process and one yard to retrograde all materiel, as opposed to the previously segregated locations for different types of
experts in airframes and
equipment. A single group—with transportation, packing,
wrapping and shipping, and PM SBCT representatives—books
sets priorities using a standard process.
“We’ve always had a weekly meeting to discuss our operations,” Berry said. “Now we’ve taken our working group, where we discuss issues and coordi- nate operations, to the next level to ensure that we are all physically work- ing together in the same location, which enables us to learn from each other and provide better support to the warfighter.”
GOING MOBILE Te Kandahar battalion of the 401st also maintains a mobile RPAT that travels to FOBs in Afghanistan to facilitate the turn-in of excess equipment and resolve property
accountability issues before
the equipment goes to Kandahar for retrograde. In May, when the Pakistan ground lines of communication reopened, the mobile RPAT went to a FOB in Spin Boldak in southern Afghanistan to execute its first “fort-to-door” operation for the 4th SBCT.
In the fort-to-door operation, the mobile RPAT prepared select pieces of Stryker equipment for retrograde, obviating the need to send the equipment to Kandahar for shipment. Instead, the retrograded gear would be transported over land through Afghanistan and Pakistan directly to the Pakistani port of Karachi, where it would be loaded aboard ships for transport back to the States.
“Being able to travel to the unit and execute the retrograde mission made the process quicker and more stream- lined, because the vehicles are being
PM SBCT has another logistical asset during the drawdown: the battle damage repair facility in Qatar. Because of the high operational tempo for Strykers in theater, there was no time to send battle- damaged assets back to the manufacturer or a depot in the States. Te only way to keep the Stryker fleet at a very high operational readiness rate was to establish a facility in the Middle East where assets could quickly be shipped, repaired and returned to the fight.
Te final Stryker repair at the Qatar facility was completed in April. It was the 422nd Stryker vehicle repaired there and returned to Soldiers fighting in Iraq or Afghanistan. In addition to the 422 repaired platforms, the Qatar facility exe- cuted the reset of 80 Strykers in support of non-Stryker brigades in Southwest Asia, for a total of 502 vehicles. Te facility has supported 19 Stryker deployments to Iraq and Afghanistan over the past decade.
While the Qatar operation is drawing down toward its anticipated closure in FY14, it will continue to support the ret- rograde of battle-damaged Strykers to the States for depot repair. A minimal num- ber of ready-to-fight Stryker vehicles will remain in Qatar until the facility closes. Te closure of the Qatar battle damage repair facility concludes a successful mis- sion executed by the Army and industry team in Qatar.
PRIOR EXPERIENCE In June 2011, after a rapid 18-month development, PM SBCT began fielding
picked up by the carrier as soon as they are ready for transport,” said SFC Lesa Dash of the 401st AFSB, a member of the mobile RPAT team. “Fort-to-door keeps Soldiers off the road, since they don’t have to convoy to Kandahar to turn in their equipment.”
the new Stryker with the DVH to units in Afghanistan. Te new hull configuration adopted many of the principles of a Mine Resistant Ambush Protected vehicle, aim- ing underbody blasts away from the vehicle. With the fielding of this improved Stryker, the original, flat-bottom hull Strykers had to be retrograded. As of December 2012, PM SBCT had retrograded 450 flat- bottom vehicles under the management of MAJ William Clark, assistant product manager for Stryker DVH fielding.
“We gained a wealth of experience dur- ing our previous retrograde efforts,” said David Dopp, PM SBCT. “As we draw down and begin the movement of our assets back to the U.S., the lessons learned during the retrograde of the flat-bottom hull Strykers will make the process much easier.”
Te biggest lesson learned was to lock in the unit line number (ULN) as soon as
“THOSE OF US INVOLVED IN THE LOGISTICS MISSION ARE HERE TO SUPPORT OUR WARFIGHTERS, NOT HINDER THEM IN ANY WAY—NOT DISABLE THEM FROM EXECUTING THEIR MISSIONS BECAUSE THE TURN-IN PROCESS IS TEDIOUS AND CUMBERSOME.”
ASC.ARMY.MIL
73
LOGISTICS
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