Assignment 1: Common User Logistics Requirement

d. Logistical Supportability: (1) Deployability: required resources (less is better), (2) Infrastructure Needs: in-country evaluation of runways, road, bridges and other permanent structures which are required for combat operations (more is better), (3) Supportability: evaluation of required classes of supply and combat support personnel (less is better)

The determined work ethics , hands on administration and industrious management allowed the forward logistical elements to successfully transition the 250,000 capacity bulk fuel farm to calculated bulk fuel during the re position and re posture of United States Division North soldier throughout the Diayala province. SFC Powell accomplished his through constant contact with logistic Civil Augmentation Program III and IV management and the forecasting and management of class III (B) expenditure rate. The priceless heading was given and also directed that enable the detachment on meet every last one of timelines in the move on the bases of the Iraqi administration. As much predominant administration and supervision Additionally enriched the sum united states Division-North warriors in the black jack operational need aid for 24 hours bulk fuel support, 24 hours ammunition storage, Furthermore multi class supplies. Sergeant five star Powell's activities would over keeping for the finest custom for military administration Furthermore reflect different credit upon himself, United States Division-North ,and the United States armed

Current capability set fielding along with future fielding 's including Bradley engineering change proposal (ECP), Armored Multi-Purpose Vehicle (AMPV) Engineering, Manufacturing, and Development (EMD), and full rate production (FRP) radio variants are the Army 's answer to brigade combat team modernization. The tactical environment is the tip of the spear, a challenging space where effectiveness, survivability, and sustainability provide the keys to success. That success is becoming increasingly reliant on data. Data drives our missions, from operations, intelligence, and fires, to other areas such as medical and logistics. Consumption of data is being fueled by the introduction of new communication systems. Warfighter information tactical (WIN-T) has begun to bring this data down to the Brigade and Battalion level with the Point of Presence (POP), and the Battalion and Company level with the Soldier Network Extension (SNE). New radio waveforms are providing conduits for data down to the tactical edge. WIN-T and Handheld, Manpack, and Small Form Fit (HMS) radios are being integrated into Infantry Brigade Combat Team (IBCT) vehicle platforms now. The Mid-Tier Networking Vehicular Radio (MNVR) is just around the corner in FY17.

Coordinate with Logistics Readiness Division (LRD) & Subsistence Supply Management Office to ensure availability of appropriate subsistence for both garrison and field feeding operations to ensure adequate timely re-supply.

The 194th Armored Brigade is a premier Soldier training organization which is part of the Maneuver Center of Excellence situated in Fort Benning, GEORGIA. The mission of the maneuver Center of Excellence and Fort Benning is to provide trained, agile and adaptive combat-ready Soldiers and Leaders; develop the doctrine and capabilities of the Maneuver Force and individual Soldier; and provide a world-class quality of life for our Soldiers, civilians and Army families to ensure our Army 's Maneuver Force remains the world 's premier combat force ready to "Win in a Complex World." Vision: In 2022, Fort Benning continues to be the Army’s best training facility that delivers combat-ready, combined arms maneuver Soldiers

PDSS team will setup upon arrival to the AOR wrong try The PDSS team will replace unit supply operations staff for the duration of the deployment.

2. The SSA Platoon is aware of its stature with a High Demand and Delicate mission; where equipment/parts must be downloaded daily. However, there

2NSB has a deployable mission to install, operate, and maintain Deployable Communications and Information Systems (DCIS) for deployed/deploying NATO Headquarters. When 2NSB was created they were not given anything other than personnel and their individual equipment (i.e. weapons and promasks). The units submitted an Operations Needs Statement (ONS) to correct this deficiency. However, this is not the correct venue to request additional equipment. ONS are intended to fill a short term operational gap (per AR 71-9). Additionally, the requirements are not quantified (e.g. 2NSB had 15 deployment in support of NATO and X issue occurred or why we need 72 nods) and will result in a vetoed ONS (based on my experience in USAREUR).

In the United States Marine Corps, the Logistics department is an essential component of the organization. The logistics department handles embarkation, supply and weapons management, maintenance of equipment, health services support, transportation, and ammunition (S-4, n.d.). Within the Logistics department, every employee has a unique title and job description. The junior employees may have one or two other coworkers with their same title and set of responsibilities.

Staff comment. IAW CONPLAN 49991-20, Annex W, use the 409th CSB to coordinate a multi-national contract for the recovery, lift, movement, and storage of recovered equipment to support follow-on training, issue, and integration of captured equipment into the AZE Defense force starting and PH IV and terminating at the end of PH V. Prime contractor must be able to rapidly enter the battle zone following PH III operations to recover equipment and transport items to pre-determined storage locations that enable future AZE distribution. Because the equipment will remain in AZE control, a preponderance of funding should remain with the AZE government, with supplementation by coalition forces if the GOAZE government is unable to fund the requirement due to catastrophic infrastructure and installation lost during the conflict. Use of civilian contracted support will allow the JTF to rapidly posture forces for PHIV EEZ operations, while ensuring AHA cannot use the equipment for future aggressive operations, prevent SAPA forces from supplement equipment for Anti-GOAZE operations, and enable the rapid re-composition of the AZE defense

deploy from Fort Carson ISO JTF. 3/4 ABCT will be attached to the 40th Infantry Division. 40th Division’s commander expects the BCT to be packaged in a manner that provides him specific incremental capabilities as the BCT flows through the JRSOI process, as the following

During the initial steps of the military decision-making process, the S4 will receive the commander's initial guidance, and begin issuing a mission statement, planning guidance and further course of action evaluation criteria (Cozine, 2015). Next, the S4 develops a specific course of action pertaining to the logistical movement of supplies and equipment necessary for the commander's mission. The S4 will produce a tentative task organization and a broad concept of the operation before analyzing each course of action to assess the sustainment practicality. The S4 determines the requirements for each sustainment function by analyzing courses of action to identify potential issues and deficiencies (Cozine, 2015). They also assess the status of all sustainment functions required to support the course of action and compares those requirements with the assets and resources that are available. The S4 compares courses of action to identify potential shortfalls and recommends actions to eliminate or reduce their effect for each specific course of action. Once these plans are completed and the commander approves the selected course of action, the S4 issues the approved operational plan and takes measures necessary to ensure the subordinates understand the plan (Research product,

e. Coordinate with Ordnance Annex departments to ensure requested items are loaded and ready for issue on the date scheduled. Provide

OIC, Maj M. G. Smith, Ammunition and Safety Officer, and SSgt C. W. Nannery, Distribution Management Chief.

CW3 Smith served as the S&S technical expert and the acting Officer-In-Charge of the second largest section within the DOL. She spearheaded the conversion of the Army’s legacy sustainment systems migration to GCSS-A in Kuwait. Her extraordinary knowledge attributed to the S&S section receiving a commendable ratings by USARCENT during the Staff Assistance Visit. Additionally, her section was distributed of 1.2k cases of water, 3.5k gals of class III and over 525 lines of multiclass support throughout the four Army base Camps.