The Army Equipping Strategy- Lines of Operation
SENIOR LEADERS ARE SAYING
"As we determine who can be sent and what we can do to help, our thoughts and prayers are with the people of Haiti. We're proud to be part of the continuing tradition of helping our neighbors through humanitarian efforts on behalf of the Army and the nation."
- Maj. Gen. James L. Hodge, commanding general, Military Surface Deployment and Distribution Command
Army transportation and logistics experts reach Haiti
WHAT THEY'RE SAYING
"The battlefield continuously changes, and NCOs are required to adapt and overcome accordingly. With most NCOs working in positions that are usually one or two grades above their own, (the transformations are) very beneficial."
- Sgt. 1st Class Gloria Cain, the NCO Academy maintenance branch chief, believes the transformations - for both the small group leaders and new courses - help prime NCOs for their service downrange through the practical, hands-on exercises
NCO Academy transformation improves training, education
The Army Equipping Strategy- Three Lines of Operation
What is it?
The Army's Equipping Strategy describes the Army plan to achieve equipment balance across the force while engaged in persistent conflict. The Strategy encompasses three major lines of operation. The first is Army Force Generation Model (ARFORGEN) based equipping: As units move through the Army Force Generation (ARFORGEN) cycle-Reset, Train/Ready, and Available-their mission changes, as do their equipment requirements. The other two lines of operation are Managing Friction and Building Enduring Readiness.
What has the Army done?
ARFORGEN-Based Equipping is the main effort. ARFORGEN divides the process into three phases or force pools: Reset, Train/Ready and Available. What this means is that Soldiers in each force pool have different missions and different equipment requirements. For instance, in Reset, the mission is to restore the equipment and in Train/Ready, a Soldier's mission is to train and get ready to deploy. The missions are different and in turn have different equipment requirements.
The second line of operation addresses Friction. Friction is caused by having a significant percentage of Army equipment unavailable because it is either in transit or in reset. Friction is unavoidable, but it can be minimized and managed. The Army manages Friction by procuring enough equipment to meet ARFORGEN needs and compensating for high usage rates and combat losses, knowing where equipment is at all times, controlling the equipment it has in sets, ensuring equipment accountability, and managing the Reset process and life-cycle management better to improve sustainment and return equipment to Soldiers.
Building Enduring Readiness is the third line of operation. To build enduring readiness, the Army must continually adjust equipping goals and guidance. This allows the Army to bring resources into alignment with ARFORGEN-Based Equipping. To transform the Institutional Army, the Army must focus on management policies and structure. The Army must continuously examine new and existing requirements, review requirements based on unit missions-not just unit design, update old policies and procedures that do not support an ARFORGEN Army, update reporting procedures to provide a more accurate picture of a unit's readiness status-all while maintaining the ability to "surge" forces rapidly when necessary.
Why is this important to the Army?
The Army Equipping Strategy provides an affordable means to ensure Soldiers operating within ARFORGEN have the right equipment amounts, types, and modernization to meet their mission requirements-whether in combat, training for combat, operating as part of the generating force, or conducting homeland defense and Defense Support to Civil Authorities missions.
Army Equipping Strategy
STAND-TO! Edition, Sept. 4, 2009:The Army Equipping Strategy- Equipping an ARFORGEN-Based Army
ABOUT THE ARMY
- Army Secretary, Chief of Staff lay out 2010 goals for senior NCOs (The U.S. Army)
- U.S. Army Africa adds two general officers (Stars & Stripes)
- Cobra Gold 2010 to build on 29 years of dynamic training (The U.S. Army)
- Eliminating stigma key to suicide prevention (The U.S. Army)
- A new course: Resilience school to open on Fort Jackson (The U.S. Army)
- Resiliency training may help PTSD problems: Program looks to prevent emotional icebergs (El Paso Times)
- Editorial: Fort Bliss: High-tech systems help soldiers (El Paso Times)
- Fort Sill officially opens Air Defense Artillery School with first class (The U.S. Army)
- Robert Gates is heading to Pakistan (The Foreign Policy)
- Yemen in talks for surrender of cleric (Wall Street Journal)
- Obama shifts U.S. focus from Iraq to Afghanistan early in presidency (Voice of America)
- U.S. war on militancy hits Pakistan economy: Zardari (Reuters)
- Opinion: For Pakistan, no turning back from reform (Washington Post)
- Three-star general to head U.S. relief in Haiti (Wall Street Journal)
- Army transportation and logistics experts reach Haiti (The U.S. Army)
- 82nd Airborne Soldiers Begin Haiti Deployment (United States Southern Command)
- Military 'working feverishly' to help Haiti (The U.S. Army)
- Pentagon steps up talks on ending 'don't ask, don't tell' (New York Times)
- Thousands of vets get bad tax data in mail (Newport News Daily Press).
- Handling of Ft. Hood shooting suspect could bring discipline (Los Angeles Times)
- Haiti quake aid effort hampered by blockages (BBC)
- Haiti earthquake: Looting starts as frustration and anger boils over (The Guardian)
- New face of terrorism? FBI releases age-enhanced picture of Osama bin Laden (London Daily Telegraph)
- U.K. plans 'trust fund' to woo Taliban fighters (The Guardian)
- Deadly blast hits Afghan market (Al Jazeera)
- CIA drone strike missed Mehsud, say Pakistani Taliban (The Guardian)
- DPJ touts Afghan civilian aid (Japan Times)
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