INTEGRATING ARMY MEDICINE
Army medical capabilities can be found throughout the generating and operat- ing force structure, with combat medics standing side by side with warfighters in the tooth, and medical teams inte- grated throughout the tail with varying degrees of medical capabilities. In fact, Army medics make up the second largest military
occupational
specialty, out-
numbered only by infantry Soldiers. We serve the entire system to ensure we have a ready medical force and a medically ready force. With the entire Army fac- ing a period of constrained funding and dramatic force downsizing, the tooth, the tail and everything in between is being scrutinized to ensure optimal combat capabilities without jeopardiz- ing our ability to sustain or medically protect and project the force.
CENTRALIZED MANAGEMENT To accomplish the mission with lim- ited resources, the U.S. Army Medical Materiel Agency (USAMMA), a sub- ordinate agency of the U.S. Army Medical Research and Materiel Com- mand (USAMRMC), has evolved many of the ways it does business.
One example is the way USAMMA is centrally managing medical materiel, including sensitive potency and dated
(P&D) materiel such as pharmaceuticals. Deploying medical units need to have this materiel on hand immediately to pro- vide their required capability. However, unlike much of the nonmedical materiel that the Army stocks, P&D items can- not be stored indefinitely, nor can many of the items be bought in large enough quantities and shipped at a moment’s notice should a contingency arise.
To be ready and able to support global contingency missions worldwide, these types of supplies are maintained in pre- configured packages by unit type so they can be shipped to support deploy- ing units. Although this seems like a costly strategy, centrally managing a collection of this materiel by unit type enables the achievement of a risk-based balanced approach to maintaining rapid deployment capability while offsetting a significant procurement and mainte- nance requirement for P&D items.
Currently, the Army has 274 echelons- above-brigade (EAB) medical units. If each of these units bought all of its own medical materiel, the Army would need to spend $126 million in upfront pro- curement costs. Additionally, if each EAB unit had to sustain (i.e., conduct inventory, restock, replace items) its own
perishable medical stocks, the Army would spend about $31 million each year.
Instead, USAMMA centrally manages the Unit Deployment Package (UDP) program. Essentially, these UDPs are kits of medical materiel that deploying units can use during the early phase (i.e., up to the first month) of a contingency. However, UDPs do not provide a long- term solution. Additionally, UDPs may not provide all of the Class VIII materiel (i.e., equipment and consumables) that units need. Te program is supported by Defense Logistics Agency contingency contracts, which can currently only cover about 53 percent of required materiel and cannot meet early deployment timelines.
Whether supporting early-entry operations or while sustaining ongoing missions, every pound and every inch counts. Fielding equipment and materiel that is lighter, smaller or easier to sustain is one key to simplifying and improving support.
50 Army AL&T Magazine July-September 2016
RECAPITALIZING VS. REPLACING USAMRMC and USAMMA are evolv- ing not just because of fiscal constraints and growing missions; we are also chang- ing to continually do what is best for the warfighter and the taxpayer. One example is our recapitalization efforts. USAMMA’s operations encompass 19 locations worldwide, including three stateside medical maintenance depots: Tobyhanna, Pennsylvania; Hill Air Force Base, Utah; and Tracy, California. Besides testing, calibrating and con- ducting depot-level maintenance, each location also refurbishes medical equip- ment and devices so they can go back out to the field for use. Recapitalization can include refurbishing a device so that it is near “zero-time/zero-mile” (i.e., basi- cally like new again). Recapitalization also can include an upgrade process that results in a newly improved model, with full remaining or extended lifespan and enhanced warfighting capability.
In FY15, USAMMA recapitalized more than 2,000 medical equipment items, saving the Army $13.2 million—the cost
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