1. DMC Information Brief
ASC – On The Line
UNCLASSIFIED

2. The New Look DP 54 OPERATIONS LOGISTICS UNCLASSIFIED XXXX + + XXXX
Army
ASCC
TSC
+ +
TSC
OCP
DP 54
XXX
XXX XX
ESC
AMC
Corps
Corps
COSCOM
FORSCOM X
DMC
SUST XX XX X
ARMY
SUSTAINMENT
COMMAND
X 11
Div
Div
CSG ASG
DISCOM II
DMC
IAW CSA’s vision; BCT is the building block for operations
CORPS may be the next higher level HQ in an AOR
Overarching HQs is the Field Army – oversees the regional areas ISO COCOMs. The direct logistics HQ is the TSC
Elimination of the DISCOM has caused some angst; but what does the SUST BDE give us? Answer is later
Moving more relevant capabilities into BDEs organic log structure segway into next slide
BSB X X II
Bde
BCT
FSB
Support Bdes
Combat Support Bde (ME) CSB(ME)
Battlefield Surveillance Bde (BfSB)
Fires Bde
Combat Aviation Bde (CAB)
Note: Includes all Active and Reserve
Components
UNCLASSIFIED

3. CONUS Support THEN – DMMCs & CMMCs / NOW – DMC & DMTs 95% Reduction
Ft Lewis – DMMC & CMMC
Ft Carson – DMMC
Fort Riley – DMMC
Ft Hood – DMMC & CMMC
Ft Campbell – DMMC
Ft Drum – DMMC
Ft Bragg – DMMC
& CMMC
Ft Stewart – DMMC
Span of Responsibility Then:
Tactical & Operational
8 DMMCs +
3 CMMCs
Army LOG
Modularity
Span of Responsibility Now:
Tactical & Operational/Strategic
AMC/DLA
Alaska & Hawaii
Schofield Bks– DMMC
DMC +
15 DMTs
Ft Lewis 404th AFSB
Ft Carson AFSBn
Fort Riley AFSBn
Ft Sill LSE
Ft Bliss AFSBn
Ft Hood 407th AFSB
12 Temp GS Civilians
+ KTR Support
Ft Campbell LSE
Ft Drum LSE
Ft Bragg 406th AFSB
Ft Stewart LSE
Rock Island (DMC)
91 military assigned of 124 authorized
4 GS
+ KTR support
Ft Huachuca LSE
2,380 Military
(CIV & KTR)
Talk about how top-heavy DMMCs & CMMCs, designed (needlessly) to operate separately, required excessive personnel and prevented adequate materiel management coordination across the Army. Inherently led to limited interaction and failing to spread lessons learned; large disparity in quality of service from post to post.
95% Reduction
in Military
Personnel
DMC
128 Military
11 DAC
+ KTR Support
Alaska & Hawaii
Ft Richardson AK LSE
Ft Wainwright, AK Ft
Schafter
, HI LSE
UNCLASSIFIED

4. BCTs ASC and ARFORGEN ASC AFSBs DMTs G-3/5/7 DMC G4 FSD G8 FLRD CSBs
Mission: Provide CSS capability to Warfighters in CONUS and GCCs; assure expeditionary war-fighting readiness; leverage National logistics to a transforming Army at war.
ASC Synchronizes
and Integrates
ARFORGEN
for the AMC
AFSBs
DMTs
ASC
ASA(ALT)
BCTs
G-3/5/7 DA
Ready
Available
DMC
IMCOM
AMC
Illustrates the commands focus on BCTs in the ARFORGEN Cycle
Note the ASC elements along the red spiral that coordinate and synchronize internal and external organizations contributions to the effort
Relationships vary from full partnering, to service provider, to training support to customer. G4
LCMCs
FSD
RESET
Train
USARPAC
LOGSA G8
USAREUR
Focused on BCTs
FLRD
ARCENT
CSBs
LNOs
CACIO
TRADOC
FORSCOM
UNCLASSIFIED

5. DMC Mission Statement, Tasks & Organization
Provide Readiness Management for the Active Army in the Continental United States (CONUS), Alaska and Hawaii. Single Integrator for Field Level RESET and Left Behind Equipment in Support of Army Force Generation (ARFORGEN).
Perform Readiness/Maintenance
Management
Conduct SARSS2A Supply
Provide SARSS2A Customer
Assistance
Provide Policy Recommendations and
Implement Procedures
Provide In-Transit Visibility and Mobility
Support
Conduct Class VII Asset Visibility
Conduct Workloading
Recommendations and Track
Capabilities & Capacities of Sources
of Repair
Provide Reports and Analysis and
Common Operating Picture
DMC
Operations
&
Integration
ARFORGEN
Division
Contract
Management
Program
Mobility
Readiness
406th RST
Supply
Maintenance
Asset Visibility
Logistics Automation
407th RST
404th RST
DMT
406th AOR TM
407th AOR TM
404th AOR TM
405th AOR TM
GFE TEAM
PA KTR
PBO TEAM
FLRD LNOs
TACOM LNOs
CECOM LNOs
DLA LNOs
G8 LNOs
IMCOM
Support Teams
DMC
93 Mil / 11 DAC /+ KTR
Military as of Jun 08:
Authorized:
Assigned:
Detached:
Deployed:
Available: 89
UNCLASSIFIED

6. ASC DMC Value Added
Provide centralization, standardization and stabilization for materiel management in CONUS.
Single Interface for the synchronization and integration of logistical functions among tactical units, FORSCOM, IMCOM, LOGSA, and the LCMCs.
Supervise 15 geographically dispersed Distribution Management Teams responsible for regional materiel and readiness management support throughout CONUS, HI and AK.
Develop strategic level logistics processes and procedures supportive of ARFORGEN (RESET, LBE, PDTE).
Provide SARSS-2AC/B supply management support to CONUS to include oversight responsibility for 153 Supply Support Activities throughout CONUS
Provide Subject Matter Expertise (SME) to: the Army Integrated Action Group (IAG) effecting various Decision Points (e.g. DP 91, 94) for the Army
Help mold LIW into a Logistics Common Operating Picture by providing SME to LOGSA on the development and implementation of Army wide tools for RESET, workloading, SSA performance, retrograde, etc.
Facilitate Materiel Management training for Sustainment Brigade soldiers
Requesting Mission Statement
UNCLASSIFIED 6

7. Distribution Management Teams (DMTs)
Forward Positioned
Priority of effort to support AFSB/LSE ARFORGEN mission
AFSB/AFSBn/LSE Cdr directs daily tasks
DMC may direct shift to support higher priority missions
Ft Lewis 404th AFSB
Ft Carson AFSBn
Fort Riley AFSBn
Ft Sill LSE
Ft Bliss AFSBn
Ft Hood 407th AFSB
Ft Campbell LSE
Ft Drum LSE
Ft Bragg 406th AFSB
Ft Stewart LSE
Rock Island (DMC)
Ft Huachuca LSE
Ft Benning
AFSB
DMT Core Functions
Supply/SARSS-2A Management
SARSS-2A Customer Assistance
Maintenance Management
Asset Visibility
Reports and Analysis
ARFORGEN Planning and
Execute Operations
CSSAMO Support
Alaska & Hawaii
Ft Richardson AK LSE
Ft Wainwright, AK -
Ft Shafter, HI LSE
LSE
Assigned: (DOD) 1. To place units or personnel in an organization where such placement is relatively permanent, and/or where such organization controls and administers the units or personnel for the primary function, or greater portion of the functions, of the unit or personnel. 2. To detail individuals to specific duties of functions where such duties or functions are primary and/or relatively permanent.
Direct Support: (DOD)A mission requiring a force to support another specific force and authorizing it to answer directly the supported force’s request for assistance. [Note: Army designates this as a “support relationship” instead of “mission.”]
BLST
DMT
“DMTs are assigned to the DMC in direct support to the AFSB / LSE / AFSBn commander and the Installation/Area."
UNCLASSIFIED

8. DMT Support/Interface to LSE Geographical Area
Report, coordinate and reach back to DMC
SBDE
CORPS/DIV/
BCTs AND SBDE'S
To sustain soldier proficiency SBDE
manage their RIC during ARFORGEN
ready phase based on assessment
of management capabilities
Distribution Management Team
Provides Support to:
DLA Support Representatives
SARSS 2A management
SARSS 2A Customer Service
Asset Visibility
Reports Analysis
CSSAMO
RESET and Readiness Management
Forward and coordinate
DLA item issues impacting
readiness
LSE Ops / LARs
ISR/LRR
BLST Teams
Field Logistics Readiness Center
DOL
LNOs
(Reset/LBE)
Interface with ISR in the following areas:
AMC Instl ASL Review Process ISO 3ID units
AWCF execution
Materiel Management Decision (MMD) File Actions
SSA Transfers and when assigned as 3ID Acct Officer
Provide detailed materiel management data requiring attention in areas of BCT readiness, SSA operations & transfer timeline ISO deployment, ORILs, supply performance, asset visibility ISO ASC LBE/Reset Programs
LSE Ops Cell
Readiness LAR
JMC Ammo LAR
ASC Supply LAR
AM LCMC LAR
TA LCMC LAR
CE LCMC LAR
STAMIS LAR
Perform and Provide weekly detailed readiness analysis data pulls ISO current jobs in LBE/Reset Programs that improve LCOP
Provide backup research for critical items after all other government sources are exhausted
Tactical /LBE / Reset Maintenance – Provide weekly detailed analysis of maintenance performance for jobs worked ISO LBE/Reset Programs; provide support and recommendations to improve LCOP
Supply Support Activity –Provide monthly supply performance against DA goals and analysis to improve operations
Ammo Mgt (as applicable)
Provide field level reset with validated data derived from LIW/ pulls vs local data to report most accurate LCOP to higher HQs
Provide LBE LNOs with LBE trends and solutions derived from data analysis comparisons from LIW and Instl service providers
Provide requested
materiel management analysis to resolve supply/
Readiness issues
When other sources
are exhausted
Provide readiness
LCOP for Field Reset
Items, as requested
DMT in Direct Support of LSE & Customers
UNCLASSIFIED

9. DMC Tools for Providing a LOG COP for Unit RESET
COP Way Ahead
DMC Tools for Providing a LOG COP for Unit RESET
Function
Current Tools
In Development
Supply
Maintenance
Funding
Contract Management
Data Support
Mobility
AEPS
WEBFLIS
DAASC
DOD EMALL
FEDLOG
LIDB
ILAP
SARSS
LIW
CCSS
PBUSE
SALE
My SSA
My Retrograde
GCSS Army
TOTAL
LOG COP
FOR
ARFORGEN
COP
LBE Visibility Tool
ARMT
My RESET Plans
LIW
BI Discoverer
CAVERS
Access Database
My Production Planner
032 Print
PBUSE/ARMT
FINLOG
FY Projections
Monthly Spend Plans/Execution
My Production Planner
PWS
Business Rules
GPMSS
Deliverables Matrix/QASP
LBE Reporting
Matrix
Task Function Matrixes
for all LBE Augmentation
Contracts
ARFORGEN Tracker
ARFORGEN Summary
ARMT
RESET Drilldowns
LIW Mirror Server
My Production Planner
LMP
WMMS-DOL
GTN
SMS
JOPES
RFITV
ETA
LIW
IRRIS
My Retrograde
CONUS-Focused BCS3
UNCLASSIFIED

10. ARFORGEN Integration Division
Who we are:
Provides a national tracking capability focused on the combat readiness of units in support of the ARFORGEN cycle, to include RESET and Left Behind Equipment maintenance readiness reporting and support.
What we can do for you:
Provide an overall ARFORGEN picture
Track the progress and status of CONUS based Active Duty and National Guard brigade equivalent units in RESET and LBE
Where we are going:
Provide visibility of all separate brigades and IBUs within the ARFORGEN process
Standardize the tracking of RESET and LBE items using the Maintenance Master Data File (MMDF) and Equipment Category Codes (ECC)
Develop Automated Common Operating Picture with LOGSA
Part of the bridge
to a Common
Operating Picture
UNCLASSIFIED

11. Readiness Integration Division
Who we are:
Provides a national materiel management capability focused on combat readiness of units in support of the ARFORGEN cycle through CLVII asset visibility and management support, maintenance management and readiness support (RESET support), and demand supported supply management.
What we can do for you:
Synchronize Field Level workloading and materiel management requirements with AFSBs, LCMCs and Service Providers for units in the ARFORGEN RESET cycle
Provide predictive analysis and parts forecasting to determine the impact on units’ overall Readiness
Determine Service Provider capacity and capability and their ability to produce on time, to standard and within cost
Where we are going:
Capabilities / Capacities Database – Web based, accessible by all users, updated monthly.
Standardized STAMIS and DODAAC configuration to capture valid data for LCOP.
CTASC responsible for all of CONUS including DOLs and TRADOC installations.
Provide valued analysis and track critical item / LIN shortfalls and potential sourcing solutions
Materiel Readiness
is part of the bridge to
a Common
Operating Picture
UNCLASSIFIED

12. SUPPLY BRANCH Who we are:
Provide CONUS based ASL and Materiel Management for 152 Supply Support Activities within CONUS. Performs operational planning, integration, and synchronization for demand supported (CLII, IIIp, IV, and IX) supply support. Performs SARSS 2/AC Customer Assistance, RIC_GEO and parameter management. Assimilates End to End logistics data and produces actionable Logistics Intelligence to Readiness and Material Managers in support of ARFORGEN. As required, leverages available distribution infrastructure IOT optimize pipeline flow to meet requirements/priorities.
What we can do for you:
Perform data queries and analysis to provide customer requested deliverables.
Provide subject matter expertise and training to DMC/DMT employees, and
Conduct analysis of supply capabilities and requirements and make appropriate recommendations to the Army Field Support Brigade/Logistics Support Element and the DMC staff.
Key Accomplishments:
Established an agreement between ASC and FORSCOM for SARSS 2AC/B materiel management by Sustainment Brigades in a Garrison environment with continuity of support during SB deployment.
Standardized SSA Parameters for optimal performance
Provide SSA Matrix for analysis of performance standards to DMTs and DOLs
UNCLASSIFIED

13. TSC/ASC Supply Materiel Management++ ++
TSC
DMC
Global ARFORGEN focus
Control CTASC parameters within CONUS
Manage CL II, III(P), IV, IX
Manage LBE ASL
Governing Board Member of Expert ASL Review Team
Coordinate with national providers
ASC
Theater focus
Control CTASC parameters
Manage all classes of supply except VIII & X.
Assist BSB to establish ASL
Coordinate with national providers
DMC
TSC, SPO, DMC
Supply Branch
ASC DMC
Supply Branch
ESC
ESC, SPO, DMC
Supply Branch
AFSB X
Installation focus
Conduct MRF Management
Assist SB in assuming “battle focused” materiel management functions in CONUS upon redeployment
Provide continuity of support during SB deployment
Area support focus
Manage & coordinate distribution
Conduct MRF Management
Perform selected SARSS-2A management functions
SUST
SPO
Supply Branch
DMT
AFSBn/
LSE II
BLST
BSB
SPO
BCT focused
Review Expert ASL recommendations
BCT focused
Conduct internal ASL reviews working with AMC ISR, and ASC oversight
Materiel Management
UNCLASSIFIED 13

14. DMC SARSS-2A Supported Unit Base DMC SARSS-1 Customer Support Base
406th – East
407th - West
404th – Pacific
Total
Tactical (Type Unit 3) 36 34 11 81
Non-Tactical (Type Unit 7) 26 19 5 50
Left Behind SSA (Type Unit 7) 3 8
DOL Coded Tactical 2
Corps Storage (Type Unit 6) 1
Training (Type Unit U)
Closing 4 6 70 66 16
152
UNCLASSIFIED

15. MAINTENANCE Who We Are: What We Can Do for You: Where We Are Going:
Our basic mission is to determine the current and future workload requirements at 31 installation DOLs,17 FLRCs, and numerous LCMC operations, to support units undergoing RESET and for ARFORGEN planning. This includes a workload planning group which consists of 18+ individuals in the DMC. They concentrate on preparing the workload. Their planning includes Left Behind Equipment, RESET of equipment from theater, and other outside requirements for these shops (ie. daily installation operations, mobilization / demobilization operations, and the National Maintenance Program).
What We Can Do for You:
Determine how and where the equipment can be repaired based on cost, performance and scheduling to meet War Fighter requirements.
Coordinate for a wide range of Special Repair Team (SRT) support.
Where We Are Going:
The ASC DMC is working with LOGSA to develop an automated workload planning system to give DMC personnel an intelligent and timely workloading decision support tool.
Project program funding for out years.
The workload planner provides for accurate ARFORGEN schedules, accurate shop capacity planning factors and variable "what if" modeling capabilities. The tool also has the ability to track maintenance costs down to the unit and project, and track and monitor shop and workload production. These capabilities would allow for the flexibility to move equipment to the SOR that can best service the customer.
UNCLASSIFIED

16. ARFORGEN Workloading LOGSA developing My Production Planner
Where We Are At
Where We Are Going
Developed standardized methods/processes – Workload Annex E to AMC ARFORGEN Order
Quarterly FY09 Workload Conferences with all AFSBs completed:
Densities
Source of Repair
Capacities
DOL/FLRC capability & capacity data resides in a DMC AKO site:
LOGSA developing My Production Planner
DOL/FLRC capability & capacity data will reside in LIW
UNCLASSIFIED

17. Cost / Return on Investment
DMC Analysis
Cost / Return on Investment
BACK
UNCLASSIFIED

18. Logistics Automation Who we are: What we can do for you:
Performs operational planning, integration and synchronization of Logistics Automation systems and functions. Supports logistics transformation and ARFORGEN by leveraging technology to allow more effective management with less assets.
What we can do for you:
Leverage automation while supporting the Army Logistics Automation Transition Plan
Key Accomplishments & Issues:
Working with LOGSA on the development of the ASC Production Planner (workloading and maintenance capacity tool).
Retire SAMS I/TDA and other Non STAMIS in DOLs and replace with WMMS-DOL / SAMS-I Enhanced
Establish an LIW(-) Mirror Server at RIA
Evolved into the key logistics fusion integrator customer for LOGSA, CASCOM and AMC.
Leverage automation from requirements determined with ARFORGEN COP
FINLOG is being modified to effectively manage financials.
- The Customer Assistance Section (CAS), DMC assumed responsibility of Standard Army Retail Supply System (SARSS) 2 A/C management previously performed by Forts Hood, Bragg and Monroe. This management has never been centrally managed and is now being done by the CAS for CONUS tactical and non-tactical supply support activities.
- LOGSA is developing a workloading and capacity forecasting application for the DMC to optimize equipment entering RESET. This application will help to streamline and improve efficiency that has not previously been done. Log Auto has also engaged the Logistics Innovation Agency (LIA), an agency of DA G4, to identify areas where LIA could employ their intelligent agent technology to assist.
- A recent contract modification to Financial and Logistical Database (FINLOG) will include the functionality to receive visibility and the status of all installation funds and execution of funds to effectively manage financials. Manual reviews of overstated obligation captured for FY07 were $18.3M, $4.7 for understated obligations. A cost avoidance realized by automating this manual review process is $13.5M.
UNCLASSIFIED

19. Asset Visibility Who we are: What we do for you:
Provide world-wide Class VII asset visibility / management support for readiness, RESET, and material management. Advises and assists with MACOM lateral transfer efforts to posture forces for the GWOT and national emergencies throughout the ARFORGEN cycle. We serve as a reach back capability for DMT A/V personnel in performance of their mission.
What we do for you:
Perform multiple data queries, generating multiple reports used in budget, RESET and ARCOP analysis.
Provide subject matter expertise and training on key Asset Visibility tools to “all” DMC/DMT employees, and monitor LBE ABF data from an A/V perspective.
Direct collaboration with FORSCOM and DA staffs in identifying existing property book issues.
Key Issues and Accomplishments:
Innovating all aspects of Property Accountability by using existing systems and systems on the horizon (i.e.; ARMT, LMP, GCCS-A, and the total SALE with ERP technology).
Established “core task” list for the performance of Asset Visibility within DMTs.
Instrumental in the establishment of SRT capabilities and procedures.
UNCLASSIFIED

20. Program Management Division
Who we are:
Collect, consolidate, and coordinate resource requirements; promote stewardship; centrally manage program execution of the Army’s above unit level Field Maintenance RESET and LBE Programs and forecast future requirements in support of unit readiness and ARFORGEN. Serve as DMC’s proponent for RESET Policy.
What we can do for you:
Provide cost factor analysis for workloading and budget requirements.
Coordinate distribution of funds to support the Field Maintenance RESET mission and LBE.
Establish Policy/Guidance/Business Rules
Institute common business practices and processes
Built out-year requirements
Validate customer requirements using business case analysis
Track key logistics/financial elements-cost, performance, schedule
Reconcile program management status with ASC G8
Key accomplishments:
Served as the ‘Integrator’ for business process development between the ASC/DMC, the LCMCs, and DLA for SARET parts collaboration
Forecast future requirements (modeling funds, repair parts, work-loading) in support of unit readiness and ARFORGEN schedules.
Establish policy, processes and procedures to promote stewardship and accountability.
Centrally manage program execution and tracking of the Army’s Field Maintenance Programs (above the unit level).
UNCLASSIFIED

21. Contract Management Division
Who we are:
Contract Management Division, DMC, is responsible for coordination and supervision of contracts associated with DMC missions world-wide on behalf of the applicable (Primary) contracting officers and the DMC. Responsibilities include actions specified in Contracting Officer's Representative (COR) and Contracting Officer's Technical Representative (COTR) appointment letters. This Division documents and reviews deliverables, reviews invoices and makes recommendations to the contracting officers regarding these matters as well as preparing quality discrepancy reports (QDR) for the contracting officers' determinations regarding corrective actions.
What we can do for you:
Responsible for assisting DMC Divisions in preparing statements of work, Quality Assurance Surveillance Plans (QASPs) and other documentation required for new acquisition actions.
Implement applicable QASPs and coordinate / recommend and advise all elements of the DMC and the contracting officers regarding contract actions across the spectrum of the DMC activities
Make available such deliverables and contract requirements necessary to the functions of the DMC, while directing the contractors in performance of their contractual commitments as approved by the contracting officers.
Key accomplishments:
N/A, Brand new!
UNCLASSIFIED

22. Mobility Division Who we are: What we can do for you:
Supports a national materiel management capability focused on the ARFORGEN cycle by providing In-Transit Visibility (ITV), liaison with USTRANSCOM and other DoD Transportation Agencies, and Mobility Liaisons to Ports of Embarkation and Debarkation, as required. Provides OCONUS Travel Clearance and Orders Processing, Contract Assistance for ASC Direct Procurement, and manage the Army Flat Rack Program.
What we can do for you:
Army-wide visibility of equipment movement
Equipment movement tracking via Combined Movement Report (CMR)
Provides AMC cargo in-transit visibility (ITV)
Query movements via the Defense Transportation System (DTS)
Process/approve Commercial Bill of Laden (CBL) for material movements
Process/approve OCONUS clearance for ASC/JMC
Where we are going:
Establish the assignment of a Modular Movement Control Team (MCT) to ASC to support CONUS movements of AMC cargo and worldwide ITV of AMC movements.
Expand to include analysis on the planning and execution of movements of AMC cargo (Metrics).
Where we are going:
Establish the assignment of a Modular Movement Control Team (MCT) to ASC to support CONUS movements of AMC cargo and worldwide ITV of AMC movements.
The Commander provides supervision of the Civilian TDA personnel, serves as the COR for contracted requirements and is appointed Transportation Officer in order to validate and procure commercial transport, as required. As a Modular MCT they will have the capability to deploy elements simultaneously to transportation nodes, as required.
Assign 1 O-4/O-5 as the ASC Trans Officer and 1 88N40 as the ASC TRANS NCOIC to serve as the ASC Transportation Advisor to the DMC Chief on the planning and execution of movements of AMC cargo. Provides supervision of the MCT.
UNCLASSIFIED

23. Summary
DMC is providing materiel management and asset visibility support; role is evolving
DMC has capabilities Units need to leverage for mission success
DMC is the project manager for RESET and LBE
UNCLASSIFIED