U.S. Army Materiel Command Partnership Resource Guide 2015-2016 by Faircount Media Group

U.S. ARMY MATERIEL COMMAND

Pa rtner ship Re source Guide 2015-2016 EDITION

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TABLE OF CONTENTS

8 16 24 32 38 40

YOUR SUCCESS IS OUR MISSION

Small Business Is Big Business at AMC By J.R. Wilson Business Development By J.R. Wilson

Partnering with AMC By Craig Collins AMC’s Chief Technology Office By Craig Collins

DESIGN

U.S. Army Materiel Command Headquarters

U.S. Army Contracting Command (ACC) 42 • U.S. Army Expeditionary Contracting Command (ECC) 44 • U.S. Army Mission and Installation Contracting Command (MICC) 47 • ACC-Aberdeen Proving Ground 48 • ACC-New Jersey 51 • ACC-Redstone 52 • ACC-Rock Island 53 • ACC-Warren

DEVELOPMENT

U.S. Army Aviation and Missile Command (AMCOM) 56 • Corpus Christi Army Depot 58 • Letterkenny Army Depot

U.S. Army Sustainment Command (ASC) 62 • Distribution Management Center 64 • 401st Army Field Support Brigade 66 • 402nd Army Field Support Brigade 68 • 403rd Army Field Support Brigade 70 • 404th Army Field Support Brigade 72 • 405th Army Field Support Brigade 74 • 406th Army Field Support Brigade 76 • 407th Army Field Support Brigade

78 82

U.S. Army CECOM Life Cycle Management Command (CECOM LCMC) 80 • Tobyhanna Army Depot

U.S. Army Joint Munitions Command (JMC) 85 • Anniston Munitions Center 86 • Crane Army Ammunition Activity 87 • Holston Army Ammunition Plant 89 • Iowa Army Ammunition Plant 91 • Lake City Army Ammunition Plant 93 • Letterkenny Munitions Center 94 • McAlester Army Ammunition Plant 95 • Milan Army Ammunition Plant

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U.S. Army Joint Munitions & Lethality Life Cycle Management Command (JM&L LCMC) U.S. Army Research, Development and Engineering Command (RDECOM) 109 • U.S. Army Research Laboratory (ARL) 111 • U.S. Army Aviation and Missile Research, Development, and Engineering Center (AMRDEC) 113 • U.S. Army Armament Research, Development and Engineering Center (ARDEC) 115 • U.S. Army Communications-Electronics Research, Development and Engineering Center (CERDEC) 116 • U.S. Army Edgewood Chemical Biological Center (ECBC) 118 • U.S. Army Natick Soldier Research, Development and Engineering Center (NSRDEC) 121 • U.S. Army Tank Automotive Research, Development and Engineering Center (TARDEC)

122 124

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U.S. ARMY MATERIEL COMMAND 2015 -2016 EDITION

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

SMALL BUSINESS IS BIG BUSINESS AT AMC BY J.R. WILSON Despite downsizing and a reduced level of combat in Southwest Asia, part of the Army Materiel Command’s (AMC) job is to ensure the Army and its Warfighters have the equipment and services needed to be prepared to respond at a moment’s notice to any new conflict, whatever the size, nature, or location. As a result, Nancy D. Small, director of AMC’s Office of Small Business Programs, sees the current environment as an opportunity to “reset and continue to advance over any potential enemies” with a large part of opportunities being awarded to small businesses. “Last year, for the first time ever, AMC met all of our small business goals. As a result for the first time, the Army also met all [its] goals, as did DOD [Department of Defense], for the first time ever,” she said. “There is a lot involved in doing that. The key is commitment on behalf of the Army to ensure we award a fair portion of our contract dollars with small business, then by AMC to do effective engagement and communication with industry at the commanders’ level to help encourage their senior executives to meet those goals.” Gen. Dennis L. Via, AMC commanding general, has been one of those leaders encouraging partnerships with small business. “Small business is big business at AMC. Even in declining resources, business opportunities will still exist, especially in the small business community,” Via told a small business

forum at Redstone Arsenal, Alabama, in 2014. “We could not accomplish our mission without what you do in small business.” AMC uses the North American Industrial Service Code definition for what constitutes a small business, in dollars or people. Services contracts usually go by dollars – up to $37.5 million for a small business; manufacturing typically is classified by the number of employees, with small businesses having 1,000 or fewer. “Through the Small Business Act and Congress, we are responsible for reporting both prime and subcontracting goals, although they are totally separate. The prime goals are direct contracts with small business; the subcontract reports are what a large business does with small business through what we call ‘Small Business Participation,’” explained Small. “We assign the primes goals to meet in supporting small business. Throughout DOD, we probably did well over $50 billion in small business subcontracts in FY 14.” AMC is in charge of nearly 70 percent of the Army’s annual acquisition dollars, with 50 percent of the U.S. contract dollars awarded to small businesses. AMC did $8.4 billion in

Sustaining the Strength of the Nation

U.S. Army Office of Small Business Programs photo

Gen. Dennis L. Via, AMC commander, at the Army Small Business Seminar at the 2014 AUSA Annual Meeting, Oct. 14, 2014.

small business in 2013 – about half of the Army’s total small business contract awards. Notwithstanding the significant decline in AMC’s contract dollars in FY 14, the dollars awarded to small business actually increased from $8 billion in FY 13 to $9 billion in FY 14. AMC awarded 22.7 percent in FY 14 to small businesses, which represents the largest percentage in AMC’s history. “That level of contracting dollars going to small business really goes to show the large businesses don’t get the credit

Sustaining the Strength of the Nation

they deserve in working with small business and supporting our nation’s economy,” said Small. “It also helps AMC’s goal of ensuring the continued health and viability of small business contractors and subcontractors in high-tech, aerospace, and defense niches.” Small expressed that this effort has been a big concern of the command. “Our industrial base is decreasing, despite its importance, especially when we are at war. Our logistics organization

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GUIDE FOR SMALL BUSINESSES WANTING TO WORK WITH AMC Nancy D. Small, director of AMC’s Office of Small Business Programs (OSBP), offered the following steps for small businesses to follow in preparing for and seeking contracts with AMC:

1 2

dentify the product or service: Know your codes • Federal Supply Classification Code (FSC) www.dlis. dla.mil/H2/search.aspx, and • North American Industry Classification System (NAICS) code www.census.gov/eos/www/naics/ Register your business: Acquire a CAGE code or DUNS number • Contact the Defense Logistics Services Center to request a CAGE Code: www.dlis.dla.mil/cage_welcome.asp. • Required is the Data Universal Number System (DUNS) number. The DUNS is available through Duns and Bradstreet; call 1-800-333-0505 or 610882-7000. • Your business must be registered in the System for Award Management (SAM), www.sam.gov/portal/ SAM/##11, to be awarded a Department of Defense (DOD) contract. SAM is a database designed to hold information relevant to procurement and financial transactions. SAM affords the opportunity for fast electronic payment of your invoices. • “Dynamic Small Business Search” (dsbs.sba. gov/dsbs/search/dsp_dsbs.cfm) is an additional tool used by contracting officers and contract specialists to locate small business concerns.

Identify your target market: • Utilize DLA (Defense Logistics Agency www.dla. mil/) to find the best match for your business. For instance, if I’m a logistics organization and you want to sell medical supplies to the government, I don’t buy medical supplies, so you need to use the product service code to identify the proper government office to deal with for your product or service.

Identify current procurement opportunities: • Identify current procurement opportunities in your product or service area by checking the electronic version of the Federal Business Opportunities website (www.fbo.gov) as the Army’s single Web face to industry and where we advertise opportunities by type, organization, and what they are trying to buy. Also visit the Small Business Innovation & Research Information website, www.arl.army.mil/www/default.cfm?page=29.

Familiarize yourself with the Army contracting procedures: • It is impossible to do business with the federal government if you don’t understand the rules and regulations required for the contracting process. This information can be obtained in the Defense Procurement and Acquisition Policy website (www.acq.osd.mil/dpap/). • Be familiar with both the Federal Acquisition Regulation (FAR) (acquisition.gov/far/) and the Defense Federal Acquisition Regulation Supplement (DFARS) www.dcaa.mil/dfars.html.

6 7

Investigate Federal Supply Schedule (FSS) contracts: • Many DOD purchases are, in fact, orders on Federal Supply Schedule (FSS) contracts. Contact the General Services Administration (GSA) about how to obtain an FSS contract (www.gsa.gov/schedules).

Seek additional assistance as needed: There are several important resources available to assist industry in the Army marketplace: • Procurement Technology Assistance Centers (PTACs) (www.aptac-us.org/contracting- assistance/), located in most states and are partially funded by DOD to provide small business concerns with information on how to do business with the Department of Defense. PTACs provide training and counseling on marketing, financial, and contracting issues at minimal or no cost. • Small Business Specialists (SBS): The military services and some defense agencies have small business specialists at each of their procurement and contract management offices to assist small businesses, including veteran-owned, service-disabled veteran-owned, HUBZone, small disadvantage, and woman-owned small business

GUIDE FOR SMALL BUSINESSES WANTING TO WORK WITH AMC concerns in marketing their products and services to the DOD. Among other services, these specialists provide information and guidance on 1) defense procurement procedures and 2) how to identify prime contract and subcontract opportunities. To learn more about the Army’s mission and before attempting to sell to your customers, contact the SBS at sellingtoarmy. com/user/showpage.aspx?SectionID=9. • The Army, Navy, Air Force, and Defense Logistics Agency maintain the names of small business specialists associated with their organizations. Links to these websites are below. Army: www.sellingtoarmy.info/ Navy: w ww.secnav.navy.mil/smallbusiness/ pages/index.aspx Air Force: airforcesmallbiz.org/ DLA: www.dla.mil/smallbusiness/Pages/default.aspx • Other Defense Agencies (ODAs) are included in a list of DOD small business office sites www.acq. osd.mil/osbp/offices/ located on this site. • DefenseLink (www.defense.gov) is the official website for the Department of Defense and the starting point for finding U.S. military information online, including links to the military services and ODAs. • Additional procurement-related resources are located in the Links section of our web site www. amc.army.mil/pa/SMALLBUSINESS.asp.

Explore Sub-contracting opportunities: • Regardless of your product or service it is important that you do not neglect our very large secondary market, our guide “Subcontracting Opportunities with DoD Prime Contractors” (www.acq.osd.mil/ osbp/sb/dod.shtml). This directory provides, by state, the names and addresses of DOD prime contractors, the names and telephone numbers of Small Business Liaison Officers, and the products and services supplied to the DOD. The report is generated from data mined through DOD Prime Contractor’s contracts and subcontracting plans. Please note that the DOD OSBP does not maintain the data on this website. The directory reflects data as of Sept. 30, 2005. We encourage you to investigate potential opportunities with these

firms. Many also have websites that may be useful and we encourage you to explore teaming options. In addition, many of the larger organizations may have subcontracting opportunities at the lower tiers (beyond the first and second tiers). • The SBA’s SUB-Net (web.sba.gov/subnet/ search/index.cfm) is another valuable resource for obtaining information on subcontracting opportunities. Solicitations or notices are posted by prime contractors as well as other government, commercial, and educational entities.

Investigate DOD Small-business Programs: • There are several programs that may be of interest to you such as: Veteran-Owned, Service-Disabled Veteran-Owned, HUBZone, Small Disadvantaged, Woman-Owned, Small Business Innovation Research, Small Business Technology Transfer, Mentor-Protégé, Indian Incentive, Historically Black Colleges, Tribal Colleges, Hispanic Serving Institutions, and other minority institutions. Information on all these programs is available on the DOD Office of Small Business Programs website www.acq.osd.mil/osbp/doing_business/index.htm.

Market Your Firm Well! • After you have identified your customers, researched their requirements, and familiarized yourself with DOD procurement regulations and strategies, it is time to market your product or service. Present your capabilities directly to the DOD activities that buy your products or services. Realize that, like you, their time is valuable and if the match is a good one, you can provide them with a cost-effective, quality solution to their requirements. Additional helpful resources, posted on our website, include “Government Contracting: The Basics” (www.acq.osd.mil/osbp/docs/government_ contracting_the_basics.pdf) and “Marketing to the Department of Defense: The Basics” (www.acq.osd.mil/osbp/docs/ MarketingToDoD.pdf).

Photo courtesy of Watervliet Arsenal Public Affairs AMC photo

tracks the industrial base and economy overall to see where we have shortfalls and might engage to do better. Our office then acts in accordance with those other efforts, by facilitating and setting goals and standards,” she added. In an address to the Association of the United States Army (AUSA) on Jan. 16, 2015, AMC’s deputy commander, Lt. Gen. Patricia McQuistion, said the changing environment in which AMC contracts are being funded and awarded means a close partnership and collaboration with industry to combine cost savings with a continued focus on providing Warfighters with the equipment and services they need to successfully conduct missions and operations. “We have fewer dollars available, but there are still a lot of numbers going into these business opportunities. We must continue together to find opportunities to do better with these constrained resources,” McQuistion said. “We need to think about how we do things differently than we have done over the past 15 years to make sure we aren’t just maintaining the edge, but that we maintain our superiority and capabilities. We are an Army in motion. It takes a huge community to make those operations occur around the world every day in support of our nation and our allies.” Both Small and McQuistion reflect Via’s primary mission focus – to develop and deliver readiness solutions to support unified land operations and contingency operations anytime and anyplace in the world. “Accordingly, we must maintain readiness for the force to meet future contingencies. No one can predict the future, but the past shows us that there will

TOP: An artisan at AMC’s Watervliet Arsenal, one of the Army’s Organic Industrial Base facilities, manufactures and repairs equipment to sustain the Warfighter. ABOVE: The Team Redstone Small Business Symposium was hosted at the Summit at Redstone Arsenal, Feb. 18, 2014. The Department of Defense, Department of the Army, AMC, and other small business directors spoke with more than 300 small business representatives about the importance of and opportunities for partnership and work.

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be future contingencies. Our forces must be ready, trained and equipped to meet those contingencies when the nation calls,” Via said. Small added that AMC remains committed to ensuring the warfighting formations are prepared when the call comes. The nation expects and deserves nothing less. And small business will continue to play a critical role in enabling AMC to develop and deliver these readiness solutions required by the nation’s forces. AMC’s Small Business Program finished strong in fiscal year 2014.

“We continue to set the example for federal government, awarding more contract dollars to small firms than any other federal agency or military service,” Small said. Contract dollars to small firms directly impact job creation and fuel the rebalancing of the nation’s economy. “As a result, the Army Small Business Program success is attributable to the commitment and leadership of the commanders,” Small said. “The Army commanders understand the value of the innovation that agile small businesses bring to our Warfighter and the important role that small businesses play in our national security.”

An Army Small Business Seminar at the 2014 AUSA Annual Meeting, Oct. 15, 2014.

Sustaining the Strength of the Nation

USEFUL LINKS FOR SMALL BUSINESSES Small Business

Procurement Technical Assistance Center (PTAC) Listing www.dla.mil/SmallBusiness/Pages/ptac.aspx

Defense Contract Audit Agency Presentations for Small Business Contractors www.dcaa.mil/audit_process_overview.html

General Services Administration (GSA) www.gsa.gov/

Small Business Development Centers www.sba.gov/about-sba-offices

Service-Disabled/Veteran-Owned

Small Business-size Standards www.sba.gov/category/navigation-structure/contracting/contractingofficials/eligibility-size-standards

Army Wounded Warrior Program (AW2) Eligibility and Enrollment wtc.army.mil/aw2/index.html Center for Veterans Enterprise www.vetbiz.gov/

Small Business Planner www.sba.gov/category/navigation-structure/starting-managingbusiness

Department of Veterans Affairs www.va.gov/

DOD-wide Small Business Program Contact Information sellingtoarmy.com/content/dod-small-business-program-offices

National Veteran-owned Business Association www.navoba.com/

System for Award Management www.sam.gov/

Small Business Administration - VOSB www.sba.gov/content/veteran-service-disabled-veteran-owned

Small Business Administration www.sba.gov/

U.S. Association of Veterans in Business www.vetbiz.gov

Small Business Administration Office of Advocacy www.sba.gov/advocacy

Veterans Corporation www.veteranscorp.org/

Small Business Administration Learning Center www.sba.gov/tools/sba-learning-center

Mentor-Protégé

Army Rapid Equipping Force White Paper Submittal Process bids.acqcenter.com/REF/Bids.nsf/Start?ReadForm Federal Acquisition Regulation (FAR) www.acquisition.gov/far Defense Federal Acquisition Regulation Supplement (DFARS) www.acq.osd.mil/dpap/dars/dfarspgi/current/index.html Army Federal Acquisition Regulation Supplement (AFARS) farsite.hill.af.mil/vfafar1.htm

DOD Mentor-Protégé (MP) Program www.acq.osd.mil/osbp/sb/programs/mpp/index.shtml Small Disadvantaged Business/8(a) MBE Magazine www.mbemag.com/ Minority Business Development Agency www.mbda.gov/ SBA 8(a) Enterprise Development www.sba.gov/content/8a-business-development

North American Industry Classification System (NAICS) Code Listing www.census.gov/eos/www/naics/

Sustaining the Strength of the Nation

Women-Owned Department of Labor Women’s Bureau www.dol.gov/wb/welcome.html National Association of Women Business Owners www.nawbo.org/ Small Business Administration Women-owned Small Businesses www.sba.gov/content/women-owned-small-business-program Small Business Administration Office of Women’s Business Ownership www.sba.gov/offices/headquarters/wbo Women Business Enterprise National Council www.wbenc.org/ Small Business Administration Women’s Business Centers www.sba.gov/tools/local-assistance/wbc Minority and Women Business Owners www.mbemag.com/ Historically Underutilized Business Zone HUBZone Contractors National Council www.hubzonecouncil.org/ClubPortal/ClubStatic.cfm?clubID=528 &pubmenuoptID=29474 Subcontracting Small Business Administration Sub-Net web.sba.gov/subnet/search/index.cfm?CFID=26366325&CFTOKE N=d0f296ed9d6d1137-2141B312-BF44-2C3F-9BE931F786976A 13&jsessionid=303019b8f8b0ce7d8e834c53227272382e1d Subcontracting Opportunities Directory www.sba.gov/subcontracting-directory Subcontracting Opportunities with DOD www.acq.osd.mil/osbp/sb/dod.shtml Historically Black Colleges and Universities/Minority Institutions Program 200 Free Minority Scholarships www.blackexcel.org/200-Scholarships.html American Indian Higher Education Consortium www.aihec.org/

Sustaining the Strength of the Nation

Army Research Laboratory www.arl.army.mil/www/default.cfm Army Research Office www.arl.army.mil/www/default.cfm?Action=29&Page=29 Department of Education www.ed.gov/ DOD Education Gateway connection.ebscohost.com/c/articles/18320929/departmentdefense-education-gateway Hispanic Association of Colleges & Universities www.hacu.net/hacu/default.asp MOLIS (Minority On-Line Information Service) www.molis.org/ National Association for Equal Opportunity in Higher Education www.nafeo.org/community/index.php United Negro College Fund Special Programs www.uncfsp.org/spknowledge/default.aspx?page=home.default U.S. Army Corps of Engineers Engineer Research and Development Center (ERDC) www.erdc.usace.army.mil/ White House Initiative on Educational Excellence for Hispanic Americans ed.gov/about/inits/list/hispanic-initiative/index.html White House Initiative on Historically Black Colleges and Universities www.ed.gov/edblogs/whhbcu/ White House Initiative on Tribal Colleges and Universities www.tribalcollegejournal.org/archives/tag/white-houseinitiative-on-tribal-college-and-universities-whitcu

AMC BUSINESS DEVELOPMENT BY J.R. WILSON

From the development of an initial business strategy to creation of its first full-up business development plan describing the roles and conduct of government business developers, the U.S. Army Materiel Command has set the stage to standardize the process of business development throughout the materiel enterprise. AMC Ombudsman Jesse Barber, the command’s liaison with industry, has spent the past three years working on this effort, which was in the final stages of the approval process as this publication went to press. “In 2014, we started to see a significant downturn in the revenue being generated by the organic base – our depots and ammo plants – as the war effort was powering down. That created growing concern and the leadership asked for an overall policy because the workforce was still in place and Congress wanted to keep those people employed,” he said. “Civilian businesses lay off employees when they don’t have work, but government prefers to find alternative ways to keep those workers employed so they have the ability to quickly surge should we become engaged in a conflict.” Barber explained that the new plan puts everyone on the same playing field. “AMC will have the depots, arsenals, and ammo plants all doing business development the same way.” For industry, that means if a company wants to do business with a specific facility, there is only one process to worry about rather than different processes for different facilities with which it may become involved.

The biggest benefit is a reduction of risk for industry. “The higher the risk, the higher the cost, so if you can reduce that risk, the government can get a greater return on investment for every dollar spent so this is a win-win for everyone. AMC gets a maximum return on invested dollars and contractors don’t have to assume high risk for things that are not well defined because, when everyone is using the same standard, you aren’t faced with a nebulous or fuzzy process,” said Barber. The impact of the new plan on subcontractors will be largely determined by the unique policies and procedures of the individual primes, but it will provide them with a way to better define what they want their subcontractors to do, he added. It also offers flexibility to commanders, so those at small facilities who cannot afford to staff a full-time business development office can use existing employees in that role on a part-time basis. Another part of the plan calls for creation of a business development “cell” at AMC Headquarters, focused on assisting all command business developers find new or better ways to engage with industry. By adding this cell in the headquarters, the ratio of contacts-to-contracts will be improved.

Sustaining the Strength of the Nation

Photo by Kevin Jackson (AMC)

Explosives workers move the body of a soon-to-be-filled 2,000-pound BLU-109 C/B penetrator bomb into position directly below the 600-gallon mixing bowl during first article testing at McAlester Army Ammunition Plant, Oklahoma, Oct. 1, 2014.

“We’ve implemented the metrics in our review and just applying those to an existing process gives the chair of a meeting a common view of the organization to determine if some part of it is healthy or in trouble,” Barber said. “For example, in standard business development, you look at the number of leads and wins you have with respect to the number of contacts you’ve made and can come up with a crude metric looking at how many leads came from x-number of contacts and how many of those became opportunities. That can tell the leadership that more contacts need to be made.” Barber expects the long-term effect to allow better forecasting and projecting of business within the materiel enterprise. “In the past, it was almost like throwing darts at a dartboard, not knowing where it would hit. With a set of measurable metrics, you can focus resources on where there is a break and fix it. In the past, a savvy commander could hide the fact he had no new work in his pipeline; under this, that pipeline is totally visible to the AMC leadership,” said Barber. In creating the new business development plan, Barber and his team worked with the affected installations,

Sustaining the Strength of the Nation

making necessary changes based on their feedback. As a result, business developers at those installations were able to begin making adjustments to fit the new approach even before it was approved, so they could get a running start once it is fully implemented. About 80 percent of the members of that task force previously worked business development issues in industry, giving them knowledge of working with government from the outside. The remainder had only government experience, which offered a perspective on those things unique to government those from industry may not have seen. The task force members also came from diverse backgrounds – electronics, construction, manufacturing, etc. – which helped in finding common denominators to build a standard core set of values. The result was a plan that follows the business models civilian companies already use, so they won’t have to change anything or learn new procedures to do business with AMC. “The changes are more internal to AMC than external to the contractors,” Barber said. “Look at the models used by anyone who teaches business development today and look at our new template; you’ll see it matches.”

AMC photo

He also believes the plan is flexible enough to stabilize AMC’s relationships and contracts with industry no matter what the budget or requirements environment may be in the future. “As a business developer looking at an overall plan and knowing the budget numbers going into a fiscal year, this policy gives you the tools needed to see if you can’t meet all the requirements to address operational needs and so can call on headquarters for assistance before things become critical. It’s similar to triage – treat the worst problems first, the least last. So the facilities with the least funding would get help first,” he explained. “I can’t claim the new business development plan will streamline policy because many of the processes we use today will remain, but because they are standardized, it will help expedite the process. The more we do things the same way, rather than each business and developer and facility doing things their own way, the greater the efficiencies.”

Army Materiel Command Ombudsman Jesse Barber.

AMC’S FIRST BUSINESS DEVELOPMENT PLAN The AMC Business Development and Partnership Program policy is an effort to standardize AMC’s business development approach and expand partnering opportunities with program executive offices and industry. Once approved by Gen. Via, the program will establish a standard for all business developers and assist the command in maintaining a set of core capabilities and skills essential to ensuring Army readiness and its ability to respond to future contingency operations by improving operational efficiencies, lowering the cost of products and services, leveraging organic engineering services, accelerating innovation, and maximizing utilization of the capabilities of Centers of Industrial and Technical Excellence (CITEs) and other organic assets. The policy is on track to be endorsed and implemented in FY 15.

Specific objectives of the AMC Business Development and Partnership Program are to: • Sustain the organic industrial base (OIB), research and development (R&D), and other entities through fostering cooperation and teamwork between one or more government agencies or with government and industry partners throughout the partnering process • Promote best practices, integrate approaches from the private sector, and continue to modernize and invest through AMC capital investment programs • Positively impact the net operating sustainment of AMC activities – industry-funded, governmentowned, and government-operated AMC depots, arsenals, labs and R&D centers, ammunition plants, and other facilities.

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13 STEPS TO DOING BUSINESS WITH THE ARMY

D ETERMINE YOUR PRODUCT OR SERVICE It is very important that you first know the product or service you are selling to the Army. There are different marketing strategies and different customers within the department for each product or service. It is helpful to know your Federal Supply Classification Code (FSC) (everyspec.com/FSC-CODE/).

A CQUIRE A CAGE CODE OR DUNS NUMBER If you have not already done so, contact the Defense Logistics Information Service to request a CAGE (Commercial and Government Entity) Code (www. dlis.dla.mil/cage_welcome.asp). You also will need a Data Universal Number System (DUNS) number, which is available from Dun and Bradstreet by calling 1-800-333-0505 or 610-882-7000.

K NOW WHICH DIVISION OF THE ARMY WOULD BUY YOUR PRODUCT OR SERVICE Most of the Army’s buying activities make purchases in support of their individual base requirements and are considered local buys. You should contact the Small Business Specialist (www.sellingtoarmy.com/ army-small-business-specialists) at the Army installation located in your geographic area to discuss opportunities for your firm. Be prepared to provide a brief written summary of your products/services. Billions of dollars are expended annually in support of the Army’s mission. The major Army commands have contractual responsibilities depending upon their mission requirements (www.sellingtoarmy.com/content/what-army-buys).

D ETERMINE IF YOU CAN ACCEPT THE GOVERNMENT PURCHASE CARD Personnel at each installation are authorized to use government purchase cards (also known as IMPAC cards) to buy supplies and services (valued at $2,500 or less). If you can accept a purchase card, please let your Army customers know. If you cannot, you may want to investigate this option. Some activities may provide you with a listing of the purchase card holders to whom you can directly market your products or services.

R ESEARCH YOUR CUSTOMER As with any customer, it is best to do some research about the activity before calling them. Many Army activities maintain their own websites. This information may be helpful in identifying the primary mission of that command. • U.S. Army Materiel Command (AMC) – www.army.mil/amc • Space & Missile Defense Command/Army Forces Strategic Command (SMDC/ARSTRAT) – www.army.mil/smdc • U.S. Army Corps of Engineers (ACE) – www.army.mil/usace • U.S. Army Intelligence & Security Command (INSCOM) – www.army.mil/inscom • U.S. Army Medical Command (MEDCOM) – www.army. mil/armymedicine • U.S. Army Medical Research & Materiel Command (MRMC) – mrmc.amedd.army.mil • National Guard – www.nationalguard.mil • U.S. Army Program Executive Office for Simulation, Training and Instrumentation – www.peostri.army.mil

R EGISTER IN THE SYSTEM FOR AWARD MANAGEMENT In order to do business with the Army, you must be listed in the System for Award Management database (previously the Central Contractor Registration). This registration must be completed prior to award of any contract or agreement. This registration can be accomplished online at www.sam.gov/portal/SAM/##11 Any time there is a change in status, it is necessary for the company to update its SAM information. For example: if a company attains 8(a) status.

S EEK ADDITIONAL ASSISTANCE IN THE DEFENSE MARKETPLACE Doing business with an organization as large as DOD can be daunting. The Procurement Technical Assistance Centers (PTACS) (www.dla.mil/smallbusiness/pages/ ptap.aspx) can be another important resource. These centers are located in most states and partially funded by DOD to provide small business concerns with information on how to do business with DOD. They provide in-depth counseling on marketing, financial, and contracting issues to small business concerns at minimal or no cost.

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13 STEPS TO DOING BUSINESS WITH THE ARMY

12 13

I NVESTIGATE OTHER SMALL BUSINESS ADMINISTRATION (SBA) RESOURCES In addition, the SBA offers assistance through their Small Business Development Centers (www.sba. gov/tools/local-assistance/sbdc), Service Corps of Retired Executives (SCORE), and regional SBA offices, which can provide information on loan programs, government procurements, and the Section 8(a) program. If applicable, also check out the SBA’s Office of Women’s Business Ownership (www.sba.gov/offices/headquarters/ wbo), as well as the Online Women’s Business Center (archive.sba.gov/aboutsba/sbaprograms/onlinewbc/index. html). These are special resources developed specifically to meet the needs of businesses owned by women. P URSUE SUBCONTRACTING OPPORTUNITIES Regardless of your product or service, it is important that you not neglect a very large secondary market, Subcontracting Opportunities with DOD Prime Contractors (www.acq.osd.mil/osbp/sb/dod.shtml), which lists all major DOD prime contractors by state and provides a point of contact (Small Business Liaison Officer) within each firm. These firms negotiate goals with the contracting activities for subcontracting to small business concerns. This is a multibillion dollar market worth investigating for potential opportunities with the large DOD prime contractors, most of which have websites. Many of DOD’s requirements may be beyond the scope of a single small business. Prime contractors are encouraged to subcontract and team with small business concerns. The Small Business Administration’s Sub-Net is another resource to reach for subcontracting opportunities (web. sba.gov/subnet/).

I NVESTIGATE FEDERAL SUPPLY SCHEDULES As the acquisition workforce within the Army is downsized, more and more products/services are being purchased from General Services Administration (GSA) schedules; check it online (www.gsa.gov) or call 703-305-6477.

B ECOME FAMILIAR WITH CONTRACTING REGULATIONS AND PROCEDURES It is important to become familiar with federal contracting procedures and regulations. The following regulations govern contracting procedures within the Army and are available online: • Federal Acquisition Regulation (FAR) – www.acquisition. gov/far/index.html • The Defense Federal Acquisition Regulation Supplement (DFARS) – www.acq.osd.mil/dpap/dars/dfarspgi/current/index.html • The Army Federal Acquisition Regulation Supplement (AFARS) (farsite.hill.af.mil/VFAFARA.HTM)

ONITOR FEDERAL BUSINESS M OPPORTUNITIES Federal business opportunities are posted on www.fbo.gov. This is a single point of entry for the federal government and should be monitored daily. ARKET YOUR FIRM M After you have identified your customers, researched their requirements, and familiarized yourself with procurement regulations and strategies, it is time to market your product or service directly. Present your capabilities clearly and cogently to the Army activities and prime contractors to whom you are marketing. Realize that, like you, their time is valuable and if the match is a good one, you can provide them with a costeffective, quality solution to their requirements. Source: Department of the Army Office of Small Business Programs (www.sellingtothearmy.info/content/13steps-doing-business-army)

partnering with amc BY CRAIG COLLINS

Since 2010, as the U.S. military has transitioned from combat to sustainment operations in Iraq and Afghanistan, the workload at the installations that support, outfit, arm, equip, and feed American Soldiers – the organic industrial base, or OIB – has decreased by almost 40 percent. According to Jim Dwyer, principal deputy chief of staff for Logistics and Operations Planning, U.S. Army Materiel Command (AMC), bringing Warfighters home has created a peace dividend for those in industry and academia with an interest in helping to sustain the OIB’s capabilities. “During the [Afghanistan] surge,” Dwyer said, “when we were running two to three shifts in all our organic facilities, our capacity to do work with partners was decreased. We had to produce the products for the Soldiers. That was our main objective. But now we have more capacity and we have the tooling, the buildings, and the highly skilled personnel, and our ability to partner with others has grown. As our organic workload comes down, we are open for business, and we have more capacity that we’re willing to share.” The public-private partnership (P3) program of AMC allows an Army organization and one or more private industry entities to perform work or use Army facilities and equipment. The program has been in existence for more than 18 years, but in recent years the mutual advantages it offers to the military and private industry have made it a key strategic component in sustaining the Army’s organic industrial base: a unique enterprise, consisting of more than 20 installations and their specialized workforces, that offers critical capabilities and skill sets – some of them available nowhere else in the country. During the wars, and particularly over the past 10 years, the Army has invested millions in its Capital Investment

Program, or CIP – buying new tooling or software, in some cases redesigning facilities to make the industrial base more productive. “And now we have some very high-technology tooling that is now available for use in partnering contracts with folks from the civilian sector,” said Dwyer, “a billion-anda-half [dollars] worth of tooling and facilities that are even more available for partnering contracts and relationships than before the war. Before industry spends any of their own money on facilities or tooling, they really ought to take a look at what the organic industrial base has to offer. That saves them money. It also saves us money, and keeps our skill levels high. So it’s a win-win.” Types of Partnerships “Partnering” is defined by AMC as an arrangement between government agencies, or between government agencies and one or more industry or educational partners, under which a government-owned, government-operated AMC depot, arsenal, R&D center, ammunition plant, or other facility provides products, services, development R&D, or use of facilities and equipment to a partner. A partnership is fundamentally different from a traditional defense contract, a transaction in which a private-sector vendor provides a product or service for a negotiated price. It’s worth noting that the rules governing such contracts – codified in the Federal Acquisition Regulation, or FAR –

Sustaining the Strength of the Nation

Anniston Army Depot photographer

Anniston Army Depot and General Dynamics Land Systems first-shift employees gather around the 1,000th Stryker reset at the depot. The public-private partnership between the two organizations is a unique relationship that ensures an increased workload and the necessary employees to accomplish the mission and bring every Stryker to a mission-ready level for the Warfighters.

require a sequence of solicitations and provisions that tend to be far more complex, and more costly, than the requirements for partnerships. In fact, recent federal statutes have created and revised elements of the rules governing partnerships – codified in U.S.C. Title 10 – to make partnerships easier and more profitable than ever. For example: • 10 USC 4544, the most “customer friendly” statute, allows all OIB organizations to enter into partnerships for facility use for the production of goods for commercial firms, and allows for different forms of payment; • 10 USC 2474 encourages partnerships with AMC facilities designated as Department of Defense (DOD) Centers of Industrial and Technical Excellence (CITEs); • 10 USC 2667 allows for the leasing of non-excess facilities and equipment; and • 10 USC 2539b authorizes the sale of services for testing materials, equipment, models, computer software, and other items – a statute that, Dwyer pointed out, enables Army laboratories to partner with civilian universities and laboratories. “The statutes have really opened up what we can do,” he said. “It’s a continuum, from leasing

Sustaining the Strength of the Nation

building space to actually providing labor – and we can actually produce our finished goods as a subcontractor to a civilian firm. The aperture is extremely wide.” Partnerships with AMC generally fall into one of three main categories: • Teaming or work sharing, which incorporates a combination of Army depot and contractor facilities and employees to co-produce or repair weapon systems, equipment, and components. “A common example of a partnership is when we provide maintenance to either overhaul aircraft or ground systems,” said Dwyer. “And we partner with the OEM [original equipment manufacturer] to provide the labor. They provide the parts and kits – literally deliver them to the production line inside our depots or arsenals, or even to some of our ammo plants – and we turn the wrenches and produce the final product. That’s a very popular partnership type, where they provide the parts, we provide the labor in our facilities using our tooling, and then we produce the finished good.” At the Anniston Army Depot (ANAD) in Anniston, Alabama, for example, the Army uses multiple partnerships to maintain, modernize and upgrade the M1 Abrams tank. Under one of these partnerships, ANAD – a DOD CITE for wheeled and

AMC graphic Mark Cleghorn, U.S. Army

tracked combat vehicles (except Bradley fighting vehicles), assault bridging, artillery and small caliber weapons – overhauls and reconfigures the M1A2S, the Saudi version of the M1 Abrams: structural and component repairs are performed at ANAD, after which all parts and components are shipped to the private-sector partner for reassembly. • Purchasing or direct sales, in which private-sector firms purchase articles or services from an Army installation. This type of partnership can apply to goods or services that end up in products sold to the U.S. government or the governments of U.S. allies. Under agreement with a munitions contractor, specialists at Crane Army Ammunition Activity (CAA) in Crane, Indiana, are using high-pressure water washout to demilitarize projectiles filled with explosive D, and recovering the explosive for demilitarization processing. • Leasing, under which firms lease facilities and install their own equipment – or lease facilities and depot-owned equipment to produce goods and services. “If a company needs space and we have an empty building,” Dwyer said, “they can come on our posts and lease the building. And they can populate the building with their own tools or equipment. The lease rent that we get helps defray the overhead costs of the organic industrial base. So we have a lot of partnerships that just involve companies coming in and using our excess space.” Arkansas’ Pine Bluff Arsenal (PBA), for example – the Army’s CITE for Chemical and Biological Defense Equipment – currently leases laboratory and office space to a biosciences firm.

TOP: Army Materiel Command’s Industrial Base. ABOVE: An Anniston Army Depot (ANAD) employee overhauls an X1100 transmission used in the M1 family of vehicles at the Powertrain Transmission Facility of ANAD in Alabama. P3s leverage the skills of workers along with the resources of the private sector.

Sustaining the Strength of the Nation

Public Affairs Officer

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

The Mutual Benefits of Partnership The Army’s primary goal in sustaining activity among its facilities and workers is readiness: Whatever the prevailing budget environment or the speed with which Soldiers are mobilized, the nation expects its Soldiers, if called, to be properly trained, equipped, and prepared. And the key to this readiness is the organic industrial base. AMC maintenance depots, manufacturing arsenals and ammunition plants form the core of the OIB, and their master craftsmen and artisans – some of whom have learned and refined their skills over generations of families working at a single installation – are able, through partnerships, to sustain critical skills and continue the professional growth that helps to ensure readiness. “We have some very highly skilled and experienced workers in our organic industrial base,” Dwyer said. “We’d like for labor to be able to use those skills and to sustain workload, so that we don’t have an attrition in that skill base – the organic industrial base exists to provide readiness to our combat forces, but it also enables us to surge very, very quickly to support future wars.

Partnering protects AMC’s ability to do that.” The ongoing use of facilities and people through partnerships has other tangible benefits to the Army: It improves operational efficiencies, lowers the costs of products and services, and accelerates innovation. The revenue generated through these partnerships helps the Army keep its expense rates down and make its depots and arsenals more cost competitive. Since 2010, AMC’s public-private partnerships have generated more than $1.3 billion in revenues while sustaining thousands of jobs. At the same time, inviting private-sector partners to play a role in maintaining and modernizing facilities has saved government dollars. For private companies, the advantages of the P3 program are numerous, Dwyer said. Among the most obvious is that it saves them from sinking capital into investments the Army has already made. “They don’t have to spend their own money on tooling, or on building new facilities,” he said. “If our tooling and facilities can fit their requirements, then they save that outlay of capital and all the associated costs that go with that. We have a myriad of seven-axis machining

Sustaining the Strength of the Nation

centers. We have a foundry and a rotary forge at Watervliet and at Rock Island Arsenal. We have a variety of laser steel cutters and water jet cutters, so that we can cut materials, steel, and high hard steel. We’ve got tool, die, and gage development. Basically anything that you find on the outside that has to do with heavy manufacturing, you’ll find it inside our organic industrial base.” As Dwyer pointed out, the Army has taken pains to ensure that these capabilities translate seamlessly – that the OIB and private industry are speaking the same language. “Every one of our installations is ISO 9000 qualified and certified,” he said. “All of our organic sites have pursued and are now certified in ISO 9000 2008, which is basically us telling civilian industry we’re using manufacturing skills and processes and quality that equate to what you see in the commercial sector.” Partnerships enable private industry to access these state-of-the-art technologies, equipment, and facilities, as well as the unique, varied, and award-winning skill set at AMC’s disposal. AMC craftsmen are diverse, deployable, and often capable of things few other American workers can do. AMC’s workforce has been recognized repeatedly by both public- and civilian-sector organizations for excellence. Among the honors AMC has received are 31 Shingo Prizes for Excellence in Manufacturing; recognition as a Reuters Top 100 Global Innovator; Secretary of Defense Environmental Awards; and numerous presidential rank and civilian service awards. It’s a workforce also recognized for extreme efficiency, as Dwyer pointed out, with numerous Lean Six Sigma and value engineering awards. “We don’t settle on the efficiency we achieve today,” he said. “We’re always striving to make our processes better, more economical, faster, and cheaper while maintaining quality. In the last four years, across the organic industrial base, we’ve saved about $1.2 billion in cost avoidance due to our efforts in Lean Six Sigma.” Dwyer is also proud of AMC’s safety record. “We’ve driven down our safety stats for the last 10 years,” he said. “We are basically the only government agency that has reduced the worker’s comp bill – and in the last 10 years, we have reduced that across the command by 13 percent. So when companies come to us for partnering and they want to use our labor and our skilled workforce, they know they’ll get a very knowledgeable workforce, a high-tech workforce, and one that is very, very safe.” An additional bonus for private companies is that by entering into a partnership with AMC, they may be able to avoid many of the burdens and regulatory requirements that have already been met: AMC facilities are already secure, in compliance with Occupational Safety and Health Administration regulations, and in many cases, already hold the often difficult-to-obtain hazardous waste permits commonly associated with depot and munitions work.

Sustaining the Strength of the Nation

Getting Started Given all these potential advantages, a partnership relationship with an AMC installation may seem like a good idea regardless of circumstances – but as Mark Morrison, director of industrial base and infrastructure planning at AMC headquarters, pointed out, a potential partner should take care: Early enthusiasm can sometimes obscure a deeper understanding of the work that needs to be done beforehand. “I’ve had a lot of discussions with companies,” Morrison said, “and they come to me and say, ‘I want to partner. I want to leverage some of that government money.’ And my answer back is: ‘OK, what’s your core competency and what are you bringing to the table?’ It’s got to be a win-win for both of us. They really have to help themselves to help us by being able to think through: What’s their wheelhouse? What’s their core competency? What are they bringing to the Army?” Some of the questions AMC recommends asking before reaching out to form a partnership include: • Do I understand what a P3 is and how it differs from a traditional defense contract? • What is the long-term goal that motivates me to partner with the government? • What product or service do I provide that might be conducive to, and benefit from, partnering? • What benefit would the government derive from a partnership with my company? • Do I understand the legal, regulatory, and policy constraints that make partnering with the government different from partnering with a private company? • What agreements are necessary to establish a P3? Once those questions are answered – and a potential partner decides to pursue partnership – AMC outlines three simple steps: • Step 1: Determine the type of partnership agreement that’s most appropriate for you: direct sale/purchase of a product or service; leasing facilities or equipment; or working collaboratively in a teaming or work-sharing environment. • Step 2: Determine which AMC installation suits your needs. AMC offers a detailed overview of the capabilities of each of its installations in its Metal Book, available online. This is probably the easiest way to obtain information, but it’s not the only way: Requests for information can be emailed to AMC headquarters at usarmy.redstone. usamc.mbx.partnership@mail.mil; and written inquiries can be sent to: HQ, Army Materiel Command, DCS G3/4 (AMCOL-IB) 4400 Martin Road Redstone Arsenal AL 35898 According to Dwyer, this step – matching your own needs with the capabilities of a particular AMC installation – is probably the most important, enough so that he

AMC photo

A worker at the Lake City Army Ammunition Plant (LCAAP) inspects small-caliber rounds. LCAAP is a U.S. government-owned, contractor-operated facility where munitions are manufactured and tested.

recommends calling AMC Headquarters directly if a potential partner is uncertain. “Give us a call, tell us what you want to do, and then here at the headquarters, we’ll recommend you to which sites you need to go to, or we’ll set up and facilitate the meeting.” The P3 program manager’s direct telephone number is (256) 450-7128. • Step 3: Contact the Business Development Office (BDO) at the installation of interest. “Companies are also authorized,” Dwyer said, “to call down to the depot commander, or arsenal commander, or the ammo plant commander and open discussions at that level too.”

Sustaining the Strength of the Nation

Contact information for each AMC installation is available online and in the Metal Book. If the idea of doing something different – of entering into a new kind of business relationship, with a new kind of government partner – seems overwhelming or unfamiliar, Dwyer pointed out that it’s easier than ever to partner with AMC. “We want to let industry and the civilian sector know that we are truly open for business,” he said. “And there are very, very few hurdles and constraints that will make us say no. We’re willing to look at the entire continuum of partnerships – and I know there’s a way we can say yes to most questions.”

AMC’s Chief Technology Office BY CRAIG COLLINS

Gen. Dennis L. Via, commanding general of the U.S. Army Materiel Command (AMC), has described the Army’s integrated science and technology (S&T) program as a triad: Overall management is performed by the Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA ALT); the Army Capabilities Integration Center (ARCIC) leads the development of future concepts and capabilities for Soldier requirements for the Army’s Training and Doctrine Command (TRADOC); and AMC provides the capabilities to meet the needs of the future force: an expeditionary force, able to deploy globally and rapidly and to conduct a variety of operations in austere and forbidding locations. AMC’s laboratories and research and development centers comprise about 80 percent of the Army’s S&T capabilities. To provide these cutting-edge capabilities, AMC has formed a network of more than 200 partnerships and agreements worldwide, including research partnerships with academia, small business innovative research agreements, cooperative research and development agreements (CRADAs) with industry, and international agreements with more than two-dozen countries. AMC actively seeks insights into Soldier requirements, working in close alignment with Army Research, Development and Engineering Centers (RDECs), labs and prototype integration facilities and AMC’s S&T advisers consult with forward R&D elements, devel-

oping battlefield-generated requirements from operations within each of the combatant commands. In 2012, to better coordinate and manage this growing effort, AMC created the Chief Technology Office (CTO). The CTO provides AMC with a single authority for its S&T and Research, Development, Test and Evaluation (RDT&E) operations. The new office also provides oversight for ASA ALT and other Army commands, ensuring that AMC’s S&T activities and investment strategies are aligned with Department of Defense (DOD) and Army priorities. Via has referred to the CTO as a “synchronization agent,” overseeing research, development and integration of technologies; the office also serves as a vanguard, setting the strategic direction for a range of sophisticated products and services to the Army, joint forces and U.S. allies. Innovative technologies developed through AMC’s S&T network include every solution imaginable – and several previously unimaginable – to fulfill the future Soldier’s mission requirements: weapons systems, communications and navigation technologies, Soldier protection and mobility concepts, power supply, robotics, sensors and even foods. While varied, the solutions in this portfolio are aimed at the same goal: To increase the effectiveness, health and reliability of the Warfighter, and to maintain and extend his or her technical advantage over an adversary.

Sustaining the Strength of the Nation

AMC photo

Chief Technology Officer Patrick J. O’Neill was appointed to the Senior Executive Service in March 2011. He assumed the role of Acting Chief Technology Officer at the Army Materiel Command on Sept. 29, 2014. Previously, he was the technical director of the U.S. Army Materiel Systems Analysis Activity, Aberdeen Proving Ground, Maryland. As technical director, he was responsible for overseeing the entire Technical Program performed by approximately 325 analysts within AMSAA. Under his leadership, AMSAA conducted analyses across the Materiel Lifecycle to inform critical decisions for current and future Warfighter needs. O’Neill ensured that high quality analytic products were produced to support senior decision making in five core competency areas: materiel performance and effectiveness analysis, logistics analysis, field data collection, certified performance data development, and the Joint Technical Coordinating Group for Munitions Effectiveness. He was AMSAA’s senior technical representative on key technical and programmatic forums within the Army, Office of the Secretary of Defense, and the national defense community. O’Neill served as the acting director, U.S. Army Materiel Systems Analysis Activity from November 2012 to July 2013. As acting director, he oversaw a multi-disciplined workforce of over 325 analysts, engineers, mathematicians, and scientists that provide lifecycle materiel/ logistics systems analysis to support the Army Materiel Command and senior decision makers across the Army. In addition, he was responsible for the oversight of the DOD’s Joint Technical Coordinating Group for Munitions Effectiveness and for developing/providing joint service-approved methodology, Modeling and Simulation, data and analysis for all service systems. From March 2011 to November 2012, O’Neill served as the technical director, U.S. Army Materiel Systems Analysis Activity. Prior to this appointment, he served in various leadership positions as the Chief, C4ISR, Mobility, and CBRN Analysis Division; chief, Combat Support Analysis Division; chief, C4ISR/ Mobility Branch; chief, Acquisition Support Analysis Branch/ Reliability and Engineering Branch, Logistics Analysis Division; chief, Command and Control Section; chief, Weapon Systems Integration Section, Combat Support Division; chief, Theater Area Air Defense Section, Air Warfare Division; chief, Aircraft Systems Evaluation Branch, Air Warfare Division; chief, Air Defense Evaluation Branch, Air Warfare Division. He served on MSE SSEB at Fort Monmouth, New Jersey. He served as an analyst at HQDA G-4 during Operation Desert Storm. He also served as chief, Projects Division, at the Joint Program Office for Test and Evaluation, Andrews AFB. O’Neill holds a Master of Science, National Resource Strategy from the Industrial College of the Armed Forces; an MS, computer science from Johns Hopkins University; and a bachelor’s, mathematics and computer science (double major) from Loyola

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University. He graduated No. 1 in class, with cumulative 4.0 GPA. He was the first student ever to graduate from Loyola with a 4.0 since institution of numerical grade scoring system circa 1954. O’Neill has published numerous AMSAA Technical Reports and presented numerous papers in national and international Operations Research and military forums.

Q&A: Patrick J. O’Neill

As AMC’s Chief Technology Officer and leader of all aspects of AMC’s S&T development, where do you see the strategic direction of AMC going in terms of cutting-edge technology? The future will be about our ability to continuously innovate new technologies while shortening the development cycles to provide the Warfighter with faster, lighter, fuel efficient and more lethal capabilities to stay ahead of the changing threats. The challenges the Army faces, especially with the continued competition for resources, will be daunting. Our chief of staff, Gen. [Raymond T.] Odierno, characterized it well by describing that the “velocity of instability is increasing, protecting technology is very critical.” Everything about how the Army designs, develops, and executes will be critical; however, the Army has the brightest scientists and engineers in the world, and will find a way to accommodate the future operational needs of the force. It is all about the Soldier.

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Don Lee works on helmet technology as a project engineer at the Natick Soldier Research, Development and Engineering Center. Lee said that research into traumatic brain injury, or TBI, has brought together the military, the sports industry, and academia.

How will the Army’s shift out of Afghanistan affect opportunities to partner with AMC for S&T development? Are there any particular kinds of opportunities you imagine will either increase or decrease?

Photo by Jon Connor, ASC Public Affairs

The Army, regardless of conflicts (like Afghanistan) must collaborate with industry and academia. We are focused on thinking collectively about the Army and AMC’s future. In addition to an operational shift, the Army is experiencing an environmental shift. We are in an environment that is being shaped by the globalization of technology, the presence of novel and adaptive adversaries, and the expansion of nontraditional missions to include disaster relief and humanitarian efforts. As we look ahead, it will be important to keep these areas in mind as new opportunities come our way. Are there any developing/future projects you can discuss for which industry might be interested in collaborating with the Army? Uncovering some of the most game-changing uses of technology will be critical and ongoing. Some of the key technology areas are discussed in the “Army Operating Concept.” The U.S. military must maintain its superiority and the question we have to ask ourselves is how we do this when some of the most game-changing innovations

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will come from the commercial sector and will be widely available to everyone. Companies with innovative technologies are encouraged to collaborate with the Army, and find events to showcase their technologies. Can you discuss or describe some partnerships that have provided an industry benefit from Army Science? Army scientists and engineers have throughout history provided a benefit to society. Often, technologies share common applications in both tactical and civilian applications. A prime example is the concussion detection technology, developed by the Army and the National Football League. This technology helps identify the possible risk of traumatic brain injury. 3-D printing holds significant capabilities for industry and Soldiers. Over the past many years, 3-D printing has been adopted by industry as an enabler for the next generation of products and systems. To maintain dominance in light of a future of unknown and often rapid changes, the Army must posture itself to proactively innovate; to efficiently identify technologies; to develop solutions; and to deliver capabilities to the Force. 3-D printing is a great example of those efforts, and it offers incredible potential.

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ways to work with the cto Technology transfer is a process where federal government technologies and products developed are provided to potential users in a manner that encourages and accelerates their commercial applications. These include CRADAs and PLAs, explained below, as well as Technology Support Agreements, Facilities Use Agreements and Cooperative Agreements/Bailment. Cooperative Research and Development Agreement (CRADA) CRADAs are simple, flexible, and powerful legal agreements between federal and non-federal parties to collaborate on a common objective. • Share/exchange personnel, equipment, facilities, other resources but no direct Federal funding. • Not subject to Federal Acquisition Regulations or the Competition in Contracting Act. • Trade secret information protected from the Freedom of Information Act. Patent License Agreement (PLA) PLAs license commercial companies to commercially exploit patented government-developed technology. • The government retains the rights to use the technology for government purposes. • Royalty fees, legal rights, and other terms and conditions on the use of the technology are negotiated by the company and the government laboratory. • PLAs can be exclusive, partially exclusive, or non-exclusive. Test Service Agreement (TSA) CTO’s seven centers provide testing services to private industry, offering low-cost services, unique testing facilities, highly rated and experienced staff, state-of-the-art equipment, test plan development, data analysis, and report preparation. Memorandum of Agreement (MOA) Memoranda define general areas of conditional agreement between two or more parties. MOAs may establish responsibilities for providing recurring reimbursable support. Interagency Agreement (IAA) An IAA is the legal instrument used for an interagency exchange of funds for goods/services between federal agencies. Educational Partnership Agreements (EPA) An Educational Partnership Agreement may be entered into by the AMC Laboratory with a not-for-profit, university, or a local education agency. The EPA is entered into under the authority of Public Law 101-510, Nov. 5, 1990, Section 2194 of Title 10, United States Code. Under an EPA arrangement, a government laboratory may loan/transfer equipment determined to be surplus. The goal of an EPA is to encourage and enhance the study of the scientific disciplines at all levels of education.

U.S. ARMY MATERIEL COMMAND HEADQUARTERS The U.S. Army Materiel Command (AMC) is the Army’s premier provider of materiel readiness – technology, acquisition support, materiel development, logistics power projection, and sustainment – to the total force, across the spectrum of joint military operations. The command’s complex missions range from development of sophisticated weapons systems and cutting-edge research, to maintenance and distribution of spare parts. AMC operates the research, development and engineering centers; Army Research Laboratory; depots, arsenals and ammunition plants; and maintains the Army’s Prepositioned Stocks, both on land and afloat. The command is the Department of Defense (DOD) Executive Agent for the chemical weapons stockpile and for conventional ammunition. To develop, buy, and maintain materiel for the Army, AMC works closely with Program Executive Officers, the Army acquisition executive, industry, academia, and other related agencies. AMC also handles the majority of the Army’s contracting including a full range of contracting services for deployed units and installation-level services, supplies, and common-use information technology hardware and software. With the only contingency contracting capability in DOD, AMC accounts for 70 percent of the Army’s contract dollars. The command leads, manages, and operates the Army’s Organic Industrial Base (OIB). Consisting of more than 20 one-of-a-kind facilities, the OIB overhauls, modernizes, and upgrades major weapons systems – not just making them like new, but inserting technology to make them better and more reliable. The OIB manufactures and resets our Army’s equipment, generating readiness in our formations. AMC is regionally aligned and globally responsive, providing assets through a team of teams that includes Army Field Support Brigades, Contracting Support Brigades, Transportation Brigades, and Field Assistance Science and Technology Teams, all of which identify and resolve equipment and maintenance problems, and materiel readiness issues for combatant commands. The command handles diverse missions that reach far beyond the Army. For example, AMC manages the

multibillion-dollar business of selling Army equipment and services to partner nations and allies of the United States, and negotiates and implements agreements for coproduction of U.S. weapons systems by foreign nations. AMC includes global transportation experts who provide the Warfighter with a single surface distribution provider for adaptive solutions that deliver capability and sustainment on time. The AMC Science and Technology program develops, integrates and sustains unique science, technology, and engineering solutions to ensure the Army and joint forces have a competitive advantage. AMC is on the front lines of modernization, innovation, and transformation. Headquartered at Redstone Arsenal, Alabama, AMC impacts or has a presence in all 50 states and 145 nations across the globe. The command’s 65,000-strong workforce includes dedicated military and civilian employees, many with highly developed specialties in weapons development, manufacturing, and logistics. AMC is the premier provider of Army and Joint readiness to sustain the strength of the nation. From research and development to contracting, acquisition and manufacturing, from supply and distribution to sustainment and resale, AMC

U.S. Army Materiel Command 4400 Martin Road Redstone Arsenal, AL 35898 www.army.mil/amc

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Doug LaFon; U.S. Army photo Photo by John B. Snyder

CLOCKWISE FROM TOP LEFT: The U.S. Army Research Laboratory, or ARL, is a leader in protecting and defending defense networks. In 2013, ARL established a collaborative research alliance to explore the basic foundations of cyber science issues in context of Army networks. ARL is part of the U.S. Army Research, Development and Engineering Command (RDECOM), which is a major subordinate command of the U.S. Army Materiel Command. • When the Watervliet Arsenal, New York, was established in 1813, it was used to provide equipment to U.S. Soldiers during the War of 1812. Today, the arsenal provides equipment such as these two tank cannon barrels that are awaiting the next machining operation. • An AMCOM logistics assistance representative (LAR) works with a combat aviation brigade. AMCOM LARs achieve cost savings with their supported units by maintenance engineering calls that authorize depot-level work to be completed in theater and eliminate the need to return aircraft to a source of repair in the United States and by providing training to units to enable them to better maintain their aircraft.

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touches every phase of the materiel life cycle. AMC, as the Army’s Lead Materiel Integrator, commands the global supply chain by delivering materiel readiness to our joint forces worldwide. AMC Major Subordinate Commands • Army Contracting Command at Redstone Arsenal, Alabama • Army Sustainment Command at Rock Island Arsenal, Illinois • Aviation and Missile Life Cycle Management Command at Redstone Arsenal, Alabama • Communications-Electronics Life Cycle Management

Sustaining the Strength of the Nation

Command at Aberdeen Proving Ground, Maryland • Joint Munitions and Lethality Life Cycle Management Command at Picatinny Arsenal, New Jersey • Joint Munitions Command at Rock Island Arsenal, Illinois • Military Surface Deployment and Distribution Command at Scott Air Force Base, Illinois • Research, Development and Engineering Command at Aberdeen Proving Ground, Maryland • TACOM Life Cycle Management Command at Warren, Michigan • U.S. Army Security Assistance Command at Redstone Arsenal, Alabama

U.S. ARMY CONTRACTING COMMAND Headquartered at Redstone Arsenal in Alabama, ACC is a two-star command with two subordinate one-star commands – the Expeditionary Contracting Command ([ECC] for locations outside the continental United States) and the Mission and Installation Contracting Command ([MICC] for locations inside the continental United States) – and five major contracting centers that provide support to AMC’s life cycle management commands. These centers also provide contracting support to several program executive offices and program managers supporting the U.S. Army’s major acquisition programs. From food and clothing to bullets and bombs; from tanks and trucks to boats and aircraft; from their weapons to the installations where they work and live with their families, ACC ensures U.S. Soldiers have what they need to be successful. As the Army’s principal buying agent, ACC offers the contracting expertise of some of the best-trained people in the Army, ready to support the warfighter while ensuring responsible stewardship of taxpayers’ funds. ACC ensures contracting support to the Soldier as mission requirements emerge and as the Army transforms and operates within the continental United States and throughout the globe. An international business enterprise, the command executed more than 170,000 contracts in fiscal year 2014 valued at more than $50 billion, which is equal to 67percent of the Army’s contract dollars and 11 percent of the total dollars spent on contracts by the entire federal government. ACC accomplishes this with more than 6,000 military and civilian employees at more than 100 locations worldwide. The ECC provides effective and agile contracting service across the full spectrum of military operations for U.S. Army Service Component Commanders in support of Army and joint operations as well as to other defense organizations at locations outside the continental United States.

U.S. Marine Lt. Col. Doug Woodhams (left); U.S. Army Sgt. Bromley (center), U.S. Africa Command (AFRICOM); and Liberian armed forces Capt. Abraham Karmara (right) discuss construction details with a Liberian contractor about an Ebola treatment unit near Barclayville, Liberia. The U.S. Agency for International Development was the lead U.S. government organization for Operation United Assistance. AFRICOM was supporting the effort by providing command and control, logistics, training, and engineering assets to contain the Ebola virus outbreak in West Africa nations.

Sustaining the Strength of the Nation

U.S. Army AFRICOM photo by Pfc. Craig Philbrick

A subordinate command of the U.S. Army Materiel Command, the U.S. Army Contracting Command (ACC) provides the Army with worldwide support by acquiring equipment, supplies and services vital to Soldiers’ mission and well-being.

ECC accomplishes this vital mission through nine contracting support brigades, 17 contracting battalions, and 108 contracting teams throughout the world. In fiscal 2014 ECC completed more than 29,000 contracting actions valued at more than $1.74 billion. In 2015, ECC is deploying a CSB and two CBns to support Operation Freedom’s Sentinel in Afghanistan and the transition of the contracting mission from the U.S. Central Command Joint Theater Support Contracting Command to the Army as the Lead Service for Contracting. The MICC provides contracting support for the Soldier across Army commands, installations, and activities located throughout the continental United States and Puerto Rico. Its customers include the U.S. Army Installation Management Command, U.S. Army Forces Command, U.S. Army Training and Doctrine Command, U.S. Army North, U.S. Army Reserve Command, and U.S. Army Medical Command. The MICC consists of a field directorate office and 32 field offices. In fiscal 2014, the command executed more than 37,000 contract actions worth almost $5.6 billion, including more than $2.4 billion to small businesses. With a wealth of contracting expertise, ACC professionals are dedicated to providing the highest quality of contracting support to all of their customers, whenever and wherever needed. A combat multiplier, the Army Contracting Command is doing its part to keep the Army strong. If a Soldier needs it, ACC buys it.

Headquarters’ Locations: • ACC Headquarters, Redstone Arsenal, Alabama • ECC Headquarters, Redstone Arsenal, Alabama • MICC Headquarters, Joint Base San Antonio, Texas Major Contracting Center Locations: • ACC-Aberdeen Proving Ground, Maryland • ACC-New Jersey, Picatinny Arsenal, New Jersey • ACC-Redstone, Alabama • ACC-Rock Island, Illinois • ACC-Warren, Michigan

U.S. Army Contracting Command ATTN: Constance Jones-Hambrick 3334A Wells Road Redstone Arsenal, AL 35898 (256) 955-5402 constance.a.jones12.civ@mail.mil

U.S. ARMY EXPEDITIONARY CONTRACTING COMMAND The U.S. Army Expeditionary Contracting Command (ECC) is a subordinate command of the U.S. Army Contracting Command (ACC). ECC Soldiers, civilians, and contractors provide the Army with effective and agile contracting support for U.S. Army service component commanders in support of Army, joint, and installation operations outside the Continental United States. The command’s responsive, worldwide contracting support acquires equipment, supplies and services vital to Soldiers’ missions and well-being. ECC is headquartered at Redstone Arsenal, Alabama. It is a one-star command comprised of nine contracting support brigades, 17 contracting battalions, and 108 contracting teams that provide expeditionary contracting support to Army and joint forces. ECC utilizes best practices and expert-level oversight to provide warfighters with premier contracting support. It accomplishes its global operational missions with a professional workforce of more than 1,000 military and 800 civilians, foreign local nationals, and contractors in service at more than 30 locations worldwide. ECC provides direct support across the full spectrum of military operations to Army and joint Warfighters and Department of Defense organizations around the globe. The Soldiers and civilians of ECC also provide contracting support to activities and organizations supporting Soldiers and their families stationed overseas on U.S. Army garrisons – assisting in keeping America’s Soldiers and their families ready and resilient. ECC supports approximately 180 expeditionary missions in 52 countries each year. In fiscal year 2014, ECC completed more than 29,000 contracting actions valued at more than $1.74 billion – providing effectsbased contracting to its global customer base. A combat multiplier, ECC’s unique command structure maintains the capability to deploy anywhere in the world on short notice to provide operational contract support planning, contract policy and oversight, contract execution, contract administration, and contract surveillance in support

of deployed forces. When designated as the lead service for contracting, ECC can deploy its headquarters mission command capability to establish a Joint Theater Support Contracting Command. In 2015, ECC is deploying a CSB and two CBns to support Operation Freedom’s Sentinel in Afghanistan and the transition of the contracting mission from the U.S. Central Command Joint Theater Support Contracting Command to the Army as the lead service for contracting. With a wealth of contracting expertise, ECC professionals are dedicated to providing the highest quality contracting support to all of its customers, whenever and wherever needed. The responsive contracting solutions and oversight provided by the command serves as a force multiplier for keeping the Army capable and ready for any mission requirement. ECC executes mission command for seven contracting support brigades aligned to support Army service component commands: the 408th CSB (U.S. Army Central), 409th CSB (U.S. Army Europe), 410th CSB (U.S. Army South), 411th CSB (U.S. Forces Korea), 412th CSB (U.S. Army North), 413th CSB (U.S. Army Pacific), and 414th CSB (U.S. Army Africa). Two more CSBs, the 418th and 419th, are in direct support to III Corps and XVIII Airborne Corps, respectively. Additionally, ECC executes direct mission command of the 905th Contracting Battalion, Fort Bragg, North Carolina, providing direct support to U.S. Army Special Operations Command. Headquarters • ECC Headquarters, Redstone Arsenal, Alabama Contracting Support Brigades • 408th Contracting Support Brigade, Shaw Air Force Base, South Carolina • Two contracting teams • 409th Contracting Support Brigade, Kaiserslautern, Germany

Sustaining the Strength of the Nation

U.S. Army Africa Command (AFRICOM) Sgt. Maj. Jeffery Stitzel talks with armed forces of Liberia engineers as they work on building an Ebola treatment unit (ETU) in Tubmanburg, Liberia. The ETU provided treatment to those stricken with Ebola in the surrounding area.

• 903rd Contracting Battalion, Kaiserslautern, Germany • 928th Contracting Battalion, Grafenwoehr, Germany • Nine contracting teams • 410th Contracting Support Brigade, Joint Base San Antonio-Fort Sam Houston, Texas • 916th Contracting Battalion, Joint Base San Antonio, Texas • Six contracting teams • 411th Contracting Support Brigade, Camp Coiner, Korea • 906th Contracting Battalion, Camp Coiner, Korea • Six contracting teams • 413th Contracting Support Brigade, Fort Shafter, Hawaii • Seven contracting teams • 414th Contracting Support Brigade, Vicenza, Italy • Four contracting teams

U.S. Army photo by Sgt. 1st Class Will Patterson

One Direct Report Battalion: •9 05th Contracting Battalion, Fort Bragg, North Carolina • One contracting team ECC contracting units integrated into stateside operations: • 412th Contracting Support Brigade, Joint Base San Antonio-Fort Sam Houston • 904th Contracting Battalion, Fort Knox, Kentucky • Six contracting teams • 418th Contracting Support Brigade, Fort Hood, Texas • 901st Contracting Battalion, Fort Hood, Texas • 902nd Contracting Battalion, Joint Base LewisMcChord, Washington

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• 918th Contracting Battalion, Fort Carson, Colorado • 919th Contracting Battalion, Fort Bliss, Texas • 16 contracting teams • 419th Contracting Support Brigade, Fort Bragg, North Carolina • 900th Contracting Battalion, Fort Bragg, North Carolina • 922nd Contracting Battalion, Fort Campbell, Kentucky • 925th Contracting Battalion, Fort Drum, New York • Fourteen contracting teams • 926th Contracting Battalion under ACC-Aberdeen Proving Ground, Maryland • Four contracting teams • Four contracting teams under ACC-New Jersey, Picatinny Arsenal • 921st Contracting Battalion under ACC-Redstone, Alabama • Four contracting teams • 920th Contingency Contracting Battalion under ACC-Rock Island, Illinois • Four contracting teams • 923rd Contingency Contracting Battalion under ACC-Warren, Michigan • Four contracting teams • Sixteen contracting teams under the Field Directorate Office at Joint Base Langley-Eustis, Virginia, part of Mission and Installation Contracting Command • Three contracting teams under MICC-Fort Belvoir, Virginia

U.S. ARMY MISSION AND INSTALLATION CONTRACTING COMMAND The U.S. Army Mission and Installation Contracting Command (MICC) is a major subordinate command of the U.S. Army Contracting Command (ACC). MICC Soldiers, civilians, and contractors support Soldiers and their families in the continental United States and Puerto Rico by providing Army commands, installations, and activities with responsive contracting solutions and oversight. The MICC is headquartered at Joint Base San Antonio-Fort Sam Houston, Texas. The MICC is a one-star command made up of more than 1,600 military and civilian members assigned to three contracting support brigades, one field directorate office, and 32 field offices that provide contracting support across the Army. The MICC supports the Warfighter by acquiring equipment, supplies and services vital to the U.S. Army mission and wellbeing of Soldiers and their families. The command also supports the Army’s contingency and wartime missions by rapidly deploying trained and ready contingency contracting Soldiers around the world to procure goods and services in austere environments. MICC contracted services and supplies touch virtually every Soldier in the Army – from facility support services, commercial and institutional building construction, administrative and general management consulting services to wired telecommunication and engineering services, contracted food services and advertising – the MICC ensures America’s Soldiers and their families have what they need to be ready and resilient. The MICC is charged with managing the most effective acquisition solutions to meet the needs of its customers and military partners and overseeing contract performance. It focuses its resources and expertise on the timely award of contracted solutions and power of savings to meet mission needs as military leaders transform the Army following many years at war. Two contracting support brigades were activated and attached to the MICC in 2013 as part of the integration of Soldiers with contracting centers and offices throughout ACC and MICC. The 419th Contracting Support Brigade was activated in June 2013 at Fort Bragg, North Carolina, and 418th CSB in July 2013 at Fort Hood, Texas. The 412th CSB at JBSA-Fort Sam Houston,

Texas was attached to the MICC in June 2013. The attachment of these units enhances installation and operational contracting support to Army commands. The MICC’s primary supported activities include the U.S. Army Forces Command, U.S. Army Training and Doctrine Command, U.S. Army North, U.S. Army Installation Management Command, U.S. Army Test and Evaluation Command, U.S. Army Reserve Command, U.S. Army Military District of Washington, U.S. Army Medical Command, and the U.S. Military Academy. In fiscal 2014, the command executed more than 37,000 contract actions valued at more than $5.6 billion across the Army, including more than $2.4 billion to small businesses. The command also managed more than 633,000 Government Purchase Card Program transactions valued at an additional $783 million. With a wealth of contracting expertise, MICC professionals are dedicated to providing the highest quality of contracting support to all of their customers, whenever and wherever needed. The responsive contracting solutions and oversight provided by the Mission and Installation Contracting Command serves as a force multiplier for keeping the Army strong. Headquarters • MICC Headquarters, Joint Base San Antonio-Fort Sam Houston, Texas Contracting Support Brigades, Field Directorate Offices, and Subordinate Activities • 419th Contracting Support Brigade, Fort Bragg, North Carolina • MICC-Fort Belvoir, Virginia • MICC-Fort Bragg, North Carolina • MICC-Fort Campbell, Kentucky • MICC-Fort Drum, New York • MICC-Fort Polk, Louisiana • MICC-Fort Stewart, Georgia • 418th Contracting Support Brigade, Fort Hood, Texas • MICC-Fort Bliss, Texas • MICC-Dugway Proving Ground, Utah • MICC-Fort Irwin, California

Sustaining the Strength of the Nation

ACC MICC photo

Uniformed and civilian operational contract support professionals from the Mission and Installation Contracting Command ensure the needs of Soldiers and their families are met through disciplined and responsive contracting solutions and oversight.

• MICC-Fort Hood, Texas • MICC-Fort Carson, Colorado • MICC-Fort Riley, Kansas • MICC-White Sands Missile Range, New Mexico • MICC-Yuma Proving Ground, Arizona • MICC-Joint Base Lewis-McChord, Washington • 412th Contracting Support Brigade, Joint Base San Antonio-Fort Sam Houston, Texas • MICC-Joint Base San Antonio-Fort Sam Houston, Texas • MICC-Fort Buchanan, Puerto Rico • MICC-Fort Jackson, South Carolina • MICC-Fort Knox, Kentucky • MICC-Fort McCoy, Wisonsin

Sustaining the Strength of the Nation

• MICC-Moffett Field, California • FDO-Fort Eustis, Joint Base Langley-Eustis, Virginia • MICC-Carlisle Barracks, Pennsylvania • MICC-Fort Benning, Georgia • MICC-Fort Eustis, Joint Base Langley-Eustis, Virginia • MICC-Fort Gordon, Georgia • MICC-Fort Leavenworth, Kansas • MICC-Fort Lee, Virginia • MICC-Fort Leonard Wood, Missouri • MICC-Fort Rucker, Alabama • MICC-Fort Sill, Oklahoma • MICC-Presidio of Monterey, California • MICC-West Point, New York

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ACC-APG photo

ARMY CONTRACTING COMMAND-ABERDEEN PROVING GROUND As one of the five contracting centers of the Army Contracting Command (ACC), ACC-Aberdeen Proving Ground (ACC-APG) provides responsive, efficient, cost-effective, and compliant contracts and business solutions to ensure customer mission success in support of national defense and homeland security. Headquartered at Aberdeen Proving Ground, Maryland, ACC-APG provides comprehensive contracting and business advisory support to a diverse customer base. Through this customer support, ACC-APG provides sustained expertise in all areas of contracting including research and development, production and testing, installation and base operations, systems and system support, depot-level maintenance, fielding and sustaining Army weapon systems, foreign military sales, grants, cooperative agreements and other transactions. The nature of these acquisitions consists of a wide range of products and services to include state-of-the-art technology and complex weapon systems. The mission support services provided by ACC-APG are crucial to equip the Soldier with the latest technology, goods and services, on time and at a reasonable cost. ACC-APG contributes to the mission of its customers through six major competency areas: • Research and development • Command, control, communications, computers, intelligence, surveillance, and reconnaissance • Cybersecurity • Test and evaluation • Chemical and biological defense • Soldier protection ACC-APG’s executive director and staff are located in northern Maryland at APG. Although this contracting center was officially stood up in 2008 with the activation of the Army Contracting Command, Army contracting has experienced a proud history of bringing critical procurement support to APG since 1917. ACC-APG is comprised of 14 contracting divisions with two directorates providing oversight: Soldier, Chemical Research and Test Directorate and the Command Control, Communi-

Sustaining the Strength of the Nation

The blimp-looking Persistent Threat Detection System is a large aerostat tethered to a mooring platform, which is accompanied by a Ground Control Station. The system is equipped with both visual and audio surveillance technology.

cations, Computers, Directorate. There are eight contracting divisions located at APG and six geographically dispersed contracting divisions located at: • Adelphi, Maryland • Natick, Massachusetts • Research Triangle Park, North Carolina • Tobyhanna, Pennsylvania • Fort Belvoir, Virginia • Fort Huachuca, Arizona Collectively, the divisions awarded nearly 36,000 contracts in fiscal year 2014 valued at more than $12 billion. ACCAPG provides customers with contracting expertise from an employee base of approximately 800 assigned contracting professionals comprised of 99 percent civilian employees. The military and civilian personnel embody ACC-APG’s vision to be a premier contracting center viewed by its customers as superior and recognized throughout Department of Defense as “best in class.”

ARMY CONTRACTING COMMAND-NEW JERSEY Army Contracting Command-New Jersey (ACC-NJ) plans, directs, controls, manages, and executes the full spectrum of contracting, acquisition support, and business advisory services in support of major weapons, armaments, ammunition systems, information technology, and enterprise systems for customer organizations. ACC-NJ is a regional contracting activity supporting the customer community from both Fort Dix and Picatinny locations. ACC-NJ established initial operational capability on Oct. 1, 2011, after ACC-Picatinny expanded to include the ACC contracting activity at Fort Dix. ACC-NJ became fully operational in July 2012. The Joint Munitions and Lethality Life Cycle Management Command (JM&L LCMC) was established on Nov. 30, 2006, as an Army Materiel Command major subordinate command. The JM&L LCMC Acquisition Center, currently known as ACCNJ, was established as an independent contracting activity vested with full command authorities and responsibilities. The center’s execution authority emanates through the head of the contracting activity and the principal assistant responsible for contracting. ACC-NJ consists of nine customer-aligned work teams to foster a strategy of “customer intimacy” and eliminate the appearance of a hierarchy structure. The work teams’ focus is primarily the contracting functions, but many teams also specialize in other organization purposes such as process management, pricing, performance risk assessments, and business/industrial specialties. Additionally, ACC-NJ has two contingency contracting teams co-located at the Picatinny location as well as two at the Fort Dix location. The teams are integrated within the centers and are receiving training and contracting experience necessary to support the contingency operations. ACC-NJ operations activity includes financial management, training support, systems support, and workload/business metric tracking. ACC-NJ utilizes the full spectrum of contract types and contract instruments to execute its mission in support of customers inclusive of firm fixed price and cost reimbursement

contracts, grants, cooperative agreements, and other transactions. The objective of ACC-NJ is to further enhance the contracting capability at Fort Dix, improve effective and efficient customer support, enhance workload distribution, and more effectively retain experienced acquisition workforce personnel across ACC. Major customers include: • PEO for Ammunition • Armaments Research, Development and Engineering Center • PEO for Ground Combat Systems • PEO for Soldier • PEO for Special Operations Forces Warrior • PEO for Enterprise Information Systems • PEO for Command, Control, and Communications-Tactical (C3T) • Army Cyber Command • U.S. Army Logistics Innovation Agency • Army Reserve ACC-NJ gauges its achievements with the recognized success of its customers. ACC-NJ associates, as a critical component of the Picatinny and Army community, have shared in the honors. Specific programs/teams recently selected for outstanding contributions include: • 120 mm Accelerated Precision Mortar Initiative Cartridge; M2A1 .50-caliber machine gun; M982 Excalibur Increment 1a-2, 155 mm Extended Range Precision Guided Projectile; and the Precision Lightweight Universal Mortar Setter System Teams were recognized as part of the U.S. Army Greatest Inventions of 2011 • The Project Manager Combat Ammunition Systems Team received the 2012 David Packard Excellence in Acquisition Award • ACC-NJ’s NCMA Chapter president was the recipient of the Albert Berger Outstanding Chapter Leadership Award

Sustaining the Strength of the Nation

Photo by Capt. Chris Miano, 2/8 FA

• ACC-NJ personnel were awarded the Commander’s Award for Civilian Service for Outstanding Price Analyst and Outstanding Procurement Analyst In addition to the outstanding contributions already stated, ACC-NJ has been designated by ACC Headquarters to oversee a nationwide Credit Card Program in support of ACC customers across the enterprise. ACC-NJ has also partnered with the Program Executive Office for Ammunition and the Program Manager for Soldier Weapons to create a Smart Buyer Program. This program combines formal training and on-the-job experience in a comprehensive manner to further develop highly qualified contract specialists into becoming a “Smarter Buyer” within program management and contracting. This rotation provides an opportunity for ACC-NJ personnel to gain a better understanding of the user, requirements, markets, proposals, cost and price principles, competition, and the role of small business while also building relationships and enhancing career development.

Soldiers with 1st Platoon, C Battery, 2nd Battalion, 8th Field Artillery, fire the M777 howitzer in Uruzgan province, Afghanistan.

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ARMY CONTRACTING COMMAND-REDSTONE A subordinate command of the U.S. Army Contracting Command (ACC), ACC-Redstone’s (ACC-RSA) civilians and Soldiers support Soldiers worldwide by contracting for major weapon system production and services vital to U.S. Soldiers’ mission and well-being. ACC-RSA, located at Redstone Arsenal, Alabama, is a major contracting center that provides support to the U.S. Army Materiel Command; Aviation and Missile Command; Program Executive Office (PEO) Missile and Space; PEO Aviation; Aviation and Missile Research, Development and Engineering Center, Redstone Arsenal-Garrison; Test, Measurement, and Diagnostic Equipment Activity; Space and Missile Defense Command; and Department of Defense Counter Narco-Terrorism Program Office. ACC-RSA also provides contracting support to several other program executive offices and program managers supporting the U.S. Army’s major acquisition programs. ACC-RSA’s civilians and Soldiers support warfighters worldwide by contracting for research and development, major weapon system production, sub-systems and services vital to our Soldiers’ mission and well-being. From helicopters to missiles; systems engineering and technical assistance; research and development to technology and engineering; counter-narcotics deterrence; concept development, prototyping and limited production capability; foreign military sales; contingency support; range support; and operational support, ACC-RSA ensures Soldiers have what they need to be successful. ACC-RSA offers the contracting expertise of some of the best-trained people in the Army, ready to support the Soldier while ensuring responsible stewardship of taxpayers’ funds. ACC-RSA ensures contracting support to the Warfighter as mission requirements emerge and as the Army transforms and moves within the continental United States and around the globe.

Sustaining the Strength of the Nation

An AH-64 Apache helicopter in flight.

ACC-RSA awarded more than 20,000 contract actions in fiscal year 2014 valued at more than $17.6 billion. ACCRSA accomplishes this with more than 800 military and civilian personnel. U.S. Army Contracting Command-Redstone Locations • Corpus Christi Army Depot, Texas • Fort Rucker, Alabama • Joint Base Langley-Eustis, Virginia • Kwajalein Atoll, Republic of the Marshall Islands • Letterkenny Army Depot, Pennsylvania • Peterson Air Force Base, Colorado • Redstone Arsenal, Alabama

ARMY CONTRACTING COMMAND-ROCK ISLAND

ACC-Rock Island is organized into three directorates (10 divisions), reflecting its diverse mission set.

facilities, including Anniston, Alabama; Blue Grass, Kentucky; Pueblo, Colorado; and Umatilla, Oregon. ACC-RI also has contracting oversight responsibilities for installation mission support at locations including: Blue Grass Army Depot, Kentucky; Crane Army Ammunition Activity, Indiana; McAlester Army Ammunition Plant, Oklahoma; Pine Bluff Arsenal, Arkansas; and Tooele Army Depot, Utah. ACC-RI also manages personnel at offsite locations supporting the ammunition mission: Hawthorne Army Depot, Nevada; Holston Army Ammunition Plant, Tennessee; Iowa AAP, Iowa; Milan AAP, Tennessee; Lake City AAP, Missouri; Radford AAP, Virginia; and Scranton AAP, Pennsylvania. ACC-RI has trained a cadre of military personnel to deploy on a rotational basis to Kuwait in support of contract administration.

Sustaining the Strength of the Nation

ACC-RI graphic

From the middle of the Mississippi River, the U.S. Army Contracting Command-Rock Island (ACC-RI) provides worldwide procurement support to Soldiers, civilians, and contractors. Located on an historical island in the Mississippi River, the U.S. Army Contracting Command-Rock Island, Illinois, provides worldwide procurement support to Soldiers, civilians and contractors. ACC-RI has the talent and capability to execute and administer contracts in support of Army requirements located at any point around the world. ACC-RI employs more than 600 personnel managing contracts valued at more than $70 billion. ACC-RI provides the full-spectrum of contracting support to a diverse customer base including the U.S. Army Sustainment Command; the Joint Munitions and Lethality Life Cycle Management Command; Joint Manufacturing and Technology Center; Joint Munitions Command; Program Executive Office-Enterprise Information Systems; the Surface Deployment and Distribution Command; Installations Management Command; and the Office of the Program Manager, Saudi Arabian National Guard. ACC-RI provides acquisition support to major customers including: U.S. Army Forces Central Command; U.S. ForcesAfghanistan; U.S. Central Command Joint Theater Support Contracting Command; State Department; Program Executive Office-Ammunition; Department of the Army Chief Information Officer/G-6; U.S. Army Information Technology Agency; Department of the Army/G-4; PEO-Assembled Chemical Weapon Alternatives; PEO-Chemical and Biological Defense; Joint Program Manager-Elimination; Material Management Center; U.S. Marine Forces Central Command; U.S. Air Forces Central Command; U.S. Naval Forces Central Command; Coalition Joint Task Force 101; Office of Security Cooperation-Iraq; International Security Assistance Force; U.S. Army Security Assistance Command; 1st Army; Rock Island Garrison; and Foreign Military Sales. ACC-RI is organized into 10 divisions, reflecting the support it provides to a diverse mission set: Ammunition/Chemical Demilitarization, Installations, Information Technology, SDDC/Pentagon Support, Logistics Civil Augmentation Program, Global Reachback, EAGLE and Sustainment, Business Operations and Contracting Support, Contract Pricing, and Workforce Development. Although ACC-Rock Island is headquartered on Rock Island Arsenal, there are ACC-RI contracting officers and staff members located offsite at chemical demilitarization

ARMY CONTRACTING COMMAND-WARREN

U.S. Army photo

A major contracting center of the U.S. Army Contracting Command (ACC), Army Contracting Command-Warren (ACCWRN) provides global contracting support to Warfighters through the full spectrum of military operations. ACC-WRN is headquartered in Warren, Michigan, and colocated with the TACOM Life Cycle Mangement Command on the Detroit Arsenal. ACC-WRN is one of five major contracting centers under ACC and serves as headquarters for five contracting offices located throughout the United States: • Anniston Army Depot; Anniston, Alabama • Detroit Arsenal • Red River Army Depot; Texarkana, Texas • Sierra Army Depot; Herlong, California • Watervliet Arsenal; Watervliet, New York The center employs 709 associates (including 28 923rd Contracting Battalion Soldiers) and manages more than $138 billion in active contracts. The contracting center executed more than 31,000 contract actions obligating $5 billion in fiscal year 2014. ACC-WRN is customer focused with goals related to customer satisfaction, contracting excellence, workforce and leadership development, and improving business processes. Major customers include: • Program Executive Office (PEO) Ground Combat Systems • PEO Combat Support and Combat Service Support • System of Systems Engineering and Integration Directorate • PEO Soldier • PEO Ammo • Joint PEO Chemical Biological Defense • Program Manager Light Armored Vehicle • TACOM Integrated Logistics Support Center • Research, Development and Engineering Command; The U.S. Army Tank Automotive Research, Development and Engineering Center • Foreign Military Sales Installation Management Command • Army Headquarters services • Army Center of Military History • Center for Army Analysis • Other services: Marine Corps, Navy, Air Force The center provides comprehensive acquisition, contracting, business advisory, production support and depot-level

Sustaining the Strength of the Nation

Soldiers in their Bradley fighting vehicle in Kuwait.

maintenance services in acquiring, fielding, and sustaining systems and supporting requirements. It ensures the best products reach Soldiers when they need them, while providing fair opportunity for industry, including small businesses and obtaining the best value for the Army and other services. ACC-WRN supports Warfighthers by procuring systems, research and development, repair parts, and services for a diverse set of product lines through their life cycles: • Combat and tactical vehicles • Construction and material-handling equipment • Concept, research and development efforts • Fuel and water distribution systems • Small arms and targetry • Fire control systems • Chemical defense equipment • Logistics and general support • Base operation support and depot maintenance • Public/private partnerships • Sets, kits, outfits, and tools • Army diving program • Sustainment of non-intrusive cargo inspection systems • Optics • Mine-resistant ambush-protected vehicles • Bridging ACC-WRN is responsible for all contracting functions throughout the entire life cycle. This includes acquisition planning, contract execution and contract management.

U.S. ARMY AVIATION AND MISSILE COMMAND The Army Aviation and Missile Command (AMCOM) provides optimized and responsive Aviation, Missile and Test, Measurement and Diagnostic Equipment sustainment support to the joint Warfighter to enable readiness at the point of need. AMCOM is a values-based organization – people first, Soldiers always – enabling readiness to meet the emerging global requirements of the joint force. As a Life Cycle Management Command, AMCOM is dedicated to integrating engineering, logistics and contracting into the acquisition process to support the product life cycle management efforts of 16 aviation and missile Project Managers (PMs). AMCOM accomplishes this mission by partnering with the Army Contracting Command – Redstone (ACC-R) and the Aviation and Missile Research, Development, and Engineering Center (AMRDEC) to deliver the contracting, engineering, and logistics expertise needed by the supported PMs. AMCOM was formed on Oct. 1, 1997, by merging the Aviation & Troop Support Command (ATCOM) with the Missile Command (MICOM) and proudly continues the “Tradition of Excellence” that was the cornerstone of its predecessor organizations. Today, AMCOM’s 9,000 employees perform a wide variety of missions in support of the nation’s aviation and missile Warfighters, at 77 different locations in the United States, and in 33 overseas locations in 11 different countries. Some of the critical missions that AMCOM performs include aviation and missile systems reset, supply chain and item management, publications support, test measurement and diagnostic equipment calibration, backup maintenance support to units, depot level maintenance repair and fabrication, crash and battle damage repair to helicopters, logistics assistance, including providing highly trained Logistics Assistance Representatives to units, and providing expert safety assessments of existing and new systems. AMCOM also performs the supply and maintenance missions for Army schools that train Soldiers in how to fly and use aviation and missile equipment. AMCOM has four major subordinate organizations that execute its support missions. AMCOM’s U.S. Army Test Measurement and Diagnostic Equipment Activity (USATA) manages the Army’s metrology and calibration program, which ensures that all Army test and measurement equipment supporting Soldiers worldwide is calibrated accurately.

In addition, AMCOM operates two key Army depots – Corpus Christi Army Depot (CCAD) in Texas, and Letterkenny Army Depot (LEAD) in Pennsylvania. CCAD supports the repair and overhaul of aircraft and aviation systems, and LEAD provides the same support to missile systems. The Secretary of the Army has designated both depots as Centers of Industrial and Technical Excellence (CITEs). The AMCOM Logistics Center (ALC) manages multiple logistics programs in support of all AMCOM missions and strives to achieve “Cost-Wise Readiness” to ensure Soldiers receive the support they need, even in an era of declining budgets. The AMCOM staff provides critical expertise to all of these efforts in diverse fields such as acquisition law, safety, security, and environmental compliance. And a specialized branch of the AMCOM headquarters, the Security Assistance Management Directorate, executes a multibillion dollar security assistance mission that provides U.S. aviation and missile equipment to allies and friendly nations. AMCOM Principal Locations: • Headquarters, AMCOM, Redstone Arsenal, Alabama • Corpus Christi Army Depot, Corpus Christi, Texas • Letterkenny Army Depot, Chambersburg, Pennsylvania • AMCOM also supports supply, maintenance, calibration, and security assistance missions at multiple locations in the United States and overseas. AMCOM Core Competencies • Support to weapon system acquisition – subject-matter expertise • Sustainment logistics – subject-matter expertise • Organic industrial base – state-of-the-art capabilities • Field and sustainment maintenance – expertise and field support

Sustaining the Strength of the Nation

Kari Hawkins; USAG Redstone

Army Aviation and Missile Command’s (AMCOM) Commander Maj. Gen. Jim Richardson, center, talks about the new capabilities of the latest AH-64 Apache helicopter model with Apache experimental test pilot Chief Warrant Officer 4 Michael Kennedy, left, and former AMCOM Command Sgt. Maj. Tod Glidewell. Richardson, an Apache pilot, got a close look at the new Apache during a tour of the Redstone Test Center’s Aviation Test Flight Directorate at Redstone Arsenal Airfield after taking command June 12, 2014.

• Security assistance – foreign Military Sales • Calibration – capability and infrastructure AMCOM Strategic Priorities •S trengthen the winning culture of the AMCOM team. Recruit, train, and develop its great people •E nable unit and equipment readiness on aviation and missile systems for the joint Warfighter •C CAD and LEAD as part of the Army’s organic industrial base are national treasures with unique capabilities that must remain viable through optimization •E xercise good stewardship of resources – both dollars and manpower – through key metrics, command initiatives, and communication

Sustaining the Strength of the Nation

U.S. Army Aviation and Missile Command ATTN: Mary Birdsong Redstone Arsenal, Bldg 5303 Huntsville, AL 35898-5000 (256) 876-4161 mary.a.birdsong.civ@mail.mil

corpus christi army depot corpus christi, texas Mission The Corpus Christi Army Depot (CCAD) returns rotary-wing aircraft and components to the Department of Defense and other government organizations with uncompromising quality, at the lowest possible cost, in the shortest amount of time possible. CCAD ensures aviation readiness through overhaul, repair, modification, recapitalization, retrofit, testing, and modernization of helicopters, engines and components for UH-60 Black Hawk, AH-64 Apache, CH47 Chinook, HH-60 Pave Hawk, and the OH-58 Kiowa Warrior. CCAD currently supports the U.S. Army, U.S. Air Force, U.S. Navy, U.S. Marine Corps, U.S. Department of Homeland Security Customs and Border Patrol and the U.S. Department of State through Foreign Military Sales. While 30 percent of the total workload is aircraft, the majority of depot production (70 percent) is component repair, which includes transmissions and gearboxes, rotor blades, rotor head controls, engines, engine components, hydromechanical units, and avionics. The depot extends this capacity to the U.S. Army Aviation Center of Excellence at Fort Rucker where they provide on-site depot support. Mobile support is also available worldwide through on-site field evaluation, maintenance, and repair teams. Global reach is similarly achieved through the Army’s accident investigation processes with the materials expertise and laboratory analysis available from CCAD’s expert chemists and analysts. As a premier helicopter repair facility in the Army’s organic industrial base, the Corpus Christi Army Depot serves as an ideal training base for active-duty Army, National Guard, and Reserve Soldiers specializing in helicopter maintenance and repair. Installation Overview CCAD is the world’s largest helicopter repair facility and the largest tenant organization on Naval Air Station Cor-

pus Christi, with more than 158 acres and 2.2 million square feet of industrial space. With a workforce of nearly 5,000 personnel and contract employees, and $1.5 billion revenue in fiscal year 2014, CCAD is the largest industrial employer in the South Texas region. Offering virtually year-round ideal weather for flight testing, the depot is DOD’s primary facility for joint service rotary-wing maintenance and repair. The facilities include extensive test, maintenance and hangars. The vast installation includes a wide range of engine, transmission and gearbox test cells, multiple rotor blade whirl towers, flight controls and control surfaces, aviation engines, aviation transmissions and hydraulic systems (including sub-system accessory components), electronics, support equipment (less avionics) and a Level Two bearing reclamation facility. As a joint depot that has espoused a Lean and Six Sigma culture and a drive for continuous improvement in its workforce implemented during the past few years, the CCAD workforce has reduced the cost and improved production on the UH-60 Black Hawk recapitalization assembly line, as well as the HH-60 Pave Hawk production line. Additionally, the T700 and T55 engine assembly lines have dramatically increased production. Technical Engineering and Logistical Services and Supplies (TELSS) partnerships with Original Equipment Manufacturers have only increased the production of repair parts for the weapon systems and continue to pave a road to success as a team. CCAD attained the following certifications and awards: ISO 9001-1994, Nov 2003 (Bearing Facility); ISO 9001:2000, Nov 2005; AS9100, Sep 2006; AS9110, Feb 2007, recertification to AS9110B Apr 2014; NADCAP Certification, Aug 2008; ISO 14001, Nov 2009 and the DOD Maintenance Facility of the Year, 2013.

Sustaining the Strength of the Nation

Corpus Christi Army Depot photo

Employees at the Corpus Christi Army Depot install a rotor assembly on an OH-58 Kiowa Warrior helicopter.

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Letterkenny army depot chambersburg, pennsylvania Mission Deliver superior maintenance, manufacturing, logistics life cycle support, and service worldwide to the joint Warfighter and international partners. History Letterkenny Army Depot (LEAD) was established in 1941. Letterkenny’s mission was to reduce the surplus of forthcoming war materiel while storing and shipping ammunition, trucks, parts, and other supplies. Since the 1950s, LEAD’s mission has been threefold: supply, maintenance, and ammunition. LEAD’s future was reshaped in the 1990s by the tactical missile consolidation and Department of Defense’s downsizing, reorganization, and realignments. In 2005, the depot was awarded the Shingo Prize for demonstrated achievement in implementing Lean systems in support of the maintenance, repair, and overhaul of the Patriot Missile Air Defense System. In 2006, LEAD was again awarded the Shingo Prize for demonstrated achievement in implementing Lean systems in support of the HMMWV program. LEAD has received this prestigious award a total of nine times. In October 2009, LEAD assumed command and control of Theater Readiness Monitoring Facilities (TRMF). LEAD is the Depot Source of Repair for Route Clearance Vehicles, Patriot Missile Systems, THAAD Fire Control and Communications, Mobile Kitchen Trailer, AN/TPY2 Radar, Multiple Launch Rocket Systems, and Sentinel Ground Support.

Installation Overview Comprising more than 18,600 acres, a large land portion of the depot is used to conduct maintenance, modification, storage, and demilitarization operations on tactical missiles and ammunition. Letterkenny is the largest employer in Franklin County, fueling an economic engine that propels more than a quarter-billion dollars annually into the region through payroll, contracts, and retiree annuities. Letterkenny is ISO 9001, 14001, OHSAS 18001 and VPP certified. LEAD currently has four Center of Industrial and Technical Excellence (CITE) designations: one as the CITE for Air Defense and Tactical Missile Ground Support Equipment, one as the CITE for Mobile Electric Power Generation Equipment, one as the CITE for Patriot Missile Recertification and one for Route Clearance Vehicles. LEAD manages and directs the administrative and operational control of CONUS and OCONUS TRMF and Patriot Missile Facilities engaged in assessing the readiness and recertification of Hawk and Patriot missiles deployed by the U.S. Army, NATO, and selected Foreign Military Sales customers. Competencies LEAD is a capabilities-based versus a commodity-based depot. The installation is home to Patriot maintenance as well as other missile systems such as Avenger, Tubelaunched Optically-tracked Wire-guided (TOW) missile, Multiple Launch Rocket System (MLRS), Advanced Fire Control System (AFCS), Hellfire, and Javelin. LEAD provides overhaul

Sustaining the Strength of the Nation

LEAD photo

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

Sustaining the Strength of the Nation

Capabilities Machining/fabrication • Metal plating • Painting • Welding • Hydraulic repair • Engine overhaul • Electronic testing • Non-destructive testing • 28-acre radar test site • Armor capabilities • Wiring harness fabrication • Shelter repair • Fiber-optic cables • Sheet metal • Metal finishing • Electric motor rebuild • Altitude chamber • Generator overhaul • Circuit card (multilayer) repair • Phased-array antenna repair • Electronic systems integration • Total package fielding • FLIR and laser overhaul • Wiring harness repair • Automotive recap

U.S. ARMY SUSTAINMENT COMMAND The U.S. Army Sustainment Command (ASC) sustains Army and joint forces around the world in support of combatant commanders. ASC, headquartered on Rock Island Arsenal, Illinois, bridges the national sustainment base to the Soldiers in the field, bringing together the capabilities of the Army Materiel Command’s subordinate units to provide the Soldier with the right equipment at the right place and time in the right condition. ASC is the command and control hub for global Army logistics. ASC has visibility of Army equipment and can provide prompt delivery to combat units in the United States and abroad. We are the face to the field for maintenance and logistics solutions. The forward presence of ASC is organized around Army Field Support Brigades (AFSBs), Army Field Support Battalions, the Distribution Management Center, and more than 70 Logistics Readiness Centers (LRCs), with a presence in 32 states and 19 countries. As the executing arm of AMC’s equipping mission, ASC brings together all of AMC’s capabilities to make sure Soldiers have what they need, when they need it, based on the Army Force Generation, or ARFORGEN, cycle of RESET, Train/Ready, and Available. ASC provides materiel management of major end items such as tanks, mine-resistant ambush-protected vehicles, and Strykers, and sustains, maintains, and modernizes them for combat brigades. In addition to supporting combat operations, ASC provides support for natural disasters and humanitarian crises. COCOM Support ASC supports combatant command operations by sustaining and supporting joint forces, supporting rotational forces, and augmenting theater combat support service capabilities. Through the Logistics Assistance Program, civilian employees from AMC’s life cycle management commands are embedded with combat brigades throughout the Army, working with Soldiers to repair and maintain major items at field level. ASC is involved in the retrograde of excess equipment from combat areas to support Army requirements. The 401st AFSB and 402nd AFSB receive equipment no longer required in the field, maintain accountability for it, reallocate it based on condition and Army requirements, and arrange for shipment to its destination. This mission is vital to Army readiness, since the equipment can be reset as needed

and used to fill unit shortages as well as Foreign Military Sales and ongoing combat operations. The Logistics Civil Augmentation Program, or LOGCAP, provides support services to deployed Soldiers, joint forces, non-military federal agencies, and coalition forces in locations throughout the world. LOGCAP provides basic life services to the troops, builds base camps, and takes them down as required. In addition to combat operations, LOGCAP maintains plans to support humanitarian contingencies when needed. Strategic Depth and Flexibility ASC provides the Army strategic depth and flexibility by supporting Army forces at home station, ensuring Army materiel readiness, maintaining Army Prepositioned Stocks (APS) and operational stocks, and maintaining power projection capabilities. ASC has full operational control over Logistics Readiness Centers (formerly Directorates of Logistics), which provide the command with a daily, visible impact on every Soldier at his/her home station. The LRCs manage materiel and support services to Army units, performing tasks such as ammunition management, equipment maintenance, hazardous materials (HAZMAT) operations, laundry and dry cleaning, central issue facilities, bulk fuel, property book, personal property, transportation, food service, and demand-supported supply. ASC’s APS program stores materiel on land and aboard ships at sea for emergency combat and humanitarian contingencies. APS warehouses store major items, repair parts and life support materiel, giving the Army the flexibility to go anywhere, at any time, with the logistics support needed to get the job done. To meet the demands of tomorrow, ASC will continue to adjust its focus to home station while maintaining global capabilities to the Army and joint forces, and shape Army logistics in support of Army 2020 and beyond. ASC Principal Locations: • Army Sustainment Command Island, Illinois

headquarters, Rock

Sustaining the Strength of the Nation

U.S. Army Sustainment Command ATTN: AMSAS-PA 1Rock Island Arsenal Bldg. 390, Basement NE Rock Island, IL 61299-5000 (309) 782-5421 usarmy.RIA.asc.list.pa@mail.mil www.aschq.army.mil/home www.facebook.com/ArmySustainmentCommand www.flickr.com/photos/army_sustainment_command/ www.youtube.com/ascpaohq

Photo Jon Connor, ASC Public Affairs

ASC Core Competencies: • Deliver • Equip

ASC Core Functions: • To bridge the national sustainment base to the Soldiers in the field • To bridge the capabilities of the Army Materiel Command’s subordinate units to the Soldier

Photo Jon Connor, ASC Public Affairs

Photo by Sgt. 1st Class Sean Riley, ASC Public Affairs

• Distribution Management Center, Rock Island, Illinois • 401st Army Field Support Brigade, Camp Arifjan, Kuwait • 402nd Army Field Support Brigade, Camp Arifjan, Kuwait (Moving to Fort Shafter, Hawaii in FY 15) • 403rd Army Field Support Brigade, Camp Henry, Korea • 404th Army Field Support Brigade, Joint Base LewisMcChord, Washington • 405th Army Field Support Brigade, Kaiserslautern, Germany • 406th Army Field Support Brigade, Fort Bragg, North Carolina • 407th Army Field Support Brigade, Fort Hood, Texas • LOGCAP Support Brigade, Rock Island, Illinois • Army Sustainment Command – Army Reserve Element – Rock Island, Illinois • 279th AFSB – Huntsville, Alabama • 70 Logistics Readiness Centers worldwide

TOP: Sgt. 1st Class Jason Urquhart assembles an M2 machine gun during the 2013 Army Sustainment Command’s Best Warrior Competition, July 23, 2013. RIGHT: Spc. Cody Laughran, assigned to the 395th Ordnance Company, attached to the 10th Sustainment Brigade, 1st Infantry Division, prepares rounds to be placed in 10-round stripper clips at the Ammunition Supply Point at Bagram Airfield, Afghanistan. Laughran works directly with Quality Assurance Specialists/Ammunition Surveillance and the ammunition managers assigned to the logistics support element, AFSBn-Bagram, 401st Army Field Support Brigade, Army Sustainment Command. ABOVE: A worker with the Asymmetric Warfare Group, TRADOC, welds iron scrap on a metal bar to be used for counter-IED route clearing for an RG 31 vehicle May 16, 2012, at the Research, Development, and Engineering Command Field Assistance in Science and Technology Center’s (RFAST-C) Prototype Integration Facility, at Bagram Airfield (BAF), Afghanistan. The 401st Army Field Support Brigade, ASC, has operational control over RFAST-C BAF.

Sustaining the Strength of the Nation

DISTRIBUTION MANAGEMENT CENTER The Distribution Management Center (DMC) is co-located with its higher headquarters, U.S. Army Sustainment Command (ASC), at Rock Island Arsenal, Illinois. The DMC executes integrated materiel management and materiel distribution in support of the Army. The DMC has four key objectives: • Provide materiel management for the Army • Equip the Army (Lead Materiel Integrator executing agent) • Provide visibility of Army readiness • Synchronize strategic mobility efforts in support of ASC’s global sustainment mission. The DMC, and its divisions, perform the following key functions: • Coordinates the redistribution of Army equipment at COMPO/ ACOM/ ASCC/ DRU level IAW Army priorities and policies; • I ntegrates equipment status and availability into the build of units and projects predictive readiness; •P rovides COA analysis for Headquarters of the Department of the Army and Headquarters of the Army Materiel Command for distribution and redistribution of equipment to accurately forecast EOH readiness; •E xecutes maintenance priorities and monitors maintenance operations related to unit readiness; •S erves as the executive agent and program manager for fieldlevel reset; • I ntegrates and synchronizes service provider maintenance capabilities to readiness requirements; •G lobal Combat Support System-Army Materiel Management Level I/ II/ III for Classes of Supply II/IIIP/IV/IX; • AWCF Financial Improvement Program (FIP) Audit of SSA Inventory; • Provides prioritization recommendations to Life Cycle Management Commands (LCMCs), the Defense Logistics Agency, and Logistics Readiness Centers in support of units globally; •M onitors theater retrograde operations and supports retrograde processing by synchronizing efforts between the LCMCs, Logistics Support Activity, and the forward-deployed Army Field Support Brigades (AFSBs), and •P rovides in-transit visibility of the transportation pipeline and helps resolve delays in movement. DMC DISTRIBUTION INTEGRATION DIVISION (DID) Lead Materiel Integrator (LMI) (AMC Executing Agent) Performs equipping (MTOE CLS VII& II) materiel manage-

ment functions, in support of Army requirements and priorities. By using the Decision Support Tool, unit and materiel integrators provide strategic equipping analysis and sourcing solutions, distribution of new equipment, redistribution of Army excess, and divestiture of obsolete equipment. These materiel management functions support strategic equipment (EOH) readiness and contingency forces/operations across the Army. Supply Division Provide materiel management, customer assistance (to include RIC GEO, DODAAC, and Parameters maintenance management) for Demand Supported Supplies (CL II, IIIP, IV, VI and IX) to globally dispersed Logistics Readiness Centers and CONUS tactical installations. Materiel Readiness Division Synchronizes maintenance by performing analysis that recommends materiel priorities, positions assets, evaluates cost analysis, and plans Logistics Readiness Center (LRC) workloads; monitors and analyzes readiness data and focuses on improving the responsiveness and efficiency of the maintenance infrastructure; and analyzes and reports on the performance of maintenance programs to ensure compliance with policy and procedure. Operations and Mobility Division The Operations and Mobility Division is broken into three separate branches: Mobility, Current, and Future Operations. The Mobility branch provides strategic support by planning and coordinating movement of Army War Reserves, including other Army contingency and sustainment materiel, through U.S. Transportation Command (USTRANSCOM) and the Army Surface Deployment and Distribution Command (SDDC). The Current Operations branch enforces Army Sustainment priorities established by the Department of the Army, AMC, ASC and supported ACOMS; synchronizes DMC separate division operations; tracks requirements internally and externally through AMC; supervises S4 and S2 functions within the DMC; tracks mandatory training requirements; and facilitates sustainment meetings, briefings, and working groups. The Future Operations branch manages planning and orders development; coordinates efforts with national-level partners, CONUS ESCs, and TSCs; links the ASC sustainment visions with the ACOMs, Corps G4s, and operations executors; develops plans and oversees the orders process; and conducts long-range calendar development.

Sustaining the Strength of the Nation

Photo by Jon Connor, ASC Public Affairs

Army Prepositioned Stocks (APS) are being loaded into the U.S. Navy ship Red Cloud before the 950-foot-long floating warehouse goes out to sea for up to 36 months. The Red Cloud will sail from the Army Strategic Logistics Activity Charleston, South Carolina, home to the APS-3 program. APS-3 is part of the 406th Army Field Support Brigade, located at Fort Bragg, North Carolina.

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401st ARMY FIELD SUPPORT BRIGADE The 401st Army Field Support Brigade (AFSB) headquarters is now located at Camp Arifjan, Kuwait, after moving from Afghanistan, where it leverages the full might of the Army Materiel Enterprise across Central Command’s (CENTCOM) area of responsibility in Southwest Asia. The 401st AFSB executes sustainment, property accountability, and responsible retrograde in support of Army, joint and multinational forces, and other U.S. government agencies across CENTCOM. It also provides the strategic logistics link from the national industrial base to the joint Warfighter in the field. The 401st AFSB now has command of one Army Field Support Battalions (AFSBn), operating at Bagram Airfield in Afghanistan. In July 2015, 401st will take mission command of AFSBN-Qatar and Kuwait along with responsibility for the whole CENTCOM area of responsibility. The 401st AFSB provides its headquarters, the Army Sustainment Command (ASC), and the Materiel Enterprise partners a forward presence and executes critical programs and missions in support of Operation Freedom’s Sentinel in Afghanistan. These include building and sustaining the CENTCOM joint Warfighter; providing property accountability; enhancing CENTCOM readiness, and providing strategic depth. The 401st AFSB also manages the Logistics Civilian Augmentation Program (LOGCAP) to provide essential combat support and combat service support tailored to requirements identified by battlespace commanders. It is also involved in contracted field support maintenance; the Logistics Assistance Program; theater property equipment; Army

Preposition Stocks-5; support to foreign military sales; and Life Cycle Management Command reachback support. History The 401st traces its history back to the 1997 activation of the Combat Equipment Group-Southwest Asia (CEG-SWA). The command was formed as a result of the chief of staff of the Army’s decision to expand AMC’s responsibility for war reserve stocks to include the Persian Gulf region. While the unit created Army prepositioned stock sets in Qatar and Kuwait, it underwent a series of name and organizational changes. CEG-SWA was renamed AMC ForwardSWA on Oct. 1, 2000, when the unit assumed responsibility for the LAP (Logistics Assistance Program) and LOGCAP in Southwest Asia. AMC Forward began war support operations in Southwest Asia in October 2001, when it began to support U.S. forces in Afghanistan. The headquarters moved from Qatar to Kuwait in the fall of 2002 as part of the ramp up to Operation Iraqi Freedom. The unit was re-designated the Army Field Support Brigade-SWA on Oct. 1, 2004. At the time, the AFSB-SWA consisted of the Brigade Headquarters in Qatar; Army Field Support Battalion-Qatar; AFSBn-Kuwait; AFSBnAfghanistan; prepositioned watercraft at Kuwait Naval Base; and the Logistics Support Element at Arifjan, Kuwait. The AFSB-SWA was deactivated on Oct. 16, 2006, when the 401st AFSB was activated. In 2008, brigade headquarters forward deployed to Bagram Airfield. The battalions in Kuwait and Qatar transferred to the 402nd AFSB in 2010 to allow the 401st to focus on Afghanistan.

Sustaining the Strength of the Nation

Photo by Sharonda Pearson, 401st AFSB Public Affairs

Capts. Michael Andersen and Joy Harry transport a heavy-duty military tow bar found at the 307 yard, July 20, 2014, to the 401st Army Field Support Brigadeâ&#x20AC;&#x2122;s (AFSB) facility to process non-rolling stock at Bagram Airfield, Afghanistan. Andersen and Harry are both Army logistics operations officers with the Acquisition, Logistics & Technology Directorate who are assigned to the 401st AFSB.

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402nd ARMY FIELD SUPPORT BRIGADE The 402nd Army Field Support Brigade (AFSB) is a missionfocused, modular organization designed to bring logistics power forward to every element of the expeditionary Army. The 402nd AFSB has two subordinate Army Field Support Battalions (AFSBns) providing direct support at the corps and theater level. AFSBn-Kuwait manages Army Prepositioned Stocks (APS5), including theater sustainment stocks, as well as armored and infantry brigade combat team sets from its headquarters at Camp Arifjan. The battalion is also an integral part of the Afghanistan retrograde support and theater-wide support to Southwest Asia (SWA). AFSBn-Kuwait conducts one-stop integration fielding for new technology systems and sustainment maintenance to units in SWA. The battalion also provides centralized mission control for AMC life cycle management commands’ (LCMCs) forward repair activities and support to the Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA(ALT)), program executive offices (PEOs) and program managers (PMs) in Kuwait and throughout SWA. AFSBn-Qatar executes contract oversight for the Qatar Materiel Enterprise, which is comprised of APS-5, including theater sustainment stocks, fires and sustainment brigade sets, FALCON 78 Ammunition Supply Point, and 13 operational projects. Al Udeid Air Base and Masaeeid Port, Qatar, are the main hubs for all logistics operations in Qatar. The 402nd AFSB also manages a network of logistics support elements (LSEs) that provide direct support to divisionlevel activities; brigade logistics support teams (BLSTs) providing direct support to their assigned brigade combat team; and logistics support teams (LSTs) that provide direct support to non-brigade combat team Army units in their assigned area. Logistics assistance representatives (LARs) from AMC’s LCMCs are integral members of the 402nd AFSB team, working on the ground with supported units. Among the missions managed by the 402nd AFSB are: Army Force Generation, including managing the Theater Property Book for Kuwait, Qatar, Egypt, Djibouti, and the Horn of Africa; left-behind equipment; reset; pre-deployment training equipment and LCMC/maintenance activity synchronization; APS; materiel management; field support; theater-provided equipment; direct theater support; Logistics Assistance Program; and the Logistics Civilian Augmentation Program (LOGCAP).

The 402nd AFSB currently provides enduring support to the State Department and the Office of Security Cooperation-Iraq. History The 402nd AFSB was constituted on March 26, 2006, and officially activated on Oct. 16, 2006, at Balad Air Base, Iraq. Prior to the 402nd AFSB’s activation, nine LSEs, under the command and control of the LSE-Southwest Asia, provided operational logistics support to customers in Iraq. LSE-SWA was also responsible for all other AMC operations there; the mission soon outpaced its effective span of control. LSE-Iraq was established in May 2003 to provide command and control for all LSEs in Iraq. LSE-Iraq took an administrative burden off LSE-SWA, allowing that unit to focus on Kuwait, Qatar, and Afghanistan. As the theater matured, LSE-Iraq’s missions expanded. By September 2003, Communications-Electronics Command (CECOM) and TACOM LCMCs had forward repair activities in Iraq but remained under LSE-SWA. In late 2004, Logistics Support Activity-Iraq was established to provide command and control for these units. AMC increased its support to the Army in Iraq with the establishment of up-armor programs and retrofit. On May 31, 2005, LSE-Iraq was re-designated as AFSBIraq. It assumed command and control of all AMC operations in Iraq, again establishing a single point of entry for all AMC operations in its area of responsibility. AFSB-Iraq’s mission continued to grow with the addition of the Retrograde Property Accounting Team, Theater Property Book, route clearance support, and an increasing number of fielding missions. In addition to its other missions, the 402nd AFSB transitioned to retrograde operations in 2009 as the Army began to withdraw from Iraq and shift focus to Afghanistan. The 402nd assumed responsibility for AFSBn-Kuwait and AFSBnQatar in 2010, freeing the 401st AFSB to concentrate on Afghanistan. The 402nd also assumed direct responsibility for LOGCAP operations in Iraq and Kuwait. In summer 2014, the 402nd AFSB took on the role of sustainment support for Operation Inherent Resolve. In late summer 2015, the 402nd AFSB will transition to Fort Shafter, Hawaii, to assume responsibilities in the Pacific Command area of operations (AO), while the 401st AFSB will assume responsibilities for the Central Command AO.

Sustaining the Strength of the Nation

Staff Sgt. Rauel Tirado

Soldiers from 1st Brigade, 1st Cavalry Division, 2nd Battalion, 8th Regiment, offload M1A2 Abrams tanks. The 2/8 CAV received more than 1,000 rolling and 2,000 non-rolling stock items from the 402nd Army Field Support Brigade. Some of the issued equipment includes M2 .50-caliber machine guns, Bradley Fighting Vehicles, and M1A2 Abrams tanks. Through strategic equipment placement, Third Army was ensuring that it was prepared to provide support to allied nations in the event that help is needed.

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403rd ARMY FIELD SUPPORT BRIGADE The 403rd Army Field Support Brigade (AFSB), located in the Republic of Korea, is a mission-focused and modular unit, organized to place logistics power forward to every element of our expeditionary Army. The 403rd AFSB has a network of logistics support elements (LSEs) that provide direct support to corps-level activities; Army Field Support Battalions (AFSBn) – AFSBn-Korea and ASFBn-Northeast Asia – which provide direct support to the 2nd Infantry Division and management of the regional Army Prepositioned Stocks (APS); Brigade Logistics Support Teams (BLSTs) that provide direct support to the 2nd Infantry Division’s brigade combat teams; and logistics support teams, providing direct support to non-divisional units in its assigned areas, including Okinawa and mainland Japan. The 403rd AFSB provides Army Sustainment Command (ASC) and its Materiel Enterprise partners a forward presence to assist in managing sustainment maintenance and supply, and to assist theater maintenance activities in accomplishing field maintenance as when required. The 403rd mission is to sustain U.S. Forces Korea, 8th Army, U.S. Forces Japan, and in support of the combatant commander’s theater strategy. These missions include but are not limited to: synchronizing the LCMCs’ Forward and Special Repair Activities support within theater, maintenance, and distribution of APS; materiel fielding; wartime planning support for reception, staging, onward movement, and integration of Army Materiel Command (AMC) augmentation forces; infrastructure development to support AMC powerprojection capabilities; Logistics Assistance Program; Logistics Civil Augmentation Program (LOGCAP); and the integration of acquisition, logistics, and technology to support Soldier requirements. An integral part of the 403rd AFSB team, logistics assistance representatives, are embedded with the logistics support teams and elements to provide support to Soldiers at every echelon, thus ensuring equipment readiness. Effective Oct. 1, 2013, the 403rd assumed mission command of the Directorates of Logistics in Japan and Korea that were subsequently renamed Logistics Readiness

Centers (LRCs) to ensure effective and efficient transfer of responsibilities from the U.S. Army garrisons to the 403rd. Six LRCs were transferred smoothly and to the satisfaction of the senior mission commanders throughout the 403rd areas of support. Linking Soldiers at the smallest outposts in Korea and Japan to the national sustainment base makes the 403rd AFSB a pivotal part of the Materiel Enterprise. History The AMC Customer Service Office-Pacific opened in Seoul in 1966. Renamed the Logistics Assistance Office-Far East (LAO-FE) in 1972, it was responsible for technical assistance, wholesale supply support, management of modification work orders, and select item management for all Army units in U.S. Army-Pacific. AMC Forward-Far East was established in 1986 to coordinate all AMC activities in the Far East. Consolidated under AMC Forward-FE were the Depot Support Activity Far East (DSAFE), Test Measurement and Diagnostic Equipment, LAO-FE, the Logistics Assistance Program senior command representatives, the Science and Technology Center-Far East, and the science adviser. AMC-Logistics Support Element-FE was established in 1995 to correct the fragmentation of missions. The U.S. Army Operations Support Command, the predecessor of ASC, took over management in 2000. The DSAFE and Combat Equipment Battalion-Far East began reporting to AMC-FE in 2000. During 2001, the name of the command returned to AMC Forward-Far East. On May 1, 2005, AMC Forward-FE was redesignated as Army Field Support Brigade-Far East (AFSB-FE). The AFSB-FE restructured its logistics assistance offices into LSEs and BLSTs to provide modular support to the 8th U.S. Army. The AFSB-FE was disestablished on Oct. 16, 2007, and the 403rd AFSB was activated. The 403rd assumed responsibility for the Logistics Civil Augmentation Program operations in the Pacific, the watercraft mission in Yokohama, and AMC functions in Japan and Okinawa.

Sustaining the Strength of the Nation

U.S. Army photo by Arika Morita

Personnel of 403rd AFSBâ&#x20AC;&#x2122;s Army Field Support Battalion-Northeast Asia and crew of Army Landing Craft 2020 load equipment in preparation for departure during Exercise Keen Sword 2013.

404th ARMY FIELD SUPPORT BRIGADE The 404th Army Field Support Brigade (AFSB), located at Joint Base Lewis-McChord in Washington state, is a missionfocused, modular organization, designed to project logistics power to our expeditionary Army. The brigade has three subordinate battalions: Army Field Support Battalion (AFSBn)-Hawaii, AFSBn-Lewis, and AFSBnAlaska; three logistics support teams at Fort Irwin, California, Fort Wainwright, Alaska, and Fort Huachuca, Arizona; seven brigade logistics support teams (BLSTs); and two combat aviation battalions. The 404th provides direct support to corps-, division-, and installation-level activities with Army field support battalions. BLSTs serve with brigade combat teams, and logistics support teams serve separate units and areas. Among the missions managed by the 404th are Army Force Generation (ARFORGEN), Left-Behind Equipment, reset, Predeployment Training Equipment, defense support to civil authorities, life cycle management command (LCMC)/maintenance activity synchronization, Logistics Civil Augmentation Program (LOGCAP), and workload management of the Logistics Readiness Centers. An integral part of the 404th AFSB, logistics assistance representatives from U.S. Army Materiel Command’s life cycle management commands provide “muddy-boot” technical support. History The 404th Army Field Support Brigade was activated on Oct. 16, 2007, with a mission to manage all Logistics

Assistance Programs, ARFORGEN, and reset missions as the single point of entry to Army Materiel Command (AMC) for units on the Pacific Rim, excluding Korea and Japan. Logistics Support Element (LSE)-Forward Stryker was established at Fort Lewis, Washington, in fiscal year 2003 as a subordinate unit of AMC Continental United States. The unit organized the first Stryker-LSE that year and prepared to deploy to Southwest Asia. LSE-Forward Stryker was reorganized in FY 2004 as AMC Forward Stryker, a direct subordinate unit to the Army Field Support Command, predecessor to the Army Sustainment Command. The mission of AMC Forward Stryker was expanded in FY 2005 to provide command and control of the Logistics Assistance Program in the Pacific Rim. AMC Forward Stryker became the Army Field Support Brigade-Pacific on Aug. 15, 2005. The AFSB-Pacific’s area of responsibility and mission support requirements expanded, to an emphasis on reset, pre-deployment training and preparation, and transformation of the 25th Infantry Division, 45th Corps Support Group (now Eighth Theater Sustainment Command), and separate units of U.S. Army Pacific. AFSB-Pacific created the first brigade logistics support teams in FY 2005. When the Army Field Support Brigade-Pacific was renamed the 404th Army Field Support Brigade-Pacific, it was completely involved in ARFORGEN. During FY 2007, its mission expanded to include responsibility for the LSEs at Fort Irwin, Fort Huachuca, Hawaii, Alaska, and Fort Lewis. Today, the 404th Army Field Support Brigade proudly continues its mission to “Sustain to Win.”

Sustaining the Strength of the Nation

Photo by Jon Connor, ASC Public Affairs

Sgt. Joshua Seues places a roof-top cover over a structure designed to store ammunition at the Ammunition Supply Point at Bagram Airfield, Afghanistan. Seues is assigned to the 395th Ordnance Company in Appleton, Wisconsin, a Reserve unit. In Afghanistan, he is attached to the 10th Sustainment Brigade, 1st Infantry Division, of Fort Riley, Kansas. He was working directly with QASAS (Quality Assurance Specialists/Ammunition Surveillance) and the ammunition managers assigned to the Logistics Support Element, AFSBnBagram, 401st Army Field Support Brigade, Army Sustainment Command.

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405th ARMY FIELD SUPPORT BRIGADE The 405th Army Field Support Brigade (AFSB), headquartered at Daenner Kaserne, Kaiserslautern, Germany, provides Materiel Enterprise support to U.S. forces throughout Europe and Africa, provides theater sustainment logistics; synchronizes acquisition, logistics, and technology; and leverages the Army Materiel Command Materiel Enterprise to support joint forces. The 405th is mission focused and designed to bring logistics power forward to every element of an expeditionary Army. The 405th AFSB has two Army Field Support Battalions (AFSBns) providing direct support in Europe and Africa; brigade logistics support teams providing direct support to their assigned brigade combat teams; logistics support teams (LSTs) providing direct support on an area basis to Army separate reportable units; and installation logistics operations. The 405th provides this support throughout the U.S. European Command (EUCOM) and the U.S. Africa Command (AFRICOM) area of operations. AFSBn-Germany, headquartered at Rose Barracks in Vilseck, Germany, is responsible for supporting all U.S. Army Europe (USAREUR) forces north of the Alps. It is also responsible for the future European Activity Set (EAS), an Army Prepositioned Stocks (APS)-2 equipment set forward located at Grafenwoehr, for use by the NATO Response Force. The EAS will be a fully modernized and independent combatready combined arms battalion for designated forces to utilize as directed, in support of NATO operations. AFSBn-Italy, headquartered at Leghorn Army Depot, Italy, primarily receives, stores, maintains, and issues APS, principally mine-resistant ambush-protected vehicles (MRAPs). It is the primary storage location for APS-2 and provides controlled humidity storage of assets for several COCOMs. AFSBn-Italy also supports the Defense Department’s Humanitarian Assistance Program-Excess Property program and the U.S. Agency for International Development’s Office of Foreign Disaster Assistance with storage space and labor. AFSBn-Italy is designated as the forward MRAP repair and storage site in Europe and Africa, and serves as a power projection platform for global operations. The 405th AFSB provides ASC and its Materiel Enterprise partners a forward presence to assist in managing sustainment- and field-level maintenance. Other missions managed by the 405th include: Army Force Generation, reset, and Life

Cycle Management Command (LCMC)/maintenance activity synchronization; APS; materiel management; field support; direct theater support; Logistics Assistance Program (LAP); and LOGCAP. The dedicated Department of Army civilians from AMC’s LAP are an integral part of the 405th team. These dedicated men and women, better known as logistics assistance representatives (LARs), come to ASC from the four LCMCs: Aviation and Missile Command; Communications and Electronics Command; Joint Munitions Command; and the Tank Automotive and Armament Command. The LARs serve on the ground with supported units in garrison, in the field, and deployed in support of combat operations around the world. In October 2012, the 405th AFSB assumed responsibility for all Logistics Readiness Centers (LRCs), formerly Directorates of Logistics (DOLs), and base operations (BASOPs) (maintenance and transportation) in Europe, supporting 16 communities in four countries. The LRCs are responsible for providing food service support; operating Central Issue Facilities; providing laundry and dry cleaning services; managing Hazardous Material Control and Reuse Centers; managing Region Supply Support Activities; maintaining installation property books; overseeing logistics automation systems; counseling and scheduling household goods shipment; executing annual Combined Logistics Excellence Award Programs (CSASEA, AAME, DEA, Connelly); providing customs clearance/agricultural inspections to include remote locations outside of Europe; providing BASOPs and tactical maintenance; and managing Europe’s non-tactical Army-owned and -leased vehicle fleet. The DOLs provide services to NATO, SHAPE, USARAF, USAREUR, AFRICOM, EUCOM, and IMCOM, as well as many other units/ activities stationed in Europe. History The 405th AFSB was activated on Oct. 16, 2008, in Seckenheim, Germany, after a series of transitions starting in 1982. The Development and Readiness Command (DARCOM)-Europe was established in July 1982 (DARCOM was the name used for AMC from 1976-1984). It oversaw 39 activities across four European countries. Renamed AMCEurope in 1984, it provided command and control of all AMC

Sustaining the Strength of the Nation

ASC Public Affairs photo

The 405th Army Field Support Brigade manages the Army Prepositioned Stocks-2 program in Italy, which also stores humanitarian equipment for the U.S. Agency for International Development.

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assets in Europe, managed LAP, interfaced with USAREUR Headquarters and senior logistics elements in Europe, managed equipment fieldings and better utilized AMC contractor facilities. Reorganization during the 1990s reduced its command and control role; however, the commodity commands and program managersâ&#x20AC;&#x2122; missions expanded. After Desert Storm, the war reserve in Europe was transferred from USAREUR to the Department of the Army and assigned to AMCâ&#x20AC;&#x2122;s Industrial Operations Command (IOC) at Rock Island, Illinois, a predecessor of ASC. IOC assumed control of AMCEurope in 2000. IOC merged war reserves in Europe into AMC-Europe in 2004, which was redesignated as AFSB-Europe. In late 2004, much of the staff deployed to Balad, Iraq, to create a brigade-level structure to oversee the logistics support elements in Iraq. The unit was renamed the 405th AFSB in 2008.

406th ARMY FIELD SUPPORT BRIGADE The 406th Army Field Support Brigade (AFSB), located at Fort Bragg, North Carolina, is a deployable, mission-focused, modular organization designed to bring logistics power forward to every element of our expeditionary Army. The brigade executes Materiel Enterprise operations in support of unified land operations in a garrison, joint, or combined environment and serves as the single face to the field by integrating acquisition, logistics, and technology at the tactical, operational and strategic level. This mission is driven by the unit’s vision to be a premier sustainment unit that delivers responsive and uninterrupted installation logistics, Army Force Generation (ARFORGEN), and power projection support to our forces by leveraging the power of the materiel enterprise with a competent and disciplined team that strives for excellence. The 406th AFSB has mission command of four subordinate battalions: AFSBn-Fort Bragg, North Carolina; AFSBn-Fort Campbell, Kentucky; AFSBn-Fort Drum, New York; and AFSBnFort Stewart, Georgia; as well as logistics support teams and brigade logistics support teams located throughout its area of responsibility. The 406th is also responsible for the Army’s Prepositioned Afloat program located in Charleston, South Carolina. Additionally, the 406th AFSB mission commands 10 Logistics Readiness Centers (LRCs) and two Army support activities. Operational missions managed by the 406th AFSB include field and sustainment level reset, pre-deployment training equipment, logistics management integration, unit managed equipment/left-behind equipment programs, and Army Prepositioned Stocks (APS). It executes the Logistics Assistance Program for the Army Materiel Command’s Materiel Enterprise and is prepared to conduct direct support to civil authority missions during domestic contingencies. History As part of the Army’s modular force structure transformation, the 406th AFSB was provisionally activated in March 2005 as the Army Field Support Brigade – Continental United States-East (CONUS-EAST) under the Army Sustainment Command.

Charged with the responsibility to provide ARFORGEN support to warfighting units committed to the Global War on Terrorism (GWOT), the unit encompassed 17 posts, camps, and stations in 26 states east of the Mississippi River. Oct. 16, 2007, marked the redesignation of AFSB – CONUS-EAST to the 406th AFSB as well as the internal reorganization of its subordinate Logistics Support Elements into its current four Army Field Support Battalions. Of national strategic importance, the 406th AFSB is also responsible for the APS Afloat program located at Army Strategic Logistics Activity Charleston, South Carolina, and support to Army special operations forces in its area of responsibility. Continually evolving with transformation initiatives, the 406th AFSB expanded its area of responsibility to include Fort Polk, Louisiana/Joint Readiness Training Center, officially activated its four Army Field Support Battalions in December 2009, received operational control of 30 Installation Directorates of Logistics (currently renamed the Logistics Readiness Centers) in June 2010. In October 2012, the 406th AFSB assumed mission command of 10 LRCs and two Army Support Activities and relinquished operational control of 18 LRCs for direct reporting to the U.S. Army Sustainment Command, its higher headquarters. Continually evolving with implementation of the Army’s Materiel Enterprise, current planning will provide the 406th AFSB with mission command of several LRCs within its geographical footprint. The real history of the 406th AFSB is the daily accomplishments of the command’s thousands of Soldiers, Department of Army civilians, and contractors. All 22 BLSTs have deployed multiple times with supported units in support of the GWOT. The 406th AFSB has demonstrated its flexibility to conduct contingency operations supporting Operation Unified Response humanitarian assistance to Haiti in 2010, hurricane damage support in 2011, and support operations during and in the aftermath of Hurricane Sandy. The 406th AFSB workforce family is united in providing integrated and synchronized support to Army Materiel Command. Throughout its history and into the future, the 406th AFSB provides “Steadfast Support” to ASC, AMC, the U.S. Army, and the nation.

Sustaining the Strength of the Nation

ASC Public Affairs photo

A welder prepares a gunnerâ&#x20AC;&#x2122;s station mount for modifications at Fort Bragg, North Carolina. He belongs to a special team fielded by Joint Program Office-MRAP, working in concert with the Army Field Support Battalion-Fort Bragg to ensure Pre-deployment Training Equipment provides Soldiers realistic preparation for deployed operations.

407th ARMY FIELD SUPPORT BRIGADE The 407th Army Field Support Brigade (AFSB), located at Fort Hood, Texas, has the mission to provide and synchronize sustainment of U.S. Army active-duty, Reserve, and National Guard units and joint forces within its area of operations. It is regionally aligned with U.S. Southern Command (SOUTHCOM) and directly supports III Corps, headquartered at Fort Hood. The 407th also coordinates support to various joint exercises. The mission of the Mighty 407th is accomplished through four Army Field Support Battalions (AFSBn), 13 Logistics Readiness Centers (LRCs), formerly known as the Directorates of Logistics (DOLs); and multiple logistics support teams (LSTs), to include the integration of senior command representatives from each of the Life Cycle Management Commands. Each AFSBn has multiple brigade logistic support teams (BLSTs) that train and deploy with their supported Army brigade combat teams. Army Field Support Battalion-Carson is headquartered at Fort Carson, Colorado, and provides direct support to the 4th Infantry Division. AFSBn-Carson has logistical support responsibility for Colorado, Oklahoma, Wyoming, North Dakota, and South Dakota. It has an LST located at Fort Sill, Oklahoma. Army Field Support Battalion-Bliss, headquartered at Fort Bliss, Texas, provides direct support to the 1st Armored Division. AFSBn-Bliss has logistical support responsibility for west Texas and New Mexico. Army Field Support Battalion-Riley is headquartered at Fort Riley, Kansas, and provides direct support to the 1st Infantry Division. AFSBn-Riley has logistical support responsibility for Minnesota, Iowa, Missouri, Nebraska, and Kansas. ASFBn-Riley has LSTs located at Fort Leonard Wood, Missouri, and Fort Knox, Kentucky. Army Field Support Battalion-Hood, is headquartered at Fort Hood, Texas, and provides direct support to the 1st Cavalry Division and 3rd Cavalry Regiment. AFSBn-Hood has logistical support responsibility for Arkansas and Texas. AFSBn-Hood has an LST at Joint Base San Antonio in Texas. The 407th’s AFSB LRCs are located at Fort Bliss, Texas; Fort Buchanan, Puerto Rico; Fort Carson, Colorado; Fort Hood, Texas; Fort Knox, Kentucky; Fort Leavenworth, Kansas; Fort Leonard Wood, Missouri; Fort McCoy, Wisconsin;

Miami, Florida; Fort Riley, Kansas; Fort Sill, Oklahoma; White Sands Missile Range, New Mexico; and OPCON to Soto Cano, Honduras. History The 407th was provisionally stood up in March 2005 as ASFB-CONUS West (AFSB-CW) at Fort Hood. AFSB-CW was initially responsible for enhancing the readiness of active Army, Army Reserve, and National Guard units west of the Mississippi River except those in Washington. In late 2005, AFSBCW deployed in support of humanitarian relief operations following Hurricane Katrina. The first logistics support element was converted to the AFSB as AFSBn-Carson. On Oct. 16, 2007, the 407th AFSB activated at Fort Hood. In October 2012, the Mighty 407th AFSB gained mission command of its initial eight assigned DOLs now known as LRCs. In October 2015, Fort Buchanan, Puerto Rico, and Fort McCoy, were realigned under the 407th AFSB. Effective Oct. 1, 2015, Soto Cano, Honduras, will be realigned under the 407th AFSB. The Mighty 407th AFSB continues to be a critical element in Army logistics transformation and is a key enabler of the Army’s 2020 Global Logistics structure. The 407th AFSB’s primary area of operation encompasses 14 states located in the continental U.S. and the SOUTHCOM area of responsibility. It comprises of 12 major Army installations, 41 active component brigades, and 52 Reserve component brigades. Since its provisional activation, the 407th has supported Army units deploying in support of operations in Southwest Asia. The 407th has also provided Defense Support to Civil Authorities (DSCA) such as Defense Department humanitarian efforts following hurricanes Katrina and Rita; the earthquake in Haiti; and it has provided DOL assistance to multiple tornado and wildfire relief efforts. At Fort Bliss and White Sands Missile Range, the Mighty 407th plays a key role in support of the Army Agile Process, which features the integration and maturation of the Army’s tactical network through semiannual Network Integration Evaluations in conjunction with the Brigade Modernization Command, Army Test and Evaluation Command, Programs Manager System of Systems Integration, and the 1st Armored Division. The Mighty 407th’s motto is “Support the Soldiers!”

Sustaining the Strength of the Nation

U.S. Army photo by Jon Connor

The 407th Army Field Support Brigade, activated in 2005 and headquartered at Fort Hood, Texas, is responsible for enhancing the readiness of active-duty, Reserve, and National Guard units in 13 states.

CYBERSECURITY: A GLOBAL ISSUE The Physical Science Laboratory (PSL), a minority institution, develops solutions to protect our nation’s critical infrastructures against global threats, from kinetic to cyber attacks. PSL’s areas of expertise include • Modern Electronic Battlefield • Air and Missile Defense • Electronic Warfare/Countermeasures • Network Integration Exercises • Vulnerability/Survivability Assessments (Systems and Networks) • Penetration Testing • Ethical Hacking • Software Design and Development of Tools for Analysis Our qualifications include applicable certifications • CISSP - Certified Information Systems Professional • CEH - Certified Ethical Hacker • CISM - Certified Information Security Manager • CISA - Certified Information Systems Auditor • ISSEP - Information Systems Security Engineering Professional • CompTIA Security+ • CompTIA Network+

Physical Science Laboratory Visit us at www.psl.nmsu.edu. Contact us at cyber@psl.nmsu.edu.

U.S. ARMY COMMUNICATIONSELECTRONICS COMMAND (CECOM) The U.S. Army Communications-Electronics Command (CECOM) provides the critical link to enable our armed forces’ ability to achieve dominance on the battlefield by contributing to a globally networked, agile, and responsive force. CECOM sustains command, control, communications, computers, intelligence, surveillance, and reconnaissance (C4ISR) readiness while enabling a network that connects and synchronizes the armed forces at all echelons to ensure a more capable, better trained, and dominant joint force for the United States and allies. Comprised of approximately 9,000 personnel, CECOM’s mission is to develop, provide, integrate, and sustain the logistics and readiness of C4ISR systems and mission command capabilities for the joint, interagency, and multinational forces worldwide. CECOM applies four core competencies to its functions as it conducts its mission and strives to achieve the vision of being the life cycle provider of Choice in the C4ISR community. As an Army Materiel Command (AMC) major subordinate command, CECOM was first established as the U.S. Army Electronics Command on Aug. 21, 1963, then designated the Communications-Electronics Command in 1981, and was redesignated as the CECOM LCMC in 2005. As a Life Cycle Management Command, CECOM is the Army’s critical link for life cycle support of the communications-electronics systems and equipment used by the Joint Forces. CECOM executes a sustainment and logistics integration mission across a very broad and complex set of C4ISR systems and capabilities. Collectively responsible for the life cycle of C4ISR systems, AMC, and the Assistant Secretary of the Army for Acquisition, Logistics and Technology work together to comprise the C4ISR Center of Excellence at Aberdeen Proving Ground, Maryland.

•S oftware Engineering Center (SEC), APG, Maryland • Tobyhanna Army Depot (TYAD), Tobyhanna, Pennsylvania • U.S. Army Information Systems Engineering Command (USAISEC), Fort Huachuca, Arizona CECOM Core Competencies • Develop • Provide • Integrate • Sustain CECOM Core Functions • Depot-level manufacturing, repair, and overhaul • Field support • Interoperability certification • Foreign military assistance • Logistics, sustainment planning, and execution • Software sustainment • Supply chain management • Information technology systems engineering and integration

U.S. Army CECOM Life Cycle Management Command

CECOM Centers and Commands • Central Technical Support Facility (CTSF), Fort Hood, Texas • Logistics and Readiness Center (LRC), APG, Maryland

Sustaining the Strength of the Nation

U.S. Army photo by Tony Medici Official U.S. Army photo

TOP: An electronic mechanic and an electronics worker, Tobyhanna Army Depot (TYAD), Pennsylvania, set up a Lightweight Counter Mortar Radar (LCMR) system for rotation testing in an anechoic test chamber at TYAD. Final acceptance testing is conducted using the Mechanical Live Fire Test Simulator, which replicates live-fire acceptance testing, to test the radar’s 360-degree tracking capability. ABOVE: U.S. Army Spc. Christopher Clark and U.S. Army Pvt. Jared North, military policemen attached to Alpha Troop, 1st Squadron, 113th Cavalry Regiment, Task Force Red Horse, 2nd Brigade Combat Team, 34th Infantry Division, Task Force Red Bulls, provide rear security for fellow Soldiers while patrolling through the Bagram security zone, Parwan province, Afghanistan. The Communications-Electronics Command Tobyhanna Army Depot’s engineering team maintains, overhauls, repairs, tests, and supports the military’s electro-optics/night vision systems to ensure that Soldiers achieve dominance on the battlefield.

Sustaining the Strength of the Nation

TOBYHANNA ARMY DEPOT Tobyhanna, Pennsylvania

History Tobyhanna Army Depot (TYAD), a subordinate organization of U.S. Army Communications-Electronics Command, has served the United States since Feb. 1, 1953. Today, TYAD is the premier full-service joint C4ISR maintenance facility in the DOD and is the largest industrial employer in northeastern Pennsylvania, with an annual economic impact of $3.4 billion. In 2012, the depot earned its seventh Shingo Prize for Operational Excellence and its second consecutive Army Lean Six Sigma Excellence Award. Among its most notable accomplishments, Tobyhanna has earned two Chief of Staff of the Army Maintenance Excellence Awards for Depot Maintenance and two Army Superior Unit Awards. Installation Overview The depot encompasses 1,296 acres. The mission area consists of 155 buildings, 21 clean rooms, and 13 test ranges, to include multiple radar ranges and a laser range. More than 2.4 million square feet are dedicated to the depot’s C4ISR and missile guidance and control missions with 61 percent of the mission area under one roof. TYAD is virtually self-sustaining with a modern infrastructure to support its diverse mission requirements. More than 3,300 personnel work at the installation and operate its worldwide network of more than 57 forward repair activities, including seven in Southwest Asia. TYAD

Allen Kresge and Frank Gervasi, electronics mechanics at Tobyhanna Army Depot, run diagnostic tests on a video cassette recorder for the Boeing Harrier Integrated Supply Support Program. The program supports the supply chain for the AV-8B Harrier tactical strike aircraft.

is ISO 9001:2008 certified for the repair, overhaul, fabrication, power projection, and logistics support of C4ISR equipment and systems and the design and development supporting integration of communications-electronics systems. Tobyhanna

Sustaining the Strength of the Nation

Steve Grzezdzinski (CECOM)

Mission Tobyhanna Army Depot is a recognized leader in providing world-class logistics support for command, control, communications, computers, intelligence, surveillance and reconnaissance (C4ISR) systems across the Department of Defense. Tobyhanna’s corporate philosophy, dedicated workforce, and electronics expertise ensure the depot is the joint C4ISR provider of choice for all branches of the armed forces and our industry partners. Tobyhanna’s unparalleled capabilities include full-spectrum logistics support for sustainment, overhaul and repair, fabrication and manufacturing, engineering design and development, systems integration, post production software support, technology insertion, modification, Foreign Military Sales, and global field support to our joint Warfighters.

is the first military installation and third organization of any type in the world to achieve certification to both Aerospace Standard (AS) 9100 Revision C and AS9100 Revision A. The depot also holds certification for the ISO 14001:2004 Environmental Management System and the Occupational Health and Safety Assessment Series 18001:2007. In addition, TYAD is the first DOD facility to be certified as an Occupational Safety and Health Administration Voluntary Protection Program Star Site (1999, 2005, 2010). Competencies The Army has designated Tobyhanna as its Center of Industrial and Technical Excellence for C4ISR, avionics, and missile guidance and control. The Air Force has designated Tobyhanna as its Technical Repair Center for command, control, communications, computers, and intelligence and tactical missiles. TYAD’s talented workforce, high level of electronics expertise, and the latest technologies and business management techniques ensure the depot is the provider of choice for fabrication, electronic repair, engineering design, systems integration, technology insertion, automated test equipment, and technical documentation development of DOD’s joint C4ISR systems as well as missile guidance and control systems. TYAD projects its capabilities forward to posts, camps, stations, and remote operating bases worldwide, ensuring operational readiness for

the Warfighter. TYAD personnel provide two-level maintenance on systems such as improvised explosive device countermeasures, Logistics Information System, Tactical Operation Centers, Army airborne command and control, Guardrail/Common Sensor, Firefinder, Common Ground Station, tactical unmanned aerial vehicles, and communication security equipment at sites throughout Europe, Southwest Asia, Korea, Okinawa, and the continental United States. Capabilities at a Glance • Total sustainment of C4ISR systems and components • Missile guidance and control, avionics, and electro-optic repair/overhaul • Configuration management, field software support, acquisition logistics support, additive manufacturing • Worldwide maintenance and sustainment support (more than 57 sites worldwide with seven sites in Southwest Asia) • Light fabrication • Robust engineering design, development, simulation, and testing • Automated Test Equipment Center for Excellence *This installation received significant gains with every Base Realignment and Closure round.

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U.S. ARMY JOINT MUNITIONS COMMAND The Joint Munitions Command (JMC), a major subordinate command of the U.S. Army Materiel Command, manages the production, storage, distribution, and demilitarization of conventional ammunition for all U.S. military services. What is the Joint Munitions Command? JMC is the latest in a series of commands since World War II that has managed the nation’s ammunition plants. Since 1973, those commands have been headquartered on Rock Island Arsenal, Illinois. Brig. Gen. Kristin K. French serves as the commanding general of the JMC. The headquarters on Rock Island Arsenal is responsible for munitions production (ammunition plants) and storage (depots) facilities in 12 states. JMC employs 22 military, more than 5,400 civilians, and 6,100 contractor personnel. Of these approximately 11,500 personnel, 681 work in the headquarters on Rock Island Arsenal. JMC has an annual budget of more than $4 billion. What does the JMC do? JMC provides bombs and bullets to America’s fighting forces across all services, including all types of conventional ammo from bunker-buster bombs to rifle rounds. JMC manages plants that produce more than 1.6 billion rounds of ammunition annually and the depots that store the nation’s ammunition for training and combat. JMC is accountable for $61 billion of munitions and missiles. JMC Principal Locations: • Crane Army Ammunition Activity, Crane, Indiana • McAlester Army Ammunition Plant, McAlester, Oklahoma • Pine Bluff Arsenal, Pine Bluff, Arkansas • Holston Army Ammunition Plant, Kingsport, Tennesse • Iowa Army Ammunition Plant, Middletown, Iowa • Lake City Army Ammunition Plant, Independence, Missiouri • Milan Army Ammunition Plant, Milan, Tennesse • Radford Army Ammunition Plant, Radford, Virginia

•S cranton Army Ammunition Plant, Scranton, Pennsylvania •A nniston Munitions Center, Anniston, Alabama •B lue Grass Army Depot, Richmond, Kentucky •H awthorne Army Depot, Hawthorne, Nevada • Letterkenny Munitions Center, Chambersburg, Pennsylvania • T ooele Army Depot, Tooele, Utah JMC Core Competencies: •S torage •D istribution •D emilitarization •P roduction JMC Core Functions: • JMC provides bombs and bullets to America’s fighting forces across all services, including all types of conventional ammo from bunker-buster bombs to rifle rounds.

U.S. Army Joint Munitions Command ATTN: AMSJM-PCA 2695 Rodman Avenue Rock Island, IL 61299-6000 (309) 782-1514 rock-amsjm-pa@conus.army.mil www.jmc.army.mil usarmy.RIA.jmc.mbx.-amsjm-pa@mail.mil

Sustaining the Strength of the Nation

Linda K Loebach (AMC) JMC photo 1st Lt. Marshall Z. Howell (AMC)

TOP: The main outload pad of McAlester Army Ammunition Plant (MCAAP) is filled with palletized 500-pound inert bombs ready for loading into 20- by 8-foot military vans. ABOVE, LEFT: The Lake City Army Ammunition Plant provides quality smallcaliber munitions. ABOVE, RIGHT: A Crane Army Ammunition Activity employee loads conventional white phosphorus projectiles into a kiln furnace at the white phosphorus-to-phosphoric acid conversion plant July 22, 2014. The facility is a unique recycling system that derives phosphoric acid from a wide variety of white phosphorus munitions that can then be sold on the open market as liquid crop fertilizer.

Sustaining the Strength of the Nation

OUR MISSION “To educate, train, and inspire the Corps of Cadets so that each graduate is a commissioned leader of character committed to the values of Duty, Honor, Country and prepared for a career of professional excellence and service to the Nation as an officer in the United States Army”

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ANNISTON MUNITIONS CENTER Anniston, Alabama Mission Anniston Munitions Center provides timely and accurate receipt, storage, issue, maintenance, inspection, demilitarization, and recycling of ammunition and missiles.

Photo by Mark Cleghorn, Anniston Army Depot Photographer

Capabilities • Ammunition renovation • Ship, receive, and outload • Preservation, packaging, and maintenance • Quality assurance • Explosive demilitarization • Missile recycling History Anniston Ordnance Depot was established in February 1941. In 1952, the depot was assigned a maintenance mission for the overhaul and repair of combat vehicles. In 1962, the installation was renamed Anniston Army Depot and became part of the Army Materiel Command. In 1976, Anniston Army Depot became a part of the U.S. Army Depot System Command. In 1995, it became part of the Industrial Operations Command. In 1998, the 722nd Ordnance Company relocated from Fort McClellan, Ala., to Anniston Army Depot under Base Realignment and Closure 1995. Also in 1998, the conventional ammunition mission became a tenant organization. On Oct. 1, 1999, Anniston Munitions Center officially came under the full command and control of Blue Grass Army Depot in Richmond, Ky. Anniston Munitions Center received its first on-site commander in June 2004. Statistics For fiscal year 2014, Anniston Munitions Center has an operating budget of $17.4 million and a payroll of $9.5million.

Sustaining the Strength of the Nation

A lead munitions operator disassembles a Tube-launched, Optically-tracked, Wire-guided missile while his supervisor briefs Brig. Gen. Kristin French, the commanding general of the Joint Munitions Command, on the operations of the Missile Recycling Center at Anniston Munitions Center. The former JMC Command Sergeant Major observes in the background.

The Anniston Munitions Center employs 108 Department of the Army civilians and one Soldier. Facilities Anniston Munitions Center is housed on 13,160 acres with 33 buildings, 1,124 igloos, and a storage capacity of 2.5 million square feet.

CRANE ARMY AMMUNITION ACTIVITY Crane, Indiana Mission Crane Army Ammunition Activity (CAAA) receives, stores, ships, renovates, and demilitarizes conventional ammunition. CAAA provides centralized ammunition management for training ammunition and contingency stocks for Army units in the Midwest region. CAAA also produces pyrotechnic candles, flares, naval smoke and signal devices; C4 extrusion and Navy gun load, assemble, and pack; and metal fabrication of Class V and non-Class V components/kits/devices.

Facilities The facilities at CAAA include 209 production buildings, a 72,000-square-foot machine shop, 1,800 storage buildings for both explosive and inert ammunition (with a total capacity of 4.8 million square feet), an 80-acre demolition range, and 40 acres of ammunition burning grounds.

History CAAA was established in 1977 as a tenant on Naval Support Activity Crane (established in 1941 as Crane Naval Ammunition Depot) to implement the “single manager for conventional ammunition” concept. In October 1999, command and control of Letterkenny Munitions Center transferred to CAAA. Statistics For fiscal year 2014, CAAA has an operating budget of $132.4 million with a payroll of $57.6 million. CAAA employs 644 Department of the Army civilians and one Soldier.

Crane Army Ammunition Activity depot operations employees work to remove U.S. Navy torpedo warheads from storage and transport them to temporary storage before demilitarization.

Sustaining the Strength of the Nation

Thomas Peske (AMC)

Capabilities • Munitions and manufacturing • Demilitarization • Munitions and munitions-related maintenance and renovation • Remote operations and environmental testing • Logistics support • Machine shop • Chemical laboratory • Engineering

HOLSTON ARMY AMMUNITION PLANT Kingsport, Tennessee Mission Holston Army Ammunition Plant (HSAAP) manufactures a wide range of explosives for the Department of Defense to include Research Department Explosive (RDX), High Melting Explosive (HMX), Insensitive Munitions Explosive, and Triaminotrinitrobenzene (TATB) for use in warheads of all types of bombs, missiles, artillery shells, mortars, and fuzes. HSAAP also produces a number of formulations and specialty chemicals and has the capability for large volume acid recycling and anhydride production. A vigorous research and development program supports the creation of new products to meet current and future needs. Capabilities • Production and development of insensitive munitions explosives • Synthesis and manufacture of high explosives • Recrystallization and purification from organic solvents • Melt-cast, cast-cured, pressed, and extruded explosives formulation • Explosives performance testing • Full-spectrum explosives research and development capability • Custom and fine chemical manufacture for the defense industry • Research and development programs for development of new explosives

Brittany Bartholomew (AMC)

History HSAAP was established in July 1942 and stopped production in 1945. It was reactivated in 1950 in response to the Korean conflict and production continues today. Statistics Holston has a government staff of 18 Department of the Army civilians. The government staff has a payroll budget of $2 million. Contractor statistics are considered proprietary and therefore are not available.

Sustaining the Strength of the Nation

The former commander of Pine Bluff Arsenal and the former program executive officer for ammunition receive a brief overview of the magnesium nitrate process in the open-air steel structure at the Holston Army Ammunition Plant.

Facilities HSAAP is housed on 6,024 acres with 325 buildings, 130 igloos, and a storage capacity of 275,000 square feet.

IOWA ARMY AMMUNITION PLANT Middletown, Iowa Mission Iowa Army Ammunition Plant (IAAAP) loads, assembles, and packs medium- and large-caliber ammunition items for the Department of Defense using modern production methods in support of worldwide operations.

Facilities IAAAP is housed on 19,011 acres with 767 buildings, 271 igloos, and a storage capacity of 1,100,775 square feet. It also has 143 miles of roads and 102 miles of railroads.

Capabilities • Large ammunition • High-explosive artillery • Medium- and large-caliber mortars • Insensitive munitions • Smart munitions mines/scatterable mines • Missile assembly/missile warheads • Rocket-assisted projectiles • Detonators • Test ranges • SPIDER grenades • M112 demo charges • MICLIC • Development • Pressed and cast warheads • Salute rounds

Darryl Howlett (AMC)

History The IAAAP was established in November 1940 as the Iowa Ordnance Plant and started production in 1941. Production was stopped in 1945, when World War II ended. The plant resumed its ammunition manufacturing mission in 1949. In 1950, in response to the Korean conflict, production increased dramatically. In 1975, responsibility for the IAAAP reverted back to the Army. Statistics IAAAP has a government staff of one Soldier and 23 Department of the Army civilians to provide contract oversight. The government staff has a payroll budget of $2.4 million. Contractor statistics are considered proprietary and therefore are unavailable.

Sustaining the Strength of the Nation

An Iowa Army Ammunition Plant worker inspects a 155 mm artillery round.

MICHIGAN MICHIGAN ARSENAL OF OF INNOVATION INNOVATION ARSENAL In 1941 1941 the the nation nationcalled calledDetroit Detroit In Michigan the Arsenal of Democracy Michigan the Arsenal of Democracy when ingenuity ingenuityand andindustrial industrialpower power when came together togetherto towin winWorld WorldWar WarII. II. came Since then, then, the theenemy enemyhas haschanged, changed,the the Since battlefield has haschanged, changed,but, but,Michigan Michigan battlefield still still provides providessolutions solutionsto toDoD’s DoD’s challenges. challenges. By By leveraging leveragingthe theengineering engineeringmight, might, supply supply chain, chain,logistics logisticsand andcross-over cross-over technologies technologiesof ofAmerica’s America’sdomestic domestic auto auto industry, industry,the theU.S. U.S.Army Armysaves savestax tax dollars dollars and and provides providesour oursoldiers soldiersthe the most most technologically technologicallyadvanced advancedland land systems systems in in the theworld. world.

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LAKE CITY ARMY AMMUNITION PLANT Independence, Missouri Mission Lake City Army Ammunition Plant (LCAAP) provides quality small-caliber munitions and operates the North American Regional Test Center. Capabilities • Small arms cartridges • Components such as percussion and electric primer • Pyrotechnics • Small-caliber ammunition • Demilitarization and disposal of smallcaliber ammunition and explosives • Performs reliability testing of smallcaliber ammunition

U.S. Army Materiel Command photo

History LCAAP was established in December 1940, with production beginning in 1941. It was the first of 12 small arms plants run by the Army. Statistics Lake City Army Ammunition Plant has a government staff of one Soldier and 28 Department of the Army civilians to provide contract oversight. The government staff has a payroll budget of $2.4 million. Contractor statistics are considered proprietary and therefore are unavailable. Facilities LCAAP is housed on 3,935 acres with 374 buildings, 43 magazines, nine warehouses, 11 igloos, and a storage capacity of 707,000 square feet.

Sustaining the Strength of the Nation

Machine gun ammunition inspection at the Lake City Ammunition Plant.

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LETTERKENNY MUNITIONS CENTER Chambersburg, Pennsylvania Mission Letterkenny Munitions Center (LEMC), located on Letterkenny Army Depot, receives stores, ships, renovates, and demilitarizes conventional ammunition, missiles, and missile components. LEMC proves centralized ammunition management for training ammunition and contingency stocks for Army units in the Northeast region.

of explosive storage space, 902 igloos, 10 above-ground magazines, 26 rail docks, 28 miles of railroad, 126 miles of paved road, and a containerization facility.

Capabilities • Logistics support • Storage • Non-destructive testing • Missile maintenance • Munitions maintenance and renovation • Demilitarization

Letterkenny Munitions Center photo

History Letterkenny Army Depot was established in 1941 as an ammunition and general supply storage depot. In 1961, its Directorate of Ammunition Operations began supporting Army air defense missiles and Air Force intercept missiles. In 1999, the Directorate of Ammunition Operations was renamed Letterkenny Munitions Center with command and control transferred to Crane Army Ammunition Activity. LEMC is a tenant on Letterkenny Army Depot. LEMC received its first on-site commander in June 2013. Statistics For fiscal year 2014, Letterkenny has an operating budget of $32.5 million with a payroll of $17.2 million. There are 202 Department of the Army civilians and one Soldier. Facilities LEMC occupies 16,000 of Letterkenny’s 17,400 acres. Its facilities include 17 buildings, 2.3 million square feet

Sustaining the Strength of the Nation

Letterkenny Munitions Center, located in Chambersburg, Pennsylvania, maintains, stores, and demilitarizes tactical missiles and conventional ammunition for the Army, Air Force, and Navy.

McALESTER ARMY AMMUNITION PLANT McAlester, Oklahoma Mission McAlester Army Ammunition Plant (MCAAP) receives, stores, ships, produces, renovates, and demilitarizes conventional ammunition. MCAAP provides centralized ammunition management for training ammunition and contingency stocks for Army units in the Southwest region. Capabilities • Manufacturing • Logistics support • Demilitarization/disposal • Mobile Ammunition Renovation Inspection, and Demil (MARID) Team • Safety and environmental protection • Assists with research and development • Renovation • Mobile Rail Maintenance Team

Statistics For fiscal year 2014, MCAAP has an operating budget of $158.1 million and a payroll of $98 million. There are 1,271 Department of the Army civilians and one Soldier. Facilities MCAAP is housed on 44,964 acres with 2,826 buildings including 2,263 igloos, and a storage capacity of 8,840,559 square feet.

Photo by Sgt. Ferdinand Thomas

History MCAAP was established May 20, 1943, as the McAlester Naval Ammunition Depot. It became part of the Army’s Single Manager for Conventional Ammunition in 1977. Under Base Realignment and Closure 2005, MCAAP acquired additional workload from Red River Munitions Center. From Kansas Army Ammunition Plant, it acquired the Sensor Fuzed Weapon and missile warhead production, and from Red River Munitions Center, Lone Star Army Ammunition Plant, and Sierra Army Depot, it acquired demilitarization, storage, and maintenance functions.

Soldiers and McAlester Army Ammunition Plant civilians work together to load Navy guided missiles onto flatbed trailers during Operation Golden Cargo.

Sustaining the Strength of the Nation

MILAN ARMY AMMUNITION PLANT Milan, Tennessee Mission Milan Army Ammunition Plant (MLAAP) maintains a capability to load, assemble, and pack reliable medium- to large-caliber ammunition. However, MLAAP is no longer actively producing ammunition and continues with its transition to a commercial distribution site. Capabilities • Load, assemble, and pack • Demilitarization/disposal • Renovation/reclamation • Development and production test support • Logistical support

Joint Munitions Command photo

History Milan Ordnance Depot and Wolf Creek Ordnance Plant were established in 1941. In 1943, they merged becoming Milan Ordnance Center and later Milan Arsenal in 1945. In the 1960s, it became Milan Army Ammunition Plant. In June 2013, Milan Army Ammunition Plant executed a relinquishment of command ceremony, placing the plant under the control of a commander’s representative. Statistics Milan has a government staff of 14 Department of the Army civilians to provide contract oversight. The government staff has a payroll budget of $1.8 million. Contractor statistics are considered proprietary and therefore are not available.

A storage igloo at the Milan Army Ammunition Plant.

Facilities MLAAP is housed on 22,357 acres with 1,450 buildings, 873 igloos, and a storage capacity of 2,270,000 square feet.

Sustaining the Strength of the Nation

RADFORD ARMY AMMUNITION PLANT Radford, Virginia Mission Radford Army Ammunition Plant (RFAAP) manufactures propellant and propellant ingredients. Capabilities • Manufacturing propellant • Manufacturing propellant ingredients • Chemical, metrology, and ballistics labs History RFAAP was established April 5, 1941, as Radford Ordnance Works and New River Plant with Hercules Powder Company as the contractor. In 1995, Alliant Techsystems obtained a “facilities use” contract in a buyout of Hercules. In 2011, the facilities contractor was awarded to BAE for a period of 10 years, with the ability for three five-year renewals. Statistics Radford has a government staff of one Soldier and 22 Department of the Army civilians to provide contract oversight. The government staff has a payroll budget of $2.5 million. Contractor statistics are considered proprietary and therefore are not available.

An Operator feeds strands of propellant into a cutting machine at the Radford Army Ammunition Plant.

RFAAP photo

Facilities RFAAP is housed on 6,901 acres with 1,038 buildings, 214 igloos, and a storage capacity of 657,003 square feet.

Sustaining the Strength of the Nation

SCRANTON ARMY AMMUNITION PLANT Scranton, Pennsylvania Mission Scranton Army Ammunition Plant (SCAAP) manufactures large-caliber metal projectiles and mortar projectiles. Capabilities • Manufacturing source for 155 mm, M795 projectile • Multiple long-stroke vertical hydraulic forge press lines • Capability to produce large mortar projectiles • In-house metallurgical testing • Over 120 hydraulic tracer and CNC lathes • Machining capability exceeding current ammunition manufacturing requirements • In-house end-to-end production processes, no outsourcing requirements • Multiple automated paint lines • Multiple heat treat furnaces that austenitize, quench, and temper History The installation was originally constructed as a steam locomotive erecting and repair facility in 1908. SCAAP was established in 1953 and operated by U.S. Hoffman until 1963 when Chamberlain Manufacturing Corporation became the operating contractor. General Dynamics Ordnance and Tactical Systems assumed operation of the facility from Chamberlain in 2006 and is the current operating contractor.

Photo by Tim Tuttle

Statistics SCAAP has a government staff of nine Department of the Army civilians to provide installation management contract oversight. The government staff has a payroll budget of $910,000. Contractor statistics are considered proprietary and therefore are unavailable. Facilities SCAAP is housed on 15.3 acres with seven buildings and a storage capacity of 509,000 square feet.

Sustaining the Strength of the Nation

At the Scranton Army Ammunition Plant, a robot places a hot piece of steel on a die where an elongated, oil-coated, flaming press descends to forge, or stamp, the steel into the cylindrical shape of a projectile.

Mission Blue Grass Army Depot (BGAD) receives, stores, ships, renovates, and demilitarizes conventional ammunition. BGAD provides centralized ammunition management for training ammunition and contingency stocks for Army units in the Southeast region. In addition, BGAD also serves as the primary center for the receipt, storage, inspection, surveillance, testing, repair, issue, and demilitarization of chemical defense equipment. Capabilities • Industrial services support • Ammunition maintenance, renovation, disassembly, and demilitarization • Thermal arc coating of Air Force bombs • Water washout facility with flaker belt • Molten Salt Research and Development Facility • Ultrasonic testing for mortar ammunition • Chemical Material Surveillance Program • Quality assurance and joint logistics support • Ammunition life-cycle management • Chemical defense equipment History BGAD was established in 1941 and began operations in 1942 as an ammunition and general supply storage depot. In 1964, it merged with the Lexington Signal Depot and became Lexington-Blue Grass Army Depot. The Lexington facility was selected for closure under BRAC and in September 1999, the remaining facility received its current designation. Statistics For fiscal year 2014, BGAD has an operating budget of $88.9 million and a payroll of $55.3 million. BGAD’s staff

Blue Grass Army Depot employees examine a bomb. The depot is capable of precision smart bomb renovation as well as ammunition maintenance.

includes 704 Department of the Army civilians and one Soldier. Facilities BGAD has 447 buildings, 706 other types of assets (such as culverts, roads, fences, utilities), and 902 igloos, and a storage capacity of 3,233,598 square feet.

Sustaining the Strength of the Nation

U.S. Army photo

BLUE GRASS ARMY DEPOT Richmond, Kentucky

HAWTHORNE ARMY DEPOT Hawthorne, Nevada Mission Hawthorne Army Depot (HWAD) stores conventional munitions; demilitarizes and disposes of unserviceable, obsolete and surplus munitions; and maintains service ability through to inspection and renovation to ensure munitions readiness. Capabilities • Storage of conventional ammunition • Demilitarization • Quality assurance • Storage of Department of Defense elemental mercury • Ammunition renovation • ISO container maintenance/repair • Range scrap processing • Desert training for military units

Defense Logistics Agency photo

History The Naval Ammunition Depot Hawthorne was established in September 1930. It was redesignated Hawthorne Army Ammunition Plant in 1977 when it transferred to Army control as part of the Single Manager for Conventional Ammunition. In 1994, it ended its production mission and became Hawthorne Army Depot. Statistics Hawthorne has a government staff of one Soldier and 30 Department of Army civilians to provide contract oversight. The government staff has a payroll of $2.9 million. Contractor statistics are considered proprietary and therefore are not available. Facilities HWAD is housed on 147,236 acres. It has 414 administrative and storage buildings and 2,094 magazines providing an explosive storage capacity of 7,685,000 square feet.

Sustaining the Strength of the Nation

A Defense Logistics Agency employee loads a pallet of elemental mercury onto a truck at a New Jersey storage site. Three thousand tons of elemental mercury has been relocated to Hawthorne Army Depot, Nevada. The project offered both cost efficiencies and improved security for the hazardous material without sacrificing quality of oversight.

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PINE BLUFF ARSENAL Pine Bluff, Arkansas Mission Pine Bluff Arsenal (PBA) provides smoke; white phosphorous; specialized ammunition; and chemical, biological, radiological, and nuclear defense capabilities through manufacturing, storage, and logistics. The arsenal serves as the Joint Services Center for Industrial and Technical Excellence (CITE) for chemical/biological defensive equipment. Capabilities • Chemical defense and test equipment • Individual and collective chemical protection and decontamination systems • Chemical materiel surveillance program • Machining, fabrication, and assembly • Specialty ammunition production • Less-than-lethal ammunition production • Quality assurance and joint logistics services

U.S. Army photo by Hugh Morgan

History PBA was established in November 1941, for the manufacture of incendiary grenades and bombs. The mission expanded to include production and storage of pyrotechnic, riot control, and chemical-filled munitions. In September 2006, the Secretary of the Army designated PBA as the CITE for Chemical and Biological Defense Equipment. In 2007, it became part of the Joint Munitions Command. Statistics For fiscal year 2014, PBA has an operating budget of $119.8 million and a payroll of $59.2 million. There are 702 Department of the Army civilians and one Soldier. Facilities PBA is housed on 13,493 acres with 665 buildings, 271 igloos, and a storage capacity of 2,090,563 square

Sustaining the Strength of the Nation

M18 colored smoke grenade demonstration. M18 grenades are used by the Warfighter for signaling purposes during combat and training operations.

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TOOELE ARMY DEPOT Tooele, Utah

Robyn McCown

Mission Tooele Army Depot (TEAD) receives, stores, ships, renovates, and demilitarizes conventional ammunition. TEAD provides centralized ammunition management for training ammunition and contingency stocks for Army units in the Northwest region. TEAD is also the Army’s Center for Industrial and Technical Excellence (CITE) for ammunition peculiar equipment (APE). Capabilities • Engineering • Explosives performance testing • Logistical support • Machining, fabrication, assembly, and repair • Robotics • Nondestructive testing • Demilitarization • Laser cutting • Slurry Emulsion Manufacturing Facility History Built in 1945, TEAD was originally called the Tooele Ordnance Depot and was a storage depot for war supplies. In 1988, TEAD acquired the general supply storage mission from Pueblo Army Depot. In Base Realignment and Closure 1993, it lost its troop support mission, maintenance and storage missions. TEAD retained its ammunition logistics support function. In July 2013, TEAD officially gained additional storage capabilities from the now-closed Deseret Chemical Depot. Statistics For fiscal year 2014, TEAD has an operating budget of $67.3 million and a payroll of $39.9 million. There are 436 Department of the Army civilians and one Soldier.

Sustaining the Strength of the Nation

Gen. Dennis L. Via, commanding general, U.S. Army Materiel Command, receives a demonstration of the unique equipment used at Tooele Army Depot to transport conventional ammunition within the ammunition area.

Facilities TEAD is housed on 23,914 acres with 1,093 buildings, 902 igloos, and a storage capacity of 2,483,000 square feet. TEAD also assumes an additional 19,364 acres, 120 buildings, and 206 storage igloos from the now-closed Deseret Chemical Depot.

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U.S. ARMY Joint munitions & Lethality life cycle MANAGEMENT COMMAND The Joint Munitions & Lethality Life Cycle Management Command (JM&L LCMC) is a life cycle management command that manages research, development, production, storage, distribution, and demilitarization of all conventional ammunition and the personnel, organizations, infrastructure, and processes required for effective life cycle management of conventional ammunition within the Department of Defense (DOD) used by the joint Soldier. JM&L LCMC is headquartered at Picatinny Arsenal, New Jersey, with major components located at Rock Island Arsenal, Illinois and at Picatinny. While the objectives of the JM&L LCMC are to facilitate product responsiveness, minimize life cycle costs, and enhance the effectiveness and integration of munitions and lethality acquisition, logistics, and technology, its overarching objective is to deliver the best munitions to the right place, at the right time, and at the right cost. The JM&L LCMC brings together the resources and expertise of its three component organizations: the Program Executive Office (PEO) for Ammunition located at Picatinny Arsenal, Joint Munitions Command (JMC) at Rock Island, and the Armament Research, Development and Engineering Center (ARDEC), also at Picatinny. It also oversees a nationwide network of installations and facilities that produce and store conventional ammunition under the direction of JMC. PEO Ammo develops and procures conventional and leap-ahead munitions to increase combat firepower to joint Warfighters. Through its five Project Management and two Project Director Offices, PEO Ammo executes

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the total ammunition, networked, force protection, and close battle and munitions systems for the LCMC. An organizational element of AMC’s Research, Development and Engineering Command (RDECOM), ARDEC technology enhancements improve already fielded items, transitions technology to the PEO to develop new ones, maintains a strong armament technology base in government, industry, and academia and provides technical support to the Soldier in the field. The center serves as the entry point for LCMC interaction with RDECOM and its other research, development, and engineering centers. JMC, a major subordinate command of the U.S. Army Materiel Command, manages the Army’s ammunition plants and depots and serves as the logistics arm of the LCMC. JMC installations produce, store, issue, and demilitarize conventional ammunition for all U.S. military services, and for other U.S. agencies and allied nations as directed. JMC manages the Army’s 14 ammunition production plants and storage depots and the Defense Ammunition Center, a technical center for munitions where the next generation of civilian ammunition specialists are being trained. JMC also

Sustaining the Strength of the Nation

serves as the logistics and readiness arm of the LCMC, ensuring that munitions are delivered at the right place and time to support unit training and deployments. ARDEC is the Army’s principal researcher, technology developer, and sustainer of current and future armament organizational element of AMC’s RDECOM, ARDEC technology enhancements improve already fielded items, transitions technology to the PEO to develop new ones, maintains a strong armament technology base in government, industry, and academia and provides technical support to the Soldier in the field. The center serves as the entry point for LCMC interaction with RDECOM and its other research, development, and engineering centers. JML Principal Locations • Picatinny Arsenal, New Jersey • Rock Island Arsenal, Illinois

U.S. Army photo by Staff Sgt. Chuck Burden; 3rd BCT PAO; 1st Cavalry Division

JML Core Competencies • Design • Acquire

• I ntegrate • Field and sustain conventional ammunition JML Core Functions • Manages research, development, production, storage, distribution, and demilitarization of all conventional ammunition • Deliver the best munitions to the right place, at the right time, and at the right cost

U.S. Army Joint Munitions & Lethality Life Cycle Management Command Picatinny Arsenal, NJ 07806-5000 (973) 724-9492 www.pica.army.mil/JML

The M7 Spider networked mine system allows operators to choose between discharging lethal or non-lethal munitions. One grenade “can be launched 2 meters high, out 5 to 7 meters, with a 10-meter blast radius, each grenade capable of up to 1,400 fragments,” said Joe Carr, a training instructor for the munitions new equipment training branch at the Army Armament Research, Development and Engineering Center at Picatinny Arsenal, New Jersey.

Sustaining the Strength of the Nation

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U.S. ARMY RESEARCH, DEVELOPMENT AND ENGINEERING COMMAND The U.S. Army Research, Development and Engineering Command develops innovative technology solutions for warfighters and the nation to ensure the United States maintains decisive overmatch capabilities. Superior scientific and engineering expertise makes RDECOM the trusted, objective partner that ensures decisive capabilities for unified land operations to empower the Army, the joint warfighter and our nation. RDECOM is headquartered at Aberdeen Proving Ground, Maryland, and has more than 14,000 scientists, engineers and other professionals working worldwide on a strategic portfolio that balances the development of technology-enabled solutions for the current fight with investments in future capabilities to give the Army a decisive advantage as it faces tomorrow’s challenges. The command actively maintains thousands of relationships within a global network of science and technology organizations, including agreements with university-level institutions, small business innovative research agreements, cooperative research and development agreements with industry and international agreements with more than two dozen countries. These relationships, combined with the RDECOM workforce, allow the organization to continuously improve the Army’s world-class research, development and engineering capabilities. RDECOM’s technological expertise, systems engineering discipline, analytical capabilities and collaborative reach give the Army an organic research and development capability on the cutting edge of technology and across the full spectrum of operations. RDECOM takes on Army-specific requirements and technology challenges by performing research, development, and engineering work that industry or academias do not to pursue. RDECOM’s civilian scientists and engineers execute these critical services more cost-effectively than external organizations.

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RDECOM Principal Locations: • Adelphi, Maryland • Aberdeen Proving Ground, Maryland • Natick, Massachusetts • Picatinny, New Jersey • Redstone Arsenal, Alabama • Warren, Michigan RDECOM Core Competencies: • Programs and engineering • Technology-enabled capability demonstrations • Enterprise efficiencies • External engagement and support RDECOM Core Functions: • To deliver technological expertise, systems engineering discipline, analytical capabilities, and collaborative reach • Deliver organic concepts and requirements driven research, development and engineering capabilities

U.S. Army Research, Development and Engineering Command

TECHNOLOGY DRIVEN. WARFIGHTER FOCUSED.

Sustaining the Strength of the Nation

U.S. Army RDECOM photo

RDECOM photo U.S. Army RDECOM photo

TOP LEFT: The Aviation and Missile Research, Development and Engineering Center and NASA work together on technologies, such as propulsion research. TOP RIGHT: Aberdeen Proving Ground (APG) hosted STEM Expo 2014, in which the Research, Development and Engineering Command, along with other APG organizations, participated. Demonstrations and hands-on activities included robotics, 3-D printing, satellite network communications, DNA identification, and controlling a computer with your mind, or neuroscience. ABOVE: An engineer from RDECOMâ&#x20AC;&#x2122;s Army Research Laboratory conducts research.

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Photo by Todd Lopez

U.S. ARMY RESEARCH LABORATORY The U.S. Army Research Laboratory is the Army’s corporate laboratory and the nation’s premier laboratory for land forces. ARL is the link between the scientific and military communities, with the mission to discover, innovate and transition science and technology to ensure dominant strategic land power. The lab’s research continuum stretches from current operations support to early, long-term, basic research that explores new technologies. With Army partners providing technical expertise and assistance for military operations, ARL puts Army technology in the hands of Soldiers as rapidly as critical needs arise. Founded on the tenets of discovery, innovation and transition, ARL drives opportunities in power projection, information, lethality and protection, and Soldier performance for the Army of 2030 and beyond using a framework of eight S&T campaigns – a systematic course of aggressive science and technology activities envisioned to lead to enhanced land power capabilities in the deep future. These S&T campaigns – in Extramural Basic Research; Computational Sciences; Materials Research; Sciences-for-Maneuver; Information Sciences; Sciences-for-Lethality and Protection; Human Sciences; and Assessment and Analysis – operate in concert to provide ARL with a robust technological foundation to execute its mission. Each campaign is designed to explore, better understand, mature and exploit S&T developments leading to Power Projection Superiority, Information Supremacy, Lethality and Protection Superiority, and Soldier Performance Augmentation that are essential to the future Army. ARL is composed of six directorates and the U.S. Army Research Office (ARO). The directorates are: the Computational and Information Sciences Directorate; the Human Research and Engineering Directorate; the Sensors and Electron Devices Directorate; the Survivability/Lethality Analysis Directorate; the Vehicle Technology Directorate; and the Weapons and Materials Research Directorate. Through ARO, ARL is the Army’s executive agent for development, execution, and transfer of extramural basic science research to meet Army-wide requirements. ARL has primary sites at Adelphi Laboratory Center (Adelphi, Maryland); Aberdeen Proving Ground, Maryland; White Sands Missile Range, New Mexico; Research Triangle Park, North Carolina; and Orlando, Florida; and has field elements across the U.S. ARL’s diverse assortment of unique facilities and dedicated workforce of 1,900 federal employees coupled with its privatesector partners make up the largest source of world-class integrated research and analysis in the Army.

Sustaining the Strength of the Nation

Ron Polcawich, Ph.D., describes his passion for micro robotics and “pushing the state of the art” in micro fabrications, during a tour of his Piezoelectric-Micro Electro-Mechanical Systems (PiezoMEMS) lab at the Army Research Laboratory in Adelphi, Maryland. PiezoMEMS looks at actuators and sensors that could swarm around future battlefields, giving Soldiers much better situational awareness.

ARL’s Open Campus Initiative: ARL’s Open Campus initiative, unveiled in 2014, is a collaborative endeavor with the goal of building a science and technology ecosystem that will encourage groundbreaking advances in basic and applied research areas of relevance to the Army. Through the Open Campus framework, ARL scientists and engineers (S&Es) will work collaboratively and side-by-side with visiting scientists in ARL’s facilities, and as visiting researchers at collaborators’ institutions. Central to the research collaborations is mutual scientific interest and investment by all partners – ARL’s Open Campus is not a funding opportunity. The global academic community, industry, small businesses, and other government laboratories benefit from this engagement through collaboration with ARL’s specialized research staff and unique technical facilities. These collaborations will build research networks, explore complex and singular problems and enable self-forming expertise-driven team building that will be well-positioned for competitive research opportunities, and expose scientists, engineers – including professors and students – to realistic research applications and perspectives, helping to ensure our nation’s future strength and competitiveness in these critical fields.

TECHNOLOGY DRIVEN. WARFIGHTER FOCUSED.

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QTYUIOP AERONAUTICAL

AMRDEC Public Affairs photo

AVIATION AND MISSILE RESEARCH, DEVELOPMENT, AND ENGINEERING CENTER The U.S. Army Aviation and Missile Research, Development, and Engineering Center conducts research and exploratory and advanced development, and also provides one-stop life cycle engineering support for aviation and missile weapons systems and unmanned aerial and ground vehicle platforms. As part of the U.S. Army Research, Development and Engineering Command (RDECOM), AMRDEC has the mission to develop technology and engineering solutions for America’s Soldiers, joint warfighters, and the Nation. Many Department of Defense and other federal agencies, as well as academic, corporate and industrial researchers and developers, seek AMRDEC’s S&T expertise, which is characterized by its talented and technically proficient workforce and unique test bed capabilities. AMRDEC delivers collaborative and innovative technical capabilities for responsive and cost effective research, product development, and life cycle systems engineering solutions. The Center ensures America’s Warfighters maintain decisive overmatch capabilities for unified land operations. AMRDEC’s employees are an embodiment of the Center’s vision – to be a warfighter-focused, valued team of world leaders in aviation and missile technologies and life cycle systems engineering. AMRDEC’s stature has been built by providing synergistic expertise to its customers. The Center operates on an annual budget of approximately $3 billion. AMRDEC specialists support the warfighter around the world. The headquarters and seven of nine directorates are at Redstone Arsenal, in Huntsville, Alabama. Other AMRDEC locations include Joint Base Langley-Eustis, Virginia; NASA Ames Research Center at Moffett Field, California; NASA Langley in Hampton, Virginia; Corpus Christi, Texas; and Colorado Springs, Colorado. The men and women of AMRDEC – nearly 10,000 military, government, civilian, and contractor personnel – are dedicat-

Sustaining the Strength of the Nation

Aviation and Missile Research, Development and Engineering Center employee Jeff Gareri inspects a launch tube for the Multi-Mission Launcher (MML). The MML design began with the M1157, an Army dump truck, selected to reduce life cycle cost and logistics. It features both an open architecture and the capability to launch a variety of munitions in order to provide comprehensive air defense against both current and future threats.

ed to meeting the current and future needs of America’s joint warfighters and allies.

TECHNOLOGY DRIVEN. WARFIGHTER FOCUSED.

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U.S. ARMY ARMAMENT RESEARCH DEVELOPMENT AND ENGINEERING CENTER The U.S. Army Armament Research, Development and Engineering Center (ARDEC) is an internationally acknowledged hub for the advancement of armaments technology and engineering innovation. As part of the U.S. Army Research, Development and Engineering Command, ARDEC is one of the specialized research, development, and engineering centers within the U.S. Army Materiel Command. ARDEC partners with a variety of organizations, including industry, academia, and other government agencies to accelerate the development and transition of new technologies to ensure decisive overmatch capabilities for unified land operations to empower the Army, joint warfighters and our nation. ARDEC’s mission is to empower, unburden, and protect the warfighter by providing superior armaments solutions that dominate the battlefield. Partnering Mechanisms Technology Transfer Partnering Agreements match opportunities with partnering tools. Companies can benefit from ARDEC technologies through these other technology transfer mechanisms such as contracts, CRADAs, consortia, and more. For the most current information about ARDEC technology transfer programs, initiatives, and points of contact please refer to the website: www.pica.army.mil/TechTran.

RDECOM-ARDEC photo

Workforce More than 3,300 civilian engineers, scientists, and support personnel staff the ARDEC. Nearly 20 percent of the technical staff earned one or more Ph.D. or M.S. degrees. Workforce members publish more than 100 technical papers a year and submit many patents in their areas of expertise. ARDEC’s workforce participates in several national and international conferences and symposia. Facilities ARDEC is the largest entity at Picatinny Arsenal, New Jersey, with more than 500 buildings and 64 laboratories. ARDEC maintains some of the most advanced experimental research, development, and engineering facilities in the world to support the development of breakthrough armaments and

Sustaining the Strength of the Nation

The U.S. Army Armament Research, Development and Engineering Center (ARDEC) researches, engineers, and develops armament technologies, including non-lethal systems, precision armanments, nanotechnologies, and more.

munitions systems. ARDEC also has a major off-site entity located at Watervliet Arsenal, New York – Benét Laboratories – which is the Army’s design authority for large-caliber armaments, mortars, and direct-fire systems. Benét’s laboratories and research capabilities are enhanced by their co-location with Watervliet’s large-caliber manufacturing facilities. Capabilities • Non-lethal systems • Smart sights • Pyrotechnics •B attlefield digitization and software • Precision armaments • Environmental technologies •N etworked lethality

•D efense against unmanned systems • Counterterrorism/homeland defense technologies •A dvanced materials/ nanotechnologies •N ovel power and energy systems for weapons

TECHNOLOGY DRIVEN. WARFIGHTER FOCUSED.

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Tom Faulkner (RDECOM)

Mission To develop and integrate C4ISR technologies that enable information dominance and decisive lethality for the networked warfighter. Science and Technology Core Efforts • Mission command (applications) • Tactical and deployed power • Tactical and strategic networks • Tactical cyberspace operations • Electronic warfare • Intelligence, surveillance, reconnaissance and targeting • Intelligence analysis, exploitation and dissemination

Sustaining the Strength of the Nation

CERDEC engineers use state-of-the-art facilities such as this anechoic chamber to test and evaluate communications and electronics technologies for the Soldier.

• Counter-IED and minefield detection • Position, navigation, and timing • C4ISR enterprise support System Engineering Services • Life cycle systems engineering • Software engineering • Security engineering, certification and accreditation, information assurance • Project leadership • Independent product/product assessment • Sustainment engineering support • Rapid prototype engineering/integration • Production/quality/reliability engineering • Configuration management, specifications, and standardization program management • Technical/acquisition management

TECHNOLOGY DRIVEN. WARFIGHTER FOCUSED.

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U.S. ARMY EDGEWOOD CHEMICAL BIOLOGICAL CENTER Mission The U.S. Army Edgewood Chemical Biological Center (ECBC) integrates life cycle science, engineering and operations capabilities to counter chemical, biological, radiological, nuclear and high-yield explosive (CBRNE) threats to joint warfighters and U.S. forces and the nation. Vision ECBC is the premier resource for CBRNE solutions, uniting and informing the national defense community. As part of the U.S. Army Research, Development and Engineering Command, ECBC is the primary Department of Defense technical organization for non-medical chemical and biological defense. ECBC’s headquarters is at Aberdeen Proving Grounds, Maryland, with two additional sites located at Pine Bluff Arsenal, Arkansas, and Rock Island Arsenal, Illinois. ECBC fosters research, development, testing, and application of technologies for protecting our military from CB warfare agents, while leveraging its assets to assist civilian enterprise. ECBC’s contributions include CB agent detectors and warning systems, decontamination technologies, protective masks, and services in support of the nation’s demilitarization and homeland defense initiatives. The center is staffed by a highly trained, multidisciplinary team of scientists, engineers, and specialists. With its talented workforce and unique infrastructure, ECBC is a national asset. As a full life cycle support organization, ECBC couples basic science with engineering and field support to put new tools in theater faster. ECBC provides chemical surety and biological materiel management services and supports homeland security initiatives through training and technical assistance programs. ECBC is also dedicated to ensuring its breakthroughs and ex-

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pertise are transitioned to other government agencies, private industry and allies throughout the world. Current Statistics Human Resources: • 1,469 employees (includes 312 on-site contractors) • 368 Chemical Personnel Reliability Program staff providing hands-on chemical agent expertise • 97 Biological Personnel Reliability Program staff (or in process of qualifying) • Nearly 200 acquisition professionals matrixed to other organizations, primarily JPEO-CBD and CMA Physical Infrastructure: • $1.8 billion in facilities and equipment • More than 200 buildings and nearly 2 million square feet of laboratory, engineering, and chamber space • 434 chemical surety hoods • 68 BioSafety Level (BSL)-2 and BSL-3 hoods Unique Mission • Life cycle responsibility for CB defense technology development; from the laboratory to sustainment of fielded items • ECBC is the Single Small Scale Facility for the United States, a designation given to one organization in each Chemical Weapons Convention treaty signatory country • ECBC is the only “all hazard” laboratory in the nation capable of handling items potentially contaminated with chemical, biological, and radiological materiel TECHNOLOGY DRIVEN. WARFIGHTER FOCUSED.

Sustaining the Strength of the Nation

U.S. Navy photo by Mass Communication Specialist Seaman Desmond Parks

Will Rowell, a chemical engineering technician with Edgewood Chemical Biological Center, opens a valve on the Field Deployable Hydrolysis System (FDHS) aboard the roll-on/roll-off and container ship MV Cape Ray during practice operations of the FDHS in Rota, Spain, June 10, 2014. The U.S. government-owned MV Cape Ray was modified and deployed to the eastern Mediterranean Sea to dispose of Syrian chemical agents in accordance with terms Syria agreed to in late 2013.

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U.S. ARMY NATICK SOLDIER RESEARCH, DEVELOPMENT AND ENGINEERING CENTER Overview The Natick Soldier Research, Development and Engineering Center (NSRDEC), located in Natick, Massachusetts, focuses on the Soldier Domain by developing and using the latest innovations in science and technology (S&T) to maximize the American warfighter’s survivability, sustainability, mobility, combat effectiveness, and field quality of life. NSRDEC focuses on Soldier Systems Engineering Architecture and leads the Soldier Domain through partnership and collaboration across Army, Department of Defense (DoD), and government organizations, industry, and academia to deliver advanced capabilities through S&T generation and application. This novel approach supports the current fight while transforming to the Future Force, with the Soldier as the decisive edge. NSRDEC adds value and empowers, unburdens, and protects warfighters through basic science, technology generation, application, and transition, enabling rapid fielding of the right equipment, Soldier systems technology integration and transition, and the ability to solve field problems rapidly. Introduction Since 1954, NSRDEC has followed a simple mandate: to ensure that American Soldiers are the best fed, the best protected, and the most highly mobile military in the world. As part of the Army’s Research, Development and Engineering Command (RDECOM), NSRDEC leads the Soldier Systems Integration Domain in coordinating Soldier-related efforts across the command and in highlighting Soldier technology capability gaps that need to be addressed. NSRDEC also works in close collaboration with other organizations as well as with Program Executive Officer (PEO) Soldier and PEO Combat Support and Combat Service Support to bring the fastest delivery of the most capable equipment solutions to U.S. warfighters. • NSRDEC’s 400-plus scientists, engineers, technologists, and equipment designers provide a wide range of capabilities of equipment, to include field feeding and life support systems, clothing, precision airdrop

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systems and ballistic, chemical, and laser protection systems to warfighters. NSRDEC’s technical and scientific expertise in the research, development, and engineering of novel materials and fibers has led to the creation of new combat uniforms and Soldier equipment that is lighter weight, more durable, and more threat-resistant than anything Soldiers have ever worn. Innovative research into food science and packaging has led to a new understanding of how to maximize a Soldier’s performance by developing rations that contain just the right mix of nutrients, are easy to prepare in remote locations, and, most importantly, taste good. State-of-the-art systems now use advanced technology to power, heat, light, and support modern structures that protect Soldiers and enhance their quality of life. Research into airdrop and other aerial delivery technologies has matured to ensure that personnel and equipment reach their destination in the fastest, most precise, yet safest, way possible.

Basic and Early Applied Research • Nanotechnology • Biotechnology • Polymer science and engineering • Modeling and analysis Human Systems Integration Sciences • Anthropometry • Biomechanics • Behavioral and cognitive sciences • Human factors/MANPRINT • Sensory and consumer research • Modeling and analysis • Soldier and small combat unit performance Clothing and Protective Equipment • Chemical/biological barrier materials • Ballistic protective materials

Sustaining the Strength of the Nation

Photo by Staff Sgt. Jacob N. Bailey; U.S. Army

• Barrier materials • Structures • Thermal management • Energy management • Finite element analysis • Ballistics

Natick Soldier Research, Development and Engineering Center researchers are working to find better ways to prevent sight impairment and eye injury, now and in the future. They are also working on cutting-edge technologies for vision enhancement and shared vision applications.

• Directed energy (eye) protection • Environmental protection • Camouflage • Multifunctional material S&T Thrust Areas • Body armor • Combat clothing • Microclimate conditioning • Chemical protective gear • Load carriage • Handwear/footwear/eyewear oldier/Small Combat Unit Technology Maturation and S Demonstration • Unmanned systems and warfighter technology • Soldier systems engineering architecture, integration, and experimentation • Modeling and analysis • Soldier mobility and mission effectiveness • Soldier C4 interfaces, power, and lethality • Soldier integrated protection S&T Thrust Areas • Technology integration • Systems integration • Human systems integration • Environmental clothing (Expeditionary) Contingency Basing/Collective Protection • Softwall shelters • Rigidwall shelters • Integrated expeditionary base camp systems S&T Thrust Areas

Sustaining the Strength of the Nation

Airdrop/Aerial Delivery • Personnel parachuting systems • Cargo airdrop systems S&T Thrust Areas • Precision airdrop (sensors, guidance, and control systems) • Integrated logistics aerial resupply • Modeling and simulation • Parachutist safety • Test instrumentation • Materials research Combat Feeding • Combat rations • Field food service equipment • Combat feeding systems S&T Thrust Areas • Energy and equipment • Food safety/biosensors • Novel preservation and stabilization • Novel nutrient delivery • Revolutionary packaging • M&S/logistics Unique Facilities • Center for Military Biomechanics Research: Allows for 3-D analysis of movement, measurement of external forces on the body, monitoring of muscle activity, assessment of O2 consumption, and real-time mapping of pressure patterns. • High Performance Fiber Facility: One-of-a-kind bi-/tri-component fiber extrusion capability that enables the exploration of lightweight and reactive/responsive multifunctional fibers. • Doriot Climatic Chambers: Tests the limits of human performance under extreme conditions. Primarily used for human research where a dedicated group of Soldiers perform as human research volunteers. • Ouellette Thermal Test Facility: Includes a propane fire cell, flame and thermal lab, laser lab, and CO2 laser. •3 -D Laser Scanning Lab: Whole body and head/face laser scanning system that enables measurements for current and next-generation armor and helmet systems. •C ognitive Performance Lab: Virtual reality and mobile cognitive assessment platform capabilities. •P olymer Film CoE: Enables R&D of new plastics and nanocomposites formulations at lab-scale production level.

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U.S. Army Materiel Command I The Year in Special Operations The Year in Veterans Affairs and Military Medicine I Defense Security Cooperation Agency U.S. Army Corps of Engineers: Building Strong I U.S. Coast Guard Outlook To view these publications go to www.defensemedianetwork.com

U.S. ARMY TANK AUTOMOTIVE RESEARCH, DEVELOPMENT AND ENGINEERING CENTER

TARDEC Public Affairs photo

Mission The Tank Automotive Research, Development and Engineering Center (TARDEC) develops, integrates and sustains the right technology solutions for all manned and unmanned Department of Defense ground systems and combat support systems to improve current force effectiveness, provide superior capabilities for the future force and ensure decisive overmatch capabilities for unified land operations to empower the Army, joint warfighter and nation. History Ground was broken in September 1940 for the Detroit Tank Plant. By the end of World War II, more than 22,000 tanks had been manufactured at what is now known as the Detroit Arsenal. In April 1946, the tank plant was transformed into a world-class research laboratory to study technologies for military ground vehicles. From then until the present day, TARDEC has continued the legacy of developing advanced technologies for military ground vehicles, weapon systems and Soldier support equipment. TARDEC’s laboratory, research and engineering operations encompass 28 facilities at the Detroit Arsenal, Selfridge Air National Guard Base, and Southwest Research Institute. TARDEC engineers manage more than one million square feet of laboratory and engineering space, and more than $1 billion in facility and equipment value, providing enormous returns on investment to the U.S. Army ground vehicle community. In addition, TARDEC’s National Automotive Center works closely with industry and academia, leveraging commercial automotive technologies and current research advancements for military use to improve ground systems mobility, lethality and Soldier survivability. For nearly 70 years, TARDEC has provided warfighters with advanced technological solutions to ground vehicle systems challenges. To do that, our engineers, scientists and technicians must overcome the numerous design, development, manufacturing and product technology gaps identified in the Army’s long-term strategy. Specifically, TARDEC’s 30-Year Strategy emphasizes the need to balance investments among those that support current Programs of Record, and those that will provide leap-ahead technology advancements and transitional solutions to support

Sustaining the Strength of the Nation

The U.S. Army Tank Automotive Research, Development and Engineering Center and collaborative partner Lockheed Martin successfully demonstrated the Autonomous Mobility Appliqué System’s capabilities by conducting a driverless seven-truck linehaul convoy at speeds up to 40 mph.

the Future Force. Through a variety of collaborative opportunities, TARDEC is accelerating delivery of new capabilities, while avoiding unnecessary development costs along the way to develop game-changing ground systems capabilities to ensure battlefield dominance for our current and future warfighters. Competencies/Capabilities TARDEC’s technology focus areas are specific topics of interest on which TARDEC concentrates research initiatives. TARDEC provides advanced integrated system engineering, advanced modeling and simulation, technical expertise and engineering leadership support across organizational boundaries to these areas with specific technologies to improve the Ground System Enterprise. Technology Focus Areas Ground vehicle power and mobility (GVPM) • Ground system survivability (GSS) • Ground vehicle robotics (GVR) • Force projection technology (FPT) • Vehicle electronics and architecture (VEA) • Energy security TECHNOLOGY DRIVEN. WARFIGHTER FOCUSED.

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MILITARY SURFACE DEPLOYMENT AND DISTRIBUTION COMMAND The Military Surface Deployment and Distribution Command (SDDC), headquartered at Scott Air Force Base (AFB), Illinois, is the Army Service Component Command to the U.S. Transportation Command, providing global deployment and distribution capabilities to meet the nation’s objectives. The SDDC mission is to provide global deployment and distribution capabilities to meet the nation’s objectives. By employing a globally postured, professional workforce using audit-ready processes, SDDC is the preferred choice for deployment and distribution solutions. With approximately 2,400 people, SDDC books, ships, tracks, and conducts port operations for surface movements worldwide with a low financial overhead by leveraging services from the best of the U.S. transportation industry. Since 2001, SDDC has orchestrated movements for more than 3.8 million shipments of cargo in support of U.S. forces worldwide. In fiscal year 2012 alone, SDDC moved more than 16.4 million measurement tons of cargo, which equates to about 277,966 full standard-size cargo trailers. Lined end to end, these trailers would stretch 2,105 miles, or from New York City to nearly Salt Lake City, Utah. SDDC also supports service members, federal employees, and their families with safe and secure delivery of their household goods and privately owned vehicles. The command manages an average of about 520,000 booked household goods a year with about 250,000 of those moves occurring between the months of May and August. Additionally, SDDC’s Transportation Engineering Agency, also at Scott AFB, provides the Department of Defense with engineering, policy guidance, research, and analytical expertise, ensuring U.S. military forces can respond successfully to any requirement anywhere in the world.

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The U.S. Army Reserve Deployment Support Command (DSC), headquartered at Birmingham, Alabama, is one of the newest operational and functional commands borne of Army transformation, and consolidates all Army Reserve surface mobility units under a single organization. The DSC is a directreporting command of the 377th Theater Support Command in New Orleans, Louisiana, and is operationally controlled by SDDC. SDDC manages 87 percent of the cargo coming out of Afghanistan, with the 595th Transportation Brigade being the critical node in the region. In its key role as the air-surface integrator, SDDC orchestrates the multi-modal transportation operations being used to get cargo in and out of Afghanistan. SDDC has five subordinate brigades headquartered around the world: The 595th Transportation Brigade, Camp Arifjan, Kuwait, conducts surface deployment and distribution operations to meet national security objectives within the U.S. Central Command (CENTCOM) area of responsibility (AOR). Through a cohesive team of experts, the 595th Transportation Brigade links strategic Warfighter surface movement requirements with commercial capability. Combining organic, commercial, and host-nation capabilities, the brigade offers maximum options and solutions to supported forces while delivering equipment and sustainment on time. The brigade has two battalions: • 831st Transportation Battalion, Kandahar Airfield, Afghanistan

Sustaining the Strength of the Nation

•8 41st Transportation Battalion, Charleston, South Carolina • 842nd Transportation Battalion, Beaumont, Texas • Detachment in Seattle, Washington • Team in Anchorage, Alaska

U.S. Military Surface Deployment and Distribution Command’s 842nd Transportation Battalion loads equipment onto the Cape Rise at the Port of Beaumont, Texas, in support of Operation United Assistance.

U.S. Army photo

• Detachments in Hairaton, Leatherneck, Mazar-eSharif, and Bagram • 840th Transportation Battalion, Port of Ash Shuaiba, Kuwait • Detachments in Qatar, Dubai, and Oman The 596th Transportation Brigade, Military Ocean Terminal Sunny Point (MOTSU), North Carolina, safely provides ammunition terminal services to meet the nation’s objectives. This responsibility includes the operation of both East and West Coast ammo terminals at MOTSU and at Military Ocean Terminal Concord (MOTCO), California, respectively, and the U.S. Southern Command AOR. The brigade has two battalions: • 832nd Transportation Battalion, Jacksonville, Florida • Detachments in Cape Canaveral, Florida, and Puerto Rico • 834th Transportation Battalion, Concord, California The 597th Transportation Brigade, Joint Base LangleyEustis, Virginia, is focused on the U.S. Northern Command AOR. The 597th and its subordinate units are responsible for meeting the surface deployment, redeployment, and distribution needs of the Warfighter and Defense Transportation System customers in the United States. The brigade has three battalions and three Rapid Port Opening Elements: • 833rd Transportation Battalion, Joint Base LangleyEustis, Virginia • 688th Rapid Port Opening Element, Joint Base LangleyEustis, Virginia • 689th Rapid Port Opening Element, Joint Base LangleyEustis, Virginia • 690th Rapid Port Opening Element, Joint Base LangleyEustis, Virginia

Sustaining the Strength of the Nation

The 598th Transportation Brigade, Sembach, Germany, supports U.S. European Command (USEUCOM), U.S. Africa Command (USAFRICOM), and CENTCOM via the Northern Distribution Network (NDN). The 598th Transportation Brigade enables full-spectrum operations by performing movement of forces and materiel in support of the combatant commander. This unit has left its mark in dozens of countries, distinguishing itself in every mission, aptly fulfilling its motto, “Warrior Logistics – in Motion.” The brigade provides expeditionary and deliberate port (seaport of embarkation and seaport of debarkation) and surface distribution operations in the USEUCOM and USAFRICOM AORs and sustains forces. Additionally, the unit is prepared to deploy globally on short notice to conduct port and distribution operations. The brigade has two battalions: • 838th Transportation Battalion, Kleber Kaserne, Kaiserslautern, Germany • Detachments in Azores, Rhine River, U.K., Greece, and Rotterdam • 839th Transportation Battalion, Livorno, Italy • Detachments in Italy and Turkey • 950th Transportation Company, Bremerhaven, Germany The 599th Transportation Brigade, Wheeler Army Airfield, Hawaii, is located with all U.S. Pacific Command service component commands on the island, making the location ideal for brigade members to effectively plan and coordinate with its leading supported units. The unit’s location also allows easy access to Honolulu’s commercial ports, Barbers Point Harbor, and to the Navy port at Pearl Harbor. The AOR for the 599th is geographically the largest in the world, covering 52 percent of the Earth’s surface, equal to about 105 million square miles. The brigade has three battalions: • 835th Transportation Battalion, Okinawa, Japan • Detachment in Singapore • 836th Transportation Battalion, Yokohama, Japan • Detachments in Guam • 837th Transportation Battalion, Busan, South Korea • SDDC 320th Naval Reserve Unit, Alameda, California

Military Surface Deployment and Distribution Command

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U.S. ARMY TACOM LIFE CYCLE MANAGEMENT COMMAND The TACOM Life Cycle Management Command (LCMC), a major subordinate command of the Army Materiel Command (AMC), headquartered in Warren, Michigan, unites all of the organizations that focus on Soldier and ground systems throughout the entire life cycle. The TACOM LCMC consists of the Integrated Logistics Support Center, Program Executive Office-Combat Support and Combat Service Support, Program Executive Office-Ground Combat Systems, and Program Executive Office-Soldier. The TACOM LCMC is also aligned with several business partners: the U.S. Army Tank Automotive Research, Development and Engineering Center; Army Contracting Command-Warren; U.S. Army Armaments Research, Development and Engineering Center; the Natick Soldier Research, Development and Engineering Center; Edgewood Chemical and Biological Center; Joint Program Executive Office for Chemical and Biological Defense; and the System of Systems Integration Directorate. What TACOM LCMC does • T he TACOM LCMC mission is to develop, acquire, field, and sustain soldier and ground systems for America’s warfighters. • I f a Soldier eats it, wears it, drives it, or shoots it, TACOM LCMC develops, provides, or sustains it. •M ore than 19,000 teammates at approximately 109 locations around the world work together to get products and services to the Soldier faster, make good products even better, and minimize life cycle costs. • T ACOM LCMC plays a vital role in the Army’s efforts to sustain, prepare, reset, and transform its operations. The Command manages its products, people, processes, and culture in order to deliver warfighting capabilities and to enhance Soldier readiness. •S uccessful execution of our mission requires ef-

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fective communication and coordination among the acquisition, logistics, and technology (ALT) organizations that are part of the TACOM LCMC and the Army’s Materiel Enterprise. TACOM LCMC Locations • TACOM Life Cycle Management Command, Warren, Michigan • Watervliet Arsenal, Watervliet, New York • A nniston Army Depot, Anniston, Alabama • Red River Army Depot, Texarkana, Texas • Sierra Army Depot, Herlong, California • Joint Manufacturing and Technology Center, Rock Island, Illinois • Joint Systems Manufacturing Center, Lima, Ohio.

U.S. Army TACOM Life Cycle Management Command ATTN: AMSTA-CSP Warren, MI 48397-5000 (586) 574-8820 www.tacom.army.mil

Sustaining the Strength of the Nation

TACOM photos

TOP: Soldiers examine engine parts on a disassembly line inside Anniston Army Depotâ&#x20AC;&#x2122;s 142,500-square-foot Powertrain Flexible Maintenance Facility. ABOVE: A forge operator positions a newly forged tube at Watervliet Arsenal.

Sustaining the Strength of the Nation

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ANNISTON ARMY DEPOT

ANNISTON, ALABAMA

History Anniston Ordnance Depot (AOD) was constructed in 1941 with storage igloos, ammunition magazines, warehouses, and several administrative buildings. Nearly a decade later, AOD began an assignment to overhaul and repair combat vehicles. The maintenance and storage missions began in 1963 under the name Anniston Army Depot. ANAD began repair and overhaul of the M1 Abrams Main Battle Tank in the mid-1980s and was the recipient of towed and self-propelled artillery and light combat vehicle missions as a result of the Base Realignment and Closure Commission 1995. Production of Stryker vehicles began in 2001 with commercial partner General Dynamics. ANAD is transforming with the Army and utilizing innovative initiatives including but not limited to workforce revitalization, Lean Six Sigma, and partnering with industry. In September 2006, the secretary of the Army designated ANAD as the CITE for combat vehicles (wheeled and track except Bradleys) including assault bridging, artillery, and small-caliber weapons. In July 2014, the depot became the CITE for locomotives, rail equipment, and nontactical generators. Installation Overview ANAD is located on 15,319 acres in Calhoun County. ANAD has $2.5 building and plant replacement value of approximately $2.5 billion. To the north, the installation is bordered by Pelham Range, which is a 20,000-acre training range operated by the Alabama Army National Guard. There are no encroachment issues for the installation. With a $1.29 billion economic impact, ANAD is a major economic engine for the region.

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AMC photo

Mission Provide industrial and technical support to joint services for repair and overhaul of combat vehicles, artillery systems, bridge systems, small arms, and secondary components. Anniston Army Depot (ANAD) is the premier Department of Defense Center for Industrial and Technical Excellence (CITE) and is capable of overhaul and refurbishment of all the aforementioned systems. Major tenants of the installation include Anniston Munitions Center and the Defense Distribution Depot Anniston.

Anniston Army Depot overhauls and repairs small arms as well as combat vehicles and other systems.

Competencies The most valuable resource existing at ANAD is the multiskilled workforce that would take decades to replace. The infrastructure is capable of repeated 70-ton combat vehicle traffic and has heavy-lift capability within key facilities. ANAD has a live firing range capable of firing weapons up to 155 mm. Capabilities at a Glance • Custom machining • Combat vehicles (except Bradley and Multiple Launch Rocket System) • Overhaul/repair of all wheeled and tracked vehicles • Artillery overhaul/repair • Small arms overhaul/repair • Bridging systems overhaul/repair • Worldwide support • Missile Recycling Center

Sustaining the Strength of the Nation

JOINT MANUFACTURING & TECHNOLOGY CENTER ROCK ISLAND, ILLINOIS

Rock Island Arsenal Joint Manufacturing and Technology Center photo

Mission We will ensure customer satisfaction by providing on time, cost-effective products and services of the highest quality through utilization of an experienced workforce supporting the Department of Defense (DOD) and other customers. We are proud to be DOD’s Rock! History Congress established Rock Island Arsenal (RIA) in 1862. During the Civil War, the island served as a prison camp for the Confederate Soldiers. The Rock Island Arsenal is the site of a National Cemetery for those who served the nation. The construction of the first stone manufacturing shop began in 1866 and continued through 1893 when the last stone shop was finished. After World War I, RIA built the first American manufactured tank. The Rock Island Arsenal tradition continues today to strive to produce the best quality weapons and manufactured items for the Department of Defense while meeting the everchanging needs of today’s Warfighters. In addition to the ISO 9001:2008 registration, the RIA Joint Manufacturing & Technology Center (RIA-JMTC) is recognized as a 2007 Shingo Public Sector Gold Medallion Recipient for the Forward Repair System (FRS) value stream and a 2007 Silver Medallion Recipient for its Shop Equipment Contact Maintenance (SECM) value stream. In addition, RIA-JMTC was the Army’s first Gold Medallion recipient in 2006 and are the only two-time Gold Medallion recipient in the Army. RIA-JMTC was designated a Center of Industrial and Technical Excellence (CITE) for Mobile Maintenance Systems by the secretary of the Army in 2009. The center was designated a CITE for Add-on-Armor and Foundry Operations in 2012. Installation Overview RIA is located on a 946-acre island in the Mississippi River between Illinois and Iowa. RIA has more than 1.5 million square feet of manufacturing space and one of the largest warehouse facilities with more than 770,000 square feet under one roof with additional outside storage space. Competencies Rock Island Arsenal Joint Manufacturing & Technology Center is a full service, one-stop shop that saves customers’

Sustaining the Strength of the Nation

The Rock Island Arsenal Joint Manufacturing and Technology Center foundry. The Arsenal has a unique set of capabilities, including metal fabrication, welding, heat-treating, machining, casting, and forging.

time and money by eliminating the need to outsource services. The capabilities range from having a full-purpose foundry, fabrication, and welding of various metals, heat treating, machining, painting, and engineering. RIA-JMTC has unique capabilities in the industrial world with more than 1,000 machining centers. Capabilities at a Glance Engineering and laboratory facilities • Tool/die manufacturing • Casting and investment casting • Gear/spring manufacturing • Water jet cutting • Laser cutting • Stereo lithography (3-D modeling)• Assembly and packaging • Live-fire testing and simulation • Titanium casting • Composite armor center • Robotic welding • Machining • Forging • Blasting • Welding • Forming • Plating • Painting

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RED RIVER ARMY DEPOT TEXARKANA, TEXAS Mission Sustain the joint Warfighter’s combat power by providing ground combat and tactical systems sustainment maintenance operations. Vision To build and rebuild the highest-quality vehicles at the lowest cost in the least amount of time – on time or ahead of schedule every time. We are here to serve and protect the Warfighter by our commitment to excellence in manufacturing and remanufacturing. History Red River Army Depot (RRAD) was originally established in 1941 as an ammunition storage depot. Because of the demands of World War II, the mission was expanded to include general supply storage and tank repair. Throughout the years, the depot’s missions have evolved, and today Red River is engaged in activities ranging in scope from remanufacturing/recapitalization of tactical wheeled vehicles to the production of M1 road wheels. RRAD is aggressively pacing its performance to accomplish the goals of the Army’s transformation by engaging innovative initiatives, such as Lean Six Sigma, extensive partnering with industry, and enhanced business management techniques. Red River Army Defense Complex is the largest single employer in the Greater Texarkana area. Installation Overview Situated on approximately 15,800 acres of land, Red River has more than 1,500 buildings/structures with more than 8 million square feet of floor space that can accommodate repair/overhaul of heavy tanks, wheeled vehicles, electronic systems, and artillery. The depot is home to a workforce of approximately 2,300 civilian employees and another 1,500 contract employees. Red River was the first depot within AMC to achieve ISO 9001:2000 certification throughout all administrative and production processes. Additionally, in 2008, RRAD achieved ISO 14001:2004 registration for Environmental Management Systems. Red River is the Army’s only two-time recipient of the

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Robert T. Mason Award for Depot Maintenance Excellence. The depot is also the winner of eight Shingo Medallions. Competencies RRAD is a strategic national asset with more than 70 years of service to the United States and its Soldiers. The depot is home to the only DOD remanufacture of road wheels and tracks for various vehicle systems. In addition, Red River has been designated by the Secretary of the Army as the Center for Industrial and Technical Excellence (CITE) for Tactical Wheeled Vehicles such as the mine-Resistant ambush-protected vehicle (MRAP); the High Mobility Multipurpose Wheeled Vehicle (HMMWV); the Heavy Expanded Medium Tactical Truck (HEMTT); the Armored Security Vehicle (ASV); the 5-ton truck family of vehicles; the Heavy Equipment Transporter (HET); and the High-Mobility Artillery Rocket System (HIMARS). The depot is also the CITE for the Bradley Fighting Vehicle System, the Multiple Launch Rocket System (MLRS), the Small Emplacement Excavator (SEE), rough terrain forklifts, and a multitude of secondary items. The depot’s multi-skilled workforce possesses a wide range of technical resources including the capability to design, fabricate, and manufacture a wide range of items, from specialty parts to unique prototype weapon systems and vehicles. The dedicated workforce provides continuous on-site support throughout the world. Capabilities at a Glance •E lectronics mechanical/hydraulics engines transmissions • Metal fabrication and machining • Rubber road wheels and track shoes • Combat and tactical vehicle test tracks • Destructive and non-destructive testing • Certified ballistic armor welding •E ngineering • Live-fire test ranges • Explosive safety • Fire bottle refurbishment • Design and manufacture prototype vehicles for various military services • Worldwide support – deployable workforce • Technical training

Sustaining the Strength of the Nation

U.S. Army National Guard photo by 1st Sgt. Charles Hooper

Alaska National Guardsmen and mechanics from the Red River Army Depot (RRAD) test drove two M973 Small Unit Support Vehicles (SUSVs) on and around Joint Base Elmendorf-Richardson, Alaska, Nov. 5, 2014. SUSVs are fully-tracked, all-terrain, amphibious vehicles designed to support platoon-sized units in arctic and mountainous conditions. RRAD specializes in support and maintenance of ground combat and tactical systems.

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SIERRA ARMY DEPOT HERLONG, CALIFORNIA Mission Sierra Army Depot (SIAD) provides rapid expeditionary logistics support and long-term sustainment solutions to the Army and the joint force. History SIAD was established in 1942 and began operations as an ammunition and general supply storage depot. In 1993, SIAD became home to the three largest operational project systems in the Army: Inland Petroleum Distribution System, Water Support Systems, and Force Provider. Today, SIAD has become a premier life cycle management installation performing the receipt, storage, repair, maintenance, and rapid deployment of a variety of military unique systems. In April 2011, Secretary of the Army designated Sierra Army Depot as the Center for Industrial Technical Excellence (CITE) for all Petroleum and Water Distribution Systems (PAWS). Installation Overview The depot sits on 36,322 acres of land adjacent to Honey Lake in Lassen County, California. The current infrastructure consists of 1,192 structures, including igloos, warehouses, maintenance buildings, and an on-site airfield. The depot is located on the east side of the Sierra Nevada mountain range at approximately 4,000 feet above sea level. This unique environment creates perfect long-term storage conditions: extremely low humidity and moderate summers and winters. Competencies Sierra is a Joint strategic power projection platform providing a wide variety of long-term, life cycle sustainment solutions for the joint services; from equipment receipt and asset visibility; to long-term care, storage, and sustainment; to repair/reset of all Army fuel and water systems; and on-demand rapid deployment from its organic airfield. The Depot offers an Enterprise-wide competitive solution to logistics challenges and fills a critical void in materiel and equipment management nearing the end of its first life. These unique operations clearly provide a readiness and operational value to the Army and the nation through management and controlled redistribution of this equipment to meet urgent demands. Missions include equipment reset, new assembly/kitting operations, training operations, maintaining

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operational project stocks, a redistribution mission for Class II and IX items, and it has established an End-of First Life Cycle Center for excess combat vehicles. SIAD has been designated as the Army’s consolidation and distribution center for the Clothing Management Office (CMO), supporting brigade-level Organizational Clothing and Individual Equipment (OCIE) reset operations. SIAD also performs similartype functions on clothing to receive, identify, classify, and bring to record new OCIE directly from the Defense Logistics Agency (DLA), “excess” OCIE from Clothing and Issue Facilities (CIFs) as well as returned items from Southwest Asia (e.g., posts/ camps/stations). SIAD embraces continuous improvement, private-public partnerships, and provides critical life cycle management support for equipment and supplies. Capabilities at a Glance • ISO 9001:2008 Quality Management certification and certified under the ISO 14001:2004 Environmental Standard. SIAD is on track to become a VPP Star-certified installation. • More than 36,000 buildable acres • On-post C-17-capable airfield • The secretary of the Army designated Sierra Army Depot as the CITE for all PAWS: SIAD is the Center of Excellence for Operational Project Stocks providing a complete range of logistics support, including receipt, storage, repair, shipping, maintenance, and fabrication of assets. • SIAD supports its customers’ life cycle management requirements, embracing the principles of “Lean Manufacturing.” Continuous process improvements – SIAD has robust Lean Six Sigma and Value Engineering programs that are part of a workforce culture that provides exceptional value to customers – saving money, executing work faster, with excellent quality. • SIAD provides real-world experience and has a proven track record in configuration management, and assembly and containerization of military unique systems. • SIAD invests time and resources in process improvements that refine and upgrade core competencies: rapid deployment, power projection, and industrial operations.

Sustaining the Strength of the Nation

TACOM photo

• APS and Operational Project Stocks (APS/OP Stocks): receipt, accountability, storage, COSIS, reset, upgrades, system configuration, kitting and assembly, and worldwide shipping. • Modern organic transportation network, capable of supporting all military and commercial aircraft, rail, and trucks able to respond immediately to all requirements worldwide. • Preservation and packaging prototyping. • SIAD currently manages (receives, identifies, classifies, inventories, stores, secures, performs COSIS as required, packages, and ships worldwide) wholesale stock for individual item managers (based on their specific scope of work and requisite funding). That stock is visible to item managers through the wholesale accountable records (was CCSS, now LMP). This stock is still “owned” by the item manager; SIAD does not ship unless directed (Transfer Order issued by the item manager in LMP). • The Army’s largest facility dedicated to equipment/ asset retrograde and reutilization/redistribution, SIAD manages (receives, identifies, classifies, inventories, stores, secures, packages, and ships worldwide) a majority of the Army’s Non-Army Managed Items (NAMI) retrograded Class IX equipment (based on its specific scope of work and requisite funding). It is visible to

the NAMI item manager in the SARSS Accountable Records. This stock is available to meet individual unit needs any time, anywhere in the world based on a valid requisition in the SARSS system. • SIAD also manages (receives, identifies, classifies, inventories, stores, secures, packages, and ships worldwide) a majority of the Army’s retrograded Non Standard Equipment (NS-E) based on its specific scope of work and requisite funding. It is visible to the “proponent” in the PBUSE accountable record. This materiel is managed by Headquarters Army Materiel Command and is issued to an organization worldwide when directed. • SIAD also manages (receives, identifies, classifies, inventories, stores, secures, inspects, packages, and ships worldwide) a large portion of the Army’s OCIE items (based on its specific scope of work and requisite funding). These are visible to the CMO, which provides disposition instructions to inspect, package, and ship worldwide when needed. • SIAD currently manages excess Class VII major end items in its Combat Vehicle End-of First Life Center (SIAD has more than 26,000 combat vehicles) for individual item managers. It receives, identifies, classifies, inventories, stores, secures, and ships assets (based on their specific scope of work and requisite (funding).

With 36,000 acres of land, Sierra Army Depot currently stores more than 22,000 pieces of Army equipment.

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WATERVLIET ARSENAL

WATERVLIET, NEW YORK U.S. Army Watervliet Arsenal photo, John B. Snyder

Mission To provide manufacturing, engineering, procurement, and quality assurance for cannons, mortars, and associated materiel throughout the acquisition life cycle. Vision To be the Department of Defense’s manufacturer of choice specializing in cannons, mortars, associated materiel using complex machining for U.S. military forces, allies, and for commercial industry. History The Watervliet Arsenal (WVA) is an Army-owned and -operated manufacturing facility located in Watervliet, N.Y. WVA is the oldest, continuously active arsenal in the United States, having begun operations during the War of 1812. After decades of producing ammunition cartridges, wooden gun carriages, and saddles, the arsenal was chosen in 1887 to be the nation’s cannon factory. The arsenal celebrated its 200th anniversary on July 14, 2013. And so, for more than 200 years, WVA has produced the critical weapons, parts, and wartime material that have helped hundreds of thousands of the nation’s Warfighters to come home safely. Today’s arsenal is relied upon by U.S. and foreign militaries to produce the most advanced, high-tech, high-powered weaponry for cannon, howitzer, and mortar systems. This National Historic Registered Landmark has an annual economic benefit to the local community in excess of $90 million. Installation Overview The U.S. Army Watervliet Arsenal, widely known as “America’s Cannon Factory,” is ISO 9001:2008 certified and was designated in 2013 by the Secretary of the Army as a Center for Industrial and Technical Excellence (CITE) for cannon and mortar systems. The $1.6 billion dollar arsenal-manufacturing complex is situated on a 143-acre site and spans 72 buildings with 2.1 million square feet of manufacturing and administration space. Approximately 510 Department of the Army personnel are tied to on-site production. Arsenal machinists work in

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Arsenal assembler Charles McDonald readies a 120 mm tank breech ring for assembly while Yap Films director of photography Aaron Szimanski captures the shot in August 2014. Yap Films, a Canadian film company, spent a week at the arsenal shooting footage for an upcoming documentary Troop Factory that will air in 2015.

tens of thousandths of an inch tolerances on products as small as can fit into a pants pocket to as large as a 30-foot howitzer barrel. WVA is also home to the Army’s Benét Laboratories, a Malcolm Baldrige Award recipient, whose mission includes the development of arsenal products and technology for future weapon systems. This arrangement of research, development, and manufacturing at a single site facilitates concurrent design and manufacturing. The arsenal readily offers a full complement of modern manufacturing and laboratory equipment, along with a highly trained staff of scientists, engineers, technicians, and machinists to any industry – military or civilian. Watervliet, through its focus on value engineering programs, such as Lean Six Sigma, continues to find efficiencies

Sustaining the Strength of the Nation

in all aspects of production and safety ... savings that are often returned to the customer in the way of reduced pricing structures. Competencies Watervliet Arsenal and its partner, the Army’s Benét Laboratories, are the Army’s capability and Center of Excellence for large-caliber weapon systems. Collocation of research, design, development, engineering, and manufacturing provides customers quick, seamless transition from concept design through prototyping to production. This is an integrated and inherently lean activity that focuses upon manufacturing and technology readiness. Watervliet and Benét support the Army’s fighting force with tank, artillery, mortars, and other components. Watervliet partners with all of the acquisition community, private and government, in the design and prototyping of large-caliber weapon systems. Customer expectations are exceeded by the arsenal’s expertise in ultra high-pressure components and advanced coatings that are stronger and lighter with longer service lives. A recent added dimension to WVA is publicprivate partnering. These small to large on-site technology companies broaden Watervliet’s portfolio with research and engineering in composites, nanomaterials, and electronics. Capabilities at a Glance • Custom machining • Prototype and production of highpressure components • Rotary forging/heat treatment of large cylinders • Chromium plating for wear and erosion abatement • Reverse engineering of components • Stereolithography composites manufacturing and product engineering • Modeling and simulation of heat,

• • • • •

stress, fatigue, and fracture Welding/fabrication Water-jet cutting Analysis In-laboratory fatigue simulation Replacement and compatibility analysis

Contact Information Watervliet Arsenal ATTN: John Snyder 1 Buffington Street Watervliet, NY 12189 (518) 266-5055, john.b.snyder.civ@mail.mil

Experts Experts IN REPAIR & REFURBISHMENT REFURBISHMENT IS A VIABLE AND COST EFFECTIVE SOLUTION WHEN EQUIPMENT IS WORN OUT OR DAMAGED.

Specializes in the inspection, repair, overhaul, and refurbishment of the optical fire control systems used on current United States howitzer systems as well as older howitzer system models.

Seiler refurbishes instruments in accordance with the appropriate Depot Maintenance Work Requirements (DMWR) for the specific instrument.

Seiler Instrument replaces the old radioactive light source (tritium) with new tritium or completely removes and upgrades to a nontritium light source (ERLS).

PREMIER OEM OF ARTILLERY AND MORTAR FIRE CONTROL (800) 489-2282

www.seilerinst.com

U.S. ARMY SECURITY ASSISTANCE COMMAND The U.S. Army Security Assistance Command leads the Army Materiel Command’s (AMC’s) Security Assistance Enterprise and co-leads the Army Security Assistance Enterprise (ASAE). The command develops and manages security assistance programs and FMS cases to build partner capacity, support geographic Combatant Command (COCOM) engagement strategies and strengthen U.S. global partnerships. USASAC implements approved U.S. Army security assistance programs, including FMS of defense articles and services to eligible foreign governments. USASAC is responsible for life cycle management of FMS cases, from pre-Letter of Request (LOR), to development, execution, and closure. In carrying out the Army security assistance mission, USASAC calls on all AMC Life Cycle Management Commands (LCMCs), as well as other DoD agencies and U.S. industry to support its processes. More than 40 organizations comprise the ASAE. Each sale of equipment to overseas customers comprises the same “total package” of quality materiel, facilities, spare parts, training, publications, technical documentation, maintenance support, and other services that AMC provides to U.S. Army units. The command manages approximately 4,800 FMS cases valued at more than $150 billion. USASAC also manages the Army’s co-production program. USASAC Principal Locations: • Headquarters, Redstone Arsenal, Alabama • New Cumberland, Pennsylvania • Washington Field Office, Fort Belvoir, Virginia • U.S. Army Security Assistance Training Management Organization (USASATMO), Fort Bragg, North Carolina • Office of the Program Manager for the Saudi Arabian National Guard, Riyadh, Saudi Arabia • Liaison officers at the COCOMs

Photo by Richard Bumgardner, USASAC

The U.S. Army Security Assistance Command (USASAC) is responsible for managing security assistance programs and Foreign Military Sales (FMS) for the Army. USASAC is known as the “Army’s Face to the World” because it serves as the primary entry point for U.S. Army materiel- and service-related FMS requirements.

The U.S. Army Security Assistance Command hosted the first-ever Grand Security Assistance Review with the Royal Saudi Land Forces Sept. 21-26, 2014, in Washington, D.C. USASAC Core Functions: •D evelops and manages security assistance programs • Develops and manages FMS cases to build partner capacity • Supports geographic Combatant Command engagement strategies •S trengthens U.S. global partnerships

U.S. Army Security Assistance Command

USASAC Core Competencies: • D evelop • Implement security assistance programs

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Sustaining the Strength of the Nation

Photo by Chief Warrant Officer 4 Dana L. Williams

U.S. ARMY SECURITY ASSISTANCE TRAINING MANAGEMENT ORGANIZATION The U.S. Army Security Assistance Training Management Organization (USASATMO) is a brigade and subordinate command of the U.S. Army Security Assistance Command. It is capable of supporting worldwide deployments of Security Assistance Teams (SATs) to support Army Security Assistance requirements and missions outside the continental United States. USASATMO is capable of providing personnel, financial, and Foreign Miltary Sales (FMS) case management services and oversight. USASATMO is the U.S. Armyâ&#x20AC;&#x2122;s premier team dedicated to meeting the challenges of overseas training management for the Army Security Assistance Enterprise (ASAE). USASATMO was established in 1974 at Fort Bragg, North Carolina, as a U.S. Army Training and Doctrine Command unit and was initially attached to the John F. Kennedy Special Warfare Center and School. USASATMO became part of the Army Materiel Command in 2010. USASATMO can support security assistance requirements with military, Department of the Army (DA) civilians, and contractors. SATs receive their support through an appropriate FMS case and utilize equipment that is the property of the host nation. Letters of requests from the host nation begin the request process. The lead time for a SAT can be one to 18 months and can have a duration from a few days to several decades, dependent upon the specific requirement. The Engagement Branch at USASATMO has a global capability of providing SATs to support overseas missions in support of the ASAE. Capabilities include, but are not limited to, leadership development, military peacekeeping operations, small unit tactics, and military decision-making process and planning.

Sustaining the Strength of the Nation

Sgt. 1st Class Grant Shanaman, of the U.S. Army Security Assistance Training Management Organization, watches soldiers from the Republic of Liberia prepare a sand table as part of non-commissioned officer training.

The Aviation Branch is a combination of active U.S. Army and DA civilian aviators with specialized expertise in aviation training, safety, and operations. Its capabilities include aviation SAT management, aviation mission assessment, safety surveys, basic aviation academic instruction, flight training, and advanced tactics/environmentally specific instruction. USASATMO: Training the world, one Soldier at a time. www.usasac.army.mil/usasatmo.aspx

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DEMOGRAPHICS EXECUTIVE SUMMARY

64,732*

AMC Personnel (30 Sept. 14) 5% Military I 95% Civilian* *Civilian Personnel includes Permanent, Temporary, Term and Foreign Nationals.

55%

General Schedule Civilian1 49% GS-9 to 15 $77,209 average basic salary

26%

Wage Grade Civilian1 $26.00/median hourly wage

Median Years of Service 14% Retired Military & 19% Retirement Eligible (Avg. Retiree Age: 61 with 30 YOS) Remaining 19% of the civilian population is accounted for in various other systems i.e., SES/ST 0.1%; Acq/Lab Demo 18%; and DCIPS 0.9%

A Highly Skilled & Educated Force 70%

Permanent Civilian Positions are Professional, Technical or Administrative 40% AMC positions require Acquisition Certification

64%

White Collar Personnel have a Bachelorâ&#x20AC;&#x2122;s Degree, Masterâ&#x20AC;&#x2122;s Degree or PhD

11%

of Civilians in Supervisory Positions (vs. 13% Army-wide) AMC Permanent Civilian Personnel are assigned to duty locations in 43 States and 27 Countries

AMC is Army Strong!

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Sustaining the Strength of the Nation

AMC STRENGTH BY COMMAND 18,000

Total Military: 3.430 (5%) I 47% Officers Total Civilian: 61,302* (95%) I 32% AWCF 94% Permanent Employees

16,000 14,000

*Includes Perm, Temp, Term and Foreign National Employees

12,000 10,000 8,000 6,000 4,000 2,000 0

RDECOM

TACOM LCMC

AMCOM LCMC

CECOM LCMC

ACC

JMC

ASC

SDDC

HQ AMC

CMA

USASAC

Other

Temp/Term

284

1,560

116

130

854

320

Permanent

13,157

10,604

8,418

6,103

4,746

4,255

3,991

1,181

731

556

497

717

Total FN

154

2,459

190

Other: U.S. Army Material Readiness & Acquisition Activities, HQ AMC Training Activities, 389th AG Band “AMC’s Own”

Civilian data source: DCPDS/BOXI

Military data source: TOPMIS and EDAS

Data as of 30 Sept. 2014

AWCF CIVILIANS Army Working Capital Fund (AWCF) Personnel by Depot, Arsenal and Ammunition Plant

4,500 4,000 3,500 3,000 2,500 2,000

Photo by Jon Connor, ASC Public Affairs

1,500 1,000 500 0

Corpus Christi Army Depot

Tobyhanna Army Depot

Anniston Army Depot

Red River Army Depot

Letterkenny Army Depot

Rock Island Arsenal

McAlester AAP

Pine Bluff Arsenal

Blue Grass Army Depot

Sierra Army Depot

Crane AAA

Watervliet Arsenal

Tooele Army Depot

Temp/Term

301

532

463

124

556

233

Permanent

3,470

2,803

2,621

1,790

1,397

1,104

808

696

663

609

596

488

411

Civilian data source: DCPDS/BOXI

Sustaining the Strength of the Nation

Data as of 30 Sept. 2014

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DEFENSE IN

DEPTH HIDDEN HISTORY

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

www.defensemedianetwork.com

U.S. Air Force photo

Tuskegee Airmen of the 332nd Fighter Group discuss combat flying. The Tuskegee Airmen were the first African-American aviators in the U.S. military.

DIRECTORY SMALL BUSINESS CONTACTS Headquarters AMC 4400 Martin Rd. Redstone Arsenal, AL 35898 Office Number: (256) 450-7953

U.S. Army Communications-Electronics Life Cycle Management Command 6001 Combat Drive Aberdeen, MD 21005 Office Number: 443-861-4371

U.S. Army Contracting Command 3334A Wells Road Redstone Arsenal, AL 35898 Office Number: 256-955-5718

U.S. Army Joint Munitions & Lethality Life Cycle Management Command Bldg 1610 / Rm 1 Picatinny Arsenal, NJ 07806-5000 Office Number: 973-724-3068

U.S. Army Sustainment Command (ASC) 1 Rock Island Arsenal Bldg. 390, 2nd Floor SE Rock Island, IL 61299-6000 Office Number: 309-782-5554

Joint Munitions Command 1 Rock Island Arsenal Bldg. 390, 2nd Floor SE Rock Island, IL 61299-6000 Office Number: 309-782-5554

U.S. Army Aviation & Missile Life Cycle Management Command Redstone Arsenal, Bldg 5303 Huntsville, AL 35898-5000 Office Number: (256) 876-5441

Military Surface Deployment and Distribution Command 1 Rock Island Arsenal Bldg. 390, 2nd Floor SE Rock Island, IL 61299-6000 Office Number: 309-782-5554

Sustaining the Strength of the Nation

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