Strategic Resetter Major General Clark W. LeMasters Chief of Staff for Operations and Logistics, G3/4/5/7 U.S. Army Materiel Command
2014
U.S. Army Materiel Command
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U.S. Army Materiel Command
Strategic Resetter
Q& A
Implementing the Strategic Reset Roadmap for Future Readiness Major General Clark W. LeMasters Chief of Staff for Operations and Logistics, G3/4/5/7 U.S. Army Materiel Command Major General Clark W. LeMasters assumed the duties as Deputy Chief of Staff for Operations and Logistics, G3/4/5/7, U.S. Army Materiel Command, on August 1, 2014. LeMasters’ previous assignments include: commanding general of the 13th Sustainment Command (Expeditionary); chief of ordnance and commandant of the U.S. Army Ordnance School from July 2010 to March 2012; executive officer for the Army G-4 from July 2009 to July 2010; director, Distribution Management Center, Army Sustainment Command from July 2007 to July 2009; student, Army War College; chief, Logistics Readiness Center, J4-Operations, USCENTCOM from August 2004 to June 2006; commander, 123rd Main Support Battalion, 1st Armored Division from June 2002 to August 2004; executive officer, 1st Armored Division Support Command from May 2000 to June 2002; executive officer, 703rd Main Support Battalion, 3rd Infantry Division from April 1999 to May 2000; materiel officer, 3rd Infantry Division MMC from May 1998 to April 1999; and support operations officer, 703rd MSB from June 1997 to May 1998. LeMasters was previously assigned to Fort Lee, Va., from December 1994 to July 1996 as a staff officer in the Force Development Directorate, U.S. Army CASCOM. In 1982, LeMasters was commissioned as a 2nd Lieutenant from the ROTC program at Marion Military Institute, Marion, Ala. Following his graduation from Marion, he served as a platoon leader in the 1-115th Infantry Battalion, Maryland Air National Guard, until he completed his bachelor’s degree in chemistry at Frostburg State University, Frostburg, Md. LeMasters was assessed to active duty in September 1984 as an Ordnance Officer. He also holds masters’ degrees from the Florida Institute of Technology and the Army War College. His military education includes the Ordnance Officer Basic and Advanced Courses, the Army Command and General Staff College, and the Army War College. During his career, he has served overseas in Germany, Iraq, Qatar and Afghanistan. LeMasters’ awards and decorations include: the Army Distinguished Service Medal, the Legion of Merit (with three Oak Leaf Clusters), Bronze Star Medal (with Oak Leaf Cluster), the Defense Meritorious Service Medal, the Meritorious Service Medal (with four Oak Leaf Clusters), the Army Commendation Medal and the Army Achievement Medal. Q: How is AMC going about the process of determining a priority for reset and maximizing the investment for the warfighter? www.MLF-kmi.com
A: At the Army Materiel Command, we focus first and foremost on providing the best possible support for the joint warfighter, and our reset efforts are no exception. Reset priorities are driven by the Headquarters, Department of the Army G8 Retrograde, Reset, Redistribution (R3) priorities list. This list is maintained, reviewed and adjusted by HQDA based on changing priorities. The overall reset process is governed by HQDA G8 and is vetted through their Reset Task Force (RTF) forums held at the Action Officer Working Group, Council of Colonels and General Officer Steering Committee levels. AMC actively participates in each of these RTF forums by briefing critical information regarding the current status of workload being reset at the Army depots and arsenals. This R3 priorities list is necessary and beneficial because it allows us to remain cognizant of the priority of equipment to be reset and allows us to be more responsive in our overall support to the warfighter. The list allows us to meet the needs of the joint warfighter, following priorities established by senior leaders. Q: Is there a strategic reset plan or roadmap? A: HQDA G4’s retrograde, reset, redeployment, redistribution and disposal (R4D) mission process tracks reset and measures the U.S. Army Materiel Command | MLF 8.9 | 1
U.S. Army Materiel Command amount of equipment that needs to be retrograded back to the United States. The Army Surface Deployment and Distribution Command created a Velocity Volume Distribution Retrograde (V2DR) approach which will be essential in the support of R4D operations. The V2DR is based on three core premises: the necessity to move large amounts of cargo in a very short time; overcoming multiple impediments such as weather and route saturation; and cost-conscious transportation operations. V2DR leverages point-to-point movement flow to maximize efficiencies gained through volume and effectiveness through velocity. Following the V2DR road map allows AMC to focus resources to meet requirements and sustain depot core capabilities. The Army organic industrial base plan established a basis for capacity planning, creating one common management framework. Resetting the Army will engage the organic industrial base and require overseas contingency operations funding for three or more years past the end of the return of equipment. Working with DA and theater, we monitor the flow of critical major end items from theater that support our reset/repair efforts both in our AMC forum Army Strategic Retrograde update and the DA forum R4D general officer steering committee. Q: Are there challenges to making sure all of the depots are receiving either an equal amount of work or enough work to make the investment there pay off? A: AMC workloads the organic facilities based upon their designation as a Center for Industrial and Technical Excellence (CITE) as defined by 10 US Code 2474, their identification as a governmentowned and government-operated core logistics capability as defined in 10 US Code 2464 and the current manufacturing missions for the arsenals and core competencies for the depots which do not have a traditional maintenance mission, such as Sierra Army Depot. AMC manages five hard iron maintenance depots, four ammo plants/activities, three manufacturing arsenals and one supply storage depot. Approximately $29.5 billion (operation and maintenance Army) of depot-level reset has been executed between fiscal years 2003 and 2014. Approximately 774,000 items have been reset at depot sources of repair between FY06 and FY13. Because of variances in the nature of the missions, AMC depots, arsenals and other installations will not and should not be expected to receive equal amounts of work. Although workload continues to decline across the enterprise due to Army requirements decreasing, maintaining a consistent flow of workload to these installations remains a priority. CITEs are encouraged to reengineer industrial processes and adopt best business practices to better serve as recognized leaders in their core competencies throughout DoD and in the national technology and industrial base. Q: What is AMC doing to reduce its amount of on-hand inventory—not too little to impact operational readiness and not too much as to impact excess cost and waste? A: Section 328 of the National Defense Authorization Act for FY10 (P.L. 111-84) required the Secretary of Defense to submit a comprehensive plan for improving the inventory management systems of the military departments and the Defense Logistics Agency with 2 | MLF 8.9 | U.S. Army Materiel Command
The DoD has long sought the perfect balance between organic and non-organic maintenance capacity. [Photo courtesy of U.S. Army]
the objective of reducing the acquisition and storage of secondary inventory that is excess to requirements. While the mission remains the same—ensuring materiel is ready for soldiers where and when they need it—the needs are changing and the U.S. Army Logistics Modernization Program (LMP) will continue to be a core element of managing those needs. The Army LMP system generates monthly reschedule and cancellation recommendations for procurements that are due-in (open purchase requests and on-contract orders) and exceed requirements. Cost, weapon system life cycle stage, marketplace support and other programmatic inputs are used to make reduction and termination decisions for excess on-contract orders. LMP enables Army Materiel Command leaders and employees to plan for logistics and budget requirements; order, buy and distribute materiel; make and fix materiel; and manage materiel, money and people—all worldwide, and at any time of the day or night. Q: How can Army Materiel Command optimize the public-private partnership environment? A: As AMC shifts focus from combat to sustainment and workloads tied to overseas operations decrease, an enormous opportunity for the private sector exists. Through the public-private partnership, or P3, program, companies can take advantage of the critical capabilities and skillsets developed over the last decade at the Army’s organic industrial base. By bringing in new opportunities and business for development, the Army can maintain the readiness critical to continue support for the warfighter. While the program has been in existence for more than 16 years, it is growing in visibility and becoming a key strategy to sustaining the industrial base. P3’s goal is to fully leverage the power of partnerships to enhance and preserve AMC’s unique organic industrial facilities, processes such as welding and testing, and personnel, while offering private industry access to those capabilities for their mutual benefit. Partnership arrangements result in more effective fulfillment of Army contracts by private industry at lower cost and reduced risk to industry partners. They also sustain production lines and other systems, as well as the critical skillsets of our nation’s industrial artisans. www.MLF-kmi.com
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U.S. Army Materiel Command Headquarters
Gen. Dennis L. Via Commanding General
Cmd. Sgt. Maj. James K. Sims Command Sergeant Major
Lt. Gen. Patricia E. McQuistion Deputy Commanding General
Aviation and Missile Command LCMC
Maj. Gen. James M. Richardson Commander
Cmd. Sgt. Maj. Tod L. Glidewell Command Sergeant Major
Army Contracting Command
2014
Maj. Gen. Theodore C. Harrison III Commander
Cmd. Sgt. Maj. David M. Puig Command Sergeant Major
Logistics Support Activity
Col. Charles B. Salvo Commander
MANTECH INTERNATIONAL CORPORATION (WW)
John B. Nerger Executive Deputy to the Commanding General
William Marriott Deputy Chief of Staff, G1
Brig. Gen. Edward Daly Chief of Staff
Cmd. Sgt. Maj. James E. Spencer Command Sergeant Major
Maj. Gen. Bruce T. Crawford Commander
Army Materiel Systems Analysis Activity
James Amato Program Manager
Cmd. Sgt. Maj. Kennis J. Dent Command Sergeant Major
Military Surface Deployment & Distribution Command
TACOM LCMC
Maj. Gen. Gwendolyn (Gwen) Bingham Commander
Maj. Gen. Clark W. LeMasters Deputy Chief of Staff G3/4/5/7
Communications-Electronics Command LCMC
Army Sustainment Command
Maj. Gen. Kevin G. O’Connell Commander
Col. H. Brock Harris Deputy Chief of Staff G2
Cmd. Sgt. Maj. Karl E. Schmitt Command Sergeant Major
Maj. Gen. Susan A. Davidson Commander
Office of PM-Saudi Arabian National Guard Modernization
Brig. Gen. Paul Laughlin Program Manager
Cmd. Sgt. Maj. Cedric J. Thomas Command Sergeant Major
Chemical Materials Activity
Donald E. Barclay Director
Dr. Edward Siomacco CIO/Deputy Chief of Staff, G6
Robert J. Turzak Deputy Chief of Staff, G8
Joint Munitions Command/Joint Munitions and Lethality LCMC
Brig. Gen. Kristin K. French Commander
Cmd. Sgt. Maj. Anthony M. Bryant Command Sergeant Major
Research, Development & Engineering Command
Maj. Gen. John F. Wharton Commander
Cmd. Sgt. Maj. James P. Snyder Command Sergeant Major
Army Security Assistance Command
Maj. Gen. Mark McDonald Commander
Cmd. Sgt. Maj. Rodger W. Mansker Command Sergeant Major
MANTECH INTERNATIONAL CORPORATION (WW)
U.S. Army Materiel Command The P3 program benefits industry in several unique ways. It facilitates private industry access to U.S. Army centers of industrial and technical excellence and their advanced-technology equipment. Industry can also take advantage of the diversified, highly skilled and deployable workforce. Finally, industry can protect their bottom line by using established facilities equipped with modern tooling and manned with trained and ready workers rather than constructing new plants or training new personnel. In return, the Army improves operaU.S. forces from Afghanistan is taking a coordinated, multi-service effort utilizing a host of U.S. military assets and contractor tional efficiencies and lowers the cost of Moving services. [Photo courtesy of DoD] products and services by maximizing output We’re well aware of the potential disruptions, and prepared to and potential. Partnerships generate significant revenue and jobs for address them as needed. the Army, leading directly to sustainment and expansion of organic industrial capabilities. Q: How is the Pakistan route? Currently, AMC has public-private partnerships with around 200 businesses, generating about $200 million. We project we will A: Overall, we have an acceptable flow through the Pakistan routes, have another 114 partnerships soon. Those partnerships generated particularly on the southern routes. more than $203 million in FY13 and $158 million in FY14. AMC is The Khyber Pass is a bit problematic at times, both because of currently in the process of developing a comprehensive strategic the unpredictable weather and because the route goes through the approach to business development to maximize those opportuniFederally Administered Tribal Regions of Pakistan. Those areas have ties. Part of the plan includes leveraging major commercial trade been relatively hostile as the Pakistani government takes action shows, where business decisions are often made, for industries such against terrorist networks there. as automotive and heavy machinery. The goal is to steadily increase P3s at the same rate as the U.S. economic growth, and ultimately Q: Can you tell me about what your Future Operations office looks to drive enough partnerships to maximize capacity at each of the at and plans for? industrial base arsenals, depots and plants. This growth is necessary for the U.S. Army to sustain the critical skills and capabilities it A: The AMC G-3/4 Future Operations Division spans the mission needs to maintain readiness for future operations. planning and execution gap between strategic plans and current Public-private partnerships allow us to deliver to our warfightoperations. They integrate national, Defense, Army and AMC straters the equipment they need, when they need it, at the most affordegy with directed studies and analysis to develop and implement able price by leveraging the best of what industry and the industrial alternatives for AMC organizational constructs, capabilities and base has to offer. capacity. The work done in the Future Operations Division helps promote the AMC commanding general’s priorities, ensure consisQ: In relation to the Army’s use of the NDN, have recent geopolititent messaging, shape programs, processes, policies and resources, cal issues caused you to plan differently for the retrograde? build teams, and collaborate across the full spectrum of AMC and its customers, the Army and the joint warfighter. A: Our retrograde plans shifted two years ago, when Pakistan first In addition to planning and hosting strategic engagements and closed the transit routes. Even though those routes have re-opened, events, AMC’s future operations division conducts study efforts to the temporary delays caused by those closures caused us to relook ensure AMC entities have a clear understanding of and are adhering our options and come up with alternatives. We’ve had some chalto Secretary of the Army Optimization Effort Initiatives and other lenges here and there, but we’ve been able to maximize the flow of Army and DoD efforts to support the joint warfighter. equipment to meet our retrograde goals. The division also ensures the integration of strategic plans, and ensures the command is prepared to integrate the Globally ResponQ: Any issues on the northern distribution network with Russia? sive Sustainment initiatives. A: We’ve been fortunate that we’ve had little disruption on the Q: Any closing thoughts? northern distribution network. The NDN is more than just the rail access to Russia. We also have a sealift offload location in the Baltics, A: The great professionals of the Army Materiel Command remain which provides an air or surface route to Afghanistan. We have a committed to continuing to support the joint warfighter as we preroute through Turkmenistan in Tajikistan into Azerbaijan, which is pare the command to support Force 2025 and beyond. AMC remains the southern tier of the NDN. There are several options that make forward-deployed and ready to flex capability anywhere the Army or up the NDN, but only about 10 percent of what we move comes in the joint warfighter requires support. O through the Baltics. 6 | MLF 8.9 | U.S. Army Materiel Command
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U.S. Army Materiel Command
Military Logistics Forum, with U.S. Army Materiel Command, outlines what a company needs to do to do business with AMC. While it may not be as easy as connecting the dots, mechanisms are in place to open up the process and level the playing field. 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 weapon systems and cuttingedge research to maintenance and distribution of spare parts. AMC operates research, development and engineering centers, laboratories, depots, arsenals, ammunition plants and other facilities, and maintains the Army’s prepositioned stocks, both on land and afloat. The command is also the DoD Executive Agent for the chemical weapons stockpile and for conventional ammunition. The command is engaged in the development, support and sustainment of the future Army while supporting and sustaining the current Army. Through its maintenance depots, AMC restores weapon systems needed as the Army makes its way to full transformation. The command’s overhaul and modernization efforts are enhancing and upgrading major weapon systems—not just making them like new, but inserting technology to make them better. AMC handles diverse missions that reach far beyond the Army. For example, AMC manages the multi billion dollar business of selling Army equipment and services to friends and allies of the United States and negotiates and implements agreements for www.MLF-kmi.com
co-production of U.S. weapon systems by foreign nations. AMC also provides numerous acquisition and logistics services to the other components of the Department of Defense and many other government agencies. AMC is headquartered at Huntsville, Ala., and is located in about 149 locations worldwide, including more than 45 states and 38 countries. AMC has about 50,000 dedicated employees at these organizations, both military and civilian, many with highly developed specialties in weapons development and logistics. To develop, acquire and maintain materiel for the Army, AMC works closely with industry, as well as colleges and universities, to ensure that state-of-the-art technology is effectively leveraged for the defense of the nation. As the place in the Army where superior technology, acquisition support, and logistics are integrated to assure readiness for today and tomorrow, AMC is heavily involved in making the Army more responsive, deployable, agile, versatile, lethal, survivable and sustainable.
A Step-by-Step Approach
System (NAICS) codes for your products or services. 2. Register Your Business • Obtain a DUNS Number The Data Universal Number System (DUNS) Number is a unique nine-character identification. If you do not have a DUNS Number, contact Dun and Bradstreet to obtain one. http://www.whitehouse.gov/ sites/default/files/omb/grants/duns_num_ guide.pdf • Register with Central Contractor Registration (CCR) You must be registered in Central Contractor Registration (CCR) to be awarded a DoD contract. CCR is a database designed to hold information relevant to procurement and financial transactions. CCR affords you the opportunity for fast electronic payment of your invoices. “Dynamic Small Business Search” is an additional tool used by Contracting Officers and Contract Specialists to locate small business concerns. 3. Identify Your Target Market
1. Identify Your Product or Service It is essential to know the Federal Supply Class or Service (FSC/SVC) codes and North American Industry Classification
Research personnel and procurement statistics. Of particular interest to small businesses is the Standard Tabulation (ST) 28 report of products and services purchased U.S. Army Materiel Command | MLF 8.9 | 7
U.S. Army Materiel Command each fiscal year by the DoD. Data on the ST28 are sorted by FSC/SVC code and provide the name and location of DoD contracting offices. This can be cross-referenced with the list of small business specialists within each individual service organization. • • • • •
Army Navy Air Force DLA Other Defense Agencies (ODAs)
4. 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, which can assist you in identifying all Federal procurement opportunities. For the most up to date Army solicitations, visit the Army Single Face to Industry website. Also visit the Small Business Innovation & Research Information website: http://www.arl.army.mil/www/ default.cfm?page=29. 5. Familiarize Yourself with Army Contracting Procedures Be familiar with Federal Acquisition Regulations (FAR) and the Defense Federal Acquisition Regulation Supplement (DFARS). 6. 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) for information on how to obtain a FSS contract.
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 veteranowned, service-disabled veteran-owned, HUBZone, small disadvantaged, and woman-owned small business concerns in marketing their products and services to 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 before attempting to sell to your customers of interest, contact the SBS at http://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. • • • • • •
Army Navy Air Force DLA Other Defense Agencies (ODAs) DefenseLink (http://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: http://www.amc. army.mil/pa/smallbusiness.asp. 8. Explore Subcontracting Opportunities
7. Seek Additional Assistance as Needed There are several important resources that are available to assist you in the Army marketplace: • Procurement Technical Assistance Centers (PTACs) are 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. They provide training and counseling on 8 | MLF 8.9 | U.S. Army Materiel Command
Regardless of the product or service, it is important that you do not neglect our very large secondary market; The AMC guide “Subcontracting Opportunities with DoD Prime Contractors” provides, by state, the names and addresses of DoD prime contractors, the names and telephone numbers of small business liaison officers (SBLOs), and the products and services supplied to DoD. The report is generated from data mined through DoD prime contractor contracts and subcontracting plans.
Please note that the DoD OSBP does not maintain the data on its website and is not necessarily current (The directory reflects data as of September 30, 2005). AMC encourages all parties to investigate potential opportunities with these firms. Many also have websites that may be useful and AMC encourages all parties 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 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. 9. Investigate DoD Small-Business Programs There are several programs that may be of interest to industry such as: VeteranOwned, Service-Disabled Veteran-Owned, HUBZone, Small Disadvantaged, WomanOwned, Small Business Innovation Research, Small Business Technology Transfer, MentorProtégé, 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: http://www.acq.osd.mil/ osbp/doing_business/index.htm.
10. 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 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 the AMC website, include “Government Contracting: The Basics” and “Marketing to the Department of Defense: The Basics.” O For more information, contact Editor-in-Chief Jeff McKaughan at jeffm@kmimediagroup.com or search our online archives for related stories at www.mlf-kmi.com.
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U.S. Army Materiel Command
614th Contingency Contracting Team deployment in support of combat operations is a first. By Daniel P. Elkins The arrival of the 614th Contingency Contracting Team in the U.S. Central Command area of responsibility in August signals the first deployment of a contracting team in support of combat operations for the Army Contracting Command since integrating uniformed members at contracting offices across the country. Mission and Installation Contracting Command officials received a short-notice deployment order for a five-member team in July. Operations officials at the headquarters at Joint Base San Antonio-Fort Sam Houston worked closely with the MICC Field Directorate Office at Joint Base Langley-Eustis, Va., to assess teams, consider augmentation needs and identify the team from MICC-Fort Benning, Ga. Previously, individual soldiers were selected to deploy forward and fall into a team once in country. “The objective was to deploy a complete team through the entire process, which includes training, deploying forward and operating as a team,” said Art Jackson, the chief of the MICC Current Operations Division at Joint Base San Antonio-Fort Sam Houston. “We went to a specific unit at Fort Benning; that’s the first time the Army Contracting Command has deployed a contingency contracting team from within the continental United States.” According to ACC operations officials, the command has previously sent individual contracting officers into a combat theater, but not teams. The Expeditionary Contracting Command’s 408th Contracting Support Brigade at Camp Arifjan, Kuwait, maintains a forward presence in the CENTCOM AOR. After accomplishing all necessary requirements, members from the 614th CCT deployed and stood up an operation in the CENTCOM AOR that reports to the 408th CSB. “They were able to go from notification to being in theater in less than 45 days,” said Mike Kuppers, the MICC deployment operations officer here. “In that time, they completed home station training, medical readiness and pre-deployment preparedness, and had the opportunity for a week of block leave to spend time with their families.”
Integrity Test ACC officials announced in January 2013 plans for integrating soldiers in the 51C contracting military occupational specialty across its centers and MICC contracting offices to streamline the span of control of soldiers assigned stateside and enhance professional development. The MICC’s role was to broaden their contracting skills and proficiency by pairing the soldiers alongside seasoned civilian contracting professionals while completing acquisition certification requirements. Soldiers would then put those skills to the test when called upon to deploy. MICC officials said the deployment of a team marks a significant milestone for the command as an organization. Previously, the ECC provided contracting support to deployed locations on an individual replacement basis. The MICC now joins ECC in providing the ACC with the capability of additional contingency contracting personnel and units to support combatant commanders worldwide, Kuppers said. 10 | MLF 8.9 | U.S. Army Materiel Command
The Mission and Installation Contracting Command leadership met with three contingency contracting teams in mid-July during a visit to Fort Benning, Ga., as soldiers making up the 614th Contingency Contracting Team were preparing to depart for readiness training at Fort Bliss, Texas, en route to their deployment. [Photo courtesy of U.S. Army/By 1st Lieutenant Lauren Magrane]
Kuppers added that supporting a combat capability as an organization validates architecture in place to meet the Army’s intent of aligning units to supported units. He explained that a contracting support brigade deploys in support of an Army corps, a contingency contracting battalion in support of a division, and contingency contracting teams in support of a brigade combat team. “The accomplishment of this mission illustrates to the Army why it is important to maintain the contingency contracting infrastructure,” Jackson said. “Even though we’ve always supported the mission down range, this opportunity validates our ability to deploy our numbered units from within the United States.” The deployment is also the first since the integration of uniformed members at contracting offices across the command.
New Mindset The MICC was established as a Tables of Distribution and Allowances (TDA) unit. TDA organizations are usually considered nondeployable. Jackson said the attachment of soldiers began a shift in that mindset. Soldiers are assigned to ECC but attached to the MICC for professional development. Once called upon to deploy, the unit would then return as an ECC asset. “This is a significant accomplishment from a year ago when we first attached soldiers into our contracting offices. The initial intent was to improve their training, and when they were given a mission, we would detach them back to ECC to work specific deployment issues,” Jackson explained. “What happens now is that we work closely with our counterparts at the ACC and our offices in taking the units until they are ‘wheels-up’ en route to their deployed location.” O Daniel P. Elkins is with the Mission and Installation Contracting Command public affairs office.
For more information, contact Editor-in-Chief Jeff McKaughan at jeffm@kmimediagroup.com or search our online archives for related stories at www.mlf-kmi.com.
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