Global Combat Support System-Army (SSA)

Supply support activities are broken down into 4 sections. The stock control section is responsible for the communication between the various STAMIS systems and they interact with the supported customers more than the other 3 sections. Stock control is very similar to a person working at the register of a department store. The receiving section is responsible for processing and receiving the supplies once it is delivered to the warehouse.

The situation in today 's Army is clearly much different from what existed years ago. Many changes have occurred, moving the Army 's EO program from a strictly educational and training initiative to a multifaceted management program with clear goals and objectives. These goals and objectives are also an integral part of human relations and are nurtured and developed through a professional military education system.

This event was a Multi-Agency response that involved the every aircraft platform from 2-151st SSABN along augmentation from the 59th AVN TRP CMD, 351st ASB, US Forest Service, SC Forestry Commission, EMAC from GA, along with external Aviation resources. Over 21 days over 200 hrs. were dedicated to the response. During this rating period 2-151st forward was recovered back to home station, I provided rear coordination for the reception and recovery of all personnel and equipment the SWB mission (Task Force Liberty). I led the planning and coordination for all facets of the battalion’s participation in Patriot South Exercise a National Guard Bureau Joint Service Multi–Agency response to a DOMOPS exercise, a first of its kind conducted at Gulfport, MS. I spent count hours in the logistical planning, planning meet, and development of event scenarios for a Battalion sized Aviation Task Force. I worked with planners from other services from a year out in the development and coordination for the safe and successful employment of our Aviation resources from SC. As a result over 150 hours were flown in transit and execution of Patriot South Exercise missions. I worked with B/2-238th GSAB in the implementation of the Pre-Mobilization training horse blanket for that unit allowing for a success mobilization

advisor to the Brigade and Staff for all equipment reset and systems modernization functions; responsible for the

The numbers and strengths of the Army warrant officer has varied throughout history, but our importance, roles, and significance to the mission, have only continued to grow. Within our doctrine, such as ADRP 6-22; Army Leadership, there is no defined leadership roles for the warrant officer. We fall in line with officers in general, being the senior mentor and leader in the organization. Whereas an enlisted Soldier swears an oath to follow lawful orders, an officer promises to “well and faithfully discharge the duties of the office.” As an officer, we must go the extra step, think outside the box, adjust

The Warrant Officer Corp has a long military history of producing subject matter experts in various technical fields. These Soldiers have been sought out by higher leadership to provide recommendations and expertise knowledge on specific topics. As the future of the Army continues to change, so does the Warrant Officer Corp. The traditional Warrant Officer is now experiencing a multitude of changes to include becoming immaterial. According to Merriam-Webster, the word immaterial is defined as “not important or significant.” The idea of a subject matter expert becoming less important to the Army is alarming and causing concern amongst the ranks. Senior staff members are already aware that Warrant Officers are subject matter experts, therefore they want to incorporate them into future leaders serving on their team. To accept and conquer change we must look at the past so we can better understand our relevance for the future.

Developed Theater Gateway and implemented policies, goals, and objectives and integrated programs policies and operations to ensure a full measure of support to the military community personnel. Kept abreast of ARCENT programs developments and specific military community support operating programs progress to effectively advise command management in discharging programs responsibilities. Participated in development of long-range operational Theater Gateway, programed plans with site management and key operating officials of the forward operating site and tenant organizations. Reviewed proposed changes in program practices and procedures to assess the impact on the Theater Gateway military community customers and programed all requirements

In nearly every corner of the globe, the role of a military officer commands respect. New information is being established at record speeds making previous knowledge more quickly outdated than ever before. This makes continuing education for Warrant Officers that much more critical to staying relevant as subject matter expert.

Serves as the assistant S-4 and responsible for the development and execution of two annual budgets for the 1st Infantry Division, Combat Aviation Brigade (1ID CAB), totaling over $120 million. Monitors and facilitates execution of those budgets to meet 1ID resource execution goals and guidelines. Analyzes 1ID CAB Commander's tasks and priorities in order to allocate financial resources to help execute his goals and intent. Facilitates over $1.5 million in contracts in order to meet the 1ID CAB mission. Supervises and inspects the CAB Defense Travel System (DTS), Government Travel Charge Card (GTCC), Air Card, and Government Purchase Card (GPC)

Gone are the old concepts of the Authorized Stockage List (ASL) that have been replaced by the Authorized To Forecast (ATF) concept or also the concept of processing receipts which is now known as a Post Goods Receipts (PGR). An even though these new terms still retain their old functionality and are driven by their original performance measures as stated in Army Regulations such as AR 710-2 and AR 725-50, to soldiers such as myself that are currently not engaged in the SSA operations these changes will take longer to master. Currently while attending the Warrant Officer Advanced Course (WOAC) I have been exposed to this new language that is embedded within GCSS-A and I am in the process of adopting it as my own as I did with the terminologies of SARSS many years ago. Looking as to how GCSS-A operates and its improvements such asset and financial auditability makes me excited about engaging this new

(1) (U) Phase I. (Deter – Force Build-Up) (C-Day to W-Day). Complete RSOI and position each Signal Battalion collocated with their service support elements throughout the designated training locations. Successfully integrate and coordinate with adjacent Brigade IVO the training locations.

SUBJECT: Information Paper on the United States (U.S.) Army Operating Concept (AOC), Win in a Complex World, dated 7 October 2014, Army Training and Doctrine Command (TRADOC) Pamphlet (TP) 525-3-1

The AFSO21 is the Six Sigma for the Air Force. It focuses on improving process and maintain priorities. These 8 step techniques are used to help group of a section to identify what is the problem in a process and to work as a team to come with solutions or new way to improve a process. In this case, it will be required for the Freight Section to create an 8-step process as a group to improve the process of shipping sensitive cargo and the use of AF Form 4387.

Issue / Problem: Currently the KSARNG is prioritizing its maintenance actions IOT to meet Army readiness standards. It is not possible to meet mandated turnaround times due to funding constraints, the availability of needed repair parts and reduced manpower.

As a result, the current system must be revised. The goal of this initiative is to empower all Army Organizations to develop throughout the entirety of the force, Soldiers and Civilians who intellectually shape and defend their strategic positions and decisions.