Section I. Organizations for Logistics Operations


1-1. General


The continental United States (CONUS) support base supports the Army Service Component Command (ASCC). It is comprised of numerous elements whose mission (all or part) is to support the US forces in the theater of operations. Many of the organizations are Army-peculiar, some are Department of Defense (DOD) level, and at least one is an element of the US Government. They are commonly referred to as wholesale logistic elements since they function as "suppliers to the suppliers." They do not operate autonomously; that is, they have well-defined lines of command and control (C2) as do all Federal agencies. The President, through his Cabinet, directly controls the General Services Administration (GSA). The Secretary of Defense directly controls the Defense Logistics Agency (DLA). The Secretary of the Army, through the Chief of Staff, controls the US AMC (AMC). The Deputy Chief of Staff for Logistics (DCSLOG) is the principal Department of the Army (DA) staff officer who coordinates and manages internal/external supply, service, and maintenance operations.




GSA provides housing, supplies, transportation, and telecommunications for nearly every department within the Federal Government. It is the largest civilian landlord in the country; the lowest-cost telephone service; a no-restrictions, deep discount, travel management service; the complete source of low-price office supplies; and the best value in car leases. Although headquartered in Washington DC, more than three-fourths of GSA’s 15,751 employees, as of September 1996, were located in 11 regions. Figure 1-1 lists the names and locations of these regions as well as the GSA staff and independent offices. GSA’s external missions are executed under the auspices of three service offices and a central policy office.


a. The three services, central policy office and, their respective areas of responsibility follow:


(1) Public Building Service (PBS). The PBS is the Federal Government’s largest civilian land-lord. It provides real estate services for about 100 Federal organizations more than a million Federal workers. It also develops, constructs, leases, manages, and maintains other facilities such as Federal courthouses, border stations, laboratories, and data processing centers. The PBS is organized into six business lines:


· Property management.

· Property development.

· Property acquisition and realty services.

· Federal protective services.

· Property disposal.

· Portfolio management.



Figure 1-1. General Services Administration.


(2) Federal Supply Service (FSS). The FSS provides agencies with annual funds and support [ $13.1 billion in Fiscal Year (FY) 1996] in supplies and procurement support; fleet, travel, and transportation services; and excess personal property disposal. The FSS makes these services available, predominantly on a reimbursable basis, through its four business lines:

· Supply and procurement.

· Fleet management.

· Travel and transportation.

· Personal property management.


(3) Federal Telecommunications Service (FTS). The FTS delivers reimbursable local and long-distance telecommunications, information technology, and information security services to Federal agencies. Its mission is to provide integrated information systems and network solutions that deliver the best value and innovation to customers worldwide through its five business lines:


· FTS 2000 long-distance telecommunications service.

· Regional telecommunications service.

· Network applications.

· Information technology integration.

· Information security.


(4) Office of Governmentwide Policy (OGP). The OGP was created in 1995 to work with the executive branch in developing policies and guidelines in the areas served by GSA’s business lines¾ real property, travel and transportation, procurement, information technology, and using Federal advisory committees. OGP supports GSA’s strategic role as government policy facilitator and interpreter. OGP’s focus is on issues surrounding acquiring, managing, and disposing of Federal goods and services.


b. GSA staff and independent offices. The staff offices support the agency’s operations at the central office and in the regions. Performing roles similar to those of their counterparts in private industry, they are important corporate resources for the administrator and the services. The independent offices review GSA activities.


(1) The Chief Financial Officer (CFO) oversees the agency’s financial management, including accounting, cash management, payroll, performance measurement, financial reporting, budget, and its strategic plan. GSA’s CFO manages financial operations on a scale comparable to a Fortune 100 company.


(2) The Chief Information Officer (CIO) was appointed in February 1996, becoming the first person to hold this position. Legislation established the CIO here and in every major Federal agency. The CIO is the administrator’s principal adviser on information technology and oversees GSA’s investment in information technology.


(3) The Office of Congressional and Intergovernmental Affairs represents GSA on Capitol Hill, advocating the agency’s budget and legislation of importance to GSA.


(4) The Office of Enterprise Development promotes Government contracts for small and women-and minority-owned businesses, and conducts outreach activities to increase these groups’ participation in Federal contracting.


(5) The Office of Equal Employment Opportunity informs GSA employees and managers about equal employment laws and regulations, provides counseling to resolve discrimination issues, and investigates and processes complaints.


(6) The Office of General Counsel provides legal support to GSA on Government contracting, personnel and labor relations, appropriations and finance, the Freedom of Information Act, advisory committees, and ethics compliance.


(7) The Office of Management Services and Human Resources is GSA’s human resource management and administrative support office. It provides personnel services, training and develop-ment, labor relations, and administrative services.


(8) The Office of Public Affairs communicates GSA’s messages to the news media, the public, and GSA employees.


(9) The Inspector General reports to the President and Congress on its investigations and audits of GSA operations, programs, and contractors.


(10) The Board of Contract Appeals decides certain claims cases against the Government and provides alternative dispute resolution services to Federal agencies.


c. GSA regional offices. Much of GSA’s work is done through its 11 regional offices where the GSA services provide housing and real estate services, supplies, telephones and telecommunications, fleet services, and property management for Federal installations in the regions and around the world. Five of the nine FSS commodity centers and other global programs are based in the regions. The Paints and Chemicals Center is based in the Northwest/Arctic Region, the General Products Commodity Center is in the Greater Southwest Region, the Office Supplies and Paper Products Commodity Center is in the Northeast Region, and the National Furniture Center is in the Mid-Atlantic Region. The Heartland Region houses the Tools and Appliances Commodity Center, the Household Goods Program, and the FSS National Customer Service Center. The Federal Procurement Data Center is based in the National Capital Region.




Part of DOD and designated a combat support (CS) agency, DLA provides the full range of supplies and logistics services for US military and Federal civilian agency customers, and for authorized foreign government and international organizations. With agency headquarters (HQ) at Fort Belvoir, VA, 50,000 civilian and military personnel perform DLA’s worldwide logistics mission. Traditionally, DLA is directed by a military officer with the rank of lieutenant general or vice admiral selected on a rotating basis from the Army, Navy, Air Force, or Marine Corps. The principal deputy director is a military officer with the rank of rear admiral or major general. DLA facilities range from supply centers and depots, employing several thousand personnel each, to in-contractor-plant residencies and property reutilization offices of fewer than 10 people.


a. Materiel management. DLA’s supply support begins with planning for spare parts and essential supplies, extends through production and procurement, and concludes with disposing of materiel that is obsolete, worn out, or no longer needed. Customers determine their requirements for materiel and supplies. DLA supply centers, also known as inventory control points (ICPs), consolidate requirements and procure the supplies in sufficient quantities to meet customers’ projected needs. This procurement function is critical to maintaining customer readiness. Many of DLA’s procured items are delivered directly from a commercial vendor; the remainder of the items are stored and distributed through a complex of nationwide depots. DLA procures and manages specialized defense items as a portion of 4.1 million kinds of items, but the agency also manages many other essential, commercial-type items. DLA has five supply centers, each responsible for procuring and managing various commodities.


(1) The Defense Fuel Supply Center (DFSC), with HQ at Fort Belvoir, VA, supplies petroleum products, natural gas, and coal. Petroleum fuels available include aviation fuel, marine diesel fuel, heating oil, auto diesel fuel, gasoline, and bulk lubricants with a total annual procurement of more than $4.5 billion. In addition to more than 250 items managed, DFSC offers a variety of services related to storing, distributing, and managing fuels. DFSC’s routing identifier code is S9F.


(2) The Defense Supply Center, Richmond (DSCR), VA, manages nearly 720,000 items that include a mix of military-unique items with weapon system applications and items that are readily available commercially. They range from critical, safety-of-flight airframe structural components and aircraft engine parts to hazardous chemicals, lubricating oils, precision instruments, and energy-efficient lighting products. DSCR, routing identifier code S9G, also offers some specialized logistics services, including¾


· Installing, repairing, and rebuilding all types of industrial machinery, including onsite cus-tomer service.

· The Ozone Depleting Substance Reserve supports the military services’ "mission-critical" requirements for refrigerants and Halons.

· The Hazardous Technical Information Services help line provides callers with information on managing hazardous materials and waste to protect the environment and prevent occupational illness or injury. The number is 1-800-848-4847.

· The hazardous materials hot line supplies information for chemicals that have been spilled or released and provides information from Material Safety Data Sheets for US Government transporta-tion reasons. The number is 1-800-851-8061.


(3) The Defense Personnel Support Center (DPSC), located in Philadelphia, PA, manages the whole range of items directly related to personal well-being: food, clothing and textile items, and medical equipment and supplies. That means DPSC buys everything from perishable fruits and vegetables to meals with a long shelf life suitable for combat or disaster relief; highly sophisticated imaging equipment; the latest in pharmaceuticals and basic aspirin; uniforms suited for the rigors of combat; and hand-embroidered flags, banners, and insignia. DPSC’s routing identifier codes are S9M for medical items, S9T for clothing and textile items, and S9S for subsistence or food items.


(4) The Defense Supply Center, Columbus (DSCC), OH, provides DLA customers approximately two million items representing routing identifier codes S9C (formerly the Defense Construction Supply Center) and S9E (formerly the Defense Electronics Supply Center). A sample of S9C items includes spare parts for automotive and heavy equipment (e.g., forklifts and cranes); items for construction, water, and air purification; and firefighting and fencing materiel. DSCC also provides materials handling and general commodity equipment such as forklifts, graders, and trucks. S9E offers a wide variety of electronics-oriented products at DSCC. The center’s products include telephones and communication equipment, fiber optics and test equipment, connectors, filters, and semiconductors. The center also offers a wide variety of automatic data processing equipment (ADPE) and supplies, including compact disk (CD) readers and accessories, floppy disks, and tapes (audio, video and instrumentation). Customers still use the routing identifier codes S9C and S9E.


(5) The Defense Industrial Supply Center (DISC) in Philadelphia, PA, is the primary source for all hardware needs. Of the 1,171,199 items this center manages, more than 700,000 are stocked at DLA depots. Although DISC is known for managing all types of fasteners¾ nuts, bolts, screws, rivets, gaskets, etc.¾ its inventory broadens into other hardware-related items, including bearings, rope, electrical wire, and cable. DISC also furnishes much heavier raw materials for building and construction. Metal, in plate, bar, and sheet forms, is procured under special contract programs that make items available to customers within 7 days. DISC is also the principal source for lumber and wood products, plumbing equipment, photographic film, and refrigeration/food service equipment. DISC’s routing identifier code is S9I.


DLA is in the process of realigning many of the items each of these ICPs manage. Ultimately, there will be two weapon support ICPs and one troop and general support ICP in addition to a fuels ICP. The Defense Supply Centers, Columbus and Richmond, will be the weapon support ICPs. When DPSC and DISC combine into the Defense Supply Center, PA, at a future date, that ICP will manage troop and general support.


b. Distribution support. DLA’s network of distribution depots receives, stores, and issues wholesale and retail materiel worldwide. The depots process more than 31 million receipts and issues annually and have a combined covered storage capacity of more than 586 million cubic feet. They are strategically located to take advantage of existing transportation, including rail lines, airports, and highways. Some of the distribution depots are highly automated facilities that have been specifically designed to provide global support for general commodities. Others provide for customer requirements regionally or provide global support for materiel that requires special equipment, facilities, or training. In addition to the primary mission of receiving, storing, and issuing materiel, DLA depots provide other services. Typical services include, but are not limited to, refrigerated storage, cylinder refurbishment, tent repair, medical unit assemblies, minor maintenance, vehicle painting, and set assembly or disassembly. The depots are dedicated to timely and efficient delivery of quality materiel and services to customers. DLA manages the geographically dispersed depots using two regional offices: the Defense Distribution Region East in New Cumberland, PA, and Defense Distribution Region West in Stockton, CA. These regional headquarters manage depots located within respective geographic boundaries.


c. Logistics services. DLA’s supply centers and distribution depots offer a variety of general services to customers, but the agency also has specialized service centers to assist with specific needs. It also provides a variety of other specialized logistics services that have evolved from customer needs throughout the years. Included in these services are lab testing; industrial machinery installation and repair; education in electronic commerce transactions; and modernization and systems development for storage, shelf life, and packaging.



Figure 1-2. DLA distribution depots.

(1) The Defense Logistics Services Center (DLSC), Battle Creek, MI, manages the Federal Catalog System that includes more than 6.5 million active supply items. Additionally, the center offers customers 24-hour access to a wide variety of essential logistics information through its Federal Logistics Information System (FLIS). FLIS processes more than 150,000 transactions a day as users search for information on national stock numbers (NSNs), sources of supply, manufacturers, part numbers, commercial and government entity (CAGE) codes, prices, packaging information and shipping, and disposal instructions. Government customers can easily access the FLIS through the Logistics Remote Users’ Network (LOGRUN). Federal logistics data (FED LOG) on CD read-only memory (CD ROM) provides another medium for government customers to access essential logistics information, including information on all available DLA items. FED LOG ordering data includes the NSN, unit of issue, price, item characteristic data, and other essential information. It includes an online help feature and a user’s manual. FED LOG is produced monthly and is available by subscription from DLSC.


(2) The Defense Reutilization and Marketing Service (DRMS), headquartered in Battle Creek, MI, manages and disposes of excess property the military services and federal agencies no longer need. Nearly 180 field offices, known as Defense Reutilization Marketing Offices, are located on or near major military installations around the world to carry out the DRMS mission. DRMS handles everything from air conditioners to automobiles, beds to bombers, and tents to typewriters. It first looks for ways to reuse the property within DOD, transfer it to other federal agencies, and/or donate it to state and local govern-ments and other qualified organizations. Property that is not reused, transferred, or donated is sold to the public as surplus through international, regional, and retail sales.


DLA headquarters has delegated DRMS as the sole manager for disposing of hazardous property, including hazardous material and hazardous waste, for DOD activities. Hazardous property is handled according to the same priorities as other property: reuse within DOD, transfer to other federal agencies, donate to state and other qualified organizations, and sell to the public. Hazardous property that is not reused or sold is disposed of through commercial service contracts that must comply with Federal, state, and local environmental laws and regulations. DRMS has an extensive compliance and oversight program to ensure that property is disposed of in an environmentally safe manner. It is also responsible for the Precious Metals Recovery Program. Surplus property sometimes contains gold, silver, and platinum family metals. DRMS contracts to segregate and refine those precious metals so they can be reused.


(3) The Defense National Stockpile Center, Fort Belvoir, VA, maintains critical and strategic materials to reduce the Nation’s dependence on foreign sources of supply for such metals during national emergencies. The stockpile stores more than 90 commodities valued at about $6 billion at various sites around the United States. The stockpile procures and disposes of material as needed. Because the requirement to warehouse many of these items has diminished, Congress has approved the sale of a number of the stockpiled commodities.


(4) The DLA Systems Design Center, Columbus, OH, designs, develops, and maintains the automated systems essential to maintaining many DLA supply functions. Part of the center, the Defense Automatic Addressing System Office, is crucial to receiving and transmitting automated supply requests and providing users with the status of their requests.


(5) The DLA Administrative Support Center (DASC), Fort Belvoir, VA, provides administra-tive support to DOD, DLA, and other Government organizations worldwide. DASC provides 90 products and services in the areas of financial management, human resources, contracting, visual communications and market media, special events and protocol, facilities management, information technology, legal counsel, and equal opportunity. All DASC services are provided on a reimbursable basis under fee for service that the organization has developed as a National Performance Review reinvention lab.

d. The Defense Contract Management Command (DCMC), headquartered at Fort Belvoir, VA, manages contracts the military services, DLA, the National Aeronautics and Space Administration (NASA), and many other federal agencies (as well as certain foreign governments) award. DCMC manages contracts for procuring such diverse product lines as aircraft, space-launched vehicles and spacecraft, medical and subsistence items, electrical and electronic commodities, military vehicles, munitions, petroleum chemicals, and lumber. Once contracts are awarded, DCMC offices, located throughout the United States and in other parts of the world, provide other services to program managers (PMs). In addition to these offices, there are three DCMC districts. They are the Defense Contract Management District, East, in Boston, MA; the Defense Contract Management District, West, El Segundo, CA; and the Defense Contract Management District International, Fort Belvoir, VA.




AMC is the Army's principal materiel developer. Headquartered in Alexandria, VA, AMC accom-plishes its mission through 11 major subordinate commands (MSCs) that direct the activities of numerous depots, arsenals, ammunition plants, laboratories, test activities, and procurement operations. AMC is in about 285 locations worldwide, covering more than 42 states and a dozen foreign countries. Manning these organizations is a work force of more than 65,000 employees, both military and civilian, many with highly developed specialties in weapons development and logistics. AMC’s mission is complex and ranges from developing sophisticated weapon systems, to advanced research in such areas as lasers, to maintaining and distributing spare parts. This mission is best summarized by AMC’s three core competencies: acquisition excellence, logistics power projection, and technology generation and application. To develop, buy, and maintain materiel for the Army, AMC works closely with industry, colleges and universities, the sister services, and other government agencies to ensure state-of-the-art technology and support are exploited to defend the Nation.


AMC also touches every soldier in the Army every day through logistic assistance representatives who work directly with the units in the field. It handles diverse missions that have far-reaching impacts beyond the Army. For example, AMC acquires the ammunition for all of the US military services, manages the multibillion-dollar business of selling Army equipment and services to US friends and allies, and negotiates and implements agreements for foreign nations to coproduce US weapon systems. AMC also provides numerous acquisition and logistics services to the other components within DOD and to many other government agencies. It has participated in many humanitarian and disaster relief efforts both at home and abroad. Besides providing equipment and supplies, AMC has established and managed distribution centers in the affected areas to expedite getting badly needed supplies to victims.


a. The US Army Communications-Electronics Command (CECOM) is headquartered at Fort Monmouth, NJ. CECOM’s mission is to develop, acquire, and manage assigned materiel and superior technologies from cradle to grave and to provide and support communications and electronics equip-ment. This equipment is part of every major weapon system and can be found in aircraft, tanks, and missiles and in every soldier’s hands. Included in CECOM’s area of expertise are Army command, control, and communications systems; computer systems; electronic warfare systems¾ night vision, electro-optics, and avionics systems; combat surveillance and target acquisition equipment; decoy systems; laser rangefinders, trackers, and designators; and identification-friend-or-foe systems and equipment. CECOM researches, develops, engineers, and acquires assigned communications and electronics systems and manages all materiel readiness functions associated with these and other systems and related equipment. Its two installations are in Fort Monmouth, NJ, and Vint Hill Farms Station, Warrenton, VA.



*Note: The Missile Command and Aviation and Troop Command are scheduled to merge in October 1997 with most of ATCOM’s functions moving to Huntsville, AL, under a new AMC MSC.


Figure 1-3. Army Materiel Command.


b. The US Army Soldier Systems Command (SSCOM) is headquartered at Natick, MA. SSCOM’s mission is to develop, integrate, acquire, and sustain soldier and related support systems to modernize, balance, and improve the soldier’s warfighting capabilities, performance, and quality of life. To support this mission, SSCOM had three major subordinate activities:


(1) The Natick Research, Development, and Engineering Center (NRDEC), Natick, MA, is col-located at SSCOM HQ. Using both basic and applied research, NRDEC ensures that America’s soldiers are the best fed, the best protected, and most highly mobile force in the world. NRDEC has provided soldiers with a range of field feeding systems, new clothing items, improved ballistic protection, and a variety of precision airdrop systems.


(2) Project Manager-Soldier (PM-Soldier), Fort Belvoir, VA, is responsible for maintaining the cost schedule and monitoring performance of all soldier clothing and individual equipment items as well as their sustainment and readiness. These cradle-to-grave responsibilities demand that PM-Soldier follow a product through the initial development phases to fielding and stocking the item. By coordinating the logistics and resource management support, PM-Soldier phases new products into Army stocks and ensures that new items reach soldiers quickly. To complement their managerial support, NRDEC executes many of the programs PM-Soldier manages.


(3) The Clothing and Textile Branch (CTB), Philadelphia, PA, performs Army logistics manage-ment as the Army Service Item Control Center for clothing and textiles (including tents and individual equipment), heraldic items (including flags, guidons, medals, and insignia), and operational rations for the Army war reserve (AWR). CTB represents the Army in resolving supply and readiness issues. The branch provides selected items for issue to general officers and federal civilian officials. CTB serves as the Army supply point for issuing service medals, decorations, and awards.


c. The US Army Test and Evaluation Command (TECOM) is headquartered at Aberdeen Proving Ground, MD, and has the largest, most diverse assemblage of testing technology in DOD. TECOM tests military hardware under precise laboratory conditions on highly instrumented ranges and test courses. It works with materiel developers to plan, conduct, and report the results of developmental testing in the most efficient and cost-effective manner. TECOM assesses systems to ensure equipment is user friendly, reliable, easy to maintain, and does its job. Another of TECOM’s missions is its systems safety responsibility. Developmental testing identifies potential personnel and equipment hazards in the system as well as any hazards associated with operating and maintaining the system. Live-fire vulnerability testing is conducted on all major systems that provide protection to soldiers in combat. Live-fire lethality testing is conducted on all major weaponry to prove its effectiveness.


TECOM develops and acquires advanced test technologies such as artificial intelligence, robotics, directed energy, and smart munitions. With these technologies, TECOM is able to answer critical questions, through testing, on future systems’ safety, performance, effectiveness, and reliability. TECOM extensively uses models and simulations (developed and validated using TECOM test data) to optimize system test design and procedures. TECOM also performs independent developmental assessments of all types of weapons and support equipment throughout the materiel acquisition process. This includes analyses of test data to determine system compliance with critical technical requirements in areas of performance, reliability, supportability, human factors, and safety. Following are its 10 installations:


· Aberdeen Test Center, Aberdeen Proving Ground, MD

· Aviation Technical Test Center, Fort Rucker, AL

· Cold Regions Test Center, Fort Greely, AK

· Aberdeen Proving Ground Support Activity, Aberdeen Proving Ground, MD

· Dugway Proving Ground, Dugway, UT

· Electronic Proving Ground, Fort Huachuca, AZ

· Redstone Technical Test Center, Redstone Arsenal, AL

· White Sands Missile Range, White Sands, NM

· Yuma Proving Ground, Yuma, AZ

· Jefferson Proving Ground, Madison, IN

d. The US Army Chemical and Biological Defense Command (CBDCOM) is headquartered at the Edgewood area of Aberdeen Proving Ground, MD. Its mission is to handle research, development, acquisition, and remediation issues associated with chemical and biological defense. The commanding general is also the AMC deputy chief of staff for chemical matters. The Edgewood Center conducts the Army’s research, concept exploration, demonstration and validation, engineering manufacturing development and internal production of chemical defense systems, obscuring smoke and aerosol systems, and flame weapons for CBDCOM. In 1994, chemical munitions storage was consolidated with CBDCOM’s original chemical/biological research, development, and acquisition mission. As a result, the Army’s chemical storage sites fall under the command’s domain. This consolidation yields a single voice within the Army for technical and management efforts on chemical/biological defense and chemical materiel storage. It has an installation at Rocky Mountain Arsenal, Commerce City, CO, and is responsible for eight other chemical storage sites.


e. The US Army Research Laboratory (ARL) is headquartered at Adelphi, MD. Its mission is to execute fundamental and applied research to provide the Army the key technologies and analytical support necessary to assure supremacy in future land warfare. ARL gives America’s soldiers a technical edge through multidisciplinary basic research and exploratory development directed toward digitization and communications science, armor/armaments, soldier systems, air and ground vehicle technology, and survivability/lethality analysis. ARL scientists also conduct objective, independent analyses of weapon system performance, including atmospheric effects, vulnerability, and lethality and manpower/personnel integration.


f. The US Army Simulation, Training, and Instrumentation Command (STRICOM) is headquartered in Orlando, FL. Its mission is to provide training and test simulation, simulators, target and instrumentation products, and services used to develop and sustain warfighting skills for the US Army. STRICOM’s mission includes creating a synthetic environment to evaluate concepts and support requirements definition; supporting materiel development, test, and evaluation; and serving as DOD’s lead agent for Distributed Interactive Simulation (DIS) and Appropriate Level Simulation protocols. It integrates the DIS synthetic environment that supports Force XXI; battle labs; and research, development, and engineering centers. STRICOM’s responsibilities include cradle-to-grave life-cycle acquisition beginning with technology-based programs and follow through with each phase of the acquisition process through support and disposal. The command, in conjunction with the Air Force and Navy, has developed an automated solicitation and proposal evaluation tool, the Joint Acquisition Management System, in an effort to streamline the acquisition process.


g. The US Army Missile Command (MICOM) is headquartered at Redstone Arsenal, AL. Its mission includes research, development, acquisition, and logistics support of Army missiles and rockets. MICOM also provides major support to the Army Program Executive Officer, Tactical Missiles, and the Army Program Executive Officer, Missile Defense. It purchases and supports missile weapon systems and is part of the management team that directs individual Army missile programs.


h. The US Army Aviation and Troop Command (ATCOM) is headquartered in the Federal Center, St. Louis, MO. Its mission is twofold. The command manages Army aviation systems from research and development to procurement and production, from spare parts availability to flight safety, and from maintenance and overhaul to eventual retirement. ATCOM also manages troop support items soldiers need to perform their missions, including water and facilities. Soldier support is provided through developing, purchasing, and maintaining such items as generators, rail equipment, watercraft, and shelters. The command is responsible for all soldier support items, base support equipment, packaging and food service equipment, chemical agent resistant coatings, and camouflage paint patterns. Its seven installations follow:


· Federal Center, St. Louis, MO

· Army Petroleum Center, New Cumberland, PA

· Petroleum Test Facility¾ West, Tracy, CA

· Aviation Applied Technology Directorate, Fort Eustis, VA

· Aeroflightdynamics Directorate, Moffett Field, CA

· Advanced Systems Research and Analysis Office, Moffett Field, CA

· Charles Melvin Price Support Center, Granite City, IL


i. The US Army Industrial Operations Command (IOC) was officially established in 1994 to manage all Army depots, depot activities, arsenals, ammunition plants, and other Army industrial activities. This command is a multifaceted and multisite AMC MSC headquartered at Rock Island, IL. Its mission is to provide world-class logistics support to US and allied soldiers through manufacturing, remanufacturing, and maintaining go-to-war weapon systems; providing cradle-to-grave management of DOD con-ventional ammunition; maintaining AWR stocks required for power projection; overseeing the pre-positioned ships afloat program; and responsibly managing the command’s environmental, fiscal, and human resources. The IOC consolidates the Army’s industrial facilities management and operation. It maintains, repairs, or rebuilds today’s sophisticated weapon systems and produces tomorrow’s high-technology weapons and fabricated hard-to-procure items.


The IOC also provides long-term storage for all types of equipment and materiel DOD needs. It has a complex of modernized facilities and equipment built to accommodate overhauls, upgrades, and repairs on nearly all Army and Marine Corps ground equipment and on all services’ helicopters. The facilities can renovate or upgrade a variety of munitions such as small-caliber bullets or artillery rounds. The IOC’s five maintenance depots and two manufacturing arsenals incorporate the latest trends in total quality management, automated materials handling, computer-aided design and manufacturing, and flexible computer integrated manufacturing. It comprises 49 installations.


(1) Headquarters, centers, and activities:


· HQ, IOC, Rock Island, IL

· Defense Ammunition Center and School, Savanna, IL

· Depot Support Activity¾ Far East, Korea

· Strategic Mobility Logistics Base, Charleston, SC

· Defense Generator and Rail Center, Ogden, UT

· Systems Integration and Management Automation Center, Chambersburg, PA

· Strategic Reserve Storage Activity, Europe

· HQ, Mannheim, GE


(2) Storage sites:


· Bettenbourg, Luxembourg

· Brunssum, Netherlands

· Coevorden, Netherlands

· Eygelshoven, Netherlands

· Vriezenveen, Netherlands

· Zutendaal, Belgium

(3) Arsenals:


· Pine Bluff, Pine Bluff, AR

· Rock Island, Rock Island, IL

· Watervliet, Watervliet, NY


(4) Army depots:


· Anniston, Anniston, AL

· Blue Grass, Lexington, KY

· Corpus Christi, Corpus Christi, TX

· Hawthorne, Hawthorne, NV

· Letterkenny, Chambersburg, PA

· Red River, Texarkana, TX

· Sierra, Herlong, CA

· Tobyhanna, Tobyhanna, PA

· Tooele, Tooele, UT


(5) Army depot activities:


· Hythe, Hythe, England

· Longhorn, Livorno, Italy

· Pueblo, Pueblo, CO

· Savannah, Savannah, GA

· Seneca, Romulus, NY

· Umatilla, Hermiston, OR


(6) Army ammunition plants (AAPs):


· Alabama AAP, Childersburg, AL

· Badger AAP, Baraboo, WI

· Cornhusker AAP, Grand Island, NE

· Crane AAP, Crane, IN

· Holston AAP, Kingsport, MS

· Indiana AAP, Charlestown, IN

· Iowa AAP, Middletown, IA

· Joliet AAP, Joliet, IL

· Kansas AAP, Parsons, KS

· Lake City AAP, Independence, MO

· Lone Star AAP, Texarkana, TX

· Louisiana AAP, Shreveport, LA

· McAlester AAP, McAlester, OK


· Milan AAP, Milan, TN

· Mississippi AAP, Stennis Space Center, MS

· Radford AAP, Radford, VA

· Ravenna AAP, Ravenna, OH

· Riverbank AAP, Riverbank, CA

· Scranton AAP, Scranton, PA

· Sunflower AAP, DeSoto, KS

· Twin Cities AAP, New Brighton, MN

· Volunteer AAP, Chattanooga, TN


j. The US Army Tank-Automotive and Armaments Command (TACOM) is headquartered in War-ren, MI. TACOM’s worldwide mission is to research, develop, field, and support mobility and armament systems. It is functionally organized to support equipment from inception, through design and procure-ment, to sustainment until the end of the equipment’s life cycle. It has three installations.


· HQ, Detroit Arsenal, Warren, MI


¾ Tank-Automotive Research, Development, and Engineering Center

¾ Integrated Materiel Management Center

¾ Resource Management Center

¾ Acquisition Center


· Armament and Chemical Acquisition and Logistics Activity, Rock Island, IL

· Armament, Research, Development, and Engineering Center, Dover, NJ


k. The US Army Security Assistance Command (USASAC) is headquartered in Alexandria, VA. Its mission is to implement approved US Army security assistance programs, including foreign military sales (FMS) of defense articles and services to eligible foreign governments. The command manages approximately 5,700 FMS cases valued at $47 billion. It coproduces Army materiel and develops the Army position on commercial license applications for exporting munitions, services, and technology. Security assistance is a national program that involves policy, strategy, and programs. Centered in the White House and administered by the State Department in coordination with Congress and the Treasury Department, it executes DOD military programs.


Security assistance supports US and allied defense interests by promoting regional stability, deterring aggression, maintaining alliances, and disseminating democratic values. In carrying out the Army security assistance mission, USASAC calls on all AMC MSCs, other Army and DOD agencies, and US industry. USASAC manages FMS cases from development to execution, financial management and accounting, and financial settlement. Each equipment sale to overseas customers comprises the same "total package" of quality materiel, spare parts, training, publications, technical documentation, mainte-nance support, and other services that AMC provides to US Army units. In addition to its traditional FMS mission, the command increasingly responds to requests to support United Nations (UN) peace-keeping and humanitarian operations around the globe. It also has installations at New Cumberland, PA, and Office of the Program Manager, Saudi Arabian National Guard Modernization, Saudi Arabia.







The US Transportation Command (USTRANSCOM) became fully operational 1 October 1988 at Scott Air Force Base (AFB), IL, under its commander in chief, USCINCTRANS. USTRANSCOM's component commands are the Air Force's Air Mobility Command, headquartered at Scott AFB, IL; the Navy's Military Sealift Command, Washington, DC; and the Army's Military Traffic Management Command (MTMC), Falls Church, VA. The Defense Courier Service (DCS) is a joint command and a direct reporting unit under USTRANSCOM. DCS is headquartered at Fort Meade, MD.


USTRANSCOM’s mission is to provide air, land, and sea transportation for DOD in peace and war. It supports the other unified commands by managing and providing its components' common-user transportation forces in peace and war. USCINCTRANS has combat command (COCOM) of assigned forces and exercises operational control (OPCON) of those forces through his component commands. USCINCTRANS is a linchpin in the joint strategic mobility planning process of deliberate planning. He orchestrates all phases of transportation requirements refinement throughout the operation plan (OPLAN) development process. The command participates in exercises to refine its own plans and procedures as well as those of the warfighting commands it supports. As for shifting from a peacetime to a wartime footing, the guiding principle is that peacetime and wartime procedures should be identical; only the tempo of activity should change. This unified transportation command offers several advantages over previous methods of managing mobility and deployment. It improves transportation planning and execution efficiency, it optimizes using transportation resources, and it requires integrating numerous communications and computer systems into one user-oriented system that will provide information tailored to each decisionmaker at every level of responsibility.


a. The Global Transportation Network (GTN) is the integrated system that will provide these capa-bilities. The GTN mission needs statement and operational requirements document are the basis for acquiring GTN. They provide the requirements for a fully capable, global mobility management system that includes capabilities for intransit visibility, patient movement, current operations, and future operations.


(1) Intransit visibility is the ability to track the identity, status, and location of unit and nonunit cargo [ excluding bulk petroleum, oils, and lubricants (POL)] ; passengers; medical patients; and personal property from origin to consignee or the destination the supported commander in chief (CINC) estab-lishes throughout the scope of military operations. Visibility is essential because the command must marry troop movements and equipment shipments and divert movements in response to the dynamics of modern combat.




Figure 1-4. USTRANSCOM.



(2) Patient movement will enable USTRANSCOM to quickly plan and monitor patient move-ment through a central reservation system that is updated with available beds and transportation requirements and availability. Theater medical regulators and evacuators will use this information to treat patients, plan and schedule required transportation, and monitor patient location throughout evacuation.


(3) Current operations will allow USTRANSCOM to monitor transportation activities during war and peace. It will provide information to apprise key decisionmakers of the current DOD transportation picture. The location of carriers, units, and transportation assets or resources required to complete the USTRANSCOM mission will be available. Through an intelligence interface with the Intelligence Data Handling System, current transportation information on other countries, including graphics, maps, and imagery, will be available for transportation decisionmakers. Current operations will simulate informa-tion receipt from GTN feeder systems so command post exercises (CPXs) can be played in a realistic environment.


(4) Future operations will support USTRANSCOM's strategic transportation planning require-ments. It will provide advanced analytical tools to support USTRANSCOM planners with forecasting techniques for transportation planning. These tools will assist USTRANSCOM in meeting its requirements to provide the Joint Chiefs of Staff (JCS) and National Command Authorities (NCA) with strategic transportation information, such as estimates of force closure and lift required, and making recommendations for allocating transportation assets. Future operations will also analyze the transportation situation to support advance-notice recommendations for proposed breakout of the Ready Reserve Force (RRF) and Civil Reserve Air Fleet (CRAF).


d. Efficient use of limited transportation assets demands a specialized kind of intelligence support. USTRANSCOM, through its Joint Intelligence Center (JICTRANS), leads DOD in producing relevant and timely transportation intelligence. While USTRANSCOM must rely on the entire intelligence community's capabilities, JICTRANS experts tailor information to the mobility community's specific needs. The value of a robust intelligence structure focused on transportation is a positive move in enhancing America's strategic mobility posture.


e. USCINCTRANS also advocates strong USTRANSCOM ties with the civil transportation sector upon which USTRANSCOM relies for most national defense transportation. In view of that heavy reliance, it has participated vigorously in a cooperative effort with the National Defense Transportation Association (NDTA) and the Contingency Response (CORE) Program to communicate with the civil sector and other Government agencies to help focus on solutions to national mobility problems, including airlift and sealift shortages.


Three themes surface as keys to improving the defense transportation community's readiness posture. First, timely mobilization decisions are essential for activating Reserve forces, generating civilian transportation, and preparing host nation (HN) reception facilities need to be initiated as early as possible. Second, close and smooth interaction among DOD, the Department of Transportation (DOT), the Federal Emergency Management Agency (FEMA), USTRANSCOM and its components, civilian agencies, and other Government agencies is critical to successfully allocate the Nation's mobility resources. Finally, deploying units must continue to refine the identification of their movement requirements so that limited, strategic lift resources will not be wasted. The vitality of commercial air, land, and sea transportation carriers is as important to US national defense strategy as the Nation's combat forces' readiness.




The Military Traffic Management Command (MTMC), Air Mobility Command, and Military Sealift Command are charged with providing transportation support within their charters and normal operational environment. In general, they provide common-user transportation to military forces worldwide. The transportation component commands (TCCs) provide input to strategic plans development early in the planning process before the forces and sustainment requirements, mode selection, and time-phasing are finalized. TCC participation in OPLAN development conferences USTRANSCOM hosts at Scott AFB provides a forum for interacting and resolving planning problems before time-phased force and deployment data (TPFDD) finalization. When the supported CINC, with input from the service compo-nent and supporting commands, has completed the TPFDD, the TCCs run automatic data processing (ADP) models to ensure the TPFDD is transportation feasible. Although not formally a part of the Joint Operation Planning and Execution System (JOPES), the TCC ADP systems support the joint planning function with command-unique systems. These ADP systems are described in the following discussion of each agency's specific functions.


a. MTMC is the Army component to USTRANSCOM. To support the unified/specified commands' OPLANs, the MTMC¾


· Plans and moves in CONUS, in coordination with the Air Mobility Command and Military Sealift Command, preplanned unit and sustainment increments identified in each OPLAN from origin location to air and seaports of embarkation (SPOEs) for transshipment to overseas destinations.

· Preselects CONUS SPOEs and determines available-to-load dates (ALDs) for all planned unit and sustainment increments identified in the OPLAN.

· Consolidates maximum planned supply shipments for outloading at CONUS (air/water) termi-nals to meet prescribed latest arrival dates.


The Strategic Deployment System (STRADS) is MTMC's automated capability to support JOPES actions and OPLAN requirements. The system assists planners in making the following decisions regarding OPLAN requirements:


· Best SPOE to use in support of unit deployments and movement of sustainment.

· Likely mode of transportation from origin to port of embarkation (POE).

· Arrival date at SPOE.

· Transportation assets required to accomplish movements.

· Capability of installations to outload requirements.

· Capability of seaports to throughput requirements.

· Capability to deliver passengers and cargo to meet the Air Mobility Command-designated ALDs at the aerial port of embarkation (APOE).


STRADS is designed to permit extensive interaction between the planners and the system. Through this interaction, the planner uses experience and expertise to ensure the analysis uses sound traffic management policies. The model can also provide a wealth of information in both report and graphic format regarding OPLAN requirements and transportation feasibility.


b. The Air Mobility Command is USTRANSCOM's primary Air Force component. [The Air Com-bat Command (ACC) functions as the Air Force component for a small number of C-130s assigned to USTRANSCOM to augment the strategic air fleet during intertheater deployments and redeployment.]

The Air Mobility Command was activated 1 June 1992, and its primary mission is to provide rapid air mobility to America's Armed Forces. It is responsible for USTRANSCOM-assigned strategic airlift, aerial refueling, and aeromedical evacuation forces. Under the direction of USCINCTRANS, the Air Mobility Command has the following general tasks:


· Provides strategic airlift, aeromedical evacuation, and aerial refueling support to DOD agencies as USCINCTRANS requests.

· Prepares short- and long-range forecasts of strategic air mobility requirements and matches them with capabilities based on an evaluation of requirements.

· Procures all commercial air mobility services, including charter and scheduled commercial flights where advanced space bookings are required.

· Executes and administers the CRAF program.

· Performs capability inspections to certify air carriers in safely moving DOD cargo and passengers.

· Provides USCINCTRANS with information on the availability of its organic and controlled com-mercial strategic air mobility capability.

· Commands and operates or arranges for operating common-user aerial ports/air terminals within CONUS or outside CONUS (OCONUS) based on agreements with theater commanders, including con-tracting for terminal services.


c. The Military Sealift Command is USTRANSCOM's Navy component. It is responsible for ocean transportation conducted between points in CONUS and overseas areas, between and within overseas areas, and in intercoastal service within CONUS and for those additional functions the Secretary of Defense specifically assigns. The command's general functions include¾


· Providing ocean transportation planning support to the organizations of the JCS, the unified and specified commands, and the military services; DOD agencies supporting JCS plans; and other military operations as required.

· Providing ocean transportation support to DOD components as required.

· Developing plans to ensure the efficient use and control of military-owned and commercial ocean transportation resources and capabilities made available to DOD mobilization or other emergency conditions.

· Based on evaluated requirements submitted by DOD components, preparing long- and short- range forecasts of sealift requirements and matching them with sealift capabilities.

· According to procedures established by the Office of the JCS, submitting requirements and capabilities to the JCS together with recommendations as appropriate to ensure a proper balance.

· Developing, establishing, and operating an integrated transportation information data system to support the agency's mission.


The Military Sealift Command's Strategic Sealift Analysis System (SEASTRAT) is designed to pro-vide integrated support for the command's contingency planning functions. It consists of two primary functional modules:


· OPLAN analysis/scheduling algorithm for improving lift (SAIL).

· Ship file generation and maintenance (SFGM).


(1) The OPLAN analysis/SAIL module is designed to assist OPLAN analysts in assessing the sealift feasibility of a CINC's OPLANs. The following inputs are used in generating sealift schedules:

· Sealift requirements extracted from a CINC's OPLAN TPFDD downloaded from JOPES.

· MTMC's CONUS movement schedules that establish the POEs and ALDs (this informa-tion is optional but normally is used before a phase II TPFDD refinement conference).

· Type unit characteristics file cargo data for standard units.

· Ship assets (characteristics and location data).

· Port characteristics (limiting dimension information and daily throughput).

· User parameters and constraints that guide sealift schedule generation.


Planners routinely generate many sealift schedules for an OPLAN by varying the scheduling param-eters to determine the impact individual constraints have on sealift feasibility. Ship assets, port capability, and geographic constraints can also be varied to assess the impact variations in guidance and nonsealift factors have on the Military Sealift Command's capability to meet the CINC's requirements. The schedule that best represents the command's projected capability to support an OPLAN is selected from among those that conform to guidance as the official schedule for presentation at the USTRANSCOM-hosted transportation conference while the results of "nonguidance" runs may be addressed as items of concern or interest. Users may receive output from the SAIL scheduling process via numerous preformatted summaries and detailed reports.


The chief benefit of SEASTRAT’s OPLAN analysis/SAIL module is its ability to produce reason-able sealift movement schedules rapidly when presented with highly complex requirements. The SAIL scheduling algorithm uses a combination of linear optimization techniques and heuristics to establish ship routes and cargo loadings honoring the operational constraints the plans analyst previously provided. Compared to the previous Strategic Sealift Contingency Planning System, SEASTRAT represents a significant improvement in terms of automated system speed and flexibility. Planners are able to interact directly with the planning system via terminals, make immediate changes and adjustments to planning parameters, and review the results in a matter of minutes either on the terminal screen or via hard-copy reports.


Sealift schedules are generated based on the individual ship characteristics (e.g., speed, draft) and capacities of real ship assets projected to statistically typical locations of availability. Therefore, in a real emergency, current ship data can be substituted for projected data without any other modeling changes, giving SEASTRAT the potential to be used in execution planning.


(2) The SFGM module is designed to provide maximum flexibility in generating and manipu-lating ship characteristics and location data to meet the Military Sealift Command's Joint Strategic Capabilities Plan (JSCP) mobility supplement responsibilities. The primary output of this module is the JSCP mobility supplement characteristics and assets ship files in JOPES format and the ship files used in the OPLAN analysis/SAIL module. These files are all structured in accordance with (IAW) JCS J4 planning guidance. The same flexibility required to produce ship files IAW mobility supplement guidance serves to support the plans analysts in configuring ship files for "what if" OPLAN analysis. The SFGM module will provide virtually unlimited flexibility in tailoring ship files to be used in-house or downloaded and provided to outside agencies.


d. The Defense Courier Service (DCS) is a joint command and a direct reporting unit under US- TRANSCOM. DCS establishes, staffs, operates, and maintains an international network of couriers and courier stations to expeditiously, cost effectively, and securely transmit qualified classified documents and material. Staffed by more than 300 personnel, it has an annual operating budget of about $14.2 million. DCS maintains a global network of 22 courier stations located in 14 nations and 17 states or US territories. From these stations, DCS supports more than 6,700 customers, including DOD components,

Federal agencies, the North Atlantic Treaty Organization (NATO), US allies, and government contrac-tors. Material is moved using Air Mobility Command flights, commercial airlift or overnight express carrier with small charter aircraft, ground vehicles, or over-the-counter delivery to the customer. Throughout the process, DCS-assigned or designated couriers oversee all material continuously.




The US Army Medical Command (USAMEDCOM), a major Army command (MACOM), is head-quartered at Fort Sam Houston, TX. This major medical command is the principal operator for delivering US Army health care. The commander is The Surgeon General (TSG). As the TSG, he is also a special staff officer on the Army Staff. USAMEDCOM provides a wide range of health care services that are delivered through 11 specialized subordinate organizations. These specialized organizations are regional medical commands (RMCs), the US Army Dental Command (DENCOM), US Army Veterinary Command (VETCOM), US Army Medical Department Center and School (AMEDDC&S), US Army Medical Research and Materiel Command (MRMC), and the US Army Center for Health Promotion and Preventive Medicine (CHPPM). See figure 1-5 for a depiction of USAMEDCOM.


a. The RMCs are responsible to USAMEDCOM for delivering health care in regional areas. USAMEDCOM has 8 US Army medical centers (MEDCENs) and 29 medical department activities (MEDDACs) that are distributed among the 6 RMCs. Another primary RMC mission is to support the Reserve components (RC), thus increasing and improving medical readiness.


b. The DENCOM maintains 28 US Army dental activities (DENTACs). These DENTACs are aligned similarly to MEDDACs and are distributed among seven dental service support areas.





Figure 1-5. USAMEDCOM.




c. The VETCOM has responsibility in 6 veterinary service support areas that are responsible for 21 veterinary service support districts and 214 veterinary treatment facilities located on Army, Air Force, Navy, and Marine Corps installations. The AMEDDC&S, located at Fort Sam Houston, professionally educates and trains Army Medical Department (AMEDD) personnel, members of other services, and members of federal agencies as HQ, Department of the Army (HQDA), directs. The MRMC and CHPPM are additional major subordinate organizations to USAMEDCOM.


d. By providing a wide range of services, USAMEDCOM trains and prepares itself for the expanded demands that will occur during the outbreak of hostilities or a national crisis. Current planning encompasses expanding all MEDCENs as primary receiving centers and all MEDDACs to their maximum capacity to receive casualties. The USAMEDCOM commander has overall responsibility for developing health care policy to support the warfighting CINCs’ OPLANs worldwide.




The US Total Army Personnel Command (USTA PERSCOM) is a major combat service support (CSS) functional command of DA. DA commands and controls it under DA Deputy Chief of Staff for Personnel (DCSPER) general staff supervision. USTA PERSCOM's mission is to distribute, manage, and develop soldiers to ensure current and future combat readiness.


Section II. Logistics Implementers


1-9. Logistics Civil Augmentation Program


Since World War II the US military has employed civilian contractors in noncombatant roles to augment military resources during contingency events in both war and military operations other than war (MOOTW). The Logistics Civil Augmentation Program (LOGCAP) leverages civilian corporate resources as facility and logistics services support multipliers that support US forces. LOGCAP provides a rapid and responsive contract capability that augments US forces' capabilities by meeting CS and CSS requirements.


LOGCAP is a DA capstone program that includes all preplanned logistics and engineering/construc-tion-oriented contingency contracts actually awarded and peacetime contracts that include contingency clauses. Preplanned weapon system sustainment contracts, Army Service Component Command (ASCC) contingency contracts, and the AMC support contract are prime examples of augmentation contracts that fall under LOGCAP. All LOGCAP contracts support Army missions; however, they should be flexible enough to provide support to other services, coalition forces such as NATO, and UN forces.


The AMC support contract is an umbrella contract under LOGCAP that DA centrally funds. It focuses on prioritized peacetime contingency planning for augmentation logistics and engineering/ construction services as CINC and ASCC commanders determine. Since DA centrally funds it, it is the most widely known LOGCAP contract and is the second-generation or follow-on contract to the US Army Corps of Engineers (USACE) umbrella contract that used Brown and Root Services Corporation as its contractor.


a. Program background. The Army has used contractors to provide supplies and services during both peacetime and contingencies dating back to the Revolutionary War. The genesis of LOGCAP was in 1988 when the Third US Army requested that USACE contract out a management plan to construct and maintain two petroleum pipelines in Southwest Asia (SWA) to support contingency operations. This plan, called the Southwest Asia Petroleum Distribution Operational Project Inland Petroleum Distribu-tion System, was completed in 1989 but was never specifically implemented during Operation Desert Storm. However, the plan did provide meaningful data for military planners to use in evaluating civilian contractor support capabilities.


LOGCAP, in its current scope, is a capstone program consisting of several types of contracting capability in support of contingency operations, one of which is the umbrella support contract USACE developed at the DA DCSLOG's direction in 1992. It was originally intended as an umbrella contract to provide an advanced acquisition planning process, in conjunction with MACOM operational planning, to use during wartime or unforeseen military emergencies. The contract called for a commercial vendor to prepare regional management plans to provide expeditious logistics services and engineering augmentation support with reasonable assurance of success and within reasonable cost. Originally, only those requirements contingency clauses did not cover in peacetime contracts were part of this program.


These plans were to address support for up to a 20,000-person Army expeditionary force within 15 candidate countries throughout the world from reception at in-country ports of debarkation (PODs) to bed-down and sustainment of forward troop support facilities. During an actual contingency event, the contractor was required to negotiate a cost-reimbursement construction/service contract line item number for the actual execution of any requirements or possibly full "turn-key" camp operations to support a declared military contingency within a particular country.


LOGCAP's guiding principle is to preplan for using global corporate resources as an alternative to support contingency operations and to augment CS/CSS force structure as required when identified shortfalls exist. Its fundamental goals are to—


· Plan during peacetime to effectively use contractor support in a contingency or crisis.

· Leverage existing, global/regional corporate resources as facility and logistics service support multipliers.

· Provide an alternative capability to meet facility and logistics service shortfalls.

· Provide a quick reaction to contingency or crisis requirements.


A contract was completed and awarded to Brown and Root Services Corporation on 3 August 1992. The contract was established as a Cost-Reimbursement Plus Award Fee Services Contract with a base year and 4 option years.


In December 1995, DA DCSLOG directed LOGCAP's program management to transition AMC from USACE with USACE retaining contract agency responsibility. The Logistics Support Activity (LOGSA), AMC's executive agent for LOGCAP program management, began working the transition in late December 1995. A detailed Memorandum of Agreement was developed to define responsibility between the command and USACE. Subsequent to this decision, the Vice Chief of Staff, US Army, on 22 April 1996, directed that AMC be designated the single proponent responsible for LOGCAP, to include awarding and managing the follow-on contract.


AMC assumed program management responsibility for LOGCAP on 1 October 1996. It awarded the support contract in January 1997 and, at that point, assumed contract management of the DA LOGCAP umbrella contract. The support contract is a hybrid fixed-fee contract for LOGCAP's planning phase. If the contract is used upon a contingency event, the contract will become a cost plus award fee contract with no base fee and up to 10-percent award fee.


b. Program concepts. LOGCAP's concept is to preplan during peacetime to use global corporate resources to support contingency events by augmenting CS/CSS force structure. The objectives are derived from identified and/or anticipated CINC/ASCC requirements and from lessons learned during previous and current events. The objectives are to—


· Establish AMC as the single, responsible agency for centralized LOGCAP management, to include planning and execution, and to implement the DA DCSLOG vision as their executive agent for LOGCAP.

· Develop, identify, train, and prepare for deploying a standing team (Team LOGCAP) with "green suit" oversight.

· Establish AMC's LSE as an immediate single "green suit" face to the customer responsible for centralized LOGCAP planning and execution.

· Identify and establish joint planning cells (AMC, CINC/ASCC, and contractor planners) to identify potential LOGCAP augmentation requirements; improve integrating the contractor into support plans for operations; plan for execution based on OPLANs or MOOTW plans; and formalize and exercise during field training exercises (FTXs), CPXs, and other planning events.

· Develop and promulgate LOGCAP doctrine both internal/stand alone (what it is/what it is not/how it is used) and external (how it can be used as augmentation support to fill identified shortfalls in CS/CSS capabilities).

· Develop and promulgate LOGCAP training and information throughout the joint and Army communities, including defense attaches.

· Build, garner, and facilitate teamwork between CINCs/ASCCs and contractors.

· Standardize LOGCAP proponency within each CINC/ASCC.

· Provide the customer a supplemental capability to Active/Reserve units, host nation support (HNS), or DOD civilians, based on the situation, availability, and cost.

· Enhance responsiveness to the customer's requirements and improve the agility to deploy rapidly.

· Enhance equipment accountability and control equipment cost.


c. Authority. LOGCAP is promulgated by Army Regulation (AR) 700-137. The DA DCSLOG is the proponent for both the regulation and LOGCAP. The AMC Deputy Chief of Staff for Logistics and Operations is the PM for LOGCAP contracting (AMC support contract) and planning/execution. The US Army Communications-Electronics Command (CECOM) is the AMC MSC contracting agency for the AMC support contract. The USAMC Logistics Support Activity (LOGSA) is the execution agency for the PM.


d. Program management and execution. AMC is responsible for LOGCAP’s program management. Program management responsibilities include DA executive agency for LOGCAP, MACOM LOGCAP requirements coordination during peacetime planning, and program execution during a contingency event through the AMC support contract.


(1) CECOM is the AMC MSC assigned to manage and execute the AMC support contract. The Contracting Officer for this contract is located at Fort Monmouth, NJ. In carrying out its lead role in contract management and execution, CECOM closely coordinates with other agencies involved in LOGCAP, specifically USACE and the Defense Contracting Management District, International (DCMD-I) that provide contract administration services (CAS). This includes Administrative Contract-ing Officer (ACO) responsibilities during a contingency event.


(2) The AMC Logistics Support Activity (LOGSA), as LOGCAP’s execution agency, will coor-dinate and facilitate LOGCAP peacetime planning under the AMC support contract and will coordinate and facilitate LOGCAP execution during a contingency event. LOGSA will use AMC logistics support elements (LSEs) that each have a habitual relationship with applicable supported CINCs/ASCCs as the in-theater focal point for LOGCAP management and execution.


(3) Working primarily through the CINC’s and ASCC’s logistics/operations planners, the AMC LSE contingency planners assist in coordinating and developing LOGCAP plans to support the various CINC’s and ASCC’s OPLANs.


(4) The LOGCAP AMC support contract contractor develops support plans based on identified CINC’s and ASCC’s specific requirements and implements the plans upon their direction during an actual contingency event. LOGCAP plans are easily adapted to meet actual contingency requirements given the preplanning efforts as reflected in OPLANs in sufficient detail to rapidly integrate contractor support as necessary.


During an actual contingency event, AMC provides a central management structure in-theater for LOGCAP with the LSE. It helps supported CINCs and ASCCs coordinate LOGCAP plan execution using "Team LOGCAP," which is a combination of existing in-theater LSE personnel and augmentees from CONUS. The AMC LSE’s support relationship with the CINCs and ASCCs follows:




LSE¾ CONUS Atlanta, GA CENTCOM Third Army




LSE¾ Far East Seoul, Korea PACOM EUSA



LSE¾ Europe Seckenheim, Germany EUCOM USAREUR


e. The AMC support contract. Its primary focus is on prioritized peacetime contingency planning for augmentation logistics and engineering/construction services as CINCs/ASCCs determine. DA funds are for the contractor’s planning effort only and not for execution during an actual contingency event. The requiring activity (supported CINC or ASCC) funds the required contractor services during a contin-gency event.


The AMC support contract is a base year contract (FY 97) with up to 4 option years (FY 98 through 01). It is structured as a firm, fixed-price contract for the contractor to provide peacetime planning for deployment and to support identified CINC and ASCC requirements during a contingency event by pre-identified contractor capabilities. If the contractor is required to execute during an actual contingency event, the contracting officer would modify the contract using a cost-reimbursement pricing structure to provide maximum flexibility and responsiveness to support military contingency operations.


Under a cost-reimbursement contract, there are no preestablished prices for required services, but there are estimated and target costs for the services to be provided. The Government is obligated to pay the contractor for all incurred costs that are reasonable, allowable, and allocable to the contract. Therefore, the requiring activity (applicable CINC and ASCC) and AMC Team LOGCAP must inten-sively monitor and oversee the contractor’s costs.


The AMC support contract will provide an initial augmentation capability to support deployed forces during a contingency for up to 180 days. It is not intended for long-term sustainment. Therefore, AMC advises the requiring activity (CINC and ASCC) to transition support to more permanent, cost-effective sources at the earliest date if contingency operations will exceed 180 days.


The support contract’s primary purpose is to provide augmentation capability to support CS and CSS requirements not covered by other means such as Active components or the RC, HNS, unplanned contingency contracting, and other preplanned contingency contracts that fall under LOGCAP. Use the LOGCAP support contract as a last resort to accomplish identified requirements in supporting OPLANs. The contract’s focus is to provide planning for required logistics and construction/engineering services to augment organic military capability for base/logistics camp construction, base/logistics camp operations, and field services. However, the contract is structured to include other traditional logistics functional capabilities such as weapon system maintenance, materiel management, transportation, and port operations. This allows for a comprehensive CS and CSS augmentation that allows CINCs and ASCC commanders to source the sustainment requirements for all military contingency operations that are not available by any other means.


The AMC support contract includes contingency planning deliverables. These deliverables may include revising or updating an existing Worldwide Management Plan, revising or updating existing Regional Management Plans, developing and updating Generic Undeveloped and Developed Country Management Plans, developing and updating MACOM-Specific Requirements Support Plans, participating in exercises, and executing approved plans. The PM prioritizes and, through the contracting officer, directs requested contractor work. All of these plans include details on how the contractor would accomplish the customer’s identified augmentation requirements to support a specific scenario event. This includes, but is not limited to, resources required, possible sources (including both in-theater and out-of-theater sources), estimated cost/cost control, timelines, and quality control.


If contractor services are required during an actual contingency event, ideally, the contractor will execute the requirements previously identified in the planning process. These requirements may change, however, based on mission, enemy, terrain, troops, and time available (METT-T). In either case, the applicable CINC or ASCC identifies his requirements and submits them to the contractor through the AMC contracting officer via a scope of work. The LOGCAP contractor then develops and provides the contracting officer and CINC or ASCC a rough order of magnitude (ROM) of estimated costs and performance timelines within 24 hours of receiving the scope of work. The contractor must brief both their strategy for accomplishing the identified requirements and the ROM to the CINC or ASCC. After the rough estimates of cost and performance timelines are reviewed, adjusted as necessary, and accepted, the CINC or ASCC requiring support provides the necessary funding.


These funds, along with the scope of work, are provided to the AMC contracting officer who reviews the funds and services to ensure they conform to contracting and financial policies. Upon completion, the Contracting Officer will issue a notice to proceed order to the contractor to perform the work. The prices for their services are still not firm since the contractor is entitled to be reimbursed for his incurred costs. A partnership among the AMC Contracting Officer, the AMC Team LOGCAP, the LOGCAP contractor, and the CINC or ASCC receiving support is formed to constantly monitor and control costs while ensuring responsive, effective services. The AMC lead Team LOGCAP oversees the onsite activities for ease of centralized management.


Contractor profit while executing an actual contingency event is expressed in terms of an award fee that is payable for performance. An award fee pool is available to the contractor for above-average performance. The contracting activity has developed an award fee plan with specific evaluation criteria for evaluating contractor performance. The main factors include delivery, performance, and cost control. An appointed Award Fee Board that meets at least quarterly monitors the contractor’s performance. The Award Fee Board is normally comprised of representatives from DA DCSLOG; the contracting activity, AMC PM, or the AMC execution agency; the requiring activity’s (CINC or ASCC) staff and deployed elements; USACE; DCMD-I; and the LSE commander. The Award Fee Board recommends an award fee to the fee determination official who is a senior AMC official. The requiring activity (CINC or ASCC) must provide representatives to the Award Fee Board and must solicit hard-hitting input on contractor performance based on the criteria set forth in the award fee plan from field commanders and their staffs in the area of operations (AO).


f. Statement of work (SOW) capabilities. The LOGCAP AMC support contract provides for both generic capabilities plans and specific capabilities plans to provide augmentation support to CS/CSS units in accomplishing logistics and engineering/construction requirements. Its primary focus is to provide planning for required logistics and construction/engineering services capability to augment organic military capability for base camp construction, base camp operations, and field services. However, this contract is structured such that it can provide for a comprehensive CS/CSS augmentation capability that may provide commanders with an alternative means to source the sustainment requirements for all military contingency operations not immediately available by other means. If required, augmentation support may include, but is not limited to—


(1) Supply operations. Classes I (rations) and water; II (organizational clothing and equipment, and administrative supplies); III (POL—both bulk and package); IV (construction materials); V (ammunition, to include ammunition supply point operations); VI (personal demand items), VII (major items); VIII (medical supplies); and IX (repair parts), including requisition, storage, issue, account-ability, and materiel management.


(2) Field services. Clothing exchange and bath; laundry; clothing repair; food service; mortuary affairs (within specific parameters); sanitation, including hazardous waste; billeting; facilities management; morale, welfare, and recreation; information management; postal operations; and admin-istration such as personnel support and financial support.


(3) Other operations/services. Maintenance [table of distribution and allowances (TDA) equip-ment, including ADPE and tactical equipment or components thereof—unit through general support (GS) level], transportation [movement control, cargo transfer, motor pool, port/ocean terminal operations, line-haul, local haul, arrival/departure air control group], medical services (supply, maintenance, transportation, administration, and vector control services), engineering/construction (bed-down and facilities construction/renovation and repair, site preparation, facilities engineering, road/bridge/rail/ runway/port/pipeline/walkway construction and/or repair, temporary real property leasing, utilities of fixed facilities repair/upgrade), signal (telephone cable repair, cable, wire, and antenna installation and access to communications networks), retrograde (equipment and materiel), and guard services.


(4) Deliverables. The SOW includes several deliverables the contractor must either provide or prepare to provide. A summary of each follows:


(a) Worldwide Management Plan—a generic capabilities plan that provides a general descrip-tion of equipment (including pre-positioned equipment), materials, personnel, and supporting services required to receive, house, and sustain 25,000 personnel in eight base camps (one rear and seven forward) for up to 180 days. It also addresses the contractor's strategy and methodologies necessary to execute this effort during an actual contingency. The plan is based on a force consisting of a mix of combat, CS, and CSS elements. Although it is perceived that the preponderance of this force will consist of US Army forces, the plan calls for support to a mix of other service, coalition, multinational, and other government/nongovernment agency components to support joint, combined, coalition and/or multina-tional operations, and MOOTW such as peace operations or humanitarian assistance missions. Fifteen days after notification, the LOGCAP contractor is required to initiate logistics and construction/ engineering capabilities to receive and support 1,500 personnel per day through sea and air PODs. The contractor will prepare to sustain support beyond 180 days for a force up to 50,000 troops. The plan addresses the contractor's strategy to construct the base camps from the ground up and/or construct the Army's Force Provider system modules. In addition to facilities services and field services, the generic management plan also provides the contractor's strategy and capability to perform other traditional logistics functions as depicted above.

(b) Generic Undeveloped and Developed Country Management Plans—generic capabilities plans that used the Worldwide Management Plan as a baseline but tailored it to two specific hypothetical scenarios: a country that is undeveloped (Third World) with little or no infrastructure and a weak, nonexistent government such as Somalia, and a country that is developed with infrastructure and a viable and diplomatically recognized government such as Hungary. The plans address the contractor's strategy for overcoming the unique obstacles the contractor would face in mobilizing, deploying, and providing required support in each scenario.

(c) Regional Management Plans—specific capabilities plans that used the existing Worldwide Management Plan as a baseline to provide detailed logistics and construction/engineering management plans on a regional basis based on the specific planning scenario the requiring activity (CINC or ASCC) prescribes. The objective of these plans is to consolidate logistics and engineering planning support and define resources/infrastructure common to specific countries/scenarios within each defined region in planning to support that region. There are currently 13 Regional Management Plans.

(d) MACOM-Specific Requirements Support Plans—specific capabilities plans based on CINC or ASCC-identified requirements that support specific OPLANs or MOOTW plans. These plans provide a detailed description of equipment (including pre-positioned equipment), materials, supporting services, required personnel and skills, and potential suppliers required to support CINC- or ASCC-identified requirements to support specific OPLANs and MOOTW plans.

(e) Exercise participation supporting approved plans. At the Contracting Officer's direction, the contractor will participate in both CPXs and FTXs to verify that the existing management plans are complete and accurate. Participation length and complexity in these exercises will vary based on funding and availability.


g. Executing approved plans. When the CINC or ASCC notifies the contractor that services are required and the contracting officer directs him via a notice to proceed, the contractor will deploy to a selected country or region and implement the required augmentation logistics and construction/ engineering services to execute that specific contingency mission event. The contractor's advance team will depart from its CONUS location within 72 hours of the notice to proceed. The advance team's composition will be based on the approved plan for the contingency event and any special requirements of the country or region. Upon deployment, the intheater LSE commander will provide the centralized management structure for executing the LOGCAP AMC contract. As such, he will provide coordinating authority over the contractor without usurping the contractual lines of communication (LOC) with the Contracting Officer or ACO. The contractor must prepare to support three simultaneous contingency events.


h. Responsibilities.




· Provides both Army and joint staff proponency for LOGCAP.

· Establishes and provides policy, guidance, and direction for the program.

· Serves as the Army point of contact (POC) for the Planning, Programming, Budgeting, and Execution System, including Management Decision Package (MDEP) management for LOGCAP.


(2) AMC¾


· Implements overall policy, guidance, and direction as DA’s executive agent for LOGCAP.

· Performs program management of LOGCAP with AMC HQ.

· Continuously improves LOGCAP doctrine development, staffing, and training.

· Awards, manages, and executes the LOGCAP umbrella contract (AMC support contract).

· Uses the LSEs to coordinate LOGCAP AMC support contract planning and execution.

· Advises and facilitates the incorporation of LOGCAP AMC support contract capabilities into CINC and ASCC OPLANs through the foundation LSE planning staffs in concert with USACE and DCMD-I in-theater planners.

· Prioritizes LOGCAP AMC support contract planning requirements based on funding avail-ability.

· Provides a single "face to the field" for LOGCAP AMC support contract centralized man-agement during a contingency event through the LSE commander.

· Identifies, trains, and deploys a standing augmentation team (consisting of AMC, USACE, and DCMD-I personnel) under the LSE to provide a centralized management structure at each approved LOGCAP site responsible for executing LOGCAP AMC support contracts during a contingency event.

· Advises the Acquisition Review Board, CINCs, and ASCCs on LOGCAP AMC support contracts and other alternative AMC support capabilities to meet requirements.

· Assists the CINC or ASCC in overseeing LOGCAP AMC support contract contingency disposition. Assumes property accountability responsibility when and if asked.

· Assists the CINC or ASCC in coordinating contractor insertion in Status of Forces Agree-ments (SOFAs), TPFDD, and deployment with the TRANSCOM, host nation, and applicable US Embassy/Consulate when asked.


(3) USACE¾


· Provides the AMC LSE commanders with construction and engineering technical advice and expertise during LOGCAP planning and execution as the DOD proponent for contract construction.

· Participates with the AMC LSE contingency planners and CINC/ASCC contingency plan-ners in the joint planning process by providing construction and engineering expertise to support LOGCAP plan development and exercise participation.

· Provides in-theater engineering and contract management expertise and quality assurance support for contractor construction activities during LOGCAP event execution.


(4) DCMD-I¾


· As DOD proponent for CAS, provides the AMC contracting activity and LSE commander with CAS technical advice and expertise while planning and executing LOGCAP.

· Participates with the AMC LSE contingency planners and CINC/ASCC contingency plan-ners in the joint planning process by providing contract administration, quality control and assurance, technical advice and expertise in support of LOGCAP plan development and exercise participation.

· During LOGCAP event execution, provides in-theater contract administration, quality con-trol and assurance, technical advice and expertise for the LOGCAP AMC support contract.



(5) CINCs and/or ASCCs¾


· Designate a single staff proponent that is responsible for planning and executing LOGAP.

· Include the AMC LSE early in the deliberate contingency planning process for OPLANs/ MOOTW plans. Assists AMC on doctrinal mission support capabilities as well as LOGCAP support con-tract capabilities.

· Consider using LOGCAP early in the planning process as an alternative source capability of last resort in meeting logistics and construction/engineering requirements.

· Establish and facilitate a joint planning team consisting of its contingency planner and planners from the AMC LSE, USACE, and DCMD-I to advise and assist on LOGCAP capabilities.

· Identify specific potential requirements based on specific OPLANs/MOOTW plans for LOGCAP augmentation support.

· Participate as the LOGCAP contractor develops plans and include the contractor as part of the planning and execution teams.

· Include approved LOGCAP support capabilities participation in CPXs and/or FTXs.

· Include AMC’s Team LOGCAP as part of the planning and execution team and incorpor-ate them early in the TPFDD flow for each applicable OPLAN/MOOTW plan.

· Develop and provide a detailed SOW for LOGCAP augmentation requirements (preferably preestablished in the deliberate planning process).

· Define quality-of-life and functional standards for the contractor to plan for and execute.

· Incorporate the LOGCAP AMC support contractor in applicable SOFAs and coordinate contractor deployment during an actual contingency event with the applicable HN government and embassy, and transportation command (TRANSCOM).

· Fund LOGCAP execution during an actual contingency event. This includes providing suf-ficient startup funding and giving funding authority to the AO commander.

· Establish an Acquisition Review Board in the AO during a contingency event control, approve, prioritize, and source new requirements.

· Assign a central focal point and subject matter experts (SMEs) at each approved LOGCAP site in the AO to coordinate with Team LOGCAP members to properly articulate requirements and con-tractor compliance within the confines of the contract.

· Participate in LOGCAP AMC support contract Award Fee Evaluation Boards during a LOGCAP contingency event that includes soliciting hard-hitting input from customers in the AO based on preestablished evaluation criteria.

· Provide physical security for LOGCAP contractor personnel in the AO during a contin-gency event.

· Oversee and control all contractor-issued ground force equipment and ground force main-tenance and commercially purchased equipment, and orchestrate its disposition at the conclusion of the contingency.


(6) The LOGCAP umbrella contract (AMC support contract) contractor¾


· Assigns a central planning cell dedicated to a CINC or ASCC based on approved identified augmentation requirements, and the PM’s available funding.

· Participates in the CINC/ASCC joint planning process by providing planning deliverables based on specifically identified augmentation requirements. Planning deliverables include potential suppliers to ensure expeditious execution during an actual contingency event.

· Participates in CPXs and/or FTXs as requested and upon the contracting officer’s direction.

· Develops rough order of magnitude (ROM) costs based on CINC/ASCC-identified require-ments in the SOW (preferably in the deliberate planning process) and back briefs the requiring activity (CINC/ASCC) on the developed support plan and ROM before execution.

· Coordinates all personnel and equipment lift timelines with the CINC/ASCC to ensure availability of aerial PODs (APODs) and sea PODs (SPODs).

· Mobilizes and provides required logistics and construction/engineering support within agreed-to contractual timelines.

· Ensures proper level of leadership, proper cost control procedures, and proper account-ability procedures in the AO to prudently control Government resources as if they were another organic unit using austere unit resources.


i. Operational strengths:


(1) Quick and responsive support. The contractor deploys an advance party within 72 hours of CINC/ASCC approval. Within 15 days after notification, he provides specified logistics and con-struction/engineering support to deployed forces.


(2) Flexible and tailorable support. The contractor can provide a comprehensive range of CS and CSS logistics and construction/engineering augmentation support functions. This augmentation is well suited for early entry, sustainment, and redeployment/retrograde requirements.


(3) Provides own strategic lift capability. Once activated during an actual contingency event, the contractor can provide for his own intertheater and intratheater lift, often through foreign flag carriers. This lift is costed in the ROM and coordinated with and financed by the requiring activity (CINC/ASCC). This allows the contractor flexibility in meeting required timelines without having to rely solely on heavily competed for TRANSCOM strategic lift capabilities.


(4) Rapid response capability. Through participating in the contingency deliberate planning proc-ess as part of the planning team, the contractor has developed or will develop support plans based on identified CINC/ASCC augmentation requirements to support specific OPLANs/MOOTW plans. He is prepared to deploy and expeditiously execute these plans upon a contingency event.


(5) Capitalizes on existing global/regional corporate resources. The contractor can use his own managerial and technical assets and/or can rapidly subcontract with CONUS-based, local, and regional contractors. Many of these subcontracts are preestablished and negotiated to expedite required augmen-tation support.


j. Planning. The AMC PM facilitates planning for LOGCAP AMC support contract capabilities through his staff and the AMC "foundation" LSE planners. This planning includes but is not limited to¾


· Advising CINCs and ASCCs on the LOGCAP AMC support contract and its capabilities.

· Incorporating LOGCAP capabilities into OPLANs and MOOTW plans.

· Revising, developing, and promulgating LOGCAP and its capabilities as part of Army doctrine.

· Exercising plans in CPXs and/or FTXs.



AMC has foundation LSEs in Atlanta, GA; Seckenheim, GE; and Seoul, Korea. "Foundation" is defined as a cadre organization that coordinates and provides AMC doctrinal mission support capabilities to supported CINCs and ASCCs in peacetime and is built upon with augmentation personnel and skills from other AMC agencies and commands during a contingency as required in support of METT-T. A colonel commands these foundation LSEs that habitually support applicable CINCs and ASCCs.


AMC has assigned logistics/operations planners within each foundation LSE. These planners develop the overall AMC contingency support plans that support all supported CINCs’ and ASCCs’ OPLANs/MOOTW plans. These contingency support plans will be appendixes to annex D, Logistics, in each OPLAN and will address AMC doctrinal mission capabilities that support the individual OPLAN. These planners also advise the CINC and ASCC planners on LOGCAP AMC support contract capabil-ities. For construction and engineering service expertise regarding LOGCAP, they coordinate with and rely on the applicable theater USACE element planners for technical advice and assistance. For CAS expertise regarding LOGCAP, they rely on the applicable theater DCMD-I element planners for technical advice and assistance.


During the contingency deliberate planning process, the CINC and ASCC logistics operations plan-ners (J4/DCSLOG/DCSENG/DCSOPS) identify potential requirements for LOGCAP augmentation to support their existing OPLANs in concert with the AMC LSE planners. These identified requirements must specify, in as much detail as possible, particulars such as quality-of-life and functional standards, timelines, and affordability. The CINC/ASCC contingency planners must include the LSE planners early in the planning process to ensure AMC doctrinal mission capabilities and LOGCAP augmentation capabilities are fully considered and understood. These planners seek the in-theater USACE element planners’ and DCSENG planners’ advice and assistance on construction/engineering services as well as the in-theater DCMD-I element planners and the contracting command/Principal Assistant Responsible for Contracting on CAS. These planners make up the LOGCAP joint planning cell, with the CINC/ASCC LOGCAP staff proponent heading up the team. The team should advise the CINC/ASCC resource manager on agreed-upon LOGCAP contractor augmentation requirements so he may plan accordingly.


The theater USACE element commander and his staff support those CINC/ASCC and engineer units having facilities management and construction missions. Their missions include functioning as the DOD executive agent for contract construction responsibilities; providing USACE liaison to the CINC/ASCC staff engineers; planning and designing theater facilities for contract construction; providing quality assurance for contract and troop construction, if requested; providing technical advice and assistance for contract construction, to include the AMC support contract; planning for and acquiring real estate; providing technical support to Theater Construction Management System and Theater Army Construction Automated Planning System users; and managing finance and accounting for all appropri-ated military construction funds provided for in-theater construction.


In the deliberate planning process the CINC/ASCC engineering staffs determine the base develop-ment plan to support the given OPLAN. The senior engineer command must consider the best alternative construction capabilities (Active/Reserve units, HNS, contingency contractor, or LOGCAP) and materiel sources in developing a time-phased plan for constructing the needed facilities. The theater USACE element commander and his staff advise and assist the CINC/ASCC staffs and senior engineering command during this planning process. Any LOGCAP contract construction/engineering technical advice and assistance is fully coordinated with the AMC LSE commander or his planners who are the central focal point for LOGCAP planning and execution.


The theater DCMD-I element commander and his staff provide support to the CINC/ASCC and contracting command having contract management missions. Their mission includes functioning as the DOD executive agent for CAS responsibilities. This includes providing technical advice and assistance on CAS; providing ACOs for individual contracts; providing contract quality assurance, to include cost/price expertise and property control expertise; and, if requested, providing technical advice and assistance for CAS on the AMC support contract.


Once the CINC or ASCC has identified the LOGCAP augmentation requirements that will support specific OPLANs/MOOTW plans in concert with the AMC, USACE, and DCMD-I planners, the LOGCAP AMC support contract contractor is called in to the planning process as part of the joint planning team. However, before the decision is made to use the LOGCAP AMC support contract contractor, the CINC or ASCC planners must consider all other alternative sources for accomplishing the OPLAN contingency support requirements. The other available sources the CINC/ASCC must consider first in relative priority are Active component CS/CSS units; Reserve/National Guard CS/CSS units; HNS and other coalition forces; unplanned for, on-the-spot contracting capability; and other preplanned LOGCAP contracts outside the LOGCAP AMC support contract.


The AMC PM prioritizes competing CINC/ASCC requirements for LOGCAP augmentation support plans the contractor will develop based on the available DA annual funding in the MDEP. If there is not enough DA funding to accomplish all required planning in a given FY, an applicable CINC/ASCC has the option of funding for his particular planning. The alternative is to wait for the next FY to accomplish the planning when additional funding becomes available. The PM facilitates plan development or revision by coordinating contractor visits and efforts through the applicable LSE to or for the requesting CINC/ASCC customer.


The CINC/ASCC contingency planners participate in the contractor-developed plans with the AMC LSE planners and include the contractor as part of the planning and execution team. It is critical that all parties fully understand the contractor’s role and responsibilities. Once the contractor support plans are completed, they are incorporated into each existing OPLAN in which LOGCAP augmentation support is identified. The CINC/ASCC includes approved LOGCAP support capabilities participation in CPXs and/or FTXs. The applicable AMC LSE coordinates with its supported CINC/ASCC planners for LOGCAP requirements participation in the exercise and with the PM for required contractor and/or Team LOGCAP play. The PM determines whether MDEP funding is available to support an exercise. If not, the PM may request the requiring CINC or ASCC to fund the contractor and/or a portion of Team LOGCAP.


The LOGCAP AMC support contract contractor assigns a planning cell dedicated to a CINC or ASCC based on approved identified LOGCAP augmentation requirements and funding availability from the PM. The contractor participates in the joint planning process by providing planning deliverables (support plans) based on specifically identified augmentation requirements. These planning deliverables address and provide for all necessary activities, personnel, supervision, management, equipment, materials, communications, transportation, facilities, supplies, potential suppliers, and cost estimates to accomplish all CINC/ASCC-identified logistics and construction/engineering augmentation activities for a specifically designated OPLAN.


The AMC LSE planners coordinate with the CINC or ASCC LOGCAP proponent to include Team LOGCAP personnel into the early flow of all approved OPLANs’ TPFDD; include the contractor in all applicable SOFAs; and coordinate contractor deployment during an actual contingency event with the applicable HN government, US Embassy/Consulate, and USTRANSCOM. This coordination is required to ensure that all relevant agencies are aware of the deployment and employment of the LOGCAP contractor to ensure the timely and efficient flow of contractor personnel, equipment, and materials without constricting military APODs and SPODs. The CINC or ASCC must include USTRANSCOM in the deliberate planning process to determine its capability to support contractor lift requirements. The contractor provides for his own lift to meet the timelines agreed to in applicable plans if USTRANSCOM cannot meet those timelines.


The PM promulgates LOGCAP and its capabilities through continuous doctrine training, education, revision, and development. A training plan has been developed for all AMC LSE planners and for Team LOGCAP (a predesignated standing team that deploys early in an event to centrally manage LOGCAP execution. This team is described in further detail in paragraph k). The plan consists of a program of instruction that describes LOGCAP and its capabilities as an augmentation to existing CS/CSS capabil-ities. It also provides detailed roles and responsibilities and what can be expected upon deployment. The AMC LSEs assist the PM in follow-on training to CINC’s and ASCC’s staffs and subordinate com-manders.


The PM has developed an information brief and takes it on the road with the DA DCSLOG staff to educate the Army/joint community on the what, why, where, when, and how of LOGCAP. The PM has tailored the brief to meet each audience’s needs. The target audience includes CINC or ASCC staff elements, defense attaches, precommand courses, the capstone course, all CS/CSS commands down to battalion level, the CASCOM Commanders’ Conference, the AMC Executive Readiness Conference, four-star commanders’ conferences, and the senior service colleges.


The PM also coordinates LOGCAP revision and development as part of Army/joint doctrine. This includes, but is not limited to, updating AR 700-137, LOGCAP, and all applicable Army field manuals (FMs). The verbiage discusses what LOGCAP is, what it is not, proponents, responsibilities, and procedures for using it.


k. Execution. When LOGCAP AMC support contract augmentation support is required during an actual contingency event, AMC executes in-theater program and contract management through the applicable LSE commander and his staff. The LSE commander functions as the central focal point to the customer for LOGCAP AMC support contract in-theater planning and execution. He essentially becomes the "one LOGCAP AMC support contract face to the customer."


The AMC LSE commanders doctrinal mission is to enhance readiness through integrated application of AMC's logistics power projection of CONUS-based technical capabilities to deployed units within any theater of operation. He currently accomplishes this by providing integrated C2 of all deployed AMC elements, integrating wholesale-level logistics support into a theater, advising the CINC/ASCC com-mander on and filling logistics gaps with CONUS-based AMC doctrinal technical capabilities, tailoring support based on commanders’ desires and METT-T, and preparing to take on other missions the CINC or ASCC commander directs. This traditional mission complements his newly assigned additional role as the central focal point to the customer for LOGCAP by allowing him to advise and assist the CINC/ASCC commander on alternative logistics capability augmentation vice solely LOGCAP.


The LSE commander works for either the senior logistics command commander or the JTF/ASCC commander depending on the CINC’s/ASCC’s desires. As the central focal point for LOGCAP in theater for planning and execution he provides the current status of all LOGCAP initiatives and actions to the CINC/ASCC commanders and staff.


The LSE commander develops a direct working relationship with the in-theater USACE element commander and relies on his and his staff’s expertise on engineering construction services regarding the LOGCAP AMC support contract. The LSE commander also develops a direct working relationship with the in-theater DCMD-I element commander and relies on his and his staff’s expertise on contract admin-istration services regarding the LOGCAP AMC support contract.


The LSE commander, as the central focal point for LOGCAP execution during an actual contingency event, coordinates an oversight team called Team LOGCAP. This team consists of LSE, USACE, and DCMD-I staff planners; the contract ACOs; and contact teams at potentially each base camp. These contact teams consist of AMC logistics experts as coordination team leaders and the AMC central focal point for centralized LOGCAP management and execution at the assigned base camp, USACE engineer and quality experts, and DCMD-I contract administrative/quality experts who function as the conduit between the customers and the contractor to ensure proper articulation of, and compliance with, LOGCAP AMC support contract requirements.


Team LOGCAP's mission is to provide a central management structure and conduit of information for ensuring the smooth execution of LOGCAP requirements during an actual contingency event. The team is selectively manned, equipped, and trained in preparation to¾


· Deploy worldwide to support any contingency using LOGCAP capabilities.

· Advise the requiring activity on LOGCAP capabilities.

· Integrate LOGCAP augmentation capabilities into the deployed force structure to meet METT-T requirements.

· Assist the customer in articulating approved logistics and construction/engineering requirements to the contractor and ensuring compliance.

· Facilitate customer and contractor teaming to accomplish the mission.

· Assist in immediately capturing and reporting accurate contract costs.


In a projected worst-case, one-event scenario, the team would consist of 30 personnel. This is broken down into the LSE commander and his four planners, four in-theater USACE element planners, four in-theater DCMD-I element planners, two ACOs, five AMC logistics experts (contact team leaders), five USACE engineer/quality experts, and five DCMD-I CAS quality experts. The LSE commander and AMC LSE, USACE, and DCMD-I planners provide advice and assistance on LOGCAP capabilities during peacetime and deploy during a contingency event as part of Team LOGCAP to centrally manage LOGCAP execution during the event. The ACOs and contact team members are augmentees who are precontingency rostered and deploy during an actual contingency event and fall under the LSE commander to assist in managing LOGCAP.


The LSE commander and his four logistics planners come from one of the three applicable foundation LSEs that habitually support the CINC/ASCC given the contingency mission. These five individuals are the core of Team LOGCAP. They become the center of gravity for planning and executing LOGCAP during a contingency event.


The four in-theater USACE element planners provide the LSE commander with peacetime planning technical construction/engineering advice and assistance concerning LOGCAP and deploy as part of the forward USACE element and continue to provide this same service as required. This is in concert with the USACE mission concerning DOD construction agent responsibilities. These individuals advise the LSE commander on construction/engineering matters involving LOGCAP use while performing their previously identified primary USACE mission.


The four in-theater DCMD-I element planners provide the LSE commander with peacetime planning technical contract administration/quality services advice and assistance concerning LOGCAP and deploy as part of the CAS team and continue to provide this same service as required.



The Contracting Officer designates the ACOs. The ACOs come from either AMC, USACE, the MACOM, and/or DCMD-I. In most cases, they will come from either USACE and/or DCMD-I. The contracting activity, CECOM, and the Contracting Officer determine this. The individuals appointed are identified by name, trained on LOGCAP, prepared for overseas movement, and prepared to deploy. The Contracting Officer issues each ACO an authorization document clearly articulating his responsibilities, authorization, and limitations. Certain scenarios may call for only one ACO.


The five AMC logistics experts lead the contact teams at each base camp (one per base camp but may expand based on number of base camps). The actual number for a given event may be more or less than this and is adjusted as necessary. If more, AMC may assign more than one base camp to a given expert on a regional/geographic basis. These individuals¾


· Function as the LSE commander's central coordinating focal point at the assigned base camp for LOGCAP execution during an event.

· Advise the base camp commander, mayor, or appointed staff element on LOGCAP capabilities and coordinate all LOGCAP requirements.

· Advise on other possible alternative means other than LOGCAP to meet pending requirements.

· Facilitate teaming the customer and contractor to ensure compliance with articulated requirements and mission accomplishment.

· Perform quality assurance on LOGCAP contractor performed logistics services. This is done in conjunction with the senior logistics command located at the base camp through their SMEs.

· Perform contracting officer representative duties if so delegated.


The five USACE engineer experts colocate with the AMC logistics expert (one per base camp) at an assigned base camp as part of the Team LOGCAP contact team. The actual number for a given event may be more or less than this and is adjusted as necessary. If more, the USAMC LSE commander, with the USACE forward element commander, may assign more than one base camp to a given expert on a regional/geographic basis. These individuals¾


· Advise the base camp commander, mayor, or appointed staff element on engineering/con-struction, LOGCAP capabilities and coordinate technical engineering/construction and LOGCAP requirements.

· Perform quality assurance on LOGCAP contractor-performed construction and engineering services. This is done in conjunction with the senior engineering command located at the base camp.

· Facilitate teaming the customer and contractor to ensure compliance with construction/engineer-ing requirements and mission accomplishment.

· Function as the USACE forward element commander’s field "eyes and ears" in performing their DOD construction agent responsibilities.


The five DCMD-I contract quality experts colocate with the AMC logistics expert (one per base camp) at an assigned base camp as part of the Team LOGCAP contact team. The actual number for a given event may be more or less than this and is adjusted as necessary. If more, the AMC LSE commander, with the DCMD-I CAS commander, may assign more than one base camp to a given expert on a regional/geographic basis. These individuals¾


· Provide contract administration, quality control, and assurance services to ensure that require-ments identified and performed comply with the contract terms.

· Advise the AMC logistics expert (contact team leader), ACO, and customer of aberrations or non-compliance and recommend solutions.

· Ensure the contractor complies with the required property control plan as identified in the SOW.


Team LOGCAP may be augmented with additional experts who deploy to the CINC or ASCC staff levels and advise and assist on LOGCAP capabilities and assist in facilitating LOGCAP questions/ issues/answers.


During an actual contingency event, the CINC or ASCC will develop and provide to the AMC PM a detailed SOW for specific LOGCAP augmentation requirements (preferably preestablished in the deliberate planning process). The SOW will include both quality-of-life and functional standards for the contractor to execute.


The CINC or ASCC will establish an Acquisition Review Board in the AO to control, approve, prioritize, and source new requirements. The LSE commander sits as a voting member on the in-theater Acquisition Review Board and advises the board on alternatives for accomplishing new logistics and construction/engineering requirements. The J4/G4/DCSLOG chairs the board, and other members may include a representative from the senior logistics command, US liaison office to the ministry of defense/ HNS, USACE, resource management, contracting command, other services or agencies, and DLA. The board prioritizes new requirements and allocates workload to Active/Reserve units, ministry of defense/ HNS, other commercial sources, or LOGCAP in that relative order based on criticality, timeliness, quality, administrative effort, and cost.


The CINC or ASCC funds the LOGCAP contractor services during an actual contingency event. This includes providing sufficient startup funding for the contractor to mobilize, deploy, and begin work and giving funding authority to the AO commander so he can oversee funding levels and can strike and maintain a balance between requirements and funding.


The CINC or ASCC must assign a central focal point in-theater at the operational level (J4/G4/senior logistics commander) as the LOGCAP staff proponent for the LSE commander to interface with and advise on the status of contractor performance/issues. In addition, the CINC or ASCC must assign a central focal point and SMEs at each approved LOGCAP site in the AO to coordinate with Team LOGCAP members to ensure proper articulation of requirements and contractor compliance within the parameters of the SOW and contract. These SMEs should attend the Contracting Officer Technical Representative course to prepare for the possibility of the LOGCAP AMC support contract Contracting Officer delegating limited authority upon an event.


The CINC or ASCC must provide physical security for all LOGCAP contractor personnel deployed to the AO during the contingency event. He also must oversee and control all contractor-issued government-furnished equipment/government-furnished materials as well as contractor-purchased or leased equipment and orchestrate its disposition at the conclusion of the contingency unless they ask AMC to assume this responsibility.


The CINC or ASCC must participate in LOGCAP AMC support contract Award Fee Evaluation Boards during a contingency event. He must thoroughly evaluate the contractor’s performance, timeliness, and cost containment and document both the accolades and shortfalls. This includes soliciting hard-hitting input from commanders, base camp SMEs and mayors, and other customers in the AO based on the preestablished evaluation criteria.



The LOGCAP umbrella contract (AMC support contract) contractor develops a rough order of magnitude (ROM) of estimated costs based on the CINC/ASCC-identified requirements in the SOW (preferably preestablished in the deliberate planning process) and back briefs the requiring activity (CINC or ASCC) on the developed support plan and the ROM before execution.


The contractor deploys an advance party within 72 hours of CINC/ASCC approval, and within 15 days after the Contracting Officer’s notification to proceed, begins providing specified logistics and construction/engineering support to deployed forces. The contractor will coordinate all personnel, equipment, and material lift timelines with the requiring activity to ensure availability of and reduce constriction of APODs and SPODs. The CINC or ASCC will, in turn, coordinate this lift flow with TRANSCOM for possible support. If TRANSCOM cannot support the lift requirements within the prescribed contractual timelines, the contractor will hire his own lift.


The contractor provides a proper level of leadership on the ground at all times to address concerns with theater command representatives ranging in grade from noncommissioned officer up to and including general officer. The contractor will also ensure proper cost control procedures and proper accountability procedures are affected in-theater to prudently control Government resources as if it (the contractor) was another organic unit using austere unit resources.


1-10. Logistic Support Element


AMC has a role at all three levels of doctrinal logistics. AMC’s LSE spans the bridge between the strategic and tactical levels, thereby helping create a seamless logistics system. Refer to FM 63-11 for a detailed discussion of the LSE.


The LSE, a TDA activity, performs logistics functions not normally performed by table of organi-zation and equipment (TOE) units. It is an organization that AMC may staff with any combination of civilian and military personnel required to perform specialized tasks. Civilians may be DOD, or they may be contractors who agree to deploy to support highly sophisticated equipment. AMC designates on a personnel roster and the LSE contingency TDA those military and DOD civilian personnel who can fill special LSE requirements. The LSE’s unique skills include depot maintenance, oil analysis, test equipment calibration, ammunition surveillance, pre-positioned strategic stock release, materiel fielding technology insertion, and battle damage assessment.


The LSE plays a vital role in all contingencies involving war and across the full range of military operations. The ASCC normally assigns or attaches OPCON of the LSE to the theater army area command (TAACOM) or theater support command (TSC). However, the ASCC determines who will lead any particular logistics support operation based on METT-T. In many domestic and small non-military contingencies, it is conceivable that the LSE may become the initial lead element, controlling other DOD elements. In other cases, as the numbered logistics HQ begin to redeploy, the LSE may assume proponency for logistics C2. The LSE will maintain the appropriate technical ties to AMC, DLA, the US Army Training and Doctrine Command (TRADOC), and FORSCOM. When the LSE is assigned or attached to the TAACOM or TSC, the TAACOM or TSC will identify force requirements and assign tasks and priorities. The TAACOM or TSC will battle roster selected positions from the LSE to support its operations.


The LSE is a flexible, civilian-dominant TDA organization that provides depot-level logistics and limited GS. It consists of a small peacetime cadre with the remaining positions designated on a personnel roster and contingency TDA. It can be assigned or attached to the TAACOM or TSC or operate independently of the theater logistics C2 element. Its functional areas retain technical lines with AMC major commands. The LSE is flexible, rapidly deployable, and capable of adapting to deployed organizations’ changing requirements and capabilities. Like other supporting organizations, it augments the TAACOM or TSC with personnel and equipment that deploy to the AO. The LSE shortens the logistics pipeline by providing the identical support in-theater that AMC provides in CONUS.


a. Mission. The LSE’s mission is to enhance readiness through integrated application of AMC’s logistics power projection of CONUS-based technical capabilities to deployed units within any theater of operation. The LSE accomplishes its mission by¾


· Providing integrated C2 of all AMC elements.

· Filling logistics gaps with CONUS-based AMC doctrinal technical capabilities.

· Advising the TAACOM or TSC on AMC technical capabilities.

· Tailoring support based on TAACOM or TSC commanders’ desires and METT-T.

· Preparing to take on other missions as the TAACOM or TSC commander directs.


Bottom line: The footprint the AMC LSE may place in the theater or AO depends on the TAACOM or TSC commander’s desires or METT-T.


b. Organization. The LSE supports the TAACOM or TSC using a flexible combination of military, DOD civilian, and contractor personnel. It tailors its capabilities and size based on METT-T. The LSE is a C2 element designed to supervise and/or coordinate all in-theater support provided by applicable AMC activities and organizations, both those permanently assigned to the theater and those deployed temporarily for specific missions. It is the forward element of the national logistics base that provides support at the operational and tactical levels across the spectrum of war and peacetime engagements, including supporting multinational and joint operations. Organized on a TDA, the LSE is a contingency organization with personnel identified against its requirements. The personnel are, primarily, from organizations within AMC. However, others may come from RC units, contractors, and other DOD agencies. Logistics Assistance Program (LAP) personnel and a core of other early deployers are prepared to deploy on short notice. In addition, Army augmentees, contractors, attached units, and HN personnel may augment the LSE. Figure 1-6 depicts the contingency LSE.


c. Foundation LSE. In peacetime there are three foundation LSEs: in Europe, the Far East, and in CONUS. They serve as the forward elements that can call forward augmentation from the strategic base. LSE-CONUS supports the US Army Central Command (CENTCOM), US Army Southern Command (SOUTHCOM), and US Army Atlantic Command (ACOM); LSE-Europe supports the US Army Euro-pean Command (EUCOM); and LSE-Far East supports the US Army Pacific Command (PACOM). Each foundation LSE is a TDA organization. AMC minimally staffs each foundation LSE with cadre personnel during peacetime. Foundation LSEs perform peacetime operational missions and plan for con-tingencies. During war or contingency, they are the LSE’s forward element. They advise the supported commander of AMC/LSE capabilities and call forward additional capabilities based on the commander’s desires and METT-T. The foundation LSEs ensure a smooth transition from peacetime to an operational mode.


d. LSE rear. The AMC Logistics Support Activity (LOGSA), commonly referred to as LSE-Rear during exercises and contingency operations, is an operations and planning element responsible for contingency planning and exercises. The Logistics Support Division, LOGSA, serves as the AMC executive agency/PM for the LSE and supports the deployed LSE. It remains in CONUS to identify materiel requirements and validate personnel requirements for the deployed element. In peacetime, it manages the LSE deployment program and provides backup support to the LSE during operations. It forwards the validated personnel requirements to the AMC DCSPER for resourcing.



Figure 1-6. Contingency LSE.