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Director CW5 Ramosbarbosa give guidance and mentorship to CW2 Reagan from the 1-507th, Echo Company, Fort Moore, GA. The ADRST was able to identify verbiage misinterpretations with TACOM ILSC, saving thousands of man hours wasted on T-11s in-processed for the Basic Airborne Course.
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The Aerial Delivery Readiness and Safety Team (ADRST) has witnessed firsthand how sustainment warfighting systems are evolving to meet the challenges of modern combat environments. Aerial delivery, a cornerstone of the Army’s sustainment strategy, must undergo significant transformation and convergence to address inefficiencies, integrate advanced capabilities, and ensure seamless support to operational forces.
The ADRST is uniquely positioned to drive this transformation. Through assessments, training, and modernization efforts, we work to enhance readiness and operational capabilities across the aerial delivery community. This article outlines the challenges we face, the innovations we have introduced, and the achievements that position aerial delivery as a critical enabler in multidomain operations (MDO).
Our assessments reveal that aerial delivery units face systemic challenges that hinder their effectiveness. These include infrastructure deficiencies, critical equipment shortages, and gaps in training and leadership.
The state of facilities is a recurring issue that directly impacts operational readiness. Many units operate in outdated or inadequate facilities that need more space and resources for efficient operations. For example, the absence of shake-out/drying towers at key locations complicates parachute maintenance, while insufficient storage space limits the capacity to manage critical supplies. We have assessed many units operating out of repurposed facilities, ranging from former dental facilities to old motor pools. None is ideal for parachute packing, maintenance, or cargo-rigging operations. One facility requires riggers to extend the cargo parachute outside to complete the packing process.
Facility improvements are not just a logistical necessity — they are a prerequisite for ensuring the safety and effectiveness of our personnel. Inadequate infrastructure creates a ripple effect, reducing operational efficiency and morale, and creating an uphill battle for commanders when trying to improve a once-abandoned facility with Wi-Fi, which is needed to use mobile asset tracker-automated parachute management (MATAPM). While challenges remain, there have been notable successes in addressing facility deficiencies. New rigging facilities and storage solutions have enhanced the operational capabilities of key units, providing a model for future improvements.
Modernizing facilities is essential to maintaining readiness. Projects that address storage limitations, upgrade rigging capabilities, and improve safety systems must be prioritized to support current and future operations.
Aging equipment and life-cycle management issues are among our most pressing challenges. The backlog in replacing parachute systems and the need for specialized equipment, such as altimeter chambers, create vulnerabilities in readiness. Equipment that fails to meet modern standards risks operational failures, which can have dire consequences in high-tempo environments.
Aerial delivery equipment has been managed via spreadsheets from the unit to the enterprise level. Until 2009, all aerial delivery equipment was classified as Class II durable until the T-11 and MC-6 parachute systems were implemented as Class VII. The reclassification added new layers to life-cycle management for the aerial delivery community. The initial fielding of the systems is about to reach the end of its life cycle, and trying to manage the fleet rebuy is an immense task for our item specialists and managers. A comprehensive approach to managing the life cycle of aerial delivery equipment will reduce backlogs and enhance readiness. This includes accelerating procurement processes and ensuring that units have access to modern, reliable equipment. The complexity of maintaining and certifying aerial delivery equipment requires a streamlined approach to life-cycle management. Addressing these gaps with systems such as MAT-APM is critical to sustaining operational capability.
Our assessments consistently highlight gaps in training for critical skills such as static line pack operations and container delivery system rigging. These training deficiencies are compounded by personnel shortages, particularly in leadership roles. During the brigade-centric Army in the 2000s, there was a gap between air delivery planners and sustainment brigade staff. An initiative was set in motion to position chief warrant officer three (CW3) 921A Airdrop Systems Technicians on all sustainment brigade staffs to fill the gaps until enough logistics officer graduates from the Aerial Delivery Material Officers Course were developed to fill the staff positions.
Placing the CW3 921As at the brigade level, which included nonairborne brigades, created a gap in the aerial delivery rigging facilities and impacted the experience of our CW3s. Due to the highly technical nature of aerial delivery operations, the advancements in equipment and its rapid fielding, and placing the most experienced airdrop technicians on brigade staff, experience across the field quickly degraded. Through our assessments, we have identified that in facilities with warrant officer one (WO1)- and two (CW2)-level airdrop systems technicians, there is an average score of 70%. In facilities with CW3 921As, there is an average score of 90%. Several units have achieved commendable scores in recent evaluations, reflecting their commitment to excellence. These results testify to the effectiveness of targeted training and the implementation of best practices.
Leadership challenges extend beyond vacancies or senior technicians. Cultural and organizational issues in some units hinder the development of cohesive teams. As the ADRST, we emphasize the importance of strong leadership in fostering a culture of accountability and excellence. Leadership remains a critical component of unit effectiveness. We can address cultural challenges and build cohesive, resilient teams through mentorship programs and targeted leadership training.
One of the core functions of the ADRST is conducting thorough assessments of aerial delivery units across all components. These evaluations go beyond identifying shortcomings; they provide actionable insights that enable units to improve. We track trends and identify systemic issues by leveraging data analytics. We have identified gaps in technical doctrine work packages for in-process inspectors and work packages for quality assurance/quality control (QA/QC). In the past, the field relied on experience being mentored downward. However, with the CW3s on staff, the CW2s are left to fend for themselves. Many do not have the experience to qualify their NCOs on in-process inspections or the knowledge to conduct QA/QCs properly.
Our work includes analyzing airdrop malfunction reports and sharing lessons learned across the community. This continuous feedback loop to professional military education for the warrant officer basic and advanced courses and the NCO education system ensures that units have access to the latest best practices and are equipped to address emerging challenges.
The ADRST is committed to elevating the proficiency of aerial delivery personnel. Our targeted training programs address technical skills and leadership development, ensuring that units are prepared to meet the demands of modern operations. In addition to engaging enterprises for solutions, we also provide on-the-spot coaching and mentoring during our assessments. We ensure the facility subject matter expert knows how to conduct parachute QA/QC and the proper way to qualify their NCOs on in-process inspection duties. Training programs must evolve to meet the demands of MDO. By incorporating advanced techniques and expanding access to specialized certifications, we ensure that personnel are equipped to handle the complexities of modern aerial delivery operations.
Credentialing initiatives further enhance our efforts. By standardizing qualifications and providing advanced training opportunities, we ensure that personnel are capable and confident in their abilities. This approach fosters a culture of professionalism and excellence across the aerial delivery community.
Over the past year, the aerial delivery community has made significant progress, largely thanks to the collaborative efforts of the ADRST and our partner organizations. These achievements demonstrate the resilience and adaptability of our personnel in overcoming challenges and driving innovation. The ADRST works closely with Headquarters, Department of the Army, G-44(S) - Supply Directorate to ensure policy is being updated, and with the Airborne and Aerial Delivery, Safety, Training, Readiness, Assistance Program; U.S. Army Reserve; 1st Special Forces Command; and U.S. Army Special Operations Command’s aerial delivery teams to ensure we are on one standard and are driving toward the same goal. The ADRST has played a central role in sharing lessons learned through forums, summits, and collaborative engagements. These efforts ensure that insights gained in one unit are disseminated across the community.
The ADRST is dedicated to evolving aerial delivery in alignment with the Army’s strategic priorities. By working closely with all Army components and engaging with joint and allied partners, we ensure aerial delivery operations are fully integrated into the broader sustainment framework.
As the deputy director of the ADRST, I have seen how transformation and convergence reshape sustainment warfighting systems. Aerial delivery exemplifies the potential of these strategies, combining innovation with operational excellence to support the Army’s mission.
While challenges remain, our progress demonstrates the aerial delivery community’s resilience and adaptability. By addressing infrastructure and equipment gaps, enhancing training and leadership, and leveraging modern tools such as MAT-APM, we are setting a new standard for readiness and effectiveness.
The road ahead requires continued collaboration, investment, and innovation. As we move forward, the ADRST will remain at the forefront of these efforts, ensuring that aerial delivery continues to be a catalyst for success in MDO and beyond.
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Frank Badalucco is presently the deputy director of the Aerial Delivery Readiness and Safety Team at the Aerial Delivery and Field Services Department (ADFSD), Fort Gregg-Adams, Virginia. Previously, he was a senior airdrop advisor and an aerial delivery technical writer for ADFSD. During his tenure as a technical writer, he was responsible for monitoring and conducting initial analyses of aerial delivery malfunctions and incidents.
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This article was published in the spring 2025 issue of Army Sustainment.
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