ARMY AL&T
Modernization Program (LMP) allows national-level ammu- nition management to integrate multiple systems for receiving, storing, surveying and issuing ammunition.
With the latest version of LMP, data goes directly from stan- dardized AIT handheld terminals into the national ammunition system, improving the accuracy and timeliness of data as well as reporting for strategic management. Te acquisition functional lead for LMP reported that organic ammunition depots have fully functioning “store and forward” AIT, which allows employees to send information to intermediate stations where it is stored and sent later to the national ammunition system.
An ammunition plant as large as McAlester Army Ammunition Plant in Oklahoma, for example, requires the use of AIT. Te ammunition plant, one of the largest, sits on 44,964 acres with 2,826 buildings, including 2,263 earth-covered storage maga- zines, 173 storage warehouses and a storage capacity of 8.8 million square feet.
CONCLUSION Ultimately, the benefit of advanced technology depends on the training and skills of the people who employ the technology. AIT works only as well as the capability of the ammunition system, supply policy and processes, and the training provided. Tese factors cannot be taken separately; until they are combined for an effective result, at best only a fraction of the optimal in-transit visibility solution will be available.
Te problem requires the Product Lead for Logistics Informa- tion Systems to develop and implement effective AIT in the field for Soldiers and civilians who use the ammunition systems. Te product lead must make integration of AIT into SAAS a prior- ity and take corrective action on the backlog of errors with AIT. Additionally, end users need a stand-alone guide on how to use the software and send data from AIT to computers with the new version of SAAS, and IT personnel need training support packages to help them set up the software on computer systems for AIT.
With proper initiative and training at all levels, Army employees and Soldiers can conduct receipt and inventory of ammunition supplies with AIT, improving cost, processing time, accuracy and performance monitoring of data while informing commanders of stock availability and developing the commander’s require- ments needed to win our nation’s wars. A combination of updated doctrine and user manuals, along with training support packages,
BLACK AND WHITE AND READ ALL OVER
The DOD supply chain uses three types of symbols: from top, the 2D PDF417 label, which contains address and packaging identification; the linear bar code; and the 2D data matrix label, which is used for mandatory unique- item identification. (Image courtesy of the author)
can give the ammunition community the push it needs to change how it completes ammunition operations and processes.
For more information, go to
https://usarmyamis.army.mil/ Contracts_AITV.html.
CHIEF WARRANT OFFICER 3 MICHAEL K. LIMA is the ammunition warrant officer with the 10th Support Group, Torii Station, U.S. Army Japan. He has served in the Army for 20 years. He is a graduate of the Warrant Officers Advanced and Basic Courses. He holds a DBA in business and an MBA in human resources from the Baker College Center for Graduate Studies, and a B.S. in aviation management from Farmingdale State University of New York. He has been awarded the Meritorious Service Medal and is a designated Demonstrated Master Logistician.
https://asc.ar my.mil
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