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 Force Concepts CASCOM

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

ASC

• Uses TRADOC standard TSC TOE structure as basis for building the ASC TDA.

• Uses CASCOM concepts to derive initial design of ASC

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 Today Modularity ++ TSC TMMC XX COSCOM CMMC x ASC ++ SC(T) x SUS BDE II FSB DMMC II BSB Installation

IMA

Distribution Management Center

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

Execution Synchronizes Distribution Functions

Materiel Management Agencies and Functions

++ SC(T) SC(E)

SC(T), SPO, DMC

Supply Branch Dist Integration Materiel Readiness

• •

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

•

stockage requirements

•

Assists BSBs in est. ASL Conducts MRF management

•

Provides ORIL listing to SARSS-1 activities X SUST II BSB

SC(E), SPO, DMC

Supply Branch Dist Integration Materiel Readiness

SPO

CSS Effects Branch Supply Branch Maintenance Branch

SPO

Managers

• •

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

• •

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 +++ Army

G4 MAIN Sustainment Ops G4 OCP Sustainment 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 Corps/ Division

3 or 2 Star G4

Supply Section Maintenance Section

Staff Oversight

• • • • • • • •

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

Materiel Management in a Theater

• • •

SC(T) Regionally focused Controls CTASC parameters Coordinates w/ national providers for SARSS

Operation

• •

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) 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)

• • • •

Area Support Focused SUS BDE 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) SUS

Sybil Topo

•

Corps or Division G4 Provides oversight, plans and policy for all units and operations within assigned AOR/JOA

• •

Theater Base 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) SUS CSSB 1 BCT focused CSSB & BSB SPO

• • •

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) CSSB 2 BSB

• •

FSC No materiel management Conducts physical distribution IAW MAN BN priorities

•

Passes requisitions to BSB

•

Enablers: ULLS-G, SAMS 1/SAMS-E, PBUSE FSC

Ops/Tng Rear Opns (Terrain Mgmt) Log Plans Plans Branch Future Ops Br Where Distribution Management Occurs CBRNE Sustainment CMD-Theater G3 Distribution Management for the Theater G3 Mobility Branch SPO HQ Supply Branch Distribution Integration Mat Read Branch Materiel Exp Team (x4) Munitions Branch Log Auto Branch ARSOF Spt Cell Class VIII Supply TBD AFSB Staff CMO DIV CMO HNS 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

CUST ASST MAN CORPS/DIV HR PER SARSS MGT TASK WK AVN/MSL DIV MAN HR PER WK TANK/AUT O DIV MAN HR PER WK TRP SPT MAN HR PER WK

REPORTS ORILS RETRO/REFER MRF LOC PURC 50 30 25 20 15 40 25 30 25 50 15 5 40 30 CATALOG SNRF MRF PARAMETERS SARSS ACCESS BTW/OMA NIIN DODAAF EOY CLO-OUT HI PRI ASL MGMT DOC HISTORY NEW INITIATIVES PROBLEM CALLS SSA VISITS MISC SUPERVISOR TOTAL HOURS

TOTAL PERSONNEL

40 20 20 40 2 40 60 40 80 10 5 80 517

12.925

5 30 60 50 10 50 5 5 40 355

8.875

5 20 80 60 10 50 5 5 120 485

12.125

20 10 2.5

30 30 10 40 2.5

5 40 280

7 CONSOLIDATED WORKLOAD CORP/DIV/THTR

240 110 100 330 70 50 30 90 50 70 90 14 115 430 410 150 450 55 50 570 3474

86.85

Status Reports,

( NOT ALL INCLUSIVE

MREP, MREF MRG REV FILE, MRF ALL, MRR… MPRC, MLPC, SUSP FILE

)

Performance Reports…

Manhour

115 50 45 160 30 UPDATE, MRF PROCESSES STK No RELATED MRF TRANSACTIONS SARSS ACCESS, Down Loads… PASS WORD, CHG, DEL, ADD… DS/RX, AEPS, OMA NIIN DODAAC ADDS, DELETES, CHANGES 40 NOTIFICATION TO SARSS1, TRODV... AOG, OIF, OEF, NMCS… MLEV, MCON, DCB, RET LV ABFCU… DATA PULLS, CLEAN UP OLD TRANSACTIONS… FUNDS CTRL, EXCHANGE PRICE… SARSS1, SARSS2 A MGRs… SSA QUALITY/ASST. VISITS System Chg Pkg, Policy Updates TEAM LDR (CW2/3/4, {SME GS11/12})

Civilians in Germany = 38.5 hours Civilians in Conus = 40 hours Soldiers = 25 hours in garrison Soldiers = 70 hours deployed (10hrs*7days)

2 52.5

210 200 70 220 22.5

20 280 1637

42.51948

40.925

65.48

23.38571

20 10 40 20 30

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

Allocated hours Available hours (@ 10*7 days) Delta

(Work in Progress)

Sust SCE 239 700 461 177 420 243 SCT 1255 1190 -65 Total 1671 2310 639

Allocated hours Available hours (@ 9*7 days) Delta

239 630 391 177 378 201 1255 1071 -184 1671 2079 408

Allocated hours Available hours (@ 9*7 days) Less other MM functions (20%)

239 630 126 177 378 75.6

1255 1071 214.2

1671 2079 415.8

Actual available Delta

504 265 302.4

125.4

856.8

-398.2

1663.2

-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

CASCOM Actions

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

G-4 SMT

Materiel Management for the Modular Force

UNCLAS

Supporting a Campaign Quality Army with Joint and Expeditionary Log Capabilities

UNCLAS FORSCOM

G-4 SMT UNCLAS

Materiel Management Support

Concerns………



Authorized personnel may not be adequate to accomplish mission



Distribution of workload amongst TSCs



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



Conversion and deployment timelines require a bridging strategy UNCLAS FORSCOM

G-4 SMT

Materiel Management Support

Concerns UNCLAS

Authorized materiel management personnel may not be enough……

392 Current CONUS MTOE Authorizations 92A Item Managers authorized CMMC (2) DISCOM (8) Totals W/O 11 3 EM 111 16 WO Total 22 24 46 EM Total 222 124 346 New Doctrine: “Limited MM below the TSC” UNCLAS FROM TO 197 CASCOM Working New MTOE Authorizations CONUS based only 92A Item Managers authorized TSC ) (active) (Reserve) ** DCP (2) SUS BDE (X10) BSB (36) CSSB (12) TOTALS W/O 1 1 2 1 0 1 EM 6 9 8 10 1 2 WO Total 2 4 10 0 12 28 EM Total 15 16 100 36 24 169 **The 2 CONUS DCP’s are assigned to the 1 st TSC FORSCOM

G-4 SMT

Materiel Management Support

250

Concerns

Distribution of workload among TSCs……

208

UNCLAS 200 150 100 50 0

36 40

8th TSC 377th TSC UNCLAS

44

1st TSC

90

NGB ASC FORSCOM SARSS-1 sites

G-4 SMT

Materiel Management Support

UNCLAS Concerns

• 

Materiel Management from a remote location……

How do we?



Monitor credits

 

Impose managerial parameters Assure timely and accurate processing of managerial actions

•

Unit inactivation / activation dates not synchronized with deployments…….



Must address:



Stay behind unit support



Bridging Strategy UNCLAS FORSCOM

G-4 SMT Installation Materiel Management Capabilities UNCLAS X SUST IMA

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

X SUST IMA IMA UNCLAS 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 FORSCOM

G-4 SMT

Conversion/Deployment Timelines

UNCLAS

•

Bridging Initiatives

•

III Corps

• -

Establishing a Logistics Readiness Center

•

XVIII Corps

-

Contracting with the DOL I Corps

-

Contracting

•

Refining

•

the concept Resourcing UNCLAS FORSCOM

G-4 SMT 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 UNCLAS FORSCOM