Ssgt Roche: Logistics Chief

For over 22 years, SFC Weems has served in the Kansas Army National Guard in military occupational specialty, 92Y - Unit Supply Specialist. Her career represents the spirt of Saint Martin. She has always put others before her own career. She is often recognized for her selfless service, devotion, and caring for others. This compliments her outstanding technical skills and accomplishments in the 92Y, Unit Supply Specialist field, and the Quartermaster Corps. SFC Weems is a must select for the Honorable Order of Saint Martin.

-Prior to the Twentynine Palms Field Exercise (PALMFEX), Lance Corporal Martin took the initiative to repair 22 Enhanced Combat Vehicle Crewman Helmets on his own accord. This ensured maximum and constant communication between 13 assault amphibious vehicles, as well as Infantry Officer Course (IOC), enabling the battalion to train at its maximum potential during PALMFEX.

SFC Shields led the Joint Service Color Guard (JSCG) Team for the Maneuver Support Center of Excellence (MSCoE) Command Sergeant Major's (CSM) Change of Responsibility Ceremony. He collaborated with the MSCoE Protocol Officer for the proper equipment. He conducted various PCCs and PCIs for various Marines, Sailors, Soldiers and Airmen culminating to the final rehearsals. The members changed on more than two occasions, yet, he trained each member with temperance, tact, and professionalism.

Initiatives such as Security Cooperation MAGTFs, Crisis Response MAGTFs, Marine Corps Forces Special Operations Command (MARSOC) integration into the MAGTF, MEB operational concepts and Marine Corps Prepositioning Program-Norway (MCPP-N) restructuring provide scale able, responsive options to combatant commanders that are integrated into theater operations and can function across the range of military operations. The ability to employ the right sized force to a specific crisis allows the preservation of combat power and ensures we are responsive across the range of military operations. These new initiatives provide innovative crisis response options for combatant

SSG Hill has been one of my greatest assets in changing the culture and the way Retention was perceived by the Command Teams and Soldiers in the 277th Aviation Support Battalion. SSG Hill would constantly go out of his way to ensure that every soldier whether under his direct supervision or not, received great leadership and outstanding retention advice. SSG Hill stood out to me since he was not assigned the additional duty as a Company Reenlistment NCO. SSG Hill’s professionalism, attention to detail and dedication to duty made his Company and Battalion achieved or exceeded the goal for each category. Not being stagnant and waiting for instruction shows that SSG Hill is a motivated self-starting NCO. It is my absolute recommendation that SSG

As a Senior Enlisted Watch Officer, ensured rapid responsiveness to emergent issues involving the commands Network Operations, and Space Operations. His effectiveness in watch floor operations was directly responsible for proactive command and control during high profile cyber and operational events that minimized the impact to 7000,000 users across three domains.

SGT McMahon served as the alternate armorer for 32 months. His attention to detail helped ensure a succesful rating on the last 4 armsroom inspections. SGT McMahon helped the troop maintain weapons qualification by conducting a two hour PMI for the M320 resulting in 13 Soldiers receiving 100% first time go and nine qualifying

Commanders requested safer vehicles suited for irregular warfare tactics, and received up-armored HMMWVs and add-on armor kits, which did not provide sufficient protection in an irregular warfare environment. Further, the services were slow to respond to Combatant Commanders’ requests for MRAPs because their priority was to develop the JLTV, fueled by the assertion that MRAPs would be obsolete beyond the wars in Iraq and Afghanistan. This speaks to the tendency of the services to invest in future capabilities, while failing to provide Combatant Commanders with a method to develop or procure equipment necessary to fight present wars. The Joint Requirements Oversight Council (JROC) oversees JCIDS and is “often misaligned because it often defers to the services. Neither the Army nor the Marines wanted to invest in MRAPs, so neither did the JROC”. As a result, the requirement for MRAPs was slow to validate and once valid remained an unfunded requirement until political pressure and public opinion forced the Pentagon to reevaluate fielding MRAPs in large numbers.

Positive and strong. The continued level of performance was not unexpected. He has a presence and a confidence everyone in the Sqn appreciates and respects. He can brief confidently and does so with authority. The selection to Sgt was well deserved.

SSG Gonzalez received a commendable rating during the 2014 Battalion Organizational Inspection Program which set the standard operating procedure for the Battalion. His outstanding supply management expertise in CIF-ISM raised Soldier equipment

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.

Marine Safety Detachment (MSD) St. Paul’s personnel makeup does not yield optimum efficiency. MSD St. Paul’s billet structure is not in line with the needs of the unit. The unit has a split mission of Prevention and Response therefore currently consists of one Lieutenant (LT), two Chief Warrant Officers, one Marine Science Technician Chief, one Boatswains Mate, one Machinery Technician, and two Marine Science Technician Second Classes. The unit would be more efficient if an Ensign billet replaced one Warrant Officer billet.

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.

SSG Gamble established 120 maintenance accounts for 4 brigades, numerous battalions, and over 82 deployed units assigned to 11 Field level Maintenance Support-Buehring (FMS-B). He completed 104 monthly surveillances in which validated and monitored contractor performance and operational efficiency over the past year. Additionally, he provide direct interface with senior contractors to reinforce contractual compliance and he was instrumental during the execution of facility improvement for the MMB facility and the Camp

The supply chain in oil and gas consists of operators (oil companies), main contractors, subcontractors and suppliers. In this order, while governments and companies investigate alternative sources, Oil and Gas companies are focused in finding new ways to develop and deploy technology to improve