities, such as fires, maneuver, sustainment, airspace management, and air defense, service officials said.
“We have a lot of systems in a command post. All of those systems make it very complex for the commander and staff to perform their critical functions,” said COL David Moore, PM BC, within Program Executive Office Command, Control, and Communications-Tactical.
The BC Collapse Strategy consists of ongoing efforts to consolidate the tactical server infrastructure and develop two core software architecture frameworks from which future applications can be built, Moore explained. The two frameworks are BC Workstation, referring to the creation of a common software architecture, and BC Web, an Internet-based solution aimed at enhancing collaboration, interoperability, and analysis for users.
A Simpler Approach
Through BC Web, users will be able to access the operational capabilities of the PM BC systems through a Web-enabled environment.
“Battle Command Collapse is trying to simplify command and control applications. Over time I am looking to migrate each individual system into a common support structure, a common look and feel, and a common presentation for the commander and staff. The goal is to simplify the command post from a user’s perspective and reduce complexity,” Moore said.
For instance, under the current BC system, staff officers in the field often have to manually extract data from one system or application and re-enter it into another. When the BC Collapse Strategy comes to fruition, that will no longer be necessary; staff officers will more easily be able to access a common operating picture that includes a host of key BC applications and capabilities.
Much of the consolidation centers around an application called Command Post of the Future (CPOF), a command and control visualization tool that populates a computer screen with icons representing key combat-relevant information such as troop locations and moving map displays.
With common system approaches we are enhancing interoperability so that each system has a common look and feel, so I don’t have to sit on one application and do my logistics tasks and then worry about how I get that information over to my maneuver application.
CPOF is providing the foundation architecture for the BC Workstation, because it enables users to collaborate and share data in near real time, in turn enabling senior commanders the ability to review shared data with subordinate units. As the “collapse” strategy continues to evolve, Battle Command Workstation will contain even more information including fires, logistics, sustainment, and airspace management, Moore said.
“With common system approaches we are enhancing interoperability so that each system has a common look and feel, so I don’t have to sit on one application and do my logistics tasks and then worry about how I get that information over to my maneuver application,” Moore added.
Some current BC applications will collapse more quickly than others. For example, all of the logistics-related information available through BC Sustainment and Support System may not need to inform BC Workstation screens in the near future, whereas fires capabilities from the Advanced Field Artillery Tactical Data System is expected to migrate to BC Workstation, Moore explained.
Tactical Airspace Integration System, a Battle Command application designed to de-conflict airspace for commanders, is also expected to collapse capabilities into BC Workstation, Moore said.
In addition, Army officials plan to merge BC infrastructure efforts with intelligence data collected by PM Distributed Common Ground Station-Army, an intelligence-gathering computer system. Army program managers and engineers are also consolidating the BC infrastructure with PM Warfighter Information Network-Tactical, a satellite network designed to link static command posts with vehicles on the move in real time.
“The idea is to bring together intel data with ops data as part of a common presentation,” Moore said.
- KRIS OSBORN is a Highly Qualified Expert for the Office of the Assistant Secretary of the Army for Acquisition, Logistics, and Technology Strategic Communications. He holds a B.A. in English and political science from Kenyon College and an M.A. in comparative literature from Columbia University.
On March 21, the U.S. Army Medical Materiel Center-Korea (USAMMC-K) became the third Army Medical Logistics Enterprise organization to use the Theater Enterprise Worldwide Logistics System (TEWLS) Radio Frequency handheld device within its medical supply chain operations.
The devices will help USAMMC-K achieve its mission and improve efficiencies across the enterprise. With the implementation of Radio Frequency (RF) handheld devices, USAMMC-K can now process and track all medical supply orders electronically, which will reduce the number of Supply Discrepancy Reports submitted by customers and will lessen the paper requirements placed upon the organizations.
USAMMC-K supports the holistic, operational, and strategic medical logistics approach employed by both the 65th Medical Brigade and the U.S. Army Medical Research and Materiel Command. The team is ready to execute the 8th U.S. Army’s Single Integrated Medical Logistics Manager mission and serves as the Theater Lead Agent for Medical Materiel by providing world-class, customer-focused medical supply, optical fabrication, and medical maintenance support to Joint Forces in the Korean theater.
Before this implementation, USAMMC-Europe developed a project plan and hosted multiple teleconferences with key USAMMC-K personnel to ensure that milestones were met and the system interfaces were connected. USAMMCE sent a team to Korea March 15 to assist with RF implementation. The three-person team’s task was to build warehouse cues, validate connectivity, and train USAMMC-K Soldiers and civilians in the RF technology. The first part of the training took place in a classroom, where the participants learned the basic configuration and navigation procedures of handheld devices. Once the initial training was complete, the students were different handheld device functions.
Simultaneously, the implementation team collaborated with the USAMMC-K staff to diagram the warehouse, configure the warehouse cues for daily pick waves, and execute “test” cycles to ensure that the RF systems were operating effectively. While preparing the system for RF capability, a detailed analysis of master data was conducted, and knowledge transfer was performed on key performance indicators and management reporting techniques in various TEWLS modules including sales and distribution, financial management, warehouse management, and materiel management.
When the training and testing were complete, USAMMCE-K used the new RF system to pull medical supplies on March 21. The system operated flawlessly; the USAMMC-K team especially liked the system’s accuracy and the reduction of paper requirements.
The implementation of RF capabilities within TEWLS demonstrates the Army Medical Logistics Enterprise’s continued commitment to the ever-changing mission of providing medical logistics support to Soldiers, families, and health care providers. By implementing forward-looking strategic initiatives, the enterprise will be fully integrated and will provide America’s premier medical team with innovative medical logistics solutions.
- LTC SHON-NEIL SEVERNS is the Commander, USAMMC-K. He holds a B.S. in business administration from the University of Nebraska at Kearney; an M.E. in education from Touro College; and an M.A. in business and an M.A. in computer resources and information management from Webster University. Severns is Level III certified in program management and life-cycle logistics and is a member of the U.S. Army Acquisition Corps.
- HOLGER GERLACH provides is the Chief, Business Support Office for the U.S. Army Medical Department Theater Enterprise-Wide Logistics System. He holds a B.C.S. in computer science from IBE Karlsruhe, Germany and a B.M. in business management from Fachhochschule Unna, Germany.
The small Army depot is located off a scenic tree-lined Italian highway, seemingly innocuous and quiet. But just behind the front gate stands a battalion with tremendous capability and worldwide reach. The 3rd Battalion, 405th Army Field Support Brigade (AFSB) at Leghorn Army Depot launches international support to Soldiers and other organizations from this small but capable installation.
One of the unit’s current high-profile missions includes reset and handling of left-behind equipment (LBE) for deploying and redeploying units throughout the European theater of operations. The battalion is currently conducting reset and LBE operations on more than 1,100 pieces of military equipment for the 172nd Heavy Brigade Combat Team (HBCT), the 170th HBCT, and the 173rd Airborne Combat Team.
“Our modern, well-equipped maintenance facilities ensure that we have everything available to us to complete all facets of reset and maintenance operations for all ground combat military vehicles,” said LTC Richard Pierce, Commander of the 3rd Battalion. “We can truly execute a ‘start to finish’ mission. These state-of-the-art facilities, combined with a talented and dedicated workforce, ensure that Soldiers receive equipment in far better condition than when they sent it to us.”
In addition to expansive maintenance and repair facilities, the battalion oversees an extensive warehousing operation. The battalion operates 15 warehouses, encompassing more than 582,000 square feet of humidity-controlled storage capability, larger than an American football field. Controlled humidity provides an optimal storage environment and cuts in half the maintenance requirements for stored equipment, thereby conserving manpower and repair parts.
In the area of ammunition operations, the battalion maintains 50 earth-covered and 17 above-ground ammunition storage magazines within the Pisa Ammunition Storage Area (ASA), next to the depot. The underused ASA can store several thousand short tons of ammunition for strategic or operational missions, with direct access to the Mediterranean Sea.
The battalion’s substantial storage capability, combined with logistics experience, led to interagency agreements with nonmilitary organizations including the U.S. State Department and the Defense Security Cooperation Agency (DSCA). The U.S. Agency for International Development (USAID) and DSCA rely on the battalion for the storage, maintenance, and distribution of humanitarian aid, disaster relief, and crisis supplies and equipment. Whenever disaster or crisis strikes, USAID may call upon the battalion to help transport supplies to a disaster zone or to support a combatant commander.
The 3rd Battalion’s support to this humanitarian mission sets it apart from other Army organizations.
I truly believe that the unique combination of logistics and transportation capabilities, state-of-the-art facilities, and an experienced and talented workforce give the battalion tremendous strategic importance.
“In the past, we largely utilized military installations for our warehousing operations,” said Robert Demeranville, Senior Logistician for USAID. “However, that is no longer the case. All of our warehousing operations have been moved to commercial locations, with the exception of the materials at the battalion in Italy. They are the only military unit that handles this sort of work for us now.”
Pierce considers the USAID mission a source of pride for the battalion, noting that it has supported USAID missions in more than 45 countries over the past 10 years, including recent aid missions in Haiti and Pakistan.
“We consider ourselves a partner to USAID in their humanitarian relief efforts,” Pierce said. “We take great pride in being able to deliver the materials they need in a timely and efficient manner, doing our part to alleviate people’s suffering as quickly as possible.”
The battalion’s mission is further enhanced by its location.
“Our location in Italy gives us a unique logistics capability,” said Alberto Chidini, Host Nation Executive Advisor to the Commander and Battalion Project Manager for the USAID mission. “Because we have access to so many modes of transportation, we can execute loading and transportation missions quickly and efficiently, ensuring that the aid reaches the disaster area as quickly as possible.”
“I truly believe that the unique combination of logistics and transportation capabilities, state-of-the-art facilities, and an experienced and talented workforce give the battalion tremendous strategic importance,” said COL Ronald Green, Commander of the 405th AFSB, which is headquartered in Kaiserslautern, Germany. “I remain impressed by both the quality of their service to the Soldier and the breadth and scope of their mission.”
- JENNIFER L. KING is a public affairs officer with the AFSB, Kaiserslautern, Germany. She holds a B.A. in journalism and public relations from the University of Louisiana at Monroe.
Secretary of the Army John McHugh has directed the U.S. Army Materiel Command (AMC) to continue developing the Logistics Information Warehouse (LIW) as the Army’s single authoritative source whereby leaders can maintain situational awareness of equipment across the Army.
AMC’s Logistics Support Activity (LOGSA) manages the LIW, a repository for data that will provide a common location for all Army materiel stakeholders to access, acquire, and deliver data and information for managing Army materiel.
LIW integrates legacy systems data with data emerging from modern Army Enterprise Resource Planning systems to provide critical strategic business analytics and business intelligence for the Army’s logistics leaders.
Previously, warfighters had to coordinate with multiple Army organizations to determine how to fill equipment shortages. As AMC fills the role of Lead Materiel Integrator (LMI) for the Army, LIW will be the single source for equipment information and possible solutions to shortages. (For more on AMC’s designation as LMI, go to http://test.usaasc.info/u-s-army-materiel-command-named-the-army%e2%80%99s-lead-materiel-integrator/.)
“By integrating and merging the property data from multiple sources into one location, LIW will provide our strategic leaders and item managers visibility of all Army assets and associated readiness,” said COL Robert Sullivan, LOGSA Commander. “This allows Army leaders to make sound decisions for equipment distribution based on accurate life-cycle data. Simply put, when we know what we have on hand, the supply, we can truly optimize demand satisfaction as we distribute equipment.”
In addition to its role in supporting LMI, LIW will provide insight into equipment availability, maintenance reporting, and the overall performance of the Army supply pipeline. Also, LIW can provide large amounts of data to more than 140 trading partners each day. This facet of LIW’s mission is a being upgraded to further exploit Web-service technology, eliminating many costly databases.
LIW will foster a broad overview of equipment and logistics, enabling decision making and long-term trend analysis for senior leaders. The logistics community can now more easily monitor, manage, and sustain the efforts that are vital to mission success.
“As we continue to build out the strategic analytic capability and enhance the ‘look and feel’ by capitalizing on new technologies, LIW will be even more useful to leaders making maintenance, transportation, and funding decisions. Its reach is much broader than just equipment visibility,” Sullivan said.
Article courtesy of AMC Public Affairs.