INSIDE
Training with Industry
CAREER NEWS
JCCoE
Logistics Management
Promotion Selections
MCACTE Awards
U.S. ARMY QUARTERMASTER SCHOOL Spring 2016 Edition
TABLE OF CONTENTS
QUARTERMASTER SCHOOL ON THE
COVER
“MCCATE 2016” Student Chef of the Year PFC Carlos Cruz preparing a meal during the 41st Annual Military Culinary Arts Competitive Training Event held at Fort Lee
3
CMDT
Commandant’s Farewell
4
DPTY
QM School Quarterly Townhall
6
QM CSM
Maintaining a Competitive Force
8
RCWO
QM Warrant Officer Update
10
OQMG
Quartermaster Career News Section QM Army Competitive CMD List/Key Billet Selection Board Schedule (FY 16) QM Basic Branch LTC Selection List Warrant Officer Selection List TWI Program Logistics Management Institute—TWI AAR Mobility System—TWI
17
Army
Lt. Gen. (R) Arthur J. Gregg Sustainment Leadership Award
17
Army
“First to Four” Gen. (R) Dunwoody visits Fort Lee
18
JCCoE
41st Military Culinary Arts Competitive Training Event
20
LTD
2016 Supply Excellence Awards (SEA)
21
23rd BDE
Train While Operating
23
JMAC
Mortuary Affairs Reporting and Tracking System
24
ADFSD
Sling Load Resupply
25
PWD
Petroleum and Water Department Knowledge Center
26
AWM
15th Anniversary of the U.S. Army Women’s Museum
27
USASMA
Senior Logistician Career Enhancing Positions
Phone: (804) 734-3532/3174 (DSN 687-3532) Email: gregory.p.koenig.ctr@mail.mil Website: http://www.quartermaster.army.mil
Managing Editor LTC Luis A. Rodriguez
Editor and Graphics Designer 1LT Christin McDowell
Editorial Assistant Ms. Dedra Carter
The U.S. Army Quartermaster Newsletter is a quarterly professional newsletter published by the U.S. Army Quartermaster School, 2221 Adams Avenue, Fort Lee, VA 23801-2102. Disclaimer: Articles express opinions of authors, not the Department of Defense or any of its agencies, and do not change or supersede official Army publications. The masculine pronoun may refer to either gender. Reprints: Articles and photos may be reprinted with credit to the U.S. Army and the author(s), except when copyright is indicated. Dissemination: This medium is approved for the official dissemination of material designed to keep individuals within the U.S. Army knowledgeable of current and emerging developments within their areas of expertise for the purpose of enhancing their professional development. Submit your articles to the Quartermaster School Strategic Initiatives Group (with photos) to gregory.p.koenig.ctr@mail.mil for publication in the Summer 2016 Edition. Scheduled publication date is 17 August 2016. Submission date for articles is 11 July 2016.
The newsletter is posted at the following location and may be viewed on all electronic devices: http://issuu.com/usarmyquartermasterschool/docs/qm_newsletter_spring_2016 2
Quartermaster Newsletter
Spring 2016
COMMANDANT
COMMANDANT’S FAREWELL “Supporting Victory for over 241 Years” Quartermaster Corps!
Brig. Gen. Ronald Kirklin, 53rd Quartermaster General
“General Thomp-
son began as an enlisted Soldier and became the first Quartermaster Officer in the Corps’ history to hold the rank of General on active duty”
It is with great sadness that I inform you of the passing of General (Retired) Richard H. Thompson. General Thompson began as an enlisted Soldier and became the first Quartermaster Officer to achieve the rank of General on active duty. He was the first commander of the Troop Support and Aviation Materiel Readiness Command; and one of the principal architects in the buildup and modernization executed during the Post-Vietnam Era "Logistics Revolution" of the 1980s. During his final assignment before retiring, he commanded the U.S. Army Materiel Command. His achievements and enduring contributions will be his remembered legacy in our Army and we will never forget what he accomplished. Inside this edition of our newsletter, you will find amazing stories from across the Quartermaster School and tactical force. There are articles on “Maintaining a Competitive Workforce,” our new “Petroleum and Water Knowledge Center,” the 15th Anniversary of the U.S. Army Women’s Museum,” the “41st Military Culinary Arts Competitive Training Event (MCACTE),” our new “Mortuary Affairs Reporting and Tracking System,” the “2016 Supply Excellence Awards (SEA),” and finally, a great article from the 262nd Quartermaster Battalion on their program of “Train While Operating.” Ensure you browse the Quartermaster Career News Section. Within this section, you will find informative articles to include: the “Selection Board Schedule for FY2016,” the Quartermaster selectees from the FY 2017 “Colonel Army Competitive Command/Key Billet List,” the “Quartermaster Lieutenant Colonel Promotion List,” the FY2016 “Warrant Officer Selection List,” as well as several
articles on our Quartermaster Training With Industry program. I hope you enjoy this newsletter and find the information of value for use at your home station. During my time as the Quartermaster General, I had the opportunity to conduct multiple visits to the National Training and the Joint Readiness Training Centers. Each visit was exciting as I got to witness great training and amazing leadership. I have been able to discuss Quartermaster functions with Soldiers and Leaders across all three Army Components. The professionalism and enthusiasm that I encountered is very inspiring for me and my command team. I have thoroughly enjoyed spending time in the field visiting tactical formations. There is no doubt that our Quartermaster units and our Soldiers are well trained and professionally led. Our units are to execute any mission our nation requests of them. This year we celebrate 241 years as a Corps supporting our great nation. We are honored to induct new members into the Quartermaster Hall of Fame, recognize new Distinguished Units of the Regiment and this year’s Distinguished Members of the Regiment. A complete set of articles and pictures covering our Regimental Day Celebrations will be included in the Summer 2016 Edition of the Quartermaster Newsletter to be published in August 2016. Looking back over my tenure as the Commandant of the Quartermaster School, I am extremely proud to have served with such a professional organization. A lot has been accomplished during a very short period of time. Although, there is no way to list all the accomplishments, here are a few that stand out in my mind.
3
Quartermaster Newsletter
Spring 2016
COMMANDANT
COMMANDANT’S FAREWELL The first is the execution of the T11 Parachute Rigger Airborne Connect, SKN Live VTC. This program established a forum of communication among the key players across all the branches of the services by linking up PEO Soldier, Human Resources Command, Quartermaster School, FORSCOM (18th Airborne Corps, 82nd Airborne Division, Fort Benning, 173rd BCT and 4-25th BCT) and TRADOC. These quarterly VTCs have played a key role in developing new force structure and training required to ensure the successful fielding of the Army’s newest personnel parachute. We have fielded and integrated Global Combat Support System-Army (GCSS-Army) into the Quartermaster School 92A and 92Y AIT programs. Which ensures our Soldiers will arrive at their first duty station ready to provide support to their units on this powerful new Army system. The new Army Garrison Culinary Uniform (AGCU) was approved for distribution and wear by our 92Gs. This new uniform replaces the current food service uniform which was adopted and worn since the early 1970s. The approval of the AGCU, along with the 92G MOS title change and the 92G Credentialing Program, reflects the pride, professionalism, and prestige of our 92G Soldiers. The redesign of field feeding companies provides a versatile new suite of modular equipment and units that will make feeding Soldiers in the field more efficient and responsive to the tactical commanders. Implementation of composite supply companies (CSC) was another major accomplishment during the 4
Quartermaster Newsletter
last couple of years. With the addition of petroleum and water platoons, and the possible future addition of ammunition transfer and holding point assets, CSCs provide major critical capabilities through their parent combat support sustainment battalions (CSSB) to the operational forces in the field. This has all been accomplished while meeting the economies of scale required in today’s environment. The Office of the Quartermaster General developed and implemented a program of career maps for our Soldiers and noncommissioned officers. These will prove to be valuable tools for our entire corps in developing our current and future noncommissioned officers. We updated the Program of Instruction (POI) for the Quartermaster Basic Officer Leadership Course, Advanced Individual Training Course, Advanced Leader Course, and Senior Leader Course. These updated POIs ensure that training at the Quartermaster School remains relevant to current operations. Major strides were made balancing the Quartermaster enlisted force structure. Noteworthy are the changes in our credentialing program that support the Soldier for Life Program. Over 3,400 Soldiers enrolled into our credentialing program; with over 2,800 Soldiers obtaining civilian certifications. Already entrenched at 115 civilian testing centers, and on seven military bases, our credentialing program will continue to grow. This program will ensure that our Soldiers are set up for success after they hang up their uniforms for the last time. Together these changes have strength-
Spring 2016
ened our NCO Corps by increasing promotion rates and enabled more NCO’s to participate in a wide range of broadening and career enhancing opportunities. The Quartermaster School has spearheaded multiple initiatives to develop digital training enablers (DTE) to be used at both the schoolhouse and in the tactical force to ensure that our Soldiers are trained and ready to perform their mission. These DTEs include: Refuel on the Move (ROM), Tactical Water Purification (TSPS), Laundry Advanced System (LADS) Control System Simulator, Command Supply Discipline Program (CSDP) Portal, Petroleum and Water (PWD) portal and the Virtual Supply Room. Each of these play key roles in ensuring our force is trained and ready.
I am very humble and proud to have served as the Commandant and 53rd Quartermaster General. I am excited for the opportunity to serve the entire Army Logistics community as the Assistant Deputy Chief of Staff, G-4, United States Army, in Washington, DC. I hope to see and serve with all of you again in the future. My personal thanks to all the Quartermaster Soldiers, Civilians, and Families that continue to support the Quartermaster Corps. Thank you for all you do for our Nation, our Army, our Soldiers and Families!
Supporting Victory! Support Starts Here! Army Strong!
U.S. ARMY QUARTERMASTER SCHOOL QUARTERLY TOWNHALL Sustaining Workforce Excellence Through Information Transparency and Award Recognition
Mr. Marshall Jones
Striving to emulate its established officer and NCO professional development programs, the Army implemented its Civilian Acculturation Program in September 2014 to enhance Civilians' career-long professionalism and leadership development.
A well-informed workforce is a highly productive workforce! Coupled with the consistent recognition of workforce excellence, this perpetuates a work environment of mutual trust, respect and high morale. The United States Army Quartermaster School (USAQMS) is comprised of a diverse composite workforce including military, DA Civilians and contracted personnel. In order to maintain its commitment to professional excellence, the USAQMS is engaged in what has been recognized as a Headquarters TRADOC Accreditation “best practice,” the conduct of quarterly Town Halls. The USAQMS prides itself on it steadfast resolve to achieve transparency through maximum allowable information sharing and the timely recognition of achievement/ productivity excellence throughout its workforce. This article briefly shares some recent highlights of its recent quarterly Town Hall conducted on 17 February. In keeping abreast of the Army’s 2025 Workforce Development goals and programs, the USAQMS has incorporated the Army’s Acculturation Program into its comprehensive workforce development and recognition program. In keeping with the Army’s overarching guidance, the USAQMS exercises a crucial portion of its Acculturation Program annually during the conduct of one of its quarterly Town Hall sessions. Such was the case with the 17 March 2016 Townhall when five DA Civilians hired during the past year were officially welcomed to the Quartermaster Team by Brigadier General Ronald Kirklin. The USAQMS relies on quality Civilians in professional, technical and leadership positions to accomplish its mission and provide continuity of operations and expertise essential to our nation’s defense. USAQMS leadership firmly believes they must build employee confidence by developing their character, competence, and commitment as members of the Army Profession. The purpose of the USAQMS Acculturation program is to provide a positive socialization experience for newly employed
Army Civilians to learn, understand and foster an appreciation for Army culture and, at the same time, reduce the amount of time it takes to become fully productive members of the Army Profession. The Quartermaster School also incorporates onboarding into its Acculturation Program. For the Quartermaster School, “onboarding” is simply viewed as the strategic process of welcoming new employees, establishing their responsibilities, and familiarizing them with the Army culture. The goal of our onboarding program is to create a positive experience for our new employees advancing them to a desired level of productivity as quickly as possible. Congratulations for the following civilian awards that were presented: Mrs. Stacey Towns who received the “Commanders Award for Civilian Service;” Mrs. Dedra Carter who received the “Achievement Medal for Civilian Service” and to Mr. Harry Plaza who received the “Certificate of Achievement.” Congratulations are also in order for our 2nd Quarter FY 2016 Civilian Quarterly Award Winners. The winners were: Mrs. Catherine Gadsden (PWD); Ms. Sharon Cox (TMD); Mr. Calvin Cropper (PWD); Mr. Vincent Holland (JCCoE); Mr. Carlos Roman (JMAC) and Mr. David Staples (JCCoE). Special Recognition and Congratulations to Mr. Hazel T. Hill (JCCoE) as he retired from federal service after serving his country for over fifty-six years as a member of the Armed Forces and as a U.S. Civil Service employee. His experience and expertise will be missed in JCCoE. In summary, a productive workforce is a well-informed and recognized workforce. Achieving and sustaining a productive workforce entails a well-organized and deliberate process. The US Army Quartermaster School remains committed to promoting a work environment with opportunities for professional growth, development, and successful accomplishment.
5
Quartermaster Newsletter
Spring 2016
DPTY CMDT
DEPUTY TO THE COMMANDANT
QM CSM
COMMAND SERGEANT MAJOR Maintaining a Competitive Force Quartermaster Teammates, Greetings! In this version of the monthly newsletter I would like to spend some time discussing a few important topics which, from my perspective have been plaguing Quartermaster (QM) Soldiers throughout the last ten months of my tenure. These topics are mostly administrative in nature, however; they are critical and play a major impact in the overall development in an individual Soldier’s career. CSM Jimmy Sellers
“Be proactive in
reviewing your personal file. If you notice a mistake, take immediate action to correct it.”
Remaining Competitive / Relevant A significant concern throughout our Corps remains the General Technical (GT) score. The average GT score for QM Soldiers is 95. A GT score of 99 and below makes it increasingly difficult to be selected for broadening opportunities and assignments such as recruiter, drill sergeant, Advanced Individual Training (AIT) platoon sergeant, AIT or NCO Professional Development School instructor, as well as nominative assignments to Defense Logistics Agency (DLA). Those with a perceived low GT score have multiple challenges on being competitive for promotion to senior ranks. The best methodology to resolve this growing concern is to enroll into the Functional Academics Skills Test (FAST) course and retake the Armed Services Vocational Aptitude Battery (ASVAB). Successfully increasing your GT score above 100 will not only create additional opportunities to work outside of your Military Occupational Specialty, in doing so it also increases promotion potential and keeps you competitive. In order to remain relevant in our everchanging Army it is critical that QM NCOs seek out, accept and perform well in the Army’s most demanding assignments. Late submissions of high school stabilization packets, expired Exceptional Family
6
Quartermaster Newsletter
Spring 2016
Member Program (EFMP) packets and physical limitations all impact a Soldiers ability to move throughout the Operational and Institutional domains. Background Checks Another limiting factor that we’ve seen throughout the past few months pertains to information in the background history contained within a Soldier file. Otherwise known as a “Background Check”. Type I and II reports are reports of unfavorable information disqualifiers which eliminate Soldiers from being considered for positions of trust which consist mostly of broadening opportunities. To further elaborate; type I reports are the most serious violations of sexual harassment/assault; court martial convictions included in the file which have not been overturned, and conduct in violation of the Army’s policy on participation in extremist organizations or activities. The aforementioned violations will generate an automatic rejection and elimination for further consideration. Type II reports of unfavorable information disqualifiers are time related and can be removed after a period of five years. Those offensives of traffic violations with six points or more assessed; sever financial hardship/bankruptcy; any drug offense; larceny and or theft; driving under the influence and assault on spouse or child abuse characterized as mild. Be proactive in reviewing your personal file. If you notice a mistake, take immediate action to correct it. Some corrections can be made in as little as one to two weeks. Call the Enlisted Background Screening Section (EBSS) phone number (502) (613-5075/5082) to correct financial issues.
Readiness remains the Army’s number 1 priority. It is important to maintain a high state of physical fitness, as this is critical to the Army being able to perform its war-time mission requirements. As the Army continues to downsize, it is imperative that everyone is physically and mentally fit capable of deploying when required to do so. On average over 23% of QM NCOs who attend the Noncommissioned Officer Education System at the Army Logistics University (ALU) enter their respective course with a permanent profile and unable to perform all three events on the Army Physical Fitness Test (APFT). Every Soldier should review their profile yearly for validity. Over the course of time injuries heal, but for some reason physical limiting profiles seem to remain in place. As you may be aware, the PULHES (Army Medical Profile System) section on the virtual Enlisted Records Brief (ERB) used during centralized selection board is now “unmasked.” Thus enabling board members to view an individual’s APFT score and date; height and weight data; as well their PULHES data when evaluating the file in order to select the “best qualified” applicant to be selected for promotion to the Army’s senior ranks.
Logistics Leader Development Strategy of “Shaping the Future Logistician” – which is to develop, grow, train and educate logistics leaders while recognizing their talents. Identify broadening assignments and selfdevelopment at the tactical, operational and strategic levels throughout a logistician’s career to meet desired outcomes and required characteristics and abilities. Following the participants' tenure at the industry, they are assigned to a two year utilization assignment. For additional information please access: http:// www.quartermaster.army.mil/oqmg/ officer_proponency/op_twi.htmlto Enlisted Aide (EA) Program The need for NCOs to serve as an Army Enlisted Aide is critical to the success of the Enlisted Aide Program, to support and assist General and flag Officers in the course of their official duties and responsibilities. There is an increased demand for quality NCOs to serve in the program, a demand that far exceeds the Army’s ability to fill these positions with current personnel. Recently, the program has undergone a full revision to meet present and future Army Profession and Leader’s Develop-
ment requirements. The restructuring of the Army Enlisted Aide Program builds trust, values and standards back into the program in order to maintain a high-quality all volunteer force to support the Army of 2025 and beyond. The requirements are for NCOs to be mentally and physically fit, pass a background and security check and selection process. NCOs interested in volunteering and applying for the Enlisted Aide Program are encouraged to visit the Quartermaster website for additional details. http:// www.quartermaster.army.mil/jccoe/ Special_Programs_Directorate/ Enlisted_Aide_web_documents/ enlisted_aide_program_main.htmlIn In conclusion, you are your career’s best manager! The opportunities for growth and career enhancement are always available, and as a qualified service member you deserve an opportunity for professional development, career broadening opportunities and a well-balanced record of strategic and operational assignments but you must meet the Army requirements. Take charge of your career and ensure success!
Training with Industry The Training with Industry (TWI) Program was established to provide military personnel training and development of skills in civilian private sector procedures and practices that are not available through existing military or advanced civilian schooling programs. TWI is a non-degree producing broadening opportunity that supports the
Pictured above is CSM Jimmy J. Sellers, 12th Quartermaster Command Sergeant Major, and the future Sergeants Major of the Quartermaster Corps, after attending a Status of the Quartermaster Corp brief at The United States Army Sergeants Major Academy (USASMA)
7
Quartermaster Newsletter
Spring 2016
QM CSM
Readiness:
RCWO
REGIMENTAL CHIEF WARRANT OFFICER Quartermaster Warrant Officer Update Greetings Quartermaster Teammates!
Chief Warrant Officer Five Roberto Figueroa
“Force integration enforces the Chief of Staff of the Army’s priorities by enforcing standards and professionalism in an effort to increase readiness within our formations.”
I have found the past two and a half years to be a very rewarding experience, albeit at times very challenging. Let me say up front that it is an honor, privilege, and absolute blessing to serve as your 13th Regimental Chief Warrant Officer of the Quartermaster Corps. Clearly the most rewarding part of my job is serving with you, the Quartermaster Warrant Officers. Together, we have accomplished a great deal and we will continue to do great things in the months ahead. Force integration continues to be a great part of my strategic messaging points during my travels. Force integration enforces the Chief of Staff of the Army’s priorities by enforcing standards and professionalism in an effort to increase readiness within our formations. In order to achieve “readiness, building an agile, adaptive Army, while taking care of Soldiers, Civilians and their Families,” we must work as one team. I had the honor of participating in the most recent Warrant Officer Professional Develop-
ment Workshop (WOPDW) sponsored by the North Dakota Army National Guard (ARNG) warrant officers during the weekend of 20-21 February 2016. As a Profession of Arms, it is critical to our readiness that we gather as leaders and cohorts to network and address leadership and professionalism. The WOPDW afforded us with an opportunity to communicate and gain awareness and understanding of issues affecting our cohort. Throughout the weekend, guest speakers discussed numerous topics concerning warrant officers at the state and national levels, Professional Military Education (PME), career management and accessions to mention a few. The weekend also included an update from the ARNG Command Chief Warrant Officer (Chief Warrant Officer 5 Peter Panos), Personnel Developer breakouts and team building activities. Broadening opportunities are an integral part of our cohort. In order to support the Army’s strategic readiness requirements, our develop-
Chief Warrant Officer Five Roberto Figueroa addresses Quartermaster Warrant Officers during North Dakota’s Warrant Officer Professional Development Workshop (21 February 2016, Camp Grafton, North Dakota) 8
Quartermaster Newsletter
Spring 2016
The fundamental foundation of every Force Sustainment Warrant Officer is their expertise. In order to develop the ability, understanding, expertise, knowledge and breadth and depth of experience to serve as a subject matter expert, Force Sustainment warrant officers in the grades of Warrant Officer One thru Chief Warrant Officer Three should serve within their respective career fields within the operating force. Assignments outside their MOS and (or) broadening assignments too early in their career is in many cases detrimental to their development and impacts Army readiness. This excludes a handful of Training with Industry and Training, Advising, Counseling Officer positions that are
critical developmental assignments for senior CW2s and junior CW3s.
cases, should be limited to 36 months with follow on assignments back to the operating force.
The Army Leader Development Strategy emphasizes the importance of a balanced, progressive, and sequential assignment process that supports developmental assignments within the operating and generating force. Warrant officer assignments in the grade of Chief Warrant Officer Two to Chief Warrant Officer Four should demonstrate diversity across the force structure and geographical area.
I challenge all senior warrant officers to take a vested interest in mentoring and developing our junior warrant officers. Precise talent management is more now than ever, a critical ingredient to building and sustaining readiness across the force. Our Warrant Officer One and Chief Warrant Officer Two populations primary focus should be on building a solid base of technical proficiency. A great deal of effort has been placed on broadening opportunities over the last year or so but we must ensure that such opportunities do not interfere with the development of our junior warrant officers.
Training and Doctrine Command (TRADOC) assignments should be considered broadening opportunities with the understanding that they are within the Force Sustainment WOs core competency. Precise talent management is required to ensure the best and brightest that Quartermaster Corps has to offer are selected to serve in these critical positions. Assignments to TRADOC, in most
In closing, I would like to thank you for everything you do on a daily basis in support of our Soldiers, Civilians, their Families, and our Nation! Supporting Victory!
Quartermaster Warrant Officers during North Dakota’s Warrant Officer Professional Development Workshop (21 February 2016, Camp Grafton, North Dakota) 9
Quartermaster Newsletter
Spring 2016
RCWO
mental strategy must represent a fair and reasonable multidimensional assignment process that maximizes talent through a balance of education, training and experience.
CAREER NEWS
Career News Colonel Army Competitive Command/Key Billet (FY2017) Training With Industry Program Overview
Selection Board Schedule FY2016
LTC Promotions FY2016 Training With Industry Logistics Management Institute
WO Selection Board FY2016 Training With Industry AAR Mobility Systems
10
Quartermaster Newsletter
Spring 2016
Co lo n e l A r m y Co m p e t i t i v e Co m m a n d / K e y B i l l e t F i s c a l Ye a r 2 0 1 7 Congratulations to those Officers selected for Command: LTC(P) Jon P. Beale
LTC(P) Robert P. Mann
COL Jeffrey J. Britton
LTC(P) Shawn C. Schuldt
COL Peter J. Crandall
LTC(P) Carmelia J. Scottskillern
COL Michelle K. Donahue
LTC(P) James B. Swift
LTC(P) Archie S. Herndon
LTC(P) Nathan M. Swartz
COL John B. Hinson
LTC(P) Gregory S. Townsend
COL Dennis H. Levesque
CAREER NEWS
Selection Board Schedule F i s c a l Ye a r 2 0 1 6 BOARD
CONVENE
USAR POSITION VACANCY BOARD
14-Jun-16
MAJ ARMY PSB & ACC ILE
13-Jul-16
USAR ILE/SSC
16-Aug-16
USAR AGR LTC CMD ASSIGNMENT
17-Aug-16
USAR NON AGR LTC CMD ASSIGNMENT
17-Aug-16
AC-USAR(AGR) SGM TRAINING & SELECTION / 1SG-MSG QSP /TPU DIMA CSM SELECTION
7-Sep-16
SENIOR SERVICE COLLEGE ACC
8-Sep-16
USAR AGR COL CMD ASSIGNMENT
13-Sep-16
USAR NON AGR COL CMD ASSIGNMENT
13-Sep-16
11
Quartermaster Newsletter
Spring 2016
L i e u t e n a n t Co lo n e l P r o m ot i o n L i s t F i s c a l Ye a r 2 0 1 6 Congratulations to the Basic Branch Quartermaster Majors selected for promotion to Lieutenant Colonel:
Michael Harris
Angel Ortizmedina
Katresha Bailey
Norman Hodges
William Parker
Dennis Calloway
Casey Holler
Rolando Perezcruz
Thomas Chandler
Joel Huft
Curtis Perkins
Christopher Chapman
Michael Iannuccilli
Antonio Pressley
Torrance Cleveland
Christopher Jones
Richard Prier
Juli Colongonzalez
Ricardo Jones
Edgardo Puente
Ronnie, Crosby
John Lankford
Sherdrick Rankin
Craig Daniel
Terrance Latson
Lillian Robinson
Gregory Darling
Michael Liles
McKeal Rodgers
Steven Dubuc
John Lopes
Clarisse Scott
Nelson Duckson
Byron Matthews
Travis Sept
Gilberto Escobedo
Nathan McDougle
Alphonso Simmons
Christopher Garvin
Stephen McGowan
Jeffery Smith
Thomas Goyette
Richard Milloy
Courtney Sugai
David Guida
Donyeill Mozer
Thomas Velazquez
Christopher Hamman
Barry Murray
Kevin Harris
Christopher Neal
CAREER NEWS
Matthew Alexander
12
Quartermaster Newsletter
Spring 2016
Wa r r a n t O f f i c e r S e l e c t i o n B o a r d F i s c a l Ye a r 2 0 1 6
Congratulations to those Non-Commissioned Officers selected to become Warrant Officers by the March 2016 Warrant Officer Selection Board:
920B
SFC Miguel Carmona
SSG James Copeland
SSG Joel Ferguson
SFC Nelson Dawson
SGT Cefferycol Hines
SSG Nadia Dossous
SGT Mou Hu
SSG Laqueisha Sykes
SSG Lexis Nunez
SSG Shawn White
SSG Felipe Ramirez
922A
SSG Gustavo Salvadormieles
SSG Minika Baldwin
SSG Joshua Santiago
SFC Derrick Bowers
SSG Craige Sears
SSG River Mitchell
SSG Jamie Spain
SSG Frank Peterson
SSG Noe Vargas
SSG Andrew Welch
SSG Victor Vergara
923A
SFC Cornell Walker
SFC Elias Chargualaf
921A
SSG Gregory Hughes
SFC Jonathan Christal
SSG Jesus Martinez
CAREER NEWS
920A
SSG Richard Gilmore
13
Quartermaster Newsletter
Spring 2016
Training with Industry (TWI) Program By CPT Jessica C. Davila, Officer Personnel Developer, Office of Quartermaster General
Opportunities for Officers
The Office of the Quartermaster General recommends motivated Captains, Warrant Officers, and NCOs to participate in the Quartermaster Training with Industry (TWI) Programs.
TWI Opportunities for Officers:
Unique Professional Experiences
CAREER NEWS
The Training with Industry (TWI) Program was established to provide military personnel training and/or development of skills in civilian private sector procedures and practices not available through existing military or advanced civilian schooling programs.
Opportunities for WOs
TWI is a non-degree producing broadening opportunity that supports the Logistics Leader Development Strategy of “Shaping the Future Logistician;” which is to develop, grow, train, and educate logistics leaders. TWI identifies broadening and selfdevelopment assignments at the tactical, operational, and strategic levels throughout a logistician’s career to meet desired outcomes and required characteristics and abilities. Participants receive a two year utilization assignment after training.
Submissions Close November 2016 Annually, one candidate is selected for each TWI position. Packet submission begin in the August 2016 timeframe and remains open until November 2016. Approved participants are announced in January 2017. We are looking at officers in Year Group 2010 for this year’s applications. If you are interested in applying for the program, please access the link at http://www.quartermaster.army.mil/.
14
Quartermaster Newsletter
Spring 2016
Logistics Management Inst., Tyson, Va. UPS, Louisville, Ky. Robbins Gioia, Alexandria, Va. Visions Technologies, Hope Hull, Ala.
TWI Opportunities for WOs:
Logistics Management Inst., Tyson, Va. AAR Mobility Systems, Cadillac, Mich. Airborne Systems N.A., Santa Ana, Calif. Compass Group, Charlotte, N.C.
TWI Opportunities for NCOs: EnerNoc, Boston, Mass. Culinary Inst. of Amer., Hyde Park, N.Y. American Culinary Federation, St. Augus-
tine, Fla. Airborne Systems N.A., Santa Ana, Calif. Sullivan University, Louisville, Ky.
Opportunities for NCOs
Training with Industry – Logistics Management Institute By CPT Lanea J. Livingston AD) in a contested environment from a Joint perspective through the examination of doctrine, policies, and strategic guidance from each of the military services, combatant commands, and senior leader experts in the field. It is fascinating to read about and to discuss our sister services unique capabilities and challenges associated with strategic deployment and distribution in an A2/ AD environment. In addition to contracted consultant work, LMI offers the chance for captains to work with the company’s internal research institute. There are many exciting projects within this group. As an example, one project of familiarity centers on the analysis and metric development for one of the many funds within the government. The particular project focuses on reviewing existing parameters, understanding the fund’s mission, organizational structure and operating procedures, and then developing a process, with metrics, to better allow the government to assess projects funded within the program. This type of project provides policy makers and stakeholders with information on past performance to enable future policy and decisions. At LMI, TWI participants are invited to enroll in any of the dozen or more internal business training courses. The LMI-specific business development courses offer insights into its short and long term approaches to success. Other courses discuss project management that include budget and personnel allocations. Proposal courses discuss specific LMI and general industry approaches and methodology in proposal response. With my limited business background, these courses provided me a critical base of knowledge on business principles that have application to my 15
military career. Working with LMI provides a unique opportunity to understand how contractors and contracted support tie into the government. Experience gained from working with LMI highlighted the method behind contracting rates, provided an insight to the Army contracting process, and expose you to industry’s response to and their perspective on requests for proposals. Many officers, especially within the logistics community, have interactions with contractors from early on in their career. However, few of us truly understand the complex nature of the contracting community. The geographical location of my LMI TWI assignment has the tangential benefit of being located in proximity to Washington, D.C. There are numerous conferences within the region that are open to active duty officers to attend. These range from the Association of the United States Army Annual Convention, the National Defense Industrial Association meetings and the Annual National Logistics Forum. Each of these, as well as others, tie to the TWI program objectives and provide opportunities to hear from senior leaders, civilians, and industry partners across the logistics profession. The LMI TWI program offers participants a distinctive perspective and opportunity to learn from and within an industry environment. The program has positively challenged me. It is truly a unique opportunity. ____________________________ Capt. Lanea J. Livingston is assigned to the Logistics Management Institute in Tysons, Virginia, as part of the Quartermaster Training with Industry Program.
Quartermaster Newsletter
Spring 2016
CAREER NEWS
Being assigned to the Logistics Management Institute (LMI) as part of the Training with Industry (TWI) program has reinvigorated my passion for learning and for knowledge. The TWI program affords the opportunity to absorb new eye-opening information at the strategic and operational levels. The TWI program paired me with the Logistics Management Institute (LMI) headquartered in Tysons, Virginia. Founded in 1961, LMI was originally a federally funded research and development center. Today LMI is a not-for-profit government consulting firm. It has over 1,100 employees spread over a dozen locations. LMI not only is involved in logistics, it also is involved in acquisition and financial management, infrastructure management, information management, organizational and human capital solutions, and policy and program support. LMI provides a unique experience as the majority of the company’s work is government focused. So while the TWI program encourages exposure to the industry’s perspective, managerial techniques and procedures, participating in the program at LMI also affords the opportunity to stay relevant on government and Department of Defense specific challenges. LMI provides a flexible approach to the TWI program. Keeping in line with the program’s intent and the Logistics Leader Development Strategy, participants at LMI are able to choose from eligible projects or contracts with which to assist. One of my projects involves a study focused on future deployment and distribution challenges versus the projected capabilities spread across the entire military force structure. The study explores anti-access/area denial (A2/
Training with Industry AAR Mobility Systems
CAREER NEWS
By Chief Warrant Officer Three Laureen A. Williams As a 920B – Supply Systems Technician, our training with industry (TWI) assignment is with AAR Mobility Systems in Cadillac, Michigan. AAR Mobility Systems is a division of AAR Corporation, a multi-billion dollar global provider of aerospace, defense, and commercial aircraft aftermarket products and services. AAR’s mission is “to be the best at designing and delivering technical, operational and financial solutions to enhance the efficiency and competitiveness of our commercial aviation and government customers.” AAR Mobility Systems is International Organization for Standards (ISO) 9001:2008 registered and certified by both Army and Navy military standards (MILSTD), National Aerospace Standards (NAS) 3610, and CSC International Convention for Safe Containers, ISO 668, ISO 1161, and ISO 1496. AAR Mobility Systems is a world leader in lightweight, rapidly deployable mobility systems and sustainment solutions. AAR Mobility Systems’ core products are 463L air cargo pallets, custom pallets and platforms, internal aircraft/helicopter slingable-container units (ISUs) in various sizes and designs, command and control systems for tactical operations centers, command posts and emergency response centers, and tactical shelter systems just to name a few. AAR Mobility Systems involvement in the TWI program provides 920Bs a unique opportunity to share our skills, knowledge, and valuable experiences with them. AAR is conscien16
Quartermaster Newsletter
tious about just-in-time production and deliveries; keeping stock inventory to a minimum to decrease overhead; and continually improving on current and future products. AAR is into lean manufacturing principles, which mirrors the Army standard of lean six sigma to create the most streamlined processes through reduction of costs and waste. The TWI curriculum is broken down so that the 920B completes at least two months or more in various departments: Engineering, Operations, Planning, Supply Chain Management, and Contracting. The curriculum can be tailored to fit the needs of AAR by keying in on the Officer’s strengths and what he or she can bring to AAR. Halfway through my assignment with AAR, it is easy to recommend that anyone who is interested apply for a TWI position with AAR Mobility Systems. In just six months, AAR Mobility Systems has provided me with a wealth of knowledge. Recognizing my military training and experience, AAR assigned me to assist with their weekly production schedule while their Production Planner was on convalescent leave. Additionally, they saw the value in my background as an Army accountable officer to become the lead for a kaizen (improvement) project to streamline their packaging area. The AAR Mobility Systems personnel have made me feel welcome
Spring 2016
and part of the team. They have provided necessary accesses to accomplish the jobs assigned set forth by the current curriculum. The personnel are friendly and answer questions as it pertains to their area of expertise. What does AAR Mobility Systems gain from partnering with the U.S. Army and the TWI program? They receive a seasoned, well informed, self-motivating, and knowledgeable Army officer that provides experiences and knowledge of using their products in garrison and field environments; along with military standards, processes and procedures, and is a valuable source of information. What does the Army gain? Chief Warrant Officer Three Laureen A. Williams is the current TWI supply systems technician at AAR Mobility Systems, Cadillac, Michigan. She holds an MBA in project management from Grantham University, Yellow Belt in Lean Six Sigma, and a graduate of Warrant Officer Staff Course/Warrant Officer Intermediate Level Education.
Pictured is a Mobile Expandable Container Configurations (MECC) designed and produced by AAR Mobility Systems
LT. Gen. (R) Arthur J. Gregg Sustainment Leadership Award National Coalition of Black Veteran Organizations In Huntsville, Alabama, on March 16, 2016, Gen. Dennis L. Via, Army Materiel Command Commander, announced the establishment of an Army award for leadership at the AUSA Global Force Symposium and Exposition. The new leadership award honored Lt. Gen. (R) Arthur J. Gregg acknowledging the standards of excellence he set in leadership. The recognition of Lt. Gen. Arthur J. Gregg was a fitting tribute to a leader who blazed a trail in Army logistics. This award will forever bear his name and serve to remember and honor his lasting contributions and legacy. Recipient of the inaugural Lt. Gen. Arthur J. Gregg Sustainment Leadership Award is its namesake Lt. Gen. (R) Gregg, one of the Army's great logistics leaders of the 20th century. Lt. Gen. Gregg started as a private in 1946, and moved up the ranks to
become a three-star general, retiring in 1981 as the Army's Deputy Chief of Staff for Logistics. He commanded a supply and services battalion in Vietnam, commanded an Army depot, and directed logistics for the Joint Chiefs of Staff. Throughout his career, he improved supply performance, enhanced readiness, and better equipped Army warfighters. Lt. Gen. Gregg also over- Gen. Dennis L. Via presenting the inaugural LT. Gen. (R) came adversity during the so- Arthur J. Gregg Sustainment Leadership Award to Lt. Gen. (R) Arthur J. Gregg cially turbulent times of the 1950s and 1960s. He stood out as an Future Gregg Awards will recognize unpretentious, selfless leader with Soldiers or civilians whose leadership an inspiring work ethic. "My philoso- is credited with making significant phy on leadership is very simple and and measureable contributions by straight forward," he said. "I think a improving operating efficiencies, leader must always put the mission readiness levels, or demonstrating first and himself or herself last." fiscal responsibility.
“First to Four” General (R) Ann Dunwoody visits Fort Lee Fort Lee Traveller Newsletter You should “never allow others to dissuade you from something you are passionate about,” Retired General Gen. Dunwoody encouraged audience members in the Green Auditorium at the Army Logistics University. “Never walk by a mistake, deal with it. Treat others with dignity and respect. Appreciate the power of diversity of thought.” Gen. Ann Dunwoody offered career and personal conduct advice to attendees during a professional development talk on March 23, 2016. During her military career, Gen. Dunwoody was the first female office to accomplish many tasks. Here, at Fort Lee, she was the first female to serve as the commanding general of the Combined Arms Support Command in 2004-2005. She was the first female four-star general in the Army. She was the first woman to command a battalion in the 82nd Airborne Division in 1992. She became Fort Bragg’s first female general officer in 2000. Her final assignment in the Army was commanding general, Army Materiel Command in Huntsville, Alabama. Dunwoody retired from the Army on August 15, 2012. She recently completed a book about leadership strategies.
Gen. (R) Ann Dunwoody discussing leadership strategies during her recent visit to Fort Lee 17
Quartermaster Newsletter
Spring 2016
JCCOE
Joint Culinary Center of Excellence The 41st Annual Military Culinary Arts Competitive Training Event By Chief Warrant Officer Three Jesse D. Ward
The 41st Annual Military Culinary Arts Competitive Training Event (MCACTE) was held 4-11 March 2016 at Fort Lee, Virginia, with six of the seven days conducted in the post field house for public viewing. This year’s event focused on training, readiness and professional development of military culinarians. The United States Army Quartermaster School and the Joint Culinary Center of Excellence hosted 243 competitors and 25 teams representing all five services of the U.S. Armed Forces to include Allied members from France and The United Kingdom. There were a total of 503 competitive entries which were all judged using American Culinary Federation (ACF) standards. All competitors earned ACF cer-
tificates of participation and those who scored in the 70-100 point range earned ACF competition medals ranging from bronze to gold. The event started on Friday, 4 March 2016, with 22 chefs vying for the title of Armed Forces Chef of the Year. Once this prestigious training event was completed, teams quickly transitioned to prepare for all other events which would be displayed in front of the public. Though the timeline remained streamlined, the event was well attended and drew over 3,000 visitors. Key events included the Student Team Skills event, Team Buffet Tables, Student Chef of the Year, Nutrition Hot Food Challenge, Army Enlisted Aide of the Year, Live Hot Food Cooking and Pastry events,
and the Military Hot Food Kitchen Competition. Competitors also had an opportunity to earn continuing education hours through demonstrations by military, and celebrity civilian chefs such as Robert Irvine, Tien Ho, and Stratford University. There were over 700 continuing education hours earned through training and ACF judges awarded 383 individual medals that resulted in nearly 3,888 additional continuing education hours toward credentialing. Congratulations to all competitors, teams, commands, services and our international partners for participating in this phenomenal competitive training event. Great job by all, and we look forward to seeing you at next year’s competition.
Team Hawaii successfully defended the title of Culinary Team of the Year Award after placing first in several of the required categories required to earn team of the year honors. The U.S. Navy team was runner-up for the Culinary Team of the Year.
18
Quartermaster Newsletter
Spring 2016
JCCOE
The 41st Annual Military Culinary Arts Competitive Training Event (Cont.)
The Army Enlisted Aide of the Year: SGT Samantha Poe Enlisted Aide to the Chief of Staff, Army
The Student Team from Hawaii and PFC Carlos Cruz (Student Chef of the Year) will represent the US Armed Forces at the ACF National Convention in Phoenix, Arizona 15-19 July 2016 to compete for the titles of ACF National Student Team and Student Chef of the Year
The US Army Culinary Arts Team invited four new members to compete in the 2016 Culinary Olympics in Erfurt Germany this coming October. Those new members are: SGT Kevin Arwood - Team Hawaii; SGT John Densham - Team Pentagon; SGT Erica Larson - Independent (Pentagon) and SPC Sandra Quinones - Team Joint Base Lewis-McChord
The Military Master’s Chef of the Year: CS1 Andersen US Naval War College Rhode Island
The Armed Forces Chef of the Year: CS1 Karani Enlisted Aide to the Vice Chairman of the JCoS 19
Quartermaster Newsletter
Spring 2016
LTD
Logistics Training Department 2016 Supply Excellence Award (SEA) MAJ Spencer C. Beatty, Deputy Director The Supply Excellence Award (SEA) was instituted to recognize Active Army, Army National Guard, and United States Army Reserve units and installations for demonstrating extraordinary supply and support operations. The winners of each category within the SEA criteria as well as the “Best of the Best” are recognized annually during the Combined Logistics Excellence Award (CLEA) Ceremony. This year, the annual Chief of Staff of the Army’s CLEA Ceremony, which is normally held at the Pentagon, has been cancelled. In an effort to recognize these great achievements and foster Esprit de corps, the Major Commands (MACOMS) will
now host the respective logistics excellence ceremonies at the winning units’ locations. During the Calendar Year 2015/2016 SEA Evaluation Cycle, 97 units and organizations competed in the Supply Excellence Award Program Competition. The Chief of Staff of the Army recognized 15 winners from across the three components. The “Best of the Best Award” was established in 2012, as a new tradition to recognize the top scoring unit in the SEA evaluation. This year, we continue the tradition of identifying the best unit in the Army by presenting the “Best of the Best Award”
to 5th Battalion, 7th Air Defense Artillery (5-7 ADA) Regiment Supply Support Activity (SSA). The 5-7 ADA Regiment SSA demonstrated overall superb Command Supply Discipline. This prestigious honor will be cherished by these Army Logisticians for years to come. All participating organizations set a new standard in Logistics excellence to be emulated by current and future Army logisticians. The complete list of the CY15/16 Supply Excellence Awardees is on page 27 of the U.S. Army Quartermaster Regimental Honors Ceremony magazine.
The 5th Battalion, 7th Air Defense Artillery, 10th Army Air and Missile Defense Command SSA personnel during the SEA On-site Evaluation.
20
Quartermaster Newsletter
Spring 2016
Train While Operating An Adaptive Approach to Army Training Methodology and Leader Development By CPT Daniel Burkholder, S3 262nd QM BN The Army Doctrine Publication (ADP) 7-0, Training Units and Developing Leaders, cites unit training and leader development as the Army’s “life-blood.” While Army leaders train units to be versatile, they simultaneously develop subordinate leaders to be competent, confident, agile and adaptive. Likewise, the 262nd Quartermaster “Life Line” Battalion of the 23rd Quartermaster Brigade is charged with the mission to provide a safe and secure environment to develop physically fit, technically competent Sustainment Soldiers and Paralegal Professionals. Soldiers familiar with the operational force environment, grounded in Army Values and Warrior Ethos, and able to immediately contribute to their next unit of assignment upon arrival. In doing so, the Life Line Battalion exploits nearly every opportunity to apply the Army’s Unit Training Model, Leader Development Model and various Army Methodologies such as the Eight Step Training Model, Troop Leading Procedures, and the Military Decision Making Process, just to name a few. While a TDA unit, they successfully apply the Operations Process to training development, management, and to the execution of routine events. Although opportunities that exist within their TRADOC operating environment may not seem as robust as those found in operational MTOE organizations, their training strategy of “train while operating” utilizes every possible event as a training opportunity. Events such as the execution of routine community engagements, their battalion mentorship program, leader professional development (LPD), and deliberate mission analysis of emerging
Victor Company, 262nd QM BN, has been dedicated to the Adopt-a-Highway program for nearly two years. This program builds alliance with the community and to embody the Army Values of Selfless Service.
requirements affords an invaluable opportunity for unit training and leader development. A unit’s mission-essential task list (METL) represents the doctrinal framework of fundamental tasks for which the unit was designed (its table of organization and equipment and table of distribution and allowances mission). The METL can be derived from the Combined Arms Training Strategies (CATS) system to provide task-based event driven training strategies that are designed to help the unit in the planning and executing of training events. Thus, METL proficiency enables the unit to adapt to unexpected situations during mission execution and units strive to maintain mission-essential task readiness. Although a unit METL is not prescribed for TDA organizations, the Life Line Battalion modeled their METL first from CATS and constructed the remaining pieces from a blend of mission requirements, priorities, guidance, policies and intent from higher echelons. Their Mission Essential Tasks of “Conduct Mission Com-
mand,” “Support the Execution of Program of Instruction,” “Continue the Soldierization Process” and “Develop and Care for Leaders and Families” serves as the cornerstone for their unit training and development strategy. Armed with a clear battalion METL in conjunction with the train while operating mentality, company commanders were empowered to formulate their company’s specific, collective and individual tasks from CATS and doctrinal or regulatory guidance. Not only are commanders able to prioritize tasks, provide direct guidance and measures of success for each company, but they are also able to develop their units through the utilization of each Quarterly Training Brief (QTB) as a venue to grow and build the concepts, practices, and tools needed to manage unit training. Their comprehensive and dynamic system capitalizes every mission and operation as a training opportunity and is comprised of events that help develop, build and sustain proficiency in the individual, collec21
Quartermaster Newsletter
Spring 2016
23RD QM BDE
23rd Quartermaster Brigade
23RD QM BDE
tive and unit mission essential tasks. Likewise, mastery of the key collective tasks and the supporting individual tasks prepares Soldiers, leaders, and units to adapt to changes in missions and conditions in support of unified land operations. As an example, the Life Line Battalion’s robust community engagement program allows each of their five companies to make a positive and progressive impact on the greater Petersburg community, while at the same time enhancing their Soldierization and Army Values Training Program. Compromised of routine outreach programs such as Adopt-a-Highway, Youth Swim Meet, and the Petersburg Home for the Ladies help bind the battalion to the community and help instill Selfless Service within their Soldiers and cadre. Yet, it is the Commander’s execution and training in the areas of Mission Command and the Operations Process that is applied to the planning, preparation, and execution of these events that proves critical to the development of subordinate leaders. Likewise, developing strong and competent leaders is one of the cornerstones of the 262nd Quartermaster Battalion. Providing a wellrounded professional development structure for both Advanced Individual Training (AIT) students and permanent party cadre is at the forefront of their mission set. Mentorship programs such as company led male and female mentorship coupled with monthly battalion level events focusing on character attributes, TRADOC Regulation 350-6, and tactical operations-focused Leader Professional Development help to train their versatile and diverse formation. More importantly, as the battalion execute these routine training events, they apply the Army’s unit training principles of “train to standard, train as you will fight, train while 22
Quartermaster Newsletter
operating, train fundamentals first,” while understanding and maximizing opportunities within their operational environment. Though operational assignments and the operational training domain are considered the crucible of leader development, the 262nd QM Battalion has taken advantage of key opportunities while performing their unit’s mission, grounded in the institutional training domain. For example, Holiday Block R Company, 262nd QM BN Soldiers visiting the Petersburg Home Leave (HBL) was their for Ladies (Retirement Home). This monthly visit by Soldiers decapstone event during veloped into a strong partnership between the two organizations. first quarter. As such, through the resumption of program of instruction in early January, HBL to develop adaptive leaders and to planning, rehearsals, and execution think critically and creatively. Their represented their main effort. Work- application of proven Army methoding with external agencies and ena- ologies resulted in mission success blers such as the Red Cross and Mo- for the HBL operation, unit training rale Welfare and Recreation provid- management, and leader developed an ideal sendoff to Initial Entry ment. Soldiers (IET) Soldiers. Likewise, the As training is the primary focus of battalion’s partnership with the Rich- a unit when not deployed, it requires mond International Airport helped the same level of detail, intensity, streamline the process to see over and focus that a unit applies to de2,000 Soldiers from the brigade ployed operations. The same can be through their gates in a safe and effi- said of unit training management cient manner. Yet again, the true val- and leader development in a TDA ue of the battalion’s HBL operations organization. The operations process resided in the development of subor- provides a common framework for dinate leaders as a result of the five units to plan, prepare, execute, and month planning process. As the assess training and to integrate leadbattalion recovered from the tradi- er development into training plans. tional summer transition of key per- Utilizing a train while operating trainsonnel, they soon found themselves ing strategy by leveraging events with a team of leaders that were such as their robust community enfaced with learning and adapting to gagement programs, LPDs and HBL new situations. Relying on the Army’s operations, the Life Line Battalion principles of leader development, the creates resilient, adaptable and dyLife Line Battalion created a learning namic leaders that remain ready to environment, trained in the art and conduct unified land operations for science of mission command, trained combatant commanders.
Spring 2016
Mortuary Affairs Reporting and Tracking System By Mr. Bill Ellerman, Director Within an operational environment, there are two information channels for fatalities. The first is reporting the loss through the specific service Human Resources chain. Through this channel, the losing unit reports the name and incident information. The Defense Casualty Information Processing System (DCIPS) is a role restricted web based system through which information flows to each service’s Personnel and Casualty offices. DCIPS entry initiates casualty notification and the flow of benefits available to the next of kin. The second channel routes through the Logistics community and documents the recovery and repatriation of Fallen and the associated personal effects. This information flow begins at the Mortuary Affairs Collection Point (MACP) within the supported area. MACPs assign evacuation numbers against whatever tentative identification, if any, is available. In the case of portions or when the injury trauma prevents tentative identification, an evacuation number is the only means by which to track the remains. In the past, these two separate information flows often created confusion with regard to the reconciling of the reported loss with the recovered human remains and personal effects. In 2010, the Army fielded the Mortuary Affairs Reporting and Tracking System (MARTS) to support the logistics information flow for the Central Command Theater of Operations. The Army developed MARTS as a role restricted web based interface program to report the recovery and evacuation and to track human remains and accompanying personal effects from the theater to the Dover
JMAC Student training on the Mortuary Affairs Reporting and Tracking System (MARTS)
Port Mortuary at Dover Air Force Base, Delaware. In addition, MARTS provides the ability to enter Summary Court Martial Officer inventories of personal effects found within the unit area and to track these movement of these personal effects to the Joint Personal Effects Depot (also at Dover Air Force Base).
MARTS Configuration Control Board (CCB). The HQDA G-4 Supply Directorate, G44(S), chairs the MARTS CCB while the action office for MARTS is the Joint Mortuary Affairs Center (JMAC) at Fort Lee, Virginia. JMAC developed and incorporated MARTS training into the Mortuary Affairs Initial Military Training and Non-Commissioned Officer courses. In addition, JMAC conducts technical assistance visits when requested to deploying Mortuary Affairs units and Service Component Commands. JMAC also maintains and updates all training hardware and classroom instructional packets related to MARTS.
The Program Manager for both MARTS and DCIPS is the Casualty and Mortuary Affairs Operations Center at Fort Knox, Kentucky. As such, MARTS interfaces with DCIPS giving real time capability to reconcile reported fatalities with the evacuation of human remains and personal effects. In October 2015, release of the updated DoD Directive 1300.22, Mortuary Affairs Policy, codified the use of MARTS as the reporting system of record for all theater MA reporting with the Army as the chair for the
“Without supplies neither a general nor a Soldier is good for anything.” Clearchus of Sparta (401 BC) 23
Quartermaster Newsletter
Spring 2016
JMAC
Joint Mortuary Affairs Center
ADFSD
Aerial Delivery & Field Services Department Sling Load Aerial Re-Supply By Mr. Kevin Grobarcik, Chief SLICC Branch As of 1 October 1997, a qualified sling load inspector must inspect all Army equipment rigged for sling load prior to arrival of the supporting aircraft. A qualified Army sling load inspector is an E-4 and above who is a graduate of the Aerial Delivery and Field Services Department’s (ADFSD) Sling Load Inspector Certification (SLIC) Course. It is offered as a Resident Course and is available as a mobile course to units requesting on-site training. Members of all branches of military service, DoD Civilians, and Allied Nations may attend the 1-week course. Sling load operations (SLO) provide a capability to units other than ground resupply. This capability enhances the Army’s ability to resupply forward advancing elements quickly to aide them in maintaining contact with the enemy. Sling load operations can be either preplanned or immediate missions. Preplanned missions are based on known or projected requirements and are programmed in advanced through S4/G4/J4 channels. Immediate missions are for unanticipated, urgent or priority missions. Immediate missions go through S3/ G3/J3 operational channels. Geographical location is an important part in the planning process. It dictates what type of aviation unit the commander will need to contact. Mountainous terrain requires the aviation unit to fly at higher altitudes. Desert environment temperatures hinder the performance of the aircraft. Jungle environments require more detailed planning as the foliage may obscure potential landing zones. The environmental conditions affect the helicopters lift capabilities. 24
Quartermaster Newsletter
Staffs need to work closely during planning coordination with the aviation liaison officer to ensure a successful and safe SLIC operation. During the planning phase, the entire mission is reviewed to include aircraft capabilities and limitations, landing site selection U.S. Army CH47 Helicopter Sling Loading a Towed Artillery System and the items to be lifted along with their weights. include: quantity and type of equipStaffs ensure the following planning ment; number of available aircraft; factors are addressed: physical di- amount of time that the unit has to mensions and quantity of equipment relocate or resupply other units and to be moved; destination; required how often the unit will move equipdelivery time; alternate means of ment by helicopter. movement available; number of aircraft and sorties required; available landing sites to include conditions and security; specific lifting materials required; local terrain features and safety hazards; experience of ground crew; primary and alternate radio frequencies; emergency aircraft procedures and enemy situation. Unit commanders are responsible for training their personnel and determining the level of proficiency for those personnel involved in sling load operations. The number of ground crew needed depends primarily on how the commander plans to accomplish his mission. As a reference, the Marine Corps prefers to train helicopter support teams (HST) to perform this mission. Consideration for the number HST or individuals that should be trained within a unit should
Spring 2016
Rigging procedures for common equipment are found in TM 4-48.09, TM 4-49.10 and TM 4-48.11. Unit standing operating procedures (SOP) should contain rigging and loading plans to assist the ground crew and reduce confusion at a time when speed and control are needed. Beginning early in the planning cycle, risk management must be implemented to determine safety risks and considerations in order to conduct smooth, safe sling load operations. Eighty percent of all accidents in military operations have been caused by human error. Sling load operations provide commanders with flexibility and speed in critical resupply operations.
Petroleum & Water Department
PWD
PWD
Petroleum and Water Department Knowledge Portal Mr. Rodney Smith, Petroleum and Water Department
The Petroleum and Water Department (PWD) is fully committed to delivering innovative solutions in advance of need. In an effort to sustain technical proficiency and optimize job performance within the logistics community, PWD released its onestop-shop knowledge portal. PWD’s knowledge portal was launched in 2015 as a delivery platform for training information, multimedia training products, and training links. The knowledge portal provides sustainment training through the use of Interactive Multimedia Instructions (IMI), as well as digital training enablers that are up-to-date, engaging, and easily accessible. Liquid logisticians across the Army can now train virtually on critical task that support unit mission during wartime, and share knowledge through collaboration and interaction to help ensure that the Army remains ready as the premier combat force. PWD’s knowledge portal provides the most current distributed learning
modules, doctrine, and threedimensional virtual training products, that will help create a learning continuum that is responsive to operational performance needs. The use of virtual and game-based training, adds realism and operational relevance to all petroleum job-related task, and provides an additional home station training capability to sustain the core competencies of liquid logisticians. The new virtual knowledge portal will provide learning products that will enable Soldiers to learn faster and maintain a high level of proficiency to thrive in the strategic environment of the future. Along with sustainment training IMI modules and digital training enablers, the knowledge portal includes digital resources such as: downloadable training videos; petroleum and water approved courses; training publications for petroleum and water equipment; petroleum and water discussion forum; companion links and mandatory training links.
The PWD’s knowledge portal can be accessed by CAC on the Quartermaster School’s website and the PWD Knowledge Portal at https:// www.us.army.mil/suite/page/697424. The Petroleum and Water Department’s Knowledge portal is also located on the Army’s Training Network (ATN), the single web portal access point for all things training. PWD is committed to continuous innovation in training and education to ensure that liquid logisticians are able to thrive in the strategic uncertainty of the future operating environment. In the near future, PWD will add 3D digital training enablers to the ATN landing page. This will allow users with a username and password to access our training products online using any mobile device. Users can register for a username and password on the ATN landing page through the Defense Manpower Data Center.
25
Quartermaster Newsletter
Spring 2016
USAWM
The 15th Anniversary of the United States Army Women’s Museum By Dr. Francoise Bonnell, Museum Director This year, 2016, marks the 15th Anniversary of the United States Army Women’s Museum (USAWM) at Fort Lee, Virginia. The museum originated in 1955 as the Women’s Army Corps Museum at Fort McClellan, Alabama. Our staff is often asked “how the USAWM came to be located at Fort Lee; and why we are aligned under the Quartermaster School.” There are excellent historical reasons to both of these questions! Men and women have been standing shoulder-to-shoulder since 1775 in defense of our nation. For over two centuries women have been closely affiliated with the Quartermaster Corps. During both World Wars the preponderance of the 150,000 women who served in uniform did so in support of the Services of Supply (SOS) and the Army Service Forces (ASF). Yet, it is after World War II that the connection becomes clearer. Although the Women’s Army Corps (WAC) was established near the beginning of World War II, it was only
intended to last for the duration of the war plus six months. Thus, all of the WAC training centers established in WWII were closed in 1945. However, the contributions and accomplishments of the Women’s Army Corps would be recognized when the Armed Services Integration Act was signed into law in 1948 and created a permanent presence for women in uniform. FORT LEE, Va. (1952) An outdoor graduation ceremony for the basic The WAC needed a new trainees at the Women's Army Corps Training Center here. CPT Taylor, home for their perma- Company CDR, presents a Certificate of Achievement to the Outstanding Trainee, Private Nolen nent training center and Camp Lee, Virginia was selected. This welcome the WAC back to Fort Lee. training center was located on a part We opened our doors here in 2001 of post designated as the “WAC ar- with a new name, the United States ea” which now houses the Commis- Army Women’s Museum, and a new sary and Post Exchange. While the mission, to cover Army Women’s training center was here significant History from 1775 to the Present. events took place: the Army underThe museum staff conducted exwent racial integration, General tensive research on the WAC Center Omar Bradley and U.S. Representa- at Fort Lee from 1948-1954 and detive Edith Nourse Rogers visited cided to submit a request to the Virwhen it was designated Fort ginia Department of Historic ReLee, and the feature film sources for a highway maker to be “Never Wave at a placed recognizing this historically WAC” (1953), starring Rosalind significant time period. The USAWM Russel, was filmed here. In all, proposal was one of a handful selectover 30,000 WACs were ed out of hundreds of applicants and trained at Fort Lee until the a formal highway plaque will soon be training center was relocated placed at the Lee Ave gate on Highto Fort McClellan, Alabama in way 36. The cost of casting and plac1954. ing the plaque will be paid for by the When a Base Realignment Friends of the Army Women’s Museand Closure at Fort McClellan um Association. mandated that a new home be Fort Lee and its surrounding comfound for the WAC Museum, munities celebrate the unveiling of the Quartermaster Center and the historical highway marker on School stepped forward to May 26, 2016. CAMP LEE, Va. (1948) Recruits report for basic training at the align the museum under the Women's Army Corps Training Center, Camp Lee, Virginia. The recruits, two of the earliest arrivals at the Center, are being QMS and in many ways, to welcomed by SSG Elizabeth Carpenter of Washington, D.C.
26
Quartermaster Newsletter
Spring 2016
By Master Sgt. James S. Yuras Successful management of logistics within the U.S. Army is critical to the outcome of any conflict. Senior noncommissioned officer (NCO) logisticians are key to the effective management of critical resources. However, senior NCO logisticians come from multiple backgrounds with a variety of experiences and skills. These include the Military Occupational Specialties (MOS) of: 92A Automated Logistics, 92F Petroleum, 92G Culinarian, 92M Mortuary Affairs, 92R Parachute Rigger, 92S Shower and Laundry, 92Y Unit Supply and 92W Water Purification. Currently, at the sergeant major level, only 92A and 92Y MOSs are combined into a single MOS 92Z Senior Noncommissioned Logistician. Under the new Modular Army concept, the Army placed 92A Master Sergeants into the most demanding and career enhancing duty positions within tactical logistics units. These positions include: first sergeant, battalion and brigade operations sergeant, support operations NCO and garrison operations sergeant. When compared to 92A, all other Quartermaster MOSs have far less opportunities to serve in these demanding, career-enhancing duty positions. This shortage of career enhancing positions creates a gap in promotion and experience opportunities for promotion to sergeant major for these other MOSs. As the Army transformed the logistic force structure into the sustainment brigades, leaders analyzed the organizational structure of the new logistical force structure. They quickly realized the need for experienced NCO logisticians to manage logistics within the sustainment brigades. As such, we now have the challenge of
ensuring an adequate pool of experienced NCO logisticians to meet this requirement.
surprise to anyone that these career maps identify first sergeant, operations sergeant (both at battalion and brigade) and support operations NCO as key to all logistics careers.
Yet, the requirement still exists within logistics units for specialized duty positions that allow senior NCOs performing those jobs to focus solely on their specific field and area of expertise. The Army views these duty positions as more job specific than challenging and career enhancing. The reason that the Army takes this view is because most Soldiers perform the duties associated with their specific MOS for their entire career. By the time NCOs reach 18 to 20 years of service, they should have a solid understanding of how to perform their MOS related duties.
The Army could address the shortage of career enhancing duty positions within the majority of Quartermaster MOS’s by designating all operations sergeant, first sergeant, and support operations NCO positions 92 immaterial duty positions. This action provides the Army greater flexibility when assigning logistics personnel to organizations. With this action, the Army could assign any noncommissioned officer in the 92 career field to any of these career-enhancing duty positions. This action would not create additional training requirements. NCOs assigned to these positions would be able to develop the experiences necessary to be successful at the sergeant major level. Additionally, NCOs assigned to these careerenhancing duty positions would become more competitive for promotion.
Career enhancing duty positions are those duty positions that provide the experiences that senior level logisticians require to be successful at the sergeant major level. Serving in a variety of demanding or careerenhancing duty positions affords noncommissioned officers the opportunities to gain the experience and develop the skills necessary to manage logistics at the most senior Army levels. The career-enhancing positions that the Army desires senior level logisticians to have performed prior to becoming sergeants major are first sergeant, battalion operations sergeant and support operations sergeant.
There is significant disparity in the career enhancing opportunities within the 92 career field. The Quartermaster Corps must strive to develop a solution to level the playing field for Quartermaster NCOs to ensure a ready supply of experienced NCO logisticians are available to support our future Army requirements. ________________________________________________________________
According to the Combined Arms Support Command (CASCOM), senior NCOs in the logistics field should perform a variety of challenging and career enhancing duty positions in order for them to become more competitive for promotion. To aid this process, CASCOM developed career maps that clearly detail what these duty positions are. It should be no
This article is a summary extracted from a white paper (same title) written by Master Sgt. James S. Yuras while attending Class #66 at the U.S. Army Sergeant Majors Academy, Fort Bliss, Texas.
27
Quartermaster Newsletter
Spring 2016
U.S. Army SMA
Senior Logistician Career Enhancing Positions
SUPPORTING VICTORY FOR OVER 241 YEARS SPRING 2016