ARMY AL&T
other organizations throughout the DOD. Tese partners have been key to shaping MEDLOG integration—and truly none of AMLC’s achievements would be possible without them.
Finally, end-users, including Soldiers in the field, have been a crucial source of feedback to ensure changes do not negatively impact their ability to execute mission requirements. Participat- ing in Army and joint exercises worldwide is one way that AMLC tests its mission capabilities and gets direct feedback from units about what is working and what needs improvement.
Just like all other parts of the Army, MEDLOG is adapting and evolving to counter emerging threats worldwide. AMLC remains open to change that benefits the Army’s overall ability to fight and win our nation’s wars. Yet, what will never change is Army Medicine’s promise to warfighters that if they fall sick or get wounded or injured on the battlefield, support will be there— equipped and ready to help.
WELL-EQUIPPED
Soldiers collaborate with members of the AMLC as the HMMS pilot kicks off at Fort Liberty, North Carolina. Fort Liberty is the first site in the Army to test the new HMMS concept. (Photo by Chief Warrant Officer 3 Richard Hendricks, U.S. Army Medical Materiel Agency)
AMLC remains prepared to deliver medical logistics, sustain- ment and materiel readiness—from the strategic support area to the forward tactical edge—to increase survivability and sustain fighting strength.
For more information, go to
http://www.amlc.army.mil/ILSC.
of Organization and Equipment. Tis will align medical main- tenance to existing sustainment processes of non-medical Army equipment. It also enhances unit medical equipment readiness and reduces overall cost. Te first HMMS capability is currently operating as a proof of concept at Fort Liberty, North Carolina.
CONCLUSION Change is always challenging, especially the level of dramatic transformation MEDLOG has embarked on over the past five years. AMLC has found through lessons learned that to create lasting change, the organization must leverage partnerships across the Army and joint forces.
To shape MEDLOG integration and transformation in a way that garners stakeholder buy-in, AMLC has partnered with stakeholders, including Headquarters, Department of the Army- G4; U.S. Army Forces Command; U.S. Army Europe-Africa Command; U.S. Army Materiel Command; U.S. Army Sustain- ment Command; Combined Arms Systems Command; Special Operations Command; U.S. Army National Guard Bureau; and
https://asc.ar my.mil 53
COL. MARC R. WELDE is the commander of the U.S. Army Medical Logistics Command. He holds an M.A. in national security and strategic studies from the U.S. Naval War College and an M.S. in human resources from Chapman University. He was commissioned through ROTC into the Medical Service Corps upon graduation from Weber State University.
LEIGH ANNE ALEXANDER is the director of the Integrated Logistics Support Center at Fort Detrick, Maryland. She holds an M.S. in biotechnology, an MBA from University of Maryland, a B.A. in chemistry and a B.A. in American studies from Lafayette College.
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