S1 And S4 Analysis

For more than three decades, Army Non-Commissioned Officers (NCO) were part of an era of fast promotions through the NCO ranks, with some Military Occupation Specialty (MOS) seeing Soldiers make the rank of Sergeant First Class (SFC) with six to seven years time in service (TIS). Since the terrorist attack on September 11, 2001, the United States military was facing a challenge that produced two separate operations simultaneously in the same region of the world which called for thousands of additional service members, especially in the ranks of NCOs. While “fast tracking” was great for the individual, it left many enlisted Soldiers, as well as Officers angry and frustrated with the lack of knowledge these young NCOs were demonstrating when it came to basic Soldiering tactics and techniques. This stems from the decades old Sergeant and Staff Sergeant promotion boards, lack of leadership time, as well as lack of diversity within major Army Component Commands (COCOMS).

As the Battalion Personnel Officer (S1) and Adjutant, I advise the Battalion commander on matters of concerning the personnel management. On behalf of our commander, I manage and supervise all matters concerning human resources support, manning, personnel services, personnel support and headquarters support. This is in support to the over-all operations of our Battalion. I ensure that personnel are properly trained and equipped with the necessary skill set essential for the military activities and operations. Thus, I see to it that the program for promotion, training for specialization, and basic and advance career courses of our officers and personnel are properly charted. One of my accomplishments as the Battalion S1 is the efficient facilitation

1SG positions have many criteria and all requisition authorities in the Continental United States (CONUS) or Outside Continental United States (OCONUS) are required to identify 1SG positions with the appropriate special qualification identifier (SQI) of “M.” The “M” identifier award is base on the criteria in DA Pam 611-21. Which identifies the 1SG will assist the commander in planning, coordinating, and supervising all activities that supports the unit’s mission. The

Another important part of being an officer is to handle the administrative work so that the platoon gets all

5) Logistics Chief: Acquires space, supplies, and equipment for operations to be able to function.

The Mission of the Army Logistics Management College (ALMC), now referred to as the Army Logistics University (ALU) at Fort Lee, VA is to enhance the readiness and sustainability of United States Forces through training, education, consulting and research in Logistics, Acquisition and Operations Research Systems Analysis. In joint with the ALU, the Sustainment Center of Excellence (SCoE) runs eight different versions of battalion and brigade-level pre-command branch or technically focused courses. Five of them are conducted at ALU; one of those five course that ALU is responsible for offering is the resident 2-week Sustainment Pre-Command Course (SPCC). The SPCC was once taught at each individual Army branch school. In 1993, ALU was

The process for storing data must lead to the technician and if the sample shows odd results, the technician and must be contacted immediately. Therefore, basic information, such as the name and barcode of the product must be included with its hazard symbols. Also, background information of the products must be registered with the technician.

She was selected to serve as the Brigade S4, this position is normally held by a company grade officer. She developed resilient leaders to handle complex challenges within the organization. She exhibited satisfactory physical and mental stamina to efficiently achieve and maintain the required Army standards. As a junior officer, she must continue to maintain her professional military bearing at all times, regardless of the operational limitations or constraints.

I was lucky enough to serve as NCOIC of an S2 shop for my first assignment. I was able to utilize my experience within the Air Force Security Forces to execute my duties as Personal Security NCO and Physical Security NCO competently. I was successful and promoted to SSG on 01 October, 2007, the one and only promotion board that I have attended. I was selected based on the success of my battalion’s Physical Security Inspections to be the brigade Physical Security NCO. I served in this position admirably until I received orders to the 4th Infantry G2 ACE,

Part of that Triad of Leadership duty for the First Sergeant was to ensure the cadre positions were filled with the best and finest Soldiers available to take on the challenge. This task allowed me to examine administration packages to include NCOERs, individual essays on why the cadre member wanted to be part of the staff, and administrative requirements for the position. I wanted all of my cadre members to embrace the challenges and commitments to the Warrior Ethos; “No Soldier Left Behind.” If I felt that my cadre did not meet the standards, the cadre was not selected for the

I am Robert Turner, and I am requesting to be selected as the Supply Officer for the unit next year. I would like this position because I want to be able to really maximize the capabilities of the unit with the gear that we have available to us. I went to the MMA trip, and the thing that stuck with me is the Gunnery Sergeant, in the midst of the yelling, told me “if you lose your gear, the enemy will kill you with it”. This isn’t saying that we have to worry about dying if we lose a cover or belt, but I will make sure that any missing gear is returned swiftly and with the utmost importance to detail. I will also check with cadets in the unit on a regular basis to see how all their gear is fitting and if they will need anything. I

Communicate with XVIII Corps, and subordinate Commands on food service issues, conducts Staff Assistance Visits and Command Inspections for subordinate units, support deployment and redeployment food service operations.

As a supervisor, I was first assigned as a squad sergeant in Troop D at Cranbury Station. I have further been assigned as a supervisor in Troop D as an MVR Review Sergeant, as the Assistant Troop D Field Training Officer / Range Master, the Troop D M.A.P.P.S. Officer, and

Lieutenant Holden served as the Brigade S4 for the Area Support Group-Kuwait in support of ARCENT Forward, tenant organizations and coalition forces while deployed for nine months. She flawlessly executed the S4 duties and responsibilities equivalent to the standards of a company grade logistical officer (90A). Lieutenant Holden was hand-selected, as the MACOM Fleet Manager for 301 leased Non Tactical Vehicles (NTVs) and responsible for the processing 200-250 transportation request in support of troop movement and operations in Kuwait.

SPC Madden serves as a supply technician covering multi-functional tasks inside the USPFO-PMB. She has assisted in maintaining 100% accountability of all new equipment fielding to the Oregon National Guard. She is responsible to ensure all fielding teams have the proper logistical support to issue new tactical equipment to BDEs. Her ability to cover numerous tasks at once enhances the PMB (usually tasks to a fully). Her tasks also include ensuring the 100% accountability of newly fielded equipment is lateral transferred to the USPFO PBO. This can be a difficult task as both accountable officers use different equipment accountability systems. To distinguish the computer bridge between the two systems requires knowledge, usually obtained by a