P
rompted by the compelling need to devise and deliver rapid solutions to urgent battlefield needs, leaders from the Office
of the Assistant Secretary of the Army for Acquisition, Logistics, and Technology (ASAALT) and the U.S. Army Sustain- ment Command (ASC) entered into an agreement in September 2010, formally embedding ASAALT capability in the Army’s battlefield element of the Materiel Enterprise (ME).
Attached to each of seven Army field support brigades (AFSBs), AL&T- Directorates (AL&T-Ds) provide policy, planning, and guidance for acquisi- tion- and technology-related elements operating under the brigade’s control. Additionally, the AL&T-D participates in developing operations plans and orders, as well as assisting in contractor account- ability. It advises the AFSB commander and staff on acquisition issues and pro- vides reachback technical support and call-forward capabilities from the appro- priate Army agency, activity, or command.
Adding AL&T-Ds to ASC’s forward- deployed AFSBs can be seen as the result of lessons learned by both the operating and supporting forces. The operating forces’ need for direct access to AL&T capabilities was matched by AL&T’s desire to be an effective source of rapid
solutions for Soldiers in the fight. Suc- cessful application of lessons learned is amply illustrated in Afghanistan, where the 401st AFSB deals with 11 of 13 program executive offices (PEOs) repre- sented in the Combined Joint Operating Area, overseeing 44 product and program managers (PMs) and employing more than 4,000 field service representatives.
Combined, this effort supports more than 30 new system fieldings and sustains more than 70 other systems. This has made a significant difference in combat capability and survivability. The Under- body Improvement Kit modification for the Mine Resistant Ambush Protected (MRAP) All-Terrain Vehicle is a classic example, implemented through the joint effort of the AFSB and the AL&T-D.
Integrating acquisition professionals into a logistics unit is a novel solution to the challenge of providing Soldiers a single face for all AL&T mission support. No longer separated by missions of equip- ment acquisition vs. sustainment, AL&T and ASC units now merge their expertise to rapidly provide equipment to Soldiers and to keep it operational.
FILLING A GAP From its headquarters at Rock Island Arsenal, IL, ASC synchronizes distribu- tion and sustainment of materiel to and
from the field for the ME in support of the Soldier. As the ME’s executing agent for lead materiel integrator activities, ASC operates a global network of Army field support brigades and battalions, logistics support elements, and brigade logistics support teams that ensure materiel readi- ness for the Army, including AL&T.
ASC provides integrated battlefield logis- tics support to overseas contingency operations, including Operations Endur- ing Freedom and New Dawn. In addition, the command has participated in human- itarian relief missions at home and abroad in such places as New Orleans, LA; Japan; Pakistan; Tunisia; and Haiti. Support to Army force generation includes field-level reset, left-behind equipment, and pre- deployment training equipment.
The seven AFSBs fill an identified capa- bility gap in centralized command and control for deployed AL&T capabili- ties. The AFSB combines assets from the U.S. Army Materiel Command (AMC) and ASAALT into a single brigade-level unit that plans for and controls all Army AL&T support of the Army’s forces in the operational area.
Additionally, the directorate can provide continuous acquisition-related analysis of deployed force equipment and then share this analysis with the appropriate PEO
THE AL&T-D PROVIDES THE OPERATING FORCE AND ASC AND ASAALT GENERATING FORCES THE CRITICAL INTERFACE AT THE SOLDIER LEVEL TO ASSIST IN OPERATIONAL ACTIVITIES, WHILE ALSO PROVIDING A STRATEGIC RESPONSE.
ASC.ARMY.MIL 75
LOGISTICS
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