personnel as to the distinct roles of each organization. Preparation for future drawdowns should include educating and communicating the independent and collective capabilities that each brings to the table.
Traditionally, ASA(ALT) develops, acquires and fields equipment. In most cases, early after fielding, the equipment transitions to one of AMC’s LCMCs for life-cycle sustainment. However, due to the rapid nature of acquisition and field- ing for much of the equipment in theater, some PEO and PM organizations con- tinued to provide life-cycle support of non-standard equipment (NS-E) until they could formally transition its support to an AMC LCMC.
As AMC received and processed NS-E, it was essential to have PEO and PM teams present to assist with identification, de-installation and condition coding of this equipment. Redistribution property accountability teams, comprising both AMC and ASA(ALT) personnel, col- lectively processed
large quantities of
equipment, demonstrating their synergy once the roles and responsibilities had been appropriately defined.
Additionally, AMC is the primary man- ager for a majority of the STAMIS used for property accountability and equip- ment disposition. In the case of NS-E, PEO and PM organizations sometimes may need to partner with the appropriate LCMC to enter data into the applicable systems. Some teams may need to coor- dinate with their respective LCMC to input disposition instructions into the MENS-E database for NS-E retrograded from theater.
Currently, PEO and PM organizations have “read capability” but not “write authority” in MENS-E, and therefore
KEEPING THE BOOKS
The need to improve interoperability of the Army’s property accounting systems was one of the lessons learned in the drawdown from Iraq. Here, SSG Precious Knight, supply sergeant at 7th Army’s NCO Academy on Camp Normandy in Grafenwoehr, Germany, inputs information into the Army’s inventory system July 26, 2012. The U.S. Army Europe (USAREUR) Office of the Deputy Chief of Staff, G-4, was inspecting units to identify excesses and shortages as part of the Army’s Campaign on Property Accountability. (U.S. Army photo by Michael Beaton, USAREUR)
cannot
change
entries. Future
efforts
should either permit these organizations to have write authority, or ensure that they have identified a partnering LCMC to input data.
CONCLUSION ASA(ALT) should be proud of its contri- butions and performance during the Iraq drawdown, especially as this was the first in ASA(ALT)’s brief history. Te dedica- tion, determination and flexibility of its deployed personnel ensured the organi- zation’s success amid a high operations tempo in a complex and ever-changing environment. Despite ASA(ALT)’s suc- cess during the Iraq drawdown, there are still many lessons to glean from the effort. It is important to proliferate and institutionalize these lessons learned, to position ASA(ALT) for success in execut- ing future retrograde operations while not degrading its abilities to continue providing the decisive edge to the war- fighters and combatant commanders.
Furthermore, ASA(ALT), in close col- laboration with its materiel enterprise partners such as AMC and ARCENT, ensures that it is capable of providing a comprehensive and holistic approach to supporting these types of operations.
COL GORDON GRAHAM served as director, ASA(ALT) Forward Operations – Kuwait from August 2011 to May 2012. He holds a B.A. in psychology from the University of North Carolina at Wilmington, where he was a distinguished military graduate, an M.A. in general administration from Central Michigan University, and an M.S. in procurement and acquisition management from Webster University. Graham is Level III certified in program management and is a graduate of the Defense Systems Management College. He currently serves as commander, U.S. Army Aberdeen Test Center, Aberdeen Proving Ground, MD.
ASC.ARMY.MIL
99
COMMENTARY
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