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Materiel Management for the Modular Force in an Operational Theater

Materiel Management for the Modular Force in an Operational Theater. U.S. Army Combined Arms Support Command. Supporting a Campaign Quality Army with Joint and Expeditionary Log Capabilities. Purpose.

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Materiel Management for the Modular Force in an Operational Theater

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  1. Materiel Management for the Modular Force in an Operational Theater U.S. Army Combined Arms Support Command Supporting a Campaign Quality Army with Joint and Expeditionary Log Capabilities

  2. Purpose Inform the audience on the current CASCOM concept of materiel management in an operational theater

  3. Agenda • Concept Role Clarification • Current CASCOM Materiel Management Concepts • Materiel Management Definition • Materiel Management in a Theater of Operations • Work developed by Warrant Officer Panel

  4. Role Clarification Modular Force Concepts • CASCOM • Responsible for concept development to sustain a campaign quality Army • Assist the AFSC to transition into the ASC • ASC • Uses TRADOC standard TSC TOE structure as basis for building the ASC TDA. • Uses CASCOM concepts to derive initial design of ASC

  5. Materiel Management Definition Materiel Management is the monitoring of on-hand stocks, ensuring quality control, cataloging, requirements determination, procurement, maintenance of stock, maintenance (including readiness, COSIS), disposal (retrograde), and distribution of materiel.

  6. IMA Materiel Management Conversion Concept Today Modularity ASC ++ ++ SC(T) TSC TMMC XX COSCOM CMMC x SUS BDE x X DISCOM DMMC II II BSB FSB Installation

  7. Distribution Management Center Commanders Confidence & Satisfaction Ultimate Measure of Performance Distribution Movement Programs, Asset Management, Routing information, and Policy, Movement Control Distribution Materiel Management Asset Visibility, Materiel and Maintenance Management, and Policy DMC SSA Inventory Mgmt, Stock Control, and Storage Trans Movement, Cargo Handling, Documentation, Etc. Execution • Synchronizes • Distribution • Functions Provides Situational Awareness to Decision Makers

  8. Materiel Management Agencies and Functions • Regionally focused • Manages CL II, III(P), IV, VII, IX • Controls CTASC parameters • Coordinates w/ national providers for SARSS activities • Issues MROs to SUS BDEs • Assists BSBs in est. ASL stockage requirements • Conducts MRF management • Provides ORIL listing to SARSS-1 activities ++ • Staff oversight of providing oversight, plans and policy for all units and operations within assigned JOA • Monitors LCOP, Asset Visibility & ITV with BCS3, GCSS-A, TC-AIMS II • Determines / establishes logistics priorities within the JOA • Continuously linked with the SC(T) to prioritize Number Army requirements SC(T), SPO, DMC Supply Branch Dist Integration Materiel Readiness G4 MAIN Sustainment Ops SC(T) +++ Army SC(E) G4 OCP Sustainment Ops • AO focused • Monitors, advises, and queries SARSS requisitions • Manages & synchronizes CL I, III(B), V in the AO • Assists in expediting critical CL IX • Identifies equipment required for calibration SC(E), SPO, DMC Supply Branch Dist Integration Materiel Readiness • Provides oversight, plans and policy for all units and operations within assigned AOR/JOA • Monitors the LCOP, Asset Visibility and In-Transit Visibility • Determines / establishes logistics priorities within the AOR/JOA • Conducts or has representation in applicable Joint Logistics Boards, Centers and Cells • Linked with the SC(T) or SC(D) and supporting sustainment brigade • Focused on internal stocks inside BCTs • Monitors & tracks readiness • Keeps records of MWOs • Can issue cross-leveling directives across BCTs • Area Support Focused • Monitors, advises, and queries SARSS requisitions • Manages internal stocks (CSSBs) • Executes MROs from SC(T) • Manages ASP stocks X SPO CSS Effects Branch Supply Branch Maintenance Branch G4 Supply Section Maintenance Section SUST Corps/ Division 3 or 2 Star • BCT focused • Manages ASL and CL V stocks to support BCT customers • IDs, tracks, and prepares for retrograde of ORIL • Conducts internal ASL Reviews w/SC(T) oversight • Maintains status of MWOs • Coordinates evac of materiel II BSB SPO Managers Staff Oversight

  9. SC(E) SC(T) 2 SUS CSSB CSSB SUS 1 BSB FSC Materiel Management in a Theater Operation • SC(E) • AO focused • Monitors, advises, and queries SARSS requisitions • Manages & synchronizes CL I, III(B), V in the AO • Assists in expediting critical CL IX • Identifies equipment required for calibration • Enablers: CTASC “fly-away”, SAMS-2, SAAS-MMC, MTS, BSC3, (GCSS-A) • SC(T) • Regionally focused • Controls CTASC parameters • Coordinates w/ national providers for SARSS activities • Issues MROs to SUS BDEs • Assists BSBs in est. ASL stockage requirements • Conducts MRF management • Provides ORIL listing to SARSS-1 activities • Enablers: CTASC, SAAS-MMC, MTS, BCS-3, SAMS-2, PBUSE, (GCSS-A) • SUS BDE • Area Support Focused • Monitors, advises, and queries SARSS requisitions • Manages internal stocks (CSSBs) • Executes MROs from SC(T) • Manages ASP stocks • Enablers: CTASC “fly-away”, SAMS-2, SAAS-MMC/DAO, MTS, BSC3, PBUSE, (GCSS-A) • CSSB & BSB SPO • BCT focused • Manages ASL and CL V stocks to support BCT customers • IDs, tracks, and prepares for retrograde of ORIL • Conducts internal ASL Reviews w/ SC(T) oversight • Maintains status of MWOs • Coordinates evac of materiel • Enablers: SAMS-2, SARSS-1, SAAS-DAO & ATHP, CTASC “fly-away”, PBUSE, (GCSS-A) Sybil Topo • Corps or Division G4 • Provides oversight, plans and policy for all units and operations within assigned AOR/JOA • Monitors the LCOP, Asset Visibility and In-Transit Visibility • Determines / establishes logistics priorities within the AOR/JOA • Conducts or has representation in applicable Joint Logistics Boards, Centers and Cells • Linked with the SC(T) and supporting sustainment brigade • Focused on internal stocks inside BCTs • Monitors & tracks readiness • Keeps records of MWOs • Can issue cross-leveling directives across BCTs • Enablers: BCS3, SAMS-2, TC-AIMS II, (GCSS-A) Theater Base • FSC • No materiel management • Conducts physical distribution IAW MAN BN priorities • Passes requisitions to BSB • Enablers: ULLS-G, SAMS-1/SAMS-E, PBUSE

  10. Sustainment CMD-Theater G3Distribution Management for the Theater DMC Functions: • Develops the distribution plan. • Ensures effective CSS management, including FHP and Class VIII. • Maximizes Readiness through effective use of Maintenance resources. • Manages all facets of Transportation, including the effective use of air, land, and sea transportation assets • Executes theater management of Class I, II,III(B), III(P), IV, VI, VII, water, and field service operations • Performs as the expediter and problem solver on all issues involving the commodities it manages. • Pass requirements to the appropriate national inventory control point • Coordinates Army maintenance functions and Class IX for the theater • Coordinates/assists in regeneration and reconstitution operations • Coordinates the development of maintenance policy and programs • Conducts ongoing analysis of maintenance capabilities and requirements, and makes appropriate recommendations to the Cdr. • Maintains stock control visibility on all Class V supplies in theater • Recommends controlled supply rates for different combat situations to UEy G3. • Provides guidance, plans and policies and staff supervision for transportation operations. • Functions as the executive agent for movement control. • Manages all facets of transportation information related to planning, operations, coordination, and evaluation of all methods of transportation, movement control, and logistical support. • Establishes CSS automation policy and provides guidance for all subordinate unit CSSAMOs in the Sustainment CMD-Theater • Provides technical/functional services common to all elements of the Sustainment CMD-Theater and its customers to establish and maintain automation connectivity, data transmission accuracy, and software management • Develops plans, policies, programs, and procedures involving HNS. • Coordinates delivery of HN supplies and services. • Maintains status of HNS assets available for external support reqmts. • Principal staff section for all matters concerning the civilian impact on military operations and the political, economic, and social effects of military operations on civilian personnel. • Plans, coordinates, and supervises civil-military operations to support Sustainment CMD-Theater mission objectives. • Supervised directly by the Sustainment CMD-Theater DMC/Sustainment CMD-Expeditionary Distribution Operations Division to expedite “high priority” stocks through the logistics pipeline. G3 Rear Opns (Terrain Mgmt) Ops/Tng CBRNE SPO HQ Log Plans DMC HQ DMC HQ AFSB Staff CMO DIV Supply Branch Distribution Integration CMO Plans Branch Future Ops Br Mat Read Branch Materiel Exp Team (x4) HNS Munitions Branch Log Auto Branch Mobility Branch ARSOF Spt Cell Class VIII Supply TBD Where Distribution Management Occurs

  11. Warrant Officer Panel Analysis

  12. Facts • Germany study used as required man hour standard for purpose of performing this analysis (based on 54 supported SSAs) • Analysis focuses on SC(T)/SC(E)/Sustainment Bde • Soldier workday is 10 hours amounting to 70 hour week • SSAs and associated transactional volume will vary from SC(T) to SC(T); day to day • SARSS related materiel management functions consolidated under 17 categories

  13. Assumptions • Assigned soldiers will be 100% available • Number of supported SSAs will drive volume • Volume will drive man hour requirements • Augmentation will occur past base numbers

  14. Variables • Transactional volume • Workload allocation between SC(T) and SC(E) • Soldier availability

  15. Step 1:Identify Materiel Management functions under AOE and identify associated man hours required to perform functions

  16. Step 2:Assign each function to logical level within modular design and allocate man hours

  17. Step 3:Isolate 920B/92A within SC(T)/SC(E)/Sust Bde to determine available man hours

  18. Step 4:Further distinguish between 920B/92A that would be expected to perform SARSS MM functions and those assigned to sections with varying missions

  19. Step 4 (cont.):Non Dedicated hours

  20. 65 man hours short for SC(T) Step 5:Rollup total to identify delta

  21. Step 6:Analyze non-dedicated personnel in order to identify bill payer and rebalance SC(T)

  22. Warrant Officer Panel Analysis(Work in Progress) • Above is DRAFT PREDECISIONAL • There is a shortfall in military materiel managers in the SC(T)’s DMC • CASCOM is still continuing to develop COAs to mitigate the shortfalls

  23. CASCOM Actions • Posted the Modular Force Logistics Concept (MFLC) on the web for TRADOC review and comments • MG Stevenson chartered us to develop MM for modular force (TOE) • Concept addresses SC(T) materiel management not Installation Materiel Management • A panel of warrant officers continuing its analysis of materiel management functions and workload.

  24. Materiel Management for the Modular Force Supporting a Campaign Quality Army with Joint and Expeditionary Log Capabilities

  25. Materiel Management Support Concerns……… Authorized personnel may not be adequate to accomplish mission Distribution of workload amongst TSCs Ability to perform material management functions from remote locations (Specifically from a central TSC) Conversion and deployment timelines require a bridging strategy

  26. Materiel Management Support Concerns • Authorized materiel management personnel may not be enough…… 392 CASCOM Working 197 FROM TO New MTOE Authorizations CONUS based only Current CONUS MTOE Authorizations New Doctrine: “Limited MM below the TSC” **The 2 CONUS DCP’s are assigned to the 1st TSC

  27. Materiel Management SupportConcerns Distribution of workload among TSCs…… 208 90 36 40 44

  28. Materiel Management SupportConcerns Materiel Management from a remote location…… How do we? Monitor credits Impose managerial parameters Assure timely and accurate processing of managerial actions Unit inactivation / activation dates not synchronized with deployments……. Must address: Stay behind unit support Bridging Strategy

  29. X X SUST SUST IMA IMA IMA Installation Materiel Management Capabilities Installation contains Sust Bde and aligned customer units • Sust Bde provides MM support to assigned units (e.g.: DIV) • IMA conducts MM/CSSAMO for assigned and reimbursable customers • IMA manages Installation Deployment Support Operations • IMA manages RC Mob/De-mob Operations on the Installation • IMA provides input to Installation Materiel Readiness Reviews Sust Bde has deployed leaving residual customer units • IMA conducts MM/CSSAMO for assigned/reimbursable customers • IMA manages Installation Deployment Support Operations • IMA manages RC Mob/De-mob Operations on the Installation • IMA conducts Installation Materiel Readiness Reviews • Option 1: Transfer orphan units MM/CSSAMO mission to other Sust Bde • Option 2: Transfer orphan units MM/CSSAMO mission to IMA (reimbursable) • Option 3: Contract orphan units MM/CSSAMO mission with Army oversight Installation does not contain Sust Bde ( Ft Knox, Ft Sill, Ft Lee, etc) • Assign/Resource MM and CSSAMO support to IMA for all units • IMA manages Installation Deployment Support Operations for all units • IMA manages RC Mob/De-mob Operations on the Installation for all units • IMA conducts Installation Materiel Readiness Reviews for all units

  30. Conversion/Deployment Timelines Bridging Initiatives III Corps Establishing a Logistics Readiness Center XVIII Corps Contracting with the DOL I Corps Contracting • Refining • the concept • Resourcing

  31. Materiel Management SupportRecommendation • Assist CASCOM in developing an end-to-end solution that defines: • Materiel management missions, roles, and functions • Force structure gap analysis • Reporting requirements • Develop and program for an installation support package • Develop and fund a Bridging Strategy to support deployment and conversion timelines

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