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The commanders of the U.S. Transportation Command (TRANSCOM) and the U.S. Joint Forces Command (JFCOM) have signed a joint vision statement designed to help the two combatant commands work together more closely in improving Department of Defense (DOD) deployment and distribution operations. A strong relationship between these commands is crucial to enhancing joint deployment and distribution processes and programs because of the key roles they have been assigned within DOD. JFCOM is the DOD Joint Deployment Process Owner, while TRANSCOM is the DOD Distribution Process Owner.

According to the joint vision statement, “USJFCOM and USTRANSCOM will transform deployment and distribution into seamless, responsive, synchronized, and interoperable processes that enable rapid delivery and sustainment of joint forces and provide decision makers at all levels with the ability to make accurate, timely decisions for global force projection. . . . USJFCOM and USTRANSCOM efforts to deploy and redeploy U.S. forces are mutually supportive and parallel from end-to-end.”

The joint vision statement includes five goals designed to improve interrelated actions to support the warfighter—

  • Advance faster, more efficient, and more reliable deployment and distribution processes.
  • Experiment with new concepts and make new expeditionary capabilities operational.
  • Develop joint officers, noncommissioned officers, and civilians.
  • Field modeling and simulation capabilities.
  • Codify the Joint Deployment and Distribution Enterprise in doctrine and in techniques, tactics, and procedures.
In signing the statement, the JFCOM commander, Air Force General Lance L. Smith, observed, “What we’re doing at USJFCOM is taking the full benefit of our partnership with TRANSCOM. We are melding existing and emerging concepts to develop capabilities and solutions that will directly benefit the joint warfighter. This statement represents the first step to a better environment that will allow the sharing and maturation of new ideas.”

Air Force General Norton A. Schwartz, the TRANSCOM commander, commented, “We have a large number of common deployment and distribution activities in our Joint Deployment and Distribution Architecture. So the partnership between USJFCOM and USTRANSCOM will result in better alignment and better integrated processes.”


The U.S. Transportation Command (TRANS-COM) was recently designated as the lead functional proponent for implementation of radio frequency identification (RFID) and related automatic identification technology (AIT) for the Department of Defense (DOD) supply chain.

The Under Secretary of Defense for Acquisition, Technology, and Logistics announced the designation in a 26 September memorandum that states, “This memorandum clarifies the role of the DPO [Distribution Process Owner] in executing an AIT implementation strategy and developing a centralized approach for use of these asset visibility technologies.” As the DPO, TRANSCOM is responsible for the overall effectiveness, efficiency, and alignment of DOD-wide distribution activities, including force projection, sustainment, and redeployment and retrograde operations.

TRANSCOM uses AIT to achieve visibility of its shipments through an extensive active RFID infrastructure that is in place at strategic ports worldwide. Information on the arrival and departure of shipments is fed to TRANSCOM’s Global Transportation Network, an automated command and control information system that provides an integrated system of in-transit visibility information and command and control capabilities.

“We are working toward development of a concept of operations to achieve end-to-end visibility using an integrated mix of AIT,” said Air Force Lieutenant Colonel Amy Pappas, Chief of the Initiatives Branch of TRANSCOM’s Strategy, Plans, Policy, and Programs Directorate, which is the command’s lead element for AIT implementation. “And we’ll work this effort in collaboration with our Joint Deployment and Distribution Enterprise partners, including the Office of the Secretary of Defense, the Defense Logistics Agency, the combatant commands, the military services, and other agencies. Our vision is to enhance transformation by focusing and synchronizing the right mix of AIT and corresponding logistics systems to support the DOD supply chain in an end-to-end integrated environment.”


The Defense Distribution Depot Europe (DDDE) in Germersheim, Germany, opened its newest distribution facility, the Theater Consolidation and Shipping Point-Europe (TCSP–E), on 2 October. The TCSP–E acts as the primary conduit for sustainment materiel entering the European theater. As such, it rapidly consolidates and segregates shipments from multiple sources and prepares them for onward shipment to customers.

“ We are honored that DDDE was chosen for this important mission,” said Lieutenant Colonel Lance Koenig, DDDE Commander. “Our promise to the European Command (EUCOM) warfighter is that we will carry out the breakbulk distribution mission with the same professionalism and high standards that we have achieved while conducting DLA’s [Defense Logistics Agency’s] distribution mission.”

As part of the Army’s transformation in Europe, personnel strength in Europe was reduced and the focus shifted to warfighting functions. The transformation plan included the divesture of all noncore distribution functions, including the transfer of the Theater Distribution Center (TDC), which had been operated by the 21st Theater Support Command in Panzer Kaserne. A joint task force composed of action officers from the U.S. European Command, U.S. Transportation Command, U.S. Army Europe, U.S. Air Forces in Europe, DLA, and DDC recommended that the mission be moved from the TDC to the DDDE.

DDDE assumed responsibility for breakbulk surface and ocean containers in August, and, in early September, commercial air lines of communication (ALOC) pallets were transferred. Later that month, DDDE began receiving military ALOC pallets. The TCSP was fully operational by the end of October.


The U.S. Joint Forces Command’s Joint Systems Integration Command (JSIC) has developed a new capability that will allow joint warfighters to establish command and control more rapidly when they deploy to an area where no established networks are available.

Wireless for the Warfighter (W4W) will provide an advanced wireless capability that will enable deployed troops to set up, communicate, and disseminate critical data quickly. The W4W solution ultimately will provide 5 to 10 miles of secure, unclassified wireless and secure classified local wireless access so that warfighters do not have to be connected to a network.

JSIC developed W4W as a result of a need expressed by the U.S. Northern Command’s Joint Task Force Civil Support (JTF–CS) for the ability to extend critical communications wirelessly from a forward command post to elements of a joint task force.

According to James Bohling, head of the W4W project, W4W will fill a near-term capability gap. “We want to be able to give [warfighters a] near-term solution that’s secure and usable and jumpstart the process by providing that capability.”

An important benefit of W4W is reduced “logistical clutter.” “We’re cutting out a lot of the administrative, logistical, and operational ‘fat’ typically associated with traditional wired networks,” Bohling explained.

Bohling said that W4W will provide increased and easier access to network services. With these capabilities, joint task forces will be able to establish command and control in a joint operations area much quicker.

Deployment of W4W is expected to occur in the May–June timeframe.


On 1 October, as part of the Army Forces Command (FORSCOM) Modular Force Command and Control (C2) Plan, the XVIII Airborne Corps Headquarters divested command of the 3d Infantry Division Headquarters at Fort Stewart, Georgia, and the III Corps Headquarters relinquished command of the 1st Infantry Division Headquarters at Fort Riley, Kansas (recently restationed from Germany).

An objective of the FORSCOM C2 plan is to divest the XVIII Airborne Corps Headquarters at Fort Bragg, North Carolina, and the III Corps Headquarters at Fort Hood, Texas, of their traditional corps geographical footprint of divisions and installations for which they are responsible and of their former responsibilities for peacetime garrison requirements to provide administrative control (ADCON) and Title 10 support to divisions and brigades. This divestment of traditional corps responsibilities will facilitate their transition to the new modular corps design.

The XVIII Airborne Corps was scheduled to divest control of the 101st Airborne Division at Fort Campbell, Kentucky, in November, and the 10th Mountain Division at Fort Drum, New York, and the 82d Airborne Division at Fort Bragg within the next 18 months. The III Corps also will divest control of the 4th Infantry Division and the 1st Cavalry Division in the next 18 months.

The XVIII Airborne Modular Corps Headquarters, the III Corps Headquarters, and the I Corps Headquarters will retain a warfighting focus so they will be prepared to execute missions as a joint task force or joint force land component command with no habitually assigned or attached subordinate units. As such, they will form the C2 headquarters building blocks for expeditionary force packages in support of warfighting requirements. All division headquarters will report directly to FORSCOM, which will move to Fort Bragg by 2011.

Corps commanders will retain their positions as senior mission commanders (SMCs) and installation commanders (ICs) of their respective installations. When not deployed, the I Corps commander at Fort Lewis will provide ADCON and Title 10 support, including training readiness oversight, to attached FORSCOM units. At Forts Bragg and Hood, the corps commanders will serve as SMCs and ICs, but units will be attached to the Commanding General (CG) of the 82d Airborne Division and the CG of the 1st Cavalry Division for full or partial ADCON and Title 10 support.

As part of the new C2 relationships, each SMC will be supported by a FORSCOM mission support element (MSE) in the execution of his ADCON and Title 10 responsibilities. The MSE will be attached to the FORSCOM commander tasked to provide ADCON and Title 10 support. The FORSCOM MSE will work with the Installation Management Command (IMCOM) garrison staff to provide a fully resourced set of IMCOM and FORSCOM capabilities to facilitate continuity of ADCON, Title 10, and garrison support functions in support of the expeditionary force as determined by the required operating tempo.


Commanders preparing for deployment have a new tool available to help them determine what equipment they need to take with them. A new common online database, called the Equipment Common Operating Picture (ECOP), provides easier access to mission essential equipment lists (MEELs).

ECOP applies to all units currently deployed or deploying in the future to Operations Enduring Freedom and Iraqi Freedom. It contains hundreds of validated MEELs; other Headquarters, Department of the Army (HQDA), equipment validations or authorizations; and HQDA equipping policy documents. ECOP can be used to create and submit operational needs statements digitally and to track their progress through the chain of command.

Information on ECOP is available on the Third Army Web site at www.swa.arcent.army.smil.mil. Units may register to use the ECOP database at www.armyc2apps.hqda.army.smil.mil/ecop. Secure Internet protocol routing is required to access this site. (See related article on "What to Pack: A Guide to Predeployment Equipment Planning".)


Department of the Army (DA) Pamphlet 750–2, Soldiers’ Guide for Field Maintenance Operations, was released on 29 September. This pamphlet replaces DA Pamphlet 750–35, Soldiers’ Guide to Motor Pool Operations.

The new pamphlet reflects changes to Army policy brought about by conversion to a modular force structure. It also provides sample field maintenance standing operating procedures and incorporates Standard Army Maintenance System-Enhanced (SAMS–E) forms for use instead of previously used manual forms.

The pamphlet was developed by representatives of the Office of the Department of the Army Deputy Chief of Staff, G–4, and the Army Ordnance Center and School. It can be viewed on line at www.apd.army.mil/pdffiles/p750_3.pdf and on the Army Knowledge Online and Army Web sites.


The Army Materiel Command (AMC) has developed a centralized civilian deployment program to meet the increasing need for contracting support during reconstruction operations in Iraq and Afghanistan. The Deployable Civilian Contracting Cadre (DCCC) comprises highly trained and experienced civilian contracting officers on standby and ready to deploy.

DCCC personnel sign a 3-year agreement and are put in a deployment rotation. They cannot decline to deploy; however, if they do not deploy during the 3-year period, they still receive an annual retention incentive of 5 percent of base pay. On deployment, they receive a relocation incentive of 10 percent of base pay.

The DCCC will recruit only 25 new members a year. Members must be in the General Schedule (GS)-1102 (contract specialist) career field and in grades 11 to 15. Personnel in grades 11 and 12 must be Defense Acquisition Workforce Improvement Act level II certified, and personnel in grades 13 to 15 must be level III certified.

For more information, contact one of the following representatives: AMC at (703) 806–8239; Tank-automotive and Armaments (TACOM) Life Cycle Management Command (LCMC) at (586) 574–7282; Aviation and Missile LCMC at (256) 842–7284; Research, Development, and Engineering Command at (410) 278–0846; Communications-Electronics LCMC at (732) 532–8574; or Army Sustainment Command at (309)782–3191. Visit the DCCC Web site at https://www.us.army.mil/suite/kc/6322785 to view the DCCC standing operating procedures, brochure, briefing, and video.


Sheet metal workers at Tobyhanna Army Depot, Pennsylvania, no longer have to make a 10-minute trip from the sheet metal shop to the tool crib to get the tools they need. Instead, expendable items such as drill bits, work gloves, safety glasses, and a limited number of handtools now are available in a vending machine in their work area. By eliminating the time it takes workers to walk to the main tool crib, get a tool, and return to the work section, the vending machine is expected to save more than $16,500 a year in direct labor costs.

The CribMaster ToolCube vending machine offers secure modular storage for 171 sheet metal-specific items. The design can be changed to fit any mission by reconfiguring drawers to suit any size and number of tools. The machine also can generate detailed standard and custom reports and track assets. Its operating software is compatible with Tobyhanna’s local area network, making it possible to compile data and update files electronically. “The software talks to the tool crib,” said Tom Piontko, tool and parts attendant. “It tells us when the machine is getting low on supplies and needs to be restocked.”

To use the vending machine, employees scan their identification badges and select an item. The vending machine provides access only to the approved quantity of the exact item requested.

Continuous reviews of the machine’s records pinpoint users’ needs. Tool crib attendants can use the tool-issue history to fine-tune the inventory and stock items customers use repeatedly or identify those items not used at all.



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