US Army: Winter%2006%20QMPB

8/14/2019 US Army: Winter%2006%20QMPB

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W inter 2006 PB 10-06-04

W arrior L ogisticians

Q uartermaster L iQuid L ogistics e xercise , page 31.



F rom the Q uartermaster g eneraL

The Quartermaster School’s proud motto, “ Famam Extendimus Factis – We Spread Our Fame by Our Deeds,” has been validated many times

over. This year marks the 97th Anniversary of the US Army Quartermaster School founded at Philadelphia’s Schuylkill Arsenal on March 10, 1910.Well over a half million highly trained Quartermaster Soldiers and civilianshave graduated during the intervening decades. Their service to the nation,especially in times of war, has been carried out with the utmost courageand competence.

The Quartermaster School continues to train more than 25,000 Soldiers,Marines, Airmen, Seaman, and civilians annually. On any given daythere are more than 4,000 Soldiers and other members of the Departmentof Defense training at the Quartermaster School, making it one of theUS Army Training and Doctrine Command’s largest, most active, andeffective training institutions.

Methods change, but not the Quartermaster School’s over arching goalsand priorities. Our number one priority is to train technically competent and tactically pro cient Soldiers – whose supply and service capabilities are essential to the joint and combined

ghts we face today. Our immediate objectives are to ensure that all graduates of this institution have arm handle on the core competencies and military occupational speciality-related technical skills for which

they are being trained and that they meet the expectations of commanders preparing for combat operations.However, time, money, and resources are never unlimited and we strive to achieve a necessary balance. You canhelp us achieve that balance and continue to meet the Army needs by keeping in touch and communicating thoseneeds forthrightly.

It is my policy to listen and to respond. If you have speci c requests, comments, or observations the training base should hear, let us know. If there are “lessons learned”, especially in theater, that you think should beincorporated (if only in terms of professional development), let us know that as well. Additionally, when wesend surveys to the eld we greatly appreciate your input. Bottom line: As the Quartermaster School movesever closer to celebrating its rst centennial in 2010, we want to remain faithful to the mission at hand by beingready, relevant, and responsive to your needs and by producing the best Quartermaster Soldiers possible.

I trust that you will read and enjoy the articles in this issue of the Quartermaster Professional Bulletin .Of particular interest is the article on the 475th Quartermaster Group, US Army Reserve, as it continues tocoordinate the Reserve Component’s largest annual training exercise. Also, there is the unique perspectiveof a Quartermaster company that participated in the rst C-17 heavy airdrop into the South Pole, Antarctica.

The food service 2007 Philip A. Connelly Award Winners for Excellence in dining facilities and eld kitchensare also announced in this issue. I invite you to contribute by sending your articles to the Quartermaster Professional Bulletin . You may contact the Bulletin staff directly at (804) 734-4382/4383 (DSN 687), or electronic mail: [email protected]. You may also contact us through our web site atwww.Quartermaster.us.army.mil.

As always I encourage your comments and feedback. Please call me at (804) 734-3458 (DSN 687) or on my

blackberry at (804) 502-0923. My FAX number is (804) 734-3174 (DSN 687). My e-mail address [email protected]. I look forward to hearing from you. Thanks again for what you have done andcontinue to do for our Army and our Nation.

B rigadier g eneraL m ark a. B eLLini



Quartermaster P rofessional Bulletin /W inter 2006

2 i nstructor /d riLL s ergeant p iLot p rogram

CSM J oSe L. S iLva

4 W arrant o FFicer e ducation s ystem m oving F orWard

CW5 M iChaeL e. T oTer

6 F irst r eserve c omponent Q uartermaster

W arrant o FFicer p roponent m anager

CW5 D aviD a. D iCkSon

7 e FFicient s uppLy m anagement :sarss d oes m ore t han o rder p arts

CW3 T iMoThy n. M CCarTer S r .

12 t he L ogistics i nFormation W arehouse :a g reat t ooL k it For a rmy L ogisticians

1LT r oLanDo r oDriguez

14 m uLti e cheLon L ogistics d istriBution m anagement and

the d rive to r educe d istriBution u nder p erFormance

B iLLy D eMpS k arLo a guiLar

17 a Q uartermaster u nit ’s s uccess : F LexiBLe and c apaBLe

CpT J aMeS J. z aCChino Jr .

23 r igger s upport For O peratiOn e nduring F reedOm

D r . S Teven e. a nDerS

26 F rom F ort B ragg to a ntarctica ,F irst h eavy a irdrop From c-17 into the s outh p oLe

Wo1 i SMaeL r aMoSBarBoSa

28 2007 p hiLip a. c onneLLy a Ward W inners

30 t otaL F orce

30 475 th Q uartermaster g roup s ets s tage For

n ext Q uartermaster L iQuid L ogistics e xercise

MaJ k urT W einanD

32 a rmy r eserve s upports a ssauLt h oseLine s ystem

MaJ r aMiro SanDovaL

34 s aFety s aves s oLdiers

i ntegration oF h azards into the c omposite r isk m anagement p rocess

M iChaeL L. D aviS

35 c areer n eWs

36 Q uartermaster update 44 d irectory

The Quartermaster Professional Bulletin (ISSN 0896-9795) is publishedquarterly by the US Army Quartermaster Center and School, Fort Lee, VA23801-1601. The views expressed herein are those of the authors, not theDepartment of Defense or its elements. The content does not necessarilyre ect the of cial US Army position and does not change or supersede anyinformation in other US Army publications. Use of news items constitutes

neither af rmation of their accuracy nor product endorsement. This professional bulletin is approved for of cial dissemination of materialdesigned to keep Quartermasters knowledgeable of current and emergingdevelopments to enhance their professional development. Use of themasculine pronoun is intended to include both genders where appropriate.

DISTRIBUTION: Approved for public release. Distribution is unlimited.Private subscriptions are available through the Superintendent of Documents, P.O. Box 371954, Pittsburgh, PA 15250-7954 at the rate of $20.00 per year ($28.00 foreign). For private subscribers to changean address, FAX a request to (202) 512-2250 or mail to Superintendentof Documents, US Government Printing Of ce, Mail List Branch,732 N. Capitol Street, Washington, DC 20402-0001.

POSTMASTER: Periodicals postage paid at Petersburg, VA23804-9998 and additional mailing of ces. Send unit address change

to QUARTERMASTER PROFESSIONAL BULLETIN, ATTN:ATSM-CG-DCB, 1201 22D STREET, FORT LEE, VA 23801-1601.

The bulletin will print only materials for which the US ArmyQuartermaster Center and School has proponency. The bulletin reservesthe right to edit material. All photographs are of cial US Army

photographs unless otherwise credited. Material may be reprinted if creditis given to the Quartermaster Professional Bulletin and the author, exceptwhere copyright is indicated. (Telephone (804) 734-4382 (DSN 687) or electronic mail: [email protected])

By Order of the Secretary of the Army:

Of cial:

PETER J. SCHOOMAKER General, United States Army

Chief of Staff

JOYCE E. MORROWAdministrative Assistant to the

Secretary of the Army 0634006

Distribution: Special

t he Q uartermaster g eneraL

B rigadier g eneraL m ark a. B eLLini

m anaging e ditor

c oLoneL d ougLas B eLk

e ditor

g eorge d unn

e Lectronic p uBLishing and d esign s peciaList

m artha B. g uzman

OUTSIDE FRONT COVER: Photos representing the 475th Quartermaster Group (Petroleumand Water) Quartermaster Liquid Logistics Exercise ((QLLEX)) The Article on page 31discusses the exercise, which is the largest annual Reserve Component training exercise.(Design by George Dunn)

OUTSIDE BACK COVER: A view from the sky of the rst Heavy Airdrop from a C-17aircraft into Antarctica. Article on page 27. (Design by George Dunn).

INSIDE BACK COVER: The full pages on battalion-size units that Keith K. Fukumitsu,Quartermaster, has researched and illustrated for each edition since 1991 are archived on theQuartermaster Home Page under Professional Bulletin, Quartermaster Unit Lineages atwww.Quartermaster.army.mil.

www.quartermaster.army.mil



Quartermaster P rofessional Bulletin /W inter 2006 2

By c ommand s ergeant m ajor j ose L. s iLva

i nstructor /d riLL s ergeant p iLot p rogram

It’s not easy being a drill sergeant. The ideaof having drill sergeants began in 1962. Drillsergeant training programs began in 1963 atFort Jackson, South Carolina and Fort Gordon,Georgia; and in 1964 at Fort Leonard Wood,Missouri. The success of these drill sergeant

programs resulted in the adoption of a conceptthat still provides outstanding results today.

In April 2006, the US Army Quartermaster Center and School (QMC&S) volunteered for a US Army Training and Doctrine Command(TRADOC) pilot program that explored the

possibilities of utilizing noncommissionedof cers (NCOs) as drill sergeants without the drill

sergeant skill identi er. In an effort to augment NCOs in US Army Forces Command units and insupport of the transformation of brigade combatteams, TRADOC asked, “What if drill sergeantswere removed from advanced individual training(AIT) schoolhouses?” The idea of removing drillsergeants from AIT schoolhouses might seemextreme to some, but keep in mind that this is anaction with the goal of supporting the global war on terrorism.

After some senior-level discussions, theQMC&S decided to be among the rst to test the

pilot program. Though there would be challenges,taking the lead would be appropriate since theQuartermaster Corps is the second largest branchin the Army with a total of 121,120 authorizations(including National Guard and Reserve). TheQMC&S has an annual AIT student load of about

20,000 and an average daily load between 3,000and 4,000 students.

The student load has already lead tochanges in training strategies for some militaryoccupational specialties. For example, the 92Aand 92Y AIT courses are running a total of 59classes (average 30 students per class), doubleshift (early/late shifts) to develop the students’technical and tactical expertise. Our eld trainingexercises can train more than 400 Soldiers a week for 48 weeks a year at Fort Lee and Fort Pickett,Virginia. With the possibility of human resourcerestructuring taking place in our AIT environment,the QMC&S wanted to be the rst to experience

the consequences. Pilot programs are good because if something goes wrong, it is calledfeedback rather than failure. It allows for theopportunity to make corrections. Clear missionand vision statements are critical elements for asuccessful organization, especially when plowingnew territory. Everyone has a key role to play.

Bravo and Tango Companies (food servicetraining companies) from the 266th Quartermaster Battalion, 23d Quartermaster Brigade, were selectedfor the program. Drill sergeants moved from thecompany to the platform and platform instructorsmoved to the companies as drill sergeants. In order to increase the chances of success, a “pilot within the

pilot” program was created to increase the exibilityof having two courses of action. Bravo Companyhad 4 platoon sergeants with 3 squad leaders/instructors per platoon, for a total of 16 NCOs.




CSM Jose L. Silva is the 8th Regimental Command Sergeant Major for theQuartermaster Corps. He deployed toUzbekistan for Operation Enduring Freedomas the 507th Logistics Task Force CSM and also served as the rst Camp Sergeant Major

for Camp Stronghold Freedom in Karshi- Khanabad. His responsibilities took him to Bagram, Mazare-Shariff, and Kabul. Then as theCSM for the 10th Division Support Command,10th Mountain Division, Fort Drum, New York,he redeployed to Afghanistan during Operation

Enduring Freedom IV to serve as the Joint Logistics Center CSM before coming to the US Army Quartermaster Center and School, Fort Lee, Virginia. CSM Silva enlisted in the Armyin July 1982 as an 11B (Infantryman) in the82d Airborne Division. He became a PetroleumSupply Specialist in July 1986.

Tango Company had four platoon sergeants withtwo instructors per Platoon. Two additional NCOswere required to ful ll armorer and operationsfunctions, for a total of 14 NCOs. Tango Company’sAIT Soldiers would serve as squad leaders. Theseinstructors inherited the entire package: thesoldierization process, technical/tactical training,counseling, and mentoring/role modeling. From dayone until the Soldiers graduated, they carried a glass

ball that could not be dropped.

The fate of the drill sergeants program isstill undecided. However, upon orders fromTRADOC, the QMC&S stands ready to executethe program. The drill sergeants and instructorsinvolved in the program are highly skilled andtrained. When it comes to seeing the missionthrough, NCOs will always make it happen.

Drill sergeants still play an important role in the daily lives of students at theUS Army Quartermaster Center and School, Fort Lee, Virginia.




W arrant o FFicer e ducation s ystem m oving ForWard

By c hieF W arrant o FFicer F ive m ichaeL e. t oter

In the Autumn 2006 edition of theQuartermaster Professional Bulletin, I mentionedthat the focus of our of ce is shifting ever soslightly from recruiting to education. We want tocontinue selecting the best and brightest to ll our

jobs. Therefore, recruiting and education must

always be a priority. It will certainly continueto be a challenge. The Quartermaster WarrantOf cer Corps will only stay strong, healthy, andrelevant if warrant of cers make recruiting andeducation their top priority. That makes each of us a steward of the Corps’ future.

The Department of the Army of ciallyeliminated the individual Warrant Of cer Education System (WOES) in 2006. Since thattime, warrant of cers have been tasked to performduties in many areas without receiving traditionaltraining. They lack some key skills and are beingforced to learn them on the job. Based on theArmy Training Leadership and DevelopmentProgram (ATLDP) study, many signi cantchanges are coming to the warrant of cer trainingarena. The ATLDP study indicated that many of the required skills for warrant of cers are foundin Of cer Candidate School (OCS), Basic Of cer Leadership Course II (BOLC II), Intermediate

Level Education (ILE), and the Command andGeneral Staff College (CGSC).

I, along with 37 senior warrant of cersrepresenting all branches, participated in awarrant of cer education redesign workinggroup from 6-10 November 2006, hosted by theCenter for Army Leadership at Fort Leavenworth,

Kansas. The working group conducted ananalysis of initial military training and staff courses to develop a holistic comprehensivewarrant of cer education strategy. The analysisincluded courses of action that would support allcommon core and technical/functional trainingrequirements. The results of the working groupwere briefed to the Commander, US ArmyCombined Arms Center in December 2006 and tothe Commander, US Army Training and DoctrineCommand in January 2007.

There are still many unanswered questionsabout how the former WOES training might beintegrated with the key required elements found inthe current of cer courses. One course of actiondiscussed was the possibility of total integrationof warrant of cer training with the of cer corps.Would warrant of cers attend OCS, ILE, andCGSC? While this total integration concept wasconsidered as a possibility, it was one of thosecourses of action that received very little supportfrom the senior branch of cers nor the senior warrant of cers.

The recommendation in all areas was to keepwarrant of cers and branch of cers separate and

to take those required skill sets from OCS, ILE,and CGSC and apply them to warrant of cer development as needed. Therefore, the newwarrant of cer training process remains a work in progress. The brie ng may be viewed at theQuartermaster Warrant Of cer Proponent web siteat www.quartermaster.army.mil/oqmg/warrant_ of cer_proponency/news.htm.




CW5 Michael E. Toter is currently assigned to the Of ce of the Quartermaster General, US Army

Quartermaster Center and School (QMC&S), Fort Lee, Virginia, as the Quartermaster Regimental Chief Warrant Of cer/Quartermaster Warrant Of cer Proponent. He has served in a variety of assignmentsworldwide, these include: Logistics Operations Of cer, North American Aerospace Command/US

Northern Command, Peterson Air Force Base, Colorado and S4, Joint Prisoners of War/Missing in Action Accounting Command, Hickam Air Force Base, Hawaii. Also, he served as Division Property Book Of cer, 10th Mountain Division, Fort Drum, New York; Brigade Property Book Of cer, 194th Armored Brigade, Fort Knox, Kentucky; Instructor, QMC&S, Fort Lee; and Senior Evaluator, Supply Excellence Award Program, Fort Lee. He has completed every level of the Warrant Of cer EducationSystem and holds a baccalaureate degree from the University of Maryland.




F irst r eserve c omponent Q uartermaster W arrant o FFicer p roponent m anager

By c hieF W arrant o FFicer F ive d avid a. d ickson

I take this opportunity to introduce myself as the rst Reserve Component Quartermaster Warrant Of cer Proponent Manager. This

position was created to address the unique needsand challenges of the Reserve Component, both

US Army Reserve and Army National Guard,Quartermaster warrant of cers. My dutiesinclude screening Quartermaster warrant of cer application packets, establishing mentorship

programs, and reviewing training doctrine for newlogistics technologies and policies being adopted

by the Army.

Fighting the war on terrorism whilesimultaneously transforming to a modular forcehas presented challenges unlike any seen inthe history of the Army. The US Army is anorganization based on deep rooted traditions.When faced with unique challenges brought on

by unconventional situations such as asymmetricwarfare and agile transformation, it becomesnecessary to search for unconventional solutions.With your assistance, I hope to nd andimplement solutions to resolve the challenges thatwe are facing today.

My initial focus will be on three areas:recruitment/accession of Reserve ComponentQuartermaster warrant of cers, ReserveComponent training issues, and mentorship

programs. The strength of the Quartermaster Warrant Of cer Corps is totally dependent onthe competency of those who ll its ranks. It isimperative that we seek out highly skilled Soldiersand actively recruit them for the Quartermaster

Warrant Of cer Corps. The second challengeis providing required training while keepingin mind that they are Citizen-Soldiers. Lastly,the senior warrants must take on the task of

promoting the technical competence of the junior

warrants through active and comprehensivementorship programs.

I challenge you to take the time to identifythe critical issues facing the Quartermaster Warrant Of cer Corps. I look forward to hearingfrom all Soldiers, Army civilians, and militarycontractors involved in or supported by Armylogistics. Together we can have a positive impacton the future of Army logistics. I can be reachedat (804) 734-3475 (DSN 687) or e-mail [email protected].

CW5 David A. Dickson is currently assigned to the Of ce of the Quartermaster General,US Army Quartermaster Center and School,

Fort Lee, Virginia, as the Reserve Component Quartermaster Warrant Of cer Proponent Manager. He is Active Guard/Reserve with32 years of military experience and has

served in a variety of assignments worldwide.CW5 Dickson has completed the Warrant Of cer Senior Staff Course, holds a mastersof science in management information

systems from Bowie State University and masters certi cations in both applied project management and information systems/ information technology project management

from Villanova University.




e FFicient s uppLy m anagement :sarss d oes m ore t han o rder p arts

H Ow tO S ucceSSFully i ntegrate SSa r epOrtS intO y Our S uppOrt O peratiOnS

By cW3 t imothy n. m c c arter s r

Reporting Assets is Critical to SuccessThe stories are harrowing and abundant.

Units operating during the major combat phases

of Operation Iraqi Freedom complained thatresupply operations and other logistical functionswere too slow, too few, and too far between.Rapidly advancing units conducted battle elddamage assessment and repair, or quick xes, inorder to keep their equipment operational becauseof the high zero balance levels of SSA suppliesdrawn from the Army prepositioned stocks. Thesupplies ordered after the conclusion of major combat actions created an enormous swell atthe Kuwait Theater Distribution Center (TDC),located near Camp Doha. It became critical tomission success for the supply managers to knowand adhere to the command-directed prioritiesof support. Supplies surged then trickledintermittently from the TDC to the forwardsupply activities in Iraq due to the con ictingtransportation requirements of the units in thetheater of operations.

Today, units conducting mission readinessexercises at the National Training Center (NTC),Fort Irwin, California, state that the NTC supply

system provides excellent support for the periodof their training, but that it is also unrealisticallysupportive. The NTC has over 11,000 lines of repair parts in its main direct support (DS) supplyactivity on the installation. It has the ability toexpedite shipments from the nearby DefenseDistribution Depot San Joaquin, California, whichhas facilities in Tracy and Lathrop, California.The NTC supply resources allow units to trainin the harsh Mojave Desert while maintainingcombat systems as long as their maintenance

program is effective. However, in the Iraqtheater, and in most units, immediately availablesupply stocks are not nearly so robust. Somesupply activities in the Iraq theater of operationmaintain an inventory of over 4,000 lines on their authorized stockage lists (ASL) which is a major difference from the 800 line ASL of the velocitymanagement-era SSA.

“We were working from a moderately improved area in the middle of Baghdad with no overhead cover for the supply support activity (SSA). All of the Class I (food, rations, and water), Class II (individual equipment and tools), Class III(P) (packaged petroleum products), Class IV (constructionmaterials), Class VI (personal items), and Class X (miscellaneous supplies), as well as bottled water,were consolidated into the Class IX (repair parts) operation. We were used to having additional work whenever we deployed, but this was harder. The lines of communication were longer and the resupply

points were farther apart than normal; not to mention the constant danger of having to transport our own supplies through Baghdad because the main support battalion didn’t have enough transportationassets. The supply system was unpredictable. We had Class VIII (medical supplies) and Class VII

(major end items) coming through my SSA. My 92A (Automated Logistics Specialist) Soldiers handled the mission, although we were only staffed to handle the Class IX operation. We worked in the hot sun in Iraq to complete our regular Class IX functions and then processed the additional supplies wewere receiving. How did we track what the customers requested versus what actually came in? We

sent reports of all the shipment manifests, on-hand assets, and capabilities to our support operations.” – Supply Systems Technician, 3d Infantry Division, Operation Iraqi Freedom I




It is evident that the transformation of Army divisions to modular combat brigades hasimproved the agility, lethality, and velocity of theworld’s most powerful combat force. Despitethe superb improvements in their automation andcommunication architecture, the supply activitiesthat support the brigades remain the lumberingleviathans on the playing eld of transformation.

Forward-deployed brigade support battalions(BSB) conducting sustainment operationsare a valuable, but often untapped, resourcefor ensuring that the supply system is not thedefective cog in their maintenance and supplysupport machine. The Standard Army RetailSupply System-Level 1 (SARSS-1) at the BSBSSA is the system-of-record for all automatedretail supply transactions. The stock control

section of the SSA manages the SARSS-1 processes, maintains output reports, performsresearch, and other functions to ensure customer satisfaction. These functions provide the SSAaccountable of cer with important data to gaugethe success of the supply system. Additionally,they provide the support operations of cer (SPO) with an impressive array of logisticaltools to ensure the effectiveness of the brigade’smaintenance program.

Customer ReconciliationThe retail-level SSA reconciliation process

is not new. It is a part of the Standard ArmyValidation and Reconciliation (SAVAR) processdescribed in the Department of the ArmyPamphlet 710-2-2, paragraph 19-4. It is de nedas “a standard procedure using automatedsystems for validating material obligationswith the user and reconciling the due in/dueout records maintained within the supply chain.SSAs are required to validate all requisitionsnot previously validated by the customer unitand reconcile all requisitions sent to the nexthigher supply source each month.” Most

brigades training at the NTC perform customer reconciliations properly and understand theimportance of validating their repair partsrequests. However, units often determine their document match rate incorrectly or return their

reconciliation report too late for the SSA toaddress any problems effectively.

The customer reconciliation report can be printed for an individual unit or for everysupported unit of the SSA in the Department of Defense Activity Address Code sequence. Thereport can be downloaded to diskette and/or e-mailed to the customer unit. It is importantto ensure that the customers understand thereconciliation computation process. Thecomputation formula is relatively simple, butis often done incorrectly. The variables used to

gure the reconciliation match rate are:

(A) number of items on the reconciliation list, but not on the unit document register

(B) number of items on the unit document

register, but not on the reconciliation list(C) number of items on the reconciliation list

Divide C by the sum of A, B, and C, thenmultiply the answer by 100 for the percentage,e.g. (C / (A + B + C)) x 100.

Example:(A) number of items on the reconciliation list,

but not on the unit document register = 5(B) number of items on the unit document

register, but not on the reconciliation list = 10(C) number of items on the reconciliation

list = 85

In this example, the formula calculation is:(85 / (5 + 10 + 85)) x 100 =(85 / 100) x 100 =.85 x 100 = 85 percent

The SAVAR process mandates a monthlyreconciliation from the SSA to customer units.The SSA can print a customer’s reconciliationreport as often as needed to help the unit validateor reconcile its supply requests. The customer unit must correctly gure the match rate, the BSBSPO must accurately track the report, and the

brigade executive of cer must enforce compliancewith the published suspense date in order for thereport to be effective. Units reporting a match




rate less than 95 percent should schedule anappointment with the SSA stock control sectionfor a face-to-face reconciliation in order toidentify the cause of the unmatched documents.In the presence of these checks and remedies thecustomer reconciliation report is an excellent toolfor every unit ordering supplies. It is especiallyuseful to the SPO to help assess the Class IXsupport system.

Requisition Status and Data Transfer Tracking A recurring complaint at the NTC from units

practicing their automated supply data transfersto the SARSS-1, using their unit-level automatedordering systems (Unit Level Logistics System or Standard Army Maintenance System-Enhanced(SAMS-E)) via le transfer protocol (e.g.internet), is the lack of updated statuses returned

to them from the SARSS-1. The SARSS-1 produces a status record of every request thata supported unit submits. Units often reportconnectivity issues, computer operator learningcurves, or hardware problems with the verysmall aperture terminal satellite as the reasonfor not receiving the status of their requestsfrom SARSS-1. There is usually a software,con guration, or connectivity problem preventingthe transfer of the status record.

The SARSS-1 maintains a record of everydata transfer that comes into or goes outof the system on transaction logs. Onesuch report, the queue-in log (QINLOG),can tell the SARSS operator from whichunits and when the system received data.Another report, the queue-out (QOUT)log, lists the data transfer batches, whichincludes the status batches that the SARSShas attempted to send, a date-time group,and whether the attempted send wassuccessful. The SSA stock control cancreate an Excel spreadsheet that the SPOcan use to track units sending data (supplyrequests and follow-ups) to and retrievingdata from the SSA. The BSB SPO shoulddevelop and enforce a data transfer battlerhythm that ensures the units requestedrepair parts and receive the status of

those requests prior to sending the maintenanceupdate data to the Standard Army MaintenanceSystem-Level 1 (SAMS-1).

The status turn-around time for most requestsis usually several hours. Receiving a requeststatus is very important to ensure that the datasent to the SAMS-Level 2 lists the current andrelevant status on the deadline report it generates(commonly called the 026 Report). The SPOuses the 026 Report to determine the brigade’soperational readiness rate, and ultimately the

brigade’s combat power percentage, so it must beaccurate.

The QOUT process is a tool often overlooked by supply technicians. The QOUT is not areport but an actual listing displayed on the

SARSS monitor showing batches of data thatare awaiting transfer in the system. Using a printout from the SARSS screen of the QOUTcan tell the SPO which units have status batcheswaiting in the SARSS for the unit to retrieve.The SARSS-1 system allows the operators to

produce a printout of the screen using the F12function key. The SPO can use the printout atthe brigade’s maintenance meeting to informmaintenance managers from the supported

battalions whether they are simply not retrieving

status records from the SARSS-1 or if they

An example of a good logistics and data transfer battle rhythm




have no status records present in the system. Theformer situation is usually related to connectivityand the latter typically indicates a procedural

problem. However, either situation may existin cases where the SAMS-E operator needsadditional training.

Non-Automated Asset Reporting In 1999, Army units began adapting to the

vision of former Secretary of the Army, LouisCaldera, and then Chief of Staff of the Army,General Eric Shinseki, for the modular brigade

transformation and the creation of the Stryker brigades. A rapid action revision of the ArmyRegulation (AR) 710-2 (Supply Policy Belowthe National Level), released in February 2004,implemented a change throughout the regulationto rename the “supply support activity (SSA)”to the “forward distribution point (FDP)”.The change was a sweeping statement of theintended transformation of the Army’s supplysupport organizations to more inclusive multiple-commodity distribution points. The short-livedtitle was more than a mere tactical naming

convention. The adventof the Army’s modular transformation was asweeping change throughoutthe combat service support(CSS) community. Tactical

commanders envisioned theadvantages to be gained bythe centralized managementat the FDP of the differentcommodities required tosustain a deployed brigade.

In July 2005, another

revision to AR 710-2renamed the “forwarddistribution point” back to“supply support activity”.The step backwardsseemed to imply thatthe previous change was

perhaps too ambitious for the transforming Army asmanning shortages in anumber of areas becameapparent. The rescissiondid little to slow or stop

the momentum of theCSS transformation. Theconsolidated SSA is areminder that the Army’smarch towards operationalef ciency is not a temporarytrend. In fact, the push for much of the transformationinitiative comes from An example of the SSA non-automated stock accounting report




the need for an acceleration of the Army’slaborious, and at times drawn out, heavy divisiondeployment process.

The adage that “supply is supply is supply”means that most commodities can be managed in asimilar manner by a single source. This thinking,manifested during Operation Iraqi Freedom, soon showed that supporting multifunctionalunits in the Iraq theater of operation, with itemssegregated by commodity, would be inadequate.Supply activities reorganized and deployed asmultiple-commodity distribution points instead of the old supply companies as the problems wereidenti ed. The maintenance company Class IXSSA and the distribution company Class II SSAwere consolidated into one supply activity in thedistribution company. The consolidation infers

additional reporting requirements for the SSAaccountable of cer.

The Class IX and, in some cases, ClassII stocks are accounted for by the SARSS-1system. In a forward-deployed area the SSAmust maintain manual accounting for any stocksstored which are not loaded into the SARSSdatabase. This includes the Class III(P), ClassIV, Class VI, and Class X. These assets must

be managed in a forward-deployed environment

using a spreadsheet or some other document. Thequantities available at the SSA must be reported tothe SPO accurately and consistently to ensure thatan excess stock condition does not occur.

The trend for BSB customer units trainingat the NTC, who report their DS asset statusand requirements via a unit or forward operating

base logistics status report, is to repeatedlyreport a shortage of a commodity until theyreceive the items needed. The SPO requisitionsand tracks the required items from the supplysource. However, without accurate accountingof the stocks received at the brigade supportarea, shipment manifests or manually-preparedspreadsheets, double-ordering and excess stocks

may occur. Maintaining excess stocks requiresadditional man-hours and prevents those assetsfrom being utilized by another unit that requiresthem. The SSA accountable of cer reports thequantities of non-automated stocks on-hand tothe SPO, who informs the SSA of the dispositionof the commodities. Good communication

between the SPO and the SSA is critical for the data reporting process facilitating logisticssynchronization and ef cient, expeditioussupply distribution.

Implementing effective and realistic CSSsystems that result in synchronized logisticsdistribution to customer units is the goal of theSPO. The Army continues to eld new computer systems that enhance the logisticians’ ability tosee the logistics common operating picture. The

best logisticians understand that many of their greatest tools for managing commodities acrossthe battle eld already exist and they utilize themeffectively. The SSA is an excellent resource for data transfer, non-automated stocks, and customer request tracking.

CW3 Timothy N. McCarter Sr. is the Class IX Distribution Observer/Controller with theGoldminer Team at the National Training Center, Operations Group, Fort Irwin,California. He also works with the Support Operations and Brigade Maintenance Trainersto help rotational units improve their logisticsand maintenance programs. He served withthe 3d Infantry Division during Operation

Iraqi Freedom in the General Supply Of ce. He has managed many divisional and brigade supply support activities. CW3 McCarter has completed the Warrant Of cer Advanced

Course, the Joint Course on Logistics, and theSupport Operations Course. He has a degreein distribution logistics from Coastline Collegeand is currently completing a degree in businessadministration with the University of Maryland.




t he L ogistics i nFormation W arehouse :a g reat t ooL k it For a rmy L ogisticians

By 1Lt r oLando r odriguez

In 2005, the US Army Materiel CommandLogistics Support Activity (LOGSA) created theLogistics Information Warehouse (LIW), which

became operational in 2006. LIW is more thana single tool. It is a complete tool kit for thelogistician. Formerly known as WebLOG, LIWis one of the best tools the new multifunctionallogistician has in the information age. The Armyis transforming into the new modular forcestructure with personnel trained to perform awide variety of job capabilities. It is imperative

for all logisticians to learn as many skills as possible in order to be successful in their roles inthe new Army.

These new roles will create greater demandson logisticians than ever before. Logisticiansmust search for new tools to help them work faster, more ef ciently, effectively, and accurately.The LIW website is composed of severallogistical programs, applications, and links. They

provide access to information that can help enablelogisticians to become more multifunctional

by providing access to US Army web-based programs. Some of these programs, applications,and links are explained below.

WEBLOG is a combination of web-basedtools and applications that provide the logisticianwith the most recent reports from differentlogistical areas. These include asset management,supply management, maintenance management,Force Information from Department of DefenseActivity Address Code (DODAAC), LOGSAinternal applications, nance, distributionmanagement, catalog information, and other queries and reports.

Army Oil Analysis Program (AOAP) is a combined base maintenance effort. TheAOAP serves as a maintenance diagnostic tool

supplementing the eld’s capabilities in detectingfailures. The primary mission of the AOAPis to detect impending failures of oil-wettedcomponents. Early detection of deterioration

prevents more severe and costly damage or catastrophic failure.

Army Integrated Logistics AnalysisProgram (ILAP) is a web-based tool whichcollects data from different Standard ArmyManagement Information Systems such as the

Standard Army Retail Supply System and theStandard Army Maintenance System-2. The program allows creation of reports on differentclasses of supplys tailored to organizational andcustomer needs.

Electronic Technical Manuals (ETMs)Online allows downloading ETMs provided

by the Army for general distribution. It is agreat tool to use for building an electronicmaintenance library.

Federal Supply Catalog provides accessto the Army’s supply catalog. This applicationallows Army logisticians to search the latestcatalog for all the information related to allsupplies and suppliers of the Army.

LOG911 provides electronic mail addressesfor answering questions. It connects to varioushelp desks and other tools supporting topics suchas readiness, supply and support, maintenance,distribution and transportation, propertyaccountability, and catalog data.

Logistics Support Activity ComputerBased Training (LOGSA CBT) is a CBT

program to educate customers on the use of theservices, systems, and tools provided to logistics

personnel by LOGSA. The CBT consists of two




components: the training materials/coursewareand the web-based delivery system. In addition,the training materials/courseware can be installedfrom a CD-ROM ordered through this web site.

Parts Tracker allows an individual to track Class IX (repair parts) by different identi ers suchas unit DODAAC, reporting factor tags, documentnumber, transportation control number, supplysupport activity or routing identi er codes, andnational item identi cation number, among others.

Property Book and Unit Supply-EnhancedManagement Tool is an application primarilyfor property book of cers, but it is also usefulfor commanders and S4 shops. This application

provides support and information on property book activities.

PS Magazine provides information for allleaders and Soldiers on maintenance and preven -tive services for various Army equipment.

Packaging, Storage, and ContainerizationCenter provides global logistics andengineering assistance in packaging, storage,hazardous materials, transportation, materialhandling, container testing, and distributioninfrastructure modernization.

Readiness Predictive Analyzer (RPA) identi es integrated situational awarenesscapabilities for all levels of leadership, nationalthrough tactical. RPA horizontally integrates arange of logistics business processes to providesolutions to Army logisticians based on currentweapon systems availability, parts availability,and repair status for weapons systems inmaintenance. It provides key real-time equipmentavailability analysis.

Sets, Kits, and Out ts (SKO) Online provides a link to the Army’s SKO web site,which provides direct access to the electronic

SKO downloads, SKO bulletin board, andmedical SKO.

Web Logistics Integrated Database (WebLIDB) Module provides direct access to a widevariety of tools and commodities for differentneeds in the logistics arena.

This is just a sample of the many applicationsavailable at LIW. This tool is available to alllogisticians. Access may be requested throughthe web site at https://liw.logsa.army.mil. Inorder to access the website, you must have:a current Army Knowlege Online account,your supervisor’s authorization, your full nameand rank, phone number, and current e-mailaddress. Your level of access to the differentlinks or applications will only be limited by your

duty position, information needs, supervisor’sauthorization, and your security level.

LOGSA has created a single source of logistics information for the Army. LOGSAcreated the LIW, which provides a common pointof entry to the existing web capabilities of theLIDB, the ILAP, and other LOGSA tools. TheLIW is a rst step in the Army’s merger of allLIDB and ILAP capabilities. The merger began inearly 2005 with the transfer of ILAP management

authority to the LOGSA commander.

1LT Rolando Rodriguez is currently assigned as Maintenance Control Of cer and Company

Executive Of cer with the 101st TroopCommand, 292d Corps Support Battalion, 783d Maintenance Company (General Supply) withthe Puerto Rico Army National Guard. Hewas enlisted from 1991 to 1998 and attended Of cer Candidate School from 1998 to 1999.1LT Rodriguez graduated from ColumbiaCollege University, Caguas, Puerto Rico, with abachelors degree in business administration.




m uLti e cheLon L ogistics d istriBution m anagement and the d rive to r educe d istriBution u nder p erFormance

By B iLLy d emps

k arLo a guiLar

Army distribution supply chain managementencompasses many individual and collectivecomponents. Commonly referred to as a supply

pipeline, supply chain analysis is used primarilyto identify all components associated with themovement, transportation, security, in-transitvisibility, nal location, condition, consumptionmetrics, and retrograde of commodities.

The US Army Quartermaster Center andSchool (QMC&S), Fort Lee, Virginia, rapidlycreated a Multi Echelon Logistics DistributionManagement (MELDM) Course for the US ArmyCombined Arms Support Command. This courseis designed to enable logisticians to resolvelogistical issues during a scenario-driven, theater-level, problem-solving leadership exercise.

Lessons learned from Operation Iraqi Freedom I and II and modularity have sharpened

the focus of logisticians on understandingsupply chain management. Challenges thathave driven improvement in logistical art andscience have been battle synchronization of

logistics and transportation assets and ground andair transportation support. Synchronization isrequired to support the operational tempo, missiondynamics, sustained battle rhythm, reduction of tactical support units forward, and replenishmentorders of maneuver forces.

Currently, the in-theater distributionmanagement process (movement control of commodities) is based on an ever changing

exible synchronized battle rhythm betweensupply and transportation operations in support

of maneuver forces. During Operation Iraqi Freedom I , the 13th Corps Support Command(COSCOM) adopted and demonstrated theeffectiveness of non-conventional hybridtheater and corps level distribution managementtechniques. This facilitated an effectivemanagement of push and sustainment priorities,identi cation of critical and non-criticalmovement priorities, and transportation platformsincluding security. These techniques were alsoidenti ed and designated for forward logistics

support bases (LSBs) and hybrid logistics nodes.

Evidence provided by 13th COSCOMlogisticians on the ground indicated that theinitial corps sustainment phase was continuouslychallenged with limited main or alternate supplyroutes, hours of operation, and available force

protection assets. These factors, among manyothers, affected the transportation, receipt, andissue of commodities, thus negatively impactingcustomer wait time (CWT) and requisition waittime (RWT) in theater. This reality further affected the repair of critical pacing items and thesustainment of forward-deployed forces.

What is CWT and RWT?CWT is de ned as the time elapsed between

the customer generated document Julian dateand the supply support activity (SSA) release

Often sustainment operations are in urgentneed of updated supply routes, hours of operation, and force protection information.




document date to customer. RWT is de ned asthe metric that measures national level responseto SSA requisitions in days that the SSA waitsfor stock replenishment or to receive dedicatedunit requests. RWT includes both retail level andnational level time when a national level source isinvolved. RWT does not include local source llsor back order time.

CWT and RWT performance metrics arefound in Army Regulation (AR) 710-2, SupplyPolicy Below the National Level. The RWT andCWT Department of the Army (DA) standardsfor the continental United States (CONUS) andoutside CONUS (OCONUS) are as follows:

rWt da g oaL cWt da g oaL

conus 6 days (air and ground )oconus a ir 13 days

oconus g round 40 days

conus 10 days

oconus 15 days

The New Realities of Distribution in aVolatile Environment

Commodities arriving in the Kuwaiti andIraqi theaters from CONUS-based aerial portsof debarkation or surface ports of debarkationdo not follow standard nodes or throughput ow

prevalent in long established theaters of operationsuch as Germany and Korea. The threat levelsfaced in the Kuwaiti and Iraqi theaters forces the

prioritization of existing transportation resourcesdaily with many commodities left at the theater

distribution center for future transportationconsiderations. Conversely, distributiontransportation platforms in well establishedtheaters with low threat levels normally moveunhindered. Recent deployments by logisticsheadquarters participating in Operation Iraqi

Freedom , in-depth analyses of after actionreviews and lessons learned have established thatthe standard doctrinal approach to distributionmanagement is not relevant nor is the use of CWTand RWT as theater performance standards.

As these developing distribution challengessurfaced, the QMC&S began to develop aMELDM course designed to address these

pressing new non-doctrinal realities. The initialemphasis of the MELDM course includedexisting and emerging battle eld automation

systems consisting of, but not limited to, theIntegrated Logistics Analysis Program (ILAP),Movement Tracking System Plus, Force XXIBattle Command Brigade and Below, GlobalTransportation Network, and the Battle CommandSustainment Support System.

The development of situational exercises thatrequired mission analysis and student-developedsolutions resulting in viable courses of actionwas a key component in the early stages of

course development. Emphasis was placedon the Iraqi and Kuwaiti theaters speci cally

dealing with the processes developed for movement and commodity managementover a cyclical 72-hour timeframe. Thecourse core curriculum emphasized usingdistribution decision support methods initiallydeveloped from the 13th COSCOM experiencein Iraq. The course has evolved to includedevelopment of commodity movement cycle

plans, forecasting and establishing stockagelevels, and repair cycle times for pacingand non-pacing end item equipment such asmain battle tanks. It also includes aviationair and related ground support, infantry

ghting vehicles, trucks, and weaponssystems. Retrograde and materiel returnsmanagement, in-transit pipeline tracking andmanagement, national level asset visibility,

Soldiers in the Multi Echelon Logistics DistributionManagement Course




and projecting availability of transportation platforms to support commodity movement arealso part of the course. The realities of presentday combat service support have caused a shiftfrom conventional commodity management tomanagement of inventory ows, rather thanmanagement of inventory levels. As a result,a new operational uidity paradigm is beingestablished. The course continues to evolvetraining focus and delivery methodologies. At

present, the course has increased the number of battle eld automation systems trained as wellas placing greater focus on visibility, capacity,security, asset control, and analysis.

Now in its third year, MELDM continues tofocus on the contemporary operating environment

by targeting speci c skill and management

levels. The distribution pipeline (strategic andtactical) continues to carry the weight of thecourse with increased emphasis on distributionmanagement from a global perspective analyzingstrategic and tactical segments using automatedlogistics support systems. The course providesa keen understanding of situational realitiesfrom the operational, tactical, and nationallevels. Training covers dynamic control over themovement of speci c commodities and assetsin theater, the visibility and accountability of

the assets, and the analysis required to makerecommended courses of action. The key logisticsautomation system used for the analysis of thesetrends is ILAP. ILAP’s capabilities have grownexponentially over the course of the last severalyears yielding unprecedented visibility of criticallogistics, maintenance, nance, and in-transitvisibility drivers.

The QMC&S will continue to meet thechallenges of new operational realities by

providing timely training to students attendingthe Combined Logistics Captains Career Course, Basic Of cer Leaders Course, Supplyand Service Management Of cer Course, Pre-Command Course, Warrant Of cer AdvancedCourse, Warrant Of cer Basic Course,Advanced Noncommissioned Of cer Course,Basic Noncommissioned Of cer Course,

Billy Demps is the Chief of the Functional/ Distribution Management Division, LogisticsTraining Department, US Army Quartermaster Center and School, Fort Lee, Virginia. He has abachelor’s degree in individualized studies fromVirginia State University and is a graduate of theQuartermaster Warrant Of cer Advanced Course.

Karlo Agullar is a Logistics Management Analyst and Chief Instructor with the Multi Echelon

Distribution Management Course, Distribution

Management Division, Logistics Training Department, US Army Quartermaster Center and School, Fort Lee, Virginia. He has a bachelor’sdegree in human resources from St. Leo Universityand was a member of the Combined Arms Support Command, Technology Modernization Division and a member of the US Army Automatic Identi cationTechnology Source Selection Evaluation Board.

Logistics Assistance Program OperationsCourse, and selected Request for Force Air Force Logistics personnel. The QMC&S willcontinue to spearhead the development of newtraining technologies, methodologies, andtools while embracing change in order to meetcurrent and future logistics challenges. TheQMC&S will continue to ful ll its mission totrain Quartermasters to meet the needs of themaneuver force by actively participating in Armytransformation towards an objective force.

Troops use automated logistics supportsystems to help keep up with situationalrealities from the operational, tactical, andnational levels.




a Q uartermaster u nit ’s s uccess :F LexiBLe and c apaBLe By cpt j ames j. z acchino j r .

In synchronization with the transformingasymmetric battle eld, it is imperative thatlogistical support adapt and provide exiblesustainment to joint war ghting. Anexpeditionary maneuver concept cannot maintain

prolonged and asymmetric ghting with archaiclinear supply doctrine and limited assets. Inrecent Operation Iraqi Freedom deployments,units have proven the adaptability and exiblecapability necessary to execute non-conventionalsupport. As joint and combined combat forcesengage the enemy, service support Soldiers areoperating as multifunctional while maintainingfunctional skills. Army forces no longer operateto strict pre- Operation Iraqi Freedom modi edtable of organization and equipment (MTOE)and military occupational specialty (MOS)descriptions. The 109th Quartermaster Company,a 49th Quartermaster Group theater asset basedat Fort Lee, Virginia, re ects a logistics enabler that operated outside its doctrinal mission andadapted to meet resource requirements in a

joint environment.

As one of the only two active duty petroleum pipeline and terminal operating(PPTO) companies in the US Army, the109th Quartermaster Company doctrinallyoperates 90 miles of the Inland PetroleumDistribution System (IPDS) tactical pipeline,six pump stations along the pipeline, and a 3.6million-gallon tactical petroleum terminal (TPT).Petroleum received at the beach head from theUS Navy is distributed inland by the IPDS to aTPT supporting corps and theater units in thecommunications zone. Operating as a PPTO unit,the 109th Quartermaster Company was successfulin 2003 as the unit played a crucial role in bulk

petroleum supply and distribution enabling the 3dArmy combat forces to defeat the Iraqi Army and

posture bulk petroleum for subsequent operationsin Iraq. In support of Operation Iraqi Freedom

V-VII in 2005, combat demands required the 109thQuartermaster Company to operate as an in-lieu-of medium truck company assigned to a corpssupport battalion (CSB) subordinate to the 1stCorps Support Command (COSCOM). The 109thQuartermaster Company, subsequently under the3d COSCOM, was tasked to transport petroleum

by tanker truck in the Marine Corps’ area of responsibility in the Al Anbar Province of Iraq.Several eld artillery and other non-transportationcorps units across the Army were also relied uponto meet increased transportation requirementsthroughout the Iraqi area of operations.

Operating as a medium truck company was just the beginning of the unit’s non-doctrinaland direct support experience. As combatoperations evolved in Iraq’s western sector andthe insurgents changed strategy, the sustainmentdemands required of coalition forces changed.The fundamentals of mission, enemy, terrain,weather, time available, troops, and civilconsiderations remained in effect for logistics

planning and execution. What changed wasthe allocation of resources and resources arelimited. Units are limited by a lack of Soldierswith certain skill sets and the amount and type of equipment. In accordance with basic economic

principles and in order to maintain freedom of maneuver, combatant commanders must have thewar ghter’s demands met by a dependable and

109th Quartermaster Company




exible logistics system. Maneuver commandersdrive the logistics demand. Logistics commandersmust allocate and maximize limited resourcesto effectively meet demand-driven combatoperations. At the company level, the 109thQuartermaster Company represents a resourcewith an outstanding multiplier that enabledmaneuver commanders to effectively conductcombat operations and logistics commanders tomaintain the supply chain with exibility.

Multifunctional The 109th Quartermaster Company Soldiers’

skill sets were primarily comprised of 92F(Petroleum Specialist), 92G (Food ServiceSpecialist), 25C (Radio Operator-Maintainer),52D (Generator Mechanic), 63J (Quartermaster and Chemical Equipment Repairer) and

63B (Light-Wheel Vehicle Mechanic). Dueto the medium truck mission, the companywas reorganized from a petroleum-terminal

platoon and a petroleum-pipeline platoon, tomirror three truck platoons of a medium truck company MTOE. Other than the light-wheelvehicle mechanics, Soldiers served as 88Ms(Motor Transport Operators). Based on MOS,reorganization, and additional requirementsoutside the transportation mission, the 109thQuartermaster Company severely lacked platoon

and squad leadership. The requirement is for three 88M40s (E7 Motor Transport Operators),one per truck platoon. The 109th Quartermaster Company had none. The 109th Quartermaster Company lled two of the required six positionswith 92F30s (E6 Petroleum Specialists) andfour with 92F20s (E5 Petroleum Specialists).Eventually, changing battle eld requirementsled to constant reallocation of leadership and

platoon organization. Initially, a skill level 92F40(E7 Petroleum Specialist) served as the unit’struckmaster, which is one of the most demanding

positions during a deployment. Due to additionalrequirements, 92G40s (E7 Food ServiceSpecialists) served the majority of their time astruckmasters. Despite the personnel shuf esto meet various requirements and taskings,the 109th Quartermaster Company’s assignedCSB primarily viewed the 109th Quartermaster

Company Soldiers as multifunctional and capableof serving as motor transport operators, petroleumspecialists, and radio operators.

As an in-lieu-of medium truck company,109th Quartermaster Company Soldierstransported petroleum by tanker truck throughoutIraq’s western sector. The battle space includedmore than 17,500 square miles from Al Taqaddumwest to the Syrian border. On 4 June 2006,after nine months of combat service, the 109thQuartermaster Company had conducted 286combat logistics patrols (CLPs), driven more than200,000 miles, and delivered over 3.2 million

gallons of JP8 fuel, motor gasoline, and dieselfuel. These quantities do not depict the full

picture. A typical mission from Al Asad to AlQaim was a mere 95 miles in distance. However,a CLP took an average of six hours each way.Poor road conditions and a constant hostilethreat restricted speed and ease of movementin the battle space. Including preparation andrecovery, a mission to Al Qaim in support of the II Marine Expeditionary Force (MEF) was atwo-day mission. The direct and general supportcustomers were primarily comprised of MEF unitsand attachments.

In addition to fuel distribution, the 109thQuartermaster Company participated in drycargo operations. As the Iraqi population

prepared to vote for their constitution in October 2005, the need to secure polling sites dictated

Combat logistics patrol halt




109th Quartermaster Company’s mission. Therequirement to assist Marine Corps units in supportof Operation Liberty Express I to provide barriersto various polling sites in Al Anbar resulted inthe 109th Quartermaster Company augmentingan Army transportation company in transportingconcrete barriers on atbed trailers. The successfulaccomplishment led the 109th Quartermaster Company to shift assets and skills to augmenttransportation needs on two more occasions. TheQuartermaster unit once again supported Marinerequirements by transporting barriers to securevarious polling sites for the secure voting of theIraqi parliament in December 2005 ( Operation

Liberty Express II ). The 109th Quartermaster Company also transported vehicles on M872 at-

bed trailers to support 3-504th Parachute InfantryRegiment operations in Ramadi.

As the unit provided direct support tomaneuver elements, the 109th Quartermaster Company received two M1117 armored securityvehicles (ASV) and trained four three-mancrews. The trained crews were extremely exibleand able to operate as fuelers, radio operator-maintainers, transporters, and ASV gun-truck crews. Based on mission, the ASVs crewsaugmented a gun-truck company performingconvoy security and escort throughout the western

sector. The 109th Quartermaster Companymaintained control of the ASVs for severalmonths until they were transferred to a gun-truck company. The ASVs supported nine CLPs andtrained ten crews from the gun-truck company.

Modular Interoperable exibility is the key to a

modular concept. The 109th Quartermaster Company was able to increase logisticalcapabilities as demand elsewhere on the

battle eld changed. Although not a modular-templated unit, the 109th Quartermaster Companywas tasked to provide tailored packages. The

plug-and-play packages included a truck platoon,forward logistics element (FLE), a fuel systemsupply point (FSSP) team, and logistics task forces (LTF).

Personnel and truck assets were routinely

reallocated. Increased fuel transport requirementsat Al Taqaddum resulted in the 109thQuartermaster Company shifting a platoon-sizeelement comprised of M915 trucks, M1062tankers, and an M987 wrecker to meet thedistribution surge for three weeks. The platoonconducted CLPs to Fallujah and as far southas Tallil. Further, the 109th Quartermaster Company platoon trained elements of atransportation unit on tactics, techniques, and

procedures learned in the 109th Quartermaster Company’s sector.

The 109th Quartermaster Company leda multifunctional FLE at Combat Out Post(COP) Rawah and provided direct supportthrough command and control (C2), propertyaccountability, fuel transport, and a FSSP team.TheC2 element also led teams from variousArmy combat service support units based at AlAsad to provide maintenance, Class I receipt andstorage, and water puri cation in support of the4-14th Cavalry and Iraqi Army forces. Withinsix months, the C2 and property accountabilityrequirements for the 109th Quartermaster Company decreased at COP Rawah as further requirements in the western sector increased. TheFSSP team continued to store, receive, issue, andtransport JP8, diesel, and motor gasoline fuels.

109th Quartermaster Company Convoy




The FLE became permanent and assumed thestructure of a LTF.

Due to the ever changing battle eld, the109th Quartermaster Company led three LTFsduring its tour. In support of the 4-14th Cavalryelements operating from COP Rawah to theSyrian border, the 109th Quartermaster Companyled a LTF that provided C2 and fuel supportover desert terrain north of the Euphrates River.Additionally, the 109th Quartermaster Companywas augmented for approximately 60 days withtwo transportation platoons to perform dry cargo

palletized load system (PLS) transport missions.The LTF missions strictly required off-roadcapable vehicles.

Another LTF at COP North supported a

4-14th Cavalry troop-size element and Iraqi forcesin the vicinity of the Iraqi and Syrian border northof the Euphrates River. Before the end of 2005,the 109th Quartermaster Company establisheda LTF at COP North and provided C2, water transport, and fuel capabilities (storage, issue, andtransport). The C2 element also led teams fromvarious units that provided maintenance, water support, and dry-cargo transport. The LTF at COP

North became a permanent 109th Quartermaster Company mission requirement. The 109th

Quartermaster Company Soldiers operating at theCOP conducted numerous CLPs for resupply fromArmy and Marine Corps hubs. The third LTFoperated in a joint capacity.

Joint As the II MEF conducted combat operations

in support of Operation Steel Curtain along theIraqi and Syrian border south of the EuphratesRiver, the retail JP8 fuel requirements in crosscountry terrain had to be met. In order to supportthe 3-6th Marines, the 109th Quartermaster Company was resourced from the CSB to lead aLTF comprised of C2, fuelers, transporters, heavyexpanded mobile tactical trucks (HEMTT), andPLS trucks. The LTF was operationally controlled

by Combat Logistics Battalion (CLB) 7 of theII MEF. The joint and forward support operationwas successful. They were commended for the

quality of direct support the Marines receivedduring combat engagements. The LTF based atAl Qaim returned to Al Asad by the end of 2005and resumed the bulk fuel transport mission.

In addition to conducting throughput CLPsunder Army gun-truck escort and control, bulk petroleum transport missions were also under Marine Corps and Navy control. Gun-truck escortand control depended on the route and convoycomposition. The 109th Quartermaster Companyconducted CLPs under the operational control of CLB 2, CLB 7, and Navy Seabees. Additional

joint missions included direct support to maneuver Marines operating in the vicinity of Camp KoreanVillage. This mission required two crews of

M1088 tractors and M969 tankers to supporttracked vehicles. The fuel team was operationallycontrolled by the Marines.

Other than an operationally controlledrelationship, the operating environment requireddaily interaction with Marines. Not only didthe 109th Quartermaster Company deliver

petroleum products to Marine Corps operating bases, some of the bases provided 109thQuartermaster Company LTFs with petroleumresupply. To assist CSB operations in supportof CLB 7, 109th Quartermaster Company

provided a liaison noncommissioned of cer (NCO). The liaison NCO provided better visibility and coordination between three nodes.Daily company maintenance and supply activitieswere also conducted with various Marineelements in Al Asad.

M915 truck and M1062 7,500-gallon tanker




ChallengesThe 109th Quartermaster Company overcame

some signi cant obstacles in becoming ef cientin all of their operational missions. They becameexperts in vehicle operations, communications,

property accountability, and leadership. Each of these areas were confronted directly by the 109thQuartermaster Company, enabling them to sustainmaneuver units.

The 109th Quartermaster Company wasintroduced to transportation and petroleumequipment not organic to the MTOE. Withregards to maintenance, experience in identifyingfaults and repairing various tankers and truckswas extremely limited. Leadership, research,daily lessons learned, and motivated mechanicswere key to the unit being able to maintain the

readiness of the 109th Quartermaster Company’s128-vehicle eet of petroleum and transportationassets. The ten days of truck operator trainingduring pre-deployment did not prepare Soldiersto additionally operate HEMTT tankers, trucks,tankers, and atbed trailers. Research and anexperienced HEMTT NCO were essential in thedevelopment of a training program for operatingthe assigned line-haul and cross-country capabletrucks and tankers.

Communications was a challenge throughoutthe tour. Equipment was extremely limited inan increasing network-centric environment. Theunit’s hurdles involved communicating fromcommand post to convoy, within a convoy, andfrom command post to outlying nodes. TheMobile Tracking System (MTS) was the primarymeans permitting battle eld visibility betweencommand post, convoys, and combat outposts.Single Channel Ground Airborne Radio System(SINCGARS) and Motorola hand-held radios

provided internal convoy communications.Due to the unit’s LTF and CLP requirements,communications resources were positioned atseveral nodes. In order to communicate betweenLTFs, each node needed at least one MTS. Each109th Quartermaster Company CLP mission,regardless of node, had at least one of the threecommunications systems in each truck. The

communications systems were reallocated daily

to support missions. Among the trucks, thesystems were allocated to facilitate informationow in a convoy during a CLP. Not only were

the systems limited in quantities, but they werealso limited in reliability. The MTS satellite link was occasionally non-operative. MTS component

parts were accumulated during the course of thetour to provide repair parts and build additionalsystems. The unit’s communications team learnedto install and trouble shoot the systems throughtrial and error and contractor assistance.

The limited quantity of SINCGARS allowedthe fuel commodity NCO/of cer in charge tocommunicate with the gun-trucks and escorts.Very few trucks had cab mounts or vehicleantennae. SINCGARS were used as manpacksin the vehicle cabs. Their range was limited

by being used inside the armored cab. Duringsecurity halts with personnel inside an armoredtruck, the Motorola handheld seemed reliable

between trucks within 50 meters of each other.Once the convoy moved, distances betweentrucks uctuated greater than 50 meters. Byincorporating all three systems within a mission,communication resources were maximized toincrease battle eld visibility and awareness.Yet the unit always struggled due to a shortageof communication systems. The most dif cultcommunication days involved maintaining

M1088 tractor and M969 5,000-gallon tankerdelivering fuel to a fuel system supply point.




communications and visibility of four nodes andthree CLPs simultaneously.

Maintaining accountability for over $27 million of organization, installation,and theater provided equipment proveddif cult. Property was located at Al Asadand at four forward operating bases. Limitedcommunications and geographic separation madethe process extremely challenging. Dependingon a personnel or equipment surge elsewhere,either the property or hand receipt holder wouldrelocate shortly after receiving a directive. Thiscaused the documentation trail to be outpaced bythe directive’s requirement. Having more trucksand tankers than operators proved even morechallenging as equipment and personnel werespread across the battle eld. Monthly inventories

were conducted with reliance on personnel atother locations and in functioning internet andMTS communications. When lateral transfer directives were received, the search for equipmentwas an odyssey. The intense efforts in trackingequipment, hand receipts, and lateral transfer

paperwork resulted in total accountability for equipment and personnel.

Leadership requirements were a concerndue to limited leadership experience and LTF

and liaison requirements. Although the unit’stailored packages were logistics enablers in directsupport roles across the battle eld, the impactwas negative at the command post. Deployingwith a lack of E6 and E7 personnel, the additionalliaison and C2 requirements limited of cer and

NCO leadership for the medium truck companymission. With most senior leaders located atvarious locations, company requirements at AlAsad placed more stress on the limited, availableleaders and daily transportation operations.Despite only ten days of driver’s training at FortMcClellan, Alabama, a limited number of senior leaders, and operating from at least four locationsin the Anbar Province, the 109th Quartermaster

Company ensured sustainment success. Untiringefforts and sheer perseverance through the painfulchallenges ended with mission accomplishmentand all Soldiers redeployed home.

Future Sustainment OperationsThe 109th Quartermaster Company’s story is

a striking example of the Army’s transformationtarget: a multifunctional, modular, and joint-capable organization. The ultimate sustainmentteam must perform a myriad of support tasks,understand linear, non-linear, joint roles/responsibilities, and easily operate within/supportany organization. These qualities entail smaller and expeditionary logistics enablers that canaccomplish more. Despite battle eld, equipment,and personnel challenges, the 109th Quartermaster Company successfully capitalized on resources

in joint operations. These agile capabilities allowsupport units to increase capacity and roles. Inturn, maneuver and re units can accomplish their mission with tailored sustainment. Ef ciencywill be gained as units are manned according tomodular designed templates, Soldiers developcombined skills, service support leaders learn tomanage various functions, and units train withinteroperable exibility. With transformation in

progress, Soldiers will do the rest. The AmericanSoldier is the outstanding multiplier that will

maximize future sustainment operations.

CPT James J. Zacchino Jr. is a training developer and writer with the Training

Directorate, US Army Combined ArmsSupport Command, Fort Lee, Virginia. Hewas Commander, 109th Quartermaster Company deployed to Kuwait in support of Operation Iraqi Freedom. CPT Zacchino wascommissioned in the Quartermaster Corps

from Rutgers University Reserve Of cers’ Training Corps. He has a masters of businessadministration in international business from

Rutgers University.




r igger s upport For O peratiOn e nduring F reedOm

By d r . s teven e. a nders

Q uartermaster c orps h istorian

Quartermasters Making History Series

Between mid-February and early March 2006,18 riggers from Fort Campbell, Kentucky, andFort Bragg, North Carolina, deployed to BagramAir Field, Afghanistan. The riggers began thechallenging task of providing aerial resupplysupport to all Joint Coalition and InternationalSecurity Assistance forces operating in the area.They are doing a superb job and have made

rigger history.

This small team is made up of individualsfrom the 600th, 612th, 623d, and 647thQuartermaster Companies, and six Soldiersfrom the 4/647th Platoon, Fort Campbell. It isreferred to collectively as the 647th Quartermaster Detachment. During their deployment, the 647thQuartermaster Detachment has conducted morethan 300 airdrops. They also rigged and dropped

over 3,000 bundles for a combined weight of morethan 4.5 million pounds. The 647th Quartermaster Detachment had no detailed support or outsideassistance. They accomplished this rather remarkable feat while maintaining a malfunctionrate of less than one percent. Moreover, asexcerpts from the Operation Enduring FreedomVII Rigger Section Final Report below clearlyindicate, the riggers achieved several other important accomplishments as well.

New Rigger Shed . The 647th Quartermaster Detachment was instrumental in designing andoccupying the new rigger shed on the north end of Bagram Air Field. This facility has a high dock capable of maintaining 72 pre-rigged bundles of Class I supplies and Humanitarian Civil Assistance

bundles. It is also equipped with the onlyshakeout and drying tower in the Combined Joint

Operational Area (CJOA) of Afghanistan. Establish Drop Zone Safety Of cer

(DZSO) Kits . In order to improve airdropsthroughout the Afghanistan CJOA, the 647thQuartermaster Detachment requisitioned over $20,000 worth of DZSO kit items. Equipmentsuch as VS-17 panels, wind meters, smoke,omni-directional lights, and infrared strobelights were needed to conduct airdrops at nightto vary the times of the drops. They also had tomanufacture the raised angle markers that werenecessary for the aircraft to identify the dropzone in- ight.

Dual Rigging Operations (Bagram AirField and Kandahar Air Field) . Proper support for joint/coalition forces in OperationMountain Thrust (Helmand Province) required

A 647th Quartermaster Detachment Soldier movesa humanitarian-aid bundle into a Bagram Air Basewarehouse in Afghanistan.




deployment of four riggers to Kandahar Air Field, Afghanistan to establish aforward rigging facility which riggedand dropped over 50 bundles using Air Force and Canadian C-130s.

C-17 Airdrop Record . Mid-June2006 marked the rst time that40 containerized delivery system

bundles were dropped from a C-17Globe Master in combat operations,in one pass over a drop zone. These

bundles were an emergency resupplyin support of offensive operationsduring Operation Mountain Thrust insouthern Afghanistan.

Fourth of July Morale Bundles .

On the 230th birthday of the UnitedStates, the 647th Quartermaster Detachment riggers developed theIndependence Day 4th of July bundles.They rigged 48 bundles for 11 differentforward operating bases. These

bundles consisted of Soldier requesteditems including sodas, cookies, beef

jerky, CDs, DVDs, footballs, soccer balls,socks, T-shirts, personal hygiene items, andan assortment of other treats. The Combined

Joint Task Force-76 Commander wrote a letter for each bundle that read, “As a small token of appreciation for serving on freedom’s frontier, Ihope you nd the items in this bundle enjoyable. ”

Low Cost Airdrop System (LCADS) . TheLCADS consist of a one-time use container and parachute. Over the course of the past year members of the 647th Quartermaster Detachmenthave dropped more than 600 LCADS containers,thus decreasing the cost of airdrops by 45 percent.

Joint Precision Airdrop System (JPADS) .The 647th Quartermaster Detachment conductedthe rst combat resupply mission using JPADSwith the Screamer 2K or Affordable GuidedAirdrop System. Since 31 August 2006, the 647thQuartermaster Detachment has conducted over 15 JPADS drops using over 70 systems (primarily

Screamers) to resupply forward operating bases with critical Class III (fuel) and Class V

(ammunitions) to very small and remote locations.

Sling Load Operations . The 647thQuartermaster Detachment has also served as

A new GPS-guided “Screamer” bundle from the JointPrecision Air Drop System (JPADS) falls out the back of

a C-130 Hercules over Afghanistan. The drop was madefrom 17,500 feet above mean sea level and was the rst jointAir Force/Army operation drop of JPADS in the CentralCommand area of responsibility. The system is designed toprovide precision airdrops from high altitudes, eliminatingthe threat of small arms re. All four bundles arrived lessthan 25 meters from the desired target.

Photo by Senior Airman Brian Ferguson, USAF

A pallet of supplies is placed aboard a C-130 tobe dropped for Afghans in remote locations.




the sling load trainer and supporter for the CJOAfor those units that do not have organic equipmentand trained personnel. The riggers have

performed numerous sling loads from BagramAir Field and maintained sling load equipmentfor the Joint Logistics Command in the eventof emergencies.

Afghanistan National Army (ANA)Partnership Training . The 647th Quartermaster Detachment riggers trained over 15 ANAlogisticians on how to rig Container DeliverySystem (CDS) bundles both for low velocityand high velocity. The ANA was instructedon loading an Army C-130 and an AfghanistanMI-17 helicopter for airdrop of bundles of water

and meals ready to eat which they delivered totheir own soldiers. This action built the ANA’scon dence by observing their pilots conductingresupply missions.

Humanitarian Assistance Drops . Theriggers provided over 200 Humanitarian

Assistance Survival bundlescontaining bags of beans, rice, salt,oil, and sugar; school/teacher/hygienekits; and winter bundles containing

blankets, shoes, clothes, stovesand charcoal. These bundles wereairdropped to some of the neediestcitizens of this mountainous countryand helped build their con dence inthe US Army.

Christmas Drop . Just in timefor the holiday season, the 647thQuartermaster Detachment riggedand dropped a total of 50 CDS

bundles to 13 locations. Theycontained magazines, chips, sodas,calendars, pop tarts, beef jerky, and

other holiday packages that weredesigned to boost the morale of Soldiers at forward operating bases.

The Joint Logistics CommandSupport Operations Aerial Delivery of cer incharge commended the 647th Quartermaster Detachment for their history-makingaccomplishments and tireless support of Operation Enduring Freedom . He wrote: “Theseguys have set the trend for all rigger sections todeploy to Afghanistan or Iraq in support of airdropoperations. The rough terrain of Afghanistantruly requires a highly motivated and skilledteam of riggers to really support the war ghtersat the forward operating bases and other remotelocations. These riggers worked an average of 16 hours a day for the entire deployment. Theytruly are a group of professionals that I have

been proud to serve with and will gladly servewith again.”

Dr. Steven E. Anders is the Quartermaster Corps Historian assigned to the US ArmyQuartermaster Center and School, Fort

Lee, Virginia.

A parachute rigger with the 647th QuartermasterDetachment attaches the parachute activation cord of

a Joint Precision Air Drop Systems bundle to a C-130Hercules static line before an airdrop over Afghanistan.




F rom F ort Bragg to a ntarctica ,F irst h eavy a irdrop From c-17 into the s outh p oLe

By Wo1 i smaeL r amosBarBosa

In August 2006, the NationalScience Foundation requested support toairdrop supplies and equipment into theAntarctica National Science and ResearchCenter. The 18th Airborne Corps, eager to support this mission, tasked the 647thQuartermaster Aerial Delivery SupportCompany, 189th Support Battalion,507th Combat Support Group, 1stTheater Sustainment Command at Fort

Bragg, North Carolina. The 647thQuartermaster Aerial Delivery SupportCompany was instructed to supply allair items, platforms, cargo parachutes,and two Parachute Riggers (92R). The62d Airlift Wing and 446th AirliftWing from McChord, Air Force Base,Washington, were tasked with the airdropand transport of air items and equipment.Their mission was from Fort Bragg to the

base of operations at the United State Antarctica

Program (USAP) facilities in Christchurch, New Zealand.

The 647th Quartermaster Aerial DeliverySupport Company Aerial Delivery Of cer

(921A) and Heavy Pack and Maintenance Of cer (921A) were tasked with the planning and

execution of this mission. After several platformcon gurations, designs, and hundreds of e-mailsfrom airdrop engineers at the Integrated Logisticsupport Center and USAP facilities, a supply andairdrop platform con guration appropriate for thismission was agreed upon.

This airdrop would validate the capabilitiesto resupply the Antarctica Science Center duringextreme weather conditions. According tothe Air Force drop zone supply of cer for theairdrop, the main goal of the summer’s C-17airdrop was proof of concept. The C-17 hasdone away with the navigator and ight engineer

positions found on the C-130 and C-141 aircraftand replaced them with computers. The SouthPole is not a normal place. The Air Force andBoeing wanted to know if an airdrop wouldwork near the pole when ying in grid mode(computer mode).

Deployment of four G-11 cargo parachutes.

US Army and New Zealand military riggersperform rigging operations at the US Antarticprogram facility.




In December 2006, the 647th Quartermaster Aerial Delivery Support Company aerial delivery

noncommissioned of cer (92R) and heavy pack and maintenance of cer arrived at USAP facilitiesin Christchurch to join Operation Deep Freeze .During the rigging operations, they worked with

ve riggers from the Royal New Zealand ArmyAerial Delivery Corps tasked to rig the four typeV aluminum platforms requested under 647thQuartermaster Company supervision. Their

pro ciency and dedication to the task led tocompletion of the rigging 24 hours ahead of schedule. Two rigged loads were 88 inches inheight and, for the rst time ever, not one buttwo mass supply airdrop loads reached 110inches in height. All four type V platforms wererigged for sequential extraction (one load is theextraction device of the next load) in one passover the drop zone.

On 20 December 2006, after four months of planning and coordination across the world, theC-17 departed the USAP facility in Christchurchfor the 5-hour ight to Antarctica. The C-17was con gured with four 16-foot long typeV platforms, weighing between 16,265 and 17,765

pounds each for a total of 68,140 pounds of dryand baking goods. After landing in McMurdostation for refueling, the ight arrived over theSouth Pole around 2200 (New Zealand local time)with a temperature of -32 degrees Fahrenheit.Under a clear and beautiful deep blue sky, the

Four mass supply loads oating over the South Pole.

Mass supply load landed safely and readyfor recovery.

All rigging operations photographswere provided and taken by W01 Ismael

Ramosbarbosa. All South Pole photographswere taken by Forest Banks, Antarctica

National Science and Research Center.

joint task force of 2 US Army airborneriggers, 5 New Zealand Army riggers, and14 US Air Force pilots and loadmasterssuccessfully completed the rst heavyequipment airdrop from a C-17 Globemaster into the South Pole. This was another historic moment for Operation Deep Freeze since its beginning in 1955 with the landingof the rst US aircraft on the South Pole.

The 647th Quartermaster AerialDelivery Support Company is lookingforward to continuing support of thismission in the years to come. The membersof the 647th Quartermaster Aerial DeliverySupport Company were proud to participate

in Operation Deep Freeze and be part of thishistoric achievement for the United States, the US

Army, and the aerial delivery community.

WO1 Ismael Ramosbarbosa is a 921A, AirdropSystems Technician. He is currently assigned as the 647th Quartermaster Aerial DeliverySupport Company Cargo Parachute Pack and Cargo Parachute Maintenance Facility Of cer,

Fort Bragg, North Carolina.




2007 p hiLip a. c onneLLy a Ward W innersThe ten winners of the Philip A. Connelly Awards for Excellence in preparing and serving food in

Army dining facilities and eld kitchens were honored 31 March 2007, at the Joint Services Excellencein Food Service Awards in Kansas City, Missouri. The Army Center of Excellence, Subsistence (ACES)at the US Army Quartermaster Center and School, Fort Lee, Virginia, administers the annual program.The program is named in honor of Philip A. Connelly, past president of the International Food ServiceExecutives Association (IFSEA), a highly regarded force behind obtaining IFSEA sponsorship for the

Department of the Army’s recognition of excellence in Army food service. The program is co-sponsored by the Department of the Army and IFSEA. ACES and IFSEA evaluators traveled around the world fromOctober-December 2006 to obtain rst-hand knowledge of how Army food service personnel performtheir jobs. All the nalists were evaluated in a number of areas including food preparation, taste, nutrition,service, and sanitation.

For this year’s competition, a total of 27 nalists were selected for evaluation. Five winners and verunners-up won awards in the following ve different dining facility categories: Small Garrison (serving400 or less), Large Garrison (serving 401 or more), Active Army Field Kitchens, US Army Reserve FieldKitchens, and US Army National Guard Field Kitchens.

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totaL Force475 th Q uartermaster g roup s ets s tage For

n ext Q uartermaster L iQuid L ogistics e xercise

The 475th Quartermaster Group, Farrell,Pennsylvania, is a petroleum and water groupvery much like the Army’s 49th Quartermaster Group, US Army Quartermaster Center andSchool (QMC&S), Fort Lee, Virginia. One major

difference is that the 475th Quartermaster Groupis a US Army Reserve (USAR) unit. In 1981,the 475th Quartermaster Group began a localizedPetroleum Oil and Lubricant Exercise (POLEX),in an attempt to enhance training of petroleumunits and personnel.

The exercise consists of the 475th Quarter-master Group providing command and controlof subordinate battalions operating in separatelocations across the United States. The event iscollective training at the company level as wellas the military decision making process at the

battalion and group staff levels. Training Soldierswith real fuel, lling bladders, putting fuel intotankers, and performing line-haul missions wasthe basis for the exercise. The POLEX took placeduring a two-week annual training period.

The exercise was a huge success, each year thereafter more USAR and Army National

Guard units were added. The current intentremains much the same as the original concept.Today, known as the Quartermaster LiquidLogistics Exercise (QLLEX), the exercise has

broadened its spectrum and is focused on trainingthe entire USAR logistics force. The event,which takes place each year during the Junetimeframe, now includes a key partnership withthe Defense Energy Support Center (DESC) of the

Defense Logistics Agency (DLA) located at FortBelvoir, Virginia.

During the two-week training period eachsummer, Soldiers from around the country takethe place of DESC contractors and deliver fuel tomajor locations throughout the nation. These areactual real world operations. QLLEX focuses itsenergy on helping Soldiers become technically

pro cient in their skills as logisticians while doingso in a realistic tactical training environment.Quartermaster battalion commanders ensure thetactical environment is maintained throughoutthe exercise. It must remain on speci cationas well as meet its distribution target date. The

partnership with DESC not only provides Soldierswith real world missions, but actually provides acost savings to DLA.

All regional reserve commands participatein the exercise in some form or fashion. As the

Fuel operations include receipt, distribution,storage, and accountability of JP5 and JP8at various military installations across theUnited States.

By maj k urt W einand , s upport o perations o FFicer , 475 th Q uartermaster g roup




exercise has expanded, other elements have beenadded. Petroleum, transportation line-hauls, andwater puri cation units have been incorporated.Field services Soldiers also participate in QLLEX.They set up showers at the fuel locations sotransporters can have a hot shower when theyare out in the eld. FY07 will be the rst timethat a force provider (FP) unit will be involvedin QLLEX. The FP unit will participate in theexercise at one of its seven locations.

Additional support personnel from thenewly formed 164th Quartermaster Group,USAR, Broken Arrow, Oklahoma, and the 165thQuartermaster Group, USAR, Fort Belvoir,Virginia, will be taking part in QLLEX in order to train their staff and prepare them to be theexercise control agent in the future. Coordination

and execution of QLLEX is no small task. In thesummer of 2001, prior to the World Trade Center and Pentagon attacks, the 475th Quartermaster Group conducted the largest petroleum exerciseto date. Approximately 5,000 Soldiers operatingfrom 15 locations across the nation delivered fuelfor DESC. In 2002, with speculation about whatthe US government might do, and the anticipationof future deployments on the horizon, the

participants dropped to about 3,000. Since 2003,the national exercise has about 2,000 participants

annually. During the two-week period, theSoldiers haul and deliver more than two milliongallons of fuel. This still represents the largestongoing petroleum exercise in the country and

plans are currently in the nal stages for the2007 QLLEX.

The 475th Quartermaster Group is currentlyon their third rotation at Camp Arifjan, Kuwait.The 475 Quartermaster Group has a headquarterselement deployed in theater in support of Operation Iraqi Freedom and Operation Enduring

Freedom . The Group manages and tracks all bulk petroleum for Operation Iraqi Freedom fromDjibouti in the Horn of Africa to Afghanistan.Oversight of fuel by the 475th Quartermaster Group on a daily basis equates to approximately25 million gallons of petroleum moving aroundthe battle space.

QLLEX prepares Soldiers for deploymentwith pertinent and realistic hands-on training. It isan excellent exercise. Providing the opportunityfor Soldiers to participate in this exercise as partof deployment training is a valuable combatmultiplier. It prepares them for their fuel or water missions. Participation in QLLEX also enhancesand validates a Soldier’s ability to performthe mission in theater, where they are able toaccomplish the assigned missions.

The 475th Quartermaster Group is in frequentcontact with the QMC&S. They seek advicefrom QMC&S on relevant changes in petroleumand water issues and initiatives. The 475thQuartermaster Group then acts as the coordinator to integrate appropriate changes into QLLEXwhenever possible. The 475th Quartermaster

Group serves as the senior petroleum advisor for the United States Army Reserve Command(USARC). The current 475th Quartermaster Group commander’s intent is to increase thecomplexity and scope of the exercise. QLLEXwill continue to closely integrate the tactical andtechnical aspects of training to better prepareSoldiers for their real world missions. The 475thQuartermaster Group provides USARC with vitalinformation on QLLEX execution for all USAR Quartermaster units.

The nal planning conference in preparationfor this summer’s QLLEX is scheduled13-15 April 2007 at the 475th Quartermaster Group Headquarters in Farrell, Pennsylvania.The US Army Quartermaster General is scheduledto be the guest speaker at the conference.

QLLEX 06 Fuel Containment Area at DESCAmericas - West, DFSP San Pedro, California




By maj r amiro s andovaL

In early December 2006, twelve selectedSoldiers arrived in Kansas City, Kansas for newequipment training on the Assault Hoseline System(AHS). The 842d Quartermaster Company, withthe 89th Regional Readiness Command (RRC)from Wichita, Kansas, hosted contractors, Soldiers,staff members, and instructors for a week of training and equipment inventory.

The AHS is a mobile petroleum transportsystem using a four-inch hose that transfers fuelfrom bulk storage sites to various distances upto 2.5 miles. It can be tactically deployed and

operated in most weather conditions. The Soldiersreceived operator and maintenance training onthree key components: the fuel pump (whichrides on a trailer), the hoseline, and motorizedspool (to employ and retrieve the hose). Practicespool exercises were conducted from a mountedcargo truck. The entire system offers updatedfeatures and kits to ensure mission success for fueldistribution. One kit in the AHSis the suspension equipment,a tripod to hang the hose over obstacles up to 200 feet widesuch as a ravine or river.

The AHS can connect toxed petroleum distribution

systems and help eliminate or reduce the need for fuel truck deliveries in hostile areas.Soldiers received training relatedto mounting and deploying the

AHS from a cargo truck. Oncethe hose is mounted on the truck,the Soldiers use a motorizedemployment and retrieval system

providing spool turning motionmaking it easier to emplace andrecover the line. The fuel pumpcan deliver 350 gallons per minute. Soldiers from the 842d

Quartermaster Company deployed the hoselineat 2.5 miles per hour (MPH) and retrieved the

hose at .75 MPH. Rotating through the different positions, Soldiers developed skills as safetyguides, hoseline guides, truck drivers, andmounting assistants.

Equipment maintainers at the 842dQuartermaster Company agreed that hands-ontraining with the equipment and as a teamwas excellent versus web based training. Themost challenging part was actually deployingthe hoseline system. Personnel received

instruction on incident responses such as fuelspills and hoseline repair actions. Additionalinstruction included the technical skill of hoselineengineering by using clamps, couplings, slings,and valves.

Soldiers from the 88th RRC, Fort Snelling,Minnesota, stated they received excellent

Soldiers receive operator guidance on the pump for the AssaultHoseline System.

a rmy r eserve s upports a ssauLt h oseLine s ystem




MAJ Ramiro Sandoval is US Army Reserve (USAR) (Active Guard Reserve) currently assigned as a Force Integration Of cer with the 89th Regional Readiness Command, Wichita. Kansas. He was USARenlisted from 1985 to 1988 and was commissioned in 1989 into the Reserve Of cers’ Training Corps.MAJ Sandoval has a bachelor of arts degree in economics from the University of California at Riverside,and a bachelor of science degree in telecommunications from the DeVry Institute of Technology, Long

Beach, California.

training from key instructors who were subjectmatter experts on the fuel pump. Soldiers

built con dence working with this equipmentand will train others. According to the AHSacquisition manager, the Soldiers displayed akeen eagerness and motivation to learn how tooperate and maintain the AHS. The Soldiersdisplayed professionalism and intense effortduring the training.

In addition to the 842d Quartermaster Com - pany, the 728th Quartermaster Company with the89th RRC, and the 417th Quartermaster Companywith the 88th RRC received the AHS. Each AHScosts over $600,000 to eld and deploy .

Soldiers monitor the hose of the AssaultHoseline System.

Total Force Integration Of ce

The Quartermaster Total Force Integration Of ce (TFIO) provides a link between the US ArmyQuartermaster Center and School (QMC&S), Fort Lee, Virginia, Reserve Component (RC) unitsand Soldiers. Working in coordination with each directorate, the TFIO provides the RC perspectiveon issues that cross the spectrum of the QMC&S mission. The TFIO Director is an Active Guard-Reserve Soldier whose mission is to support the integration of the US Army Reserve and Army

National Guard as vital components of the Quartermaster Corps and the Total Army. The TFIO also provides the eld with a channel of communication to address questions and concerns of interestto RC logisticians. All RC Soldiers are encouraged to contact the TFIO on any matter of interestregarding the Quartermaster Corps and the Total Army.

COL Douglas L. Belk US Army Quartermaster Center and SchoolATTN: ATSM-AC-R, Mif in Hall, Bldg 5000, Room 2121201 22d StreetFort Lee, Virginia 23801-1601Telephone: (804) 734-3995 (DSN 687)E-mail: [email protected]




By m ichaeL L. d avis

s aFety s peciaList a ssigned to the us a rmy Q uartermaster c enter and s chooL , F ort L ee , v irginia

s aFety s aves s oLdiers

i ntegration oF h azards into the c omposite r isk m anagement p rocess

Composite Risk Management (CRM)can be a very effective tool in a unit’s

preparation for a particular missionenvironment, but only if all the uniquehazards are incorporated into the CRMdocument and appropriate training isconducted. Accident reviews often showevidence that hazards have not beenidenti ed and integrated into the CRM

process. Soldiers are being exposed toavoidable hazards because of shortfalls inCRM documents and training.

Important health hazards are often being omitted from CRM worksheets for operations and training initiatives (especiallyduring modern Army combative training). Onecommon health hazard that is often left out of the CRM document is information on methicillinresistant staphylococcus aureus (MRSA).MRSA is a common bacterium that can causeurinary tract infections, toxic shock syndrome,skin infections (boils and pimples), pneumonia,

bloodstream infections, and even death. MRSA(staphylococcus aureus) sometimes referred tosimply as “staph” or “staph A” is a common

bacterium found on the skin of healthy people.It is usually treatable with antibiotics althoughit is becoming resistant to some antibioticscurrently in use. It is a common cause of hospital-acquired infections but rarely infectshealthy people. The condition is often mistakenfor a spider bite. MRSA infections can cause a

broad range of symptoms depending on the partof the body that is infected; these may includesurgical wounds, burns, catheter sites, eye, skin,and the blood stream. Infection often results inredness, swelling, and tenderness. People maycarry MRSA without having any symptoms.Symptoms in serious cases may include fever,lethargy, and headache.

The staph bacterium is generally spreadthrough physical contact with an individual who

is infected or carrying the organism. It can also be contracted by being exposed to a contaminatedworkplace or equipment. Some people can carryMRSA for days to many months, even after their infection has been treated. Crowded conditionsand a lack of overall cleanliness also enhancethe transmission process. Soldiers having

compromised skin or sharing personal items are atgreater risk of contracting an infection.

Controls that should be in place and enforcedare hand washing, keeping cuts and abrasionsclean and covered, and eliminating sharingof personal items. These steps may soundeasy but enforcement by leaders must be doneconsistently through updated CRM documentsand required training. Doing so provides for successful task accomplishment and allowsusers to make informed decisions about hazardsSoldiers will face.

Finally, the integration of CRM intothe planning and execution of every missionis a leadership responsibility. The process isnot a science and will not provide leaders witha precise course of action. However, it is animportant tool that must be fully integrated intothe training process.

MRSA can occur on various parts of the body and oftenis mistaken for spider bites.




c areer n eWs

c omBat s ervice s upport d ivision

us a rmy h uman r esources c ommand

Ordnance, Transportation, and Quartermaster commissioned of cers are organized into rank alignedlogistics branches. We now have Logistics Lieutenant Colonels, Majors, Captains and Lieutenants’Logistics Assignment Branches. Your assignment of cer remains the same for the foreseeable futureand can be contacted through the same phone numbers and e-mail accounts as previously used. We haveintegrated our Logistics and Soldier Support Warrant Of cers into Combat Service Support Division. Eachwarrant of cer will continue to receive the same professional support from their career manager. TheLogistics Assignment Of cers are committed to providing the same level of assignment and professionaldevelopment service as always, just in a different con guration. Visit the HRC home page at https://

www.hrc.army.mil/. For more information about Quartermaster Corps of cer, warrant of cer andnoncommissioned of cer issues, access the Of ce of the Quartermaster General web site at http://www.quartermaster.army.mil/.

a rmy a cQuisition c orps i ntroduces the a rmy ’s n eWest c areer m anagement F ieLd and m iLitary o ccupationaL s peciaLty , 51c

The United States Army Acquisition SupportCenter (USAASC) announces the Army’s newestcareer management eld (CMF) and militaryoccupation specialty (MOS) 51C, Acquisition,Logistics, and Technology (AL&T) Contractingnoncommissioned (NCO) of cer. According tothe Director, Human Resources Command, Of ceof the Deputy Chief of Staff for Operationsand Plans, it has been 15 years since the Armylast introduced a new CMF and MOS into thefull spectrum Army. The AL&T Contracting

NCOs will have the potential to become

warranted Contingency Contracting Of cers(CCOs). Warranted CCOs are authorized bylaw to procure supplies, services, and providefor minor construction in support of deployedforces. AL&T Contracting NCOs will beassigned to the Army Sustainment Command’sContracting Support Brigades, ContingencyContracting Battalions, Senior ContingencyContracting Teams, and Contingency Contracting

Teams. All contracting commands, units, andteams are a part of the modular contractingforce structure and the Army Force Generationcycle, providing contingency contracting supportanytime, anywhere.

The USAASC will be the proponent for theCMF and MOS 51C, AL&T Contracting NCOsand responsible for the life cycle management

process for the Army’s new CMF and Contracting NCO Corps. The life cycle management processconsists of recruitment, retention, individual

training and education, distribution, sustainment, professional development, and separation.Effective 1 October 2007, Soldiers from anyMOS in the rank of staff sergeant throughsergeant rst class with less then ten years of active duty service in the Regular Army, ArmyReserves, and National Guard who meet the

prerequisites for MOS 51C will be allowed torequest reclassi cation.




On 9-10 January 2007, Brigadier GeneralMark Bellini and Brigadier General John Bartleyco-hosted a Quartermaster Materiel SystemsProgram Review at the Larkin Conference Center,Fort Lee, Virginia. While program reviews areheld every quarter, this was the rst review toinclude both the Quartermaster General and theProgram Executive Of cer for Combat Supportand Combat Service Support.

The purpose of the program review is toensure all organizations involved in de ning,specifying, acquiring, elding, and sustainingQuartermaster systems have the opportunityto review program status, discuss issues, anddevelop solutions. Organizations representedincluded Headquarters Department of the ArmyG-3/4/8, the Assistant Secretary of the Army for Acquisition Logistics and Technology, ForcesCommand G-4, Army Materiel Command,Program Manager (PM) Force ProjectionSystems, Product Managers (PdM) for ForceSustainment Systems (FSS), Petroleum andWater Systems (PAWS), and ConstructionEngineering/Materiel Handling Equipment(CE/MHE), as well as the 49th Petroleum Groupand action of cers from both the Quartermaster Center and School (QMC&S), and the CombinedArms Support Command (CASCOM).

The rst day, presentations providedorganizational overview, vision, and strategy.PdM FSS Assistant Product Managers (APdM)

provided status and accomplishments over thelast 180 days and planned efforts for the next 180days for the following PdM FSS programs.

• Joint Precision Air Drop System (JPADS):The update included the status of new

operational needs statements, completedand planned testing, and the signing of theMilestone B approval on 3 January 2007. Thecapability document was approved in January2007 at the scheduled Joint Capabilities Boardand the program strategy for delivering the2K JPADS to the user as quickly as possible.Speci c capabilities of candidate systemswere not discussed since the 2K capability is

currently undergoing source selection.

Low Cost Air Drop System

Advanced Low Velocity Air Drop System

Enhanced Container Delivery System

Containerized Kitchen (CK): The CK programis mature and well funded in the ProgramObjective Memorandum (POM). Developmentis in progress for a Thermal-Fluid CK. Thistechnical approach eliminates the need for open

ame burners and incorporates the SanitationCenter within the kitchen.

Assault Kitchen (AK): The AK provides aheat-on-the-move capability for the unitizedgroup ration heat and serve. This capabilitywill rst be elded to Stryker Brigadecombat teams because their eld feeding

sections have the requisite high-mobilitymultipurpose wheeled vehicle (HMMWV)vehicles and trailers.

Multi-Temperature Refrigerated Container System (MTRCS): The MTRCS enablesthroughput distribution of three days of rations for up to 800 personnel on a MTRCSand atrack combination. This system is

Q uartermaster m aterieL s ystems c onFerence

By a LBin r. m ajeWski

UPDATEQ uartermaster




currently in testing and scheduled for eldingin 2009.

Laundry Advanced System (LADS): TheLADS is a elded program found in eldservice companies. The LADS employsdry-to-dry technology that recycles in excessof 95 percent of the water used. Much of thediscussion centered on the need for operatorsto perform preventive maintenance checks andservices, troubleshooting, as well as the needfor increased unit and leader training.

Mobile Integrated Remains CollectionSystem (MIRCS): The MIRCS iscompleting developmental testing. Alogistics demonstration was scheduled for February-March 2007 with a limited user test

in March 2007. Fielding of this capability tomortuary affairs units is scheduled to begin inDecember 2008.

Force Provider (FP): As currently con gured,a single FP module supports 600 personnelincluding the operators. It takes 10-14 daysfor site preparation and set up. PdM FSShas designed and nearly completed testing of new air-beam shelters, and 3:1 expandabletriple container-based shower, laundry,

latrine, and kitchen that repackage the FP into150-person modules. The new capability will

be incorporated into FP modules during systemreset. A water reuse and recycle capabilitythat leverages currently elded Tactical Water Puri cation System technology has beendeveloped, but is currently unfunded for

production. This capability will signi cantlyreduce the amount of water required toresupply the FP.

During the afternoon of the rst day,CASCOM provided brie ngs on a varietyof subjects that impact the development of all Quartermaster systems. The rst brie ngwas a combined presentation from the Chief,Integrated Logistics Systems Division, and theChief, Systems Integration Division covering

logistics demonstrations. The purpose was tode ne roles and responsibilities and outlinefor the materiel developers: why a log demo isimportant, what is necessary for a successfullog demo, and who is responsible. A US ArmyTraining and Doctrine Command Reliability andMaintainability Engineer provided a brie ngon Achieving Reliability in Testing. This

presentation focused on understanding reliabilityrequirements and the investment in testingnecessary to demonstrate the reliability of any

particular system. The nal brie ngs of day onewere updates on the capability based assessmentsin progress. They included a presentation on theArmy Food Program and an integrated brie ng onthree efforts: eld hygiene, petroleum and water operations, and helicopter internal/external cargoload operations.

The second day began with the PdM CE/MHE presentation on organization, structure, and vision.A status update and planned accomplishments

brie ng was presented for the active MHE programs listed below.

All Terrain Lifter Army System II (ATLASII) 10,000 pounds forklift: The forklift was

pending source selection and has since had acontract awarded for 566 ATLAS II.

Kalmar Rough Terrain Container Handler

Army Node Transloader (ANT): The ANTis a three-wheeled forklift capable of lifting4,000 pounds. The ANT is being consideredas a replacement for the aging 4K forklift.During discussion, it was noted that theMarine Corps has developed a 5K forkliftwith extendable boom similar in design to theATLAS. CASCOM and the PdM CE/MHEwill investigate the capability of the MarineCorps 5K and determine if it meets the Army’skey performance parameters.

The PdM PAWS provided an update on theorganization structure, strategic plan, and major initiatives such as the Expeditionary Water




Bottling Plant and a common pump solution.Following this introduction to petroleum andwater, the APdMs for water and fuel systems

presented status updates and issues for thefollowing programs:

850 Gallon Unit Water Pod (Camel): TheCamel is a replacement for the current 400gallon Water Buffalo. The prototype Camelis in testing. Discussion centered around therequirement for water heating and cooling onthis item.

Hippo (2000-gallon Load Handling Systemcompatible water tank rack system): This itemis currently being elded. Fifty-four have been

elded in the last six months. An additional 56are scheduled for elding in the next 180 days.

Lightweight Water Puri er: This is a mature program currently in elding.

Tactical Water Puri cation System (TWPS):The 1,500 gallon per hour TWPS is a mature

program currently being elded.

Advanced Aviation Forward Area RefuelingSystem (AAFARS): The AAFARS is a fullyfunded program and has elded 244 of therequired 406 systems to date.

Petroleum Quality Assurance System (PQAS):A total of 12 of 17 funded PQAS producedhave been elded. This item generateddiscussion as the requirement to up-armor vehicles has made PQAS too heavy for theHMMWV. Various alternatives were discussedand will be investigated.

Modular Fuel System (MFS): The MFS,formerly know as Load Handling Modular

Fuel Farm, has been of cially terminated. Thetermination decision was based on the removalof production funding in the POM.

Rapidly Installed Fluid Transfer System(RIFTS): It was of cially announcedthat the RIFTS was pending termination.A draft termination letter was providedand PdM PAWS has begun developing atermination plan.

Representatives from CASCOM providedtwo brie ngs starting with the impact of MFStermination on modularity. This was followed

by a brie ng on how the requirements for Quartermaster systems are derived by mergingvarious databases. It should be noted that thesenumbers are updated after each Total Army

Analysis is approved. The nal brie ng providedstatus for all the Joint Capabilities Integration andDevelopment System documents currently beingdeveloped, staffed, or in the approval process.

Quarterly reviews rotate locations betweenFort Lee and our PMs in Warren, Michiganand Natick, Massachusetts. The next reviewis expected to be at the action of cer level inMay 2007. The next review with General Of cer

participation is anticipated to take place in August2007 at a site to be determined.

Albin R. Majewski is the Deputy for theSustainment Division, Materiel Systems

Directorate, US Army Combined ArmsSupport Command, Fort Lee, Virginia. Hehas a bachelors degree in human resourcemanagement from Marquette University and a masters of business administration from

Florida Institute of Technology.




Is your unit preparing to deploy to anarea of responsibility (AOR)? Will you besupported by a food service contractor duringyour deployment? Are your senior food service

personnel trained and prepared to serve ascontracting of cer representatives (CORs),contracting of cer technical representatives,or performance evaluators? It is essentialthat Army personnel be trained in theduties, responsibilities, and limitations of

personnel in these positions. A 2004 GeneralAccounting Of ce report stated: “The lack of contract training for operational commanders,customers, and others with responsibilitiesto use, manage, and oversee logistics supportcontracts has adversely impacted the use of such contracts to support deployed forces incontingency operations.”

There is a clear need to continue the over -sight of contractor performance by trained andmotivated personnel. Preparation of require-ment documents and requests for support must

be accurate, detailing minimum needs of thegovernment and not be weighed down with

“nice to have” items often referred to as gold plating. The intense scrutiny being exercisedover all expenditures will only increase as costsrise. Properly trained, experienced personnelcan contribute to cost control/avoidance actionsand improve our use of the resources provided to

perform our mission.

To meet this need within the Army foodservice program, the US Army Quartermaster Center and School (QMC&S), Army Center

of Excellence, Subsistence (ACES), Fort Lee,Virginia, continues to offer Food ServiceContract Management (FSCM) trainingdesigned to prepare food service personnel

to perform in this area. The use of a mobiletraining team (MTT) has been expanded,taking the training to installations with units

preparing for deployment as well as offeringthe class at the QMC&S. Thus far in FY07,the training has been provided at Fort Lee, FortBragg, North Carolina; Fort Riley, Kansas; andBaumholder, Germany. In February 2007, theMTT conducted classes in Camp Arifjan, Kuwaitand will instruct classes in Seoul, Korea in April2007. Additional classes are scheduled at theQMC&S as well.

This intense, compact training sessiondetails the duties, responsibilities, andlimitations of CORs, performance assessmentevaluators, monitors, and other governmentrepresentatives when dealing with foodservice contractors. Special emphasis is

placed on contingency operations and speci crequirements relating to the current AORs

within the Middle East. Food safety andsanitation are stressed as inspection tools for increased force protection.

To request a pre-deployment MTT presentation of this FSCM training or for attendance at a Fort Lee class contact ACES

personnel, Richard A Harsh, (804) 734-4832(DSN 687) or [email protected] or CaraVartuli-Dusablon, (804) 734-4842 (DSN 687) or [email protected]

F ood s ervice c ontract m anagement t raining




c ontract m anagement as an e Lement oF c ustomer s ervice

How does your performance as acontracting of cer representative (COR) or

performance assessment evaluator (PAE)relate to customer service in a contracteddining facility? The goals of ensuring a diningenvironment for every Soldier that meets healthand nutrition standards, Army preparation andserving standards, Technical Bulletin-Medical 530food safety and sanitation standards, andcontrolling costs do not change when a facilityis contracted out. Customer service is anintegral part of the contract placing speci cresponsibilities on the contractor. Customer

service is also rendered by the Army food service professionals who provide oversight to thesecontracts. Providing Soldiers quality meals thatmeet nutritional requirements is the heart and soulof customer service.

Contract management and oversight of ongoing food service contracts has become amajor element of the Army food service program.To ensure that stated goals are consistently met,the roles of our enlisted food service personnel,noncommissioned of cers, and warrant of cersare expanding. These Soldiers serve as CORs andPAEs. In contingency areas this mission includesan element of force protection for the Soldierseating in these facilities. Soldiers in COR/PAE

positions often become the interface for thefacility, enabling our food service personnel toremain a vital link in customer service. Dinersrely on them for answers and for corrective actionwhen problems are noted. This dual role places

a heavy burden on the COR/PAEs because theymay not be able to direct contractor performance.The primary duty of the COR/PAE is to assess,document, and report contractor performance.They must provide their contracting of cers

with credible information upon which to basedecisions. Additionally, they must also respond to

their chain of command.How do you prepare for duty as a foodservice COR/PAE? The US Army Quartermaster Center and School (QMC&S), Army Center of Excellence, Subsistence (ACES) has undertakenthe mission of training personnel to perform COR/PAE functions. They have developed and presenttraining speci cally directed towards contractedsupport of the feeding mission in contingencyoperations as well as garrison environments.This intense and comprehensive 5-day block of

instruction details the duties, responsibilities,and limitations of CORs and other government

personnel when dealing with food servicecontractors. The complex material providedduring the Food Service Contract Managementtraining is essential for preparing studentsto perform duties in contracted food serviceenvironments. The training also stresses the link

between oversight duties and improved customer service and how the COR/PAE can positivelyimpact the level of service for each diner.

Where is this training available? The ACEScurrently instructs all Food Service WarrantOf cer Advanced and Basic Classes, and FoodService Management Courses at the QMC&S,Fort Lee, Virginia. They also provide on-sitetraining to Soldiers preparing for deployments.Classes have been conducted at many continentalUS installations, as well as in Europe, Korea,and Camp Arifjan in Kuwait. ACES remains

committed to supporting the Soldier and providingthe best food service support whenever andwherever the requirement exists. POC is RichardA. Harsh, (804) 734 4832 (DSN 687) or [email protected].




F ieLd m anuaL (Fm) 10-23 u ndergoing a c omprehensive r evision

“Hey Food Operations Soldiers, let’s getthis eld kitchen set-up” is repeated hundredsof times a year during eld training exercises,contingency operations, and deployments aroundthe world. Those words begin the process for the delivery of quality meals and safe, sanitaryfood service operations to Soldiers. Quality foodservice operations, whether at the local trainingarea or half way around the world, begins withthe understanding and use of the Army’s basicdoctrine for eld feeding and its employment

by food operations Soldiers. For the last tenyears, FM 10-23 (Basic Doctrine for Army FieldFeeding Class I Operations and Management) has

provided food service personnel with fundamentaldoctrinal guidance. It is necessary to ensure that

food service operations are planned, organized,available, and sanitary. The result is hot qualitymeals using the Army family of rations andorganizational eld food service equipment.

Since the publication of the FM 10-23 in1996, the Army has undergone a force structuretransformation. New and improved equipment,technologies and rations have impacted howwe deliver quality subsistence to support troopsin the eld or during deployments. To ensurefood service personnel are aware of the latest

doctrinal changes and food operations guidance,the US Army Quartermaster Center and School,Army Center of Excellence, Subsistence (ACES)developed FM 4.20.2 (draft), Basic Doctrine for Army Field Feeding and Class I Operations andManagement. This FM is currently in the review

process at Army commands. The revised manualis scheduled to be completed, published, and

elded late this scal year.

The draft FM is an all encompassing doctrinalapproach to Army eld food service operations.Major areas include eld feeding, subsistencesustainment, the Army family of rations,Class I supply planning and operations, eldkitchen equipment and operations, contingency

operations, training, and chemical operations.Additionally, FM 4.20.2 contains valuable toolsto include deployment planning and evaluationchecklists for use by operators and supervisors.

Commanders, military food service personnel,and food service contractors on the battle eld will

nd this comprehensive FM an operational toolthat they are able to use on the ground or in theclassroom. POC for this article and FM 4.20.2 isMike Damico, ACES, (804) 734-4858 (DSN 687)or [email protected]

On 12 February 2007, the US ArmyQuartermaster Center and School (QMC&S),Fort Lee, Virginia, began implementing oneof the Department of Defense ITRO trainingarrangement initiatives. The Bulk Fuel QualityITRO process began in May 2005. It is a jointfuel quality training program with the US Air Force that was coordinated in January 2007 atthe Petroleum and Water Department (PWD) atthe QMC&S. Currently, US Army Soldiers andUS Marines conduct joint fuel quality/laboratorytraining at Fort Lee under an established ITRO

arrangement. The rst consolidated class,consisting of Soldiers (92L), Marines and Airmen,commenced on 12 February 2007. The Air Force personnel training portion lasts 16 days.The Army and Marine training lasts ten weeksand one day. The instructor contact hours andinstructional content remains the same for eachcourse of instruction. This ITRO is a “win-win”for both the Joint War ghter and the Army!

POC is Marshall Jones, PWD, (804) 734-2810(DSN 687) or [email protected].

n eW i nterservice t raining r eQuirements o rganization (itro)a rrangement j oins a ir F orce p ersonneL With p etroLeum /B uLk F ueL Q uaLity c onsoLidated t raining




t raining a ids , d evices , s imuLators , and s imuLations c onFerence

On 11 January 2007, the USArmy Quartermaster Center andSchool (QMC&S) held the thirdannual Training Aids, Devices,Simulators, and Simulations(TADSS) Conference. The

purpose of the conference is toidentify TADSS requirementssupporting selected Quartermaster systems and identify eldingand funding issues. Theserequirements affect the QMC&S’sability to train the student load andto make decisions to adequately

prioritize, program, and resourceinstitutional training.

An overview was presentedof Quartermaster trainingsystems issues to include support for the 23dQuartermaster Brigade as they transition thelogistics warrior exercise to Fort A.P. Hill,Virginia. The effect that the Sustainment Center of Excellence table of distribution and allowances(TDA) will have on the schoolhouse as coursesmove to the Logistics University was addressed.The 23d Quartermaster Brigade discussedchallenges and issues confronting them. Theseinclude the logistics warrior exercise, warrior tasks and battle drills, tension pneumothoraxmedical training aid, training improvisedexplosive devices, Engagement Systems Trainer (EST) escalation of force training scenarios, andEngagement Skills Scenario (ES2) computerswith software.

The Program Managers (PM) from ForceSustainment Systems (FSS) and Petroleum andWater Systems (PAWS) addressed technology thatwill impact/enhance training and sustainment of systems already in the schoolhouse. Scheduledtechnological updates and modi cations for their respective systems were also emphasized.

The US Army Combined Arms SupportCommand provided an update on the High-Mobility Multipurpose Wheeled Vehicle EgressAssistance Trainer (HEAT). Of the 17 HEATs to

be distributed within the US Army Training andDoctrine Command (TRADOC), the QMC&Swill receive two (one in July 2007 and one inOctober 2007).

The TRADOC Program Integration Of ce-Virtual provided information on the VirtualConvoy Combat Trainer (VCCT) requirements/capabilities, program capability, and elding.The VCCT is expected to be phased out by FY13and replaced with the Recognizable VehicleTactical Trainer.

The Systems Training Integration and DevicesDirectorate, US Army Training Support Center (ATSC), Fort Eustis, Virginia, provided informationon the update of fabricated TADSS devices for the QMC&S’s Petroleum and Water Department(PWD). The ATSC also provided an update onLaser Marksmanship Training System elding to

Soldiers engage targets in a simulated environment.




Fort Lee and fundingsupport for TADSSitems. Conferenceattendees also visitedthe Training Supportand Simulation Center where they were

provided an overviewof TADSS operations.

Items and issuesdiscussed and requiringactions included:

QMC&S PWD

provided ATSCFielded DevicesDivision, through

Installation TSC,speci cationson the TADSS they needed built. TheDevices Division will determine what can befabricated.Are weapons for armorer training in theQMC&S listed under Section 3 of the TDAconsidered TADSS devices?Laundry Advanced System operator andmaintainer training is insuf cient, causing

performance rating and system readiness to

decline in the area of operation.Tactical Water Puri cation Systems and theLightweight Water Puri er require TADSS.Identify simulation requirements for Joint Precision Airdrop System.TADSS requirements as identi ed incapability documents for the heavy expandedmobility tactical truck tanker.TADSS for generators which aresubcomponents of FSS and PAWs systemsidenti ed in capability documents.Interactive Multimedia Instruction System

brie ng to the QMC&S Commander on allFSS and PAWS systems.

How does the QMC&S get Quartermaster training into video games?Tension pneumothorax medical training aidrequired for two tasks added to the commontask training manual, but did not check for adequate training.Better Multiple Integrated Laser EngagementSystem that does not require calibration

before use.EST escalation of force scenarios upgrade toFort Lee’s devices.Language skills training aids.PM promised computers to the 23dQuartermaster Brigade for ES2 scenarios.Military operations on urban terrain combatvillage requirements identi ed for Fort Lee.How is TADSS fabrication fundingallocated through the Institutional TrainingResource Model?

For more information on TADSS, contactJan Couch, (804) 734-4970 (DSN 687) or

[email protected].

Standard layout of a target simulation EngagementSkills Training 2000 System.




The Quartermaster General (ATSM-CG)BG Mark A. Bellini [email protected]

Assistant Commandant (ATSM-AC)

COL Richard J. Poole [email protected]

Deputy to the Commander (ATSM-CG-DC)Larry L. Toler [email protected]

Command Sergeant Major (ATSM-CSM)CSM Jose L. Silva 734-3248

[email protected]

23d Quartermaster Brigade (ATSM-TPC)COL Paul Fortune 734-4644

[email protected]

49th Quartermaster Group (AFFL-GC)(Petroleum and Water) 734-6177COL James D. Meyer

[email protected]

Chief, Of ce of the Quartermaster General (ATSM-QMG)COL Steven W. Pate [email protected]

OQMG Of cer Proponency (ATSM-QMG-O)MAJ Steven A. Erickson [email protected]

OQMG Warrant Of cer Proponency (ATSM-QMG-WO)CW5 Michael E. Toter [email protected]

UNIT DISTRIBUTION:Report delivery problems, changes of address or unit designation to

Martha B. Guzman at DSN 687-4383. Requests to be added to directdistribution should be in the form of an email to [email protected].

ARTICLE SUBMISSIONS:For editorial review, e-mail articles to [email protected]. See

Professional Bulletin, Quartermaster Home Page, at www.Quartermaster.army.mil for more details in two articles titled How To Research and Write

for the Quartermaster Professional Bulletin and How To Submit Articles for Publication. Submit articles in double-spaced drafts consisting of no morethan 12 pages in Microsoft Word for Windows.

MAILING ADDRESS:QUARTERMASTER PROFESSIONAL BULLETINUS ARMY QUARTERMASTER CENTER AND SCHOOLATTN ATSM-CG-DC-B1201 22D STREETFORT LEE VA 23801-1601

TELEPHONE:DSN 687-4382Commercial (804) 734-4382FAX (804) 734-3096

d irectory - p oints oF c ontact

us a rmy Q uartermaster c enter and s chooL

OQMG Enlisted Proponency (ATSM-QMG-E)SGM Joseph W. Brundy 734-4143

[email protected]

Quartermaster Total Force Integration Of cer (ATSM-CG-DCF)

COL Douglas L. Belk [email protected]

Army Center of Excellence, Subsistence (ATSM-CES)MAJ(P) David K. Allen [email protected]

Mortuary Affairs Center (ATSM-MA)Tom D. Bourlier [email protected]

Aerial Delivery and Field Services (ATSM-ADFSD)Department 734-5370Theodore J. [email protected]

Petroleum and Water Department (ATSM-PWD)Marhsall J. Jones 734-2810

[email protected] Training Department (ATSM-LTDLTC William K. Fegler [email protected]

Training Management Division (ATSM-CG-DCP)Jan Couch 734-4970

[email protected]

Noncommissioned Of cer Academy (ATSM-SGA)CSM Delice Liggon [email protected]

Quartermaster HotlineCommercial: (804) 734-3767 (DSN 687)

24-hour telephone answering service. No collect calls.

Fort Lee DSN pre xes: 687-xxxx or 539-xxxx Commercial pre xes: (804) 734-xxxx or (804) 765-xxxx



r yukyus c ampaign WWii a siatic -p aciFic t heater 1945

35th Supply and Services Battalion

Constituted 8 March 1944 in the Army of the United States as the 216th Quartermaster Battalion.

Activated 15 March 1944 at Fort Devens, Massachusetts.

Inactivated 25 January 1949 in Korea.

Redesignated March 1951 as Headquarters and Headquarters Detachment,35th Quartermaster Battalion and allotted to the Regular Army.

Activated 1 June 1959 in Germany.

Reorganized and redesignated 25 September 1961 as the 35th Quartermaster Battalion(organic elements concurrently organized from new and existing units.)

Reorganized and redesignated 2 August 1965 as the 35th Supply and Services Battalion. Inactivated 21 December 1972 in Germany.

Headquarters and Headquarters Detachment, 35th Supply and Services Battalion activated 15 October 1987 at Sagami General Depot, Japan.

216th Quartermaster Battalion Soldiers load supplies on Army DUKW amphibious truckson the Hagushi beaches, Okinawa, April 1945.

i lluStratiOn and l ineage by K eitH F uKumitSu



p eriOdicalS

p OStage and F eeS p aid

at p eterSburg , Va and a dditiOnal c itieS

QuartermaSter p rOFeSSiOnal b ulletin

uS a rmy QuartermaSter c enter and S cHOOl

1201 22 d S treet

F Ort l ee , Va 23801-1601

OFFicial b uSineSS

F rom F ort B ragg to a ntarctica ,F irst h eavy a irdrop From c-17 into the s outh p oLe . a Q uartermaster ’s u niQue e xperience and p erspective .s ee a rticLe on p age 27.