COMMAND/ORGANIZATION: Headquarters, U.S. Army Europe
TITLE: Logistics management specialist, fielding integrator
YEARS IN WORKFORCE: 11
YEARS OF MILITARY SERVICE: 26
DAWIA CERTIFICATIONS: Level III in acquisition and program management
EDUCATION: Manpower and force management studies, Logistics Management College; German studies certification, University of Maryland University College Europe; currently pursuing an M.A. in international human relations at University of Oklahoma
AWARDS: Superior Civilian Service Medal, Civilian Service Commendation Medal, Civilian Service Achievement Medal, Army Commendation Medal, Army Achievement Medal, NATO Medal, Good Conduct Medal, Southwest Asia Service Medal, Kuwait Liberation Medal, NATO Medal
Leveraging active-duty experience to field the force
By Susan L. Follett
Over the course of his 26-year active-duty career, Cecil Moore held a range of positions in logistics and maintenance. He has spent the past 11 years leveraging that experience, helping to ensure that warfighters are equipped and mission-ready.
Moore joined the Army in 1979 and retired in 2006 at the rank of sergeant first class. “I joined for several reasons, including an employment opportunity, education and my admiration for the uniform,” he said. Moore’s father also served, losing his life in Vietnam during the Tet Offensive in February 1968.
“My active-duty career has been instrumental in preparing me for my present position,” said Moore, now a logistics management specialist within the Forces Branch of the Force Management Division in the Office of the Deputy Chief of Staff, G3, at U.S. Army Europe (USAREUR) Headquarters. “What I learned about maintenance and logistics puts me a step ahead in equipping and sustainment—providing our warfighters the tools they require to survive on the battlefield and complete their missions.”
Briefly describe what you do in your position and why it’s important to the Army or the warfighter.
I’m responsible for the implementation of force modernization, integration and budget management programs directly impacting the readiness and effectiveness of USAREUR units. In that role, I plan, administer, develop, integrate and coordinate new equipment fielding initiatives and equipment modernization programs, including the operation of the equipment section and the USAREUR New Equipment Staging Activity. I’m the point of contact for force modernization and unit equipping initiatives, and the logistics management representative and adviser for all new equipment staging matters presented for action and resolution. I provide advice on integrated functions relating to the fielding process, including maintenance, supply, transportation, facilities, storage operations, proper accountability, vehicle operation, fleet management functions, security and facility management support. I’m also the subject matter expert on the USAREUR operational need statement (ONS) process, including the use and maintenance of the Equipment Common Operating Picture (ECOP) portal. In short, my work is equipping Soldiers with tools and systems they require for protection and completing operational missions.
What’s the biggest challenge you face in your work?
Ensuring that our long-range fielding calendar is synched with the units’ training calendar. As the operational tempo in Europe has increased, we are fielding more equipment while simultaneously training internally and with our NATO and other partner nations. Our Army is moving fast. Acquisition opportunities, modernization, sustainment, property accountability and readiness represent only the tip of the spear. As the operational tempo here has increased, the force structure has decreased, and any equipping challenges or capability gaps must be filled immediately. We are working diligently to meet our equipping and sustainment objectives, and it’s a full-time job that requires assistance from everyone in logistics and the supporting agencies. The support we have received from the U.S. Army Material Command (AMC) and the 405th Amy Field Support Brigade has been overwhelmingly positive, and support from such agencies as the U.S. Army Communications-Electronics Command has reduced equipping challenges.
What, if any, are the challenges of working overseas?
Serving as a DA civilian overseas is both rewarding and challenging, and the rewards far outweigh the challenges. The obstacles we face are both linguistic and cultural. But the more we train, the better we and our NATO partners understand the language, equipment and culture, which is in many instances very similar to ours. One of the challenges we encounter is the time difference. On many occasions, U.S.-based personnel require responses immediately, only to discover that personnel here have either ended their work days or haven’t arrived. This is a bit frustrating for both locations. But we’re all adapting and making the best of the resources we have available to us, which are improving as technology advances.
How did you become part of the Army Acquisition Workforce, and why?
While on active duty, I witnessed firsthand the hard work and dedication that the acquisition workforce contributed to the logistical operations in the Army and DOD. After my active-duty career concluded 2006, it was important to me to continue to support our warfighters by providing them the tools they require to support their missions. My years of maintenance and logistics experience provided me a step up in working in equipping and sustainment as a civilian.
You have a long career in military acquisition. What are some of the biggest changes you’ve seen?
Acquisition has changed for the better over the years. We have a better common operating picture with the new Global Combat Support System – Army, which also provides enhanced property accountability, and our military, civilian and contracting personnel are more skilled and better educated. We have made great strides in manpower as we reorganized our force structure within the logistics and sustainment communities. And being able to remain in the Army over that span of time, I was able to grow with those many changes and be part of the technological advances we have now and are looking forward to in the future.
Can you name a particular mentor or mentors who helped you in your career? How did they help you?
Col. Kelso Horst, division chief at HQDA G-8 Force Development Branch, was instrumental in ensuring that I met the challenges I faced as a new Army civilian during a deployment with Operation Iraqi Freedom in 2006. His mentorship allowed me to enhance my career and learn about logistics in a new capacity. Rick Byrd, formerly with AMC at Redstone Arsenal, Alabama, showed me the flowchart I need to move through to elevate my career and assist other logisticians in the process. He has retired, unfortunately, but he remains a great mentor.
What advice would you give to someone who aspires to a career similar to yours?
Recognize early that the warfighter is our nation’s most important asset. Meet all educational requirements, including acquisition courses, Defense Acquisition Workforce Improvement Act certifications and civilian educational schools. Do your part in assisting the Army in meeting logistics and sustainment requirements. Stay focused on the needs of the warfighters, and work every day to improve their fighting positions. Provide concrete information to your military and civilian leaders. Most important: Know how the Army runs and what is expected of you to keep our Army strong.
If you could make the rules—or break them—what would you change?
I would increase the time review and decisions of each unit’s Modified Table of Distribution and Equipment and Table of Distribution and Allowance. With events changing as quickly as they are, we must ensure that units have the right equipment at the right time. I would also increase decision-making on operational need statements validation, which would reduce the time between when a commander requests a tool to enhance the mission and when he or she receives it. The world is becoming increasingly uncertain; we face challenges in almost every geographical corner of the globe. I would provide our warfighters the most modernized equipment, including tools that enhance cyber and electronic warfare capabilities. I would also strengthen our Army force structure, enhance mission readiness and provide additional funding for sustainment. Providing our warfighters the equipment they require is our utmost responsibility.
Cecil Moore and Gen. George Casey, Baghdad, 2007. Casey, now retired, was the 36th Chief of Staff of the U.S. Army. (Photo courtesy of Cecil Moore)
“Faces of the Force” is an online series highlighting members of the Army Acquisition Workforce through the power of individual stories. Profiles are produced by the U.S. Army Acquisition Support Center Communication and Support Branch, working closely with public affairs officers to feature Soldiers and civilians serving in various AL&T disciplines. For more information, or to nominate someone, please contact 703-664-5635.
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