General Odierno to Honor 36 Army Logistics Units In September 10th Ceremony At the Pentagon
August 29, 2014
Thirty-six U.S. Army logistics units will be honored at the Pentagon at 9 a.m. on Wednesday, September 10, at the 10th Annual Chief of Staff of the Army's Combined Logistics Excellence Awards (CLEA) ceremony. Chief of Staff of the Army General Raymond T. Odierno and Acting Deputy Chief of Staff for Logistics Ms. Kathleen S. Miller will speak at the ceremony and recognize the winners for excellence in deployment, supply, and maintenance. The ceremony will be carried live on DoD News http://www.defense.gov/live.
The 36 units are stationed in 17 states, and four overseas locations. The honorees are from the Active Army, Army Reserve, and National Guard, and went through a rigorous program to be considered for this award.
Several honorees were involved in logistics operations related to moving equipment out of Afghanistan. Others are being honored for ensuring readiness, having near perfect maintenance and property records, improving customer wait time, flawlessly managing clothing records, successfully implementing the Army's new logistics information system -- GCSS-Army, saving the Army money by re-allocating equipment as part of the Chief's Campaign on Property Accountability, and implementing recycle programs resulting in significant cost savings to their states.
At the ceremony, three of the 36 logistics units will be named the best programs in the Army. These units scored the highest during the annual competition.
To compete for the awards, Army Commands nominated one or more of their units based on published guidelines and regulations. Evaluators from the U.S. Army Transportation, Ordnance, and Quartermaster Centers, augmented by Army National Guard and Reserve Soldiers traveled worldwide to conduct on-site evaluations of the units nominated by their Commands.
For media interested in attending, please contact Tai Akiwowo at (703) 697-6666 email@example.com or MAJ Charlene Lamountain at (703) 697-5662 at Charlene.firstname.lastname@example.org.
Deployment Excellence Awards
1. Alpha Company, 307th Expeditionary Signal Battalion, Helemano Military Reservation, Oahu, Hawaii
(Active Army Deploying Unit)
The company planned, rehearsed, and aggressively executed the many events and tasks required to effectively and efficiently deploy 73 pieces of equipment and 112 personnel from Helemano Military Reservation, Hawaii, to 23 different sites across Afghanistan. They did this with only six months of warning and without any recon or pre-deployment site survey trips.
2. 39th Transportation Battalion (Movement Control), Kaiserslautern, Germany
(Active Army Supporting Unit)
The area of responsibility for the 39th Transportation Battalion includes four countries with seven active duty Army units. It also is responsible for 15 Branch Movement Control Teams. The battalion handled incoming and outgoing support for Unified Endeavor 13-1, KFOR 13-14, 173rd ABCT, 33rd INF BN (Georgian), 31st INF BN (Georgian), 2nd SCR, 54th EN, 615th MP and other Army units and elements of the Marines and Navy at the Nuremberg International Airport. They coordinated for 255 buses and 43 military security vans to receive 8,628 PAX and their personal baggage arriving on 62 flights. For outgoing personnel, 132 buses and 24 military security vans were ordered for 33 flights that transported 5,400 PAX and their personal baggage. The battalion also assisted in a 21st TSC mission at MK Air Base, Romania's Multi-Modal Cargo center. Soldiers processed 39 inbound and 41 outbound flights during 41 days, totaling 6,188 personnel and more than 400 short tons of equipment in support of the war in Afghanistan.
3. 993rd Transportation Company (Palletized Load System), Palatka, Florida
(Army Reserve Deploying Unit)
The company successfully prepared, trained, and deployed 169 soldiers to Afghanistan from October 2012 through July 2013. The unit, split between two locations in Central Florida, was cross-leveled with Soldiers from 11 Southeastern states. The 993rd ordered and shipped $3.8 million worth of equipment, personnel belongings, and vehicles to its training locations to be utilized during pre-mobilization training and to be shipped down range for the mission. Its pre-mobilization training sites included Ft. Jackson, South Carolina; Ft Hunter-Liggett, California; and Ft Hood, Texas. The process of moving equipment, getting it labeled, and tracking it was challenging. There were multiple variances of trucks needed; some were shipped from home station and some from different Equipment Concentration Sites to Fort Hood to be shipped prior to the unit's departure.
4. 875th Engineer Company (Horizontal), North Wilkesboro, North Carolina
(Army National Guard Deploying Unit)
The company deployed 160 Soldiers and 1,164 pieces of organizational equipment valued at $22 million, and 75 tri-wall containers to Camp Arifjan, Kuwait. Its mission was to help construct Camp John Pratt, an 880-acre, $40-million retrograde facility designed to process all equipment leaving Afghanistan through the Northern Distribution Network. Prior to deployment to Kuwait, the 875th required an additional 45 pieces of heavy engineer and hauling assets for the unit's mobilization training exercises at Ft. Bliss. The unit successfully coordinated load and weighing assets to load the engineer equipment onto civilian line haul trucks and prepared all of the necessary movement requests through the North Carolina state movement coordinator.
5. Fort Hood Logistics Readiness Center, Fort Hood, Texas
(All Army Installation)
The center successfully conducted deployment operations for 60,653 Soldiers from 478 units from the Active, Reserve, and National Guard. The span of command and control at the installation railhead, line haul truck facilities, and the A/DACG was far more extensive than any other Power Projection Platform in the Army. The ITO shipped a total of 4,743 pieces of equipment on 2,803 railcars utilizing more than 120 trains. Additionally, they planned and coordinated the movement of 7,275 short tons via strategic air assets for deploying and redeploying units. The dedication with which these personnel carried out their tasks in a very demanding environment was outstanding.
Supply Excellence Awards
6. Echo Company, 1st Battalion, 1st Air Defense Artillery, Okinawa, Japan
(Active Army, Level I (A), Modified Table of Organization and Equipment, Company Supply)
SSG Chavez and his supply operation team was simply the best. The supply and arms rooms were very organized and spotless. All procedures were in place and there was no deviation from regulatory requirements. The team was knowledgeable on the Command Supply Discipline Program and had outstanding command support.
7. Headquarters and Headquarters Company, 42nd Military Police Brigade, Joint Base Lewis-McChord, Washington
(Active Army, Level I (B), Modified Table of Organization and Equipment, Brigade/Battalion)
The section was very organized and professional and displayed the team concept during the evaluation. SGT Hansen is very well versed in all supply operations from company to brigade. Her Government Travel Card Program was one of the best, as was the quarterly low density training.
8. 7th Army Non-Commissioned Officer Academy, Grafenwoehr, Germany
(Active Army, Level II (A), Table of Distribution and Allowances, Small)
SSG Osa and her team was impressive. Their commitment to excellence through extraordinary property management and support to the Soldiers and civilians speaks volumes to the dedication that the Academy has to accomplish the mission without fail.
9. 2nd Engineer Brigade, Joint Base Elmendorf-Richardson, Alaska
(Active Army, Level III (A), Modified Table of Organization, Property Book Operations)
The Brigade's Property Book Office demonstrated superb Command Supply Discipline, particularly as the Brigade was in the process of deactivating battalions and a major realignment. The Brigade established a consolidated Property Book Office to keep everyone operating in sync as the changes were being made.
10. 403rd Army Field Support Battalion -- Northeast Asia, Camp Carroll, Korea
(Active Army, Level III (B), Table of Distribution and Allowances, Property Book Operations)
CW2 Rahming and his team are remarkable. They maintained 100 percent accountability of all authorized property. All required inventories were conducted on time, and they had an excellent Government Purchase Card program. They also had a superb emphasis on the Campaign on Property Accountability.
11. 602nd Brigade Support Company, 201st Battlefield Surveillance Brigade, Joint Base Lewis-McChord, Washington
(Active Army, Level IV (A), Modified Table of Organization and Equipment, Supply Support Activity)
The Supply Support Activity layout and appearance was superb, enhancing the company's ability to process receipts. They were able to reduce the number of times an item was handled, thereby improving customer wait time.
12. 403rd Army Field Support Battalion -- Northeast Asia, Camp Carroll, Korea
(Active Army, Level IV (B), Table of Distribution and Allowances, Supply Support Activity)
The team handled Class IV vehicles and Class IX repair parts stocks superbly. The workforce was knowledgeable, disciplined, and very responsible with Army property.
13. 351st Tactical Psychological Operations Company, Fort Totten, New York
(Army Reserve, Level I (A), Modified Table of Organization and Equipment, Company Supply)
The company's Supply Sergeant and other team members enthusiastically supported the execution of the Army's Campaign on Property Accountability. The entire organization was instrumental in monitoring efficiency standards.
14. Equipment Concentration Site 86, Fort Meade, Maryland
(Army Reserve, Level II (A), Table of Distribution and Allowances, Small)
The unit developed outstanding procedures and policies to support units for submission of storage space requests and temporary loan of stored equipment with expertise. The unit demonstrated adequate planning and strict adherence to policies and procedures.
15. 313th Medical Company, Lincoln, Nebraska
(Army National Guard, Level I (A), Modified Table of Organization and Equipment, Company Supply)
SSG Chambers and her team were impeccable. They made sure that all hand receipts and inventories were conducted and signed in a timely manner; PFC Taylor did an outstanding job on managing clothing records and maintaining the arms room.
16. Headquarters, 209th Regional Training Institute, Ashland, Nebraska
(Army National Guard, Level II (A), Table of Distribution and Allowances, Small)
The unit demonstrated a high quality of work and tremendous effort in the areas of maintenance and supply readiness. Command supply discipline is truly established and enforced in this unit.
17. Headquarters, 347th Regional Support Group, Roseville, Minnesota
(Army National Guard, Level III (A), Modified Table of Organization and Equipment, Property Book Operations)
The Property Book Office executed all regulatory requirements with accuracy and attention to detail. The Property Book officer was well organized in managing inventories and following the Army National Guard procedures in all logistical matters.
18. U.S. Property and Fiscal Office, Central Issue Facility -Hawaii Logistics Division, Honolulu, Hawaii
(Army National Guard, Level III (B), Table of Distribution and Allowances Property Book Operations)
The team displayed outstanding procedures and policies pertaining to the operation and organization of the Central Issue Facility. Their efforts provided Organization Clothing and Individual Equipment Record items in support of the entire state of Hawaii.
19. U.S. Property and Fiscal Office -- Nebraska, Lincoln, Nebraska
(Army National Guard, Level IV (B), Table of Distribution and Allowances, Supply Support Activity)
Despite having a constrained facility, the team superbly supported a large customer base in Nebraska. Their internal standard operating procedures cross walked their supply information systems into one network to check, track, and trace data.
20. Service Company, 5th Battalion-7th Air Defense Artillery, Rhine Ordnance Barracks, Kaiserslautern, Germany
(Global Combat Support System-Army, Best Performing Award)
After several years in development, the Army began fielding the Global Combat Support System (GCSS-Army), and for the first time is awarding a unit for its outstanding implementation of the system. These Soldiers, who have operations split between Germany and Turkey (where they assist the Turkish government in protecting civilians from foreign missile threats), did an outstanding job of bringing GCSS-Army on-line. As a result, they have improved readiness, accountability, and the ability to be financially audited.
Maintenance Excellence Awards
21. Anniston Army Depot, Anniston, Alabama
The depot is celebrated as the "The Tank Rebuild Center of the World" but it is quickly becoming recognized for its capability to build like-new vehicles. The Assault Breacher Vehicle (ABV) is an M1 Abrams tank chassis outfitted with a mine plow and specially designed turret system created on the installation. Warfighters know the ABV as the "Shredder" since it clears pathways through minefields, roadside bombs, and Improvised Explosive Devices. The ABV provides Warfighters protection and allows them to clear a safe pathway for tanks and other vehicles through dangerous ground. Thanks to the outstanding support provided by the Depot, the Army maintained a 95 percent readiness rate for the ABV while deployed to Afghanistan. The Depot also demonstrated it had the ability to produce a reliable high-quality product in support of national security.
22. Echo Company, 2nd Battalion, 2nd Aviation Regiment, Seoul, Korea
(Active Army, Modified Table of Organization and Equipment, Small)
The evaluation team looked at the unit in the field, but the unit conducted its mission as if it were in garrison, which impressed the judges. The unit performed excellent maintenance on its aviation and ground equipment. The Soldiers were very enthusiastic, and their chain of command was totally involved with the maintenance programs.
23. 333rd Signal Company, Camp Buckner, Okinawa, Japan
(Active Army, Modified Table of Organization and Equipment, Medium)
This unit's chain of command was very involved with the maintenance programs. Soldiers knew their responsibilities. The Arms Room and the Chemical, Biological, Radiological, and Nuclear Room were well organized and the Soldiers responsible for these areas were very well-versed in their operations. All of the Soldiers knew their mission and were enthusiastic and eager to learn more.
24. 24th Military Intelligence Battalion, 66th Military Intelligence Brigade, Wiesbaden, Germany
(Active Army, Modified Table of Organization and Equipment, Large)
The organization had a very well organized maintenance management operation. Its dispatching procedures and Quality Assurance/Quality Control program were very organized. The unit's leadership was involved with command maintenance and it was evident during the on-site evaluation.
25. 1st Military Intelligence Battalion (Aerial Exploitation), 66th Military Intelligence Brigade, Wiesbaden, Germany
(Active Army, Modified Table of Organization and Equipment, Aviation)
This unit had a well organized Command Maintenance Program. The leadership was heavily involved with the maintenance program. Commanders along with their Soldiers were very knowledgeable in the Preventive Maintenance Checks and Service procedures and performed them without flaw.
26. Army Field Support Battalion -- Northeast Asia, Camp Carroll, Korea
Active Army, Modified Table of Distribution and Allowances, Large
As in last year's competition, this organization was once again well versed in its maintenance operation. Its Standard Operating Procedure was very well written, and every portion of it was followed. Everyone knew their responsibilities and carried them out with precision. This organization had an excellent Lean Six Sigma program, and it is constantly finding ways to improve processes. Every member of the organization takes pride in their daily activities. This year the organization identified ways to streamline its manpower assets resulting in millions of dollars being saved while continuing to maintain a high operational readiness rate during high tempo missions.
27. Equipment Concentration Site #125, Fort Bragg, North Carolina
(Army Reserve, Table of Distribution and Allowances, Small)
The organization had a very well organized safety program. Its Army Maintenance Management System section was very well-versed in maintenance management. The tool room was well organized and accountability was well managed. The supply clerk was very well versed in her operation and the supply section was organized and well maintained. Inventories were being performed and locations were well marked. The entire organization was totally motivated and proud of its maintenance programs. The leadership and workforce worked well together and were very well synced with the entire operation.
28. Forward Support Company, 153rd Engineer Battalion, Parkston, South Dakota
(National Guard, Table of Organization and Equipment, Small)
The battalion's Equipment Readiness rate exceeded the Army's Standard. Its Supervised Preventive Maintenance Checks and Services program was exceptional.
29. 1073rd Support Maintenance Company, Greenville, Michigan
(National Guard, Table of Organization and Equipment, Medium)
The company scored the highest of all Army National Guard combat ready units. Its training program and Supervised Preventive Maintenance Checks and Services program were outstanding.
30. 108th Special Troops Battalion, Chicago, Illinois
(National Guard, Table of Organization and Equipment, Large)
The Battalion's Hazardous Waste Management Program was among the best in the Army National Guard. The unit's non-commissioned officers were the back bone of the organization.
31. Combined Support Maintenance Shop -- North Dakota, Devils Lake, North Dakota
(National Guard, Table of Distribution and Allowances, Small)
The organization's recycle programs resulted in significant cost savings to the state. The supply management program was noteworthy and also displayed significant cost savings.
32. Combined Support Maintenance Shop #1, Indianapolis, Indiana
(National Guard, Table of Distribution and Allowances, Medium)
The unit's safety and quality control was the best in the Army National Guard. Its success was displayed by the total team concept for attention to detail and perfection.
33. Joint Forces Headquarters -- Surface Maintenance Manager -- Missouri, Jefferson City, Missouri
(National Guard, Table of Distribution and Allowances, Large)
The organization's Maintenance Standard Operating Procedures were noteworthy. The highly skilled and trained technicians' job performance was evident in the exceptional high equipment readiness rate for the supported units in the state.
34. Busan Storage Center, Busan, Korea
(All Others, Small)
The organization had an outstanding maintenance operation. Its maintenance documents were accurate and up-to-date. The supply section was organized and clean, and the employees were proud to display their area. The vehicle maintenance section, although small, maintains services and unscheduled maintenance with no flaws. Its safety program was flawless, as was its tools and test equipment.
35. Fleet Management Expansion -- Fort Sill, Fort Sill, Oklahoma
(All Others, Medium)
The organization's maintenance management operation was very well organized. Its driver's sustainment training was excellent. Its safety program was identified as the best throughout the Active Army. The organization also had the best man-hour accountability of all the units evaluated. Tool room management and accountability was excellent; and the Hazmat section was identified as having outstanding accountability and control of hazardous material.
36. Materiel Support Center -- Korea, Camp Carroll, Korea
(All Others, Large)
The organization's mission was extremely large, but its operations in each of its areas was being managed and performed like clockwork. This organization worked on sophisticated equipment and missions that seemed impossible to achieve, and it made it look like a well oiled machine. Every person knew his or her roles and what needed to be accomplished to complete the daily missions with success.
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