Thirteen new JMC employees pose inside the JMC display room after completing the three-day AMPED training.
1 / 2 Show Caption + Hide Caption – Thirteen new JMC employees pose inside the JMC display room after completing the three-day AMPED training. (Photo Credit: U.S. Army) VIEW ORIGINAL
Col. Todd Burnley provides opening remarks and welcomes new JMC employees during the recent AMPED session.
2 / 2 Show Caption + Hide Caption – Col. Todd Burnley provides opening remarks and welcomes new JMC employees during the recent AMPED session. (Photo Credit: U.S. Army) VIEW ORIGINAL

Joint Munitions Command continues to invest in its greatest assets, people, from the beginning of their career to the end. Aligning with the Human Capital Strategic Plan and the Army People Strategy to focus on people, professional development, and leadership, JMC successfully executed a week of Achieving Maximum Professional Employee Development Program that on-boards, acculturates, and immediately connects new employees to the organization, mission, senior leadership, and people.

AMPED is a multi-day program, where new hires learn about JMC’s ammunition mission and core competencies (produce, store, distribute and demilitarize), the ammunition life-cycle and munitions commodities, and how, in their new positions, they will support the JMC mission to meet Joint Warfighter requirements. Subject matter experts develop the course material, with quarterly reviews, ensuring that content is always current and relevant in an ever-changing environment.

JMC Chief of Staff, Col. Todd Burnley, provided opening remarks to the latest cohort, saying, “Our people are our strategic advantage. Your training and leader development is essential to us achieving mission success.” He also explained the core competencies of JMC, and the importance of cultural pillars and networking in the classroom to connect with others and the munitions mission.

Critical components of AMPED training include an overview of the JMC mission, learning about the many ammunition commodities, training and professional development, personnel management, JMC’s cultural pillars, and how to get involved with stepping stone projects.

“We want all new JMC employees to feel welcome and included,” said Norbert Herrera, deputy chief of staff, Human Resources. “Kicking off their JMC career with AMPED is just one way we do that,” he said. JMC leaders want AMPED participants to walk away understanding where they fit into the Army, Army Materiel Command (JMC’s higher headquarters), and JMC, and gain trust and confidence in the organization as the Department of Defense’s premier munitions provider.

Lori McFate, JMC public affairs specialist, introduced the AMPED participants to the Department of Defense mission, its services and combatant commands, and the important munitions work being done every day by JMC to ensure the Joint Warfighter receives the right ammunition, at the right time, in the right place.

“Take this opportunity to network with each other and each of the SME’s presenting this week,” said McFate. “Munitions matter; you can see that in our nested priorities of people, readiness, and modernization.”

The Joint Munitions Command produces small, medium, and large-caliber ammunition items for the Department of Defense. JMC is the logistics integrator for life-cycle management of ammunition and provides a global presence of technical support to U.S. combat units wherever they are stationed or deployed. JMC’s logistics operation is unique to the Department of Defense and its industrial base is an important asset in supporting the warfighter. To learn more about JMC and its subordinate Army installations, visit https://www.jmc.army.mil/.