U.S. Army Materiel Command: 50 Years of Providing the Decisive Edge

Materiel

Management U.S. ARMY Re aMateriel dy G loba l Command Technology Acquisition 2-2012 196

R e s e a r c h Logistics anniversary

A g i l e 50 YEARS OF PROVIDING THE DECISIVE EDGE

Responsive

Mission: Develop, deliver and sustain materiel to ensure a dominant joint force for the U.S. and our allies

Vision: Provide America’s Warfighters with the decisive edge

core competencies: AMC Equips our Warfighters to fulfill their mission by ensuring that strategic, operational and tactical challenges are met with the most advanced and innovative equipment available.

AMC Sustains in an era of persistent conflict with materiel that is maintained, repaired, replenished, distributed and retrograded.

AMC Integrates materiel and logistics initiatives into an efficient role as the Army’s Lead Materiel Integrator.

AMC Enables our Major Subordinate Commands with the authority and resources to fulfill their missions in support of the Army and the Warfighter.

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U.S. ARMY MATERIEL COMMAND

Table of contents

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U.S. Army Materiel Command Mission and Vision U.S. Army Materiel Command Overview A Brief History of the U.S. Army Materiel Command, 1962-2012 Compiled by the AMC Historical Office

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50 Years of Combat Feeding

By J.R. Wilson U.S. Army Contracting Command (ACC) 57 • U.S. Army Expeditionary Contracting Command (ECC) 58 • U.S. Army Mission and Installation Contracting Command (MICC) 60 • ACC-Aberdeen Proving Ground 61 • ACC-National Capital Region 62 • ACC-New Jersey 65 • ACC-Redstone 66 • ACC-Rock Island 67 • ACC-Warren U.S. Army Aviation and Missile Life Cycle Management Command (AMCOM LCMC) 70 • Corpus Christi Army Depot 72 • Letterkenny Army Depot

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U.S. Army Sustainment Command (ASC) 76 • Distribution Management Center 77 • 401st Army Field Support Brigade 78 • 402nd Army Field Support Brigade 79 • 403rd Army Field Support Brigade 80 • 404th Army Field Support Brigade 81 • 405th Army Field Support Brigade 82 • 406th Army Field Support Brigade 83 • 407th Army Field Support Brigade U.S. Army Chemical Materials Agency (CMA) 85 • Deseret Chemical Depot 87 • Pueblo Chemical Depot

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U.S. Army CECOM Life Cycle Management Command (CECOM LCMC) 90 • Tobyhanna Army Depot U.S. Army Joint Munitions Command (JMC) 93 • Anniston Defense Munitions Center 94 • Crane Army Ammunition Activity 95 • Holston Army Ammunition Plant 96 • Iowa Army Ammunition Plant 98 • Lake City Army Ammunition Plant 99 • Letterkenny Munitions Center 100 • McAlester Army Ammunition Plant 102 • Milan Army Ammunition Plant 103 • Radford Army Ammunition Plant 104 • Scranton Army Ammunition Plant 105 • Blue Grass Army Depot 107 • Hawthorne Army Depot 109 • Pine Bluff Arsenal 110 • Tooele Army Depot

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U.S. Army Joint Munitions & Lethality Life Cycle Management Command (JM&L LCMC)

U.S. Army Research, Development and Engineering Command (RDECOM) 114 • U.S. Army Research Laboratory (ARL) 115 • U.S. Army Aviation and Missile Research, Development, and Engineering Center (AMRDEC) 116 • U.S. Army Armament Research, Development and Engineering Center (ARDEC) 118 • U.S. Army Communications-Electronics Research, Development and Engineering Center (CERDEC) 120 • U.S. Army Edgewood Chemical Biological Center (ECBC) 122 • U.S. Army Natick Soldier Research, Development and Engineering Center (NSRDEC) 125 • U.S. Army Tank Automotive Research, Development

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U.S. Army Security Assistance Command (USASAC) U.S. Army Materiel Command Demographics

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U.S. ARMY MATERIEL COMMAND Published by Faircount Media Group 701 N. West Shore Blvd.

Tampa, FL 33609 Tel: 813.639.1900 www.faircount.com www.defensemedianetwork.com EDITORIAL Editor in Chief: Chuck Oldham Managing Editor: Ana E. Lopez Project Editor: Iwalani Kahikina Editor: Rhonda Carpenter Assistant Editor/Photo Editor: Steven Hoarn Contributing Writer: J.R. Wilson DESIGN AND PRODUCTION Art Director: Robin K. McDowall Designer: Kenia Y. Perez-Ayala Designer: Daniel Mrgan Designer: Lorena Noya Ad Traffic Manager: Rebecca Laborde ADVERTISING Ad Sales Manager: Ken Meyer Account Executives: Michael Blomberg Art Dubuc Kevin Higgins Bob Hones Peter Lewis Charlie Poe Jay Powers Patrick Pruitt Chuck Smith Geoffrey Weiss Brandon Welch Tanya Wydick OPERATIONS AND ADMINISTRATION Chief Operating Officer: Lawrence Roberts VP, Business Development: Robin Jobson Financial Controller: Robert John Thorne Chief Information Officer: John Madden Circulation: Alexis Vars IT Administrator: Anson Alexander Events Manager: Jim Huston Executive Assistant: Lindsey Brooks

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ŠCopyright Faircount LLC. All rights reserved. Reproduction of editorial content in whole or in part without written permission is prohibited. Faircount LLC does not assume responsibility for the advertisements, nor any representation made therein, nor the quality or deliverability of the products themselves. Reproduction of articles and photographs, in whole or in part, contained herein is prohibited without expressed written consent of the publisher, with the exception of reprinting for news media use. Printed in the United States of America. Permission to use various images and text in this publication was obtained from the U.S. Army Materiel Command, and in no way is used to imply an endorsement by U.S. Army Materiel Command, U.S. Army, or any Department of Defense, U.S. Army entity for any claims or representations therein. None of the advertising contained herein implies U.S. government, Department of Defense, U.S. Army, or U.S. Army Materiel Command endorsement of any private entity or enterprise.

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U.S. Army Materiel Command

///// Left: The last vehicle from Iraq is returned to the United States. The MRAP arrived at the Port of Beaumont, Texas, May 6, 2012, and was unloaded from the ship on May 7, 2012. Middle: Kang Xu, an Army Research Laboratory scientist, is one of the inventors responsible for a 30 percent increase in energy density in lithium batteries. Right: AN/TSC-93E Lynx is loaded onto a C-130 Hercules fuselage mock-up at Tobyhanna Army Depot in Pennsylvania.

U.S. Army photos

T

he U.S. Army Materiel Command is the Army’s premier provider of materiel readiness – technology, acquisition support, materiel development, logistics power projection, and sustainment – to the total force, across the spectrum of joint military operations. If a Soldier shoots it, drives it, flies it, wears it, communicates with it, or eats it, AMC provides it.

The command’s complex missions range from development of sophisticated weapons systems and cutting-edge research, to maintenance and distribution of spare parts.

AMC operates the research, development and engineering centers; Army Research Laboratory; depots; arsenals; ammunition plants; and other facilities; and maintains the Army’s Prepositioned Stocks, both on land and afloat. The command is the Department of Defense (DoD) Executive Agent for the chemical weapons stockpile and for conventional ammunition.

To develop, buy, and maintain materiel for the Army, AMC works closely with Program Executive Officers, the Army acquisition executive, industry, academia, and other related agencies. AMC also handles the majority of the Army’s contracting including a full range of contracting services for deployed units and installation-level services, supplies, and common-use information technology hardware and software.

The command’s maintenance depots and arsenals overhaul, modernize, and upgrade major weapons systems – not just mak-

ing them like new, but inserting technology to make them better and more reliable. It operates a network of Army field support brigades and battalions, logistics support elements, and brigade logistics support teams, all of which identify and resolve equipment and maintenance problems, as well as materiel readiness issues for combatant commands.

AMC handles diverse missions that reach far beyond the Army. For example, AMC manages the multibillion-dollar business of selling Army equipment and services to friends and allies of the United States and negotiates and implements agreements for co-production of U.S. weapons systems by foreign nations. AMC provides numerous acquisition and logistics services to the other components of the DoD and many other government agencies.

AMC includes global surface transportation experts who provide the Warfighter with a single surface distribution provider for adaptive solutions that deliver capability and sustainment on time.

AMC is headquartered at Redstone Arsenal, Ala., and impacts or has a presence in all 50 states and in 144 countries. Manning these organizations is a workforce of more than 69,000 dedicated military and civilian employees, many with highly developed specialties in weapons development, manufacturing, and logistics. From beans to bullets, helmets to helicopters, spare parts to spare ribs, AMC touches every Soldier in the Army every day.

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U.S. ARMY MATERIEL COMMAND

A Brief History of the

U.S. Army Materiel Command 1962-2012 Compiled by the AMC Historical Office Genesis of AMC

F

ollowing the inauguration of President John F. Kennedy in January 1961, Secretary of Defense Robert S. McNamara directed a study to determine how well the Army’s organizational structure was responding to changes in the defense environment. Completed in November 1961, the report recommended that the materiel functions of the technical services and the testing functions of the U.S. Continental Army Command be combined into a new organization.

On April 2, 1962, Maj. Gen. Frank S. Besson Jr. was promoted to lieutenant general and appointed commanding general of this new organization called the U.S. Army Materiel Development and Logistics Command, or MDLC. MDLC was activated as the “U.S. Army Materiel Command” on May 8, 1962, with the new name chosen by Besson for its simplicity and clarity.

Although the new command was established on May 8, 1962, it was not yet fully operational. Its major subordinate command’s (MSC’s) headquarters were activated on May 23, 1962. On July 1, 1962, a nucleus in the AMC Headquarters took over responsibility for programming and budget. On Aug. 1, 1962, the various field activities and installations were transferred to AMC and the command became fully operational. They came primarily from six of the technical services: Chief Chemical Officer, Chief of Engineers, Chief of Ordnance (the largest single source of AMC installations), the Quartermaster General, Chief Signal Officer, and the Chief of Transportation. The seventh technical service, the Surgeon General, provided one medical depot, and several other installations and activities came from Headquarters, Department of the Army Deputy Chief of Staff for Logistics (HQDA DCSLOG), the Continental Army Command, and the Chief of Research and Development (R&D).

The newly activated command consisted of 190,000 people; more than 250 installations, activities, arsenals, and laboratories; an inventory of weapons and equipment worth $23.5 billion ($176 billion in 2012 dollars); and had an annual budget of $7.5 billion ($56 billion in 2012 dollars).

The command’s mission from its beginning until the late 1980s was the life cycle management of materiel from concept through research and development R&D, procurement

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and production, supply, distribution and maintenance, and, finally, disposal.

From 1962 until 1973, the original headquarters was located in a building at what is now Ronald Reagan Washington National Airport. Some AMC employees will remember the building as “T-7.”

In early 1973, the AMC Headquarters moved to its new home at 5001 Eisenhower Ave., in Alexandria, Va. The command held a $100 contest to determine a name for the building. More than 500 applicants participated in the contest. And the winning entry was … “The AMC Building.”

In the first 10 years of its inception, the Soldiers and civilians of AMC had established an exceptional record of service to the nation. They supplied and supported the most advanced radios, switches, teletypewriters, and telephones the Army had ever seen up to that time. They also fielded the M-16 rifle and replaced the first-generation “sniper scope” of World War II with second-generation night-vision devices. They also made military history in May 1972 when the Tube-launched Optically tracked Wire-guided (TOW) missile system, in its airborne configuration, became the first American-made guided missile to be fired in combat by U.S. Soldiers.

AMC Becomes “DARCOM” At the same time that AMC was moving into its new headquarters facilities, the Army was scaling down its activities worldwide.

In 1974, an Army Materiel Acquisition Review Committee recommended that the Army establish independent development and logistics organizations to improve management of both acquisition and readiness activities.

As a result, AMC was designated the U.S. Army Development and Readiness Command (DARCOM) on Jan. 23, 1976, to symbolize the change to a more corporate structure. As part of this reorganization, the commodity commands formerly managed by AMC were broken into separate commands for R&D and readiness.

During the late 1970s through the mid-1980s, DARCOM focused much of its energies on what became known as the “Big 5” – the Apache, the Black Hawk, the Abrams tank, the Bradley Fighting Vehicle, and the Patriot missile system. Other notable

///// Above: Building “T-7” served as AMC Headquarters from 1962 until 1973. Right: Soldiers work on an earthmover in Vietnam, 1967.

U.S. Army photos

items introduced into the Army inventory during this time were the HMMWV, the Kevlar® helmet and body armor, the Battle Dress Uniform, the MK19-3 40 mm Grenade Machine Gun, and the Multiple Launch Rocket System.

DARCOM’s leadership decided to change its name back to AMC on Aug. 1, 1984, to “remove a perceived boundary between development and logistics support implied in the DARCOM name.”

In 1986, the Goldwater-Nichols DoD Reorganization Act greatly changed the basic structure of AMC. First, the Army created an Assistant Secretary of the Army for Research, Development, and Acquisition with a Military Deputy. Then the Under Secretary of the Army was named the Army Acquisition Executive. And with these changes in leadership, 47 program managers then transferred out of AMC and into the AAE/Program Executive Officer structure. AMC was removed from the direct chain of command but had responsibility to support the project managers through matrix management.

“When We Were Needed …”

In the 1990s, AMC could be best described as “when we were needed, we were there.” It began with support to Operation Just Cause in early 1990, where AMC deployed logistics assistance

personnel, managed aviation readiness, and processed captured weapons and ammunition.

This was followed by Operation Desert Shield/Desert Storm.

More than 120,000 AMC employees – including more than 2,000 from headquarters – were involved in the war effort and delivered more than 900,000 tons of equipment, supplies, and ammunition.

Also during the 1990s, AMC was involved in extensive humanitarian and peacekeeping activities in such places as Somalia, Haiti, Rwanda, Bosnia, and Kosovo. AMC was also there for the people in South Florida after the devastation of Hurricane Andrew in 1992.

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U.S. ARMY MATERIEL COMMAND

Fighting Two Wars The terrorist attacks of Sept. 11, 2001, changed the world as we knew it. AMC immediately mobilized to assist first responders, secure valuable assets, and support Soldiers deployed around the globe.

In the fall of 2002, plans were approved to relocate AMC Headquarters to Fort Belvoir, Va. One of the main reasons for this

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move was that location on an Army installation in the post-9/11 environment would provide enhanced security from a force protection standpoint. Also, staying in the 30-year-old building on Eisenhower Avenue would probably require an extensive rehabilitation effort to provide full information technology capabilities. A ceremony to celebrate the command’s arrival at Fort Belvoir was held in March 2003.

In 2005, the Base Realignment and Closure (BRAC) Commission announced that the Headquarters for AMC would move from Fort Belvoir to Redstone Arsenal, Ala. The Redstone move was completed in two phases – the first into temporary locations at Redstone and then into a permanent facility once it was completed. A groundbreaking ceremony was held at Redstone Arsenal on Sept. 17, 2008, for two buildings that would house both AMC and the U.S. Army Security Assistance Command (USASAC). The two buildings, with a common lobby adjoining them, would house

U.S. Army photos

///// Above: UH-60 Black Hawk helicopters of the 2nd Battalion, 82nd Airborne Division, airlift M-102 105 mm howitzers in 1991 during Operation Desert Shield. Left: Gen. Ann E. Dunwoody conducted a “Touchdown” ceremony in front of the new AMC Headquarters Building 4400, June 15, 2011, marking the completion of AMC’s move from Fort Belvoir, Va., to Redstone Arsenal, Ala.

Commanding Generals of the U.S. Army Materiel Command Gen. Dennis L. Via (Effective Aug. 7, 2012) Gen. Ann E. Dunwoody Nov. 14, 2008 - Aug. 7, 2012 Gen. Benjamin S. Griffin Nov. 5, 2004 - Nov. 14, 2008 Gen. Paul J. Kern Oct. 30, 2001 - Nov. 5, 2004 Gen. John G. Coburn May 14, 1999 - Oct. 30, 2001

///// AMC presence in Bosnia during the 1990s.

Gen. Johnnie E. Wilson March 27, 1996 - April 26, 1999 Gen. Leon E. Salomon Feb. 11, 1994 - March 27, 1996 Gen. Jimmy D. Ross Feb. 1, 1992 - Feb. 11, 1994

about 1,354 AMC people and 367 others from USASAC. Throughout the command, BRAC affected 11,000 AMC employees – one out of every six – across 25 states. It was the largest BRAC round in the history of the Army.

On June 15, 2011, Gen. Ann E. Dunwoody conducted a “Touchdown” ceremony in front of the new AMC Headquarters Building (Building 4400). The ceremony marked the completion of AMC’s move from Fort Belvoir to Redstone Arsenal. For the first time in AMC history, the Army had an integrated operations center providing near real-time visibility of the materiel and services U.S. Warfighters need.

AMC has been a critical member of the Army team over the past 10 years since 9/11, supporting Warfighters during both the wars in Iraq and Afghanistan by resetting and repairing equipment, developing cutting-edge technology solutions, providing key contracting services, and improving logistics and manufacturing processes to provide enhanced

equipment in the most timely manner, just to name a few ways.

AMC has also supported humanitarian and relief efforts in the United States after Hurricanes Katrina and Rita and in other countries, including Haiti, Pakistan, Japan, and Chile after devastating acts of nature destroyed infrastructure throughout their countries.

The complex process of providing materiel and logistics support to the Warfighter will continue, as it has since AMC first began operations 50 years ago.

AMC sustains the Army – the strength of the nation – as it provides America’s Warfighters with the decisive edge. As Dunwoody stated, “I truly believe if we can accomplish all we have over the last decade, working together, we can overcome any obstacles in our future.”

The words of the first commander of AMC, Besson, are as true now as they were then: “… AMC handles the weapons and equipment needed by the Army to move, shoot, and communicate … we operate for the Army the hardware store and fireworks concession.”

Gen. William G.T. Tuttle Jr. Sept. 26, 1989 - Jan. 31, 1992 Gen. Louis C. Wagner Jr. April 14, 1987 - Sept. 26, 1989 Gen. Richard H. Thompson June 29, 1984 - April 13, 1987 Gen. Donald R. Keith Aug. 31, 1981 - June 28, 1984 Gen. John R. Guthrie May 18, 1977 - Aug. 30, 1981 Lt. Gen. George Sammet Jr. Feb. 1, 1977 - May 17, 1977 Gen. John R. Deane Jr. Feb. 12, 1975 - Jan. 31, 1977 Gen. Henry A. Miley Jr. Nov. 1, 1970 - Feb. 5, 1975 Gen. Ferdinand J. Chesarek March 10, 1969 - Oct. 31, 1970 Gen. Frank S. Besson Jr. Aug. 1, 1962 - March 9, 1969

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U.S. ARMY MATERIEL COMMAND

W

hen the U.S. Army Materiel Command stood up a halfcentury ago, a wide range of commands and organizations were producing and fielding ammunition and weapons systems, some with heritages going back to the American Revolution. One of AMC’s first efforts, as Vietnam began imposing new requirements on the military, was to consolidate and streamline those entities to gain efficiency, reduce costs, and speed the delivery of vital resources to Warfighters in the field.

That effort continued to evolve in the following decades, adjusting to meet dramatic – and ongoing – geopolitical, technological, and military threat changes. In most cases, research and development (R&D) was separated from production and fielding and, most recently, the commands that inherited programs of record added “life cycle management” to their names and missions.

As AMC celebrated its golden anniversary and the United States prepared for yet another sea change – from more than a decade of combat and intense focus on Southwest Asia to a new emphasis on Asia/Pacific and Africa – three organizations provided the bulk of the bullets, bombs, aircraft, and vehicles for the U.S. Army, as well as major support for the Marine Corps, Navy, Air Force, and allies.

The Joint Munitions Command (JMC), headquartered at Rock Island, Ill., is responsible for the manufacture, procurement, storage, issuance, and ultimate demilitarization of conventional ammunition for all the services and some non-Department of Defense (DoD) customers. It is also DoD’s field operating agency for the Single Manager for Conventional Ammunition mission, which includes the Integrated Logistics Strategy, Integrated Logistics Economic Strategy, Industrial Base Master Plan, First-In/ First-Out, and the Logistics Modernization Plan. An Army Superior Unit Award cited JMC’s “ongoing efforts to support Warfighters at a moment’s notice through increased readiness, information dominance and horizontal integration.”

In 2004, an adjunct organization, under the same commanding general, was established at Picatinny Arsenal, N.J., as the Joint Munitions & Lethality Life Cycle Management Command (JM&L LCMC). Drawing from elements of JMC, the Program Executive Office (PEO) Ammunition and the Armament Research,

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Years of

By J.R. Wilson

ammo and weapons systems Development and Engineering Center (ARDEC), the new LCMC was designed to integrate personnel, organizations, infrastructure, and processes to ensure effective management of conventional munitions for the Warfighter throughout their life cycle.

Once known as the Tank & Automotive Command, TACOM is now a formal Army word (rather than an acronym) in the command’s most recent incarnation as the TACOM LCMC. Based just outside Detroit in Warren, Mich., its stated mission is to “unite all of the organizations that focus on Soldier and ground systems throughout the entire life cycle.” TACOM LCMC components include the Army Contracting Command; Integrated Logistics Support Center; PEO Combat Support & Combat Service Support; PEO Ground Combat Systems; PEO Soldier; Joint PEO for Chemical and Biological Defense; PEO Integration; Army Tank Automotive RDEC (TARDEC); ARDEC; Natick Soldier RDEC; and Edgewood Chemical Biological Center.

The Aviation and Missile Life Cycle Management Command (AMCOM), headquartered at Redstone Arsenal in Huntsville, Ala., was created in 1997 with the merger of the aviation component of the Army Aviation & Troop Command with the Army Missile Command (MICOM). The addition of LCMC in 2004 was designed to ensure an integrated, closely aligned organization under a single commander, responsible for the life cycle of all Army aviation and missile weapon systems, or, as expressed in the command’s mission statement, “to provide and sustain world class aviation and missile systems to the joint Warfighter, supporting national security and defense strategies today and in the future.”

JMC/JM&L LCMC – Bullets, Bombs, Mortar Rounds “We were always managing ammunition as a major commodity within the Sustainment Command. After 9/11, as the responsibility to support the Warfighter grew for both of us, we recognized the opportunity to divide those two businesses,” according to Trish Huber, deputy to the commanding general.

“In 2005, we split from the Army Sustainment Command, whose mission also was changing, so the two did not have a lot in common.

U.S. Army photo

///// A 40 mm grenade flies from the muzzle of a MK 19 automatic grenade launcher. The types and quantities of ammunition needed by Warfighters changed significantly after 9/11.

“Prior to that, different ways were tried to manage ammo, so it was kind of trial and error up to that point.

Today we are a separate, ammunition-specific major support command to AMC. The way we support the business today is having a number of industrial base sites producing and storing ammunition in response to Warfighter needs and different DoD scenarios, in a very efficient manner.”

Continuous improvements in conventional ammunition also have reduced the quantity required by Warfighters, she added – a significant assist in JMC’s role in ammunition logistics for AMCOM and other AMC and DoD components.

“Because we manage the acquisition and logistics for their ammunition items, we have a very strong relationship with the other services, buying what they want, storing what they need as the Single Manager for Conventional Ammunition, so there are ties from development through demilitarization, with each service having liaison officers at JMC,” Huber said. “We also have a security assistance organization here that handles all FMS [Foreign Military Sales], which has significantly increased since 9/11.

“And we have several different connections with AMC itself. One of the important links there is JMC’s deputy commander, who also is the executive director for conventional ammunition, which gives us a direct link to AMC.” Unlike TACOM LCMC and AMCOM LCMC, JMC retained that name and structure, creating an adjunct JM&L LCMC rather than a single new entity.

“A good part of the reason for that is we were not co-located, as the other LCMCs were,” she explained.

“But even with that separation, the relationship that was established for the LCMC concept is not any different than how the other LCMCs currently operate.”

AMC’s efforts to compact and synchronize its major commodity subcommands are well reflected in the evolution of JMC, especially since 9/11. AMC has become the conduit bringing similar organizations and efforts within those entities together, where appropriate, not only to reduce duplication, but also to increase and improve cooperation where there are commonalities.

“For example, we all have integrated materiel management centers, which share good ideas, discuss common issues and resolutions, etc.,” Huber said. “There also are a lot of special initiatives that bring us together to ensure we have a single integrated position on how we operate. One of those is the common installations study – how do we ensure we are all in sync?”

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U.S. ARMY MATERIEL COMMAND

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U.S. Army photo

In addition to advances in technology, the significant changes in requirements from the height of the Cold War to Operation Desert Storm to the “peace dividend” realignments of the 1990s to both major conventional combat operations and asymmetrical counterinsurgency warfare in Southwest Asia have affected the types and quantities of ammunition provided by JMC. “From the initial combat after 9/11 in Afghanistan and Iraq, the priority ammunition required was small- and medium-caliber, which was very different from Desert Storm, when we took helicopters and tanks into Kuwait and Iraq. Each war tends to be a little different, so we must meet those changing requirements, even between Iraq and Afghanistan, acknowledging the different terrains and how those impact requirements,” she said.

“The biggest thing we had to do was increase our capacity to produce the more demanded items – small- through medium-caliber ammunition. We had a solid stockpile of those, but projecting out with increased expenditures, we had to go back and ensure we had sufficient capacity, not just within our organic government facilities, but also commercial.”

As to how the continuing evolution in global DoD requirements, responding to an increasingly complex and shifting geopolitical and military environment, will affect JMC, Huber said that is nearly impossible to predict. The best JMC can do is continue improving the ammunition now in use or in development in an effort to be ready to address whatever multiple combat scenarios may evolve.

Those include more sophisticated conventional munitions, such as the 155 mm Excalibur round, and the Enhanced Performance Round, which has turned the small unit mortar into a precision weapon for the first time.

“Changes will be based on the budget, which will require us to make the hard decisions, know what risks we can take without

jeopardizing the needs of the Soldier. We really have to put our strategic plans together for what we buy, for the industrial base, how we do logistics support, so those are integrated,” she explained, especially as the drawdown in Southwest Asia couples with cutbacks in the size and changes in the shape of the U.S. military and its budget.

“This is not a new cycle for us, looking back at previous conflicts. As we go from combat to peacetime, we know you don’t always have the money you had and so must react to keep the right ammo on hand and the facility to produce that. It is not an easy equation. We have become a very lean organization; even though 9/11 caused us to ramp up with dollars, JMC still has fewer people on board than before 9/11. So we’re doing what we need to do, but we also recognize that, for the ammo world, conflict is only a small portion of why we are here – 90 percent is to get support to training and prepare to continue that during peacetime.”

Looking back to what JMC and its predecessor organizations fielded during AMC’s first 50 years, from the early days of Vietnam to the closing days of Afghanistan, Huber and JMC historian Keri Pleasant listed what they believe to have been the most important for each decade: “There was a lot of emphasis then on nukes, which distracted from major developments on conventional. Most of the improvements in later decades got their start in the 1960s, but most of what was actually used in Vietnam was technology from the Korean War era,” Pleasant said. “Vietnam was guerrilla warfare, relying heavily on helicopters, and so needed medium-caliber munitions that supported those requirements, but advanced rounds were not really part of that war.

“A lot of production also was ramping up where there were shortages, such as artillery shells, which were used more than the original requirements statement, when it was thought Vietnam would be a much shorter war. It also was during Vietnam that the Army began switching from the M-14 to the M-16, which had a higher rate of fire that also led to more shortages.”

Pleasant reported there also was further development on cluster munitions, which had seen some use in Vietnam but did not really pick up until the 1970s. By the time the United States withdrew from Vietnam in 1975, the main funding focus was on improving conventional munitions.

U.S. Air Force photo

///// Left: An Air Force F-100 Super Sabre fires a salvo of 2.75inch rockets at a jungle target in South Vietnam, May 1967. One of JMC’s major achievements in the 1960s was increased fielding of 2.75-inch rockets to satisfy demand during the Vietnam War. Bottom left: A member of the 1st Battalion, 325th Airborne Infantry Regiment, prepares to load a 105 mm shell into an M102 towed howitzer during a heavy artillery barrage demonstration for Saudi Arabian national guardsmen. The demonstration was being conducted during Operation Desert Shield.

JMC/JM&L LCMC Highlights

1960s

• R ockets – fielding of 2.75-inch rockets as their use expanded during the Vietnam War • Flare and illumination rounds – a high priority because

of night combat operations

1970s

• Improved Conventional Munitions (ICMs) artillery rounds • 120 mm rounds for the M1 series tanks

1980s •

•

• •

Copperhead CLGP fielded in 1982

(precursor to guided munitions) M242 Bushmaster and 25 mm ammo – M791, M792, M793, M910, MK210, and M919 – used on Bradleys ICM Kinetic Energy rounds Apache Hellfire missiles

1990s

• Smart bombs – first laser-guided bombs fielded, with first large-scale use in Desert Storm

U.S. Army photos

2000s • • • •

•

•

“Bunker Buster Bombs” Massive Ordnance Penetrator (MOP) GBU-57A/B Massive Ordnance Air Burst (MOAB) Joint Direct Attack Munition (AF-developed system) to attach guidance to general purpose “dumb” bombs Enhanced Performance Round (EPR) 5.56 mm M885A1 replaced the M885 Excalibur M982 – 155 mm satellite precision-guided artillery munition fielded; limited use to date

///// Left: A Copperhead laser-guided anti-tank projectile fired from a towed M198 155 mm howitzer explodes on a target tank.

Right: Staff Sgt. Darius Scott watches Staff Sgt. Jamare Cousar (right), Charlie Company, 3rd Battalion, 321st Field Artillery Regiment, use the Enhanced Portable Inductive Artillery Fuze Setter to program the proper grid coordinates into the Army’s new GPSguided Excalibur round before the very first firing of the round in Afghanistan at Camp Blessing.

Funding increases during the Reagan administration saw a lot of technologies originally developed in the 1950s and ’60s become part of the push to modernize or create more than 400 new weapons or equipment systems. That included the Copperhead cannon-launched guided projectile, a top priority in the 1980s; it was first fielded in 1982, but did not see actual combat use until Operation Desert Storm in 1991.

“New 105 and 120 mm tank rounds also were improved, coinciding with development of the M1 Abrams tank and Bradley Fighting Vehicle,” Pleasant said. “We also began small-caliber conversion to the 5.56 NATO round and fielded a new 9 mm pistol. Other developments then included the 105 mm XM833 Armor Piercing Fire Stabilized Discarding Sabot Tracer Cartridge and the Hellfire missile, which was fielded for the Apache helicopter in 1986.”

Desert Storm also saw the first significant use of cluster munitions. Other advancements fielded in the closing decade of the 20th century included high-energy propellants, lighter sabots, penetrators of increased mass and length, new sabot designs,

17

U.S. ARMY MATERIEL COMMAND

TACOM – Land Systems What is now the TACOM Life Cycle Management Command got its start in 1942, 20 years prior to AMC, with the creation of the Tank-Automotive Center (TA-C) to manage the Ordnance Department’s rapidly growing automotive production and distribution program, including trucks and other transport vehicles moved to Ordnance from the Quartermaster Corps. With tank and automotive operations centralized in Detroit, TA-C spent nearly half of the Ordnance Department’s World War II funds, producing more than 3 million vehicles, from bicycles to tanks.

TA-C was renamed the Office, Chief of Ordnance-Detroit (OCO-D) in January 1944; postwar demobilization led to its demise in 1946 and transfer of functions and personnel to the Detroit Arsenal, which became the center of ordnance activities until the start of

18

///// U.S. Marines fire a TOW Missile from a Ford M151 MUTT. TOW, which stands for Tube-launched, Optically tracked, and Wire-guided, was developed by Hughes Aircraft Company for the U.S. Army and was adopted as an infantry anti-tank weapon by more than 20 other nations.

the Korean War, when OCO-D was resurrected as the Ordnance Tank-Automotive Center (OTAC).

The 1962 reorganization under AMC led to a new designation – the U.S. Army Mobility Command – which included the Weapons System Command and had responsibility for everything from locomotives and rolling stock to fixed-wing and rotary aircraft to general purpose and tactical vehicles. OTAC soon became the Army Tank Automotive Center (ATAC), which was redesignated yet again in 1967 as the Tank Automotive Command (TACOM), a major AMC subordinate command. It immediately began taking control of Army tank-automotive systems, including the armored personnel carrier mission and, in 1972, the tank management program.

“The creation of AMC helped define roles and responsibilities and reduce overlap. From 1962 forward, that has continued to increase in terms of procurement, development, and manage-

U.S. Marine Corps photo

sub-projectiles, and fin designs, culminating in the M829A1. It was nicknamed “the Silver Bullet” by Desert Storm tank crews because it was widely regarded as the most effective tank-fired anti-armor weapon in the world.

Southwest Asia saw the first major use of sensor-fuzed multimunition artillery rounds. There also was a lot of focus on IEDdefeat technology, in which PEO-Ammo was heavily involved, and Search-And-Destroy Armor (SADARM) munitions.

U.S. Army photos DoD photo by Staff Sgt. Aaron Allmon

///// Clockwise from top left: Armored cavalry assault vehicle – Vietnam 1966. • An M2 Bradley infantry fighting vehicle fires its M242 25 mm main gun while maneuvering in the desert during the capabilities exercise portion of Exercise Shadow Hawk ’87. • Stryker vehicles from the 1st Stryker Brigade Combat Team, 25th Infantry Division, await pick up at the vehicle staging area at the U.S. Army’s National Training Center, Fort Irwin, Calif. • U.S. Army M1 Abrams tanks maneuver in the streets as they conduct a combat patrol in the city of Tal Afar, Iraq, on Feb. 3, 2005.

ment of weapons systems and expertise getting developed and maturing in house. Prior to that, industry really had the expertise,” Michael Viggato, deputy to the commander, TACOM LCMC, said. “Now the Army began developing expertise in procurement, becoming better consumers and building in-house expertise with combat vehicles, becoming what today would be called a combat vehicle center of excellence.

“That became even more important in the 1990s, with the creation of the PEOs. But regardless of the name, under TACOM LCMC, even with the PEOs and creation of RDECOM, this is where the Army always has come to when a new vehicle goes out, regardless of the electronics or weapons. The

mine-resistant ambush-protected vehicle, for example, was a Marine Corps program, but the Army got the majority of the vehicles and TACOM has done the support. Stryker went from concept to deployment very quickly.”

The command went through an additional assortment of name, organizational, and structural changes every decade, leading to a 1994 designation as the Tank-automotive and Armaments Command. With the standup of RDECOM 10 years later, the R&D element was moved out for the last time.

“RDECOM is huge for us. TARDEC has bounced under us, then out again, which is interesting, but doesn’t change the relationship,” Viggato said. “They are key to any development program and

19

U.S. ARMY MATERIEL COMMAND

TACOM Highlights

1960s

• M551 Sheridan Armored Reconnaissance Airborne Assault

Vehicle entered production • M60 Main Battle Tank began production in 1960 and the M60A1 RISE (Reliability Improved Selected Equipment) in 1963 • M163 Vulcan Air Defense System • M113 Armored Personnel Carrier and, in 1964, the M113A1,

with a diesel rather than gasoline engine • M151 Jeep, replaced in 1969 by the M151A2 • M109 155 mm self-propelled howitzer (1963)

1970s

• M109A1 (1970) • M35 series 2 ½-ton “Deuce” (1970), upgraded to fully diesel versions • M60A2 MBT (1974), first with a laser rangefinder • M109A2 (1978) • M2/M3 Bradley Fighting Vehicle System (1978) • M60A3 MBT (1979), added solid-state ballistic computer, laser rangefinder, and turret stabilization • M113A2 (1979) • M800 series 5-ton truck

1980s

• M 1 Abrams MBT (1981), with a 105 mm main gun, replaced (1985) by a 120 mm smoothbore main cannon • M2A0 Bradley (1981), first fielded production model • Heavy Expanded Mobility Tactical Truck system (1982) • High Mobility Multipurpose Wheeled Vehicle (1984) • M2A1 (1985), with NBC protection and TOW launcher • M1A2 (1986), with commander’s weapons station • M2A2 (1988), improved engine/transmission and

explosive reactive armor • M109A3, with semi-automatic loading and automatic fire

control system with a ballistic computer • M109A4, with NBC protection • M109A5, with a new cannon • M109 ACE, with improved engine, transmission, armor

1990s •

•

Palletized Load System (1993), new common platform for transportation, up to 16.5 tons with a trailer carrying a comparable load M1070 Heavy Equipment Transporter System (1993), with M1000 HET Trailer • Family of Medium Tactical Vehicles (1996) entered the inventory with common platform for 5-ton vehicles, while the Light Tactical Vehicles did the same for the 2 ½-ton system

20

are a nice tie-in, as the integration center, reaching out to the other labs, especially CERDEC [Communications-Electronics Research, Development and Engineering Center].”

Perhaps the biggest recent change, however, came with the 2004 decision of AMC and the Assistant Secretary of the ArmyAcquisition, Logistics and Technology (ASA ALT) to add life cycle management to AMC’s major commodity commands.

Throughout its history, TACOM has been heavily involved with FMS and working with allies.

“We do a lot with FMS, which is a huge area for us, in the $6 [billion] to $10 billion range every year. We currently have three intensive management offices – Saudi Arabia, Kuwait, Australia – not counting Iraq and Afghanistan. The Saudi Sword project goes back to the early ’90s, creating their armored force,” he said.

“Now we’re also seeing a much larger influence in the Pacific Rim [PACRIM], including India, which used to buy a lot of equipment from Russia, but now is looking more closely at what the U.S. has to offer. The PACRIM nations buy a lot of trucks, but there also are a lot more combat systems coming up – Cambodia, Bangladesh, Thailand.”

From the standup of AMC through the drawdown in Afghanistan, TACOM LCMC and its predecessors have produced and fielded a wide range of combat vehicles.

“The 1960s would see the last attempt by the Army to build a light tank – the M551 Sheridan. Medium tanks – or the new designation of main battle tank – began production in 1960 with the M60, as a response to the Soviet T54. The M60 would continue to see service until 1990, when it was replaced by the M1 Abrams,” said Randy Talbot, TACOM command historian. “Two vehicles that became important in the current war also saw their beginnings in the 1960s – the M9 Armored Combat Earthmover and the M1117 Armored Security Vehicle, which began in 1965 as the XM706 and would see service in Vietnam with the Military Police.

2000s

• M109A6 Paladin (2000), improved survivability, armor, firepower, range, rate/accuracy of fire • M1A2 System Enhancement Package (2001), added digitization, flat panel displays, thermal management system, improved range finding, forward looking infrared (FLIR) • M2A3 (2001), totally digital, improved electronics, armor, fire-suppression system, and NBC equipment • Stryker Family of Vehicles (2002) – Infantry Carrier, Mobile Gun System, Mortar Carrier and Engineer, Command & Control, Medical Evacuation, Reconnaissance, NBC Reconnaissance, Fire Support, and Anti-Tank Guided Missile vehicles • Mine-resistant ambush-protected vehicle (2007) – the MRAP was DoD’s fastest design-to-field vehicle, with more than

20,000 ordered from multiple manufacturers and first examples fielded in a matter of weeks • M1A2 SEP v2 (2008)

“We began adding computers to weapons systems in the 1970s, experimenting on the 551 and emplacing it on the M60. That led to turret stabilization, which gives you the ability to shoot and move, and digital laser sighting,” he continued.

“The M60A2 was a major disappointment due to its complexity, but provided valuable technological research for the M1 system. So a lot of what is now on the M1 had its genesis with the 551, which was the Army’s last attempt to build a light, air-droppable tank.

“There is no doubt about it, the most important system coming out of the 1980s was the M1 tank, which changed the battlefield. You also could include the Humvee and the Bradley, but the M1 combined arms, mobility, speed, power – everything you could want in one system. In addition, the M1 and Bradley really were compatible systems that worked well together,” Talbot recalled.

“Those systems really changed the Army and combat forever.

Just the M1, Bradley, and Humvee returned the battlefield to operational warfare, fighting whole divisions rather than the almost one-on-one combat of Vietnam. And when you have three systems like that all moving at 45 mph, it won’t take them long to get to you.

“Operation Desert Storm showed the maneuverability and firepower of the current fleet of vehicles, but also showed shortcomings in other systems. The 1990s sought to upgrade current systems with new technology while beginning

production on tactical wheeled vehicle systems in an effort to standardize, upgrade, and improve the Army’s tactical fleet,” Talbot said.

“By the mid-2000s, the conflicts in Iraq and Afghanistan required new vehicle systems, new technology on older systems, modifications, upgrades, and armor packages,” Talbot said. “Just as the Abrams was the obvious big change in the ’90s, the Stryker was the biggest development in the 2000s. Three days before 9/11, we signed the contract for the Stryker; 18 months later, it was in the field.

“Stryker also changed the dynamics of the battle. You can hear an M1 tank coming; you can’t hear a Stryker, so you’ve added another element as we change the force structure to the Brigade Combat Team [BCT], with Stryker at its center. With it, the BCT becomes a self-contained battle group. It’s almost plug-and-play – what do you need, add the right force package, and away you go, in 24 to 48 hours. It also was built with the ability to expand and modernize, which is something new.”

AMCOM – Aviation & Missiles From its predecessor organizations in World War II, the history of AMCOM followed separate paths of development for aviation and missiles for some 45 years.

“When AMC stood up in 1962, it was responsible for everything we [the Army Missile Command] did, including acquisition

Reliablity - Innovation - eXperience www.RIXIndustries.com

22

///// Pvt. 2nd Class Corey Rodriguez, of Virginia Beach, Va., deployed with Charlie Company, 3rd Battalion, 321st Field Artillery Regiment, pulls the lanyard on the M777 A2 during the first firing of the Army’s new GPS-guided Excalibur round in Afghanistan at Camp Blessing, on Feb. 25, 2008.

in 1984, AVSCOM was re-established, with AVRADCOM and all aviation-related components of TSARCOM transferred to it.

Eight years later, the bulk of missions performed by AVSCOM and TROSCOM were consolidated within the new Aviation and Troop Command (ATCOM).

As part of the Base Realignment and Closure (BRAC) commission, ATCOM was disestablished and its mission and organizations moved to Redstone, where they were merged in 1997 with MICOM to create the Army’s first unified Aviation and Missile Command (AMCOM). As with its sister commodity commands under AMC, the LCM task was added in 2004, giving AMCOM LCMC’s commander primary responsibility for the life cycle of all Army aviation and missile systems.

Within the new AMCOM, IMMC was created to help support cost-effective aviation and missile readiness and coordinate with PEOs and PMs in both realms to integrate its core functions of acquisition logistics, supply chain management, and maintenance.

U.S. Army photo by Army Sgt. Henry Selzer

and sustainment, so the command here [Redstone Arsenal] was structured a good deal differently then,” according to Keith Roberson, executive director of AMCOM’s Integrated Materiel Management Center (IMMC). “We were responsible for all missile systems R&D, production, procurement, and sustainment until the GoldwaterNichols Act of 1987, which changed the landscape considerably.

“After that, all R&D and acquisition switched over to the Army Assistant Secretary for Acquisition and Logistics. That also was when the PM system was created, with all missile PMs reporting to the MICOM commander.”

The period from the 1958 launch of Sputnik I through the creation of AMC in 1962 saw a flurry of activity in Huntsville, with the Army Ballistic Missile Agency (ABMA) joining the Army Rocket & Guided Missile Agency (ARGMA), the Jet Propulsion Laboratory (JPL), and White Sands Missile Range (WSMR) as subordinate elements of the Army Ordnance Missile Command (AOMC) at Redstone.

Only a few months later, JPL was transferred to the newly created NASA; in mid-1960, all space-related missions at AOMC/ ABMA were turned over to NASA’s new Marshall Space Flight Center in Huntsville, Ala. WSMR transferred to the Chief of Ordnance in 1962.

In 1977, MICOM was split in two, creating the Missile Materiel Readiness Command (MIRCOM) and the Missile R&D Command (MIRADCOM). Two years later, AMC reversed itself, rejoining the two as MICOM. Meanwhile, similar realignments were under way with respect to all Army fixed-wing and rotary aircraft, beginning with creation of the Transportation Corps Army Aviation Field Service Office, under the Army Chief of Transportation, in October 1952. Three years later, the Transportation Materiel Command (Marietta, Pa.) brought its logistical responsibility for rail and marine equipment to St. Louis, Mo., where it was consolidated with TCAAFSO to form the Transportation Supply and Maintenance Command (TSMC).

In 1959, TSMC was redesignated as the Army Transportation Materiel Command (TMC).

The next phase for both began with the official creation of MICOM, which went operational at the same time as AMC, in August 1962, and the placement of TMC under the Army Mobility Command (MOCOM) as an AMC major subordinate command.

Three months later, TMC became the Army Aviation and Surface Materiel Command, which was redesignated in 1964 as AVCOM. On AMC’s fourth anniversary, AVCOM was separated from MOCOM and established as an AMC major subordinate command, still in St. Louis, becoming the Army Aviation Systems Command (AVSCOM) in 1968.

AVSCOM was merged with the Army Troop Support Command (TROSCOM) in 1977, forming the Troop Support and Aviation Materiel Readiness Command (TSARCOM); its aviation R&D mission was assigned to the newly established Aviation Research & Development Command (AVRADCOM).

In a near-duplication of what was happening at Redstone,

U.S. Navy photo by Mass Communication Specialist 2nd Class Jon Rasmussen

DoD photo

///// Left: A CH-47 Chinook helicopter takes off from a remote landing zone in Shah Joy district, Zabul province, Afghanistan, Feb. 15, 2012.

The Chinook was a key system developed by AMCOM in the 1960s that remains vital today. Right: An Army rocket is fired from a Multiple Launch Rocket System (MLRS) launcher, Sept. 29, 1980.

“That brought a significant amount of change to our organization because we had to merge two separate cultures that managed different commodities, which required several years of reorientation and retraining to make sure we had all our processes and organizations properly reconfigured and functioning,” Roberson said.

“Missile systems inherently are low maintenance and fairly low cost to sustain; aviation systems are on the opposite end of that spectrum, requiring a tremendous amount of maintenance and spare parts. So we went up an order of magnitude to handle that. From a dollar perspective, the demand for aviation systems is about tenfold what you see on the missile side, but we keep that in balance and anything associated with the budget impacts them equally.”

That was a significant consideration as the Army’s aviation and missile communities sought to deal with all the complexities of relocation and merger while coming off a decade of reduced budgets – only to face the most demanding requirements since World War II in the high operations tempo (OPSTEMPO) of post-9/11 combat in Afghanistan and Iraq.

“Throughout the last 10 years, we have been focused on one thing and one thing only: Supporting the Warfighters, ensuring they have everything they need in terms of sustain-

ment to prosecute the war – spare parts, maintenance, and the capability to go out every day in the fight,” Roberson said.

“But our available stock and back order rates for component parts were lower than our goals due to budget constraints during the ’90s, which impacted both aviation and missiles.

“From an OPSTEMPO perspective, because this has fundamentally been a rotary-wing war, we obviously have consumed a lot of aircraft. We had a peak of 750 aircraft in theater while we were still in Iraq, declining to around 550 now, creating a big demand for maintenance and spare parts. But we’ve also had to support the missile side, deploying Patriot and tactical missile systems that also have been consumed at a high rate; they just don’t get the same level of publicity as aviation. But we have Patriot radars deployed throughout Southwest Asia and all the combat teams we support in theater use weapons we produce, such as the Hellfire missile.”

In addition to all the reorganizations, name changes, and shifting missions, what became AMCOM LCMC was responsible for a number of significant fieldings under AMC, according to staff historian Kaylene Hughes.

“I think the Hawk air defense system was key in the 1960s, as well as the Chinook, which was developed in that decade and continues to operate today. They were primarily created

23

24

“On the cyclic approach, we again were coming off a high cycle from the Reagan build-up years. The Cold War ended, so we went into sustainment mode to maintain our warfighting posture as well as we could. We also began assessing new non-linear threats we had to fight in the 1990s, so we adapted all our weapons systems to defeat those new threats,” he recalled.

“The development of unmanned aerial systems to help with surveillance and intel also was a major focus in the 1990s, but we also started evolving those into systems capable of having weapons systems integrated to defeat certain threats.

That is a key part of our history and the evolution of TTPs [tactics, techniques, and procedures] in Southwest Asia in the new century,” Roberson said.

“In 1962, MICOM was one of AMC’s original major subordinate commands, in charge of all missile, rocket, and associated project offices/missions associated with those types of Army weapon systems,” Hughes concluded. “Today, AMCOM teams with other organizations to support a joint fighting force engaged in combat and peacekeeping missions across the globe, as well [as] maintaining the Army’s role in various homeland security issues and worldwide humanitarian aid efforts.”

U.S. Army photo by Gary L. Kieffer

to support the ongoing conflict in Vietnam and in response to some of our Cold War concerns,” Roberson added. “The antitank systems were developed primarily to meet Cold War requirements, but have morphed and adapted to meet evolving combat threats.

“When the ‘big five’ systems [Abrams, Bradley, Patriot missile, Black Hawk, Apache] were created in the 1970s, our contributions were the Black Hawk, Patriot, and Apache, which have been the three major systems that shaped the way we prosecute wars today,” Roberson said. “The requirements for those were generated from past experience in Vietnam, but what’s important is we have continuously modified them from their initial fieldings to adapt to the ever-changing threat we see and the individual threats affecting our air and ground forces, staying within the turning radius of the threat to ensure we field systems with maximum capability to defeat those threats.

“We have a tendency in DoD to go through periods of budget increase to combat wars, as in Vietnam, then on the back side that drops until we decide we are falling behind, which is what happened in the Reagan years when budgets increased,” noted Roberson. “The Patriot, Black Hawk, and Apache were seen as needing to continue to evolve to fight the Cold War threat.

DoD photo by Tech. Sgt. Russell E. Cooley IV, U.S. Air Force

///// Left: U.S. Army Soldiers from the 173rd Airborne Brigade Combat Team fire an FGM-148 Javelin anti-tank guided missile during training in Grafenwoehr, Germany, Oct. 24, 2006, in preparation for deployment. Right: Army Cpl. Jerry Rogers assembles an RQ-11 Raven unmanned aerial vehicle in order to conduct aerial tactical reconnaissance of insurgents in Taji, Iraq, on June 21, 2005. The Raven was equipped with video cameras located in the nose cone to relay live video back to the operator in real time.

AMCOM Highlights

1990s

1960s

•

• •

Fielding of first version of the Pershing missile,

which ultimately evolved into the Pershing II

intermediate-range missile central to the 1998 INF Treaty Development of the TOW anti-tank missile Increasing importance of the Chinook helicopter in combat/general use

1970s

• Fielding of the TOW, first Army missile successfully fired in

combat by U.S. Soldiers (in Vietnam) • Continuing refinements/major upgrades to nuclear systems,

such as the Lance (one of its proposed warheads was

dubbed the “neutron bomb”) • Black Hawk helicopter fielded

1980s

• D evelopment of the Patriot missile system, MLRS, and Hellfire missiles • First combat use of the Apache attack helicopter, Operation Just Cause (Panama, December 1989 to January 1990)

•

•

•

First major use of Patriot, MLRS,

and Hellfire missiles in Operation

Desert Storm (1991) Apache major deployments and

missions during Desert

Storm and in the Balkans Javelin shoulder-fired anti-tank missile first fielded (development started in 1980s) • Continuing upgrades to other missile and helicopter systems

2000s •

•

•

Numerous improvements to current systems

based on “lessons learned” in Southwest Asia Hellfire mounted on UAVs – a successful development in response to the demands of an asymmetrical, counter- insurgency battlespace in Iraq and Afghanistan Proliferation of UAVs, especially after 2005

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U.S. ARMY MATERIEL COMMAND

50

Years of

RESEARCH AND DEVELOPMENT

R

esearch and development (R&D) have always been key to the success of any military force, with new weapons typically changing the nature of warfare and the balance of power. Such developments historically have come slowly. That changed in the 20th century, especially during World War II, as Nazi Germany and the Allies waged the first multisystem arms race, including rockets, jet aircraft, radar, and the atomic bomb.

A wide range of organizations and commands evolved throughout the services from World War II on, comprising a bewildering series of acronyms, missions, and chains of command. The first real effort to bring Army-wide coordination and efficiency to those began in 1962 with the creation of the U.S. Army Materiel Command.

Today, the bulk of Army programs are conducted by a halfdozen Research, Development & Engineering Centers (RDECs) and the Army Research Lab (ARL), all reporting to a single administrative entity, the Army Research, Development and Engineering Command (RDECOM). Those include Aviation and Missiles (AMRDEC), Communications-Electronics (CERDEC), Tank Automotive (TARDEC), and individual Warfighter systems and ammunition (NSRDEC).

“Organizationally, they are all under RDECOM, but it’s a lot more complicated than just blocks on an org chart. For example, there are technology focus teams and system integration domains, which are part of the SoSI [System-of-Systems Integration] concept – above the individual RDECs and labs and setup by subject matter rather than organizational site,” RDECOM historian Jeffery K. Smart explained.

“The science and technology [S&T] management side of RDECOM is different from the chain of command. It also came from the SOSI concept, which is getting away from the narrow stovepipe focus to a point where the overview is more important than the individual components.”

RDECOM – Administration The 2004 creation of RDECOM at Aberdeen Proving Ground, Md., as an AMC major subordinate command brought all the RDECs and labs under one command. It was seen as the next logical step after the 1985 formation of the Army Labora-

26

By J.R. Wilson

tory Command (LABCOM), consolidating seven Army labs. The two-decade gap between the two reorganizations, according to Smart, was needed to change a long-standing perception that the production and sustainment communities best knew what was needed from R&D. “LABCOM eventually became ARL, in a two-step process that started with a provisional command in 2002, which included ARL, STTC [Simulation & Training Technology Center], and AMSAA [Army Materiel Systems Analysis Activity],” he added. “The second phase, on June 1, 2003, saw the RDECs brought under its operational command, which was made permanent in 2004.

“Also added was SOSI at Fort Belvoir [Va.]; it wasn’t a lab, but the concept was to coordinate the development of systems throughout the commands, alleviating the stovepipes that kept everything separate. For example, a new helicopter would need weapons, NBC [nuclear, biological, and chemical] protection, communications, etc., which was what SOSI would try to coordinate.”

The new structure also makes it easier to deal with the unique challenges arising from each new military engagement.

“During Vietnam, we had different programs that would take experimental items and put them in the field before they were type-classified or standardized, which could be a long process of testing, reviews, quality assurance checks, etc. That was called ENSURE [Expedited Nonstandard Urgent Requirements for Equipment], which was an early version of RDECOM’s mission today,” Smart said. “Having the right organization doing the right work at the right time really could not be done prior to the creation of RDECOM. “A previous commander said while the original concept was that RDECOM could move programs around to where they were best aligned – and coordinate different capabilities among the various centers – reality had to take into account budgets, where the funding comes from, etc. But the most important part of that is to get back Warfighter response, with people on site, in theater working with the Soldiers to get their input back to R&D.” The biggest challenge during Vietnam, he added, was the lack of an RDECOM. “What’s going on in theater has to drive what is going on here, with part of RDECOM’s role being to make sure our projects are responsive to the Warfighter and deal with the problems they face

U.S. Army photos

///// Above: A quadcopter UAV being tested during ARL robotics research. Right: Early night vision goggles, 1975.

in their particular conflict,” Smart said. “Which all goes back to the primary mission – empower, unburden, and protect the Warfighter to enable the dominance of the Army.”

That RDECOM stood up in the midst of combat in Southwest Asia also reflected fast-changing requirements arising from the asymmetrical, counterinsurgency nature of those theaters. As the need to provide Warfighters with the best modern technology became more urgent after 9/11, the coordination of R&D across all Army commands also grew in importance.

“RDECOM has a number of processes in place to make sure we have full collaboration and leverage each other’s strengths, coming together to deliver a solution that could not be handled by a single RDEC,” NSRDEC Director Gerardo J. Meléndez, Ph.D., explained.

“The push now in the Army is to do the technology work through tech-enabled demos, which RDECOM organizes by pulling in resources from the RDECs to make sure the program benefits from capabilities available throughout the command. At the end of the day, it is not a stovepipe capability, but an integration of all capabilities.”

In some ways, RDECs are going into a decade of ever-tighter defense budgets with less direct control – or even knowledge – of what that portends than the commands that are their customers. Only some 15 percent of their funding is direct, from the Department of the Army, with the rest being reimbursables – money customers pay for research, development, sustainment, etc.

“We look at both of those buckets and try to figure out what is going to happen, then get ready for that,” Meléndez said. “If a customer says they have a new program on which they need our

support, we assign a probability to that funding. That gives us the means to create a realistic budget based on what is happening in the overall environment.”

Army Research Lab – Basic Research Although also under RDECOM, ARL is not an RDEC. It was created two decades ago as the successor to LABCOM. Its role within AMC is similar to that of DARPA (Defense Advanced Research Projects Agency) – primarily basic research the RDECs then can transition into technologies applicable to their specific areas, advancing systems and capabilities for the commodity commands.

“The concept was to create a single fundamental corporate research lab for AMC, gaining both geographic and organizational efficiencies,” ARL Director John M. Miller said. “The biggest problem was you had seven labs, each with its own culture and way of doing business, that had to be brought into one lab with one business model and a new culture spanning all seven. That doesn’t happen overnight.”

The organizations consolidated to form ARL were the Ballistics Research and Human Engineering labs at Aberdeen; the Electronic Technology and Devices Lab at Fort Monmouth, N.J.; the Harry Diamond Labs (electronic systems, radar, sensors, signal processing) at Adelphi, Md.; the Vulnerability Assessment and Atmospheric Sciences labs at White Sands, N.M.; and the Materials Technology Lab at Watertown, N.Y. “It was a significant effort, both organizationally and geographically, involving a fairly substantial investment in state-of-the-art facilities that have become key flagship labs for ARL,” he added.

“Technology is a dynamic mission, so there also are a number of

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DEFENSE IN HIDDEN HISTORY

American Volunteer Group (AVG) pilots, better known as the Flying Tigers, run for their P-40B Tomahawks in a posed photo. The vastly outnumbered AVG had only 79 qualified pilots and 62 operable aircraft on Dec. 2, 1941, but they and their shark-mouthed P-40s became legendary for their achievements against the Japanese over China and Burma.

DEPTH

Classic weapons and equipment, “brilliant mistakes” and “might have beens” of history, personality profiles of the famous and infamous, and regular series on World War II, the Civil War, and other military anniversaries. DMN presents the unusual, unknown, untold, and uncelebrated moments in military history.

www.defensemedianetwork.com

U.S. Army photo

///// AMC delivered some 33,000 PRC-25 radios to Southeast Asia in three and a half years. The PRC-25 was, according to Gen. Creighton Abrams (1968-1972), “the single most important tactical item in Vietnam.”

areas where we have evolved or moved into that just did not exist when ARL was first born, from neuroergonomics to humans in extreme environments – understanding human anatomy and how it reacts to ballistic threats so we can understand holistically how we can protect our Soldiers.”

The newly created ARL also had little in the way of communications and information systems research.

“The Army embarked on what they called the digitization of the battlespace in the mid-’90s. The chief of staff challenged us, as the corporate lab, to develop the technologies for the next generation digitization – not what they were fielding then, but what would be fielded 10 years into the future,” Miller recalled. “ARL’s director realized he did not have what was needed in that area, so that is a major capability we developed over time, including some innovative public-private partnerships.”

ARL’s original charter established a portfolio for research and analysis, with 50 percent supporting the RDECs and their needs and the rest for more high-risk efforts. A primary driver in selecting projects is higher levels of command looking at future operational needs and gaps to which the lab responds, often with longer-term research initiatives.

“We also have another factor in determining our portfolio – technology push – both from engineers in the labs and from a number of external groups, who help us maintain an awareness of new trends that potentially could provide a new capability for the Army that is not on the lists from our nearer-term customers.

High risk, high payoff, not something that will be here tomorrow, but a big impact on the Army in the future,” he continued.

ARL-style basic research is always a target for budget-cutters, requiring pre-emptive hard decisions on where to cut, what to pursue, and the size and nature of the workforce.

“No one can predict the future – including where the Army may fight next or where the next tech breakthrough is going to be. So we must constantly evaluate where we are and where we need to be – which includes lobbying OSD [Office of the Secretary of Defense], the White House Office of Science and Technology, and Congress for more lab authorities that can help us recruit a worldclass workforce, which is always my top priority,” Miller said.

“The next most important element is infrastructure, our facilities. We don’t wear things out, but the state of the art moves on and our equipment must keep up, so I am always recapitalizing.

To maintain awareness of where opportunities are, our scientists and engineers have to be aware of what’s going on in other organizations, here and overseas. If we become insular and unaware of what other people are accomplishing, we are no longer at the leading edge.”

Noting “the lab has undergone a truly amazing transition in the past 10 to 15 years, from the workforce to the kinds of

technologies and research we pursue,” rather than identifying specific programs by decade, Miller listed some key efforts that sometimes spanned – or even jumped – across decades and labs.

In no particular order, those included: • Battlefield Combat Identification System • FOPEN SAR (ultra-wide band foliage penetrating synthetic-aperture radar) • Lithium batteries • Ballistic protection from IEDs • Applique armor kits for virtually every class of Army vehicle • Persistent surveillance sensors • Bioscience and neuroscience • Quantum information science and technology • Robotics • Nanotechnology and nanomaterials • Dual-band FLIR camera for “all environment” operations • Advances in cyber defense and security Future R&D efforts include an OSD-led effort called Data-toDecision.

“We’re swimming in sensors and drowning in data,” Miller concluded. “How do we take all this data and wring out the information needed to make decisions and take action? There is a socio-cognitive aspect of that as well, where the focus is how to provide information in a way that will impact the ability of Warfighters to make good decisions.

“What is most interesting about today from 20 years ago is all these things are very interdisciplinary. So we have many teams

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across the lab that include experts in neuro science, electrical engineering, and cognitive engineering who never worked together before, didn’t even speak the same tech language, but now are finding new areas of commonality in their research.”

Aviation and Missiles RDEC The history of AMRDEC dates back to 1948 and the establishment of a center for rocket R&D at Redstone Arsenal. The following year, the Army Ordnance R&D Division Sub-Office (Rocket) at Fort Bliss, Texas, was transferred to Redstone, along with Dr. Wernher von Braun and his team of German scientists and technicians, who developed Nazi Germany’s rocket program, then surrendered to American forces at the end of World War II. Their work at Redstone helped advance the development of America’s missile and rockets programs and laid the foundation for the United States’ entry into space.

When NASA was created shortly after the Soviet Union’s launch of Sputnik, the von Braun team was transferred to the newly established Marshal Space Flight Center at Huntsville, Ala. With that, the Army’s R&D activities at Redstone shifted to integrating Space Age technology into field-level weapons.

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When AMC stood up in 1962, it became the Missile Command (MICOM) Directorate of Research and Development, the first of numerous name changes in the following years – the Research and Development Directorate (1965), the Research and Engineering Directorate (1968), the Directorate for Research, Development, Engineering and Missile Systems Lab (1971), the Army Missile Research, Development and Engineering Lab (1972), the Missile Research and Development Command (MIRADCOM - 1977), the Army Missile Lab (1979), and the Aviation RDEC (AVRDEC) and Missile RDEC (1985) under the new Army Aviation and Missile Command.

AVRDEC and Missile RDC (MRDEC) were merged as AMRDEC in 1997, then moved from MICOM to RDECOM in 2004. Each of those iterations represented movement toward AMC’s ultimate development of RDECs as technical centers of excellence to ensure maximum return from RD&E resources.

Since 1976, AMRDEC, designated a Large Development Lab, and its predecessors have received 29 Department of the Army Awards for Excellence, including being named the Army’s R&D Lab of the Year more than any other facility (FY 81-85-89-9394-00-03-05-07). AMRDEC is the Department of Defense (DoD) lead for rotorcraft S&T and gel propellants, maintains one of

U.S. Army photos

///// Left: “PSID” – A wide variety of sensors and detectors developed at the U.S. Army Mobility Equipment Research and Development Center, Fort Belvoir, Va., to protect men, equipment, and installations from the hit-run-and-hide enemy in Vietnam. This seismic intrusion detector was created to alert patrols of possible ambushes. Right: Designed by the Prototype Integration Facility team, a pack to carry a small unmanned ground vehicle (SUGV) uses a quick-release strap system and frame, giving the Soldier another option for the removal of the SUGV.

the Army’s few Capability Maturity Model Level 4 software engineering facilities, and is home to the Prototype Integration Facility, which has become the Army’s Premier Rapid Response Organization.

AMRDEC is divided into 11 functional directorates covering a wide array of technologies, hardware and software applications, including game-changing approaches to detect and destroy threats, enhance performance, lethality, survivability, and reliability of aviation and missile systems, along with programs to miniaturize missile and aircraft components, provide modeling and simulation applications and develop associated training. Those components are: • Advanced Science and Technology Directorate (ASTD) • Aeroflightdynamics Directorate (AFDD) • Aviation Applied Technology Directorate (AATD) • Aviation Engineering Directorate (AED) • Center Support Directorate (CSD) • Engineering Directorate (ED) • Software Engineering Directorate (SED) • System Simulation and Development Directorate (SSDD) • Technical Management Directorate (TMD) • Weapons Development and Integration Directorate (WDID) • Weapons Sciences Directorate (WSD) Some deal primarily with research, while others work across all aspects of the life cycle. That also includes some projects supported by multiple directorates working together to achieve higher levels of efficiency and effectiveness.

CERDEC When AMC stood up in 1962, so did the Army Electronics Command (ECOM), comprising a number of existing communications and electronic warfare labs. In 1978, ECOM was replaced by the Communications-Electronics Readiness Command (CERCOM), which also included the Communications Automatic Data Processing and Aviation R&D commands, along with several labs – Combat Surveillance and Target Acquisition, Night Vision, Atmospheric Sciences, Electronic Warfare, and Electronic Technology & Devices.

In 1985, another reorganization changed that to the CECOM RDEC, which also included the Centers for Communication Systems and Tactical Computer Systems.

As part of the aggregation of all RDECs under RDECOM in 2004, it was redesignated as CERDEC, with a formal mission to “develop and integrate Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance (C4ISR) technologies that enable information dominance and decisive lethality for the networked Warfighter.”

According to CERDEC Associate Director Bob Zanzalari, the major difference after becoming CERDEC within the new RDECOM was the transition from CECOM of engineering support and services for systems maintenance and sustainment, from fielding to demilitarization.

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RDECOM photo

“That completed CERDEC in terms of having SMEs [subject-matter experts] throughout the lifetime of a system, from creation through disposal,” he said. “In terms of the requirements generation process, we receive Warfighter objectives from TRADOC, as well as from our PEOs and PMs [project managers] as they build acquisition programs and understand what technology gaps they may need dealt with in order to meet their key performance objectives.

“We also get requirements from the major commands and theaters of operation where we have troops executing missions. We synthesize all that data into our driving requirements docs, which set the course for us in terms of what we need to do from a science and technology perspective.”

Communications technology is part of all military platforms and systems, each needing the ability to exchange data with all others in the networked digital battlespace.

“Because our tech range is so ubiquitous, touching every platform for which the other RDECs – which often are more platformcentric – have responsibility, we work across the spectrum and they become the engineering and architecture integrators of our efforts on their platforms,” Zanzalari said.

“Both before and after 1985, when the original RDECs were under the control of the commodity commands, you had more silos in terms of the RDECs working on singular problems defined by their commodity commands. When RDECOM stood up in 2004, the greatest benefit to the Army was a single research and engineering command to look at a particular Army problem in its entirety, across all the RDECs and ARL, to bring together the best effort to deal with it, rather than the narrow viewpoint of an RDEC working for a single commodity command.”

He expects that level of integration of ideas and solutions to play a major role in protecting CERDEC – and R&D in general – from major impacts as defense budgets grow increasingly tighter in the coming decade.

“I believe CERDEC as an organization – and, I suspect, the rest of RDECOM – is safe from a science and technology perspective because they have a significant impact on academia and industry, which don’t have deep pockets themselves,” he predicted. “While there will be some decline in S&T, I suspect the perspective will be to continue to invest in science and technology to be positioned to deal with problems as they emerge.”

Because much of communications and electronics technology – with the exception of night vision and high-end intel – are driven by commercial industry with multibillion-dollar R&D budgets, Zanzalari said CERDEC spends the bulk of its resources staying aware of what industry is doing and how to apply that to the needs of its military customers. At the same time, he added, that approach has seen CERDEC evolve into one of the Army’s top SOSIs. “One of the advantages CERDEC has is we work at an individual platform level, but also have an integrated function above the platform level. So a lot of the work we have done in the past,

///// Natick Soldier Research Development and Engineering Center initiated an immediate-action prototyping effort in support of Soldiers in Operation Enduring Freedom. The result was the High-Capacity Ammunition Carriage System that enables a machine gunner to carry and fire up to 500 rounds of linked ammunition from a rucksack-like carrier.

in terms of systems engineering and putting together networks, has remained constant. We have grown in the last several years in terms of both Army and outside agencies coming to us for SoSI knowledge,” he said.

That is one example of how the RDECs as a whole are more than S&T, he added.

“You also have to look at the life cycle model, which goes from concept to disposal. The greatest benefit an RDEC brings to the table is we have all the engineers and scientists doing the direct S&T for the Army or for the operations and sustainment efforts.

Without the RDECs, you have an enterprise that would not be able to function,” Zanzalari said.

“AMC conducts the S&T, provides acquisition support, and ultimately has responsibility for operations and maintenance support, which is why LCMC has been added to commands like TACOM. From an RDEC perspective, we are leading on the S&T side and supportive on the acquisitions and sustainment sides as part of that process. So while the PEOs, PMs and AMC commodity commands have management responsibility for certain parts of the materiel acquisition life cycle and program management and some technical support, we – that is, RDECOM and its 17,000 or so engineers and scientists – are the engineering arm for all of that, enabling that life cycle to happen.”

Since 1976, CERDEC and its predecessor organizations have received more than 1,200 patents, 10 Army’s Greatest Inventions citations, in excess of 100 R&D Awards, and 23 Small Business Innovation Research Quality, and Achievement awards.

cerdec Major Projects

1960s

• Mobile Digital Computer (MOBIDIC), the world’s first mobile, van-mounted computer for use at Army field and theater levels • Experimental hand-held radar unit, using the latest

micro-miniaturization technology, to spot moving targets more than a mile away • PRR-9 helmet-mounted receiver and PRT-4 hand-held transmitter, providing miniature, all solid-state radio

designs with lower power consumption • Passive night vision devices “The evolution of night vision technology led to huge changes in how the Army conducts warfare,” Bob Zanzalari noted.

1970s

• L ithium sulfur dioxide throwaway batteries – four times the life of carbon-zinc, twice that of magnesium batteries • AN/APR-39 radar warning system, providing directional

information of radar threats • Frequency-hopping R&D • AN/PVS-5 night vision goggles • Transponder-based landing system patent

U.S. Army photo

1980s

• T actical Fire (TACFIRE) direction system for automated field artillery command and control • Patent issued for improved fabrication of integrated circuits for enhanced device performance and reliability at high operating temperatures • Patent for first practical low-temperature electrolytes for lithium-ion batteries • Frequency-Hopping Multiplexers • Multisensor Target Acquisition System – millimeter wave

radio providing modern heavy forces with an independent, all-weather sensor capability “The patent on improving the method for fabricating integrated circuits was a huge step forward from a standpoint of having the ability now to design systems with smaller footprints,” Zanzalari said.

///// August 1966. The Survival Vest SV-2 was worn by OV-1 (Mohawk) aviators during the Vietnam War. It has pockets for knives, distress marker light, RT-10 survival radio, pyrotechnic projector and flare, medical items and foraging equipment as well as an Army life preserver.

1990s

“In the last decade or so, we have brought in larger numbers of computer engineers and scientists to develop field applications bringing together a lot of disparate information to improve the accuracy and timeliness of military decisions,” Zanzalari said. “Similarly, in terms of cyber ops – network protection on the defense, network exploitation, and attack on the offense – we needed more folks rooted in computer engineering and science.”

• Patent for detection and characterization of LPI signals • Second-generation FLIR Horizontal Technology Initiative • Soldier’s Personal Adaptive Monitor • Patent for dual EHF, VHF vehicular whip antenna

2000s • • • • •

Phraselator – hand-held combat language translator Zinc air battery Lightweight counter-mortar radar Countermeasures protection system Robust IED and landmine detection

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Natick Soldier RDEC

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///// The Phraselator, a hand-held combat language translator, was developed by AMRDEC.

being more cautious in our hiring, in anticipation we may not need the size of our current workforce, so we have established a glide path down on personnel,” he said, adding that goes beyond raw numbers to the skills and expertise of those who stay, as well as new hires.

“One of my biggest concerns is not having enough clarity on what is going to happen. If I knew what the situation would be in two years, I could lay out the glide path to meet that. But we don’t have that level of clarity, so we try not to make decisions that are irreversible.”

Some Army needs are enduring – more accurate, sometimes more lethal, weapons – while others are emerging – scalable lethality and insensitive munitions that do not explode due to poor handling or being hit by a bullet, tank round, or missile.

“We have the most lethal force in the world, which was hard earned. And a lot of it came from the work we do here and throughout the armaments enterprise. But collateral damage was not as strong a consideration in prior wars as it is today, so very high precision weapons and non-lethality are very important,” he said, adding the safety of U.S. and allied troops also is paramount.

“You have to store ammo some distance from the rest of an operating base or protect ammo carried in ships or vehicles.

So we have developed insensitive munitions that are triggered only when we set the right conditions. In 2010, we came up with IMX-101, which is a compound that retains many of the qualities you want to have in an energetic material but does not react to stimuli you can’t control.”

U.S. Army photo by David McNally

The motto of the Natick (N.J.) Soldier Research, Development and Engineering Center (NSRDEC) can apply to all of its sister RDECs and labs: “The science behind the warrior – yesterday, today, and tomorrow.”

“What resonates the most with me is that, at the end of the day, what we look at is enabling the Warfighter to do what he or she needs to do better, whether that is protection, lightening the load, or training,” Meléndez said. “We’re in the business of lethality, of armaments to dominate the battlefield, so empowering the Warfighter is key to what we do.

“That doesn’t necessarily mean making bigger holes, but rather providing solutions the Warfighter needs. In today’s warfare, that may not be a more lethal weapon but just the opposite, a weapon that is primarily aimed at reducing collateral damage. So part of the work we do does not necessarily address lethality, but making the systems they have safer or lighter.”

Natick also reflects the major shift in military R&D from pursuing what seems a good idea in the lab or is proposed by someone outside the actual chain of development, acquisition, logistics, field use, maintenance, sustainment, or even foreign military sales or demilitarization, to relying instead on those in that chain – especially the Warfighter in the field.

“We have two mechanisms by which our R&D programs are chosen. One is technology pull, where from the top down we pull technology to meet the needs we know. We don’t do that in a vacuum; there is a whole community that engages when we start that process – our key customers, the PEOs, the Deputy Secretary of the Army for R&D, TRADOC, etc.,” he said.

“We also allow for technology push. Someone in the labs has an idea we feel may have a high payoff, even if it also is high risk or may not address a known requirement today. The art of the challenge on my side is to make sure we have the resources to do programs that come up through the formal tech pull process, but also allow some innovation, ideas we don’t expect and may not immediately understand.”

NSRDEC’s relationship with its sister R&D components, RDECOM, AMC, and the full-spectrum customer community is based on the concept of the materiel enterprise.

“If you look at the whole life cycle of a capability, from early R&D to production, fielding, sustainment, and demil at the end, there are notionally three organizations engaged – an RDEC early on, then transitioning to the PEO, which does not report to AMC but up a different chain of command to the ASA ALT, then to the LCM center, which is an AMC element,” Meléndez said.

Meléndez noted the RDEC funding process requires using the best available tools, for increased efficiency, but especially for forecasting.

“One of the initiatives we are taking on is applying the concepts of Lean Six Sigma to our key processes. We’re also

Natick Soldier RDEC Major Programs

1960s

• •

•

•

Warheads for several missile systems Ignitions systems capable of reliably igniting

gun-launched rockets First accurate, reliable, zoned artillery rocket- assisted projectile Plastics research leading to composite armor to protect helicopter pilots and gunners

1970s

•

• •

•

155 mm M549 and 8-inch M650 extended-range rocket-assisted projectiles M712 Copperhead, the first artillery-fired guided missile Electronic time fuzes to replace mechanical fuzes in both tank and artillery ammunition M66 mine, with infrared sensors to locate and launch an antitank warhead at enemy armor

1980s

• Appliqué reactive armor for the Bradley Fighting Vehicle

• Ground-emplaced Mine Scattering System (GEMSS), FLIP PER mine dispenser and air/ground VOLCANO mine

dispensing systems • Fin-stabilized, discarding sabot ammunition with improved ability to penetrate and destroy enemy armored vehicles • M762 electronic time fuze for artillery, the first to

incorporate an inductive setting

Photo courtesy Warren Weaver, DAC

1990s

• S olid propellant single-increment charge (UNICHARGE) to replace zone charges for artillery systems • Infrared and millimeter wave sensors research vital to the development of Sense And Destroy Armor (SADARM) and smart, target-activated, fire-and-forget munitions (STAFF) • Wide Area Mine (WAM), using advanced acoustic and seismic sensor technology for area denial • Octanitrocubane, explosive promising a 30 percent power

increase over HMX, the most powerful explosive already in service with the Army “The newest technology thrust of the 1990s was in the area of electric gun propulsion, which promised increased muzzle energy and enhanced system performance while eliminating the residue of conventional propellants,” NSRDEC historian Patrick J. Owens said. “As the manager of the national effort to develop tactical electric guns, we constructed an Electric Armaments Center at Picatinny, [N.J.].”

///// An M712 Copperhead cannon-launched laser-guided projectile nears the target, an M47 medium tank. NSRDEC developed the Copperhead in the 1970s.

2000s

• Explosively Formed Penetrator work • IMX 101 and 102 Insensitive munitions • XM982 Excalibur Precision-guided Extended-range

Artillery Projectile • Fixed-site/Vehicle-mounted Gunfire Detection of sniper fire • 5.56 mm M855A1 Enhanced Performance Round “We have a phrase here at Picatinny: Without lethality, an army is just a parade,” Meléndez said. “So as an organization, we strive for excellence. We understand the need to continuously improve – understanding the importance of the mission and what we bring to the Warfighter.”

“R&D not only involves creating new products, but also new manufacturing processes, which can be as important as anything else,” NSRDEC historian Patrick J. Owens noted. “Picatinny has to do its job before wars break out, as do the other labs and centers; development times vary, then you have to wait for the need to arise.

“When we got into weapons, we also worked on a new mission – applying fire control technology to mine delivery missions. We

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also got into research on armor, fuzes, even nuclear, such as the warhead for the Pershing 2 missile,” he said.

Tank and Automotive RDEC TARDEC traces its history to the late 1930s and growing U.S. concern over the German Panzer divisions that were beginning to roll across Europe with relative impunity. A War Department study group formed to determine the status of American tank capabilities and requirements recommended formation of the Detroit Arsenal and the U.S. Army Tank Automotive Research Lab. “The intent was to understand the nature and integration of components before we tried to field them,” according

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to TARDEC’s chief scientist, David Gorsich, Ph.D. “So the R&D community was brought together with the tank plant and within one year of breaking ground in 1940, they were producing tanks.”

In the two decades before AMC, the tank automotive center in Detroit dealt with a number of R&D areas since moved elsewhere, from NBC protection to the biological deteriorization of materials to robotics and terramechanics – the interaction between vehicles and terrain. For most of its history since AMC, it was part of the Tank Automotive Command (TACOM). When the RDECs were moved under RDECOM, however, TARDEC’s mission became more focused as the primary R&D center for ground systems.

“Even so, the R&D centers are very integrated with the same commands as in the past. TARDEC, for example, does

U.S. Army photos

///// Above: By integrating new technologies on the Stryker, TARDEC can continue developing a greater range of capabilities than when the system was first deployed. Right: Christopher Hurley, an electronics engineer with RDECOM’s Communications-Electronics Research, Development and Engineering Center for six years, leads the battery development projects team. Scientists and engineers are lightening the Soldier’s load by developing smaller and lighter batteries, unburdening the Soldier, increasing maneuverability, reducing fatigue, and cutting time needed for battery recharging.

a lot of reimbursable work with TACOM and helps them make their acquisition decisions. We have many engineers and scientists embedded in their organizations,” Gorsich said. “That’s a key point, which could be confusing to someone outside.

“We are the lead experts, from a technology and engineering perspective, for all DoD ground vehicles, including technology options for upgrades or dealing with existing problems in the field [including] developing, integrating, and sustaining the right technology solutions for all DoD ground platforms, to improve force effectiveness and serve as the ground systems integrator for the entire fleet – manned and unmanned, wheeled or tracked.”

In that capacity, TARDEC works closely with the other AMC RDECs and the U.S. Army as a whole, but also the Marine Corps, Navy, and Air Force, as well as the Department of Energy, including an advanced vehicle technology alliance formed in 2011.

“We also do as much as we can with industry and their IRAD [internal R&D] investments and how we can integrate those.

All of which makes TARDEC a real leader in collaboration and partnering with other agencies and industry,” he said.

“We also have a long history with DARPA, sometimes managing programs in robotics or ground system design, working with them to help guide and shape those programs.

We also play a key role in transitioning technologies, so when DARPA completes its research on a robotic system, we will take over in terms of integrating those into the ground community.

So we help shape some of their programs, run some of them for them and ultimately are their transition partners.”

As with the other RDECOM components, TARDEC functions not only as a science and technology research center, but even more important as part of an intricately linked partner with other RDECs, industry and academia. The goal is to ensure anything they do is known and available to the others – and any work performed by other organizations is fully vetted for application to military ground vehicles.

“If [another facility] is doing fundamental materials research, we would work with them to see if that research would make sense integrating into existing ground platforms. So we do research here, but more importantly, we work with the other labs to make sure the research they do gets translated into the ground fleet. We really are a clearing house for all ground systems R&D,” Gorsich explained.

“We also often work with the other RDECs when we are developing a technology to integrate into ground systems. For example, if we are looking at armor materials, we will work with ARL; if it is something that involves the individual Soldier, we will work with Natick on how the Soldier gets in and out of the vehicle. We also worked with the medical community to develop a new testing dummy for underbody blasts, determining how tissues react to blast forces.”

Working as a community was a primary goal in the creation of RDECOM, one he believes has been achieved.

“Ultimately some of the new problems the Army faces involve multiple RDECs, working together. ASA ALT then looks at those efforts in totality and where funding is going,” he said.

Gorsich declined to single out individual technologies and dates in terms of R&D contributions TARDEC and its predecessors have made since coming under AMC, but did address the question in more general terms for the past five decades.

“Our expertise in power and mobility of ground platforms has been crucial for the Army. All the requirements we put on our ground systems make it much more complicated to develop a vehicle able to get through the terrains and weight classes required. TARDEC has been central to those decisions, including whether a vehicle should be tired or tracked,” he said.

“Sometimes mobility has been more important – such as jeeps in Vietnam – but more recently, survivability has taken the lead. TARDEC has played a huge role over time, covering multiple technology programs, in determining tradeoffs to make a vehicle mobile, with the right power and propulsion components, while also making it survivable.”

The same has been true with what in recent years has been termed “electrifying” vehicle systems – incorporating and supporting the vast array of computers and communications systems that set 21st century military vehicles so far apart from their 20th century predecessors.

“In terms of the complexity of controls and communications, each vehicle today is, in some ways, a super computer,” Gorsich said. “So

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U.S. Army photo

///// TARDEC, the Army’s robotics center of gravity, conducts research in the areas of tele-operated and autonomous unmanned ground vehicle systems.

vehicle electrification, electronics control, trade-offs in propulsion, mobility and survivability, and robotics have been crucial, including watching commercial industry developments.

“TARDEC has played a key role in robotics for decades, from early, limited efforts to working today with the thousands of robotic systems in the field. The ability of the Army to have UGVs not only saves fuel – they need less armor – but keeps Soldiers out of harm’s way and gives us different levels of mobility.”

He also cited TARDEC’s historic role in developing the Abrams Main Battle Tank, looking at tradeoffs and capabilities, from the 1980s through today and, in the past few years, integration of technologies into the MRAP, including how survivability changes impact other concerns, such as stability.

As the U.S. military begins an expected shift of emphasis from Southwest Asia to the Pacific Rim and Africa, TARDEC and the rest of RDECOM and AMC will need to change perspective, as well, he added.

“Whenever we shift focus to a new region, all the RDECs need to think about what will happen to our equipment in that region. An effective vehicle in a PacRim locale will be different from Iraq, where heat and fine dust were major issues,” Gorsich said. “So we now have opportunities for the R&D centers to think ahead and look at how to improve our engines to deal with those … to properly shape our future R&D programs.”

Beyond 2012 Looking at the evolution of the current structure, ARL’s Miller sees AMC as “the glue that holds together RDECOM with the LCMCs. RDECOM, in turn, provides a connection and support to those LCMCs, including engineering support for system sustainment, as well as development of new systems.”

As to the future of Army R&D, under anticipated increasingly austere budgets, Smart RDECOM’s historian, believes the value of continuous, persistent technology refresh and advancement has been proven beyond doubt, especially when game-changing breakthroughs and applications have gone from as few as once a decade before World War I to multiples a year now.

“From an historical standpoint, after each war there are major, significant budget cuts. But in all cases, some element of R&D survives. In fact, during the low periods of tight budgets, some of the best work in R&D led to some of the best equipment fielded in the next war,” he concluded.

“Budgets always are an issue – even at the height of World War II – and always will be, with fluctuations depending on the world situation. Up until now, there has always been a continuing R&D aspect on a regular basis, so it would be a major change and error to eliminate that capability, because R&D is your future.”

39

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U.S. ARMY ARMY MATERIEL MATERIEL COMMAND COMMAND

Combat Feeding

///// A 1966-67 photo of a Ration Supplement and Beverage Pack, which supplemented the Meal, Combat, Individual and Food Packet, Long Range Patrol, both standard items and used in Southeast Asia.

By J.R. Wilson

Years of

I trench warfare made foraging impossible, but the 25-man ration packs issued during that conflict soon proved impractical as well, and were replaced in the 1920s with individual rations. The Army Subsistence Research Laboratory worked on a number of improvements during the 1930s, but with little funding – the 1938 budget was only $300 for the entire year.

As World War II loomed on the horizon in 1939, the lab announced adoption of a new Field Ration C, more commonly known (and cursed) by Warfighters as C-rations (canned food – including a lot of fruit – cakes, and bread); another version, for paratroopers, was called the K-ration. Continued improvements during the next two decades led to the Meal, Combat, Individual (MCI) in 1958 – but Soldiers saw little difference and continued to call them Crations.

In all cases, from the Roman legionnaire to the American forces going into Vietnam at the time the Army Materiel Command (AMC) stood up in 1962, the goal was something that would fill the stomach, meet maximum pack weight requirements, and be easy to prepare. But there was little concern for nutrition – or for taste. The nutrition element began to change with additional improvements to the MCI in the 1960s, making it the first “nutritional” military ration.

N

apoleon is generally credited with saying, “An army travels on its stomach.” But while armies had been on the move for millennia, it was not until Roman legions began expanding the Empire that a military established some level of standardization for field rations.

For the legionnaire, that meant carrying enough grain – usually in the form of hardtack – to mix with other items, typically foraged, to provide about 3,500 calories a day. With a standard allocation for 16 days in the field, the legionnaire carried about 50 pounds of hardtack, along with olive oil and a strong, nearly vinegarish, wine.

From its founding in 1775 until World War I, the U.S. Army, along with most others since the fall of Rome, expected its soldiers to forage for food. That began to change when World War

40

“The MCI basically was a prepackaged, shelf-stable ration issued on a meal basis. So a Warfighter in Vietnam would receive a box of MCIs, each containing one of 12 available menus, but choice depended on how fast each Warfighter got to the case containing the boxes,” noted F. Gerald Darsch, director of AMC’s Defense Combat Feeding Directorate (DCFD).

“Each box weighed about 25 pounds, so each MCI was about 2.2 pounds. They comprised canned products, along with an accessory packet containing salt, pepper, sugar, instant coffee, nondairy creamer, chewing gum, toilet paper, and cigarettes. At the very end of MCI production [in the late 1970s], the surgeon general prohibited inclusion of cigarettes and they never were included in even the very first MRE [Meal, Ready-to-Eat].”

Credit U.S. Army photo

The Meal, Combat, Individual

Photo courtesy of DoD Combat Feeding

///// As part of the ‘First Strike Ration,’ the shelf-stable pocket sandwich gives Soldiers a portable ration that they can eat on the go.

The sandwiches always score well in field testing.

The surgeon general also became more heavily involved with what is known as Recommended Military Dietary Allowances (RMDA). In designing the MCI, there was a concerted effort to include roughly one-third of the RMDA into each menu.

The original 12 menus were modified slightly through time.

There also were three M units with each MCI: M1 was meat – ham slices, turkey loaf, tuna, etc.; M2 comprised other protein choices, including the least popular – ham and lima beans; M3 had another type of items in the grouping – boned chicken or turkey, pork steak, meat loaf, spices. Along with the M units were B units, also in three varieties – primarily crackers, chocolate, processed cheese spreads, cookies, and cocoa powder. And, finally, D units, with fruitcakes, nut rolls, fruit, and white bread. The idea was to combine M, B, and D units, making up one menu and meeting the RMDA. In reality, there wasn’t much control over nutrition because Soldiers rarely took a balanced selection of cans.

The organizations tasked with improving and fielding each new generation of combat rations changed in name and focus under AMC, beginning with the 1963 consolidation at Natick, Mass. – home of the Soldier Systems Center – of the military research and food development mission, including the Quartermaster Food and Container Institute. It was known as the Food Engineering Lab in the 1960s and the Food Engineering Directorate in the ’70s, then the Sustainability Directorate, and finally, in 1998, stood up as the DCFD under Darsch.

Since 1972, each was responsible for executing the Department of Defense (DoD) Combat Feeding Research and Engineering Program on behalf of all the services and the Defense Logistics Agency (DLA).

While the MCI was considered a major improvement in field rations, it was viewed by the troops with about the same level of

41

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///// Soldiers at Fort Carson, Colo., meet with Jeannette Kennedy (left) and Wendy Johnson from the Natick Soldier Research, Development and Engineering Center at Natick, Mass., to provide input about items in combat rations and to try out new prototype menu items.

disdain as the old C-rations. That also applied to some specialty rations developed during Vietnam that remained in service long after that conflict ended.

U.S. Army photo by David Kamm

The Long Range Patrol (LRP) Ration “The Long Range Patrol ration was developed exclusively for Vietnam special operations forces [SOF]. The intent was to introduce something that was a restricted ration used by SOF for long-range patrols, with ultimate light weight,” Darsch recalled.

“At that time, there were six LRP menus, but it basically was a super-sized, freeze-dried entrée, with about 1,000 calories per meal, the majority from the entrée. Hot water would have been the best rehydrator, but was not usually available; cold water was not very effective, so some people actually ate them dry.

“The LRP was forerunner to today’s First Strike Ration [FSR], although ‘Strike’ doesn’t have any freeze-dried components. The last LRPs were procured in the late ’70s, but the special ops community decided they wanted to re-introduce it, so we went back to the drawing board, looking at new packaging technologies, such as a brick pack rather than a pillow pack. The new LRP also had about 1,500 calories, with twice the menu options.”

First procured in the late 1980s, the “new” LRP has been bought yearly ever since. It was joined in the 1980s by a sister ration developed for the Marine Corps – the Meal-Cold Weather, also called the Ration-Cold Weather (RCW).

“During the Cold War, the Marines had the responsibility of assisting Norway in Arctic patrols. The RCW would not freeze and provided about 4,500 calories per day, needed for cold weather work. There were six menus – basically two menu bags held together with a rubber band. So a Marine would grab one RCW to provide enough for one cold day,” he continued.

“Because it was a whole day’s supply – and Marines typically would get one hot meal back at base camp – about a third of the RCW went to waste. So they opted for a Meal-Cold Weather rather than Ration-Cold Weather; the Marine would grab two meals to eat on patrol, then would have his third meal – hot – back at base.”

DCFD Deputy Director Kathy Evangelos said the evolution of the MRE was indicative of how much time and difficulty can be involved in making a major change in field rations.

Meal, Ready-to-Eat “The actual design of the MRE began in 1956, but real development did not start until 1959. The requirement for the MRE

was restated in about 1972,” she said. “The most revolutionary change was moving from cans to pouches – but getting the pouch technology right was a major challenge. They also were evolving new menus, but it still was pretty much a mediocre ration, despite having the latest technologies of the day.”

The first MRE fielded had 12 menus, including three dehydrated products – beef, pork, and potato patties. That was the basic composition for the first five years, but even though those were not produced after 1985, some were still showing up in Southwest Asia in 1991-1992.

There were some minor changes – beans, additional freezedried fruit – in 1986, along with an increase in some of the entrées from 5-ounce to about 8-ounce portions. In the 1987 procurement, the biggest change was the introduction of Tabasco® sauce in three of the 12 menus, a reaction to something Warfighters had been bringing to the field themselves.

The 1988-1989 MRE basically eliminated all freeze-dried products except fruit and saw a number of replacement entrées, such as spaghetti with meat sauce, and all entree portions were increased to about 8 ounces.

It was a start – but failed to satisfy one very important customer.

“One afternoon, Gen. Colin Powell, then-chairman of the Joint Chiefs of Staff, called Gerry [Darsch] to meet with him. When he walked into the office, Powell said, ‘Don’t sit down; I have two words for you pertaining to the MRE: fix it,’” Evangelos recalled.

“Gerry came back to Natick and began the Combat Ration Continuous Improvement Program. So today, it is what Warfighters want to eat rather than what a nutritionist or food technologist thinks they should eat. Nutrition isn’t nutrition if it isn’t being consumed because the Warfighter doesn’t like the food.”

DCFD also formed the Joint Service Operational Rations Forum to get decision-makers from all four services and DLA into one room at the same time, with the power to decide what would go in whatever was in the family of combat rations at the time.

43

///// Tina Howard and Katelyn Oalessandro from Natick Labs showcase new food items in the Combat Feeding Program.

also was the first year the [water activated] flameless ration heater was included with the MRE. And that was significant,” Darsch said.

“In 1996, we began our menu expansion, from 12 to 16 and then, in 1998, to 24. Ever since that chat with Gen. Powell, a yearly field test has tracked the demographics and expectations of the Warfighters. When a Warfighter came back saying, ‘You will never please all of us all the time, but you are pleasing most of us most of the time,’ we knew we had come a long way – but still have much to do.”

U.S. AMC photo

First Strike Ration & Unitized Group Ration-Express “That forum has been very successful, giving everyone a voice.

Each year, Natick provides the results of our field testing [to the forum] and makes recommendations based on data collected from Warfighters in the field during the evaluation,” Darsch said.

“As a result of the CPIP and our business philosophy – ‘Warfighter recommended, Warfighter tested, and Warfighter approved’ – since 1993 more than 260 new items have been included in the MRE and we have increased the number of menus, incrementally, from 12 to 24.”

Those changes also reflected serious problems encountered during the first major conflict since Vietnam – Operation Desert Shield/Desert Storm in 1990-1991. The absence of sustained combat operations in the 15-plus years prior to the first Gulf War had pushed field rations to their shelf-life limit, if not beyond.

“By Desert Storm, MREs were almost seven years old and held in ship holds that were not temperature controlled,” Darsch said, but added that was not their only problem. “We were paying attention to nutrition and shelf life, but while we reduced weight and size to the best possible, along with air drop and environmental extremes, we did not pay enough attention to whether our Warfighters would actually eat them. The criticisms we had back in the early ’90s and before were justified. Not only were they mediocre rations, it took seven years to go from creation to foxhole.”

That conflict also saw widespread bartering among coalition troops; in particular, the U.K. Army personnel hated their rations as much as American GIs did – who were calling MREs “Meals Rejected by Everybody” – and worse. So in a tradition of longstanding in the field, Warfighters from the United States, U.K., and other coalition nations traded rations, with a degree of novelty helping each seem better than viewed by its original recipient, Evangelos noted.

“The real changes began in 1993, when we began making significant changes based on Warfighter feedback, switching out entrées that were not scoring as high as others. That procurement

Darsch and Evangelos met with Warfighters in theater in 2005 and took along two new concepts for them to evaluate: a new First Strike Ration (FSR) and the Unitized Group Ration-Express™ (UGR-E™) – or, as they call it, “kitchen in a carton.” The two met with advisers from all services in both Iraq and Afghanistan and “hit two home runs by demonstrating the capability [those two items] provided to the Warfighter that historically had not been available,” Darsch said, adding the FSR was fielded three years later.

“Those ideas were a combination of requirements from the services and the knowledge, experience, and innovation of food scientists at Natick, doing both technology push and capability pull,” Evangelos said. “Around 1999, on the tech-push side, Gerry envisioned a future asymmetric battlefield and how we would need to feed the military in combat. That’s when he came up with the FSR, which would be very different from the MRE, taking into account and pushing new technologies, from both a packaging and processing standpoint.

“Warfighters wanted a ration they could eat out of hand, on the move. Because they have to carry all that in their rucksack, we also needed to reduce weight and volume. We’ve only fielded three FSR menus, based on field testing at Fort Benning [Ga.], but are in the process of expanding that to nine. That’s the result of a lot of technology being pushed at Natick that the commercial sector does not push.”

The kitchen-in-a-carton drew major support from those who saw it demonstrated, both in the field and back in the United States. As with most elements of combat feeding, the UGR comes in more than one form.

“Today we have the UGR-A, which has a frozen component and needs a field kitchen; the UGR-Heat and Serve; the UGR-B, used exclusively by the Marine Corps, with different components because they don’t have refrigeration assets,” she said. “During OEF/OIF, in order to get hot chow in something other than an MRE,

45

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///// Daniel Nattress (left) and Deborah Haley of the U.S. Army Natick Soldier Research, Development and Engineering Center at Natick, Mass., focus on providing the most nutritious, tasty items possible in combat rations.

group rations were delivered by convoy. But the enemy knew about those convoys.

“So we developed the UGR-Express – a box where a soldier could pull a tab and there was a hot meal for 18 Warfighters. That was fielded in 2006. It uses meals in polytrays and requires no cooks, fuel, water, or service equipment. Because they reduced the number of convoys, one Warfighter returning from theater said those rations were saving lives. They could be airdropped or brought in with other supplies and not scheduled around meals, which the enemy had used to plan attacks.”

The UGR-Express was fast-tracked when Darsch and Evangelos returned from Southwest Asia, and was ready to field in less than a year, which Darsch termed “something of a record.” He also recalled that Lt. Gen. Frank Wiercinski, now commanding general of the U.S. Army-Pacific (USARPAC), said the combination of the FSR and UGR-E “would change the way we fight.”

U.S. Army photo by David Kamm

NATO Standard Ration DCFD also works with DLA on humanitarian rations, mostly based on the MRE; with NASA on food taken into space; and on special dietary requirements for U.S. Warfighters, which has included kosher, vegetarian, and gluten-free meals, as well as special meals for detainees at Guantanamo Bay. With nearly every major military action in recent years involving NATO and other coalition nations, they also have examined field rations issued by those nations – and are working on a NATO Standard Ration.

“In that work, we discovered the Brits, for example, had not really touched their operations ration pack since Korea. We talked to them about how we do field testing and let Warfighters assist in the process. They were able to take some ideas we provided, do field testing in Southwest Asia, and developed an entirely new ops ration pack, expanding the number of menus from eight to an additional 24 in just the last couple of years,” Darsch said.

“The NATO Standard Ration will address only an individual operations ration. We’re really not dictating what the meals would be or the kind of packaging used. We are dictating some of the minimum essential characteristics, such as nutritive value and interoperability challenges.”

In the past, NATO has worked to ensure every member was using the same type of ammunition, fuel, communications, etc.

But at least equally important is ensuring every Warfighter will be able to consume another nation’s rations. That requires knowing what kind of pallets they are on and how many rations per

pallet; what kind of utensils the supplying nation uses others might not have; how much water, if any, is needed to reconstitute portions of the ration; do they meet minimum U.S. nutritional requirements, etc.

Both the information contained on the package label and the language in which it is written also are part of the standardization effort. In 2013, for example, MRE labels will be printed in both English and French, the other primary NATO language.

In addition to careful monitoring of shelf life and nutrition – both part of the label – DCFD and NATO are looking into a new concern: acceptance factors – how to address menu fatigue by determining the appropriate number of menus available before any one is repeated.

“When we do field tests, we want a representative demographic. And one thing clearly ringing true is ‘a taste of home.’ So we have seasoned black beans, Asian pepper steak, ratatouille, and buffalo chicken, but also chicken pesto and pasta. It’s a pretty impressive menu,” Darsch said of the latest iteration of MREs, but added some foods and shelf life remain unconquered. “We have some challenges with eggs, which are protein; protein denatures and can’t be un-denatured. We’ve brought in folks from some of the largest food producers in the country and R&D centers and they just can’t help us. Another, in terms of shelf life, is seafood.

“We were once told soldiers wanted a version of a hot pocket that did not need refrigeration. Industry told us that can’t be done, but it can be done with the right people with the right level of dedication. Not only are we now using that in our FSR, but the Brits are developing their own FSR and have had our pocket sandwich approved by European authorities.”

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Advancing Processing, Preservation & Packaging Technologies In the world of combat feeding, “food processing” and “preservation technology” are closely linked, with both including not only the food itself, but also how it is packaged.

Lauren Oleksyk, DCFD’s Food Processing, Engineering and Technology team leader, said little changed in terms of which rations were issued from the development of canning shortly after the American Revolution to release of the MCI – which included freeze-dried foods – nearly 175 years later. Even then, one thing remained constant: Warfighters hated them.

The biggest changes in the history of combat rations, however, came with the MRE in the 1980s. Soldiers still hated them, but, for the first time, the process opened the door for DCFD to focus more attention on taste and Warfighter preferences – although it would take years to see real progress.

“What really made the MRE was the development of the retort pouch, which also was known as the flexible can. So we took the rigid can from the MCI and used the same processing for the foil pouch,” Oleksyk said. “A retort is a giant pressure cooker that sterilizes food during the canning process and really is what the whole MRE development was based on. We came up with 12 initial menus and, because the profile of a flexible pouch was so much more narrow than the old cans, we were able to reduce processing time and have a higher quality food.”

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Some of the technologies employed along the way – irradiation of canned bacon, freeze-drying, tube foods – were developed in cooperation with NASA, which still uses those on space missions. Tube foods, which DCFD prepares once a year, also are provided to the Air Force for long-duration, high-altitude flight, since the pilot cannot go without oxygen to eat.

For the first few years, MREs also used freeze-dried foods, but in 1986 freeze-dried meat was replaced by retort-processed meat.

“Basically, we went from freeze-dried to a ‘wet’ meat, which was considered more edible,” she said. “We met the basic requirements of a lightweight, [nutritionally] complete meal with a very long shelf life – we have a three-year requirement – but in the first decade of the MRE, we focused on nutrition and did not spend a lot of effort on whether the Warfighters liked it.

“That all changed in the early 1990s, soon after Desert Storm, when we realized everything we develop for rations should be approved by the Warfighter. Today, we have annual field tests with Soldiers, who try all our prototype items; we have to get Warfighter acceptance before we can introduce it into a ration.”

One such inclusion: A bottle of Tabasco sauce, which now is packaged in a small pouch.

While refrigeration would provide a new level of fresh food in theater, Soldiers feeding themselves away from any fixed base still require non-refrigerated field rations. To combine that with light weight, high nutrition, good taste, long shelf life, and usability in environments from steaming jungles to frozen mountaintops to blazing deserts has made DCFD’s task more difficult than ever, despite new technologies.

“We are looking at new processes to replace the thermal retort process that is not detrimental to the food and gives it the quality of being fresh-prepared. We’re really trying to mimic fresh-cooked food,” Oleksyk said. “We’re also looking at other ways to make rations shelf-stable without impacting the quality of the food.

“Our mission is to ensure Warfighters have food no matter where they are, taking into account all kinds of problems, including rodent and insect protection. The package barrier also has to protect the food in all forms of delivery – including air drop – provide shelf-stable storage without refrigeration, and withstand temperatures from 60 degrees below zero to 120 above.”

High temperatures and humidity can affect packaging, which is now largely foil-based. Foil is not susceptible to high temperatures, but can become brittle in extreme cold. And if the package is compromised, so are shelf life and sterility.

“The foil itself has been a necessity until recently to give us that three-year shelf life. The main entrée package still is foil-based,

Photo by Gerry J. Gilmore, American Forces Press Service

///// Gerry Darsch, director of DoD Combat Feeding at U.S. Army Natick Soldier Research, Development and Engineering Center, Natick, Mass., heats up the Unitized Group Ration-Express, also called “kitchen in a carton,” designed to provide hot meals to Warfighters in the field.

ALABAMA but some of the most recent advances we made at Natick involve very high-barrier films rather than foil, such as nanocomposite materials and barrier coatings applied to film,” she added. “One reason, in terms of novel food processing, is to use microwave sterilization for food preservation – and you can’t have foil packages in a microwave. We have a Polymer Film Center of Excellence at Natick, part of DCFD, which is testing a lot of non-foil materials for food applications.

“Industry is moving to similar packaging; the foil-laminated pouch is not used as often because they don’t have the long shelf-life requirement we do; it also is not easily recyclable. So down the road, the retort pouch as we know it, with the foil layer, is likely to change.

We’re verifying the barrier properties of those new materials will give us long shelf life and we already have FDA approval on some microwaved products.

So that change could come within the next two to three years.”

The next generation of rations – not only MREs, but LRP and FSR – will bear little resemblance to anything Soldiers have eaten – or, for most of history, endured. That applies not only to packaging, which is on the verge of a radical revolution, but also to content, variety, and flavor.

“One reason we do annual troop surveys is the demographics of the military have changed significantly, so we have a lot of new products with jalapenos, feta cheese, and other items that reflect those changes,” Oleksyk said. “A lot of innovations at Natick also are going toward our new First Strike Rations and eat-out-of-hand foods.

“The FSR – which doesn’t replace the MRE but is used for the first 72 hours of combat, when there is a lot of need for quick energy – does not have the kind of components you would sit down to eat.

They are eat-on-the-go-type foods, including sandwiches, and we’re developing meats mixed with caffeine and other performance-optimizing ingredients to give them quick energy. That includes applesauce to help prevent the crashand-burn feeling.”

Moving to new, high-tech films and food preparation and preservation technologies raises new concerns the old triedand-true methods already had addressed, such as preventing microbial growth in products not filled with preservatives.

“We try to control the water in the foods and the oxygen that reaches them, which alone can help preserve food such as pocket sandwiches. Those have two components – a bread exterior and a filling – such as a maple/cinnamon French toast filled with sausage, bacon/cheddar, or pepperoni. These pocket sandwiches do not go through a thermal sterilization process and contain no preservatives, so they only have a two-year shelf life,” she explained.

“We use ‘hurdle’ technology instead, which includes using the ingredients to control water activity, keeping down the amount available for microbial growth. We also raise the acid content a bit, but not so high as to impact the taste. And we control the oxygen in the package by using oxygen-scavenging packets, such as [those] found in bottles of vitamins and such. Those are three types of hurdles microbes have to ‘jump’ before they can get to the food and begin harming it.”

An advanced materials engineering team also is looking at new moisture barriers and biodegradable packaging materials, which also add new levels of difficulty for DCFD. “Right now in the field, trash usually is collected, but in combat they usually bury their trash to avoid detection. The challenge is finding something to protect food for three to five years, then miraculously degrade when you are finished with it. An easier area to tackle first is utensils and the bags they come in, something biodegradable that does not have to protect food,” Oleksyk said.

“Some of the nanocomposites and non-foil films lend themselves to recycling much better than foil. So if we are not able to make it disappear, we are at least making it more recyclable. We would like to have everything biodegradable, but it would be hard to preserve food for three years in a fully biodegradable package – hard, but not impossible.”

49

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Field Feeding Equipment Development Once the lab comes up with a new package, whether for individual rations or small groups, Robert Bernazzani’s Systems Equipment and Engineering Team provides whatever cooking equipment may be required. In some cases, that works in reverse, with his team’s innovations enabling Oleksyk’s team to field something new.

“We’re responsible for R&D for field feeding, kitchens, and systems for the Air Force, Navy, and Marine Corps and engineering support [fielded equipment] for the Army; other teams do R&D for the Army, NASA, the NATO Standard Ration, and disaster relief,” he said. “But, in the end, we’re responsible for every fielded piece of feeding equipment out there today.

“The Navy pretty much uses whatever the Army and Marines use; in Vietnam, almost everyone was using the same field kitchen. Back then, things were broken down into garrison and field feeding, with the latter tent/trailer-based, following the Soldiers wherever they went. That was the M1937 field kitchen, which really dated back to World War II – ‘1937’ presumably reflected the date it was first fielded – also known as the M1945 after World War II. But things were much less standardized in Vietnam, so they might have had a kitchen with three or four or six ranges, serving from 300 to 800 per meal.”

That began to change under AMC, which pushed for greater standardization, reducing spare parts, training, and maintenance while enabling Army cooks to become knowledgeable in culinary skills rather than how to maintain a burner. A second major goal for AMC was increased safety, which was especially critical, although not widely understood by those not actually working in a field kitchen.

“None of the kitchens required electrical power; they used pressurized gasoline. The thing about gasoline is it is very easy to light, even at cold temps, so it was very simple and effective across a wide temperature range. But it also was really dicey from a safety standpoint,” Bernazzani said. “So the first major piece of field feeding equipment to come in under AMC – ending a five- to seven-year design effort – was the MKT [Mobile Kitchen Trailer], which mounted the 1945 field range on a trailer pulled behind a 2.5- or 5-ton truck.

“In the ’80s, they added the KCLFF [Kitchen Company Level Field Feeding] and in the 1990s, the CK [Containerized Kitchen]. With the introduction of the MKT, we switched from gasoline to JP8, which also was about the time the Army wanted to go to a single battlefield fuel. The modern CK was the first Army kitchen that actually required a generator; they then retrofitted the older kitchens with updated equipment, which also required a generator. The KCLFF can be powered from a DC battery pack, which will handle about one day’s feeding before needing a recharge.”

Getting rid of pressurized gasoline made burner operation a matter of pushing a button; before, an expert with years of

///// Lauren Oleksyk, team leader of the Food Processing, Engineering and Technology Team of the Natick Soldier Research, Development and Engineering Center’s DoD Combat Feeding Directorate, believes that microwave sterilization could revolutionize what Soldiers eat on the battlefield.

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Credit

experience was required just to handle the pressurized gasoline system and keep the entire kitchen from going up like a bomb.

“You operated the old kitchens in a triangle arrangement, with the pressurized gasoline about 50 feet from where you lit the burners, which then had to be carried across whatever terrain there was, sometimes up a ladder. That’s all gone now,” he said. “AMC’s investment in food service technology has greatly improved the safety of field feeding, for the betterment of everyone. The Army over the years has become more concerned with safety and has made numerous improvements as technology has allowed, with AMC investing R&D dollars toward that end.

“The new systems also enabled the use of refrigerators, warming cabinets, lighting, and ventilation systems, which previously were not possible at that level because they did not have power. So if it was 120 degrees outside, you can be sure it was significantly hotter in the kitchen, inside a canvas tent with all those burners going. Today, it will be significantly cooler inside than outside. Modern group feeding now ranges from company level up, although we do have equipment that supports squad feeding, still using individual rations. Group rations require kitchens.”

The MKT, which can feed around 300, is still being used by the Army, but a 1980s requirement to have cooks feed Soldiers down to company level – about half the size of an MKT – led to the KCLFF. It was designed around a tray-pack, which looked like steam table pans, about 2.5 inches deep, but half the size of a standard pan. It was much more efficient from a heat transfer standpoint and also pre-prepared, making it easier to provide cook-prepared meals instead of individual rations at the company level.

DCFD provides kitchens and field cooking equipment to all four services, meeting each one’s specific requirements – including logistics – for feeding their members in the field.

For the Army and Marine Corps, the key is mobility and the ability to set up and break down in less than 45 minutes.

Ground forces are more interested in containerized systems using burners, but must limit the amount of fuel and the size, weight, and complexity of the kitchen because they typically need to travel light and fast.

For the Air Force, transportability is primary. Although usually operating from a major fixed or basic expeditionary base, the Air Force also needs to feed those who go in first to establish an airfield. Logistics is easier because aircraft are flying in every day with supplies and their kitchens can be more electrical – including refrigeration – because they generally do not move once established.

For the Navy, whose kitchens are part of the ship’s infrastructure, the unique key is movement, using equipment that can handle a 15-degree shift from side to side, back to front, up and down, sometimes all at the same time. So R&D for Navy kitchens involves a lot of testing against that environment of constant movement, where even commercial grade equipment may not function properly.

The effort to bring more refrigeration to more Warfighters across all the services is one of the major challenges facing Bernazzani’s team.

“To keep meats and other things fresh, you need refrigeration. So we’re working on technologies that can extend the shelf life of things like bananas to 10 or 15 days more than you find in a grocery store – and do that without chemicals, but by adjusting the environment,” he said. “Warfighters like to be fed the way they were at home, regardless of where they are. We have the best armed warriors in history and should be able to feed them that way.

“The World War II approach of just getting a fire going to heat up C-rations is not what today’s Warfighter expects. They want much better quality in food, which puts a greater strain on logistics. So our goal is to enhance our capability to provide home-style food to every Warfighter, from the driest desert to the highest mountain, but do that without putting a huge logistics burden on the military.”

Technology also is seen as a way to reduce the number of cooks in the kitchen – but Bernazzani added even a fully robotic kitchen might simply shift the kind of personnel needed.

“We could develop a robotic kitchen, but when you put it into an extreme field environment, it has to be able to move and operate. And then it becomes less ideal, because instead of sending five cooks, you have to send five mechanics. The goal is to improve reliability, not increase maintenance requirements by using automation and robotics,” he said, but added automation still has a major role to play. “One thing we are looking at, especially on ships, is commercial technology to monitor refrigeration systems in the galley, so they don’t have to assign personnel just to do that.

“We’re going to be testing a project next year that will reduce to one or two people the manning required in the aft galley – which currently requires eight – enabling those sailors to do other jobs. On the new Navy LCS [littoral combat ship], everyone on board, including the captain, has mandatory cleaning duties. We’re working to come up with robotic cleaning devices to reduce that burden. So where we can use technology, such as on ships, we will. Where it is impractical, such as the tip of the spear, we’re using less.”

For all those at the Defense Combat Feeding Directorate, the basic mantra is simple: As long as there is a need for Warfighters, there will be a need for field rations and kitchens to support them.

And just as with nearly everything else on the battlefield, scientific gains will continue to push R&D to improve how well America’s future Army “moves on its stomach.”

“You’re seeing more use of solar panels because they are no longer as brittle and heavy as they were a decade ago, so now you can get more power out to the field and so use technologies that require power,” Bernazzani concluded. “As we can see in Southwest Asia, the most important military technology is the Soldier on the ground – and whenever you have Soldiers in the field, you have to have field kitchens and better individual rations.”

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U.S. ARMY MATERIEL COMMAND

///// U.S. Army Capt. John Kimball (left), Staff Sgt. Samuel Lorenz, (second from left), and 2nd Lt. William Roach (right), with the 2nd Brigade, 1st Cavalry Division, give a micro grant to Thamir Tarsh Eafan, who owns a battery and tire shop in Abu Ghraib. A micro grant is money given by the U.S. government to Iraqi business owners to improve their shops and the local economy.

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major subordinate command (MSC) of the U.S. Army Materiel Command, the U.S. Army Contracting Command’s (ACC) Soldiers, civilians, and contractors support Soldiers worldwide by acquiring equipment, supplies, and services vital to Soldiers’ mission and well-being.

Headquartered at Redstone Arsenal in Alabama, ACC is a twostar level command with two subordinate one-star commands – the Expeditionary Contracting Command (ECC) (for locations outside the continental United States) and the Mission and Installation Contracting Command (MICC) – and six major contracting centers that provide support to AMC’s life cycle management commands and MSCs. These centers also provide contracting support to several program executive offices and program managers supporting the U.S. Army’s major acquisition programs.

From food and clothing to bullets and bombs; from tanks, trucks, and Hmmwvs to boats and planes; from their weapons to the installations where they work and live with their families, ACC ensures U.S. Soldiers have what they need to be successful.

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As the Army’s business conduit, ACC offers the contracting expertise of some of the best-trained people in the Army, ready to support the Warfighter while ensuring responsible stewardship of taxpayers’ funds.

ACC ensures contracting support to the Warfighter as mission requirements emerge and as the Army transforms and moves within the continental United States and throughout the globe.

An international business enterprise, the command awarded nearly 198,000 contracts in fiscal year 2011 valued at more than $86 billion, which is equal to 68 percent of the Army’s contract dollars and 16 percent of the total dollars spent on contracts by the entire federal government. ACC accomplishes this with more than 5,800 military and civilian employees at more than 115 locations worldwide.

The ECC provides effective and agile contracting services across the full spectrum of military operations for U.S. Army Service Component Commanders in support of Army and joint operations as well as to other defense organizations at locations outside the continental United States. ECC

U.S. Navy photo by Mass Communication Specialist 2nd Class Robert Whelan

CONTRACTING COMMAND

accomplishes this vital mission through seven contracting support brigades, eight contingency contracting battalions, and 83 contingency contracting teams throughout the world.

In FY 2011, ECC executed more than 49,000 contract actions worth almost $1.9 billion.

The MICC provides contracting support for the Warfighter across Army commands, installations, and activities located throughout the continental United States, Alaska, and Puerto Rico. Its customers include the U.S. Army Installation Management Command, U.S. Army Forces Command, U.S. Army Training and Doctrine Command, U.S. Army North, U.S. Army Reserve Command, and U.S. Army Medical Command. The MICC consists of seven mission contracting centers, nine mission contracting offices, and 28 installation contracting offices. In FY 2011, the command executed more than 63,000 contract actions worth almost $7 billion, including more than $2.8 billion to small businesses.

With a wealth of contracting expertise, ACC professionals are dedicated to providing the highest quality of contracting support to all of their customers, whenever and wherever needed. A combat multiplier, the Army Contracting Command is doing its part to keep the Army strong.

Headquarters’ Locations: • ACC Headquarters, Redstone Arsenal, Ala. • ECC Headquarters, Redstone Arsenal, Ala. • MICC Headquarters, Fort Sam Houston, Texas.

Major Contracting Center Locations: • ACC-Aberdeen Proving Ground, Aberdeen Proving Ground, Md. • ACC-National Capital Region, Alexandria, Va. • ACC-New Jersey, Picatinny Arsenal, N.J. • ACC-Redstone, Redstone Arsenal, Ala. • ACC-Rock Island, Rock Island Arsenal, Ill. • ACC-Warren, Warren, Mich.

U.S. Army Contracting Command 3334A Wells Rd. Redstone Arsenal, AL 35898-5000 (256) 955-7633 acc.pao@us.army.mil www.army.mil/acc

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U.S. ARMY

Expeditionary Contracting Command

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he U.S. Army Expeditionary Contracting Command’s (ECC) global presence enables it to provide effective and agile contracting services for Army commanders, joint Warfighters, and other defense organizations across the full spectrum of military operations at locations outside the continental United States (OCONUS). Its professional workforce, comprised of Soldiers, civilians, foreign local nationals, and contractors, supports Warfighters by acquiring equipment, supplies, and services vital to Soldiers’ mission and daily needs. ECC offers time-sensitive and comprehensive contracting expertise ready to support the Warfighter while ensuring responsible stewardship of taxpayers’ funds.

ECC is a major subordinate command of the U.S. Army Contracting Command (ACC) with its headquarters located at Redstone Arsenal, Ala. When designated as the lead service for contracting, ECC on order will deploy headquarters personnel to establish a joint theater support contracting command (JTSCC) with the authority to function as the Head of the Contracting Activity (HCA Authority) and delegates the role of Principal Assistant Responsible for Contracting (PARC Authority) to subordinate contracting activities that are engaged in the provision of highquality, timely, customer-focused contracting guidance and acquisition solutions in support of the deployed forces commander.

The one-star command is organized to accomplish its global, operational missions through its seven contracting support brigades, six regional contracting centers, 17 regional contracting offices, eight contingency contracting battalions, and 83 contingency contracting teams that provide support to a wide variety of customers throughout the world.

A combat multiplier, Army expeditionary contracting is doing its part to keep the Army strong. What makes it unique is that it is structured to deploy on demand, eliminate duplication of efforts and competition among contracting units for local vendors, and provide an increased reachback capability. The ECC provides responsive, effective contract planning, execution, and oversight in support of humanitarian relief operations, natural disaster response missions, Army Service Component Command exercises,

///// Soldiers must focus on developing a basic understanding of contracting and how contracting, when incorporated into their plans, leads to successful mission accomplishment.

and combat operations. In addition, the ECC supports Soldiers and their families overseas through executing installation contracting functions at OCONUS Army posts.

An international business enterprise, the command annually awards more than 23,000 new contracts and completes more than 50,000 contracting actions valued greater than $1.8 billion with a total contract value in excess of $21 billion. This mission is accomplished by 657 military personnel and 686 civilian employees at more than 30 locations worldwide. In addition to the OCONUS installation mission, the ECC supports 80 contingency contracting missions in 45 countries each year.

With a wealth of contracting expertise, ECC professionals are dedicated to providing the highest quality of contracting support to all of their customers, whenever and wherever needed. As military forces continue to rely on contractors for operational support during contingency operations, it is very important that it continues to educate and better plan through deliberate training for Operational Contract Support in the future to further mitigate and reduce the risks of that dependency as the Army’s missions and priorities change.

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///// Jo Price offers contracting advice to Maj. Michael Watson as part of her mentoring duties, Feb. 13, 2012, at Fort Benning, Ga. Price is a contract specialist and Watson is a contingency contracting team Soldier, both assigned to the Installation Contracting Office-Fort Benning.

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subordinate command of the U.S. Army Contracting Command, the U.S. Army Mission and Installation Contracting Command’s (MICC) Soldiers, civilians, and contractors support Soldiers and their families in the continental United States, Alaska, and Puerto Rico by providing Army commands, installations, and activities with responsive contracting solutions and oversight.

Headquartered at Fort Sam Houston, Texas, the MICC is a onestar level command with 40 subordinate contracting offices that provide contracting support across the Army.

MICC contracted services and support touches virtually every Soldier in the Army. MICC provides contracts for facilities support services, commercial and institutional building construction, administrative and general management consulting services, engineering services, wired telecommunication, contracted food services, and advertising agencies.

By providing responsive contracting solutions, the MICC ensures Soldiers and families have what they need to be successful.

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The MICC is charged with precisely administering the most effective acquisition solutions to meet the needs of its customers and military partners and diligent oversight in an obligation to the American public as stewards of tax dollars. It focuses its resources and expertise on the timely award of contracted solutions to meet mission needs as military leaders transform the institutional Army following a decade of war.

Its customers include the U.S. Army Installation Management Command, U.S. Army Forces Command, U.S. Army Training and Doctrine Command, U.S. Army North, U.S. Army Reserve Command, and U.S. Army Medical Command.

The command awarded nearly 63,000 contracts in fiscal year 2011 valued at nearly $7 billion. The MICC accomplishes this with more than 1,500 military and civilian employees at more than 40 locations throughout the country.

With a wealth of contracting expertise, MICC professionals are dedicated to providing the highest quality of contracting support to all of their customers, whenever and wherever needed. A

Photo by Kristian Ogden

mission and installation contracting command

combat multiplier, the Military and Installation Contracting Command is doing its part to keep the Army strong.

Headquarters: • MICC Headquarters, Fort Sam Houston, Texas MICC Subordinate Activities: • MICC-Fort Bragg, Fort Bragg, N.C. • MICC-Fort Eustis, Joint Base Langley- Eustis, Va. • MICC-Fort Hood, Fort Hood, Texas • MICC-Fort Knox, Fort Knox, Ky. • MICC-Fort Leavenworth, Fort Leavenworth, Kan. • MICC-Fort Sam Houston, Fort Sam Houston, Texas • MICC-Joint Base Lewis-McChord, Joint Base Lewis- McChord, Wash.

• MICC-ACC Planning Cell-Miami, Doral, Fla. • MICC-Carlisle Barracks, Carlisle, Pa. • MICC-Dugway Proving Ground, Dugway Proving Ground, Utah • MICC-Fort AP Hill, Bowling Green, Va. • MICC-Fort Belvoir, Fort Belvoir, Va. • MICC-Fort Benning, Fort Benning, Ga. • MICC-Fort Bliss, Fort Bliss, Texas • MICC-Fort Buchanan, Fort Buchanan, Puerto Rico

• MICC-Fort Campbell, Fort Campbell, Ky. • MICC-Fort Carson, Fort Carson, Colo.

• MICC-Fort Dix, Fort Dix, N.J. • MICC-Fort Drum, Fort Drum, N.Y. • MICC-Fort Gordon, Fort Gordon, Ga. • MICC-Fort Irwin, Fort Irwin, Calif.

• MICC-Fort Jackson, Fort Jackson, S.C. • MICC-Fort Lee, Fort Lee, Va. • MICC-Fort Leonard Wood, Fort Leonard Wood, Mo. • MICC-Fort McCoy, Fort McCoy, Wis. • MICC-Fort Meade, Fort George G. Meade, Md. • MICC-Fort Polk, Fort Polk, La. • MICC-Fort Riley, Fort Riley, Kan. • MICC-Fort Rucker, Fort Rucker, Ala. • MICC-Fort Sill, Fort Sill, Okla.

• MICC-Fort Stewart, Fort Stewart, Ga. • MICC-Fort Wainwright, Fort Wainwright, Alaska • MICC-Joint Base Myer-Henderson Hall, Fort Myer, Va. • MICC-Presidio of Monterey, Seaside, Calif.

• MICC-West Point, West Point, N.Y. • MICC-White Sands Missile Range, White Sands Missile Range, N.M. • MICC-Yuma Proving Ground, Yuma, Ariz.

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///// A Soldier aims an XM-25 shoulder-fired weapon during testing at Aberdeen Proving Ground, Md. This “smart weapon” uses High Explosive Air Burst munitions that can be programmed to detonate at a precise point in the air.

ACC-APG is comprised of 13 contracting divisions with two directorates providing oversight: Soldier, Chemical Research and Test Directorate, and the C4ISR Directorate.

There are seven contracting divisions located at APG and six geographically dispersed contracting divisions located at: • Adelphi, Md. • Natick, Mass.

• Research Triangle Park, N.C. • Tobyhanna, Pa. • Fort Belvoir, Va. • Fort Huachuca, Ariz.

Collectively the divisions awarded nearly 49,000 contracts in fiscal year 2011 valued at more than $18 billion and 22 percent of this amount (more than $2.9 billion) was awarded to small businesses. This workload was accomplished by the nearly 900 assigned workforce comprised of 99 percent civilian employees.

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s one of the six contracting centers of the U.S. Army Contracting Command (ACC), ACC-Aberdeen Proving Ground provides responsive, efficient, cost-effective, and compliant contracting support and business solutions to ensure customer mission success in support of National Defense and Homeland Security.

Headquartered at Aberdeen Proving Ground (APG), Md., ACCAPG provides comprehensive contracting and business advisory support to a diverse customer base. Through this customer support, ACC-APG provides sustained expertise in all areas of contracting, including research and development; production and testing; installation and base operations; systems and system support; depot-level maintenance; fielding and sustaining Army weapons systems; Foreign Military Sales; grants; cooperative agreements; and other transactions.

The nature of these acquisitions consists of a wide gamut of products and services to include state-of-the-art technology such as chemical and biological defense equipment along with medical countermeasures; electronic sensors; night vision equipment; satellite communications; intelligence, electronic warfare, and target acquisition capabilities to enhance survivability and lethality; command and control systems; radar systems; computer systems, radios, and networks enabling communication and interoperability; and reconnaissance and surveillance systems.

The mission support services provided by ACC-APG are crucial to ensure that America’s Soldiers are victorious on the battlefields of today and into the future. ACC-APG contributes to the mission of its customers through six major competency areas: • Research and development •C ommand, control, communications, computers, intelligence, surveillance, and reconnaissance • Cybersecurity • Test and evaluation • Chemical and biological defense • Medical countermeasures ACC-APG’s executive director and the office of the principal assistant responsible for contracting staff are located in northern Maryland at Aberdeen Proving Ground. Although this contracting center was officially stood up in 2008 with the activation of the ACC, Army contracting has experienced a proud history of bringing critical procurement support to APG since 1917.

Army Contracting Commandnational capital region ///// ACC-NCR supports customers’ requirements for a wide variety of products and services.

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U.S. Army photo

he Army Contracting Command-National Capital Region (ACC-NCR) provides global contracting support to Warfighters through the full spectrum of military operations.

Headquartered at Alexandria, Va., ACC-NCR, one of six major ACC contracting centers, provides global contracting support to Warfighters through the full spectrum of military operations. In accomplishing its critical, unusually demanding Army contracting mission, ACC-NCR’s contracting professionals award and manage thousands of contractual actions each year, managing Department of Defense (DoD) and Army high-visibility contract requirements. This includes contracting and acquisition support for Headquarters, Department of the Army staff, including the Army chief information office, and most DoD-level Pentagon tenants.

Contracting support is also provided to designated key Army and joint information technology and related programs.

ACC-NCR supports customers’ requirements for a wide variety of services – whatever Army and DoD customers in the Pentagon and NCR need to conduct their missions. Contract services include professional and educational support, training, Soldier support, fitness and well-being, and federally funded research and development. Information technology contracting requirements include enterprise licensing agreements, systems engineering, and other IT services. ACC-NCR supports small business programs and partnerships.

History Prior to 2010, the Contracting Center of Excellence (CCE) in the Pentagon (Arlington, Va.) and the Information Technology, ECommerce and Commercial Contracting Center (ITEC4) in Alexandria, Va., with an office at Fort Huachuca, Ariz., were contracting organizations managed by the then-Army Contracting Agency. Reestablished as part of the Army Contracting Command – a new Army Materiel Command major subordinate command – CCE and

ITEC4 officially merged into one organization in April 2010, designated as the National Capital Region Contracting Center (NCRCC).

NCRCC began addressing customers’ requirements with a new look at the way business challenges were addressed throughout the organization. A robust intern program also ensured continued augmentation of the NCRCC workforce. NCRCC focused on accomplishing its critical Army contracting mission (including DoD and Army high-visibility requirements), transition, reorganization, organizational integration, training, and relocating – all accomplished with scarce resources.

In early 2011, the contracting organization at Fort Dix, N.J., was assigned as part of NCRCC, and the NCRCC Division located at Fort Huachuca was operationally transferred to ACC-Aberdeen Proving Ground, Md., in January 2011. In April 2011 NCRCC was renamed the Army Contracting Command-National Capital Region, as part of an initiative to standardize the names of the ACC contracting centers. ACC-NCR leadership changes occurred mid-year, and an office move consolidated and reorganized ACCNCR Alexandria, Va. assets from two buildings into one, with staff reassigned to new teams, changing contracting responsibilities and customer alignments. With an extremely high volume of work facing ACC-NCR, the decision was made to shift contracting support for the Program Executive Office-Enterprise Information Systems, the center’s largest customer, to Rock Island, Ill. Effective Oct. 1, 2011, ACC-NCR and ACC-Fort Dix personnel were operationally transferred to the newly created ACC-New Jersey.

Today a streamlined ACC-NCR continues the goal of building a contracting center with a professional workforce providing quality contracting solutions in support of the Warfighter – in the National Capital Region and worldwide. ACC-NCR continues to make strides in workforce skills improvement, customer support, recordkeeping, contract administration, and contract closeout – while focusing on effective and efficient ways to accomplish the challenges ahead.

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///// ACC-NJ has been designated by ACC Headquarters as the Command’s Source Selection Support Center of Excellence (S3CoE).

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eadquartered at Picatinny Arsenal, N.J., Army Contracting Command-New Jersey (ACC-NJ) is a regional contracting activity supporting the customer community from both Fort Dix and Picatinny locations. ACC-NJ established initial operational capability on Oct. 1, 2011, after ACC-Picatinny expanded to include the ACC contracting activity at Fort Dix. ACC-NJ became fully operational in July 2012.

The Joint Munitions & Lethality Life Cycle Management Command (JM&L LCMC) was established on Nov. 30, 2006, as a U.S. Army Materiel Command major subordinate command. As part of the creation of this new command, the JM&L LCMC Acquisition Center was established as an independent contracting activity vested with full command authorities and responsibilities. Approximately one year later, the organization became part of ACC. The center’s execution authority emanates through the head of the contracting activity and the principal assistant responsible for contracting.

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ACC-NJ consists of eight customer-aligned work teams to foster a strategy of “customer intimacy” and eliminate the appearance of a hierarchy structure. The work teams’ focus is primarily the contracting functions, but many teams also specialize in other organization purposes such as process management, pricing, performance risk assessments, and business/industrial specialties. Additionally, ACC-NJ has two contingency contracting teams co-located at the site. The teams are integrated within the centers and are receiving training and contracting experience necessary to support the contingency operations. ACC-NJ operations activity includes financial management, training support, systems support, and workload/business metric tracking.

ACC-NJ activities support major weapons, armaments, ammunition, IT, and enterprise systems for the Army and other Department of Defense customers. In addition, IT utilizes the full spectrum of contract types and contract instruments to execute its mission in support of customers inclusive of firm fixed-price and

U.S. Army photo

ARMY CONTRACTING COMMAND-New jersey

cost-reimbursement contracts, grants, cooperative agreements, and other transactions. The objective of ACC-NJ is to further enhance the contracting capability at Fort Dix, improve effective and efficient customer support, enhance workload distribution, and more effectively retain experienced acquisition workforce personnel across ACC. Major customers for ACC-NJ include: • PEO for Ammunition • Armaments Research, Development and Engineering Center • PEO for Ground Combat Systems • PEO for Soldier • PEO for Special Operations Forces Warrior • PEO for Enterprise Information Systems • PEO for Command, Control, and Communications-Tactical • Army Cyber Command

• U.S. Army Logistics Innovation Agency ACC-NJ gauges its achievements with the recognized success of its customers. ACC-NJ associates, as a critical component of the Picatinny and Army community, have shared in the honors.

Specific programs/teams recently selected for outstanding contributions include: • The M240L 7.62 Lightweight Medium Machine Gun Team was recognized as part of the U.S. Army Greatest Inventions of 2010

• The PM TAS Team was nominated as an integrated process team for the Shingo Award • Multiple ACC-NJ personnel were awarded the Commander’s Award for Civilian Service for Outstanding Contracting Officer, Contract Specialist, and Procurement Analyst • An ACC-NJ Contracting Officer was recognized as “Professional of the Year” by the Program Manager for Combat Ammunition Systems In addition to the outstanding contributions already stated, ACC-NJ has been designated by ACC Headquarters as the Command’s Source Selection Support Center of Excellence (S3CoE). The S3CoE will provide scalable operational and advisory services across the ACC enterprise to support large-scale competitive acquisitions and source selection activities. The ACC-NJ and the ACC Virtual Contracting Enterprise team located at ACC-NJ, will soon be positioned to provide unique support to source selection teams/activities in areas of subject-matter expertise/advisory services, video teleconference/electronic support, infrastructure support for the conduct of Source Selection Evaluation Boards (SSEBs), and training support to newly appointed SSEB members. The S3CoE provides ACC with a much-needed, command-level capability to leverage resources and support large-scale source selection activities across the enterprise.

Army Sustainment Command, Joint Munitions Command, Joint Manufacturing & Technology Center, Army Contracting Command—Rock Island

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subordinate command of the U.S. Army Contracting Command (ACC), ACC-Redstone’s (ACC-RSA) civilians and Soldiers support Soldiers worldwide by contracting for major weapon system production and services vital to U.S. Soldiers’ mission and well-being.

ACC-RSA, headquarted at Redstone Arsenal, Ala., is a major contracting center that provides support to the Army Materiel Command; Aviation and Missile Command; Redstone ArsenalGarrison; Missile Defense Agency; Test, Measurement, and Diagnostic Equipment Activity; Space and Missile Defense Command; and Department of Defense Counter Narco-Terrorism Program Office. ACC-RSA also provides contracting support to several program executive offices and program managers supporting the U.S. Army’s major acquisition programs.

From helicopters to missiles; systems engineering and technical assistance; research development technology and engineering; counternarcotics deterrence; concept development, prototyping and limited production capability; Foreign Military Sales; contingency support; range support; and operational support, ACC-RSA ensures Soldiers have what they need to be successful.

ACC-RSA offers the contracting expertise of some of the besttrained people in the Army, ready to support the Warfighter while ensuring responsible stewardship of taxpayers’ funds.

ACC-RSA ensures contracting support to the Warfighter as mission requirements emerge and as the Army transforms and moves within the continental United States and around the globe.

An international business enterprise, ACC-RSA awarded nearly 25,000 contracts in fiscal year 2011 valued at more than $23 billion. ACC-RSA accomplishes this with more than 900 military and civilian personnel.

///// U.S. Army Kiowa Warrior and Apache helicopters in flight together.

U.S. Army Contracting Command-Redstone locations: • Colorado Springs, Colo.

• Fort Rucker, Ala. • Corpus Christi, Texas • Letterkenny, Pa. • Fort Eustis, Va. • Kwajalein Atoll, Republic of the Marshall Islands • Redstone Arsenal, Ala.

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U.S. Army Contracting Command-Rock Island 1 Rock Island Arsenal Rock Island, IL 61299-8000 (309) 782-6895 www.acc.army.mil/contractingcenters/acc_ri/

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///// ACC-RI employees meet to discuss their next steps on a contract issue.

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rom the middle of the Mississipi River, U.S. Army Contracting Command-Rock Island (ACC-Rock Island) provides worldwide procurement support to Soldiers, civilians, and contractors.

Headquartered at Rock Island Arsenal, Rock Island, Ill., the center has a substantial complement of contracting professionals and support staff located offsite around the United States.

ACC-Rock Island provides full-spectrum support for the acquisition requirements of six diverse customers: the U.S. Army Sustainment Command; the Joint Munitions & Lethality Life Cycle Management Command, Rock Island; Program Executive Office Enterprise Information Systems; the Central Command Contracting Command; the Surface Deployment and Distribution Command; and the Office of the Program Manager Saudi Arabian National Guard.

Major contracting areas – chemical demilitarization, ammunition, installations, the Logistics Civil Augmentation Program, Army Prepositioned Stocks, reachback contracting for Southwest Asia, and the contract support staff – have oversight of more than 500 personnel and an excess of $80 billion worth of contracts.

In addition, ACC-Rock Island provides acquisition support to assorted Foreign Military Sales customers, police, and other criminal justice customers, and the following major customers: Army Central Command; Chemical Materials Agency; Coalition Forces Land Combat Command; Coalition Joint Task Force-101; Material Management Center; Multi-national Forces-Iraq; Program Executive Office Aviation; and the Program Manager for Assembled Weapons Alternatives.

ACC-RI had more than 10,350 contract actions in fiscal year 2011 valued at more than $14.2 billion, which was more than 10 percent of the Army’s contract dollars in FY 11.

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U.S. Army photo

major contracting center of the U.S. Army Contracting Command (ACC), ACC-Warren provides global contracting support to Warfighters through the full spectrum of military operations.

ACC-Warren is headquartered in Warren, Mich., and co-located with the TACOM Life Cycle Mangement Command. ACC-Warren is one of six major contracting centers under ACC and serves as headquarters for six contracting offices located throughout the United States: • Anniston Army Depot; Anniston, Ala. • Detroit Arsenal; Warren, Mich.

• Red River Army Depot; Texarkana, Texas • Sierra Army Depot; Herlong, Calif.

• Watervliet Arsenal; Watervliet, N.Y. • Joint Manufacturing Technology Center; Rock Island, Ill. Together, the six geographic sites employ 765 associates and manage more than $137 billion in active contracts. A total of 20,400 contract actions obligating $16.8 billion were awarded in fiscal year 2011.

The center is customer focused with goals related to customer satisfaction, contracting excellence, workforce revitalization and development, improving the work environment, implementing improved business processes, and leadership competencies.

Major customers include: • Program Executive Office (PEO) Ground Combat Systems • PEO Combat Support and Combat Service Support • System of Systems Integration • PEO Soldier • PEO Ammo • Joint PEO Chemical Biological Defense • Program Management Light Armored Vehicle • TACOM Integrated Log Support Center • RDECOM, TARDEC/ARDEC • Foreign Military Sales • Installation Management Activity • Other services: Marine Corps, Navy, Air Force ACC-Warren provides comprehensive acquisition, contracting, business advisory, production support, and depot-level

///// Soldiers in their Bradley Fighting Vehicle at Camp Buehring, Kuwait.

maintenance services in acquiring, fielding, and sustaining systems and supporting requirements. ACC-Warren ensures the best products reach U.S. Soldiers when they need it, while ensuring fair opportunity for industry, including small businesses, and obtaining the best value for the Army.

Warfighting readiness is ensured for the Soldier by procuring systems, research and development, repair parts, and services for a diverse set of product lines through their life cycles: • Combat and tactical vehicles • Construction and material handling equipment • Concept, research, and development efforts • Fuel and water distribution systems • Small arms and targetry • Fire control systems • Chemical defense equipment • Logistics and general support • Base operation support and depot maintenance • Public/private partnerships • Sets, kits, outfits, and tools • Army diving program • Sustainment of non-intrusive cargo inspection systems • Optics • Mine-resistant, ambush-protected vehicles • Bridging ACC-Warren is responsible for all contracting functions throughout their entire life cycle. This includes acquisition planning, contract execution, and contract management.

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U.S. ARMY MATERIEL COMMAND

///// A Soldier serving in Iraq with the Enhanced Combat Aviation Brigade, 1st Infantry Division, conducts routine maintenance on a Kiowa Warrior scout helicopter. His brigade was the sole Army aviation brigade providing support to ground forces in Iraq, and the Kiowa helicopter is one of its many workhorses.

Aviation and Missile Life Cycle Management Command

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he Aviation and Missile Life Cycle Management Command, a major subordinate command of AMC, unites all of the organizations that work to design, acquire, integrate, field, and sustain Army aviation, missile, and unmanned aircraft weapon systems.

Headquartered at Redstone Arsenal, Ala., home to some of the world’s most advanced missile and rocket research, development, and test facilities, the Aviation and Missile Materiel Enterprise is comprised of the Aviation and Missile Command (AMCOM), the Aviation and Missile Research, Development and Engineering Center (AMRDEC), Army Contracting CommandRedstone, the Program Executive Officer (PEO) Aviation, and the PEO Missiles and Space.

AMCOM was created in 1997 as the result of the merger of the aviation portion of the U.S. Army Aviation and Troop Command and the U.S. Army Missile Command and includes

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the U.S. Army Test, Measurement, and Diagnostic Equipment Activity (USATA), Integrated Materiel Management Center (IMMC), and the Security Assistance Management Directorate (SAMD).

AMCOM also supports PEO Aviation and the PEO Missiles and Space as they execute their missions of acquiring and managing the Army’s aviation and missile systems. AMCOM performs several steps in the life cycle of Army aviation and missile systems, including procurement of spare parts, flight safety, maintenance and overhaul, Foreign Military Sales, and, eventually, retirement or demilitarization AMCOM and the other members of the Aviation and Missile Materiel Enterprise ensure that the Army’s aviation and missile systems are technologically superior, affordable, and always ready for the Soldier. AMCOM supports six of the Army’s 16 major warfighting systems, and the majority of the Army’s FMS cases.

U.S. Army photo by Spc. Roland Hale, eCAB, 1st Infantry Division PAO

U.S. ARMY

U.S. ARMY MATERIEL COMMAND

AMCOM’s USATA serves as the Army’s primary standards laboratory and provides worldwide calibration support. USATA develops equipment to calibrate all Army weapons systems.

AMCOM provides depot-level support to the Army’s aviation and missile systems at Corpus Christi Army Depot, and Letterkenny Army Depot. Depot support comprises specialized, complex maintenance and overhaul activities, performed by skilled artisans who are essential to keeping the Army’s systems ready for service. Resetting equipment, along with repairing crash and battle-damaged aircraft, are two key missions performed at AMCOM’s depots.

AMCOM provides supply and maintenance support directly to Army customers at any location, worldwide. A prime example is the Army’s Flight School at Fort Rucker, Ala., where AMCOM’s Aviation Center Logistics Command employs 3,000 workers who keep the Army’s training fleet of aircraft flying.

In Iraq and Afghanistan, AMCOM operates Theater Aviation Sustainment Maintenance Groups, using assigned Soldiers, to provide required supply and maintenance support to forward-deployed combat aviation units. AMCOM also operates multiple sites in the United States where aviation and missile systems are reset after returning from grueling deployments in combat.

AMCOM’s predecessor organizations have achieved a number of firsts in the history of rockets and guided missiles and in the history of aviation, including the development and launch of the missile that placed the first American scientific satellite in Earth’s orbit, and advances that resulted in the air mobile Army of today.

• • • •

Headquarters’ Locations: AMCOM LCMC, Redstone Arsenal, Ala. Corpus Christi Army Depot, Corpus Christi, Texas Letterkenny Army Depot, Chambersburg, Pa. Aviation Center Logistics Command, Fort Rucker, Ala.

U.S. Army Aviation and Missile Life Cycle Management Command ATTN: AMSAM-PCA Redstone Arsenal, AL 5000 (256) 876-4161

U.S. ARMY MATERIEL COMMAND

///// A Corpus Christi Army Depot aircraft production artisan repairs an aft fuselage section of an OH-58D Kiowa Warrior crash battle damaged helicopter.

Corpus christi army depot Corpus Christi, Texas

History The Army Aeronautical Depot Maintenance Center began operations in 1961. The center was tasked with helicopter repair and maintenance for three different engines and four airframes. The first Huey UH-1 helicopter was overhauled in

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1962, and by 1968 the facility was in full operation. In 1974, the name was changed to CCAD, employing more than 4,500 civilian employees and serving the growing inventory of Army helicopters. In August 2001, CCAD was designated a Department of Defense (DoD) Center of Industrial and Technical Excellence (CITE) for rotary-wing aircraft.

Installation Overview CCAD is the largest tenant organization on Naval Air Station Corpus Christi with more than 158 acres and 2.2 million square feet of industrial space. With a workforce of more than 5,900 and annual revenue greater than $1.4 billion, CCAD is a major employer/economic engine for the south Texas region.

Offering virtually year-round ideal weather for flight testing, the depot is DoD’s primary facility for rotary-wing repair. The facilities include extensive test, maintenance, and hangars.

The vast installation includes a wide range of engine, transmission, and gear box test cells, two blade whirl towers, autoclaves, and is the DoD’s only facility with the ability to refurbish multiservice, multifunction component bearings.

U.S. Army photo

Mission Corpus Christi Army Depot (CCAD) ensures aviation readiness through overhaul, repair, modification, recapitalization, retrofit, testing, and modernization of helicopters, engines, and components for UH-60 Black Hawk, CH-47 Chinook, AH-64 Apache, OH58 Kiowa, Air Force HH-60 Pave Hawk, and components on the Air Force and Navy UH-1N Hueys and Marine Corps AH-1W. Eighty percent of the total workload is component repair: transmission gearboxes, rotor blades, rotor head controls, engines, engine components, hydro-mechanical units, and avionics. This effort includes worldwide on-site field maintenance teams, analytical crash investigations, and chemical material process facilities.

CCAD serves as a depot training base for active-duty Army, National Guard, Reserve, and foreign military personnel.

Competencies Corpus Christi Army Depot is the Army’s CITE for aviation structural airframes and blades, advanced composite technologies, flight controls and control surfaces, aviation engines, aviation transmissions and hydraulic systems (including sub-system accessory components), and aviation armament, electronics, support equipment (less avionics), and has attained the following industrial certifications: ISO 9001-1994, November 2003 (Bearing Facility); ISO 9001:2000, November 2005; AS9100, September 2006; AS9110, February 2007; Shingo Prize Bronze Award, August 2007; Nadcap Certification, August 2008; ISO 14001, November 2009.

The joint service aircraft maintenance status helps ensure the depot’s future, along with the Lean and Six Sigma initiatives implemented during the past few years. These initiatives have reduced or avoided cost and improved production on the UH-60 Black Hawk recapitalization assembly line, as well as the HH-60 Pavehawk production line. Additionally, the T700 and T-55 engine assembly lines have dramatically increased production. A new pilot program includes the OH-58 Kiowa Warrior. Partnerships with Original Equipment Manufacturers, the Boeing Company, General Electric Aircraft Engines, Honeywell Aircraft Engines, and Sikorsky Aircraft Company have increased the production of repair parts for the weapon systems. CCAD is also in the process of procuring the repair and maintenance of unmanned aerial vehicles. In addition, there are Commercial Service Agreements in which CCAD provides component repair to the commercial sector.

Capabilities at a Glance • Fabrication/repair painting (airless, air-assisted) • Water jet stripping • Machining and sheet metal forming • Autoclave capabilities • Tool and die manufacturing • Composites: Cat III, rotor blade repair • Precision rotor balancing • Bearing gauging, re-balling, honing • Cables, forming/machining/milling • Certified soldering • Heat treating • Controlled programming • Sheet metal • Metal finishing, metal spray • Class 100 clean room • Tube and hose manufacturing • Foundry (non-ferrous) • Computer Aided Manufaturing: Computer Numerically • ION vapor deposition • Metal spray Contact Information Corpus Christi Army Depot 308 Crecy St. Corpus Christi, TX 78419-5260 (361) 961-3627 (COM), 861-3627 (DSN)

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U.S. ARMY MATERIEL COMMAND

///// Work flow process at its generator facility at Letterkenny Army Depot.

letterkenny army depot Chambersburg, Pennsylvania

History Letterkenny Army Depot (LEAD) was established in 1941.

Letterkenny’s mission was to reduce the surplus of forthcoming war materiel while storing and shipping ammunition, trucks, parts, and other supplies. Since the 1950s, LEAD’s mission has been threefold: supply, maintenance, and ammunition. LEAD’s future was reshaped in the 1990s by the tactical missile consolidation and Department of Defense’s downsizing, reorganization, and realignments. In 2005, the depot was awarded the Shingo Prize for demonstrated achievement in implementing Lean systems in support of the maintenance, repair, and overhaul of the Patriot

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Missile Air Defense System. In 2006, LEAD was again awarded the Shingo Prize for demonstrated achievement in implementing Lean systems in support of the HMMWV program. LEAD has received this prestigious award a total of seven times. In October 2009, LEAD assumed command and control of Theater Readiness Monitoring Facilities (TRMF). In June 2010, LEAD was named the Depot Source of Repair for Route Clearance Vehicles.

Installation Overview Comprising more than 18,600 acres, a large land portion of the depot is used to conduct maintenance, modification, storage, and demilitarization operations on tactical missiles and ammunition.

Letterkenny is the top employer in Franklin County, fueling an economic engine that propels more than a quarter-billion dollars annually into the region through payroll, contracts, and retiree annuities. Letterkenny is ISO 9001, 14001, and OHSAS 18001

U.S. Army photo

Mission Deliver superior maintenance, manufacturing, logistics life cycle support, and service worldwide to the joint Warfighter and allies.

certified. LEAD currently has three Center of Industrial and Technical Excellence (CITE) designations: one as the CITE for Air Defense and Tactical Missile Ground Support Equipment, one as the CITE for Mobile Electric Power Generation Equipment, and one as the CITE for Patriot Missile Recertification. LEAD manages and directs the administrative and operational control of CONUS and OCONUS TRMF and PATRIOT Missile Facilities engaged in assessing the readiness and recertification of Hawk and Patriot missiles deployed by the U.S. Army, NATO, and selected Foreign Military Sales customers.

Competencies LEAD is a capabilities-based versus a commodity-based depot.

The installation is home to Patriot maintenance as well as other missile systems such as Avenger, Tube-launched Optically tracked Wire-guided (TOW) missile, Multiple Launch Rocket System (MLRS) Advanced Fire Control System (AFCS), Hellfire, and Javelin. LEAD provides overhaul and repair of power generation equipment and provides mobile repair teams for on-site maintenance assistance.

LEAD provides rebuild, repair, and modifications for ground mobility vehicles, special operations vehicles, tactical wheeled vehicles, biological integrated detection systems, materiel handling equipment, force provider, mobile kitchens, containerized chapels, and various Soldier support systems. LEAD machines and fabricates armor for various protection kits. Letterkenny has expanded its capabilities through the use of partnerships.

• • • • • • • • • • • • • • • • •

Capabilities at a Glance Machining/fabrication Metal plating Painting • Welding Hydraulic repair Engine overhaul Electronic testing Non-destructive testing • 28-acre radar test site Armor capabilities • Wiring harness fabrication Shelter repair • Fiber-optic cables Sheet metal • Metal finishing Electric motor rebuild • Altitude chamber Generator overhaul • Circuit card (multilayer) repair Phased-array antenna repair Electronic systems integration Total package fielding FLIR and laser overhaul Wiring harness repair • Automotive recap Contact Information Letterkenny Army Depot ATTN: AMLD-TFO 1 Overcash Ave., Bldg. 10 Chambersburg, PA 17201-4150 (717) 267-8404 (COM), 570-8404 (DSN) angela.coons@us.army.mil

U.S. ARMY MATERIEL COMMAND

///// R2TF is partnering with ARCENT to facilitate the drawdown, while synchronizing reset. Additionally, integrated with ARCENT, MNC-I and USFOR-A, in order to ensure the successful expansion of forces and equipment in Afghanistan.

U.S. Army

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he U.S. Army Sustainment Command (ASC) organizes, trains, and sustains a quality deployable force and integrates materiel and services to the Soldier.

Rock Island Arsenal, ASC, is a two-star command providing support through the Lead Materiel Integrator (LMI) program, Materiel Management, the Logistics Civil Augmentation Program, Army Prepositioned Stocks, and the Directorates of Logistics.

Major ASC responsibilities include:

• Lead Materiel Integrator: The Army Materiel Command has developed a new materiel management approach to effectively

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and efficiently distribute and redistribute materiel to support the generation of trained and ready force. As AMC’s executing agent for LMI, ASC becomes the single integrator to ensure Soldiers have the right equipment at the right time to accomplish their missions. Using the decision support tool developed by LOGSA, LMI represents a powerful new approach to implementing the Army’s equipping priorities, policies, and programs to meet the demands of the 21st century Army.

• Materiel Management: ASC provides materiel readiness visibility and management, including property accountability and source of repair workloading. The Distribution Management

U.S. Army photo

Sustainment Command

Center works contracting requirements, supply management, Army Force Generation equipping strategy, and Directorate of Logistics realignment.

• LOGCAP: The Logistics Civil Augmentation Program is an Army program that uses contractors in wartime to support global contingencies for Department of Defense missions. They deliver a wide range of support services such as dining facilities, laundry, and lodging to deployed forces worldwide, freeing Soldiers for combat missions.

• Army Prepositioned Stocks: ASC maintains, accounts for, and cares for stocks in storage worldwide. These stocks include combat equipment and supplies, and humanitarian mission stocks, at land- and sea-based positions strategically located around the globe. Sites include the continental United States, Italy, Korea, Japan, Kuwait, Qatar, and Afghanistan.

• Directorates of Logistics: Transferring all functions and responsibilities of the Directorates of Logistics around the globe from the Installation Management Command to AMC with full operational control in fiscal year 2013 to ASC’s Army field support brigades aligns logistics support with core competencies, with the objective of providing good or better service at the best value, by increasing quality, efficiency, and standardizing performance across the Materiel Enterprise. This transfer essentially places the Army’s field-level maintenance and supply capabilities under the command and control of one single command structure, the ASC.

Locations:

• 401st Army Field Support Brigade, Bagram Air Base, Afghanistan • 402nd Army Field Support Brigade, Camp Arifjan, Kuwait • 403rd Army Field Support Brigade, Camp Henry, Korea • 404th Army Field Support Brigade, Joint Base Lewis-McChord, Wash.

• 405th Army Field Support Brigade, Kaiserslautern, Germany • 406th Army Field Support Brigade, Fort Bragg, N.C. • 407th Army Field Support Brigade, Fort Hood, Texas • LOGCAP Support Unit, Fort Belvoir, Va. Contact Information U.S. Army Sustainment Command ATTN: AMSAS-PA 1 Rock Island Arsenal Rock Island, IL 61299-6000 (309) 782-5421 rock-amsas-pa@conus.army.mil www.aschq.army.mil www.facebook.com/ArmySustainmentCommand www.flickr.com/photos/army_sustainment_command/ www.youtube.com/ascpaohq

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The DMC and its divisions perform the following functions: • Develops sourcing solutions for identified unit equipment shortages throughout the Army Force Generation (ARFORGEN) cycle • Tracks distribution execution down to unit level • Integrates equipment status and availability into the build of unit and project readiness availability • Executes maintenance priorities and monitors maintenance operations related to unit readiness • Serves as the executive agent and program manager for field maintenance reset • Integrates and synchronizes service provider maintenance capabilities to readiness requirements • Provides prioritization guidance to life cycle management commands, Defense Logistics Agency, and Directorates of Logistics in support of units • Provides in-transit visibility of the transportation pipeline and helps resolve delays in movement • Provides Standard Army Retail Supply System (SARSS)-2A for individual equipment, fuels, construction, and repair part supply management support to continental U.S. units • Executes major item equipment fill and modernization • Operates the Left Behind Equipment and Predeployment Training Equipment Programs for the Army, taking accountability and maintenance for equipment remaining at home station when an active-duty unit deploys.

The DMC has six divisions: • The Distribution Integration Division synchronizes and integrates execution of mission-related tasks; validates equipment shortages and coordinates materiel integration and distribution of approved sourcing solutions; compiles end-to-end visibility, supply, maintenance, distribution systems, and ARFORGEN processes in order to provide a current logistics common operating picture.

• The Materiel Readiness Division supervises and synchronizes ARFORGEN maintenance by performing analysis that recommends priority, positions readiness assets, evaluates cost analysis, and plans Directorates of Logistics workloads;

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///// Aerial shot of equipment storage in Southwest Asia. AMC has the daunting task of repairing and moving enormous amounts of materiel to include: 60,000 to 80,000 containers; 50,000 vehicles; and upwards of 3 million different pieces of equipment.

monitors and analyzes readiness data and focuses on improving the responsiveness and efficiency of the continental U.S. maintenance infrastructure.

• The Supply Division provides materiel management and customer assistance for demand-supported supplies in the continental United States. It provides sourcing solutions for unit equipment shortages throughout the ARFORGEN cycle and provides worldwide asset visibility for major end items.

• The Mobility Division is responsible for the tracking and movement of command interest moves of AMC customers, and retrograde property movement from turn-in points to depot, to include high-visibility property, such as small arms readiness-evaluation team weapons. It is charged with identifying and mitigating friction points to ensure velocity, accountability, and visibility throughout the forward and retrograde pipeline. The Mobility Division manages and synchronizes sea, land, and air operations, assists in proper allocation of resources in supporting units in the assigned area of operations, and provides outside of the continental U.S. theater clearance and order -processing support.

• The Logistics Automation Division performs integration, synchronization, and planning for logistics IT systems and their interfaces; and associated user tools to conduct Army-level materiel management functions within the DMC and in support of Army Sustainment Command (ASC) activities.

• The Quality Surveillance Division serves as the surveillance and assistance activity for the ASC to assess and promote compliance to mission requirements associated with maintenance, supply, transportation, quality assurance, ammunition, contract oversight, and ISO 9001 compliance. Programs supported include Army Prepositioned Stocks, Directorates of Logisitcs, Left Behind Equipment, Pre-deployment Training Equipment, and Theater Provided Equipment.

U.S. Army photo

Distribution Management Center

///// Sgt. 1st Class Brent D. Wipperman (center), 227th Quartermaster Company Redistribution Property Assistance Team (RPAT) officer in charge, discusses the status of property recovery operations with Maj. Gen. Kenneth S. Dowd, 1st Theater Sustainment Command commander, at a 401st Army Field Support Battalion-Bagram RPAT yard, Afghanistan.

401st Army Field Support Brigade

Photo by 401st Army Field Support Brigade Public Affairs

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he 401st Army Field Support Brigade (AFSB) is headquartered at Bagram Airfield, Afghanistan, where it leverages the full might of the materiel enterprise at the tip of the spear in support of operations in Afghanistan.

The 401st AFSB executes, directs, and manages field- and sustainment-level logistics for U.S. and selected coalition forces in Afghanistan. It serves as the single entry point for integration and synchronization for acquisition, logistics, and technology between the tactical and the Materiel Enterprise while enhancing unit readiness and improving combat capability.

The 401st has command and control of two Army field support battalions (AFSBn); AFSBn-Bagram, Bagram Air Field, is responsible for supporting regional command east and north; and AFSBn-Kandahar, Kandahar Air Field, is responsible for supporting regional command south and west. Each AFSBn has command and control of a logistics support element (LSE) and multiple logistics task forces (LTFs) positioned at the seven regional support activities (RSAs) throughout the Combined Joint Operations Area. Additionally, every brigade combat team (BCT) that deploys receives direct support from an attached brigade logistics support team.

The 401st AFSB provides its headquarters, the Army Sustainment Command (ASC), and the materiel enterprise partners a forward presence and executes the following critical programs and missions in support of Operation Enduring Freedom (OEF) in Afghanistan: • OEF expansion (planning/establishing AMC capabilities) • Assists program managers and Program Executive Offices with new equipment fielding • Mine-resistant ambush-protected vehicle (MRAP) and MRAP all-terrain vehicle (M-ATV) retrofit support • Battle-damaged equipment repair • Backup field and sustainment maintenance • Theater Provided Equipment (TPE) • Theater sustainment stocks (TSS) • Army Prepositioned Stocks (APS) • Electronic Sustainment Support Center (ESSC) • Small Arms Support Center (SASC) • Logistics Assistance Program (LAP) • Army Force Generation (redeployment, retrograde, and reset)

Senior command representatives (SCRs) and logistics assistance representatives (LARs) from the AMC’s life cycle management commands are an integral part of the 401st. The SCRs and LARs are on the ground in Afghanistan supporting units and assisting the AFSB staff in leveraging and synchronizing materiel enterprise capabilities. This integrated team approach is pivotal to the materiel enterprise success.

The 401st also manages the Logistics Civilian Augmentation Program to provide essential combat support and combat service support tailored to requirements identified by battlespace commanders.

History The 401st traces its history back to the 1997 activation of the Combat Equipment Group-Southwest Asia (CEG-SWA). The command was formed as a result of the chief of staff of the Army’s decision to expand AMC’s responsibility for war reserve stocks to include the Persian Gulf region.

While the unit created APS sets in Qatar and Kuwait, it underwent a series of name and organizational changes. CEG-SWA was renamed AMC Forward-SWA on Oct. 1, 2000, when the unit assumed responsibility for the Logistics Assistance Program and Logistics Civil Augmentation Program in Southwest Asia.

AMC Forward began war support operations in Southwest Asia in October. Headquarters moved from Qatar to Kuwait in the fall of 2002 as part of the ramp up to Operation Iraqi Freedom. The unit was redesignated AFSB-SWA on Oct. 1, 2004. At the time, AFSB-SWA consisted of the Brigade Headquarters in Qatar; Army Field Support Battalion-Qatar; AFSBn-Kuwait; AFSBn-Afghanistan; prepositioned watercraft at Kuwait Naval Base; and the LSE at Arifjan, Kuwait.

The AFSB-SWA was deactivated on Oct. 16, 2006, when the 401st AFSB was activated. In 2008, Brigade Headquarters Forward deployed to Bagram Air Base. The battalions in Kuwait and Qatar transferred to the 402nd AFSB in 2010 to allow the 401st to focus on Afghanistan.

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he 402nd Army Field Support Brigade (AFSB) is a missionfocused, modular organization designed to bring logistics power forward to every element of the expeditionary Army.

The 402nd AFSB has three subordinate Army field support battalions providing direct support at the corps or theater level.

AFSBn-Kuwait manages Army Prepositioned Stocks (APS-5), including Theater Sustainment Stocks and heavy and infantry brigade combat team sets from its headquarters at Camp Arifjan. The battalion is also an integral part of retrograde support and theater-wide support to Southwest Asia. The Army Field Support Battalion-Southwest Asia, headquartered at Camp Arifjan, provides one-stop single integration fielding for new technology systems and sustainment maintenance to units in Southwest Asia. In addition, the battalion provides centralized command and control for AMC life cycle management commands’ forward repair activities and support to the assistant secretary of the Army for acquisition, logistics and technology; Program Executive Offices, and Program Managers in Kuwait and Iraq. Army Field Support Battalion-Qatar executes contract oversight for the Qatar APS-5 Materiel Enterprise, which is comprised of Army Prepositioned Stocks-5, including Theater Sustainment Stocks, Fires and Sustainment

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Brigades Heavy, FALCON 78 Ammunition Supply Point, and a total of 13 operational projects. In addition, AFSBn-Qatar provides government oversight to the Stryker battle damage repair facility. Al Udeid Air Base and Masaeeid Port, Qatar, are the main hubs for all logistics operations in the country of Qatar.

The 541st Combat Sustainment Support Battalion, presently based at Camp Virginia, Kuwait, provides logistics expertise through redistribution property assistance teams (RPATs), mobile RPATs, equipment reset, and management of the largest property book ever managed in the history of the U.S. Army.

Among the missions managed by the 402nd are: Army Force Generation, including managing the Theater Property Book for Kuwait, Qatar, Egypt, Djibouti, and the Horn of Africa; Left Behind Equipment; reset; Pre-deployment Training Equipment and LCMC/Maintenance Activity Synchronization; Army Prepositioned Stocks; materiel management; field support; Theater Provided Equipment; direct theater support; Logistics Assistance Program; and the Logistics Civil Augmentation Program. The 402nd AFSB currently provides enduring support to the Department of State and the Office of Security Cooperation-Iraq.

U.S. Army photo by David Ruderman, 402nd AFSB PAO

402nd Army Field Support Brigade

Photo by David Ruderman, 402nd Army Field Support Brigade Public Affairs

///// Left: Army Field Support Battalion-Kuwait Soldiers and contractor line bosses huddle on the field at Camp Arifjan, Kuwait, before a day of Heavy Brigade Combat Team equipment issue to 1st Brigade, 1st Cavalry Division. Right: In April 2012, less than four months after the withdrawal of American combat forces from Iraq, Col. John S. Laskodi, 402nd Army Field Support Brigade commander, travels to Baghdad and Kirkuk, Iraq, for a firsthand look at logistical and support operations on the ground.

///// A 25th Transportation Battalion Soldier directs the download of an All-terrain Lifter, Army System (ATLAS) forklift during operations at the Port of Gwangyang, South Korea. The ATLAS, from Army Field Support Battalion-Northeast Asia, was added to prepositioned materiel aboard the USNS Watson.

403rd Army Field Support Brigade

Photo by Bob Smith, AFSBn-NEA

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he 403rd Army Field Support Brigade (AFSB) located in the Republic of Korea, is a mission-focused and modular unit, organized to place logistics power forward to every element of our expeditionary Army.

The 403rd AFSB has a network of logistics support elements (LSEs) providing direct support to corps-level activities. Army field support battalions (AFSBn) – AFSBn-Korea and ASFBn-Northeast Asia) – provide direct support to the 2nd Infantry Division and management of the regional Army Prepositioned Stocks, brigade logistics support teams provide direct support to the 2nd Infantry Division’s brigade combat teams, and logistics support teams provide direct support to non-divisional units in its assigned area.

The 403rd AFSB provides ASC and its materiel enterprise partners a forward presence to assist in managing sustainment maintenance and supply, and to assist theater maintenance activities in accomplishing field maintenance (when required).

Among the missions managed by the 403rd are: synchronizing the life cycle management commands’ forward and special repair activities support with theater maintenance activities; maintenance and distribution of Army Prepositioned Stocks; materiel fielding; wartime support planning for reception, staging, onward movement, and integration of U.S. Army Materiel Command augmentation forces; infrastructure development to support AMC power projection capabilities; Logistics Assistance Program; Logistics Civil Augmentation Program; and the integration of acquisition, logistics, and technology to support Soldier requirements.

An integral part of the 403rd AFSB team, logistics assistance representatives are embedded with the logistics support teams and elements to provide support to Soldiers at every echelon, thus ensuring equipment readiness.

The 403rd Army Field Support Brigade, also has operational control of the Directorates of Logistics within its area of responsibility in Korea and Japan, with full operational capability scheduled for FY 2013.

Linking Soldiers at the smallest outposts in Korea and Japan to the national sustainment base makes the 403rd AFSB a pivotal part of the Materiel Enterprise.

History The AMC Customer Service Office-Pacific opened in Seoul in 1966. Renamed the Logistics Assistance Office-Far East (LAO-FE) in 1972, it was responsible for technical assistance, wholesale supply support, management of modification work orders, and select item management for all Army units in U.S. Army-Pacific.

The AMC Forward-Far East was established in 1986 to coordinate all AMC activities in the Far East. Consolidated under AMC Forward-FE were the Depot Support Activity Far East (DSAFE), Test Measurement & Diagnostic Equipment, LAO-FE, the Logistics Assistance Program Senior Command Representatives, the Science and Technology Center-FE, and the Science Adviser.

AMC-FE was established in 1995 to correct the fragmentation of missions. The U.S. Army Operations Support Command, the predecessor of the Army Sustainment Command, took over management in 2000.

The DSAFE and Combat Equipment Battalion-Far East began reporting to AMC-FE in 2000. During 2001 the name of the command returned to AMC Forward-FE. On May 1, 2005, AMC Forward-FE was redesignated as Army Field Support Brigade-FE. The AFSB-FE restructured its logistics assistance offices into LSEs and brigade logistics support teams to provide modular support to the 8th Army.

The AFSB-FE was disestablished on Oct. 16, 2007, and the 403rd AFSB was activated. The 403rd assumed responsibility for the Logistics Civil Augmentation Program operations in the Pacific, the watercraft mission in Yokohama, and AMC functions in Japan, Guam, and Okinawa.

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///// The 557th Engineer Company, the 864th Engineering Battalion, and the 555th Engineering Battalion performed preventive maintenance checks and services (PMCS) inspections of equipment they received from the Left Behind Equipment program, managed by the 404th Army Field Support Brigade.

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he 404th Army Field Support Brigade (AFSB), located at Joint Base Lewis-McChord in Washington state, is a mission-focused, modular organization, designed to project logistics power to the U.S. expeditionary Army.

The brigade has three subordinate battalions: Army Field Support Battalions (AFSBn)-Hawaii, AFSBn-Lewis, and AFSBn-Alaska, three logistics support teams (Fort Irwin, Fort Wainwright, and Fort Huachuca), seven brigade logistics support teams, and two combat aviation battalions.

The 404th provides direct support to corps, division, and installation-level activities with AFSBns. Brigade logistics support teams serve with brigade combat teams and logistics support teams serve separate units and areas.

Among the missions managed by the 404th are Army Force Generation (ARFORGEN), Left Behind Equipment, reset, Pre-deployment Training Equipment, Defense Support to Civil Authorities, life cycle management commands (LCMC) maintenance activity synchronization, Logistics Civil Augmentation Program, and workload management of Directorates of Logistics.

An integral part of the 404th AFSB, logistics assistance representatives from U.S. Army Materiel Command’s LCMCs provide “muddy-boot” technical support.

History The 404th AFSB was activated on Oct. 16, 2007, with a mission to manage all Logistics Assistance Programs, ARFORGEN

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and reset missions as the single point of entry to AMC for units on the Pacific Rim, excluding Korea.

LSE-Forward Stryker was established at Fort Lewis, Wash., in FY 2003 as a subordinate unit of AMC, continental United States. The unit organized the first Stryker LSE that year and prepared to deploy to Southwest Asia.

LSE-Forward Stryker was reorganized in FY 2004 as AMC Forward Stryker, a direct subordinate unit to the Army Field Support Command, predecessor to the Army Sustainment Command. The mission of AMC Forward Stryker was expanded in FY 2005 to provide command and control of the Logistics Assistance Program in the Pacific Rim. AMC Forward Stryker became the AFSB-Pacific on Aug. 15, 2005. The AFSB-Pacific’s area of responsibility and mission support requirements expanded, to an emphasis on reset, pre-deployment training and preparation, and transformation of the 25th Infantry Division, 45th Corps Support Group (now 8th TSC), and separate units of the U.S. Army, Hawaii. AFSB-Pacific created the first Brigade Logistics Support Teams in FY 2005.

When the Army Field Support Brigade-Pacific was renamed the 404th Army Field Support Brigade-Pacific, it was completely involved in reset and ARFORGEN. During FY 2007 its mission expanded to include responsibility for the LSEs at Fort Irwin, Fort Huachuca, Hawaii, Alaska, and Fort Lewis.

Activated on Oct. 16, 2008, the 404th AFSB proudly continues its mission: “Sustain to Win.”

Photo courtesy of ASC PAO

404th Army Field Support Brigade

///// Personnel from the Theater Aviation Sustainment Manager-Europe (TASM-E) offload a CH-47 Chinook from the back of a cargo ship at the U.S. Naval Station, Rota, Spain. TASM-E, an element of the 405th Army Field Support Brigade in Germany, has the mission to provide field, sustainment, and limited depot-level aviation maintenance to both aircraft and aviation ground support equipment.

405th Army Field Support Brigade

Photo by Sgt. Frank Sanchez III, 21st Theater Support Command Public Affairs

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he 405th Army Field Support Brigade (AFSB), located in Kaiserslautern, Germany, is a mission-focused, modular organization designed to bring logistics power forward to every element of the U.S. expeditionary Army for its area of responsibility.

Its mission is to act as the single point of entry to Army Materiel Command for units in U.S. Army Europe (USAREUR), provide command and control over AMC elements, manage AMC activities in USAREUR and in the Africa Command.

The 405th AFSB has a network of logistics support elements providing direct support to corps-level activities, with Army field support battalions (AFSBns) providing direct support at the division or installation-level; brigade logistics support teams providing direct support to their assigned brigade combat team; and logistics support teams providing direct support to non-brigade combat team Army units in their assigned area.

The 405th AFSB provides ASC and its Materiel Enterprise partners a forward presence to assist in managing sustainment maintenance and installation field maintenance. Among the missions managed by the 405th are: Army Force Generation, including Left Behind Equipment, reset, Pre-deployment Training Equipment and life cycle management command/maintenance activity synchronization; Army Prepositioned Stocks; materiel management; field support; Theater Provided Equipment; direct theater support; Logistics Assistance Program; and the Logistics Civil Augmentation Program (LOGCAP).

Logistics assistance representatives from the AMC’s LCMCs are on the ground with supported units.

AFSBn-Germany is headquartered at Rose Barracks in Vilseck.

AFSBn-Italy is headquartered at the Leghorn Army Depot, Camp Darby, Italy.

The 405th also has operational control of the Directorates of Logistics within its area of responsibility, with full operational capability scheduled for FY 2013.

History The 405th AFSB was activated on Oct. 16, 2008, in Seckenheim, Germany.

The Development and Readiness Command (DARCOM)-Europe was established in July 1982 (DARCOM was the name used for AMC from 1976 to 1984). It oversaw 39 activities across four European countries. Renamed AMC-Europe in 1984, it provided command and control of all AMC assets in Europe, managed the Logistics Assistance Program, interfaced with Headquarters USAEUR and senior logistics elements in Europe, managed equipment fielding, and better utilized AMC contractor facilities.

Reorganization during the 1990s reduced its command and control role; however, the commodity commands and program managers’ missions expanded.

After Operation Desert Storm, the War Reserve in Europe was transferred from USAEUR to the Department of the Army and assigned to AMC’s Industrial Operations Command (IOC) at Rock Island, Ill., a predecessor of the Army Sustainment Command.

IOC assumed control of AMC-Europe in 2000.

IOC merged War Reserves in Europe into AMC-Europe in 2004, which was redesignated as AFSB-Europe. In late 2004, much of the staff deployed to Balad, Iraq, to create a brigade-level structure to oversee the Logistics Support Elements in Iraq. The unit was renamed the 405th AFSB in 2008.

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///// The 406th is the only AFSB with an Army Prepositioned Stock (APS)-Afloat mission, executed out of Charleston, S.C. The APS equipment set is returned to Charleston every 24 to 30 months to undergo a 109-day process to repair the equipment for another 24- to 30-month deployment.

406th Army Field Support Brigade

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The 406th also has operational control of Directorates of Logistics within its area of responsibility, with full operational capability scheduled for fiscal year 2013.

History The 406th AFSB was activated on Oct. 16, 2007. The Army approved creating AFSBs in the continental United States (CONUS) in 2005 to provide the same services the AFSBs provided overseas. In the spring of 2005, this concept was put into action with the creation of AFSBs CONUS East (AFSB-CE) and CONUS West at Fort Hood, Texas. AFSB-CE stood up in March 2005 and was responsible for enhancing the readiness of the XVIII Airborne Corps and Army Reserve component units east of the Mississippi River. The original commander of ASFB-CE was also the commander of Combat Equipment Brigade-Afloat (CEB-A) at Charleston. The commander transitioned headquarters to Fort Bragg.

CEB-A was reduced to a battalion-command equivalent and shifted to civilian leadership. Despite successful mission accomplishments, AFSB-CE was limited because it was officially a nondeployable unit – despite deploying in support of Hurricane Katrina relief efforts. This changed in October 2007 when AFSB-CE was deactivated and the 406th AFSB stood up in its place.

U.S. Army photo

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he 406th Army Field Support Brigade (AFSB), located at Fort Bragg, N.C., is a mission-focused, modular organization designed to bring logistics power forward to every element of the expeditionary Army.

The brigade executes Materiel Enterprise functions for the U.S. Army Materiel Command and provides a single face to the field by synchronizing acquisition, logistics, and technology at the tactical, operational, and strategic levels in order to enable the combat readiness of all Army units in the eastern United States. The 406th is responsible for the Army’s Prepositioned Stocks-Afloat Program located in Charleston, S.C. The 406th has command and control of four subordinate battalions: AFSBn-Fort Bragg, N.C.; AFSBn-Fort Campbell, Ky.; AFSBn-Fort Drum, N.Y.; and AFSBn-Fort Stewart, Ga., as well as logistics support teams and brigade logistics support teams located throughout its area of responsibility and one logistics support element (LSE) to support U.S. Army Special Operations Command.

Operational missions managed by the 406th include Left Behind Equipment, field-level reset, Pre-deployment Training Equipment, and Army Prepositioned Stocks. It also executes the Logistics Assistance Program for the AMC Materiel Enterprise.

///// Soldiers from the 407th Army Field Support Brigade complete repairs on an Army vehicle.

407th Army Field Support Brigade

U.S. Army photo

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he 407th Army Field Support Brigade (AFSB), located at Fort Hood, Texas, manages Left Behind Equipment (LBE), reset, and pre-deployment training equipment (PDTE) for its supported units; accomplishing its mission through four Army field support battalions (AFSBns), Directorates of Logistics (DOLs), logistics support teams (LSTs), and the integration of senior command representatives from each of the life cycle management commands.

Army Field Support Battalion (AFSBn)-Carson is headquartered at Fort Carson, Colo., and aligned with the 4th Infantry Division. AFSBn-Carson has logistical support responsibility for Colorado, Wyoming, and North and South Dakota. The Fort Carson DOL is under the operational control of AFSBn-Carson.

AFSBn-Bliss is headquartered at Fort Bliss, Texas, and aligned with the 1st Armored Division. AFSBn-Bliss has logistical support responsibility for West Texas and New Mexico. The DOLs located at Fort Bliss, White Sands Missile Range, N.M., and Puerto Rico are under the operational control of AFSBn-Bliss.

AFSBn-Riley is headquartered at Fort Riley, Kan., and aligned with the 1st Infantry Division. AFSBn-Riley has logistical support responsibility for Minnesota, Iowa, Missouri, Nebraska, and Kansas. AFSBn-Riley has logistics support teams located at Fort Leonard Wood, Mo., and Fort Knox, Ky. The DOLs located at Fort Riley, Fort Leonard Wood, and Soto Cano, Honduras, are under the operational control of AFSBn-Riley.

AFSBn-Hood, headquartered at Fort Hood, is aligned with the 3rd Armor Corps and 1st Cavalry Division. AFSBn-Hood has logistical support responsibility for Arkansas, Oklahoma, and Texas.

The AFSBn-Hood has LSTs located at Fort Sill, Okla., and Fort Sam Houston, Texas. The DOLs located at Fort Hood, Fort Sill, and Fort Sam Houston, Texas, are under the operational control of AFSBn-Hood.

History The 407th AFSB was activated on Oct. 16, 2007, at Fort Hood, Texas.

The Army approved the concept of creating Army field support brigades in the continental United States (CONUS) in 2005 to provide the same kinds of service as the AFSB’s were providing overseas. The AFSB-CONUS West (AFSB-CW) stood up in January 2005 as the first test of the concept. AFSB-CW was initially responsible for enhancing the readiness of active Army, Army Reserve, and National Guard units west of the Mississippi River, except those in Washington state.

In late 2005, AFSB-CW deployed in support of humanitarian relief operations following Hurricane Katrina. The first logistics support element was converted to the Army field support battalion that stood up at AFSBn-Carson. The lack of deployment equipment strengthened the argument that the AFSBs needed to be deployable units.

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U.S. ARMY MATERIEL COMMAND

///// Left: PCAPP Project 2009. Right: Blue Grass Chemical Activity.

U.S. Army

Chemical Materials Agency

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agencies and residents in communities near stockpile sites are able to respond appropriately in the unlikely event of a serious chemical incident. CMA also manages a National Inventory Control Point and National Maintenance Point to ensure the stockpile is maintained safely during its remaining storage life.

Contact Information U.S. Army Chemical Materials Agency Public Affairs Office ATTN: AMSCM-PA 5183 Blackhawk Rd. Aberdeen Proving Ground, MD 21010-5424 (800) 488-0648, (410) 436-3629 usarmy.apg.uscma.mbx.pao -mailbox@ mail.milto www.cma.army.mil

U.S. Army photo

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he mission of the U.S. Army Chemical Materials Agency (CMA) is to enhance national security by storing and ultimately eliminating U.S. chemical warfare materiel (CWM) and supporting CWM responses. The agency’s headquarters’ management team, as well as scientific, communications, and support staff, are based at the Edgewood Area of the Aberdeen Proving Ground in Maryland, while other dedicated managers and staff fulfill the agency’s mission at locations across the country.

CMA’s mission areas include: safely storing stockpiles at Blue Grass Chemical Activity and Pueblo Chemical Depot; managing and closing the destruction facilities at Anniston, Pine Bluff, Deseret, and Umatilla; assessing and destroying recovered chemical warfare materiel as it is discovered; working with the treaty mission as the Army’s executive agent; and continuing to partner with the Chemical Stockpile Emergency Preparedness Program (CSEPP).

Through the CSEPP, CMA partners with the Department of Homeland Security and officials to ensure emergency response

///// On-site containers (ONCs) line a Deseret Chemical Depot transfer yard, where they will be stored until a recycling contract is in place. A total of 40 ONCs will be recycled as scrap metal.

Deseret Chemical Depot U.S. Army Chemical Materials Agency photo

Tooele, Utah

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he Deseret Chemical Depot (DCD) is one of four U.S. Army Chemical Materials Agency (CMA) installations in the continental United States that stored chemical weapons and completed its chemical weapons storage and destruction mission in January 2012. The weapons originally stored at the depot consisted of various munitions and ton containers, containing GB, GA, and VX nerve agents or blister agents (H, HD, HT, and Lewisite). The last chemical agent munitions at the depot were safely destroyed in January 2012, using hightemperature incineration technology, which has been used for more than a decade.

The Tooele Chemical Agent Disposal Facility (TOCDF) was designed for the sole purpose of destroying the chemical

weapons stockpile stored at DCD. Facility construction was completed in 1993. From 1993 to 1996, the facility underwent a testing phase known as “systemization” where treatment and disposal systems were tested to ensure safe operations. The Army safely stored approximately 44 percent of the Nation’s original chemical weapons at the DCD starting in 1942. In August 1996, the Army began disposing of these weapons at the TOCDF, and disposal was completed in January 2012.

CMA also develops and operates mobile treatment systems for on-site treatment of recovered chemical weapons, which is has used to successfully treat recovered chemical weapons at DCD.

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U.S. ARMY MATERIEL COMMAND

///// An empty non-chemical storage igloo (C903) at Pueblo Chemical Depot.

Pueblo Chemical Depot Pueblo, Colorado U.S. Army Chemical Materials Agency

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he U.S. Army Pueblo Chemical Depot (PCD) located near Pueblo, Colo., is one of two Army installations in the United States that currently store chemical weapons. PCD stores a stockpile of chemical weapons comprising 7 percent of the nation’s original chemical materiel stockpile. Since 1942, the depot’s missions shifted and expanded, and today the depot’s mission is to ensure the safe, secure storage of the chemical weapons stockpile. Encompassing approximately 23,000 acres, PCD reports to the U.S. Army Chemical Materials Agency (CMA). The U.S. Army Element, Assembled Chemical Weapons Alternatives, known as ACWA, is the Department of Defense program responsible for the destruction of the chemical weapons stockpile stored at PCD. Working in partnership with the community, the technology known as neutralization followed by

biotreatment was selected in 2002 to destroy the Pueblo chemical weapons stockpile. The Pueblo Chemical Agent-Destruction Pilot Plant (PCAPP) is currently under construction near the storage site.

PCD and PCAPP work closely with the Colorado Chemical Demilitarization Citizens’ Advisory Commission (CAC), which serves as a forum for exchanging information about the project. The CAC offers opportunities for the public to get involved and represents community and state interests to the Army and the Department of Defense. Community and state emergency professionals work closely with the Chemical Stockpile Emergency Preparedness Program to develop emergency plans and provide chemical accident response equipment and warning systems for communities surrounding the stockpile in Pueblo.

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U.S. ARMY

CECOM life cycle management command

U.S. Army photo

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he U.S. Army Communications-Electronics Command (CECOM) is the Warfighter’s “one-stop-shop” for life cycle support of communications-electronics systems and equipment they carry. CECOM’s mission is to develop, acquire, provide, and sustain world-class command, control, computers, intelligence, surveillance and reconnaissance (C4ISR) systems and battle command capabilities for the joint Warfighter.

CECOM also plays an integral part in the establishment and optimization of the Army’s C4ISR Materiel Enterprise and C4ISR Center of Excellence, also located at Aberdeen Proving Ground (APG), Md. The C4ISR Materiel Enterprise is co-chaired by the U.S. Army Materiel Command and the assistant secretary of the Army for Acquisition, Logistics and Technology. Together, these organizations develop, acquire, provide, field, and sustain worldclass C4ISR systems and battle command capabilities for the joint Warfighter.

As an AMC major subordinate command, CECOM was first established as the U.S. Army Electronics Command on Aug. 21, 1963, then designated the Communications-Electronics Command in 1981, and was redesignated as the CECOM LCMC in 2005. As a life cycle management command, CECOM conducts training missions; provides field support for equipment and systems modifications and upgrades; and provides logistical expertise to ensure the on-time delivery of equipment, services, and capabilities to the Warfighter.

CECOM is comprised of approximately 8,500 military, civilian, and contract personnel across five CECOM organizations and its headquarters: • Central Technical Support Facility (CTSF), Fort Hood, Texas: CTSF is the Army’s premier test, integration and certification testing facility for the Army LandWarNet/Battle command systems. The CTSF provides C4ISR testing and certification for intra-Army interoperability, interim authority to operate, spectrum analysis, and net-worthiness.

• Logistics and Readiness Center (LRC), APG: LRC provides a global logistics support for C4ISR systems and equipment through rapid acquisition, maintenance, production, fielding, new equipment training, operations, and sustainment to meet the Army’s reset and readiness goals.

///// Dan Nawrocki, an electronics mechanic at Tobyhanna Army Depot, connects test cables to feed points on an MSTT1(a) multiple threat emitter system (MUTES) antenna wave guide system. Tobyhanna employees overhaul, repair, and align the Air Force AN/MST-T1(a) MUTES and AN/MST-T1(v) mini-MUTES transmitters.

• Software Engineering Center (SEC), APG: SEC provides life-cycle software solutions for C4ISR software systems on the battlefield. SEC develops and maintains software business applications to ensure Soldiers are fed, housed, moved, and supplied.

• Tobyhanna Army Depot (TYAD), Tobyhanna, Pa.: TYAD is the Army’s premier depot providing maintenance, manufacturing, integration, and fielded repair to C4ISR systems worldwide, including more than 80 forward repair activities. TYAD accomplishes maintenance, fabrication, and system integration for Army, Navy, and Air Force C4ISR systems.

• U.S. Army Information Systems Engineering Command (USAISEC), Fort Huachuca, Ariz.: USAISEC provides systems engineering services, installation, integration, implementation, and evaluation support for communications and IT systems in support of the Warfighter. ISEC supports the PEO for Enterprise Information Systems.

U.S. Army CECOM Life Cycle Management Command ATTN: Corporate Communications 6002 Combat Dr. Aberdeen Proving Ground, MD 21005-1845 (443) 861-6757 cecom.army.mil

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///// Gene Curran (left), lead mechanical engineer, and John Morelli, lead technician, verify that the AN/TSC-93 Tactical Satellite (TACSAT) Terminal system will fit inside the C-130 Hercules transport aircraft using Tobyhanna Army Depot’s C-130 test fuselage. Tobyhanna fielded the first Army “fifth wheel” HMMWV towable trailer as part of an upgrade program for the AN/TSC-93 TACSAT Terminal. The Fifth Wheel Tactical Trailer is the depot’s solution to mounting heavy shelters on up-armored HMMWVs.

TOBYHANNA ARMY DEPOT Mission Provide superior logistics support, total sustainment, manufacturing, integration, and field support of the full spectrum of Department of Defense (DoD) critical command, control, communications, computers, intelligence, surveillance, and reconnaissance (C4ISR) systems for the joint Warfighter – worldwide.

History Tobyhanna Army Depot (TYAD) has served the United States since Feb. 1, 1953. Today, TYAD is the premier full-service joint C4ISR maintenance facility in the DoD and is the largest employer in northeastern Pennsylvania, with an annual economic impact of $3.1 billion. In 2010, the depot earned its fifth Shingo Prize for Operational Excellence and its second consecutive Army Lean Six Sigma Excellence Award. Among its most notable accomplishments, Tobyhanna has earned two Chief of Staff of the Army Maintenance Excellence Awards for Depot Maintenance and two Army Superior Unit Awards.

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Installation Overview The depot encompasses 1,296 acres. The mission area consists of 155 buildings, 21 clean rooms, and 13 test ranges, to include multiple radar ranges and a laser range. More than 2.3 million square feet are dedicated to the depot’s C4ISR and missile guidance and control missions with 61 percent of the mission area under one roof. TYAD is virtually self-sustaining with a modern infrastructure to support its diverse mission requirements.

More than 5,500 personnel work at the installation and operate its worldwide network of over 70 forward repair activities, including more than 30 in Southwest Asia. TYAD is ISO 9001:2008 certified for the repair, overhaul, fabrication, power projection, and logistics support of C4ISR equipment and systems and the design and development supporting integration of communications-electronics systems. Tobyhanna is the first military installation and third organization of any type in the world to achieve certification to both Aerospace Standard (AS) 9100 Revision C and AS9100 Revision A. The depot also holds certification for the ISO 14001:2004

U.S. Army photo by Tony Medici

Tobyhanna, Pennsylvania

Environmental Management System and the Occupational Health and Safety Assessment Series 18001:2007. In addition, TYAD is the first DoD facility to be certified as an Occupational Safety and Health Administration Voluntary Protection Program Star Site (1999, 2005, 2010).

Competencies The Army has designated Tobyhanna as its Center of Industrial and Technical Excellence for C4ISR, avionics, and missile guidance and control. The Air Force has designated Tobyhanna as its technical source of repair for command, control, communications, and intelligence systems. TYAD’s talented workforce, high level of electronics expertise, and the latest technologies and business management techniques ensure the depot is the provider of choice for fabrication, electronic repair, engineering design, systems integration, technology insertion, automated test equipment, and technical documentation development of DoD’s joint C4ISR systems as well as missile guidance and control systems. TYAD projects its capabilities forward to posts, camps, stations, and remote operating bases worldwide ensuring operational readiness for the Warfighter. TYAD personnel provide two-level maintenance on systems such as improvised explosive device countermeasures, Logistics Information System, Tactical Operation Centers, Army airborne command and control, Guardrail/

Common Sensor, Firefinder, Common Ground Station, tactical unmanned aerial vehicles, and communication security equipment at sites throughout Europe, Southwest Asia, Korea, Okinawa, and the continental United States.

Capabilities at a Glance • Total sustainment of C4ISR systems and components • Missile guidance and control, avionics, and electro-optic repair/overhaul • Worldwide maintenance and sustainment support (70 sites worldwide with 30 sites in Southwest Asia) • Light manufacturing and fabrication • Robust engineering design, development, simulation, and testing • Automated Test Equipment Center for Excellence This installation received significant gains with every Base Realignment and Closure round.

Contact Information Tobyhanna Army Depot (ELTY-BU), 11 Hap Arnold Blvd.

Tobyhanna, PA 18466-5051 570-615-6660 (com), 795-6660 (DSN) www.tobyhanna.army.mil

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U.S. ARMY MATERIEL COMMAND

U.S. ARMY

JOINT MUNITIONS COMMAND T

Training and Explosives Safety: • Defense Ammunition Center; McAlester, Okla.

Army Ammunition Plants/Activities Locations: • Anniston Defense Munitions Center; Anniston Ala. • Crane Army Ammunition Activity; Crane, Ind. • Holston Army Ammunition Plant; Kingsport, Tenn.

• Iowa Army Ammunition Plant; Middletown, Iowa • Lake City Army Ammunition Plant; Independence, Mo. • Letterkenny Munitions Center; Chambersburg, Pa. • McAlester Army Ammunition Plant; McAlester, Okla.

• Milan Army Ammunition Plant; Milan, Tenn.

• Radford Army Ammunition Plant; Radford, Va. • Scranton Army Ammunition Plant; Scranton Pa.

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///// The Joint Munitions Command operates a nationwide network of facilities where conventional ammunition is produced and stored, including the 120 mm round produced at Iowa Army Ammunition Plant (seen above).

Army Depots and Arsenals: • Blue Grass Army Depot; Richmond, Ky. • Hawthorne Army Depot; Hawthorne, Nev. • Pine Bluff Arsenal; Pine Bluff, Ark. • Tooele Army Depot; Tooele, Utah U.S. Army Joint Munitions Command ATTN: AMSJM-PA 1 Rock Island Arsenal, Rock Island, IL 61299-6000 (309) 782-1514 rock-amsjm-pa@conus.army.mil www.jmc.army.mil usarmy.RIA.jmc.mbx.army-amc-org-jmc-amsjm-pa@mail.mil

U.S. Army photo

he Joint Munitions Command (JMC), a major subordinate command of U.S. Army Materiel Command manages the production, storage, issue, and demilitarization of conventional ammunition for all U.S. military services.

Headquartered at Rock Island Arsenal, Ill., JMC, serves as the Department of Defense’s (DoD) field operating agency for the Single Manager for Conventional Ammunition mission, and therefore, provides support to all branches of the U.S. military and to selected non-DoD customers as well.

To meet the needs of the transformed fighting forces of the 21st century, JMC is developing and modernizing systems that will provide theater and field commanders with accurate, up-tothe-minute information on the status of munitions; make the most effective use possible of the existing ammunition stockpile; and maximize the capabilities and cost effectiveness of munitions production facilities.

Through an initiative known as Centralized Ammunition Management, JMC is expanding its ability to supply combat units with the right munitions, at the right time and in the right place.

JMC operates a nationwide network of installations and facilities where conventional ammunition is produced and stored. To assure the reliability, quality, and safety of the ammunition stockpile, specialists from JMC often work alongside units in the field and accompany them on deployments.

///// In 2011, the first two Terminal High Altitude Area Defense (THAAD) missiles were delivered to Anniston Army Depot’s Ammunition Limited Area for storage by the Anniston Defense Munitions Center. Anniston Defense Munitions Center maintains receipt, storage, and shipping capabilities for THAADs.

Anniston Defense Munitions Center Anniston, Alabama Mission Anniston Defense Munitions Center (ADMC) provides timely and accurate receipt, storage, shipment, maintenance, inspection, demilitarization, and recycling of ammunition and missiles in support of service members.

History ADMC, located at Anniston Army Depot, is a multifunctional ammunition facility. The primary mission is receipt, storage, surveillance, and shipment of missiles and conventional ammunition. Effective Oct. 1, 1999, ADMC officially came under the full command and control of Blue Grass Army Depot in Richmond, Ky. ADMC received its first on-site commander in June 2004.

Center and is one of the Army’s ammunition storage sites with more than 450 Stradley igloos, which can store some of the Army’s largest munitions. Future technologies and capabilities include: Energetics Processing Module, Slurry Explosive Module, Contained Detonation Chamber, Multiple Launch Rocket System Recycling, 155 additional igloos in fiscal year 2010, additional Conventional/Missile Maintenance Facility in FY 2010, and Department of the Army Automated Ammunition Requirements Tool/Ammunition/Computer Aided Manufacturing Web-based tool.

Installation Overview The center sits on 13,160 acres of land and is comprised of 33 buildings and 1,124 igloos (storage capacity of 2.5 million square feet). There are 180 miles of roads and 19 miles of railroads at ADMC. The site is centrally located to provide timely support to the southeast portion of the United States. ADMC has year-round operational capability.

Capabilities at a Glance • Ship/receive/outload storage – Stradley, H-type, and standard igloos • Ammunition renovation • Preservation, packaging, and maintenance • Quality assurance services • Explosive • Demilitarization/disposal – open • Burning and open detonation • Missile Recycling Center

Competencies The ADMC is a key Department of Defense site for missile and rocket maintenance, demilitarization, and disposal by open burning and open detonation and is the strategic resupply center for some military units. The ADMC is also the site for the Department of the Army’s Missile Recycling

Contact Information Anniston Defense Munitions Center ATTN: AMSTA-AN- PA 7 Frankford Ave. Anniston, AL 36201-4199 (256) 235-6281 (COM), 571-6281 (DSN) clester.burdell@us.army.mil

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Crane Army Ammunition Activity Crane, Indiana

History In 1940, Congress appropriated $3 million for the construction of the depot. In 1941, the Naval Ammunition Depot was commissioned. In 1975, the U.S. Army was tasked by the Department of Defense as the single manager for procurement, supply, maintenance, and renovation for conventional ammunition, and on Oct. 1, 1977, Crane Army Ammunition Activity (CAAA) was activated and assumed the ammunition production functions as a tenant activity at the Naval Support Activity, Crane.

Installation Overview CAAA occupies more than 62,000 acres with approximately 1,800 magazines, 330 buildings, and approximately 4.9 million square feet of storage capacity. Crane’s primary mission is that of a major Power Projection Platform, which includes storage and outload with an active production mission for pyrotechnic (illumination and infrared) “candles” for mortars and projectiles, decoy flares, bomb and ammunition renovation as well as demilitarization. CAAA is also host to Reserve training programs. CAAA is an ISO 9001:2000 certified work site and has earned the Voluntary Protection Program Star Status.

Competencies CAAA is a Strategic Mobility Platform offering logistical support in receiving, storing, shipping, and surveillance. As a Munitions Center of Excellence, CAAA is the producer of mortar and artillery illumination and infrared items. Crane is a major producer of large-caliber Navy gun ammunition with capabilities to load (cast and press) and renovate munitions and bombs, missile warhead pressing, insensitive munitions, actuating devices, depleted uranium remanufacture, and C4 extrusion. CAAA’s demilitarization capabilities include steam out, high-pressure washout, permitted open burn/open detonation, contained detonation, water-jet, and white phosphorus conversion. The Machining Center offers fabrication of tools, dies, fixtures, gages, production equipment, and components. CAAA can also weld, heat treat, and perform cleaning and finishing.

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Capabilities at a Glance • Logistical operations • Munitions manufacturing • Demilitarization • Munitions maintenance and renovation, container repair • Remote operations capability • Engineering services • Environmental test facility • Logistics support machine shop, function test range, burster tubes • In-house chemical lab partnerships • GDOTS-105 mm • Gradient – Yellow-D Contact Information Crane Army Ammunition Activity ATTN: JMCN-CO 300 Highway 361 Crane, IN 47522-5099 (812) 854-4825 (COM), 482-4825 (DSN) caaapao@conus.army.mil

///// A Navy Reserve sailor receives training on an explosives forklift during annual training with Crane Army Ammunition Activity.

U.S. Army photo

Mission Receive, store, ship, produce, renovate, and demilitarize conventional ammunition, missiles, and related components to meet contingency requirements in support of the Soldier.

holston army ammunition plant Kingsport, Tennessee Mission Holston Army Ammunition Plant (HSAAP) manufactures a wide range of secondary detonating explosives including RDX, HMX, TATB, NTO, and related formulations in addition to a growing number of specialty chemicals such as DNAN and DMDNB. Research and development (R&D) plays a vital role in the development and production of new products to meet the current and future needs of Soldiers.

History During World War II, the U.S. government needed a highly effective explosive to counter German U-boats. In June 1942, the U.S. government authorized Tennessee Eastman Company to design and operate Holston Ordnance Works for the manufacture of Composition B. Peak employment levels hit 7,345 in 1945. Holston was deactivated at the end of World War II and was reactivated for the Korean Conflict. In January 1999, BAE Systems Ordnance Systems Inc. became the operator under a Facilities Use Contract.

Since 1999, Holston has experienced a significant growth in production volume, product offerings, and manufacturing capabilities.

U.S. Army photo

Installation Overview The plant sits on a total of 6,024 acres of land. HSAAP is comprised of two major areas: Area A is located within the city of Kingsport, Sullivan County; Area B, more than 5,900 acres, is located west of Kingsport, in both Sullivan and Hawkins counties. The two areas are connected by rail and pipeline. The facility has more than 450 buildings, including 130 igloos. Holston has about 20 armament retooling and manufacturing support program tenant businesses, including the Holston Business Development Center.

Holston is under the leadership of the commander of Pine Bluff Arsenal, Ark. Competencies Core capabilities at Holston include the mixed-acid nitration of organic molecules to synthesize a host of secondary high explosives, from gram scale to millions of pounds. Product purification and particle size is controlled by recrystallization from organic solvents, with a fully permitted environmentally compliant effluent treatment capability. Explosive products are formulated at Holston to provide for melt-cast, pressed, extrudable, and cast-cured explosive fillings. All explosive operations are performed against an ISO 9001:2000 accredited registration. Research and development at Holston is highly focused on next-generation energetic materials, using affordable, practical chemistry techniques. R&D covers the

///// Holston Army Ammunition Plant employee prepares C4 for tagging.

technology areas of synthesis, formulation, analytical methodsdevelopment, and explosive performance testing.

Capabilities at a Glance • Production and development of insensitive munitions • Production of RDX, HMX, pressed PBXs, and melt-cast high explosives • Synthesis and manufacture of high explosives – grams to millions of pounds • Recrystallization and purification from organic solvents • Melt-cast, cast-cured, pressed, and extrudable explosives formulation • Explosives performance testing; full-spectrum explosives • Research and development capability

• Custom and fine chemical manufacture for the defense industry • ISO 9001, OHSAS 18001, and ISO 14001

(certified fence to fence) certifications Contact Information Holston Army Ammunition Plant ATTN: JMHS-CR 4509 West Stone Drive Kingsport, TN 37660-1048 (423) 578-6248 (COM), 748-6248 (DSN) hsaap@afsc.army.mil

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U.S. ARMY MATERIEL COMMAND

///// An Iowa Army Ammunition Plant worker inspects a 155 mm artillery round at the plant located in Middletown, Iowa.

iowa army ammunition plant Middletown, Iowa

History The Iowa Army Ammunition Plant (IAAAP), also referred to as the Iowa Ordnance Plant (IOP) prior to 1963, was established in 1940 and began production of ammunition in 1941 to support the war effort. All production was terminated on Aug. 14, 1945. Operations after that date consisted of completing work already in process and renovating rejected ammunition.

The contract operations ceased in January 1946. The U.S. government then assumed the operation of long-term storage, surveillance, demilitarization, and reconditioning activities.

In 1973, the USAEC announced that it was phasing out of the IAAAP; the facilities were reverted back to Army control on

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July 1, 1975. The installation received the additional mission of detonators, mines, and artillery production in accordance with BRAC 2005.

Installation Overview The plant sits on 19,011 acres of land. The facility has more than 1,112 structures including: igloos, buildings, and magazines with a total of 1.1 million square feet of storage. The plant has 142 miles of roads and 102 miles of railroads. IAAAP is a government-owned, contractor-operated facility, operated

by American Ordnance LLC, under a facilities-use contract. The use of the Armament Retooling and Manufacturing Support program at IAAAP has reduced the operating cost for the plant.

Competencies Current production capabilities include the M795, M107, M927, Expeditionary Fire Support System (EFSS), Stryker Reactive Armor Tile (SRAT), Hawk, Stinger, Modular Artillery

U.S. AMC photo by Darryl Howlett

Mission Produce and deliver quality large-caliber ammunition items for the Department of Defense using modern production methods in support of worldwide operations. Maintain stewardship of government facilities and the environment.

Charge System (MACS), the entire family of 120 mm tank ammunition including the M1028, M467, and M1040 105 mm tank ammunition, 75 mm and 105 mm blanks, 40-pound Cratering Charge, NLOS, Excalibur, Javelin, Hellfire, TOW tip charges, Sidewinder warheads, propelling charges, detonators, FASCAM, and midrange munitions. The plant is also establishing the capability to produce the 40 mm grenade, MICLIC, Spider, C4/M112 and ignition cartridges. These additional capabilities will be established in early 2012. The plant also has an active test fire area for testing live munitions, on-post fire station, and two contaminated waste processors that provide the capability to thermally decontaminate materials on plant ground. Both facilities are currently inoperable due to compliance/equipment issues. Add-on armor kits with reactive armor tiles are new to the production schedule at IAAAP. These kits support Stryker vehicles conducting combat operations. The plant also performs a large number of contracts for shaped charges, warheads, and special builds and is constantly improving munitions and manufacturing techniques. In December 2005, American Ordnance received its ISO:14001 certification and the government staff instituted an Environmental Management System. American Ordnance and the government staff are both ISO-9001 certified.

Capabilities at a Glance • LAP for a full range of munitions and high-explosive components • Tank ammunition • High-explosive artillery • Large-caliber mortars • Insensitive munitions • Smart munitions • Mines and Family of Scatterable • Mines Missile assembly • Missile warheads • Rocket-assisted projectiles • Detonators development • Pressed and cast warheads • Test fire Contact Information Iowa Army Ammunition Plant ATTN: JMIA-EN 17571 Highway 79 Middletown, IA 52638-5000 (319) 753-7101 (COM), 585-7101 (DSN) leon.d.baxter@us.army.mil

///// A Lake City Army Ammunition Plant employee inspects small-caliber ammunition during the final phases of production at Independence, Mo. The plant produces a mix of 5.56 mm, 7.62 mm, .50-caliber, and other small-caliber rounds for the U.S. armed forces.

lake city army ammunition plant Independence, Missouri

History Lake City Army Ammunition Plant (LCAAP) began construction in 1940 and operations in 1941 as the first of 12 small arms plants. LCAAP orders bulk metals, chemicals, and propellants and fabricates them into complete 5.56 mm, 7.62 mm, and .50-caliber ammunition.

Installation Overview The plant is located on 3,935 acres. The facility has a total of 542 structures with over 408 buildings being utilized in active day-to-day fabrication, manufacturing and testing of small arms. LCAAP is a government-owned, contractor-operated facility, operated by Alliant Techsystems Inc., under a fixed-price supply contract.

Competencies High capacity source of small arms ammunition. The facility produces 1.4 billion rounds of 5.56 mm, 7.62 mm, .50-caliber

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ammunition and loads, assembles, and packs 20 mm ammunition. The plant is also the source for small/medium caliber links.

LCAAP is a NATO Small Arms Ballistics Test Center. LCAAP is a Comprehensive Environmental Response, Compensation, and Liability Act (aka SuperFund) site with a performance-based contract for the Installation Restoration Program.

Capabilities at a Glance • Small arms cartridges • Percussion and electric primer • Pyrotechnics manufacturing • Machining, fabrication, and assembly • Explosive demilitarization/disposal • Indoor range from 50 to 200 yards • Outdoor range to 2,400 yards Contact Information Lake City Army Ammunition Plant ATTN: JMLC-CO 7 Highway and Route 78 Independence, MO 64501-1000 (816) 796-7111 (COM) 463-9111 (DSN) lcaap@afsc.army.mil

U.S. Army photo by D. Myles Cullen

Mission Provide America’s Soldiers with quality ammunition to train, maintain, and sustain for combat operations by providing contract management oversight to the contractor and operate the independent North Atlantic Treaty Organization (NATO) test center.

///// Precision Fires Rocket and Missile Systems Program Management Review attendees receive a tour of Letterkenny Munitions Center.

letterkenny munitions center

Chambersburg, Pennsylvania Mission Provide total munitions and missile support to service members.

History Letterkenny Army Depot (LEAD) was established in 1941 and began operation in 1942 as an ammunition and general supply storage depot. In 1961, LEAD’s ammunition operation began supporting Army air defense missiles and Air Force air intercept missiles. The missile mission now encompasses Army, Air Force, and Navy systems. In 1999, the Directorate of Ammunition Operations was renamed Letterkenny Munitions Center (LEMC) and command and control was transferred to Crane Army Ammunition Activity, Crane, Ind.

U.S. Army photo

Installation Overview LEMC is a tenant on LEAD and occupies approximately 16,000 acres of the depot’s total of 17,500 acres. The facility has more than 1,100 structures including: 902 igloos, 10 standard aboveground magazines, 20 supply warehouses, 16 maintenance and operations buildings, munitions sheds, administrative buildings, and other various support buildings. LEMC has 128 miles of paved road, 30 miles of rail track, two major containerization pads, and 25 rail docks.

Competencies LEMC is a Strategic Mobility Platform providing munitions and missile support. The depot is a center for surveillance, receipt, storage, issue, testing, and minor repair for the Army

Tactical Missile System and Guided Multiple Launch Rocket System missiles, Air Force and Navy Sidewinder, Sparrow, High-speed Anti-radiation Missile (HARM), Joint Air-to-Surface Stand-off Missile (JASSM), Advanced Medium Range Air-to-Air Missile (AMRAAM), and Penguin missiles. LEMC is a training site for Reserve ammunition units. Major capabilities also include demilitarization research and development, resource recovery and reutilization for missiles, shipping container repair, missile container repair, and renovation of conventional munitions.

Capabilities at a Glance • Ammunition surveillance • Munitions storage and shipping • Munitions maintenance • Missile maintenance • Repair and electronic testing • Non-destructive testing (very large X-ray, real-time X-ray, magnetic particle, ultrasound) • Demilitarization and resource recovery, reuse, and reclamation Contact Information Letterkenny Munitions Center ATTN: JMCN-MC 1 Overcash Ave. Chambersburg, PA 17201-4150 (717) 267-8400 (COM), 570-8400 (DSN) edward.averill@us.army.mil

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///// Soldiers from 3rd platoon, 261st Ordnance Company from Ripley, W.Va., tie down a load of ammunition during their unit’s certification training at McAlester Army Ammunition Plant (MCAAP) prior to deploying to Kuwait. A Palletized Load System vehicle discharges a load of munitions in the background. The unit’s mission is to ensure that Soldiers in combat have the correct and serviceable ammunition to win. MCAAP is the Department of Defense’s (DoD) premier provider of bombs.

Mcalester army ammunition plant McAlester, Oklahoma

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Region for seven states and Puerto Rico and includes 33 Army installations.

History Established May 20, 1943, as the McAlester Naval Depot, production began in September 1943. Peak employment during World War II was more than 8,000 civilians with 680 military. The depot transferred to the Army on Oct. 1, 1977, under the Single Manager for Conventional Ammunition Act. MCAAP is a government-owned, government-operated facility.

Installation Overview MCAAP consists of 45,000 acres in southeastern Oklahoma.

The facility has 2,816 permanent structures, 2,263 igloos, 220

U.S. AMC photo by Darryl Howlett

Mission McAlester Army Ammunition Plant (MCAAP) is the Department of Defense’s (DoD) premier multipurpose installation capable of producing a wide variety of munitions for service members. MCAAP is best known as DoD’s premier large-scale producer of bombs and as DoD’s largest munitions depot storing one-third of all munitions stock. In addition to producing bombs, MCAAP can renovate, demilitarize, store, and ship bombs along with conventional ammunition, missiles, and ammunition-related components. MCAAP’s high-tech capabilities include loading a wide variety of missile warheads, operating a chemical and explosive laboratory, and two state-of-the-art digital X-ray facilities. MCAAP also has the “Centralized Ammunition Management” (CAM) responsibility for the Southwest

miles of railroad, 410 miles of improved roads, and 40 miles of fiber-optic cable. MCAAP is ISO 9001 certified, ISO 14001 certified, VPP Star Status approved, and a Lean Six Sigma continuous improvement organization.

Competencies Load, assemble, and pack MK-80 series bombs, plasticbonded explosive bombs, penetrator bombs, insensitive munitions load, Massive Ordnance Air Blast bombs, Navy propelling charges, rockets, 40 mm cartridge assembly, Highspeed Anti-radiation Missile Integration, Joint Standoff Weapon, All Up Round Integration, Extended Range Guided Munition integration, Harpoon warhead loading, M1122 and 155 mm HE projectiles, Combined Effects Munitions, and the Excalibur projectile.

MCAAP has the capability to renovate bombs, rockets, projectiles, mortars, small arms, propelling charges, and shipping containers. Other capabilities include: wood and metal pallet fabrication, mobile railroad track maintenance and repair, chemical and explosive laboratories, radiographic facilities, missile disassembly, integration, and demilitarization.

MCAAP’s Mobile Ammunition Renovation, Inspection and Demilitarization team deploys worldwide. Of the government-owned government-operated installations, it has the largest public-private partnerships within AMC.

Capabilities at a Glance • Load, assemble, and pack of bombs • Load and Pack (LAP) 20 mm and 40 mm cartridge assemblies • LAP propelling charges • LAP rockets • Load warheads • Renovation • Demilitarization • Assists with research and development • Store/ship/receive • ISO container maintenance and repair • Mobile Ammunition, Renovation, Inspection and Demilitarization (MARID) team

Contact Information Commander/JMMC-CO McAlester Army Ammunition Plant 1 C Tree Rd. McAlester, OK 74501-9002 (918) 420-6211 (COM), 956-6211 (DSN) mcal.co@conus.army.mil

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milan army ammunition plant Milan, Tennessee

Mission Provide U.S. forces with high-quality joint munitions by load, assemble, and pack of medium- to large-caliber ammunition; receive and issue containerized/break bulk ammunition and conduct ammunition storage and surveillance operations; provide oversight of the operating contractor (American Ordnance, AO); train and develop the workforce; and simultaneously support AO contract initiative optimizing overall munitions production and value to the Army.

History Milan Ordnance Depot and Wolf Creek Ordnance Plant were established in 1941. The plant began production in 1941 of ammunition items to support the war effort. In 1943, the plant and the depot were merged into Milan Ordnance Center, redesignated as the Milan Arsenal in 1945. Between 1960 and 1963, several name changes were made, concluding the redesignation of Milan Army Ammunition Plant (MLAAP).

Competencies Milan AAP has medium-caliber 40 mm pressing, loading, assembly, and packaging capabilities for: 40 mm, M918/M385, and M430/M433. The plant has the capability to receive and ship containerized cargo and a CAT II storage capability. Milan also has the ability for: high-explosive artillery/mortar melt pour; assembly and packaging of 105 mm/155 mm/60 mm/81 mm; modern Extruder of C4 plastic explosives; C4 used for mineclearing line charge (M58A4/M68A2) and M112/M183 demolition charges; and assembly of reactive armor tiles for the Bradley Fighting Vehicle. MLAAP manufactures the M74 grenade and loads into Army Tactical Missile System Warhead. The depot storage capacity is 84 igloos and 22 magazines.

Capabilities at a Glance • Load, assemble, and pack of ammunition • 40 mm cartridge mortars/mortar components

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///// Automated jet marking for 40 mm cartridges.

(propellant charges, fuze boostering) Artillery projectiles • Ignition cartridges Propelling charges • Bursters • Grenades Tactical Missile System Demilitarization/disposal Renovation/reclamation Item development and production test support Logistics support

• • • • • • •

Contact Information Milan Army Ammunition Plant ATTN: JMML-CO 2280 Highway 104 West Milan, TN 38358-6101 731-686-6087 (COM), 966-6087 (DSN) CDRSITE-MilanAAP@conus.army.mil (email)

U.S. Army photo

Installation Overview The plant sits on 22,357 acres of land. The facility has more than 2,405 structures including igloos, buildings, and magazines with a total of 2.3 million square feet of storage. The plant has 216 miles of roads and 86 miles of railroads. The plant also has an active test-fire area for testing live munitions, an on-post fire station, and is capable of open burn/open detonation of explosives.

radford army ammunition plant Radford, Virginia

Mission Manufacture propellants and explosives in support of field artillery, air defense, tank, missile, aircraft, and weapons systems for all branches of the armed forces.

History In August 1940, Hercules Powder Company reached agreement with the U.S. government to build/operate Radford Ordnance Works and New River Plant. Construction was completed in six months. Operated under a cost-plus contract, the Army directed approximately 97 percent of the work. In 1995, Alliant Techsystems, Inc., obtained a firm fixed-price facility-use contract. Directed workload is only 2 percent and 98 percent is competitively obtained. Joliet Army Ammunition Plant medium-caliber load, assembly, and pack (LAP) mission was relocated to Radford Army Ammunition Plant (RFAAP) in 1999.

U.S. Army photo

Installation Overview RFAAP is five factories in one producing nitrocellulose, nitroglycerin, medium-caliber ammunition, solvent-based propellants, and solventless propellants. Radford operates chemical, metrology, and ballistics labs. RFAAP facilities occupy approximately 7,000 acres in two separate locations. There are more than 2,500 buildings (including ammunition storage), which provide more than 3 million square feet of covered areas.

RFAAP is an Armament Retooling and Manufacturing Support (ARMS) site with several tenants. Tenant revenue is used to off set facilities costs.

Competencies It is the sole continental United States producer of nitrocellulose and solventless propellant for various rocket motors. Produces single- and multi-base propellants. LAP facility for medium-caliber munitions, 25 to 30 mm. Department of Defense munitions storage capability of approximately 200 igloos/magazines.

///// A view of Radford Army Ammunition Plant’s new Nitrocellulose Plant (NAC/SAC). The NAC/SAC represents one of Army Materiel Command’s strategic modernization projects aimed at developing a modern and efficient ammunition industrial base to provide America’s Warfighter with the decisive edge today and in the future.

Capabilities at a Glance RFAAP manufactures intermediate products of nitric acid, nitroglycerine, and nitrocellulose used in the production of both solvent and solventless propellants classified as single base, double base, and triple base. ARMS tenants also produce medium-caliber ammunition, commercial powders, specialty energetic capability, and explosion simulators.

Contact Information Radford Army Ammunition Plant ATTN: JMRF-CO P.O. Box 2 Radford, VA 24143-0002 (540) 731-5762 (COM), 231-5762 (DSN) rfaap@afsc.army.mil

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scranton army ammunition plant Scranton, Pennsylvania Mission Team Scranton safely manufactures and delivers large-caliber projectiles for U.S. Soldier, in order to enable engagement and destruction of targets with total confidence.

Installation Overview SCAAP is an active, government-owned, contractor-operated (GOCO) ammunition plant located in Scranton, Pa. SCAAP occupies 15.3 acres, has seven buildings, and 509,000 square feet of manufacturing space. SCAAP manufactures large-caliber steel projectiles for artillery, mortar, and Navy projectile metal parts.

Competencies SCAAP is capable of producing finished large-caliber projectiles from raw steel stock. The facility’s long stroke, 400- to 2,500-ton presses and 155 mm production processes are unique to ammunition manufacturing.

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///// A hot piece of steel and an electric induction heater at Scranton Army Ammunition Plant.

Capabilities at a Glance Manufacture 105 mm to 155 mm diameter projectiles, including the 105 mm MK64-2, 120 mm M929, M930, M931, M933, M934 HE, and M983; and the 155 mm M107, M110, and M795.

Contact Information Scranton Army Ammunition Plant ATTN: JMSC-C-ME 156 Cedar Ave. Scranton, PA 18505-1138 (570) 340-1135 (COM), 247-1135 (DSN)

U.S. AMC photo by Linda K. Loebach

History Originally constructed in 1908 as a steam locomotive erecting and repair facility for the Delaware, Lackawanna & Western (DL&W) Railroad, Scranton Army Ammunition Plant (SCAAP) was acquired in 1951 and converted to produce metal parts. Because the main production buildings remain largely unaltered, the installation is on the National Register of Historic Places as part of the Steamtown Historic District. The original operating contractor, U.S. Hoffman Machinery Corporation, operated the facility until 1963, when Chamberlain Manufacturing Corporation (CMC) replaced them. CMC was the operating contractor when the first Facilities Use Contract was awarded in 1994, the contract provided no government funds and allowed the contractor to lease government-owned equipment to manufacture commercial products. CMC was purchased by General Dynamics in 2006 and all stipulations of the current Facilities Use Contract remain in place, including the self-investment clause which requires General Dynamics to invest a minimum of $2 million per year in facilities maintenance and improvements.

blue grass army depot

Richmond, Kentucky Mission Blue Grass Army Depot (BGAD) provides conventional munitions, missiles, non-standard ammunition, and chemical defense equipment logistical support to the joint Warfighter by providing timely receipt, storage, issue, maintenance, inspection, demilitarization, and recycling of ammunition and missiles in support of the Department of Defense’s power projection mission requirements.

History BGAD was established in 1941 and began operation in 1942 as an ammunition and general supply storage depot. In 1964, Blue Grass merged with the Lexington Signal Depot and became Lexington Blue Grass Army Depot. The Lexington facility was closed under BRAC and in September 1999, the Richmond facility was renamed BGAD. Installation Overview The depot sits on approximately 15,000 acres of land. The facility has more than 1,200 structures including: igloos, supply warehouses, maintenance buildings, munitions sheds, and X sites. In 1999, BGAD assumed operational control and command of Anniston Defense Munitions Center. The depot is also home of L3 Communications, a contractor providing repair and modification to special operations aircraft.

U.S. Army photo

Competencies BGAD is a Strategic Mobility Platform providing munitions, chemical defense equipment, and military operations support.

The depot is DoD’s primary center for surveillance, receipt, storage, issue, testing, and minor repair for the Chemical Defense Equipment (CDE) program. BGAD maintains and supports CDE stocks for deploying units and homeland defense forces and is a training site for Reserve units. Major capabilities also include resource recovery and reutilization, Ammunition Information Technology beta test site, precision smart bomb renovation, shipping container repair, and renovation of conventional munitions.

Capabilities at a Glance • Industrial services support – machining, fabrication, and assembly

///// Blue Grass Army Depot employees examine a bomb. The depot is capable of precision smart bomb renovation as well as ammunition maintenance.

• Ammunition maintenance, renovation, disassembly, and demilitarization • Thermal arc coating of Air Force bombs • Water washout facility with flaker belt for mines and projectiles • Molten Salt Research and Development Facility • Ultrasonic testing for mortar ammunition • Chemical Material Surveillance Program • Quality assurance and joint logistics support • Ammunition life-cycle management/logistics services Contact Information Blue Grass Army Depot ATTN: SJMBG-CO 431 Battlefield Memorial Highway Richmond, KY 40475-5001 (859) 779-6605 (COM), 745-6605 (DSN) bgad-bizdev@us.army.mil

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hawthorne army depot

Hawthorne, Nevada Mission Hawthorne Army Depot (HWAD) provides for the receipt, storage, re-warehousing, preservation and packaging, surveillance, renovating, demilitarization/disposal and issue of conventional ammunition; responds to meet peacetime ammunition movement requirements; insures capability to ship/receive containerized munitions; operates calibration lab; maintains an International Standards Organization container maintenance/repair facility; and maintains an ammunition maintenance capability.

Designated site for long-term storage of reused industrial plant equipment.

History Naval Ammunition Depot Hawthorne, established Sept. 15, 1930, was redesignated Hawthorne Army Ammunition Plant (HWAAP) on Oct. 1, 1977, and subsequently, HWAAP was converted to a government-owned, contractor-operated installation on Dec. 1, 1980. On Oct. 1, 1994, with loss of its production mission, HWAAP was redesignated as Hawthorne Army Depot.

Installation Overview The depot occupies 147,236 acres. The facility has more than 2,915 structures including: igloos, supply warehouses, maintenance buildings, munitions sheds, and office buildings.

HWAD has 7,685,000 square feet of storage and is the nation’s premier demilitarization facility for conventional ammunition. The high desert, isolated location provides ideal training facilities for joint special operations forces preparing for deployments to Southwest Asia.

Competencies HWAD is a large ammunition depot. The depot has immense storage and outload capabilities for both rail and truck. The Western Area Demilitarization Facility at Hawthorne is the nation’s premier conventional ammunition demilitarization facility. HWAD is a provider for high desert military training facilities. HWAD was selected by the Defense Logistics Agency for the storage of the nation’s stockpile of elemental mercury.

Capabilities at a Glance • Demilitarization • Rotary furnace • Flashing furnace

///// A Palletized Load System truck from the 423rd Transportation Co. stationed at Fort Carson, Colo., rolls through Hawthorne Army Depot, Hawthorne, Nev., as part of a convoy mission.

• • • • • • • • • • • • • •

Hot gas Melt out Steam out Press out Open detonate/open burn Ammunition maintenance Convoy live fire Live fire ranges Mountain driving Rock climbing/cliff rappelling Known distance range High-angle sniper range Airborne operations Ammunition renovation

Contact Information Hawthorne Army Depot ATTN: JMHW-CO 1 South Maine Ave., Bldg. 1 Hawthorne, NV 89415-9404 (775) 945-7001 (COM), 830-7001 (DSN) CDRSITE-Hawthorne@conus.army.mil

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pine bluff arsenal

Pine Bluff, Arkansas Mission Pine Bluff Arsenal’s (PBA) mission includes ammunition production, chemical/biological defense production and repair, depot storage and surveillance, chemical weapons management, and homeland security. PBA is an organic facility with chem/bio production and rebuild capability. PBA’s homeland security support mission includes first-responder equipment training and surveillance of prepositioned equipment.

History Established in November 1941 for the manufacture of incendiary grenades and bombs, PBA’s mission rapidly expanded to include production and storage of pyrotechnic, riot control, and chemical-filled munitions. In the 1990s, PBA expanded its chemical defense mission and established a homeland security mission. In September 2006, the secretary of the Army designated PBA as the Center of Industrial and Technical Excellence for Chemical and Biological Defense Equipment.

Pine Bluff Arsenal file photo

Installation Overview PBA occupies 13,500 acres and is the only active Army installation in the state of Arkansas. PBA actively maintains 675 buildings and 283 igloos with total real property of 3.7 million square feet. PBA has over 5,000 acres of pristine developable land.

Competencies PBA has existing capabilities for 102 commodities (64 ammunition and 38 chem/bio defense). Eighty-three of the items manufactured by PBA are currently not available from the private sector; 41 items are considered critical go-to-war and nine are chem/bio. PBA possesses a white phosphorus (WP) canister fill capability and is a supplier for WP fill in smoke munitions. PBA is noted for its development of unique pyrotechnic mixing technologies including facilities for red phosphorus mixing, extrusion, and pressing, and 40 mm colored smoke grenade production. PBA rebuilds and recertifies protective masks for the Army and the Defensive Chemical Test Equipment Services for the manufacture of several large filters and of the M291 decontamination kit. The arsenal is the second site for the Chemical Defense Equipment Go-to-War field return and storage mission.

///// M18 and M83 smoke grenade demonstration at Pine Bluff Arsenal.

Capabilities at a Glance • Chemical defense and test equipment • Individual and collective chemical protection and decontamination systems • Chemical Material Surveillance Program • Machining, fabrication, and assembly • Specialty and less-than-lethal ammunition production • Quality assurance • Joint logistics services Contact Information Pine Bluff Arsenal 10020 Kabrich Cir. Pine Bluff, AR 71602-9500 (870) 540-3004 (COM), 966-3004 (DSN)

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///// A Tooele Army Depot worker moves a pallet for 155 mm artillery rounds as part of depot operations.

tooele army depot Tooele, Utah

History Construction of the TEAD facilities was completed in 1943, originally known as the Tooele Ordnance Depot, it functioned as a storage depot for World War II supplies, ammunition, and combat vehicles. BRAC 1988 recommended that TEAD take over the general supply storage mission from Pueblo Army Depot Activity, Colo., and BRAC 1993 recommended TEAD eliminate its troop support, maintenance, storage, and distribution missions. The realignment of the maintenance and supply mission was com-

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pleted in 1995, with TEAD retaining the logistic support of conventional ammunition shipping, storage, receiving, inspection, maintenance, testing, and demilitarization operations, and the design and manufacturing of ammunition-related equipment.

TEAD continues to provide extensive base operations support to the Deseret Chemical Depot, the design and manufacture of chemical ammunition related equipment, and communications support to Army installations throughout the western United States.

Installation Overview The depot is located 35 miles west of the Salt Lake City International Airport. The depot encompasses over 23,610 acres of land and has over 1,100 storage, production, fabrication, and administrative buildings. TEAD is home to a workforce of approximately 490 civilians, two military service members, 55 contractor personnel, and 49 tenant personnel. In 2010, the depot was officially designated by the secretary of the Army

U.S. Army photo

Mission Tooele Army Depot’s (TEAD) mission is to support Soldier readiness through superior receipt, storage, issue, demil, and renovation of conventional ammunition, and the design, manufacture, fielding, and maintenance of ammunition peculiar equipment (APE). TEAD also provides engineering and manufacturing services to other Department of Defense organizations, foreign governments and commercial partnership agreements.

as a Center of Industrial and Technical Excellence (CITE) for APE maintenance. Also, the depot has received certification for OHSAS 18001 (safety), ISO 9001:2008 (ammunition shipping/ receiving and ammo equipment and manufacturing), and ISO 14001 (environmental processes).

Competencies TEAD specializes in ammunition logistics and the engineering, design, and manufacture of ammunition-related equipment. As a major Power Projection Platform for the United States’ Joint Services, TEAD issues, receives, stores, maintains, demilitarizes, and tests ammunition. Additionally, the depot designs, develops, and fabricates field ammunition-related equipment.

TEAD’s equipment and services are used throughout the world.

TEAD has the infrastructure, specialized workforce, and proven procedures necessary to meet today’s technological challenges quickly and effectively. In sustaining organic capabilities, TEAD maximizes the use of its organic capacity through a number of direct sales, public-private teaming, and workshare arrangements.

Capabilities at a Glance • Conventional ammunition (shipping/receiving/storage renovation/maintenance/demilitarization) • Shipping container maintenance/repair • R3 technology (Hydrolysis/Supercritical Water Oxidation)

•A PE National Inventory Control Point (NICP) and life-cycle management • Specialized manufacturing •E ngineering services (research/develop/design/ prototype/fabricate/install/train) • Testing of energetic materials (permitted test site) • F ully equipped machine shop (welding/toolmakers/ machinists) • Water jet machine • Laser cutting table • Electro-discharge machining • Swiss-style screw machine • Milling machines • Boring machines •D esign material-handling and remote-controlledequipment Contact Information Tooele Army Depot ATTN: SJMTE-CO Tooele, UT 84074 (435) 833-2693 (COM), 790-2693 (DSN) kathy.anderson1@us.army.mil (435) 833-5073 (COM), 790-5073 (DSN) david.e.ayala@us.army.mil

Come see us at booth # 2954 www.polartherm.fi

U.S. ARMY MATERIEL COMMAND

U.S. Army

Joint Munitions & Lethality Life Cycle management command

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///// During a calibration exercise, Soldiers from Battery B, 2nd Battalion, 11th Field Artillery Regiment, out of Schofield Barracks, Hawaii, prepare their M777A2 Lightweight 155 mm Howitzer.

cies and allied nations as directed. JMC manages the Army’s 14 ammunition production plants and storage depots and the Defense Ammunition Center, a technical center for munitions where the next generation of civilian ammunition specialists are being trained. JMC also serves as the logistics and readiness arm of the LCMC, ensuring that munitions are delivered at the right place and time to support unit training and deployments.

ARDEC is the Army’s principal researcher, technology developer, and sustainer of current and future armament and munitions systems for the LCMC. An organizational element of AMC’s Research, Development and Engineering Command (RDECOM), ARDEC technology enhancements improve already fielded items, transitions technology to the PEO to develop new ones, maintains a strong armament technology base in government, industry, and academia and provides technical support to the Soldier in the field. The center serves as the entry point for LCMC interaction with RDECOM and its other research, development, and engineering centers.

U.S. Army Joint Munitions and Lethality Life Cycle Management Command Picatinny Arsenal, NJ 07806-5000 (973) 724-9492 www.pica.army.mil/JML

U.S. Army photo by Spc. Aaron L. Rosencrans, 2nd Stryker Brigade Combat Team

he Joint Munitions & Lethality Life Cycle Management Command (JM&L LCMC) is a life cycle management command that manages research, development, production, storage, distribution, and demilitarization of all conventional ammunition and the personnel, organizations, infrastructure, and processes required for effective life cycle management of conventional ammunition within the Department of Defense (DoD) used by the joint Soldier.

JM&L LCMC is headquartered at Picatinny Arsenal, N.J., with major components located at Rock Island Arsenal, Ill., and at Picatinny.

While the objectives of the JM&L LCMC are to facilitate product responsiveness, minimize life cycle costs, and enhance the effectiveness and integration of munitions and lethality acquisition, logistics, and technology, its overarching objective is to deliver the best munitions to the right place, at the right time, and at the right cost.

The JM&L LCMC brings together the resources and expertise of its three component organizations: the Program Executive Office (PEO) for Ammunition located at Picatinny Arsenal, Joint Munitions Command (JMC) at Rock Island, and the Armament Research, Development and Engineering Center (ARDEC), also at Picatinny. It also oversees a nationwide network of installations and facilities that produce and store conventional ammunition under the direction of JMC. PEO Ammo develops and procures conventional and leap-ahead munitions to increase combat firepower to joint Warfighters. Through its five Project Management and two Project Director Offices, PEO Ammo executes the total ammunition, networked, force protection, and close battle systems acquisition requirements for the Army and other military services. In this capacity, PEO Ammo also serves as the Army’s Single Manager for Conventional Ammunition (SMCA) Executor, helping to integrate those functions. The SMCA Executor mission reflects the Army’s role as executive agent for Class V ammunition across all of the military services.

JMC, a major subordinate command of the U.S. Army Materiel Command, manages the Army’s ammunition plants and depots and serves as the logistics arm of the LCMC. JMC installations produce, store, issue, and demilitarize conventional ammunition for all U.S. military services, and for other U.S. agen-

///// A scientist with the U.S. Army Research Laboratory adjusts a molecular beam epitaxy system.

U.S. ARMY

Research, Development and Engineering command Mission The U.S. Army Research, Development and Engineering Command (RDECOM) develops innovative technology solutions for the nation’s Warfighters to ensure that the United States maintains global battlefield dominance. Its superior scientific and engineering expertise makes it the trusted, objective partner that defines the space between the state of the art and the art of the possible.

RDECOM has its headquarters at Aberdeen Proving Ground, Md.

U.S. Army photo

Seven command imperatives: · Safety · Programs and engineering · Technology-Enabled Capability Demonstrations · Core Technical Competencies: · System engineering and integration · Manufacturing technology · Rapid prototyping and prototype fabrication · Science and technology management, acquisition, and demonstration · International operations, in-theater operations, combatant command-sponsored engagements · Human capital · Strategic communications To accomplish these imperatives, the command has more than 16,000 scientists, engineers, and other professionals working on a strategic portfolio that balances the development of technology-enabled solutions for the current fight with invest-

ments in future capabilities to give the Army a decisive advantage as it faces tomorrow’s challenges. The command actively maintains thousands of relationships with a global network of science and technology organizations, including agreements with university-level institutions, small business innovative research agreements, cooperative research and development agreements with industry, and international agreements with more than two dozen countries. These relationships, combined with the talents of RDECOM’s unique workforce, allow the command to continuously improve the Army’s world-class research, development and engineering capabilities.

RDECOM’s technological expertise, systems engineering discipline, analytical capabilities, and collaborative reach give the Army an unparalleled organic research and development capability that keeps it on the cutting edge of technology across the full spectrum of operations.

U.S. Army Research, Development and Engineering Command ATTN: AMSRD-PA 3071 Aberdeen Blvd.

Aberdeen Proving Ground, MD 21005 (410) 306-4539 www.army.mil/info/organization/unitsandcommands/commandstructure/rdecom/

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///// Scientists at the U.S. Army Research Laboratory studying new ways to squeeze more energy from batteries are making great strides in developing new methods and materials to potentially increase the energy density of batteries by 30 percent.

U.S. ARMY

Research Laboratory

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in its direct-mission program to support ongoing development and acquisition programs in the Army Research, Development and Engineering Centers (RDECs), Program Executive Offices/ Program Manager Offices (PEOs/PMs), and industry. ARL has provided the enabling technologies in many of the Army’s most important weapons systems.

Teams within ARL are working in partnership with the RDECs, the Rapid Equip Force, the Joint Improvised Explosive Device Defeat Organization, PEOs/PMs, and others to solve current operational technical challenges facing Soldiers in Iraq and Afghanistan, to mature and transition technologies for existing and developmental systems, and to generate the scientific discoveries that will provide the foundation for Soldier capabilities 15 to 20 years in the future. Research and analysis programs at ARL have provided and will continue to provide the Soldier with significant capability enhancements in protection, lethality, networks, sensors, power and energy, human dimension, simulation and training, mobility and logistics, and survivability and lethality analysis.

Contact Information Thomas Moyer, Public Affairs Officer (301) 394-4295 www.arl.army.mil/www/default.cfm TECHNOLOGY DRIVEN. WARFIGHTER FOCUSED.

U.S. Army photo

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he U.S. Army Research Laboratory (ARL) is composed of six directorates and the U.S. Army Research Office (ARO).

The directorates are: the Computational and Information Sciences Directorate, the Human Research and Engineering Directorate, the Sensors and Electron Devices Directorate, the Survivability/Lethality Analysis Directorate, the Vehicle Technology Directorate, and the Weapons and Materials Research Directorate. Through ARO, ARL is the Army’s executive agent for development, execution, and transfer of extramural basic science research to meet Army-wide requirements.

ARL has primary sites at Adelphi Laboratory Center (Adelphi, Md.); Aberdeen Proving Ground, Md.; White Sands Missile Range, N.M.; Research Triangle Park, N.C.; NASA-Langley (Hampton, Va.); and NASA-Glenn (Cleveland, Ohio). ARL’s diverse assortment of unique facilities and dedicated workforce of 2,105 federal employees (1,414 of whom are classified as scientists or engineers) coupled with its private-sector partners make up the largest source of world-class integrated research and analysis in the Army.

By combining its in-house technical expertise with expertise from academic and industry partners, ARL can maximize each dollar invested to provide the best technologies for the Soldier.

ARL’s program consists of basic and applied research (6.1 and 6.2) and survivability/lethality and human factors analysis (6.6). ARL applies the research and analysis tools developed

///// Cold Spray may help fix the sand erosion problem that’s causing increased helicopter maintenance. Working group members include the U.S. Air Force, Naval Air Systems Command, Aviation and Missile Research, Development and Engineering Center (AMRDEC), AMRDEC’s Aviation Applied Technology Directorate, and ARL.

Aviation and Missile Research, Development, and Engineering Center

Photo by Lance Cpl. Kelly Chase

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he Aviation and Missile Research, Development, and Engineering Center (AMRDEC) conducts research and exploratory and advanced development and also provides one-stop life cycle engineering support for aviation and missile weapons systems and unmanned aerial and ground vehicle platforms. AMRDEC is organized as a center under the Army Materiel Command’s Research, Development and Engineering Command. Numerous Department of Defense (DoD) and other federal agencies, as well as academia, corporate, and industrial researchers and developers, seek the center’s science and technology expertise that is characterized by its vast resources of talented and technically proficient personnel and unique test bed capabilities.

AMRDEC’s mission is to deliver collaborative and innovative technical capabilities for responsive and cost-effective research, product development, and life cycle systems engineering solutions.

AMRDEC’s employees strive to achieve AMRDEC’s vision to “be a Warfighter-focused, valued team of world leaders in aviation and missile technologies and life cycle systems engineering.”

AMRDEC’s distinction is built on a reputation for providing synergistic expertise to its customers.

AMRDEC’s annual budget is approximately $3 billion. The center’s headquarters, as well as eight of 10 directorates, is located on the 38,000-acre Redstone Arsenal in Huntsville, Ala. AMRDEC personnel support the Warfighter around the world, but other primary locations include Joint Base Langley-Eustis, Va.; NASA Ames Research Center at Moffett Field, Calif.; NASA Langley in Hampton, Va.; Corpus Christi, Texas; and Colorado Springs, Colo. More than 7,000 men and women (military, government, civilian, and contractor personnel) are dedicated to meeting the current and future needs of America’s Warfighters and allies.

Contact Information Contact Merv Brokke, AMRDEC PAO (256) 313-5742 Mervin.brokke@us.army.mil

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///// A new ARDEC-designed gunner protection kit will provide TOW/ITAS gunners with situational awareness and significant force protection against improvised explosive devices and enemy small arms fire.

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Armament Research, Development and Engineering Center

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Advanced weapons: Line of sight/beyond line of sight fire; non line of sight fire; scalable effects; non-lethal; directed energy; autonomous weapons Ammunition: Small, medium, large caliber; propellants; explosives; pyrotechnics; warheads; insensitive munitions; logistics; packaging; fuzes; environmental technologies; and explosive ordnance disposal Fire control: Battlefield digitization; embedded system software; aero ballistics and telemetry

U.S. Army photo

Mission The U.S. Armament Research, Development and Engineering Center (ARDEC) is an internationally acknowledged hub for the advancement of armaments technology and engineering innovation. As one of the specialized research, development and engineering centers within the U.S. Army Materiel Command, ARDEC partners with a wide variety of organizations including industry, academia and other government organizations to accelerate the development and transition of new technologies for the Warfighter.

ARDEC at a Glance • ARDEC provides technology for more than 90 percent of the Army’s lethality with a focus on advanced weapons, ammunition, and fire control systems • Organized around core competencies to rapidly respond to Warfighter needs with an enterprise approach • Recruiting, developing, and retaining the workforce while addressing current and changing Warfighter needs with an eye toward future technology advancements • Modernizing laboratories and facilities to address current and future R&D needs and capabilities • Awarded the Army’s Large Development Laboratory of the Year Award every year since 2008 • The Malcolm Baldrige National Quality Award winner, the first federal organization to receive the nation’s highest presidential honor for quality • Won six of the Top 10 Army Greatest Invention awards for 2010, and 30 out of 90 since 2002 • Established track record supporting transition of technologies to the field

staff. Workforce members publish more than 100 technical papers a year and submit many patent applications and invention disclosures in their areas of expertise. ARDEC’s workforce participates in several national and international conferences and symposia.

Facilities ARDEC is the largest entity at Picatinny Arsenal with more than 500 buildings and 64 laboratories. ARDEC maintains some of the most advanced experimental test and evaluation facilities in the world to support the development of breakthrough armament and munitions systems.

Contact Information Public Affairs Office RDAR-AO, Building 93 Picatinny Arsenal, NJ 07806-5000 (973) 724-6366 TECHNOLOGY DRIVEN. WARFIGHTER FOCUSED.

Workforce ARDEC is an established “Center of Mass” for Armament Systems and Munitions for Joint Services with more than 3,800 civilian engineers, scientists, and support personnel

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CommunicationsElectronics Research, Development and Engineering Center

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he Communications-Electronics Research, Development and Engineering Center (CERDEC), located at Aberdeen Proving Ground, Md.; Fort Belvoir, Va.; and Joint Base McGuire-Dix-Lakehurst, N.J., is the Army’s information technologies and integrated systems RD&E center.

One of the 10 organizations that make up the U.S. Army Research, Development and Engineering Command (RDECOM), a subordinate organization of the Army Materiel Command (AMC), CERDEC is the leading supplier of advanced command, control, communications, computers, intelligence, surveillance, and reconnaissance (C4ISR) capabilities, technologies, and integrated solutions for the Warfighter.

Vision To employ the imagination and innovation of this nation’s brightest professional to provide America’s brave servicemen and women with the most effective solutions to ensure mission success and their safe return home.

Science and Technology Core Efforts • Mission command (applications) • Soldier and mobile power and energy • Network management • Tactical and strategic communications • Cyber operation (protect, exploitation, attack) • Intelligence and surveillance • Reconnaissance and training • intelligence fusion • IED, mine, and minefield detection and defeat • Soldier sensors • Electronic warfare (air and ground) • Position, navigation, and timing • Systems engineering and integration System Engineering Services • Life cycle systems engineering • Software engineering

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///// The Communications-Electronics Research, Development and Engineering Center Flight Activity, a component of CERDEC’s Intelligence and Information Warfare Directorate, is at the heart of testing systems that go onto aircraft such as various infrared countermeasures, signals intelligence sensor systems, and radar systems as well as handling post-production modifications like fast-rope systems, adapted seats, and paint jobs.

• security engineering, certification and accreditation, information assurance • Project leadership • Independent product/product assessment • Sustainment engineering support • Rapid prototype engineering/integration • Production/quality/reliability engineering • Configuration management, specifications, and standardization program management • Technical/acquisition management Contact Information CERDEC Public Affairs (443) 861-7566 TECHNOLOGY DRIVEN. WARFIGHTER FOCUSED.

U.S. Army photo

Mission To develop and integrate C4ISR technologies that enable information dominance and decisive lethality for the networked Warfighter.

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U.S. ARMY

///// RDECOM’s Advanced Chemistry Laboratory at the Edgewood Chemical Biological Center is at the forefront of cutting-edge science.

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he Edgewood Chemical Biological Center (ECBC) is the primary Department of Defense (DoD) technical organization for non-medical chemical and biological defense.

Mission Integrate life cycle science, engineering, and operations solutions to counter chemical, biological, radiological, nuclear, and high-yield explosive (CBrne) threats to U.S. forces and the nation.

Vision Premier resource for CBrne solutions, uniting and informing the national defense community.

Core Competence Working safely with chemical and biological agents in research, engineering, and operations for DoD and the nation.

Core Technical Competencies Chemical biological handling and surety; chemistry and biological sciences; CBrne analysis and testing; CBrne materiel acquisi-

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tion; CBrne munitions and field operations; science and technology for emerging threats.

ECBC headquarters is located at Aberdeen Proving Ground, Md. ECBC has two additional sites located at Pine Bluff Arsenal, Ark., and Rock Island Arsenal, Ill. ECBC fosters research, development, testing, and application of technologies for protecting our military from chemical and biological (CB) warfare agents, while leveraging its assets to assist civilian enterprise. ECBC’s contributions include CB agent detectors and warning systems, decontamination technologies, protective masks, and services in support of the nation’s demilitarization and homeland defense initiatives.

The Center is staffed by a highly trained, multidisciplinary team of scientists, engineers, and specialists. With its talented workforce and unique infrastructure, ECBC is a national asset.

In its laboratories, testing chambers, fabrication facilities, and materiel management systems, ECBC utilizes the most advanced technology, equipment, and environmental controls. ECBC’s infrastructure incorporates nearly 2 million square feet of laboratory, chamber, and engineering space.

As a full life cycle support organization, ECBC couples basic science with engineering and field support to put new tools in

U.S. Army photo

Edgewood Chemical Biological Center

theater faster. ECBC provides a full range of chemical surety and biological materiel management services and supports homeland security initiatives through training and technical assistance programs. ECBC is also dedicated to ensuring its breakthroughs and expertise is transitioned to other government agencies, private industry, and allies throughout the world.

For nearly a century, ECBC has met the nation’s needs in times of war and peace. Today, ECBC continues to serve the military and our homeland defenders, and is evolving with the world’s challenges to remain the definitive source of non-medical CB defense technology.

Current Statistics Human Resources: • 1,600-plus employees (includes 300-plus on-site contractors) • 373 Chemical Personnel Reliability Program staff providing hands-on chemical agent expertise • 101 Biological Personnel Reliability Program staff (or in process of qualifying) • Nearly 200 acquisition professionals matrixed to other organizations, primarily JPEO-CBD and CMA Physical Infrastructure: • $1.8 billion in facilities and equipment • More than 200 buildings and nearly 2 million square feet of laboratory, engineering, and chamber space

• 434 chemical surety hoods • 68 BioSafety Level (BSL)-2 and BSL-3 hoods Unique Mission: • Life cycle responsibility for CB defense technology development, from the laboratory to sustainment of fielded items • ECBC is the single small-scale facility for the United States, a designation given to one organization in each Chemical Weapons Convention treaty signatory country • ECBC is the only “all hazard” laboratory in the nation capable of handling items potentially contaminated with chemical, biological, or radiological materiel Contact Information Amanda Dubbs, ECBC PAO Officer Edgewood Chemical Biological Center U.S. Army RDECOM (410) 436-1159 amanda.b.dubbs.civ@mail.mil

TECHNOLOGY DRIVEN. WARFIGHTER FOCUSED.

///// Capt. Dave DeGroot, Ph.D., puts volunteers into a water immersion tank at the U.S. Army Institute of Environmental Medicine at Natick Soldier Systems Center as part of a study that is looking at how Soldiers’ bodies cool down.

U.S. ARMY

Mission The U.S. Army Natick Soldier Research Development and Engineering Center’s (NSRDEC) mission is to focus on the Soldier Domain developing and using the latest innovations in science and technology (S&T) to maximize the American Warfighter’s survivability, sustainability, mobility, combat effectiveness, and field quality of life, treating the Warfighter as a system.

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NSRDEC leads the Soldier domain through partnership and collaboration across Army, Department of Defense (DoD), and government organizations, industry, and academia to deliver advanced capabilities through S&T generation and application. This novel approach supports the current fight while transforming to future force with the Soldier as the decisive edge.

Photo by David Kamm/NSRDEC

Natick Soldier Research, Development and Engineering Center

Since 1954, NSRDEC has followed a simple mandate: Ensure that American Soldiers are the best fed, the best protected, and the most highly mobile military in the world. As part of the Army’s Research, Development and Engineering Command (RDECOM), NSRDEC leads the Soldier Systems Integration Domain in coordinating Soldier-related efforts across the command and in highlighting Soldier technology capability gaps that need to be filled.

Core Competencies • Joint Service Combat Feeding: Provides combat ration and field food service equipment technologies.

• Modeling and Simulation (M&S)/Logistics Airdrop/Aerial Delivery: Improves personnel safety; survivability and accuracy of cargo delivery; and global precision delivery.

• Clothing and Protective Equipment: Improves Soldier survivability from combat threats (e.g., flame, thermal, blast, ballistic, laser), and the field environment.

• Contingency Basing: provides specialized shelters for command and control, chemical/biological (CB), and blast/ballistic threat environments.

• Soldier/Small Unit Technology Maturation and Demonstration: Matures and demonstrates innovative technologies using holistic systems engineering principles to balance and deliver enhanced Soldier/small unit capabilities.

• Human Systems Integration Sciences: Applies behavioral and cognitive sciences, human factors, anthropometry, and

biomechanics sciences to address Human System Integration requirements critical to Soldier/Small Unit success.

Organizational Snapshot The NSRDEC ensures that U.S. Warfighters are the bestequipped, best-clothed, best-fed, and best-protected in the world through the latest science and technology in the areas of airdrop, combat feeding, individual clothing and equipment, shelters, and Soldier system integration. NSRDEC is tied into America’s Homeland Defense efforts through its National Protection Center (NPC). In recognition of its many achievements, the NSRDEC has received the Department of the Army’s Research and Development Small Lab of the Year Award eight times in the past 10 years. With its workforce of nearly 800 civilian employees and military personnel and state-of-the-art facilities, NSRDEC is uniquely equipped to empower, unburden, and protect America’s Warfighters.

Contact Information David Accetta, Public Affairs Officer (508) 233 6938, DSN 256-6938 NATI-RDNS-D-PA@conus.army.mil http://nsrdec.natick.army.mil/

TECHNOLOGY DRIVEN. WARFIGHTER FOCUSED.

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///// The GSPEL – a comprehensive addition to TARDEC’s laboratory system at the Detroit Arsenal – offers numerous testing capabilities and an unmatched combination of resources in a single lab.

U.S. ARMY

tank automotive research, development and engineering center

U.S. Army photo

Mission Tank Automotive Research, Development and Engineering Center (TARDEC) develops, integrates, and sustains the right technology solutions for all manned and unmanned Department of Defense (DoD) ground systems and combat support systems to improve current force effectiveness and provide superior capabilities for the future force.

History In the early 1940s, the Army’s 1.3 million-square-foot Detroit Arsenal was built in just seven months. The facility had a single purpose: to build quality tanks. The Army chose the site for the arsenal because of the area’s wealth of automotive technology and manufacturing capability.

In 1946, the Tank-Automotive Components Laboratory, now known as the Tank Automotive Research, Development and Engineering Center, was formed at the recommendation of a committee led by Chrysler Corporation’s president, K.T. Keller.

This committee comprised leading engineers from Chrysler, Continental Aviation & Engineering, Ethyl, Ford, General Motors, Hudson Motor Car, International Harvester, Packard, Studebaker, and Timken Detroit Axle and it determined that Detroit would be an ideal location for a military automotive laboratory. The newly created Components Laboratory spawned many successful collaborative working relationships.

As part of the current TARDEC organization, the National Automotive Center (NAC) is responsible for advancing this emphasis on collaboration. This is accomplished by working with private industry to leverage commercial automotive technologies for military use.

With more than 60 percent of U.S. automotive engineers living and working in Michigan, TARDEC resides in the heart of

a concentrated source of automotive intellectual property unmatched anywhere in the country.

Competencies/ Capabilities TARDEC’s Technology Focus Areas are specific topics of interest on which TARDEC concentrates research efforts. TARDEC provides system engineering, technical expertise, and engineering leadership support across organizational boundaries to these areas with specific technologies to improve the Ground System Enterprise.

In April 2012, Army officials proudly unveiled a 30,000 square feet of research space, eight distinct state-of-theart labs and one of the world’s largest environmental testing chambers capable of testing equipment in temperatures ranging from a frosty minus 60°F to a blistering 160°F. TARDEC’s Technology Focus Areas include: • Ground System Power and Mobility (GVPM) • Ground System Survivability • Ground Vehicle Robotics (GVR) • Force Projection Technology (FPT) • Vehicle Electronics and Architecture (VEA) Contact Information Bruce Huffman, Public Affairs Officer (586) 282-8143, 282-0755 tardec.army.mil Ground Vehicle Gateway: https://tardec.groundvehiclegateway.com

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U.S. ARMY MATERIEL COMMAND

///// The last mine-resistant, ambush-protected vehicle to depart Iraq is lifted aboard the freighter Ocean Crescent at the Port of Ash Shuaiba, Kuwait, March 24, 2012, for transport to the United States, where it will be preserved and displayed at the 1st Cavalry Brigade Division Museum at Fort Hood, Texas.

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he Army’s Military Surface Deployment and Distribution Command (SDDC) is headquartered at Scott Air Force Base, Ill., and commanded by Maj. Gen. Thomas J. Richardson. SDDC’s mission is to provide expeditionary and sustained end-to-end deployment and distribution to meet the nation’s objectives.

SDDC is a unique Army command that delivers worldclass, origin-to-destination distribution solutions. Whenever and wherever Soldiers, sailors, airmen, Marines, and Coast

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Guardsmen are deployed, SDDC is involved in planning and executing the surface delivery of their equipment and supplies.

SDDC is the Army Service Component Command of the U.S. Transportation Command (USTRANSCOM) and is a major subordinate command to the U.S. Army Materiel Command.

This relationship links USTRANSCOM’s Joint Deployment and Distribution Enterprise and AMC’s Materiel Enterprise. The command also partners with the commercial transportation

Photo by David Kamm/NSRDEC

Military Surface Deployment and Distribution Command

industry as the coordinating link between Department of Defense (DoD) surface transportation requirements and the capability industry provides.

SDDC’s success in deploying and redeploying the DoD’s personnel and assets is achieved by coordination and leveraging the capability of the commercial transportation industry and other military assets to create an efficient flow of materials worldwide. SDDC averages about 20 million square feet of deployment and redeployment cargo movements each year or roughly 314 vessel operations per year.

SDDC operates 24 ports spread throughout the continental United States (CONUS) and the world. In addition, SDDC deployment support teams composed of members of the port terminal units are able to deploy to virtually any port in the world.

SDDC manages and coordinates all surface moves in support of door-to-door container and break bulk cargo movements around the globe and provides domestic routing services for rail and highway movements in CONUS, including arms, ammunition, and explosives. SDDC also manages the assets of the Defense Rail Interchange Fleet and the Army’s Containerized Ammunition Distribution System.

In addition, SDDC manages household goods and privately owned vehicles, and coordinates force protection, plans,

readiness, mobilization, and support issues for active and Reserve components. Reserve forces play critical roles in many operations.

Locations: • 595th Transportation Brigade, Camp Arifjan, Kuwait, is responsible for SDDC command and control in Southwest Asia and works closely with U.S. Central Command.

• 596th Transportation Brigade, Sunny Point, N.C.,

coordinates ammunition and explosive movements.

• 597th Transportation Brigade, Fort Eustis, Va., is responsible for the command’s port terminal units in the United States, Central and South America, and the Caribbean.

• 598th Transportation Brigade, Rotterdam, the

Netherlands, manages European ports and works closely with U.S. European Command and U.S. Africa Command.

• 599th Transportation Brigade, Wheeler Army Air Field, Hawaii, manages ports in the Far East region and works closely with Pacific Command.

• Transportation Engineering Agency, Scott Air Force Base, Ill., conducts global deployability engineering and analysis and influences transportation engineering policies.

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Photo by Jon Connor, ASC Public Affairs

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U.S. ARMY MATERIEL COMMAND

///// A SARET (Small Arms Readiness and Evaluation Team) unit from TACOM LCMC is visiting Fort Hood, Texas, rebuilding individual weapons for the 215th Forward Support Battalion, 3rd Brigade Combat Team, 1st Cavalry Division. Here, a contractor makes repairs on an M-16 series rifle, April 10, 2012.

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TACOM Life Cycle Management command

T

he TACOM Life Cycle Management Command (LCMC), a major subordinate command of the U.S. Army Materiel Command headquartered in Warren, Mich., unites all of the organizations that focus on Soldier and ground systems throughout the entire life cycle. The TACOM LCMC consists of the Integrated Logistics Support Center, Program Executive Office (PEO) -Combat Support and Combat Service Support, PEO-Ground Combat Systems, and PEO-Soldier.

The TACOM LCMC is also aligned with several business partners: the U.S. Army Tank Automotive Research, Development and Engineering Center; Army Contracting Command-Warren; U.S. Army Armaments Research, Development and Engineering Center; the Natick Soldier Research, Development and Engineering Center; Edgewood Chemical and Biological Center; Joint Program Executive Office for Chemical and Biological Defense; and the System of Systems Integration Directorate.

What TACOM LCMC does: • The TACOM LCMC mission is to develop, acquire, field, and sustain Soldier and ground systems for America’s Warfighters.

• If a Soldier eats it, wears it, drives it, or shoots it … TACOM LCMC develops, provides, or sustains it.

• More than 24,000 teammates at approximately 100 locations around the world work together to get products and services to the Soldier faster, make good products even better, and minimize life cycle costs.

• The TACOM LCMC plays a vital role in the Army’s efforts to sustain, prepare, reset, and transform its operations. The command manages its products, people, processes, and culture in order to deliver warfighting capabilities and to enhance Soldier readiness.

• Successful execution of TACOM LCMC’s mission requires effective communication and coordination among the acquisition, logistics, and technology (ALT) organizations that are part of the TACOM LCMC and the Army’s Materiel Enterprise.

Locations: • TACOM Life Cycle Management Command, Warren, Mich.

• Watervliet Arsenal, Watervliet, N.Y. • Anniston Army Depot, Anniston, Ala. • Red River Army Depot, Texarkana, Texas • Sierra Army Depot, Herlong, Calif.

• Joint Manufacturing and Technology Center, Rock Island, Ill. • Joint Systems Manufacturing Center, Lima, Ohio.

U.S. Army TACOM Life Cycle Management Command ATTN: AMSTA-CSP Warren, MI 48397-5000 (586) 574-8820 www.tacom.army.mil

///// Mechanic Darryl Garrett removes mortar tubes from a M1 Abrams turret in Anniston Army Depot’s Nichols Industrial Complex.

Anniston Army Depot

Anniston, Alabama

History Anniston Ordnance Depot (AOD) was constructed in 1941 with storage igloos, ammunition magazines, warehouses, and several administrative buildings. Nearly a decade later, AOD began an assignment to overhaul and repair combat vehicles. The maintenance and storage missions began in 1963 under the name Anniston Army Depot. ANAD began repair and overhaul of the M1 Abrams main battle tank in the mid-1980s and was the recipient of towed and self-propelled artillery and light combat

130

U.S. Army photo

Anniston Army Depot Provide industrial and technical support to joint services for repair, overhaul, modification, and upgrade of combat vehicles, artillery systems, bridging systems, small arms, and secondary components. Anniston Army Depot (ANAD) is the premier Department of Defense Center for Industrial and Technical Excellence (CITE) and is capable of overhaul and refurbishment of all the aforementioned systems. The depot is also the primary Small Arms Rebuild Center for America’s military forces. ANAD continues to play a vital role in the nation’s defense mission.

Major tenants of the installation include the Anniston Munitions Center, Anniston Chemical Activity, and Defense Distribution Depot-Anniston.

vehicle missions as a result of the Base Realignment and Closure Commission 1995. Production of Stryker vehicles began in 2001 with commercial partner General Dynamics. ANAD is transforming with the Army and utilizing innovative initiatives including but not limited to workforce revitalization, Lean Six Sigma, and partnering with industry.

In September 2006, the secretary of the Army designated ANAD as the CITE for Combat Vehicles (except Bradleys) including assault bridging, artillery, and small-caliber weapons.

Installation Overview ANAD is located on 15,319 acres in Calhoun County. ANAD has 2,444 buildings, 430 miles of roadway, 93 miles of fencing, and 37 miles of roadway with a plant replacement value of approximately $2.44 billion. To the north, the installation is bordered by Pelham Range, which is a 20,000-acre training range operated by the Alabama Army National Guard.

There are no encroachment issues for the installation. With a $1.5 billion economic impact, ANAD is a major economic engine for the region.

infrastructure is capable of repeated 70-ton combat vehicle traffic and has heavy lift capability within key facilities. ANAD has a live firing range capable of firing weapons up to 155 mm.

Capabilities at a Glance • Combat vehicles (except Bradley and Multiple Launch Rocket System) • Overhaul/repair • Artillery overhaul/repair • Small arms overhaul/repair • Bridging systems overhaul/repair • Worldwide support Contact Information Anniston Army Depot ATTN: TAAN-AN-PA 7 Frankford Ave. Anniston, AL 36201-4199 (256) 235-6679 (COM), 571-6679 (DSN) www.anad.army.mil

Competencies The most valuable resource existing at ANAD is the multiskilled workforce that would take decades to replace. The

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///// Assembly at the Rock Island Arsenal Joint Manufacturing & Technolgy Center.

RIA Joint Manufacturing & Technology Center Rock Island, Illinois

Mission To support the National Defense Strategy with world-class products and service through development/prototyping, manufacturing, integration, testing, and logistics to serve the Warfighter.

U.S. Army photo

History Congress established Rock Island Arsenal (RIA) in 1862.

During the Civil War, the island served as a prison camp for the Confederate Soldiers. The Rock Island Arsenal is the site of a National Cemetery for those who served the nation. The construction of the first stone manufacturing shop began in 1866 and continued through 1893 when the last stone shop was finished. After World War I, RIA built the first American manufactured tank. The Rock Island Arsenal tradition continues today to strive to produce the best quality weapons and manufactured items for the Department of Defense while meeting the ever-changing needs of today’s Warfighters. In addition to the ISO 9001:2008 registration, the RIA Joint Manufacturing & Technology Center (RIA-JMTC) is recognized as a 2007 Shingo Public Sector Gold Medallion Recipient for the Forward Repair System (FRS) value stream and a 2007 Silver Medallion Recipient for its Shop Equipment Contact Maintenance (SECM) value stream. In addition, RIA-JMTC was the Army’s first Gold Medallion recipient in 2006 and are the only two-time Gold Medallion recipient in the Army. RIA-JMTC was also designated a Center of Industrial and Technical Excellence (CITE) for Mobile Maintenance Systems by the secretary of the Army in 2009.

Installation Overview RIA is located on a 946-acre island in the Mississippi River between Illinois and Iowa. RIA has more than 1.5 million square feet of manufacturing space and one of the largest warehouse

facilities with more than 770,000 square feet under one roof with additional outside storage space.

Contact Information RIA Joint Manufacturing & Technology Center ATTN: TARA-OPM 1 Rock Island Arsenal Rock Island, IL 61299-5000 (309) 782-5330 (COM), 793-5330 (DSN) Competencies Rock Island Arsenal Joint Manufacturing & Technology Center is a full service, one-stop shop that saves customers’ time and money by eliminating the need to outsource services. The capabilities range from having a full-purpose foundry, fabrication, and welding of various metals, heat treating, machining, painting, and engineering. More than 200 computer numerically controlled machines along with more than 950 conventional machines (with two of only 13 seven-axis machining centers in the world) give RIA-JMTC unique capabilities in the industrial world.

Capabilities at a Glance • Engineering and laboratory facilities • Machining • Tool/die manufacturing • Casting and investment casting • Forging • Gear/spring manufacturing • Blasting • Welding • Forming • Water jet cutting • Extensive laser cutting • Stereo lithography (3-D modeling) • Plating • Painting • Assembly and packaging • Fire simulation complex

133

///// Reset activities at Red River Army Depot.

Red River Army Depot Texarkana, Texas

History Red River Army Depot (RRAD) was originally established in 1941 as an ammunition storage depot. Because of the demands of World War II, the mission was expanded to include general supply storage and tank repair. Throughout the years, the depot’s missions have evolved, and today Red River is engaged in activities ranging in scope from remanufacturing/ recapitalization of tactical wheeled vehicles to the production of M1 road wheels. RRAD is aggressively pacing its performance to accomplish the goals of the Army’s transformation by engaging innovative initiatives such as Lean/Six Sigma, ex-

134

tensive partnering with industry and enhanced business management techniques. Red River Army Defense Complex is the largest single employer in the Greater Texarkana area.

Installation Overview The depot sits on more than 14,000 acres of land and has more than 1,186 buildings/structures that can accommodate repair/overhaul of electronic systems, heavy tanks, wheeled vehicles and artillery. The Red River Defense Complex is home to a workforce of nearly 6,000 civilian employees (including contract employees). RRAD has achieved recognition and earned registration under stringent ISO Quality System Requirements. RRAD was the first depot in the Department of the Army to achieve ISO certification across the total depot. RRAD is the recent recipient of the Army Chief of Staff Combined Logistics Excellence award. The depot is also the two-time recipient of the Robert T. Mason Award and the recipient of eight Shingo medallions. RRAD is responsible for over

U.S. Army photo

Mission Conduct ground combat, and tactical system sustainment maintenance operations, and related support services worldwide, for U.S. and allied forces and friendly nations in support of the Warfighter. Be an active and viable partner within the community and the Four States area.

3,000 civilian deployments to Kuwait, Afghanistan and Iraq in direct support of the Warfighters in the field.

Competencies RRAD is a strategic national asset with more than 70 years of service to the United States and its Soldiers. The depot is providing unprecedented sustainment of the joint-services MRAP program to include deployments, training, MET fabrication and designation as the joint services depot source of repair for the MRAP family of vehicles. RRAD is designated as the Center of Industrial and Technical Excellence for Bradley Fighting Vehicles, Multiple Launch Rocket System, rubber products, tactical wheeled vehicles such as the Heavy Expanded Multi-purpose Tactical Truck (HEMTT), High Mobility Multipurpose Wheeled Vehicle (HMMWV), Armored Security Vehicle (ASV), the Heavy Equipment Transporter (HET), High-Mobility Artillery Rocket System (HIMARS) multiple configurations of trailers, and the Small Emplacement Excavator (SEE) vehicle.

The depot’s multi-skilled workforce possesses a wide-range of technical resources including the capability to design, fabricate and manufacture a wide range of items, from specialty parts to unique prototype weapon systems and vehicles.

The dedicated workforce provides continuous on-site support throughout the world.

Capabilities at a Glance • Electronics • Mechanical/hydraulics • Engines • Transmissions • Metal fabrication and machining • Rubber road wheels and track shoes • Combat and tactical vehicle test tracks • Destructive and non-destructive testing • Certified ballistic armor welding • Engineering • Live fire test ranges • Design and manufacture prototype vehicles for various military services • Worldwide support – deployable workforce • Technical training Contact Information Red River Army Depot ATTN: RRAD-TARR-B, Bldg 15 100 James Carlow Dr. Texarkana, TX 75507-5000 903-334- (COM), 829-5046 (DSN) TARR-B@conus.army.mil

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///// Sierra Army Depot personnel load two systems of an 800,000-gallon-per-minute Fuel System Supply Point aboard six C-17 Globemaster IIIs bound for unknown destinations to Soldiers in the field.

Sierra Army Depot Herlong, California

History SIAD was established in 1942 and began operations as an ammunition and general supply storage depot. In 1993, SIAD became home to the three largest operational project systems in the Army: Inland Petroleum Distribution System, Water Support Systems, and Force Provider. Today, SIAD has become a premier life cycle management installation performing the receipt, storage, repair, maintenance, and rapid deployment of a variety of military unique systems. In April 2011, secretary of the Army designated Sierra Army Depot as the Center for Industrial Technical Excellence (CITE) for all Petroleum and Water Distribution Systems (PAWS).

Installation Overview The depot sits on 36,322 acres of land adjacent to Honey Lake in Lassen County, Calif. The current infrastructure consists of 1,192 structures including igloos, supply warehouses, maintenance buildings, munitions buildings, and Y sites. The depot is located on the east side of the Sierra Nevada mountain range at approximately 4,000 feet above sea level. This unique environment creates perfect long-term

136

storage conditions: extremely low humidity and moderate summers and winters.

Competencies SIAD serves as an Expeditionary Logistics Center that provides the full range of logistics support for the defenders of our nation through long-term sustainment storage; maintenance; care of supplies in storage; equipment reset; and container management while embracing the Army values. SIAD has an ideal high-desert climate, an on-site airfield, an extensive rail and transportation network, and is a recognized multifunctional installation. SIAD serves as the Strategic Power Projection Platform providing logistics support for asset receipt, classification, management, storage, distribution, maintenance, assembly and containerization, and the rapid worldwide shipment of material in support of the Warfighter.

Missions include equipment reset, new assembly and kitting operations, training support, maintaining of medical readiness stock and other operational project stocks, a redistribution mission for Class II and IX items and it has established an End-of First Life Cycle Center for excess combat vehicles.

SIAD has been designated as the Army’s consolidation and distribution center for the Clothing Management Office (CMO), supporting brigade-level Organizational Clothing and Individual Equipment (OCIE) reset operations. SIAD also performs similartype functions on clothing to receive, identify, classify and bring to record new OCIE directly from the Defense Logistics Agency

U.S. AMC photo by Lori K. Mcdonald

Mission Sierra Army Depot (SIAD) provides rapid expeditionary logistics support and long-term sustainment solutions to the Army and the joint force.

(DLA), “excess” OCIE from Clothing and Issue Facilities (CIFs) as well as returned items from Southwest Asia (e.g., posts/camps/ stations). SIAD embraces continuous improvement, private-public partnerships and provides critical life cycle management support for equipment and supplies.

Capabilities at a Glance • ISO 9001:2008 Quality Management certification and certified under the ISO 14001:2004 Environmental Standard. SIAD is on track to become a VPP Star certified installation • More than 36,000 buildable acres • On-post C-17-capable airfield • The secretary of the Army designated Sierra Army Depot as the CITE for all Petroleum and Water Distribution Systems (PAWS): SIAD is the Center of Excellence for Operational Project Stocks providing a complete range of logistics support, including receipt, storage, repair, shipping, maintenance, and fabrication of assets.

• SIAD supports its customers’ life cycle management requirements, embracing the principles of “Lean Manufacturing.”

Continuous process improvements – SIAD has robust Lean Six Sigma and Value Engineering programs that are part of a workforce culture that provides exceptional value to customers – saving money, executing work faster, with excellent quality.

• SIAD provides real-world experience and has a proven track record in configuration management, and assembly and containerization of military unique systems.

• SIAD invests time and resources in process improvements that refine and upgrade core competencies: rapid deployment, power projection, and industrial operations.

• APS and Operational Project Stocks (APS/OP Stocks): receipt, accountability, storage, COSIS, RESET, upgrades, system configuration, kitting and assembly, and world-wide shipping.

• Modern organic transportation network, capable of supporting all military and commercial aircraft, rail, and trucks able to respond immediately to all requirements world-wide.

• Preservation and packaging prototyping.

• SIAD currently manages (receives, identifies, classifies, inventories, stores, secures, performs COSIS as required, packages, and ships worldwide) wholesale stock for individual item managers (based on their specific scope of work and requisite funding). That stock is visible to item managers through the wholesale accountable records (was CCSS, now LMP). This stock is still “owned” by the item manager; SIAD does not ship unless directed (Transfer Order issued by the item manager in LMP).

• The Army’s largest facility dedicated to equipment/asset retrograde and reutilization/redistribution, SIAD manages (receives, identifies, classifies, inventories, stores, secures, packages, and ships worldwide) a majority of the Army’s Non-Army Managed Items (NAMI) retrograded Class IX equipment (based on its specific scope of work and requisite funding). It is visible to the NAMI item manager in the SARSS Accountable Records. This stock is available to meet individual unit needs any time, anywhere in the world based on a valid requisition in the SARSS system.

• SIAD also manages (receives, identifies, classifies, inventories, stores, secures, packages, and ships worldwide) a majority of the Army’s retrograded Non Standard Equipment (NS-E) based on its specific scope of work and requisite funding. It is visible to the “proponent” in the PBUSE accountable record. This material is managed by HQ AMC and is issued to an organization worldwide when directed.

• SIAD also manages (receives, identifies, classifies, inventories, stores, secures, inspects, packages, and ships worldwide) a large portion of the Army’s OCIE items (based on its specific scope of work and requisite funding). These are visible to the CMO, which provides disposition instructions to inspect, package, and ship worldwide when needed.

• SIAD currently manages excess Class VII major end items in its Combat Vehicle End of First Life Center (SIAD has more than 20,000 combat vehicles) for individual item managers. It receives, identifies, classifies, inventories, stores, secures, and ships assets (based on their specific scope of work and requisite funding).

Contact Information Sierra Army Depot ATTN: AMSTA-PAO 74 C St., Bldg. 150 Herlong, CA 96113-5001 (530) 827-4343 (COM), 855-4343 (DSN)

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26/06/12 3.58 PM

///// Arsenal General Foreman of Tubes Leon Rosko (left) briefs Maj. Gen. Patrick Murphy (center) about the Arsenal’s new lightweight 60 mm mortar production, while Arsenal Commander Col. Mark Migaleddi looks on. Murphy is the 52nd Adjutant General of New York state.

Watervliet Arsenal Watervliet, New York

History Watervliet Arsenal (WVA), the nation’s oldest continuously active arsenal, was founded in 1813 to support the War of 1812. After decades of producing gun shot, leather goods, wooden carriages, and other materiel, the arsenal was chosen in 1887 as the site for the national cannon factory. Since then, the arsenal has been the nation’s principal manufacturer of large-caliber weapons. WVA is a government-owned, government-operated facility.

Installation Overview The arsenal is located on 143 acres in the center of Watervliet, N.Y., 6 miles north of Albany and 5 miles from Albany

138

Airport. The arsenal has more than 2 million square feet of floor space, more than half of which is for industrial operations.

In the 1980s, $300 million was invested to upgrade buildings, processes, and equipment making the arsenal one of the most modern manufacturing facilities in the Northeast. The arsenal has continued to seek state-of-the-art manufacturing capability by investing more than $40 million in the last few years for capital improvements. The arsenal is also near major academic institutions such as Rensselaer Polytechnic, the State University at Albany College of Nanoscale Science and Engineering, and Union College. WVA is ISO 9001:2008 certified, a Lean Six Sigma continuous improvement organization, and a largecaliber weapons manufacturer.

Competencies Watervliet Arsenal and its partner, Armament Research, Development and Engineering Command’s Benét Laboratories, is the Army’s capability and Center of Excellence for Large Caliber Cannon. Collocation of research, design, development,

U.S. Army photo

Mission The Watervliet Arsenal provides manufacturing, engineering, procurement, and quality assurance for cannons, mortars, and associated materiel throughout the acquisition life cycle to U.S. and foreign militaries.

engineering, and manufacturing provides customers quick, seamless transition from concept design through prototyping to production. This is an integrated and inherently lean activity that focuses upon manufacturing and technology readiness. Watervliet and Benét support the Army’s fighting force with tank, artillery, mortars, and other components.

Watervliet partners with all of the acquisition community in the design and prototyping of the latest and next-generation weapons. This maturation of technologies provides advanced launch mechanisms to U.S. forces. Customer expectations are exceeded by the arsenal’s expertise in ultra highpressure components, advanced materials, and coatings that are stronger and lighter with high service life. A recent added dimension to Watervliet is public-private partnering.

These small to large on-site technology companies broaden Watervliet’s portfolio with research and engineering in composites, nanomaterials, and electronics. A partnership intermediary facilitates the ability to link into these forcemultiplying assets.

• • • •

•

• • • • •

Rotary forging/heat treatment of large cylinders Chromium plating for wear and erosion abatement Reverse engineering of components Stereo Lithography Composites Manufacturing and product engineering Modeling and simulation of heat, stress, fatigue and fracture Welding/fabrication Water jet cutting Material analysis In-laboratory fatigue simulation Material replacement and compatibility analysis

Contact Information Watervliet Arsenal ATTN: Public Affairs 1 Buffington St. Watervliet, NY 12189-4000 (518) 266-5055 (COM), 374-5055 (DSN) john.b.snyder@us.army.mil

Capabilities at a Glance • Custom machining • Prototype and volume production of high-pressure components

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///// USASAC is facilitating Foreign Military Sales of five Hueys to the Philippines.

U.S. Army

Security Assistance COmmand

USASAC photo

T

he U.S. Army Security Command (USASAC) is responsible for managing security assistance programs and Foreign Military Sales (FMS) for the Army. USASAC is known as the “Army’s Face to the World” because it serves as the primary entry point for U.S. Army materiel- and service-related FMS requirements.

Headquartered at Redstone Arsenal, Ala., the mission of USASAC is leading the U.S. Army Materiel Command Security Assistance Enterprise; developing and managing security assistance programs and foreign military sales cases to build partner capacity, supporting Combatant Command (COCOM) engagement strategies and strengthening U.S. global partnerships.

Security assistance is a national program supervised and directed by the State Department. In conjunction with the White House, Congress, and the Treasury Department, military security assistance programs are executed by the Department of Defense (DoD). USASAC implements approved U.S. Army security assistance programs, including FMS of defense articles and services to eligible foreign governments. USASAC is responsible for life cycle management of FMS cases, from preletter of request, development, execution, and closure. The

command manages approximately 4,600 FMS cases valued greater than $134 billion.

USASAC also manages the Army’s co-production program. In addition, USASAC is responsible for Army security assistance information management and financial policy and provides policy, procedure, and guidance to the Army security assistance community.

Security assistance promotes regional stability, deters aggression, maintains alliances, enhances coalition partnerships, and disseminates democratic values between the United States and its allies.

In carrying out the Army security assistance mission, USASAC calls on all AMC life cycle management commands, as well as other DoD agencies and U.S. industry for support. Each sale of equipment to overseas customers comprises the same “total package” of quality materiel, facilities, spare parts, training, publications, technical documentation, maintenance support, and other services that AMC provides to U.S. Army units.

141

U.S. ARMY MATERIEL COMMAND

DEMOGRAPHICS EXECUTIVE SUMMARY

69,064

AMC Personnel (30 Sept. 11) 4% Military I 96% Civilian* *Civilian Personnel includes Permanent, Temporary, Term, and Foreign Nationals

57%

General Schedule Civilian1 84.2% GS-9 to 15 $71,232 average salary

24%

Wage Grade Civilian1 $25/average hourly wage

10

Median Years of Service 10.9% Retired Military & 14.9% Retirement Eligible (Avg. Retiree: 60 w/30 YOS 1

Remaining 19% of the civilian population is accounted for in various other systems i.e., SES/SLT .2%; Acq/Lab Demo 18%; DCIPS 0.7% and NSPS 0.1%

A Highly Skilled & Educated Force 67%

Permanent Civilian Positions are Professional, Technical or Administrative 40% AMC positions require Acquisition Certification

59%

White Collar Personnel have a Bachelor’s Degree, Master’s Degree or PhD

10%

of Civilians in Supervisory Positions (vs. 14% Army-wide) AMC Permanent Civilian Personnel are assigned to duty locations in 42 States & 29 Countries

Providing the Decisive Edge!

142

AMC STRENGTH COMMAND 18,000

Total Military: 2,798 (4%) I 53% Officers Total Civilian: 66,266* (96%) I 38% AWCF 91% Permanent

16,000 14,000

*Includes TEMPS, TERMS and 1,046 Foreign Nationals

12,000 10,000 8,000 6,000 4,000 2,000 0

RDECOM

TACOM LCMC

AMCOM LCMC

CECOM LCMC

JMC

ACC

ASC

SDDC

CMA

HQ AMC

USASAC

Other

Temp/Term

213

91

139

66

18

624

771

521

15

105

174

61

Permanent

15,270

14,134

9,854

8,073

6,266

5,807

1,951

1,561

1,303

801

558

688

Other: U.S. Army Material Readiness & Acquisition Activities, HQ AMC Training Activities, 389th AG Band “AMC’s Own”

Civilian data source: Business Objects XI

Military data source: TOPMIS and EDAS

Data as of 30 Sept. 2011

AWCF CIVILIANS Army Working Capital Fund (AWCF) Personnel by Depot, Arsenal and Ammunition Plant

4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0

Corpus Christi Army Depot

Tobyhanna Army Depot

Anniston Army Depot

Red River Army Depot

Letterkenny Army Depot

Rock Island Arsena

Blue Grass Army Depot

McAlester AAP

Pine Bluff Arsenal

Sierra Army Depot

Crane AAA

Watervliet Arsenal

Tooele Army Depot

Temp/Term

33

174

596

1,049

84

187

25

613

66

446

295

59

23

Permanent

4,057

3,800

3,186

2,193

1,630

1,450

1,003

876

874

716

701

527

478

Civilian data source: Business Objects XI

Data as of 30 Sept. 2011

143

DEMOGRAPHICS: PERMANENT CIVILIANS PATCOB Distribution 3% 2.1%

Administrative 7.4%

Professional 34.3%

23.8%

• Civilian Gender Distribution* Female ...................................................... 28% Male ......................................................... 72%

Blue Collar Technical

• RAce/national origin distribution* African American ......................................... 13% American Indian .......................................... 1% Asian/Pacific .............................................. 4% Caucasian .................................................. 74% Hispanic .................................................... 6% Two or More Races ....................................... 2%

Other

29.2%

Clerical GS Grade Distribution 1.9%

1-4

13.9%

29%

• pay system distribution GS ............................................................ 57% Wage Grade** ............................................. 24% Demo ........................................................ 18% DCIPS ...................................................... 0.7% SES/ST ..................................................... 0.2% NSPS ........................................................ 0.1%

5-8 9-12 13-15

55.2%

• Civilian Supervisors Distribution 1 in every 10 AMC Civilians is a Supervisor (vs. 1 in every 7 Army-wide)

Sources: BOXI, WASS, and MD 715 Reporter as of 30 Sept. 2011 * Data includes Perm, Temporary. Two or More Races includes individuals not identifying their RNO.

Average Basic Salary $71,232 per annum Average Wage $25 per hour

**Federal Wage System

Age Distribution

>59 50-59

Median Age: 48

40-49 30-39

Median YOS: 10 (no change since FY10)

Temp/Term

<30

Permanent

Years of Service

5,000 10,000 15,000 20,000 25,000

AN EDUCATED FORCE • PhD: 2.3% • Master’s Degree: 16.4% • Bachelor’s Degree: 39.9% MILITARY BACKGROUND • 10.9% of Civilians are Retired Military • 24.7% AMC SES are Retired Military

4 Employees X 1000

0

3 2 1 0

0

10

Source: WASS as of 30 Sept. 2011

144

20

30

40

50

60

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© 2012 Samsung Electronics America, Inc. All rights reserved. Samsung is a registered trademark of Samsung Electronics Co., Ltd. All products and brand names are trademarks or registered trademarks of their respective companies. The U.S. Army Materiel Command and the U.S. Department of Defense neither selected nor approved this advertiser and do not endorse and are not responsible for the views or statements contained in this advertisement.

Supporting the US Army through their endeavors at home and abroad.

At Rolls-Royce we are proud of our history supporting US Army Aviation. We have a track record of unmatched combat reliability and a proven commitment of support for Army endeavors at home and abroad.

Rolls-Royce strives to provide unrivalled support, reliability and mission critical capability to the fight that is equal to the courage and bravery that Army Aviators and Crews Trusted to deliver excellence exhibit every day.