Objectives Of The Operations Of Housing And Facilities For U.s. Military Personnel

First Destination Transportation (FDT), the movement of material from suppliers to the first military depot or direct to military customer, is about to change from FOB destination to FOB origin. Slated to begin with solicitations and awards in late October 2013, FDT requires the removal of transportation related cost from contractor bids. Contractors need only be concerned with quoting the associated costs of manufacturing their products. Products affected by the October roll out will be those labeled as Class IX consumables and some Class IV and VII materials to CONUS destinations. Supply Chains included in the FDT initiative are: Aviation, Land and Maritime, Construction and Equipment, and Industrial Hardware. Then you also have Second Destination Transportation (SDT). This is where the cost comes into play to ship Army Post Office mail, transportation of organizational equipment, permanent change of station, temporary duty cost, depot maintenance, and any cost that is not funded through FDT. Once these items, equipment, or other materials that have been contracted and sent to the first destination and the items need to be moved to another location SDT picks up that bill. (Defense Logistics Agency, 2014)

During the post-deployment phase, who do you coordinate with to deactivate all derivative UICs and DODAACs?

On the basis of United States Code, Title 10, and joint doctrine, the Marine Corps, in coordination and cooperation with the Navy, has made logistical self-sufficiency an essential element of the Marine Air-Ground Task Force (MAGTF) expeditionary warfighting capabilities. This means that the Marine Corps’ logistics mission, at all commands and support levels, is to generate MAGTFs that are rapidly deployable, self-reliant, self-sustaining, and flexible and that can rapidly reconstitute (Logistics Operations, 1999). While the Marine Corps is unmatched in its ability to be the most rapid responding force across the globe, a deficiency exists that should be addressed. Over the past decade, there have been numerous successful innovations in ground and aviation logistics, but they have lacked in standardization or integration within the MAGTF. Emerging operating concepts such as disaggregated MAGTF operations and seabasing, along with current fiscal constraints, are driving the need to further modernize and integrate MAGTF logistics in order to optimize support to the warfighter (Borrelli & Hodge, 2013). Independently, the logistical concepts and systems that exist for the ground elements and the aviation elements are proven to be effective and efficient, however, when the aviation and ground elements work in concert the response of logistical support is hindered. This paper will offer possible solutions to close the logistics gap between the Marines Corps’ aviation and

Great distances between home bases and operational areas reduce opportunities for timely employment of military responses in emergencies. Lengthy lines of supply and communication increase requirements for long haul transportation and, if vulnerable to enemy interdiction, make users divert combat forces to protect them. (Collins, 1988: 14-15)

At the core of any Humanitarian Assistance/Disaster Relief (HADR) operation is the need for responsive and flexible logistics. Logistics is only possible through coordination, collaboration,

This paper will describe the role of the logistician throughout United States Department of Defense acquisition programs and strategies. It will be chronologically approached from design, planning, demonstration, refinement and sustainment phases. The role of the logistician will be characterized as paramount to the overall success of acquisition efforts and ultimate success of our fighting men and women in the field.

Coordinates with various Commands, Headquarters Department of the Army (HQDA), AMC, and Life Cycle Management Command’s (LCMC’s) under FMS and Major Subordinate Command’s (MSC’s) under USASAC to resolve controversial issues impacting Security Assistance (SA) resource and manpower management.

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.

Individuals who join the military come from various backgrounds, once within the military institutional system, families can be at an advantage by stable employment and benefits, and safe, well maintained local environments (Rodriguez & Margolin, 2015, p.35). However, military deployments and duty-related separations are very common for military service members and their families. They are one of the most widely recognized and documented stressors for military families. Nevertheless, the experience of separation can also strengthen military couples and families by increasing their resiliency (as cited in Norwood, Fullerton, & Hagen, 1996). The temporary absence of a parent is experienced by many youth and can have profound effects on their

Provides multifunctional logistics support for the Theater Tactical Signal Brigade (TTSB), consisting of a Brigade Headquarters with four Expeditionary Signal Battalions (ESB) and a Tactical Installation Node (TIN). Multifunctional logistics support includes: transportation, field level maintenance, commercial leased vehicle fleet, food service support, installation property book management, field services, life support service and operational contract support. Serves as the logistics subject matter expert (SME) who advises the Brigade Commander and the subordinate signal battalions concerning sustainment operations throughout the United States and aboard. Manages an annual budget of $9.4M and coordinates with engineering and budgetary staff

Operations is an ongoing process which requires commanders and staff to understand the situation and the mission. Leaders at all levels must be involved in the process from the start to ensure there is a clear understanding of the mission. Leaders at all levels with a clear picture of the operation are better equipped to start planning and preparing to execute and achieve the desired end state.

In reality, the Logistics Officer job in the Army can be broken into two distinct jobs. The first job is probably the most widely understood in an Army context; that is, the support of troops in training for and during operations. In this job, the Logistics Officer must provide logistical support to the fighting forces while at all times being ready to join the fight themselves. The second, less recognised job, involves providing logistical advice and support to the local Army establishment in support of daily operations. The necessary duality of this job becomes more apparent when attempting to analyse its design in terms of existing theories.

are flown out in short notice. It’s the operations Managers responsibility to ensure that the warehouse is stocked with necessary items; transporters are ready to dispatch items at short notice. The entire logistics operation is critical to ensure effective and timeous relief and supply distribution.

Outbound logistics refers to physical distribution activities such as collecting, storing, and distributing products to buyers and involves (finished goods) warehousing, materials handling, network planning and management, order processing, and

Forward logistics (or conventional logistics) is the regular distribution channel followed by the manufactures from time immemorial. Forward logistics concentrates on the products (goods or services) reaching the consumer end and deals with the line of flow from the manufacturer’s end to the consumer’s end. It deals with the very essence of Supply Chain Management and logistical activities of an organization. It has a significant impact on the primary operations carried out, which act as the basic revenue generating aspect of a business. In this logistical system, the flow is a “one-to-many” type and the forecasting or traceability is quite simple.