Black Jack Forward April 2016

Black Jack

FORWARD

1st Theater Sustainment Command

APRIL 2016/ISSUE 2

Sustainment/Enabling Forces

GAFPB, competition on a different level

1st TSC Soldiers lead Kazma III “I love Soldiering, I love Soldiers” - a WAC looks back

BLACK JACK FORWARD

Soldiers, Civilians, Families and Supporters:

CSM Bell and I cannot thank you enough for what you do each and every day. We’ve had an extraordinarily busy year so far, and our sustainment operations in theater are growing in both complexity and velocity. I very much appreciate your hard work and the job you are doing with supporting the U.S. Central Command’s area of operations by providing major league sustainment!

We are at a time of significant transitions within our formation in theater. The 17th SB, a National Guard unit from the State of Nevada, is on ground and taking up the charge where 1st ID SB left off. Also, the 4th ESC leaves in April, finishing up a tremendous 9 months under the TSC umbrella. I encourage everyone to attend the ceremony as the 4th ESC hands the mission to the 451st ESC – it is only fitting that we give our teammates a proper send-off as they return home to friends and family in addition to welcoming our new teammates.

Last, but certainly not least, the 1st TSC White Team has returned to Kuwait from Fort Bragg. Let’s welcome our team and make their transitions as easy as possible so there is no loss of momentum in the support provided to our customers.

Once again, I thank you for your service and sacrifice to our nation – I truly believe that this command has the best Soldiers, civilians and contractors in the Army! However, I know that behind every person in this organization there is a family, friend, or loved-one who’s support and sacrifice makes our hard work in theater possible and I’d be remiss if I didn’t extend my thanks to them as well.

Whether you are stationed at a location here in theater, at Fort Bragg, NC, or at any one of the multitude of states where our ESC team originates from, all of you are an essential part of our efforts here in the CENTCOM area of operations. You create sustainment miracles every day and I am very proud to be a member of your team…. The “First Team!”

PAUL C. HURLEY JR. Major General, USA Commander

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Soldiers, Civilians, Families, Family Readiness Group and Good Neighbors: I want to first thank everyone for the hard work you do every day while accomplishing our mission. We have a great team at the 1st TSC and I’m extremely proud to serve with the Soldiers and civilians of this command.

As we continue into spring/summer, the OPTEMPO has remained steady with the deployment of the white team and preparation of welcoming back home the mighty red team to Fort Bragg. As leaders and teammates, we need to look out for our fellow Soldiers, both those who have left, and those coming back home. Never forget that our Soldiers are the strength of our Army. They are our nation’s sons and daughters, and we owe it to them and their families to stand shoulder-to-shoulder and take care of our own.

“Know your Soldiers and place their needs above your own.” Allow this to resonate throughout our Noncommissioned Officers Corps. It’s a foundation of the NCO creed, and we owe it to each other as Soldiers to live up to that principle.

For those of you who have recently arrived in theater, you have already done great things and I know this pattern will continue. For those who are preparing to return home, congratulations on a job well done. Take time to reintegrate with your family, fellow Soldiers and friends. We want everyone to come home safe and stay safe. Look out for your battle buddy to your left and right like you did during the deployment. If you or your family require any additional resources don’t be afraid to say something or ask for help.

To the families, friends and supporters of both our deployed and returning Soldiers, thanks for your sacrifice and commitment to our Soldiers and nation. With your support we will continue to accomplish every mission and I want to say, thank you.

We have a busy year ahead of us so stay focused, alert and ready. The 1st TSC continues to provide first class sustainment in operations throughout the U.S. Central Command’s area of responsibility.

I want to thank you all again for what you have already accomplished and for what I know you will continue to do in the future.

First Team!

EDWARD A. BELL Command Sergeant Major, USA

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BLACK JACK FORWARD

CONTENTS

6.

1st TSC Multi-class Increase Logistical Support

8.

GAFPB, competition on a different level

10.

1109th TASMG execute Aircraft Operations in Spain

12.

U.S. General seeks to increase Iraqi Combat Power through improved Logistics 1TSC leaders focus on future sustainment operations in Afghanistan

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The Command Sergeant Major Never Smiles‌ 1st TSC Commanding General Maj. Gen. Paul C. Hurley Jr. 1st TSC Command Sgt. Maj. Command Sgt. Maj. Edward A. Bell 1st TSC OCP Dep. Commanding General Brig. Gen. Kenneth D. Jones 1st TSC OCP Command Sgt. Maj. Command Sgt. Maj. Paul C. Swanson BLACK JACK FORWARD is a quarterly magazine distributed in electronic format. It is authorized for publication by the 1st TSC-OCP Public Affairs Office.

1st TSC OCP Public Affairs Officer Capt. Valerie Palacios 1st TSC OCP Public Affairs NCOIC Master Sgt. Dave Thompson 1st TSC OCP Public Affairs Photojournalist Sgt. 1st Class Diana Anzaldua

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The contents of BLACK JACK FORWARD are unofficial and are not to be considered the official views of, or endorsed by, the U.S. Government, including the Department of Defense.

BLACK JACK FORWARD is a command information publication in accordance with Army Regulation 360-1.

The Public Affairs Office is at Camp Arifjan, Kuwait DSN telephone: 318-430-5511.

Contact Capt. Valerie Palacios at valerie.m.palacios.mil@mail.mil.

1ST THEATER SUSTAINMENT COMMAND - BLACK JACK FORWARD

Task Force Jesup – Property Accountability

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“I love Soldiering, I love Soldiers” - a WAC looks back

18.

Moving equipment in and out of APS 5 Qatar to meet mission

19.

DTAS: Putting the Person in Personnel Strength Reporting

20.

Munitions experts deploy to support 1st TSC missions

21.

Assistant Secretary of the Army Sergeant Major visits 1st TSC

22.

1st TSC Soldiers lead Kazma III

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Low-Level Radiation Yard under Development

24.

Developing the Trans Arabian Network

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28. Soldiers operate to complete retrograde mission in Afghanistan 29.

1109th TASMG Lends Experience and Skills to Supporting Units

30.

Day in the Life

32.

Meet the 24-year-old 1LT with the $1 billion hand receipt

34.

Army Mariners Sustain the Force

36.

Sail Army: The Life of an Army Mariner

38.

24th CSC divesting hundreds of millions in ITEF supplies

39.

1st TSC G-6 Plans Communications Improvement Project

40.

Soldiers finish SHARP

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1st TSC

Chief Warrant Officer 4 Talbot, 4th Sustainment Command (Expeditionary), Chief Warrant Officer 4 Aura I. Sweeney, senior supply systems technician, 1st Sustainment Command (Theater), Sgt. 1st Class Keivin S. Clayton, multiclass noncommissioned officer in charge, 1st TSC conducted a site visit with supply Soldiers.

The site visit was conducted by the 1st TSC multiclass section in order to check on the progress of the recently established Supply Support Activities and provide guidance to the accountable officer.

Story by Sgt. 1st Class Diana Anzaldua 1st TSC-OCP Public Affairs CAMP ARIFJAN, Kuwait – For many Soldiers, the hassle of juggling a wide array of supply and sustainment support can become quickly overwhelming.

However, Chief Warrant Officer 4 Aura Sweeney, Senior Supply Systems Technician, 1st Sustainment Command (Theater), and her multiclass team remain undaunted when dealing with this immense mission.

Countless Soldiers in theater do not realize what supply systems are currently in place or how critical the logistics and supply mission is in support of ongoing contingency operations.

“Multiclass deals with different classes of supplies,” said Sweeney. “We deal with Class II - office supplies; Class III - package; Class IV - force protection materials;

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and Class IX - ground and aviation parts. In addition to supplies, we also oversee the Central Issue Facilities located in theater.”

The 1st TSCs multiclass mission is comprised of several ongoing operations. The section executes operational sustainment support, manages the Army Direct Order Program in theater, provides logistical support to customers with issues at the wholesale level, monitors services throughout the U.S. Central Command area of responsibility, provide effective oversight to the Supply Support Activities and provides logistical assistance to Task Force Sinai.

“I represent the 1st TSC,” said Sweeney. “I’m there to provide guidance and logistical assistance throughout the CENTCOM AOR.” The ADO program is one of the many missions that the

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“I oversee the ADO Program in the CENTCOM AOR except for Afghanistan,” said Sgt. 1st Class Keivin S. Clayton, multiclass noncommissioned officer in charge, 1st TSC. “ADO is extremely important in theater because you receive clothing such as uniforms and Organizational Clothing and Individual Equipment such as boots, goggles and supplies that go through wear and tear during a deployment. You can’t go through a Central Issue Facility to direct exchange the items, you have to go through ADO.” In order for a Soldier to sustain his or herself, it is crucial that a program is in place to receive needed supplies and managed efficiently in order to prevent frivolous and fraudulent spending of funds.

“Units have an account for a certain amount every month per individual Soldier that is on rotation,” Clayton said.

“That is how they replace whatever they use.”

The 1st TSC multiclass section works diligently together and conducts crucial site visits to effectively develop seamless operations.

“The 1st TSCs multiclass mission in the AOR is to oversee and provide technical guidance to the 11 SSAs in the CENTCOM AOR,” Sweeney said.

Sweeney and her team traveled to Camp Buehring, Kuwait and Bagram Airfield, Afghanistan in support of the 1st TSCs multiclass CIF and SSA mission.

The CIF in theater is a crucial mission and the 1st TSC multiclass section was recently tasked by U.S. Army Central Command to begin the process of assessing the CIFs in theater in order to better support deployed Soldiers.

“Once a Soldier arrives in theater, CIF is extremely important because it is a direct exchange operation, not an initial issue facility,” said Sweeney. “We [1st TSC multiclass] manage the CIF at Camp Buehring. I ensure my team gets out there to inspect operations and provide any assistance that the facility might need.”

As the retrograde mission across the CENTCOM AOR progresses, the need for multiclass logistical operations to facilitate the operations also increases.

“My recent visit in Afghanistan was to provide guidance to the SSA accountable officer and look at any Global Combat Support System-Army issues that they may have,” said Sweeney.

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1st TSC multiclass section manages. Due to the nature of Soldiers’ missions and physical environment, uniforms can become unserviceable.

Bagram Air Field, Afghanistan is the largest SSA in theater which supports over 10,000 line items for aviation and ground, over 1,200 Department of Defense Activity Address Codes and different classes of supplies.

The majority of retrograde items are sent to the BAF and Kandahar Air Field Forward Retrograde Element yards.

Additionally, the SSA supports three forward issue and turn-in points located at KAF, Forward Operating Base Fenty and Kabul.

“The visit was great and informative to our mission going forward,” said Chief Warrant Officer 2 Mario L. Pope, general supply officer in charge, 518th Resolute Support Sustainment Brigade. “Chief Sweeney addressed multiple issues that we were having with DODAACs, BAF SSA, BAF CIF and FREs operations. This visit was also helpful with informing the Combat Sustainment Support Battalion and contractors about ongoing future operations.”

In addition to the recent CIF and SSA missions, Sweeney has conducted site visits to Camp Taji, Iraq and Saudi Arabi in support of the 1st TSCs multiclass mission.

“The previous site visits were crucial in order to identify issues and concerns with aviation parts for the Task Force Heavy Combat Aviation Battalion unit,” said Sweeney.

On top of identifying issues, Sweeney provided guidance to the SSA accountable officer on ground and her supply expertise to the ongoing Iraq Train and Equip Fund mission supported the 77th Sustainment Brigade.

“I have also been tasked with assessing and providing my logistical knowledge and expertise to United States Military Training Mission Combined Joint 4,” Sweeney said. “I provided recommendations in the area of contracts, finance and a majority of ongoing supply issues.”

The multiclass mission requires long hours by everyone in the multiclass section. Moreover, the extensive travel, ability to multi-task, constant and consistent communication and teamwork plays a major part in their success.

“It has been an overwhelming mission, but because of the team that I have in place, it has allowed me to do additional tasks, such as traveling,” Sweeney said. “I’m very thankful to be able to do what I do, but I’m also thankful for my team. Because of their knowledge and my trust in them, I am able to pick up and go without worry.”

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1st TSC

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GAFPB, competition on a

By Sgt. Youtoy Martin U.S. Army Central Public Affairs

competitors had to remove their outer garments, down to their swimwear, while still treading water to complete the event.

A total of 86 service members from the U.S. and nine allied countries serving within the U.S. Army On the second day of the event, participants were Central area of operations earned the German Armed tested in a basic fitness test to challenge their Forces Proficiency Badge at Camp Arifjan, Kuwait, endurance.

Feb. 14.

The fitness test took the average score of its three The German Armed Forces Proficiency Badge is events to determine the badge level service members one of the few approved foreign awards that can be would qualify for and try to maintain through the worn on U.S. military uniforms. Traditionally, it is final two events. also one of the most sought after awards and can be “A lot of people can go out and run 1,000 meters, but earned by service members of any rank. can you run it after doing a flex-arm hang, shuttle The competition tests the agility, endurance, strength sprint and swim?” asked Dore. “Can you follow that up with a ruck march and finish with shooting? and mental toughness of the participants.

The events build on each other and really test the “It really is a holistic look at what it means to be Servicemembers overall ability to demonstrate that a Soldier,” said 1st Lt. Daniel Dore, with Kuwait- whole complete package.”

Base Operations and Security Support Services Office, Area Support Group-Kuwait. “You’re testing The standard for the ruck march was carrying a 33 pound load, approximately 7.4 miles in 120 minutes everything.” for gold, 5.5 miles in 90 minutes for silver and 3.7 The competition included a 100-meter swim, 11x10 miles in 60 minutes for bronze. The marksmanship meter sprint, chin-up, 1,000-meter run, ruck march standard was shooting 5 targets for gold, 4 for silver with a 33-pound load and marksmanship test using and 3 for bronze with an M9 pistol at a distance of 20-meters. the M9 pistol.

Dore, a native of Chapel Hill, North Carolina, said participants are competing against themselves. In order to move on in the competition they had to meet the set standards for each event.

Dore, the officer in charge of the week-long German Armed Forces Proficiency Badge test, and previous gold badge recipient himself, added, “There is a pressure to perform every single day of the competition, you just can’t take a day off.”

The swim test was the first event, and the primary eliminator of participants from the competition. The required distance was 100 meters, which they had to complete within four minutes in full-duty uniform, minus hat and boots. Before exiting the pool

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Spc. Chance Mooney, a motor transport operator, with Headquarters and Headquarters Company, 524th Combat Support Sustainment Battalion, was the lone-finisher of the competition of the four Soldiers sent by his battalion.

Mooney, a native of Savannah, Georgia, said seeing higher ranking individuals competing for the badge sets an example for him and his fellow junior enlisted service members.

The motivation to compete for the German Armed Forces Proficiency Badge varied among competitors.

Some said they were competing to wear the badge on their uniform, others said their love of physical tests and competition drove them to earn the badge.

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1st TSC

For Staff Sgt. Joseph Gomez, air mobility noncommissioned officer in charge, with 4th Expeditionary Sustainment Command, his love of competition was his drive to earn the gold-badge.

approach is reflected in all aspects of his life.

Recovering from a recent shoulder injury, he struggled to meet the required time limit for the flex arm hang but spent two-weeks losing weight and training to hang from the pullup bars in uniform and backpack. He credits his fitness to the mile a day swimming and keeping his family first.

“I like pushing myself,” said Gomez, from Corpus Christi, Texas. “I always like doing my best. One way of doing it is by going into these events and finding out where I am.”

“Most of my desires always focus on the family,” said Gomez. “Everything else comes second.”

The 46-year-old former Marine says his competitive

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a different level

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1109th TASMG

BLACK JACK FORWARD

1109th TASMG execute Aircraft Oper

By Sgt. Jeanne Bujalski 1109th TASMG Public Affairs NAVAL AIR STATION, Rota, Spain – 12 members of the 1109th Theater Aviation Support Maintenance Group TF-18 (TASMG), an Army National Guard unit based out of Groton, Conneticut, traveled from Camp Arifjan, Kuwait to Naval Air Station, Rota (NAVSTA) in support of the 101st Combat Aviation Brigade’s redeployment air bridge operations.

Working together with the U.S. Air Force, U.S. Navy, 101st Combat Aviation Brigade and an aviation contractor team from Illesheim, Germany, the TASMG Soldier’s mission focused on monitoring and offloading Blackhawk, Apache and Chinook helicopters from C-5 Galaxy aircraft, staging them and loading them on a naval vessel for transport back to the United States.

Throughout the months of December and January, the helicopters were flown in from Afghanistan and will be shipped to the Port of Jacksonville, Florida before being reassembled and flown to their home base at Fort Campbell, Kentucky.

The sergeant in charge of the quality control for the operation, Sgt. 1st Class Reilly Grant, explained how for many of the Soldiers here, this was their first experience maneuvering the helicopters off the C-5.

“So far our mission is going really well. Our young guys are getting some great experience and have all

been eager to work.”

The 1109th is a subordinate unit to the 1st Theater Sustainment Command that is responsible for sustaining all warfighters, US and allied forces, within the Central Command area of responsibility.

Broken up into two work teams, the TASMG crew completed both day and night missions, including loading over 40 Blackhawks on a bulk carrier vessel docked at the port facility of the base located on the Gulf of Cadiz.

Because the flight missions constantly rotated, the Soldiers were prepared to work on short notice, leaving little room for error. Explaining how essential the joint effort involved in these missions was, Staff Sgt. Michael LaFountain said, “We’ve been working with a crew of six guys. Since the planes can come in at any time, we’ve been working 12-hour shifts. Communication has been key…it is essential to constantly monitor the aircraft when unloading. Our teamwork has been good.”

The NAVSTA is the largest American military community in Spain and houses US NAVY and US Marine Corps personnel. The US Army makes up a small contingent on the base and for the 1109th TASMG this marks their first trip to the base providing workload expansion and aviation assistance in support of Operation Enduring Freedom.

Blackhawk helicopters are staged for loading onto a cargo vessel at the Naval Air Base in Rota, Spain. The helicopters were uploaded and monitored by members of the 1109th TASMG, an Army National Guard unit based in Groton, Connecticut in support of aviation operations.

(Photo by Sgt. Jeanne Bujalski)

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1ST THEATER SUSTAINMENT COMMAND - BLACK JACK FORWARD

1109th TASMG

Sgt. James Poirier assists with offloading and monitoring a Chinook helicopter from a C-5 Galaxy at the Naval Air Base in Rota, Spain Dec. 30, 2015. Poirier, along with 11 members of the 1109th TASMG, an Army National Guard Unit from Groton, Connecticut were in Spain to provide workload expansion and aviation assistance. (Photo by Sgt. Jeanne Bujalski)

(From left) Staff Sgt. Peter Johnson, Sgt. Brandon Gervais, Sgt. Jeff Monteleone, and Spc. Justin Wolkowsky from the 1109th TASMG, an Army National Guard Unit from Groton, Connecticut, pose for a picture while preparing to offload Apache aircraft from a C-5 Galaxy at the Naval Air Base in Rota, Spain.

Members of the 1109th were here for a month long mission in support of aviation operations with the 101st Combat Aviation Brigade, U.S. Navy and the U.S. Air Force. (Photo by Sgt. Jeanne Bujalski)

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rations in Spain

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1st tsc

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U.S. General seeks to increas improved Logistics

Story by Master Sgt. Dave Thompson 1st TSC-OCP Public Affairs

with us assisting,” said Col. Chris Byler, Senior advisor to the Iraqi Ministry of defense, Office of Security Cooperation-Iraq.

Brig. Gen. Kenneth Jones, 4th Sustainment Command (Expeditionary) Commanding General and Deputy Commander of the 1st Sustainment Command (Theater), along with Command Sergeant Major Paul Swanson, hosted an In-process review at the Baghdad Embassy Compound recently that centered on increasing combat power within the Iraqi Security Forces by streamlining their logistics procurement system.

The IPR commenced with Jones and Carlson outlining the challenges within the current system and the impact on Iraqi forces’ combat readiness. A substantive discussion ensued regarding the various depot maintenance and warehouse capabilities at Taji, identifying gaps and seams within the Iraqi forces parts ordering and distribution process supporting regeneration of combat power, the structure of the Iraqi Logistics Operations Center and developing Maj. Jeffry Carlson, Security Assistance Logistics future structures of logistics within the advise and Support Chief, Office of Security Cooperation-Iraq assist role at Taji. with the U.S. Embassy-Baghdad, served as the ac“We cannot take any authorization away from tion officer and pooled together a panel of multicomponent and coalition leaders from the U.S. Army, them,” said Commander Lee McLocklan, Logistics Air Force, Navy, state department, and Royal Navy Officer with the Royal Navy, speaking of the Iraqi (U.K.) among others, to discuss what was coined an Forces officials. “The light bulb moment is when they see success, no matter how small, but they need Iraqi problem that required an Iraqi solution. to look beyond the initial problem, view the big pic“It has to be their idea and they have to own it ture and consider what’s next.”

Jones introduced a business model that focused on optimizing the logistics processes already in place and what can be influenced to build immediate success resulting in clear objectives and a logistical plan that supports future operations. He placed specific emphasis on ensuring that succeeding U.S. units have a clear understanding of the operational logistics tasks of the Iraqi Forces upon their arrival in theater and that they undergo specific training on the advise and assist mission.

Brig. Gen. Kenneth Jones (center), 4th Sustainment Command (Expeditionary) Commanding General and Deputy Commander of the 1st Sustainment Command (Theater) tours an Iraqi parts warehouse with generals from the Iraqi Army at Camp Taji, Iraq during a key leader engagement to assess the logistics capabilities of the Iraqi security forces. (Photo by Army 1st Lt. Jennifer Harvey)

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“This is a partnership,” said Jones. “Never miss an opportunity to train, enable, assist and mentor your partners.”

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se Iraqi Combat Power through

Brig. Gen. Kenneth Jones (center), 4th Sustainment Command (Expeditionary) Commanding General and Deputy Commander of the 1st Sustainment Command (Theater), meet with leaders from the Iraqi Army at Camp Taji, Iraq. The meeting included tours of vehicle maintenance and parts storage facilities and centered on ways to increase Iraqi combat power through a more efficient parts procurement and distribution system. (Photo by Army 1st Lt. Jennifer Harvey)

Col. Gregory Parker, commander of the 77th Sustainment Brigade based in Taji, whose team works closely with the ISF under the advise and assist mission, is a key player in this effort to streamline how parts, people, and electrical power can be harnessed into a more efficient methodology that translates into improved combat power.

Parker and his Chief of Operations Officer Lt. Col. Charles Valdes said the lack of local authorization to order, distribute, and repair high demand, low cost parts, even though the parts stockage at Taji is robust, is an issue.

regular scheduled maintenance in place.”

Jones and Carlson went from the IPR to an office meeting with Iraqi Forces Lt. Gen. Othman, Chief of Iraqi Forces Operations, where Jones listened as Othman outlined the Iraqi Forces’ logistical challenges, then discussed his initiative and presented suggestions on how hosting a senior leader logistics symposium in Taji would showcase the capabilities available there. Lt. Gen. Othman embraced the suggestion to host a symposium and welcomed the opportunity to improve their system.

Jones then flew to Taji to meet with Parker and key Iraqi leaders where they toured parts storage “Communications is a big problem,” said Val- facilities, vehicle refurbish shops, and motor pools des. “They (Iraqi generals) don’t talk to each other. ahead of the Logistics Symposium scheduled for There’s no unit-level maintenance, basic PMCS or mid-January.

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1TSC leaders focus on future sustainment operations in Afghanistan Story by Sgt. 1st Class Diana Anzaldua 1st TSC-OCP Public Affairs

erations taking place in Afghanistan by Lt. Col. Samuel S. Miller, commander, 401st AFSB-A.

BAGRAM AIR FIELD, Afghanistan – Maj. Gen. Paul C. Hurley, commanding general, 1st Sustainment Command (Theater) and Command Sgt. Maj. Edward A. Bell, 1st TSC, traveled from Kuwait to Afghanistan to visit Soldiers of the 518th Resolute Support Sustainment Brigade, 319th Combat Sustainment Support Battalion and 401st Army Field Support Battalion-Afghanistan here March 9 - 11.

As part of the tour, Hurley was briefed on the Afghanistan Mission Essential Equipment List Set, the Theater Readiness Force - Emergency Deployment Readiness Exercise process and the maintenance support to the tactical force.

He also received an overview on Engineer, Route Clearance Packages, Material Handling Equipment and weapons systems throughout Afghanistan via an operational maintenance facility and smaller Maintenance Support Teams positioned forward in support of the requirement.

The site visit consisted of a leadership session, touring the sustainment facilities and meeting with junior and senior Soldiers.

Hurley and Bell took time to visit with junior and senior Soldiers and thank them for their service and commitment to the vital logistics mission in Afghanistan.

“As a sustainment community we need to start looking further out,” said Hurley. “We need to figure out what Afghanistan looks like a year from now and what force structure is needed. Once you have that end state in mind, you have to look to the left.”

“It’s important for Soldiers to maintain their readiness whether it be medical, physical or mental,” said Bell.

“You can’t let the 3 P’s [pet peeves, personality and pay grade] get in the way of leading or doing the best job you can as a Soldier.”

Col. Justin Swanson, commander, 518RSSB, briefed Hurley and Bell on the current spectrum of operations in Afghanistan.

Hurley and Bell not only gained a better understanding of the current mission here, but were able to reinforce their support and establish a promising working relationship.

“Maj. Gen. Hurley was able to give us perspective on the future of sustainment and guidance on the footprint in Afghanistan,” said Swanson. “If we understand his perspectives, it will help us better plan for future sustainment operations in Afghanistan.”

There were many active discussions throughout the briefing.

“This is all about setting the theater for the next group,” Hurley said.

“Intellectually this organization needs to be in future plans.”

At the end of the discussion, Hurley was given a tour of the sprawling coaltion air base and explained the priority of work and current retrograde op-

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Lt. Col. Samuel Miller, commander, 401st Army Field Support Battalion-Afghanistan, briefed Maj. Gen. Paul C. Hurley, commanding general, 1st Sustainment Command (Theater) on the Afghanistan Mission Essential Equipment List Set. Hurley visited Bagram Air Field, Afghanistan, March 9-11. (Army photo by Sgt. 1st Class Diana Anzaldua

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4th esc

By MSG Dave Thompson 1TSC/4ESC Public Affairs

CAMP ARIFJAN, Kuwait – COMMAND SERGEANT MAJOR! The very sound of the title stirs up emotions deep within the bowels of the Soldier’s soul. For some, beads of sweat instantly appear along with trembling and dread, while others are enveloped in the comfort and cool-confidence that the CSM instills.

He is the ruthless enforcer of all things Army, the wisest of them all, the leader of Soldiers. The CSM calls down the thunder, his decisions are irrefutable, his voice resounds long after he’s left the room.

Legend has it that the command sergeant major never smiles. This is not entirely true. Within the storied history of the U.S. Army, Command Sgt. Maj. Paul Swanson, Senior Enlisted Advisor with the 4th Sustainment Command (Expeditionary) is perhaps the one exception to this myth. Or is he…?

The 4th ESC, an Army Reserve unit from Fort Sam Houston, Texas, has been deployed for over seven months as the Operational Command Post for the 1st Theater Sustainment Command. They provide logistics support and sustainment for all U.S. and allied warfighters within the Central Command region. Swanson travels extensively across the battlespace visiting his Soldiers spread over six countries throughout the Middle East.

Here, he stands resolute, hand on hip, trademark coffee cup held closely and guarded. With his eagle eyes shrouded from the sun, he keenly scans left to right, searching his subjects; looking for that one poor wretch-

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The Command Sergeant Major Never Smiles…

ed soul with a string dangling from a pocket or patch positioned a hair’s breadth off center.

His hat – battered and creased into his version of a ranger roll – is a warrior’s hat, proudly emblazoned with the star and wreath insignia of The Command Sergeant Major. Competence is his watch-word, his very awe-inspiring image wreaks of a man in charge of something… of many things.

Yet, beneath the battle-tested rugged exterior and blustering shrieks, lies a beating heart that truly cares.

Swanson personifies care and compassion for his troops.

They know it without question, they believe in him and they follow him wherever he leads. He tells them that he loves them and his promise to bring each of them home safely is his driving passion. He aims to make good on his words.

He speaks often about dignity and respect and takes the time to ask his Soldiers how their families are doing back home. He recently strapped on a 25 pound ruck sack and powered through 15 grueling miles along a dusty road march trail flanked by two of the youngest Soldiers in his formation.

“I’m no spring chicken,” he said after completing the road march, his face sweaty and sunburned. “But it was important for my Soldiers to see me out there suffering along with them.”

And the smile…. Well, it’s difficult to know if it is even a smile. While it may look like a smile and to all appearances most would agree it’s a smile, he is the Command Sergeant Major, and it’s only a smile if he says it’s a smile.

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401st AFSB

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Task Force Jesup – Property Accountability Story by Summer Barkley 401st AFSB Public Affairs

BAGRAM AIRFIELD, Afghanistan— A joint venture between 1st Theater Sustainment Command, Army Sustainment Command and 401st Army Field Support Brigade that began in March 2014 continues today. The mission, known as Task Force Jesup, centers on establishing an accountability trail for $2.2 billion worth of equipment ‘lost’ in Afghanistan from 2006 to 2015.

Named for Brig. Gen. Thomas S. Jesup, known as the ‘Father of the Modern Quartermaster Corps’, the task force, based at Bagram Airfield, combs through records to re- Gloria D. Blake, Theater Provided Equipment-Afghanistan Program Managconstruct the various property er, briefs Resolute Support Sustainment Brigade command team on how transactions for thousands of her team provides property accountability for equipment issued to their pieces of equipment ranging units. (U.S. Army photo by Summer Barkley) in size from hand-held items to mine-resistant ambush protected vehicles with curb “We continue to see additional recovery of items,” said weights of more than 20 tons. While it may be easy to Blake. “We are committed to locating and establishing lose small items, it’s more difficult to understand how the audit trail for the equipment identified as missing in an MRAP can be lost. The answer is it was never really the CJOA-A.” lost, but misplaced.

Blake credits the ‘found on installation’ warehouse pro“Task Force Jesup is the reconciliation of efforts for gram as an important element in the recovery process property management in the CJOA-A (Combined Joint where units can bring in any type of equipment they find Operations Area – Afghanistan),” said Gloria D. Blake, in their areas of operation for turn in. The FOI personnel Theater Provided Equipment-Afghanistan Program accept the equipment and begin research to re-establish Manager. the accountability trail and bring it back to accurate record. These results are then briefed at the highest levels Blake said Task Force Jesup provides ‘a centralized and of the Army and Department of Defense. synchronized property effort’ that leverages logistics partners from the tactical unit levels to elements at the Blake and her team also understand the need to balance strategic level. Some of the keys to success are found Soldier requirements and the property accountability. on Installation Process, a worldwide review platform of She said ‘there is no higher priority than the safety of our various automated property accountability systems, syn- troops and equipping them is the first priority’. But she chronizing with Defense Logistics Agency Disposition added that property accountability goes hand-in-hand Services records, combat loss reconciliation and work- with equipping the force because ‘the equipment we lose ing with all strategic partners. today is equipment we cannot project (as available) for tomorrow’.

The task force found that the lack of accountability of equipment was due to several factors: the hectic op- “It is critical that property accountability always stays at erations tempo and robust influx of equipment from the forefront of equipping our Soldiers,” she said.

Operation Iraqi Freedom into Afghanistan, along with equipment rapidly fielded by Army and joint program The total amount of property accounted for and recovered managers and rushed into theater.

by Task Force Jesup is $1.4 billion as of Jan. 30, 2016.

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401st AFSB

CAMP ARIFJAN, Kuwait — Looking back on 38 years of military service, Sgt. Maj. Velma A. Lyons said some of her main reasons for continuing to serve are her love of soldering and Soldiers.

Lyons, who is the senior enlisted advisor for Army Field Support Battalion- Kuwait, enlisted in the Women’s Army Corps on Jan. 11, 1978. Her initial plan to serve 20 years and go to law school changed because she found that she loved being a Soldier. Lyons entered service as a 76J, medical supply specialist, and later reclassified as a 92Z, unit supply specialist. She was on active duty until 1985 when she transferred to the Army Reserve.

“I saw the old ‘Uncle Sam wants you’ recruiting poster and I got excited and went in to find out more,” she said.

Originally from Jolliet, Ill., Lyons came from a family of 15 children and said her mother did not believe she had enlisted in the Army at the age of 17. Her mother, she added, continued in that belief until the day the recruiter came to take her to basic training. She set a precedent as several of her siblings followed her into military service.

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By Summer Barkley 401st AFSB Public Affairs

together now…I like the fact that combat MOS are open to women for better opportunities, and I like the fact that standards are the same across the board.”

Lyons is in the midst of one of her own firsts - her first deployment. She said she had the skill set the battalion needed and the deployment was on her bucket list, calling it a ‘wonderful milestone and a new horizon’. She is enthusiastic about the battalion’s mission to ‘receive, maintain and issue APS 5’(Army Prepositioned Stocks) and the fact that the battalion has the largest footprint in Kuwait. She noted that she spent the 38th anniversary of her enlistment while deployed to Kuwait.

“I’m not finished yet,” she said. “I plan on serving my term out to October 2019. It would be a great honor to be able to do that.”

Lyons is also a Department of the Army Civilian who serves as a unit administrator at 1st Medical Training Brigade, Fort Gordon, Ga. “I see my Soldiers every day and I soldier with them on weekends,” she commented.

Her next goal is to continue working with Soldiers in a program such as Wounded Warriors where she can still learn and grow.

“I was the first of a large family to go into the military, and I’m the last to get out,” she said. “Most of my WAC peers have retired, but I’m thankful and blessed to be still serving.”

Lyons remembers pointed toe black combat boots, all female units during basic training, and many jobs being closed to women, but looks ahead encouragingly as she sees new possibilities.

“I’m very proud of the women Rangers,” she “I see new possibilities women]…I like how we

first said. [for train

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Moving equipment in and out of APS 5 Qatar to meet missions

By Summer Barkley 401st AFSB Public Affairs

CAMP AS SAYLIYAH, Qatar—The four-person transportation cell at Army Field Support Battalion Qatar works with U.S. Army equipment valued at approximately $860 million and moves some of it at least once a week as it supports units deploying to or redeploying from its area of operations, worldwide redistribution and reset requirements, and foreign military sales cases.

A. Thomas, AFSBn-Qatar transportation officer. “Once we receive that information, we send the packet to the Air Force and request a joint inspection of the equipment with the Air Force.”

Thomas said that once the equipment has passed the joint inspection it is waiting for a flight to its final destination and it comes of the battalion property book, but they continue to track it to delivery at the final destination.

The equipment, part of Army Prepositioned Stock 5, consists of rolling non-rolling stock and is a critical aspect of rapid force projection. The transportation cell works with in-bound units that will draw mission essential equipment from APS 5; redeploying units returning the equipment used during their deployment; and equipment required to support foreign military sales cases. APS 5 is a core mission of the 401st Army Field Support Brigade and it supports operations and missions in the Central Command area of responsibility.

The team also maintains about 1700 bundles of plywood and lumber that workers use to fabricate specialty boxes to ship items and make blocking, bracing and shoring pieces. Before Segars assumed the mission, the material was stored inside warehouses. She realized that although the wood stockpile was valued at a little more than $1,000,000, it was more feasible to store it outdoors under a sunshade. Doing so freed up space for higher value equipment such a mine-resistant ambush protected rolling stock and meant the vehicles required service every 48 months as opposed to 24 months when stored outside in the elements.

The transportation process begins with a Department of Army order of release authorizing 401st AFSB to move the required quantity of specified equipment. The brigade creates an operations order and a materiel release order directing the battalion to prepare the equipment.

“It made more sense to move the lumber,” she said. “It’s covered by tarps and checked annually and we remove warped or damaged lumber.”

“The battalion receives an order of release directing us to move items,” said Chief Warrant Officer 4 Karla L. Segars, APS 5 officer in charge and Quality Assurance Officer. “The battalion selects the equipment and schedules inspections. Rolling stock is inspected to ensure it is in a fully mission capable plus safety status. Non-rolling stock is inspected to ensure it is operable and containers are opened and inventoried.”

Thomas said this job has allowed him to see a bigger supply picture.

Segars said she does everything she can to make her team successful, and in a perfect scenario would have her own transportation assets and be self-sufficient.

While inspections are underway, the transportation cell prepares a transportation control movement document and a transportation control number. Hazardous material declarations are prepared as part of the package at this stage and equipment is thoroughly cleaned to meet the agricultural requirements for entry at the point of disembarkation. The package is submitted to the brigade to generate a unit line number, load plan and mission details for air movement. Once the ULN packet is complete, it’s sent to the U.S. Air Force with a request for a joint inspection. Once the equipment passes the joint inspection, it comes off the APS 5 property book, but the battalion continues to monitor until the equipment is at its final A contractor at Army Field Support Battalion Qatar transportation cell prepares lumber for use destination.

in missions to move Army Prepositioned Stock “We prepare documents for equipment shipment and 5 equipment where required to support Central send them to the brigade to get a ULN (unit line number), Command and Army missions and foreign military load plan and mission details,” said Sgt. 1st Class Marlon sales cases. (Summer Barkley photo)

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G1 Imagine tap dancing wearing snow shoes and playing golf with a tennis ball. That’s the level of difficulty accounting for Soldiers in a deployed environment can be. The complexities of the deployed theater environment require systems of checks and balance to ensure accurate tracking of soldiers. The Deployed Theater Accountability System is an essential personnel accountability information system that simplifies personnel tracking and provides a common operating picture to leaders throughout the theater of operations.

Leaders rely on rigorous personnel accounting practices to ensure they have enough manpower to carry out missions. Without accurate personnel strength reports, commanders and logistics planners would have a hard time providing mission sustainment and support. It is imperative to have accurate personnel accountability to supply the force with the necessary food rations, transportation needs, and weapons requirements.

One of the first things officers and enlisted Soldiers learn in the military is to account for their people.

Accountability starts at the lowest level and is reported up daily through the chain of command. Brigade and

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DTAS: Putting the Person in Personnel Strength Reporting

battalion personnel staff, also known as the G1 and S1, teams have specific responsibilities that include personnel accountability and strength reporting as well as other personnel service duties. In the deployed theater environment these teams use DTAS to fulfill essential personnel accounting and strength reporting, or PASR tasks.

The purpose of DTAS is to account for service members, civilians, and contractors. DTAS also provides reporting of other strength-related information such as rank, component, military occupation specialty codes, and even date of birth. Information reported through DTAS provides combatant planners with details necessary to analyze strength as a component of combat power.

DTAS provides the U.S. Army with a reliable, timely, and efficient mechanism for providing visibility as to the location and duty status of deployed Soldiers at both the enterprise and unit levels. Like tap dancing requires the proper shoes and playing golf the right type of ball, the Army uses DTAS to ensure the G1 and S1 are equipped with the right tools for the job.

Seven Basic Social Media Tips

Here are seven tips to help guide you when using social media: 1. Be aware of the image you present. Do not discredit yourself, your family, your organization or your Army by using inappropriate language or content. Only post or discuss issues related to your professional expertise or personal experience.

Remember, your behavior online is reflective of your Army’s image.

2. Ensure information you post or share is releasable. It is imperative that you are aware of potential security violations when posting online. It is never acceptable to post classified, For Official Use Only (FOUO) or pre-decisional information on an official or personal account. It is your responsibility to be aware of the classification and releasability of the material you post.

3. Live the U.S. Army values. Online misconduct is punishable under the Uniform Code of Military Justice (UCMJ).

ALARACT 122/2015, Professionalization of Online Conduct, reinforces AR 600-20 and defines cyber misconduct as “the use of electronic communication to inflict harm.; examples include, but are not limited to: libel, slander, harassment, bullying, hazing, stalking, discrimination, retaliation, or any other types of misconduct that undermines dignity and respect.”

4. Do not use trademarked or copyright protected material. Posting or sharing music, logos, songs, or other information that is protected by copyright, trademark, or any other restriction is illegal. Restricted materials can only be shared with express permission from the owner.

5. Do not misrepresent your identity. Misrepresentation of your identity by disguising yourself or impersonating others is prohibited and is punishable under the UCMJ.

6. Be cautious with the personal information you share. Criminals and adversaries can easily piece together

information you share, potentially harming you, your loved ones, fellow Soldiers, or our mission. Safeguard yourself and those close to you by not posting personal contact information or sharing plans nd schedules. Turn off electronic functions such as GPS or geotagging and always optimize your security settings.

7. If you feel threatened or feel that you or a member of your Family needs help. Ask for help if you or a Family member have fallen victim to a scam, impersonation, or feel threatened. Contact the local civil authorities or the U.S. Army Criminal Investigation Command for assistance and to report a scam, impersonation or threat.

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Munitions experts deploy to support 1st TSC missions

By Summer Barkley 401st AFSB Public Affairs CAMP ARIFJAN, Kuwait—Six civilian employees from Defense Ammunition Center – U.S. Army Technical Center for Explosive Safety recently deployed from Oklahoma for a 60-day mission to work with donated munitions and ensure they are safe to handle, store and will perform as expected when required.

The team deployed to Kuwait in early October to support 1st Theater Sustainment Command missions and provide subject matter experts on explosive safety, ammunition surveillance, interim hazard classifications, and logistics management and to correct systemic explosive safety findings at Camp Arifjan, Kuwait from the last DAC/USATCES Technical Assistance Visit.

“We handled more than 100 tons of ammunition,” said Mark R. Adkins, quality assurance specialist – ammunition surveillance. “The munitions were not manufactured to U.S. standards and safety protocols. Our job was to make sure the munitions were safe to handle, safe to transport, and would function as intended. We were able to quickly and aggressively complete the mission.”

According to Adkins the team’s accomplishments included preparing and submitting explosive safety site plans for aerial and sea ports, munitions staging areas, Ammunition Supply

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Point and Theater Storage Area, Basic Load Ammunition Holding Area, and various missile sites. They inspected over five thousand, high dollar critical munitions, provided training for ASP personnel on the Munitions History Program that will be used to track and schedule surveillance inspections, and use of technical bulletins to determine if assets were suspended.

They additionally established an off-line Standard Army Ammunition System – Modified system for the purpose of accounting for, receiving, and issuing donated munitions; and prepared and presented a concept of operations for establishing an Off-Line SAAS-Box to account for all foreign munitions within Army Central Command. Lastly, in order to safely move and store foreign donations, the team researched, requested and received approval of numerous Interim Hazard Classifications IHCs) for various donated foreign munitions.

“This was different than a normal deployment,” said Calvin B. Smith, explosives and packing specialist. “The mission changed while we were working on it. It was a good learning experience.”

"The DAC team provided invaluable assistance in the movement and assessment of the donated ammunition,” said Stephen M. Zdeb, QASAS, chief, ammunition surveillance, Kuwait. “As a team, we were able to resolve problematic issues that were encountered during the operation and complete the mission successfully."

Calvin B. Smith, explosives specialist and munitions packing specialist checks the strapping and identification on a pallet of munitions at Camp Arifjan, Kuwait. Smith is one of six specialists who volunteered to deploy to support the movement of foreign and donated munitions. (U.S. Army photo)

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Sgt. Maj. Rory Malloy, the Sergeant Major, Principal Military Deputy, Assistant Secretary of the Army for Acquisition, Logistics and Technology, visited with Command Sgt. Maj. Edward Bell, 1TSC Command Sergeant Major and Command Sgt. Maj. Paul Swanson, 1TSC-OCP Command Sergeant Major Feb. 1. The meeting centered on shared best practices, taking care of Soldiers and using the sergeant major’s network to leverage support for key Army programs. . (Photo by Master Sgt. Dave Thompson)

By Master Sgt. Dave Thompson 1TSC Public Affairs

functional and practical applications of designing items from uniforms to field equipment that Soldiers use.

CAMP ARIFJAN, Kuwait - Sgt. Maj. Rory Malloy, the Sergeant Major, Principal Military Deputy, Assistant Secretary of the Army for Acquisition, Logistics and Technology, visited with Command Sgt. Maj. Edward Bell, 1TSC Command Sergeant Major and Command Sgt. Maj. Paul Swanson, 1TSCOCP Command Sergeant Major Feb. 1, for a key leader engagement.

“We have a great generation of young Soldiers who are bright and resourceful and are out there getting it done,” said Bell. “It’s really encouraging to me as I make my battlefield circulation to see the amazing things our Soldiers are accomplishing every day.”

The meeting centered on shared best practices - taking care of Soldiers by using the sergeant major’s network to leverage support for key programs and bypass gridlocked bureaucracies to get things accomplished for the troops.

Malloy and Swanson served together in a previous combat tour in Iraq and they took time to regale war-stories and reflect on the people who impacted them along the way. “I learned so much from you back in those days,” said Swanson to Malloy.

“Principles like brotherhood, a handshake, getting along and getting it done.”

“At the end of the day, what we do is about people and building relationships,” said Malloy. “People want to be heard and deserve to be heard so we need to listen.”

The sergeants major concluded their discussion by pledging to continue serving the Soldier and paving the way for the next generation of Army leaders.

The sergeants major enjoyed an enthusiastic discussion about the future of the Army and developing young Soldiers to be tomorrow’s leaders. Bell and Swanson gave Malloy an overview of the 1TSC logistics mission and the challenges and complexities of sustaining U.S. and coalition forces throughout the entire CENTCOM region. Malloy spoke about the

Malloy who has served in numerous key senior billets in his 31-year career, including the 20th Commandant of the Sergeants Major Academy, Division Command Sergeant Major and Drill Sergeant of the Year, will visit other units in Kuwait before heading back to his post at the Pentagon.

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1st TSC Soldiers lead Kazma III

By Sgt. 1st Class Duane Brown 1st TSC Public Affairs

ing both sides engaged and excited about the information being discussed.

KUWAIT – Soldiers from the 1st Sustainment Command (Theater) partnered with the Kuwaiti army during a sustainment and logistics training exercise known as Kazma III at the Kuwait Armed Forces Logistical Operations Center, Sabhan, Kuwait Feb. 15-18.

Kazma III is designed to develop and increase operational understanding and information sharing between the Kuwait military and the U.S. Army.

“We gained a lot of experience from the classroom portion briefings,” said Kuwait Armed Forces Chief Warrant Officer Sallah Alayyan Alenzi. “They clarified many points of operational impact from a logistical perspective.”

The four-day exercise focused on the three levels of full spectrum operations: strategic, operational and tactical. Each level of operations can come together to help form a unified, self-sustaining force.

“With today’s complex environment, we need agile and adaptive logistics leaders,” said Maj. Gen. Paul C. Hurley Jr., commanding general, 1st TSC. “We need leaders broad enough to handle the challenges of full spectrum operations in the era of persistent conflict.”

Soldiers, leaders and units achieve the tactical and technical competence required to conduct successful operations through full spectrum operations.

Each day culminated with a practical exercise that allowed the Kuwaiti logisticians to put into practice the tools and techniques learned during the classroom discussions.

“The practical exercises were a great azimuth check to see if the mutual understanding was there”, said Col. Jeffrey W. Jurasek, deputy commanding officer, 4th Expeditionary Sustainment Command. “We were not here to teach our partners what to think, but how to think in terms of sustainment.”

Eight months of planning went into making this year’s exercise and plans are already underway for the next iteration of the Kazma exercise.

“Our objective is to provide new ways of logistical thinking that will give the Kuwait military reference tools necessary to identify gaps in their logistical operations and develop actionable plans to overcome those gaps to achieve success,” said Tim Bryant, 1st TSC Senior Plans Analyst.

There were many active discussions throughout the training exercise made possible by the use of interpreters. These interpreters played an integral part in keep-

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Maj. Gen. Paul C. Hurley Jr., 1st Sustainment Command (Theater) commander, uses a tabletop to help address strategic key points of interest to senior Kuwait military officials during Kazma III theater cooperation exchange with the Kuwait military Feb. 15-18 at the Kuwait Armed Forces Logistical Operations Center, Sabhan, Kuwait.

(Photo by Sgt. 1st Class Duane Brown, 1st TSC Public Affairs)

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CAMP ARIFJAN, Kuwait - The 1st Theater Sustainment Command, Area Support Group-Kuwait, and the 401st Army Field Support Brigade have made great strides to get a low-level radiation yard operational in Kuwait. Although the command has faced its challenges with the process, the decision was made in November 2015 to have the 1st TSC establish the LLRY, and turn it over to ASG-KU to operate and manage the facility.

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Low-Level Radiation Yard under Development

plumbing requirements are up to standard, ensuring the command has a facility ready to support the mission.

The LLRY is a holding facility in which the command can receive, handle, test, maintain accountability, and ensure proper shipping procedures of equipment that have been identified as having low-level of radiation.

The LLRY has not been operational in Kuwait since 2012.

Equipment such as compasses, medical equipment, and night vision devices have low-levels of radiation.

Proper handling and maintenance of these type of equipment is essential to sustainment operations that mitigate the risks associated with radiation exposure.

The goal of having a LLRY is to safeguard people and the environment and remain in compliance with the Nuclear Regulatory Commission and other applicable regulatory standards for radioactive commodities.

The NRC is responsible for ensuring the safe disposal of low-level waste from commercial activities.

According to the Army Regulation 11-9, radiation safety is concerned with understanding, evaluating, and controlling the risks from radiation exposure relative to the benefits derived.

The installation radiation safety officer assures the command is in compliance with regulations, assures that table of organization and equipment unit personnel receive appropriate radiation safety training, meet all reporting requirements for accidents or incidents and assures appropriate inventory control.

Significant progress has been made to ensure the yard is fully operational and able to process the equipment in the near future. The LLRY facility underwent extensive interior renovations to ensure electrical and

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Developing the Trans Arabian Network

By Col. Michael Malone, 1TSC OCP (4ESC) Distribution Management Center Chief Executing the movement of logistics across the Trans Arabian Network is critical to supporting ongoing operations in the U.S. Army Central Command area of responsibility.

The CENTCOM AOR includes 20 countries and is separated into three defined groups: Central/South Asia, Arabian Peninsula and the Levant.

The TAN includes most of the countries in the Arabian Peninsula - Bahrain, Kuwait, Oman, Saudi Arabia, United Arab Emirates, and Yemen - and most countries in the Levant: Sinai Egypt, Israel and Jordan. The development of the TAN is a CENTCOM strategic priority. The TAN

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is the interconnection of important sea ports, air ports and road networks within these countries and having access is necessary to facilitate and move all Department of Defense cargo. In order to optimize use, the TAN must be multimodal in nature - ground, air, and sea.

The 4th Sustainment Command (Expeditionary), which is operating as the Operational Command Post for the 1st Sustainment Command (Theater), is dedicated to fully developing the TAN into a reliable option for movement of logistics throughout the Arabian Peninsula and Levant.

Providing logistical support to military forces on the Arabian Peninsula and the Levant is a significant challenge. While unit equipment and ammunitions are typically delivered via ship, most other supplies are locally procured or received via aircraft. Additionally, redistribution throughout the region is heavily reliant on aircraft. The air centric nature of logistic distribution places significant demands on the Air Force C-17

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The TAN must evolve from its air centric nature and transition to multimodal. Feasibility, cost and time are key weighted factors in the choice of mode. All key nodes must be tied together enabling supplies to move freely between sea ports, air ports and key operating bases via ground transport. Ground transportation is often the most cost effective and potentially fastest means to move supplies. However, there are several challenges when moving supplies between the various countries that comprise the TAN: Diplomatic clearances, contracting process, contractor reliability, restriction on military moves, restrictions on the type of cargo and relationships of the various nations are all constraints that must be addressed with every shipment. Diplomatic clearances is one of the most constricting and challenging of the constraints. Each

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and C-130 cargo aircraft and crews operating in the CENTCOM Region. Given the limited quantity and the susceptibility of delay for aircraft due to weather, mechanical problems, diplomatic clearances, and crew rest, supplies may take several weeks to reach warfighters.

country has different clearance processes and timelines.

Timelines are as short as five days for Jordan and Kuwait, but as long as 45 days for Qatar with the rest of the countries somewhere in between. Engagement by the U.S. Department of State through the various embassies is necessary to streamline the process and leverage Department of Defense capabilities to deliver supplies to warfighters throughout the region.

Except for Kuwait, all shipments of ground cargo on the TAN are conducted by contracted carrier since there is no military movement of cargo. The primary method to move cargo by ground is with the Global Freight Management contracting system.

GFM currently supports over 300 predefined destinations on the TAN. The GFM system allows various carriers to bid on each shipment. The lowest bidder is awarded the contract.

Unfortunately, the lowest bidder is often unreliable and delays shipments or is incapable of making the delivery as required. Contactors often subcontract the trucks and drivers who must be identified in the clearance paperwork. The short lead time by contractors providing Cont’d on next page

Iraqi trucks line up as US Soldiers load Caiman MRAPs on their trailers. The delivery of 28 MRAPs to the Iraqi government is part of the US-led Iraqi Security Forces Development and Equipping Program. (US Army photo by Master Sgt. Dave Thompson, 1TSC Public Affairs)

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Developing the Trans Arabian Netwo Cont’d from previous page

names or switching drivers at the last minute makes completing the clearance paperwork challenging.

Diligence is necessary to track contractor performance so underperforming carries can be excluded from future bids.

The 1st TSC-OCP is working to expand the line haul contract in Kuwait (Heavy Lift 7) to include most of the countries comprising the TAN. The Heavy Lift 7 contract provides dedicated trucks for line haul operations in Kuwait which are executed daily. This allows the contractor to provide long term employment to drivers, and if the contract gets expanded, it will simplify the clearance process due to driver stability. Also, it will allow contractors to improve support to the clearance process as they become more familiar with the required paperwork needed for each country’s clearance. The expanded contract would also eliminate the individual bidding process for each move since all moves across the TAN would have set fees.

The 1st TSC conducted a proof of principle on the

TAN which resulted in a successful move from Jordan to Kuwait. A previous attempt in September 2015 from Kuwait to Jordan failed. The failure was primarily due to expired customs paperwork. The 1st TSC plan to execute future movements on the TAN. These movements will consist of cargo movement from Kuwait to Jordan along with a back haul operation, cargo from Oman to Qatar, from Kuwait to Sinai, and from Egypt and United Arab Emirates to Kuwait. Initially, the preponderance of cargo will consist of only Army equipment. However, as the process matures and the TAN further develops, all classes of supply from all services will traverse the TAN. 1 TSC will complete the full development and implementation of the TAN in 2016, where cargo will flow multidirectional via ground transport across all countries comprising the TAN. The TAN provides strategic and operational flexibility to support operations throughout the area of operations. It offers reduced reliance of aircraft to move supplies and reduces the cost of providing joint logistical support.

Additionally developing the TAN provides the flexibility

An Iraqi tractor-trailer convoy head back to Baghdad after receiving their cargo of Caiman MRAPs. The delivery of the 28 MRAPs to the Iraqi government is part of the US-led Iraqi Security Forces Development and Equipping Program. (US Army photo by Master Sgt. Dave Thompson, 1TSC Public Affairs)

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ork to move supplies if shipping lanes become interdicted or impassable for any reason. The Strait of Hormuz has proven to be a choke point into the Arabian Gulf. It happens to be the primary method used by the Department of Defense to sustain operations in the area. The TAN allows for ships to dock at ports outside the strait, download cargo, and then ground transport cargo to its final destination. While this method is potentially more costly than surface movement, it provides an alternative and would continue to leave critical aircraft available, providing operational and strategic flexibility.

The Army must continue to A Bradley Fighting Vehicle rolls off the ramp of an Army Logistics Support develop and build partnerships Vessel during a training exercise. Army watercraft are designed to operate in within the Arabian Peninsula austere to bare beach environment and are not dependent upon developed and Levant countries.

The seaports or infrastructure. 1TSC has a vested interest in the operational ability of Army vessels as they are integral to meeting heavy sustainment lift TAN represents an opportunity requirements. (US Army photo by Master Sgt. Dave Thompson, 1TSC Public to further this goal through Affairs) tactical logistics training at the brigade, battalion and military to military engagement with U.S. Tier 1 partners. CENTCOM craft exercises lower level for the various countries. The partnered utilize multimodal movement of cargo across the TAN countries would improve logistic capability along with along with expanding the use of all three modes of improved coordination among the Gulf Cooperation Council countries. transportation-air, sea, and land).

A sustainment brigade headquarters would deploy to facilitate theater security cooperation and develop and staff a partner coordination command that facilitates the use of multimodal movement of cargo across the TAN through partner-nation coordination. The sustainment brigade structure provides the expertise and rank level to make the partner-nation coordination command successful. The partner coordination command would ideally achieve several end states: further security cooperation objectives, build partner capacity at the operational and tactical logistics level and increase velocity with reduced cost of moving cargo throughout the area of operation.

The sustainment brigade would partner with each country that the cargo must traverse to facilitate its movements.

This would provide real-world, ongoing operational and

Each combatant command should look at how it executes logistics in its area of operations and improve its ability to conduct multimodal logistics with partnered countries.

Early development and building of partner capacity is essential for long term success.

While the development, implementation, and expansion of the TAN is important to the CENTCOM AOR, it reflects a microcosm of what the Department of State and Department of Defense needs to do globally. Each combatant command should look at how it executes logistics or execute logistics during a conflict in its area of operations and improve its ability to conduct multimodal logistics with partnered countries. The Department of State can work to influence counties to develop cross border agreements to reduce the customs friction for military cargo.

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Soldiers operate to complete retrograde mission in Afghanistan

By Sgt. Jeanne Bujalski 1109th TASMG

trained as 92 Alphas (automated logistical specialist),” said Gonzalez.

BAGRAM, Afghanistan – Six Soldiers from the 1109th Theater Aviation Sustainment Maintenance Group, an Army National Guard unit from Groton, Connecticut, are serving at Bagram Air Field in Afghanistan to focus on the retrograde process of aviation parts. Over the past two months the Soldiers of the TASMG have been working persistently on the continual movement of aviation equipment and material in theater to a destination in the United States. The equipment will be repaired and recapitalized in order to be redistributed to meet the needs of the Department of Defense.

The noncommissioned officer in charge of the operation, Sgt. 1st Class Keith Irving, explained how upon arriving in Bagram, the Soldiers accessed the work conditions to come up with a plan to readjust in order to have a more streamlined work process. “We’ve focused on making the process more efficient in order to process as many parts as possible while we are here,” said Irving.

Staff Sgt. William Leuck has been working as a retrograde noncommissioned officer for the operation for two months. He explained the process of the retrograde mission as turning in both large and small quantity items that are picked up from forward operating bases affiliated with Jalalabad Airfield in Afghanistan.“By turning in large quantities of low budget items we are able to help maintain multiple aircraft of the overall Army fleet.

We are not focused on the dollar amount but more on the impact,” said Leuck. Since December 2015, the TASMG has turned in and processed over $1.5 million of retrograde aviation equipment and parts.

In addition to retrograde, the Soldiers have also focused on managing the day to day unit supply, as well as managing flights in and out of country, lodging, container hazmat, and safety training. The TASMG previously deployed to Afghanistan in 2012 in order to focus on aviation field maintenance, depot level aviation repairs, and to launch aircraft maintenance contact teams and test pilots abroad. The 1109th TASMG has been mobilized and deployed several times, notably in 2003 in support of Operation Iraqi Freedom, and in 2008 in support of Operations Iraqi and Enduring Freedom. This is their first deployment with a large emphasis on retrograde aviation turn-ins such as repairable maintenance equipment and subassemblies.

The Soldiers have been focused on the retrograde mission in large part because of the closing of forward operating bases in Afghanistan. As multiple units complete their missions and head back to the United States, they face challenges with the oversight of their aviation storage containers. These containers will often have millions of dollars’ worth of aviation repair parts in them and once the facility closes, there is no way for that unit to turn in those parts. It is the TASMG’s main focus to turn in these parts in order for the government to process, inspect and document them. Material Management NCO Staff Sgt. Carmelo Gonzalez explained the goals the TASMG hopes to accomplish while completing their nine-month tour.

“This has been the largest retrograde mission for the TASMG…we’ve been supporting local aviation units with repairable parts that have been difficult to process in normal supply chains. Our goal is to make sure everyone who comes here is trained in the retrograde process. We’ve had a lot of cross-training with people from different military occupational specialties being

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Staff Sgt. Carmelo Gonzalez works to process aviation parts from a warehouse at Bagram Air Field, Afghanistan Feb. 1, 2016. Gonzalez is part of a six man team from the 1109th Theater Aviation Sustainment Maintenance Group from Groton, Conn., who are permanently stationed in Bagram for a nine-month tour to focus on retrograde.

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1109th TASMG Lends Experience and Skills to Supporting Units

noncommissioned officer in charge. “Our communication has been a challenge because our Soldiers here work different shifts and we’ve been trying to let as many supporting units know about our skills and abilities while getting the answers we need.”

During previous deployments the 1109th TASMG was focused on future operations and did not task Soldiers out to supporting units. However, the need for more Soldiers at contact sites has been evident during this current deployment.

Christensen added that Sgt. 1st Class Robert Christensen, NCOIC for the 1109th Theater Aviation because the 1109th TASMG Sustainment Maintenance Group stationed at Camp Buehring, completes operates at a depot level of his duties at his office computer. The 1109th TASMG currently has 13 maintenance, the Soldiers are members stationed at the base to focus on supporting other units who are in need of assistance with helicopter maintenance, tech supply and other able to act as facilitators and operations. (Photo by Sgt. Jeanne Bujalski, 1109th TASMG Unit Public Affairs provide complex assets that Representative) other units are in need of, such as tooling, parts and mechanic

By Sgt. Jeanne Bujalski ability. The 1109th TASMG has previously deployed to 1109th TASMG Camp Buehring, but the current mission has been different CAMP BUEHRING, Kuwait – Working as liaison officers in terms of operating phases and communication. and maintenance support has been the primary focus for members of the 1109th Theater Aviation Sustainment By gaining experience with other units, Soldiers have Maintenance Group. Since the beginning of their nine not only been contributing their own set of skills but month deployment in December 2015, Soldiers with progressively learning new operating systems and the 1109th TASMG, based out of Groton, Connecticut, valuable competencies to bring back with them. have been putting their skills and expertise in aircraft Spc. Justin Wolkowsky, automated logistical specialist, 140th GSAB, has described his experience as beneficial maintenance to use working with supporting units. by learning how other units operate and gaining The 1109th TASMG has four automated logistical experience with a new operating system that he can put specialists, four helicopter repairers, two phase to use after deployment. maintenance and three armament system repairers who lend their services and widespread experience as aircraft By supporting the units with personnel for day to day mechanics to accompanying units, specifically the operations, the 1109th TASMG has been able to provide 40th Combat Aviation Brigade, 640th Aviation Support maintenance ranging from Robertson tanks to Chinook aircraft and extended fuel modification. The 1109th Battalion and the 140th Aviation Regiment.

TASMG continues to concentrate on the needs of the “We support the units with personnel and with day to ever changing mission at hand, which includes lending day operations, such as maintainers and tech supply,” their services to where they are needed most in order to said Sgt. 1st Class Robert Christensen, operations support outlying units.

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Day In The Life

ssg robert l. marshall 91 echo applied trades specialist (machinist) Since the beginning of the 1109th TASMG deployment to Kuwait, Mar1109th tasmg shall who hails from Groton, CT has

been keeping busy woraking as a machinist for the unit.

Working at the Camp Arifjan machine shop, Marshall works to access work orders as they come in, selecting the appropriate metal and machine to program the order, then takes the measurements. Each part is made to specifications.

Marshall has worked as a 91E for 12 years and credits his experience to keeping the aircraft we use properly maintained and running. The 60 aircraft tools he has completed so far have been sent to Camp Buering for the 1109th or other supporting units to utilize.

“We’ve been doing great work with time here and I’ve been staying busy.”

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“My MOS has been beneficial because I’m able to keep these birds flying and maintain the aircraft tools and parts that go along with it.”

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cw2 jason crow movement tracking team 77th sb Det - 1

As the Movement Tracking Team Chief, Chief Warrant Officer 2 Crow keeps track of all personnel movement, as well as all equipment included in Iraq Train and Equip Funding, Foreign Military Sales, Foreign Military Funding, and Public Donations. He also conducts Leader Engagements as part of the Logistics Advise and Assist Transportation Team.

“I always look forward to coming in each morning and working with my teammates” Chief Warrant Officer 2 Crow states. “I am happy to be part of this mission. I enjoy working with the Iraqis one-on-one, building relationships and trust.”

“This is my 4th deployment and the first time I’ve ever been a part of advise and assist mission, it is a completely different mindset. It’s very interesting and a good experience.”

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Day In The Life

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Meet the 24-year-old 1LT with the $1 billion hand receipt

By Staff Sgt. Victor Joecks 17th Sustainment Brigade Public Affairs BAGHDAD — While many recent college graduates begin their long climb up the corporate ladder with few responsibilities beyond making sure their boss has a fresh cup of coffee in the morning, the Army routinely entrusts its Soldiers with weighty responsibilities.

For most Soldiers that responsibility is a weapon with lethal capabilities. For 1st Lt. Jonathan Shannon, a 24-year-old with the 271st Movement Control Team out of Joint Base Langley-Eustis, that responsibility is over $1 billion in equipment that he is personally liable for.

“I am an ITEF responsible officer,” said Shannon. “I receive, coordinate, and divest ISF [Iraqi Security Forces] equipment, material ammunition and classes of supply.”

ITEF stands for Iraq Train and Equip Fund and is money set aside by the U.S. Congress to provide supplies to the Iraqi military in the fight against Daesh, another name for the Islamic State.

In the first few months of his deployment, the value of the ITEF items that have passed through Shannon’s hand receipt, the Army form used to track accountability for equipment and supplies, has topped $1 billion.

“Just like someone that’s signed for a Humvee is responsible, I’m responsible for all the ITEF in my possession,” said Shannon. “The same financial penalties and liability is there.

“It would be a very bad financial windfall for myself and my Soldiers if we were to lose accountability. My

First Lt. Jonathan Shannon, Iraq Train and Equip Fund responsible officer at a forward logistics element in Iraq, addresses a formation of his Soldiers March 12, 2016, in Iraq. In the first few months of his deployment, the value of the ITEF items that have passed through Shannon’s hand receipt, the Army form used to track accountability for equipment and supplies, has topped $1 billion.

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Soldiers and I take it very, very seriously.”

While his potential financial liabilities far outpace what Shannon could earn in a military career, there is a reason he is confident in his team’s ability to complete the mission.

“I owe all our success to the NCOs here.

They’re really great.”

S h a n n o n specifically praised Master Sgt. Bennie Staff Sgt. Melvin Correalopez, an Iraq Train and Equip Fund noncommissioned officer in Smith, the Forward charge at forward logistics element in Iraq, walks to a truck loaded with ITEF equipment Logistics Element March 9, 2016, in Iraq. Correalopez says he enjoys working on the ITEF mission, because noncommissioned it allows him to work with coalition partners. officer in charge with the 524th Combat Sustainment Support Battalion forces [and dealing with ITEF],” said Correalopez. from Schofield Barracks, Hawaii. Despite coming from different units, Shannon and Smith act as the command “This ITEF mission, I love it. I’m doing something team of the FLE that consists of Soldiers from over ten different … If they [the Iraqis] don’t have the equipment to train on, [they’re not able to complete the mission]. different units. One of their distinct missions is ITEF. We’re making a difference.”

“It’s a gentleman’s agreement,” said Smith. “We all understand that he’s commander and I’m first sergeant, “My Soldiers, a lot of us, feel like we’re the tip of the and we all have to work together to make mission spear,” said Shannon. “We’re not only supporting the Americans, but the warfighters who are in harm’s way happen.” and dying are using our equipment and ammunition we The Soldiers are “put in an environment where they have divest. It can be the difference — for the Iraqi warfighter to work together to accomplish the mission,” said Smith. — between their life and death.”

“We have [many] different sections, and we all come And over $1 billion in equipment has enabled Iraqi forces together.” to make a significant difference.

“That’s why Master Sergeant Smith has such a vital role,” said Shannon. “I’m focused on operational, and “Those are the guys who are kicking [butt],” noted he focuses on the rotation of Soldiers and makes sure Correalopez. “They took Ramadi. Their vehicles, equipment – we are supplying them.” they’re taken care of.”

Staff Sgt. Melvin Correalopez, ITEF noncommissioned officer in charge with the 24th Composite Supply Company out of Joint Base Lewis-McChord, is one of the Soldiers whois working directly with divesting ITEF supplies.

“When I first got here, my main mission was to supply water, but I started working with DOD and coalition

In the midst of the seemingly endless planning and paperwork, Shannon has on occasion reflected on the mission, his billion-dollar responsibilities and the impact his team is having.

“There is always that one moment where — ‘Wow, this is big.’”

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Army Mariners Sustain the Force

By Sgt. Walter Lowell 17th Sustainment Brigade Public Affairs PERSIAN GULF – What does the U.S. Army do when it has to haul thousands of tons of equipment and vehicles across an ocean to operations in places like the Middle East? It calls upon its fleet of Logistical Support Vessels (LSV) and Landing Craft Utility vessels (LSUs).

Each of the Army’s sturdy and rugged LSV’s has over 10,000 square feet of deck space and has the ability to carry two-dozen M1 Abrams main battle tanks. But Sailors do not run them, Soldiers do.

Any number of problems can happen when out to sea with no port in sight. So the Army trains Soldiers to maintain and repair these boats and they are as rugged and sophisticated as the equipment they work on.

“We do it all ourselves,” said Army Staff Sgt. Jeremy Avery, an 88L watercraft engineer and an auxiliary non-commissioned officer assigned to the 1099th Transportation Detachment deployed to Kuwait. “All of our engineers can work every piece of equipment we have onboard the vessel. We do not have anyone that is specifically specialized in any one thing.”

Pvt. Jacob Pivaroff, a watercraft engineer assigned to the 1099th TD, has been working as an engineman on LSV-6 for about six months. Before enlisting in the Army, Pivaroff was not very mechanically inclined but he read an article about Army watercraft and became interested in the program.

“We have to learn all the main systems below deck,” said Pivaroff. “I can start the day working on plumbing, before lunch I can be working on electrical and generators, [and] by close, I can be working on the main engine.”

In addition to those systems, Pivaroff said the boat engineers have to be able to make repairs to the boat's hull, the air conditioning, heating and ventilation units, cranes, fire suppression system, water purifier and hydraulics systems while out to sea.

“Never know what is going to happen,” said Spc. Winfield Maynard, a watercraft engineer with the 1099th. He has been in the Army for four years as an engineer. “You never expect something to break until it breaks.”

Pvt. Jacob Pivaroff (left) and Sgt. Johnny Strickland, both watercraft engineers with the 1099th Transportation Detachment assigned to the SP4 James A. Loux Logistical Support Vehicle-6, check one of the main engines before a mission in the Persian Gulf. (U.S. Army photo by Sgt. Walter Lowell, 17th Sustainment Brigade Public Affairs)

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Due to the many complicated components onboard a vessel, engineers are required to take three additional schools after their basic combat training during their careers.

When a Soldier graduates basic, they go to Military Occupation Specialty schools or Advanced Individual Training. Once a Soldier is done with AIT they are what the crew calls a “10-level.” From there, the service member can attend schools to develop their skills, said Avery. Each school, 20-school, 30-school and so on, becomes available as they go up in rank. Each school gives Soldiers more qualifications which allows them to work on more advanced systems.

Avery is an 88L20, Pivaroff an 88L10 and Maynard an 88L10. The engineers use this distinction to delegate different tasks to other engineers.

Soldiers con complete their 10-school before being promoted and repair equipment that is typically worked on by higher-ranking service members.

These three Soldiers serve on LSV-6, the SP4 James A.

Loux. Its home port is at Kuwait Naval Base, Kuwait.

The besson class vessel is named after SP4 James Arthur Loux, a 21-year-old Soldier, who was killed in action in 1971 serving in Vietnam. The Army posthumously awarded Loux the Silver Star for bravery under fire.

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Maynard went to college majoring in civil engineering before he enlisted. He has a vast knowledge of both mechanics and boating.

LSV-6 is 273 feet long and 60 feet wide at the beam. It is propelled by two EMD 16-645E2 engines that produce 1,950 horsepower each. The craft can reach speeds over 11 knots, about 13 mph, with a full load and has an approximate range of over 6,000 nautical miles.

“You get to see a lot of different things and places,” said Maynard.

He has been to Japan, Korea, Alaska, Washington, Maryland, Virginia, Maine and the Middle East.

Pivaroff shares Maynard’s love of traveling.

“I don’t hear other mechanics talking about going to more than two countries during deployment,” he said jokingly.

“So far I love this field,” said Pivaroff. He plans on continuing his new-found career in engineering after his enlistment is over.

Maynard wants to continue his education and is still on the fence if he wants to stay in the Army or not.

Spc. Dongbina Kwon, a watercraft engineer with the 1099th Transportation Detachment assigned to the SP4 James A. Loux, Logistical Support Vehicle-6, conducts a check of the engine room during a mission in the Persian Gulf. Watercraft engineers have to be trained to work on dozens of components because there are no specialty fields used on Army boats. (U.S. Army photo by Sgt. Walter Lowell, 17th Sustainment Brigade Public Affairs)

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Sail Army: The Life of an Army

By Sgt. Walter Lowell 17th Sustainment Brigade Public Affairs PERSIAN GULF – Ocean waves break on the gray hull, splashing men in uniform as they don body armor and dash across the deck to mounted machine guns.

An officer overlooks from the bridge and issues orders from his handheld radio, occasionally looking at his watch.

The men quickly load their crew-served weapons and scan the ocean within their predetermined sectors of fire.

A loud whistle blows several times, and the men methodically unload their arms and seal them with a waterproof tarp designed to protect them from the salty ocean air.

This was just a battle drill. It is one of many drills they will do while out to sea.

This, however, is not a Navy ship. This is the United States Army Vessel SP4 James A. Loux, a Logistics Support Vessel (LSV-6). Sailors do not crew it, Soldiers do.

“I didn’t even know the Army had boats,” said Sgt. First Class John E. Trautwine, the operations sergeant of LSV6, 1099th Transportation Detachment. He has been an Army Mariner since early 2000.

“When you work on a boat, that is your home,” he said.

“You go to bed to water. You wake up to water.”

“I’ve spent my whole life on the water, said Pvt. First Class Douglas R. Baggett, a watercraft operator on LSV6, 1099th TD. He has served in the Army as a mariner for 18 months.

Baggett used to work with his father fishing for shrimp & crab. He also spent time on a river tugboat.

The duties of watercraft operators, also referred to as deck hands, are to maintain the boat itself, said Baggett.

On a vessel such as an LSV, it is also their jobs to load, unload and secure the cargo.

Sgt. Asau Asanuma, a watercraft operator and a lead seaman on LSV-6, 1099th TD has five years experience on Army boats.

Like Baggett, Asanuma also grew up on boats with his

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father, he said. Asanuma is from Palau, an island just south of Guam. As a Pacific Islander, he was attracted to the field because he lived his entire life on or around the ocean.

As a leader, he takes care of the Soldiers, he said. He ensures that the Soldiers are taking care of the equipment and that they are properly trained for drills conducted while at sea.

“If a man goes overboard, there is no one around to help us,” he said. “We are in the middle of the ocean. We are the enforcers and our saviors.”

“Fire drills, we have to do every week,” said Asanuma.

“Out here on the ocean, you cannot exactly call the fire department,” said Baggett. “When your house is on fire, you have to protect your home.”

The boat crew learn through advanced individual training and follow-on developmental courses essential skills like damage control, deck operations, navigation, radar reading and earn certifications that will follow them after their enlistments are done, said Trautwine. Some of the schools transfer directly to Coast Guard equivalents.

“We can do things other fields cannot,” he said. There are opportunities for Soldiers that want to stay in the career path. The responsibilities of an Army mariner are more based off of their education of watercraft operations then it is of rank.

All training is at Fort Eustis, Va, Trautwine added. The schools are divided into four skill levels called 10-schools and the corresponding school is added onto the end of their Military Occupational Specialty. Skill level 10 is a Soldier directly out of MOS training as a seaman, 20 is for a lead seaman, 30 represents a higher leadership position or boatswain, and 40 being a detachment sergeant. Each school teaches new skills and system operations.

Trautwine is the senior enlisted Soldier on the boat and is the acting first sergeant who has completed 40-level school. His official MOS is 88K40.

It is possible for lowerranking service members to complete a school ahead of their peers and find themselves in a leadership position despite his or her rank, he said.

Life on an LSV is a 24-hour operation while out to sea.

The Soldiers rotate four hours on duty and eight hours off. Drills can happen at any time, day or night. The cooks

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Pvt. First Class Douglas Baggett, a watercraft operator with the 1099th Transportation Detachment assigned to the SP4 James A. Loux, Logistics Support Vehicle-6, uses a fire hose to drench a door during a fire drill while out to sea in the Persian Gulf, March 1, 2016.

(U.S. Army photo by Sgt. Walter Lowell, 17th Sustainment Brigade Public Affairs)

that live on the boat with them serve hot meals four times a day from the galley. The crew shares a small living area that includes engineers, who maintain the engines and generators, a medic who works out of a sickbay, and a communications expert.

A team of warrant officers are in charge of boat operations and the enlisted crew. There are no commissioned officers assigned to the vessel.

“This is a very small field,” said Asnuma. “We work with [a] very small crew and we are a tight group.” An LSV crew consists of around 30 Soldiers.

The Army only has a total of six LSVs, said Trautwine.

LSVs are the biggest boat used by the Army and they are a very cost effective way of moving a large amount of Army equipment over long distances.

The LSV is a Besson-class cargo vessel and has been in service since 1987. The model is named after Gen. Frank S. Besson Jr, former chief of Army transportation. The boats feature front and rear roll-on/roll-off ramps for shore loading and unloading. It can accomplish this in just four feet of water. The cargo deck can accomadate

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Mariner

any vehicle used by the U.S. Army and can hold 24 M1 Abrams main battle tanks.

The vessel is 273 feet long and 60 feet wide at the beam.

It is powered by two EMD 16-645E2, 1,950 horsepower engines that can propel the vessel 12 knots (about 14 mph) for between 12,000 to 15,000 km (6,000-8,000 miles), depending on the cargo.

The LSVs are used all over the world, said Trautwine.

They operate in places like Virginia, Hawaii, Alaska, and the Persian Gulf.

“There are always ups and downs,” said Asanuma. On one particular mission, his team loaded dozens of vehicles onto the boat while working over 24 hours without rest to get the job done.

“It’s the most stable job and the most fun,” he said. “I’m in the water, sailing. It’s definitely the Army’s best-kept secret.”

“I like my job,” said Baggett. “I get to do cool things and see cool places.

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24th CSC divesting hundreds of millions in ITEF supplies

By Staff Sgt. Victor Joecks 17th Sustainment Brigade Public Affairs BAGHDAD, Iraq — In the last several months, Soldiers from the 24th Composite Supply Company based out of Joint Base Lewis-McChord have helped oversee the delivery of hundreds of millions of dollars’ worth of equipment and supplies through the Iraq Train and Equip Fund, or ITEF. “We’re the sustainers, so we provide all the logistical support to people who are training and assisting the Iraqis,” said 1st Lt. Natalie Edwards, ITEF manager with the 24th CSC. Edwards oversees ITEF Responsible Officers, who work at various Forward Logistical Elements, or FLEs, throughout Iraq. ITEF responsible officers, like 24th CSC 1st Lt. Neshia Robertson, are responsible to receive, store, account for, and distribute equipment that the Army divests to the Iraqi military.

Robertson said that her team has divested vehicles, body armor, weapons and a lot of ammunition during her time working with ITEF. The total value of the equipment divested in the last several months throughout Iraq is several hundred million dollars, according to 1st Lt. Jonathan Shannon with the 271st Movement Control Team out of Joint Base Langley-Eustis who serves as another ITEF responsible officer.

These supplies have a two-fold purpose. First, coalition forces use the supplies to train different branches of the Iraqi military. The trainers include forces from around the globe, including servicemembers from Australia, New Zealand, Spain, Italy, and England.

“I work with a lot of [coalition partners],” said Robertson.

“I provide a lot of equipment for them to train Iraqis with.

Whenever they need something, my door is always open.”

The equipment supplied by the 24th CSC and other units is not just used for training. The second purpose for those supplies is that they serve as a necessary ingredient to recent Iraqi military gains against Daesh, including the liberation of Ramadi. Daesh is another name for the Islamic State.

“Those are the guys (the Iraqi military) who are kicking [butt],” said Staff Sgt. Melvin Correalopez, ITEF

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Spc. Edgar Cadiz (left), and Spc. Zhao Zitong, both automated logistics specialists with 24th Composite Supply Company, prepare cases of water for transport March 9, 2016 in Iraq. Along with supplying U.S. servicemembers with supplies, the 24th has overseen the distribution of hundreds of millions of dollars in Iraq Train and Equip Fund items.

noncommissioned officer in charge at an Iraqi FLE, who is also with the 24th CSC. “They took Ramadi. Their vehicles, equipment — we are supplying them.”

“Anything that is needed for them to get to the next level, we have issued it to them.”

The movement of the ITEF goods is the responsibility of Soldiers like Spc. Neil Bernard, an automated logistics specialist with the 24th CSC. Bernard loads and transports the equipment during transfers with the Iraqi military.

“We show up to the location and start moving,” said Bernard. “Staff Sergeant [Correalopez] handles the paperwork. I start moving equipment.”

Using a mixture of Arabic and English, interpreters and hand signals, U.S. and Iraqi servicemembers work together to unstrap and unload equipment during the

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G6

“It’s a good experience,” said Bernard. “I get to work with the Iraqis. They’re friendly. It’s been good. They like to take pictures and hug. They ask a lot of questions — wife, family, kids?”

“Last time, we had an issuance, we sat down and ate lunch,” said Robertson. “They’re very helpful and thankful that we’re helping out as much as we can for them.”

According to Correalopez, that help is having an impact seen throughout the world.

“If they don’t have the equipment to train on, there’s no (operation). We’re making a difference.”

1st TSC G-6 Plans Communications Improvement Project

EL GORAH, Egypt -- Lt. Col. William Tucker, Assistant Chief of Staff G6 with the 1st Theater Sustainment Command – Operational Command Post leads a signal project problem solving session with his team.

For the past four months, the G-6 staff has been working with the U.S. Task Force Sinai signal staff who support the Multi-National Force and Observers mission.

The 1st TSC G-6 and TF Sinai goal is to migrate from slower tactical communications to faster strategic communications. The 1st TSC Main Command Post and OCP G-6 staff are working diligently to acquire

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exchanges. Itis obvious that Soldiers from both countries enjoy the chance to interact, and these brief interactions are filled with moments of camaraderie, like exchanging patches and taking selfies with each other. Both sides even share the interest most Soldiers have when getting a chance to examine different kinds of weaponry.

the necessary equipment for this mission.

The MFO is an independent international organization responsible for supervising implementation of the security provisions of the Treaty of Peace between Egypt and Israel.

“We are anticipating these changes to dramatically improve Task Force Sinai’s ability to communicate timely with the remainder of the Theater,” said Tucker. “The 4th ESC has a very knowledgeable and highly skilled staff of information technology professionals with various backgrounds. We are collaborating with the 335th Signal Command and ARCENT to complete this project.”

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Soldiers finish SHARP Story by Capt. Valerie Palacios 1st TSC-OCP Public Affairs

CAMP ARIFJAN, Kuwait - Over 40 Soldiers representing units deployed throughout the Central Command area of operations gathered here to attend the 14-day long Sexual Harassment/Assault Response and Prevention Foundation Course in January. This course trains Soldiers to become future SHARP Specialists for their respective commands.

The class is mandated by Headquarters Department of the Army and because deployed units sometimes arrive without a credentialed SHARP Specialists, the SHARP Foundation Course is held in Kuwait and Afghanistan on a quarterly basis.

A brigade-sized element is required to have one full-time Sexual Assault Response Coordinator and one fulltime Victim Advocate.

1st Sustainment Command (Theater)SHARP instructor, Sgt. 1st Class Dontavious Seales, holds a discussion on a case study with two SHARP Foundation Course students. He has taught several classes since being with the 1st TSC, both at Fort Bragg and in the Army Central AOR.

Seales says that the new course focuses on breaking down the barriers when it comes to reporting. He Soldiers interested in becoming a SHARP special- explains there are no statute of limitations for sexuist go through a specific background check, be inter- al assault and up to six months to report sexual haviewed by their chain of command and the current rassment. He also explained the helpfulness of using assigned SARC to see if he or she is a good can- real world experiences and discussing closed cases, didate for the course, followed by a national-level and being very interactive to allow Soldiers to have screening by HQDA. a better understanding.

Thomas M. White Jr., 81st Regional Support Command Sexual Assault Response coordinator and program manager, is one of 10 instructors in the Army Reserve qualified to instruct the SHARP Foundation Course. He volunteered to come to Kuwait to instruct this latest class, stressing the importance of learning from each other, more interaction, and less PowerPoint.

“I try to bridge the gap with age differences by having classroom projects, like listening to songs with different metaphors in it, with sexual innuendos. Older leaders think that if there is no profanity in it, we think it is good,” said Seales.

He added that Soldiers gain a great deal of knowledge from taking the course and are able to do function as SHARP Specialists in theater and back at White said, “Whether Soldiers were selected or home. they volunteered, when they leave the training, they have a new respect for the program. They learn that “They go back and they know how to do outreach this is serious.” and how to work with the local police authorities and local rape crisis centers in order to bring relevant inSHARP instructor, Sgt. 1st Class Dontavious formation to the soldiers in the process.”

Seales, is with the 1st Sustainment Command (Theater) and assigned to the CENTCOM area of responAt the end of the course, a graduation ceremony sibility. He has taught several classes since being was held and attendees included, ARCENT Deputy with the 1st TSC, both at Fort Bragg and in the Army Commanding General of Operations Maj. Gen. WilCentral AOR . liam B. Hickman, 335th Signal Command (Theater)

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Commander Brig. Gen. Lawrence F. Thoms, AR- sergeant’s name. She said the first sergeant had been CENT Command Sgt. Maj. Ronnie R. Kelley, and at her camp and was moved to another camp for that 335th Signal Command Command Sgt. Maj. Sharon same reason.

R. Campbell.

Campbell began to wonder, “How many camps During the graduation ceremony, Campbell shared had this first sergeant been moved from? How many a personal experience she had in 1981 as a young other young soldiers had been affected? Should I 18-year-old at her first duty station in Korea when have done more? Was the culture at that time recepshe was called to her first sergeant’s hut only to find tive to a formal report?” “The guilt was the last thing him naked upon her arrival. that got me. It just came rushing in, how many after me?”

“For a moment I just froze, thinking, ‘what do I do? This is the first sergeant,’” said Campbell.

She challenged the new SHARP graduates to take the training and expertise they have gained and esShe managed to back out and run back to her tablish an effective and innovative program for their room, confiding in her roommate. They never spoke Soldiers, at their respective units. of that incident again, nor did the first sergeant ever ask her back to his room.

If you, or your Soldiers are interested in attending the SHARP Foundation Course, contact your In 2013, Campbell was at SHARP course and SHARP Specialist – Victim Advocate or your Sexushared her story for the first time, another female al Assault Response Coordinator for more informaSoldier about her age stood up and stated the first tion.

During the SHARP graduation ceremony, 335th Signal Command Command Sgt. Maj. Sharon R. Campbell shared a personal experience she had in 1981 as a young 18-year-old at her first duty station in Korea. She challenged the new SHARP graduates to take the training and expertise they have gained and establish an effective and innovative program for their Soldiers, at their respective units. (U.S. Army photo by Sgt. David N. Beckstrom, 19th Public Affairs Detachment, U.S. Army Central)

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