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The life cycle management command (LCMC) concept was extended to munitions with the activation of the Joint Munitions and Lethality (JM&L) LCMC in November. The JM&L LCMC is the fourth of the Army Materiel Command’s (AMC’s) LCMCs, joining the Aviation and Missile LCMC, the Communications-Electronics LCMC, and the TACOM [Tank-automotive and Armaments Command] LCMC. The creation of the LCMCs is designed to reduce life-cycle costs and deliver better products to Soldiers more quickly by improving the relationship among AMC, its major subordinate commands, and the program executive offices (PEOs).

Headquartered at Picatinny Arsenal, New Jersey, the JM&L LCMC integrates the Armament Research, Development, and Engineering Center at Picatinny; the PEO for Ammunition, also at Picatinny; and the Joint Munitions Command at Rock Island Arsenal, Illinois.


The Army announced in December that it will establish two more Active-component brigade combat teams (BCTs) ahead of schedule in order to increase the number of combat and combat support units available for combat and homeland-defense missions.

The 3d Brigade, 1st Armored Division, at Fort Riley, Kansas, will convert to a heavy BCT in April, 11 months earlier than planned. Its transition team mission and resources will be assumed by the 1st Brigade, 1st Infantry Division. The BCT will reflag next September as the 2d Brigade, 1st Infantry Division, bringing all Fort Riley units under the 1st Infantry Division.

The 3d Brigade, 1st Infantry Division, at Fort Hood, Texas, will convert to an infantry BCT in April, 17 months ahead of schedule. When facilities become available, the unit will relocate to Fort Knox, Kentucky. However, if the unit deploys, it will return from combat to Fort Hood before moving to Fort Knox.

The conversion to BCTs is in keeping with the Army’s decision to transform the total force from a Cold War-structured organization to one that is prepared to operate in conflicts ranging from full-scale combat to stability and reconstruction operations.

Increasing the number of BCTs also will help reduce stress on the current force by giving Soldiers a few more months at home than they now have. Currently, the ratio is 1 year deployed to sometimes less than 1 year at home station. The Army’s goal for the Active component is 1 year deployed to 2 years at home station.

Most of the Soldiers affected by the accelerated creation of the two BCTs will receive permanent change of station orders this summer.


The Army Logistics Management College (ALMC) at Fort Lee, Virginia, has prepared a handbook designed to prepare logistics captains for support positions in field artillery battalions, particularly in forward support companies. The handbook, Field Artillery Logistics: Munitions Support, provides basic information on field artillery tactical doctrine and technical information on field artillery munitions support.

The information contained in the handbook was gathered from field manuals, technical publications, and the input of field artillery and logistics subject-matter experts. The handbook offers an introduction to field artillery—

  • Missions and operations.
  • Force structure.
  • Key personnel and organizations, including their duties and responsibilities, at the battalion, battery and company, and platoon and section levels.
  • Concept of support and tactics, techniques, and procedures, including unit trains, split trains, ammunitions resupply planning, and methods of resupply
  • Munitions types and packaging.

The handbook is being issued to graduates of the Combined Logistics Captains Career Course (CLC3) at ALMC as part of a take-away compact disc. It has been posted on the Sustainment Portal, where it can be accessed using Army Knowledge Online (AKO) identification. Go to https://vports.atsc.army.mil/home.html and look under “CG Corner” to access the handbook.


Janice L. Simmons, a staff writer-editor at Army Logistician since 1995, retired on 3 January after 34 years of Federal service. During her 12 years at Army Logistician, Ms. Simmons consistently performed according to the highest standards of Army journalism. The hallmarks of her work were meticulous attention to detail and devotion to accuracy. She combined the skills of a painstaking researcher with the discernment of a master grammarian. Her excellence was recognized at the Army level when she received the Army Editor of the Year Award in 2003. Her judgment, advice, and humor will be missed greatly.


The Army’s on-line system for fostering leader self-development, the Leader Development Portfolio, is now open to civilians at and above the GS–11 level. It already was available to Active Army, Army National Guard, and Army Reserve Soldiers.

The Leader Development Portfolio is designed to allow each participant, over the course of his career, to assess himself as a leader and then obtain candid, confidential feedback on his progress from peers, subordinates, and senior leaders of his choice. The resulting information is stored in a secure digital file that the participant can use to assess his leader development over time. The system is voluntary, anonymous, and accessible only to the user.

The Leader Development Portfolio is the centerpiece of the Army Benchworks initiative. This initiative was created by the Army Chief of Staff to achieve one of the 15 focus areas he announced in October 2003—leader self-development. The idea underlying the creation of the Leader Development Portfolio is that increasing self-awareness among Army personnel is the foundation for developing the adaptable leaders the Army needs. The goal is to build a “bench” of adaptable and creative leaders.

A participant can use the system by logging on to Army Knowledge Online (AKO) and following the link to the Leader Development Portfolio.

For more information, see the Army Benchworks Web site at www.benchworks.army.mil or email bench.works@us.army.mil.


The Army issued its keystone manual on leadership, Field Manual (FM) 6–22, Army Leadership: Competent, Confident, and Agile, last October.

FM 6–22 establishes leadership doctrine for all Army personnel, military and civilian. It describes “the fundamental principles by which Army leaders act to accomplish their mission and care for their people.” The manual defines an “Army leader” as—

anyone who by virtue of assumed role or assigned responsibility inspires and influences people to accomplish organizational goals. Army leaders motivate people both inside and outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater good of the organization.
It defines “leadership” as—
the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization.
The manual uses the formulation “BE-KNOW-DO” to illustrate the key factors involved in leadership. As stated in the manual—
What leaders DO emerges from who they are (BE) and what they KNOW. Leaders are prepared throughout their lifetimes with respect to BE-KNOW-DO so they will be able to act at a moment’s notice and provide leadership for whatever challenge they may face.
The new manual describes the levels of leadership as follows—

  • Direct leadership is face-to-face or first-line leadership. It generally occurs in organizations where subordinates are accustomed to seeing their leaders all the time: teams and squads; sections and platoons; companies, batteries, troops, battalions, and squadrons. The direct leader’s span of influence may range from a handful to several hundred people. NCOs are in direct leadership positions more often than their officer and civilian counterparts.
  • Organizational leaders influence several hundred to several thousand people. They do this indirectly, generally through more levels of subordinates than do direct leaders. Organizational leaders generally include military leaders at the brigade through corps levels, military and civilian leaders at directorate through installation levels, and civilians at the assistant through undersecretary of the Army levels.
  • Strategic leaders include military and Army civilian leaders at the major command through Department of Defense (DOD) levels. The Army has roughly 600 authorized military and civilian positions classified as senior strategic leaders.
The manual identifies eight leader competencies to “provide a clear and consistent way of conveying expectations for Army leaders”: “leads others,” “extends influence beyond the chain of command,” “leads by example,” “communicates,” “creates a positive environment,” “prepares self,” “develops leaders,” and “gets results.”

FM 6­22 supersedes FM 22­100, Army Leadership: Be, Know, Do.


The Military Surface Deployment and Distribution Command (SDDC) will host the Western Regional Training Workshop on 4 to 7 June at the Holiday Inn Riverwalk in San Antonio, Texas. This year’s theme, “On the Horizon for Transportation,” will showcase trends affecting the movement of Department of Defense (DOD) commodities and address current transportation challenges.

In order to enhance the attendees’ knowledge of the end-to-end distribution and deployment processes in the Defense Transportation System, the workshop will focus on both distribution and deployment. The workshop also will provide a forum in which users of DOD automated systems can identify current issues and generate possible solutions to improve current processes.

The workshop is designed for functional-level Active and Reserve component personnel, DOD civilians, and contractors who work for DOD. For more information, visit the SDDC Web site at www.sddc.army.mil. Click on “Upcoming Events” for updates and registration information. Workshop points of contacts are Robert Covington at (757) 878–1802 and Harriet Martinez at (757) 878–8026.


The Army plans to launch a new secure, self-service Web-based human resources system that will give Soldiers around-the-clock access to their personnel data. The Defense Integrated Military Human Resources System (DIMHRS) is a congressionally mandated program administered by the Department of Defense. It is scheduled to be on line in early 2008.

Using DIMHRS, Soldiers will be able to update and review key personnel and family information without having to see a personnel specialist. The self-service system will allow Soldiers to avoid some of the traditional written or verbal processes that are time consuming and costly. For example, DIMHRS will enable Soldiers to initiate requests for assignments, training, retirement, record updates, awards, family-member travel, enlistment extensions, and enlisted commissioning programs.

DIMHRS’ self-service capabilities also will allow Soldiers to start, stop, or modify discretionary allotments and savings bonds; complete employee withholding and reissue request forms; change personal direct-deposit information; and change their state-of-legal-residence declarations.

Soldiers will be able to track the progress of their requests from submission to approval. Electronic signatures, email notifications, and automatic routing are also available. Other key DIMHRS functions include a view-only screen that lets Soldiers view personnel and pay items; Certificates of Release or Discharge from Active Duty (DD 214); group life insurance elections; leave and earnings statements and wage and tax statements; records of civilian and military education, awards, contracts, and evaluations; and Department of the Army photos.

For more information, visit the DIMHRS Program Office Web site at www.armydimhrs.army.mil or the DIMHRS page on Army Knowledge Online at https://www.us.army.mil/suite/page/308853.


Iowa Army National Guard mechanics at the National Maintenance Training Center (NMTC) at Camp Dodge, Iowa, have teamed with Tank-automotive and Armaments Command (TACOM) Life Cycle Management Command (LCMC) equipment specialists to verify the accuracy of draft National Maintenance Work Requirements (NMWRs). An NMWR is a set of standards developed by TACOM LCMC that detail the procedures, sources of repair, tools, and parts needed to rebuild military equipment and components. Basically a step above a technical manual, an NMWR provides a step-by-step guide for rebuilding a piece of military equipment.

To validate each NMWR, the NMTC mechanics complete the procedures described in the NMWR—page by page and line by line—to ensure that all steps are included and described correctly. At each step, the mechanics confirm that all words and artwork detailing the procedures are accurate and easily understood. The goal of this 3-week process is for each NMWR to be 100-percent correct when published.


The news story on page 55 of the January–February issue of Army Logistician incorrectly lists the number of the Soldiers’ Guide for Field Maintenance Operations. It should be DA Pamphlet 750–3.

The caption of the top photo on page 9 of the January–February issue incorrectly identifies the aircraft. It is a C–141 Starlifter, not a C–130 Hercules.


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