Materiel Management for the Modular Force in an Operational Theater

U.S. Army Combined Arms Support Command

Supporting a Campaign Quality Army with Joint and Expeditionary Log Capabilities

Purpose

Inform the audience on the current CASCOM concept of materiel

management in an operational theater

Agenda

• Concept Role Clarification

• Current CASCOM Materiel Management Concepts– Materiel Management Definition– Materiel Management in a Theater of

Operations

• Work developed by Warrant Officer Panel

Role Clarification

Modular ForceConcepts

CASCOM• Responsible for concept development to sustain a campaign quality Army• Assist the AFSC to transition into the ASC

ASC• Uses TRADOC standard TSC TOE structure as basis for building the ASC TDA.• Uses CASCOM concepts to derive initial design of ASC

Materiel Management Definition

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

Materiel Management Conversion Concept

ModularityToday

x

++ ++

XX

X

II

CMMC

COSCOM

DMMC

DISCOM

FSB

SC(T)

ASC

BSB

II

SUS BDE

TMMC

TSC

Installation IMA

x

Distribution Management Center

CommandersConfidence & Satisfaction

Ultimate Measure of Performance

SSAInventory Mgmt, Stock Control,

and Storage

DistributionMovement Programs,Asset Management,

Routing information, and Policy,

Movement ControlDistribution

MaterielManagement

Asset Visibility,Materiel and Maintenance

Management, and Policy

TransMovement,

Cargo Handling,Documentation,

Etc.

Execution

Synchronizes Distribution Functions

Provides SituationalAwareness to

Decision Makers

DMCDMC

Materiel Management Agencies and Functions

++

SC(T)

X

SUST

BSB

II

SC(T), SPO, DMCSupply BranchDist Integration

Materiel Readiness

SPO

Corps/Division

+++

Army

G4 MAINSustainment Ops

G4 OCPSustainment Ops

• Staff oversight of providing oversight, plans and policy for all units and operations within assigned JOA• Monitors LCOP, Asset Visibility & ITV with BCS3, GCSS-A, TC-AIMS II • Determines / establishes logistics priorities within the JOA• Continuously linked with the SC(T) to prioritize Number Army requirements

Managers

• Regionally focused• Manages CL II, III(P), IV, VII, IX• Controls CTASC parameters• Coordinates w/ national providers for SARSS activities• Issues MROs to SUS BDEs• Assists BSBs in est. ASL stockage requirements• Conducts MRF management• Provides ORIL listing to SARSS-1 activities

SC(E), SPO, DMCSupply BranchDist Integration

Materiel Readiness

SC(E)

• AO focused• Monitors, advises, and queries SARSS requisitions• Manages & synchronizes CL I, III(B), V in the AO• Assists in expediting critical CL IX• Identifies equipment required for calibration

• Area Support Focused• Monitors, advises, and queries SARSS requisitions• Manages internal stocks (CSSBs)• Executes MROs from SC(T)• Manages ASP stocks

SPOCSS Effects Branch

Supply BranchMaintenance Branch

• BCT focused• Manages ASL and CL V stocks to support BCT customers• IDs, tracks, and prepares for retrograde of ORIL• Conducts internal ASL Reviews w/SC(T) oversight• Maintains status of MWOs• Coordinates evac of materiel

G4Supply Section

Maintenance Section

3 or 2 Star

• Provides oversight, plans and policy for all units and operations within assigned AOR/JOA• Monitors the LCOP, Asset Visibility and In-Transit Visibility • Determines / establishes logistics priorities within the AOR/JOA • Conducts or has representation in applicable Joint Logistics Boards, Centers and Cells• Linked with the SC(T) or SC(D) and supporting sustainment brigade• Focused on internal stocks inside BCTs• Monitors & tracks readiness• Keeps records of MWOs• Can issue cross-leveling directives across BCTs

Staff Oversight

Materiel Management in a Theater Operation

TheaterBase

Topo

Sybil

2

SUS

CSSB

FSC

BSB

CSSB

SUS

SC(T)

SC(E)

SC(E) • AO focused• Monitors, advises, and queries SARSS requisitions• Manages & synchronizes CL I, III(B), V in the AO• Assists in expediting critical CL IX• Identifies equipment required for calibration• Enablers: CTASC “fly-away”, SAMS-2, SAAS-MMC, MTS, BSC3, (GCSS-A)

SC(T) • Regionally focused• Controls CTASC parameters• Coordinates w/ national providers for SARSS activities• Issues MROs to SUS BDEs• Assists BSBs in est. ASL stockage requirements• Conducts MRF management• Provides ORIL listing to SARSS-1 activities• Enablers: CTASC, SAAS-MMC, MTS, BCS-3, SAMS-2, PBUSE, (GCSS-A)

SUS BDE • Area Support Focused• Monitors, advises, and queries SARSS requisitions• Manages internal stocks (CSSBs)• Executes MROs from SC(T)• Manages ASP stocks • Enablers: CTASC “fly-away”, SAMS-2, SAAS-MMC/DAO, MTS, BSC3, PBUSE, (GCSS-A)

Corps or Division G4• Provides oversight, plans and policy for all units and operations within assigned AOR/JOA• Monitors the LCOP, Asset Visibility and In-Transit Visibility • Determines / establishes logistics priorities within the AOR/JOA • Conducts or has representation in applicable Joint Logistics Boards, Centers and Cells• Linked with the SC(T) and supporting sustainment brigade• Focused on internal stocks inside BCTs• Monitors & tracks readiness• Keeps records of MWOs• Can issue cross-leveling directives across BCTs• Enablers: BCS3, SAMS-2, TC-AIMS II, (GCSS-A)

CSSB & BSB SPO• BCT focused• Manages ASL and CL V stocks to support BCT customers• IDs, tracks, and prepares for retrograde of ORIL• Conducts internal ASL Reviews w/ SC(T) oversight• Maintains status of MWOs• Coordinates evac of materiel • Enablers: SAMS-2, SARSS-1, SAAS-DAO & ATHP, CTASC “fly-away”, PBUSE, (GCSS-A)

FSC• No materiel management• Conducts physical distribution IAW MAN BN priorities• Passes requisitions to BSB• Enablers: ULLS-G, SAMS-1/SAMS-E, PBUSE

1

Sustainment CMD-Theater G3Distribution Management for the Theater

Supply Branch

Mat Read Branch

MunitionsBranch

MobilityBranch

Log Auto Branch

CMO DIV

Materiel Exp Team

(x4)

DMCHQ

Distribution Integration

HNS

CMO

ARSOF Spt Cell

Class VIIISupply TBD

G3

Rear Opns

(Terrain

Mgmt)

CBRNE Ops/Tng

Log Plans

SPOHQ

Plans Branch

Future Ops Br

DMCHQ

AFSB Staff

Where DistributionManagement Occurs

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

Warrant Officer Panel Analysis

Facts

• Germany study used as required man hour standard for purpose of performing this analysis (based on 54 supported SSAs)

• Analysis focuses on SC(T)/SC(E)/Sustainment Bde

• Soldier workday is 10 hours amounting to 70 hour week

• SSAs and associated transactional volume will vary from SC(T) to SC(T); day to day

• SARSS related materiel management functions consolidated under 17 categories

Assumptions

• Assigned soldiers will be 100% available

• Number of supported SSAs will drive volume

• Volume will drive man hour requirements

• Augmentation will occur past base numbers

Variables

• Transactional volume

• Workload allocation between SC(T) and SC(E)

• Soldier availability

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

CORPS/DIV SARSS MGT TASK

CUST ASST MAN

HR PER WK

AVN/MSL DIV MAN HR PER

WK

TANK/AUTO DIV MAN

HR PER WK

TRP SPT MAN HR PER WK

CONSOLIDATED WORKLOAD

CORP/DIV/THTRSARSS MGT DESCRIPTION

(NOT ALL INCLUSIVE)NEW

Manhour

REPORTS 50 25 25 15 240 Status Reports, Performance Reports… 115ORILS 20 30 110 50

RETRO/REFER 15 25 5 100 MREP, MREF 45

MRF 30 40 50 40 330 MRG REV FILE, MRF ALL, MRR… 160

LOC PURC 30 70 MPRC, MLPC, SUSP FILE 30

CATALOG 20 50 UPDATE, MRF PROCESSES 20SNRF MRF 10 30 STK No RELATED MRF TRANSACTIONS 10

PARAMETERS 40 90 SARSS ACCESS, Down Loads… 40

SARSS ACCESS 20 50 PASS WORD, CHG, DEL, ADD… 20

BTW/OMA NIIN 20 5 5 70 DS/RX, AEPS, OMA NIIN 30

DODAAF 40 90 DODAAC ADDS, DELETES, CHANGES 40

EOY CLO-OUT 2 14 NOTIFICATION TO SARSS1, TRODV... 2

HI PRI 30 20 2.5 115 AOG, OIF, OEF, NMCS… 52.5

ASL MGMT 40 60 80 30 430 MLEV, MCON, DCB, RET LV ABFCU… 210

DOC HISTORY 60 50 60 30 410 DATA PULLS, CLEAN UP OLD TRANSACTIONS… 200

NEW INITIATIVES 40 10 10 10 150 FUNDS CTRL, EXCHANGE PRICE… 70PROBLEM CALLS 80 50 50 40 450 SARSS1, SARSS2A MGRs… 220

SSA VISITS 10 5 5 2.5 55 SSA QUALITY/ASST. VISITS 22.5MISC 5 5 5 5 50 System Chg Pkg, Policy Updates 20

SUPERVISOR 80 40 120 40 570 TEAM LDR (CW2/3/4, {SME GS11/12}) 280TOTAL HOURS 517 355 485 280 3474 1637

TOTAL PERSONNEL 12.925 8.875 12.125 7 86.85 Civilians in Germany = 38.5 hours 42.51948

Civilians in Conus = 40 hours 40.925Soldiers = 25 hours in garrison 65.48

Soldiers = 70 hours deployed (10hrs*7days) 23.38571

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

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

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

Step 4 (cont.): Non Dedicated hours

Step 5: Rollup total to identify delta

65 man hours short for SC(T)

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

Warrant Officer Panel Analysis(Work in Progress)

Sust SCE SCT TotalAllocated hours 239 177 1255 1671

Available hours (@ 10*7 days) 700 420 1190 2310Delta 461 243 -65 639

Allocated hours 239 177 1255 1671Available hours (@ 9*7 days) 630 378 1071 2079

Delta 391 201 -184 408

Allocated hours 239 177 1255 1671

Available hours (@ 9*7 days) 630 378 1071 2079Less other MM functions (20%) 126 75.6 214.2 415.8

Actual available 504 302.4 856.8 1663.2Delta 265 125.4 -398.2 -7.8

• Above is DRAFT PREDECISIONAL• There is a shortfall in military materiel managers

in the SC(T)’s DMC• CASCOM is still continuing to develop COAs to

mitigate the shortfalls

• Posted the Modular Force Logistics Concept (MFLC) on the web for TRADOC review and comments– MG Stevenson chartered us to develop MM

for modular force (TOE)– Concept addresses SC(T) materiel

management not Installation Materiel Management

• A panel of warrant officers continuing its analysis of materiel management functions and workload.

CASCOM Actions

FORSCOM

G-4 SMT

UNCLAS

UNCLAS

Materiel Management for the Modular Force

Supporting a Campaign Quality Army with Joint and Expeditionary Log Capabilities

FORSCOM

G-4 SMT

UNCLAS

UNCLAS

Materiel Management Support

Concerns………Concerns………

Authorized personnel may not be adequate to accomplish mission

Distribution of workload amongst TSCs

Ability to perform material management functions from remote locations (Specifically from a central TSC)

Conversion and deployment timelines require a bridging strategy

FORSCOM

G-4 SMT

UNCLAS

UNCLAS

197392

92A Item Managers authorized

W/O EM WOTotal

EMTotal

TSC ) (active) (Reserve)

11

69 2 15

** DCP (2) 2 8 4 16

SUS BDE (X10) 1 10 10 100

BSB (36) 0 1 0 36

CSSB (12) 1 2 12 24

TOTALS 28 169New Doctrine: “Limited MM below the TSC”

FROM TO

Current CONUS MTOE Authorizations New MTOE Authorizations CONUS based only

**The 2 CONUS DCP’s are assigned to the 1st TSC

Materiel Management Support

Concerns

92A Item Managers authorized

W/O EM WO Total

EMTotal

CMMC (2) 11 111 22 222

DISCOM (8) 3 16 24 124

Totals 46 346

Authorized materiel management personnel may not Authorized materiel management personnel may not be enough……be enough……

CASCOM Working

FORSCOM

G-4 SMT

UNCLAS

UNCLASMateriel Management Support Concerns

0

50

100

150

200

250

8th TSC 377th TSC 1st TSC NGB ASC

SARSS-1 sites

36

90

40 44

208

Distribution of workload among TSCs……Distribution of workload among TSCs……

FORSCOM

G-4 SMT

UNCLAS

UNCLAS

Materiel Management Support Concerns

• Materiel Management from a remote location……Materiel Management from a remote location…… How do we?

Monitor credits Impose managerial parameters Assure timely and accurate processing of managerial

actions

• Unit inactivation / activation dates not synchronized with Unit inactivation / activation dates not synchronized with deployments…….deployments……. Must address:

Stay behind unit support Bridging Strategy

FORSCOM

G-4 SMT

UNCLAS

UNCLAS

Installation Materiel Management Capabilities

Installation contains Sust Bde and aligned customer units Sust Bde provides MM support to assigned units (e.g.: DIV) IMA conducts MM/CSSAMO for assigned and reimbursable customers IMA manages Installation Deployment Support Operations IMA manages RC Mob/De-mob Operations on the Installation IMA provides input to Installation Materiel Readiness Reviews

Sust Bde has deployed leaving residual customer units IMA conducts MM/CSSAMO for assigned/reimbursable customers IMA manages Installation Deployment Support Operations IMA manages RC Mob/De-mob Operations on the Installation IMA conducts Installation Materiel Readiness Reviews Option 1: Transfer orphan units MM/CSSAMO mission to other Sust Bde Option 2: Transfer orphan units MM/CSSAMO mission to IMA (reimbursable) Option 3: Contract orphan units MM/CSSAMO mission with Army oversight

Installation does not contain Sust Bde ( Ft Knox, Ft Sill, Ft Lee, etc) Assign/Resource MM and CSSAMO support to IMA for all units IMA manages Installation Deployment Support Operations for all units IMA manages RC Mob/De-mob Operations on the Installation for all units IMA conducts Installation Materiel Readiness Reviews for all units

SUST

X

SUST

X

IMA

IMA

IMA

FORSCOM

G-4 SMT

UNCLAS

UNCLAS

Conversion/Deployment Timelines

• Bridging Initiatives• III Corps

- Establishing a Logistics Readiness Center • XVIII Corps

- Contracting with the DOL• I Corps

- Contracting • Refining the concept• Resourcing

FORSCOM

G-4 SMT

UNCLAS

UNCLAS

Materiel Management Support Recommendation

• Assist CASCOM in developing an end-to-end solution that defines:

Materiel management missions, roles, and functions Force structure gap analysis Reporting requirements

• Develop and program for an installation support package

• Develop and fund a Bridging Strategy to support deployment and conversion timelines