Carrier Inhibitory Short Breaks: A Case Study

This commander had a unit that, back in garrison, would have been directly responsible and manned for operational support items such as weather, life support equipment, and intel. Due to the nature of the deployed mission, those requirements fell to a different MAJCOM represented on station by a junior detachment commander. This issue of command and control became significant because Lt Col X was still responsible for the performance of operations that did not fall under his authority. [1: Notes Interview with Lt Col Squadron Commander at Bagram Airfield, Afghanistan, 11 Nov

CW5 Jeremy Light distinguished himself through exceptionally meritorious service during 29 years of service to the United States Army. CW5 Light’s technical competence, superb leadership skills, and tremendous devotion to duty have contributed immeasurably to every unit he served with throughout his career. He has served with distinction in ever increasing positions of responsibility, culminating as the Senior Ordnance Logistics Officer for the 21st Theater Sustainment Command and United States Army, Europe.

SSG Hickerson served as the Supply Sergeant for the CENTICOM Forward-Jordan with a mission to deploy and conduct military operation in support of the United States national interests. He was responsible for provide property guidance

- He oversaw 94 Sailors, civilians and contractor personnel in the execution of the day-to-day command, control, communications, computers and intelligence mission, supporting more than 3,200

. Recommend Major (MAJ) Waldrell J. Thomas be admitted to the Honorable Order of Saint Christopher for his service to the Transportation Corps through exemplary performance of his duties as a Division Transportation Officer to the Transportation Corps Officer Leader and most recently as the Deployment and Distribution Chief for the Combined Joint Forces Land Component Command- Iraq (CJFLCC-OIR), supporting operations in Iraq, Syria, Qatar, Kuwait, Fujairah, Jordan, Turkey. While being deployed forward, he still coordinated logistical support to units supporting PACOM and EUCOM operations, as well as, units at home station, Fort Riley, KS. MAJ Thomas led a joint staff that increased logistical efficiency within the CJFLCC-OIR by 50%.

1LT Giles impeccably served in a high visibility and fast operational tempo assignment as an Assistant OIC for Camps V. He completed over 140 shifts leading more than 31 Soldiers on shift in the camps and was responsible for a 100 bed, $18 million facility. 1LT Giles ensured the accurate submission of over 1,000 SIGACTs,

SPC Jones distinguished himself while assigned to 1st platoon, C Company,1st Battalion,26th Infantry Regiment through clear and sincere dedication to duty, his exceptional critical thinking, and genuine desire to serve soldier in support of the CSM ammunition supply point operation. Performing duties such as organizing ammunition pick up,to operation safety and organization. He has always gone above and beyond his duty.

His division was one of the the only divisions that was organized as a “heavy formation”. He became one of the most important people in the allied armor area. In december he led over 1000 tanks and vehicles in an exercise driving them all from Columbus, Georgia to Panama City, Florida and back. He did the same thing the next month but with 1,300 tanks and vehicles he observed these exercises from the air to figure out the best way to deploy and effective ways to fight with them. On January 15 1942 he was put in command of the armored corps. He created an area in the Imperial valley to train and use as an area that he could run training exercises. He also participated in the North African campaign he was assigned to help figure out a plan an allied invasion. During this he commanded the western take force that consisted of around 33,000 men. On March 6 1943 He replaced Lloyd Fredendall as the commanding officer after the defeat of the U.S. II Corps by the Germans. After he took charge of the Corps they were ordered to go into action in 10 days after the loss. He quickly made changes. He made every soldier wear clean, and complete uniforms. He also made strict schedules, and also went around talking to them to try to shape them into being the best and most effective as possible. He pushed them hard and also gave them rewards for their achievements. His training was very effective they were able to

SGT Jones served as a squad leader in the Fuel and Water platoon during the 3CR Regimental Field exercise. She provided leadership and direction for more than Eight Soldiers facilitating successful completion of all tasks. She is responsible for receiving, issuing and transporting over 82,000 gallons of JP-8 and over 21,000 gallons of water during the 14-day field exercise. SGT Jones cross-trained four 92G Soldiers to operate 2K gallon water Hippos enabling the dining facility to produce meals for all Soldiers in the Regiment.

SGT Ruiz was the caswal operator for the Battalion range destine. He made sure all 70 m2 weapon crews had working pop up targets to qualify on. Those responsibilities meant going down range before the range went hot and after the range went cold to make sure all target systems were fully operational, targets were visible for the firers, mechanical issues where fixed and the range was run

CPT XXX served as the assistance operational contract support (OCS) Officer-In-Charge, Area Support - Kuwait for the execution and the management of billion dollars Theater Support Contracts, Systems Support Contracts and External Support Contracts, augmenting uniformed capabilities ISO Iraq and Afghanistan AORs. CPT XXX provides guidance and oversight for OCS matters supporting CENTCOM tenanted units in the requisitioning and procurement process of commercial resources/services throughout CENTCOM AOR. CPT XXX actively anticipates CENTCOM combatant commander operational requirements, comprised of 20 countries, to include 37 coalition countries contributing to the war against

SSG Jones, served as the Squadron Chemical, Biological, Radiological and Nuclear(CBRN) NCO as a member of the 2nd Cavalry Regiement(CR); was resonpsible of developing and suprervise of CBRN equipment fielding and training; responisble for establishing CBRN training and readiness of the Squadron 837 soldiers, was at one point responisble for $10,000,000 worh of TOC, tatical vehicles and offices equipment.

PFC Matney stood out as a leader amongst his peers in all training events during XCTC from 3 Aug – 24 Aug 2015, he willingly volunteered for every leadership position during four reconnaissance missions. H was relied on by the whole team to give

He excelled as the TF Phantom MEDLOG Officer and Senior Medical Operations NCO for 12 months. He managed all MEDLOG programs to include overseeing 21 teleconferences and the planning and execution of a III Corp MEDLOG conference. He promoted strategic-level medical logistics readiness and tailored medical material capabilities across Corps which helped revitalize the installation's medical equipment readiness capabilities from 80% to 99.7% with a cost savings of $3.6

CPT Roys provided uninterrupted contractual support during his nine month assignment as the Area Support Group – Kuwait (ASG-KU) Operational Contracting Support Cell (OCSC) Operation Officer. CPT Roys’ meticulous attention to detail has allowed the Director, Directorate of Logistics and the Commander, ASG-KU to anticipate and project logistics forward throughout ARCENT Area of Responsibility (AOR) in support of Operation Freedom’s Sentinel, Operation Inherent Resolve, and Operation Spartan Shield.