Army Supply Support Activity

organization that will be used for this course is the U.S. Army’s supply support activity. Supply support activities are designed to provide supported units with various types of supplies. Supported units are ultimately considered the customer of the supply support activity. Supply support activities provide a service to their customers very similar to the method a local department or grocery store supports their customers. Supplies can be anything from food to major end items such as a high

Council of Supply Chain Management Professionals is the process of planning, implementing, and controlling procedures for the efficient and effective transportation and storage of goods including services, and related information from the point of origin to the point of consumption for the purpose of conforming to customer requirements. This definition includes inbound, outbound, internal, and external movements (Vitasek, 2013). Reverse logistics (RL), can happen at any point within the supply chain

aircrafts whether in peacetime or combat operations. D Company, 6-101 GSAB or Witchdoctors (also known as Voodoo Maintenance) is an army aviation maintenance unit located in fort Campbell, Kentucky. The company is Delta and is part of the 6th battalion of the 101st Combat Aviation Brigade of Fort Campbell; the largest company of the battalion. Fort Campbell is a United States Army installation located astride the Kentucky-Tennessee border and is home to the 101st Airborne Division and the 160th Special Operations

he Army’s Global Combat Support System is the latest automated system that is currently replacing the old Standard Army Management Information Systems (STAMIS) such as the Standard Army Retail Supply System (SARSS), Property Book Unit Supply System Enhanced (PBUSE) and the Standard Army Maintenance System Enhanced (SAMS-E). For two decades I have experienced the improvements and transformations of the old STAMIS in to their latest forms until ultimately being now replaced with the GCSS-A. Each of

recommend SSG Roberts to be selected as a Warrant Officer Program as a Supply Systems Technician (920B). Beside a review of SSG Roberts records, I have an extensive knowledge of his tactical and technical skills. Frankly, I have found his pedigree worthy for warrant officer selection. I have known SSG Roberts for 15 years. During that time I have held various positions to include his direct supervisor for 2 years and now the USPFO Supply and Services Division Deputy. In the time I directly supervised him

AN ANALYSIS OF CLASS II SUPPLIES REQUISITIONS IN THE KOREAN ARMY’S ORGANIZATIONAL SUPPLY THESIS Cho, Min Cheol, Captain, Korea Army AFIT/GLM/ENS/09-04 DEPARTMENT OF THE AIR FORCE AIR UNIVERSITY AIR FORCE INSTITUTE OF TECHNOLOGY Wright-Patterson Air Force Base, Ohio APPROVED FOR PUBLIC RELEASE; DISTRIBUTION UNLIMITED. The views expressed in this thesis are those of the author and do not reflect the official policy or position of the United States Air Force, Department of Defense, or

LUCAS A. MCCLURE 1234 Antrim Loop Colorado Springs, CO 80910 • (719) 333-2222 • lucas.a.mccluresample@sample.usa SUMMARY OF QUALIFICATIONS • Over eight years of honorable military service in the United States Army • Maintains an active Government Secret Security Clearance. • Accomplished logistics and distribution management professional by excelling in leadership, accountability, and supervision. • Responsible for ammunition valued in excess of $13.3 million; property valued in excess of $61

that the importance of logistics, the moral factors, and the physical elements of the armies are three comprehensive

systems is the best course of action for the Army. 2. Recommendation. Recommend Possible Solution PS 1 to determine the most effective method to reduce the number of systems currently used in the Army to order Medical Supplies from multiple systems down to two. PS 1 best establishes this emphasis by currently incorporating procedures already in use by the Army Medical Department, and the Medical Logistics community. 3. Background. Logically, the Army Medical Logistics should have connectivity

b. GCSS-Army impacted the productivity of the Supply Support Activity (SSA) by increasing receipt processing time from 10 seconds in SARSS/VSAT to 45 seconds on GCSS-Army/NEC and 1:30 on GCSS-Army/VSAT. (1) To increase productivity and reduce backlog incurred during brownout and blackout, we added 2 laptop computers in the receiving section. (2) Once converted to GCSS-Army, we realized that business processes requiring a physical person in Stock Control had reduced significantly, and increased