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fi~ ifi DM INTERNATIONAL, INC.PENINSULA CENTER II825 DILIGENCE DRIVESUITE 200NEWPORT NEWS, VIRGINIA 23606

(804) 596-6843

INTELLIGENCE AND ELECTRONICWARFARE (lEW) STREAMUNING

PROJECT

Volume IIIReference Documentation (Part 2)

September 1, 1992

DTICS ELECTE

NOV 2 9 1993

______ AThis do~um.=rtaa L :,e: .. ,:for publi: ;e .• : -'distr9.but. 9 3 11 2020

93-29041 9 3 11I 2 G 0 2,0111II11IIIIII/II~III/IIIilIIIIIIIIIIIIIII~Iij \• 2 S _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _

IEW STREAMLINING PROJECT

Volume Nff

Reference Documentation (Part 2)

Submitted By:

BDM International, Inc.Newport News, Virginia

Under Contract Number OPM-91-2964 WithU.S. Office of Personnel Management

Office of Employee Development Policy and ProgramsTraining Assistance and Organizational Development Division

Accesl'w For j

Project Tite: Logistics Support Wi ( ,,.-SWork Order: 7064-002 T . -Project Code: 02TO2K u- .. _d

September 1, 1992 BY ..... .........

QUALITY ........,.....DTTC QUALITY [N•SPEcTED . ;.a :

PuWI 'epor*qbsde for Ove bebeami of Wumgernan in e.Wnite to woroe I haff w 'Piu ,Pto dm forw ftw wowbe ~Wntniabo smov" mo~ deam setgw.gatdw~rgi ominwinuu V.date .mg. wc, w-e~tflke~ewse Vson atocbibea tk~onabea. lead couner"u resarr die bw~dmosaett or ow odw opet of woocofetleb o 01noot noleaaud igiflt s~maoe~ for roduag thi burdn~ to Woolagiton Nmiqutos It'um I weOewatert fo rerw kooman Oporamot MM RA gi- 12 16 J~effro Dam.Highwor. Suats 1204. AsWiaeta. VA 22202-4302, old to Vhe Office of Mororerit awWm Budetes Popwerk Ruditaia PiOfact 10704-01 SSI. W.0ltftma, DC 20603.

I. AGENCY USE ONLY UL ous t 2. REPORT DATE 3. REPORT TYPE AND DATES COVERED

1 1 Sep 92 INTERIM4. TiTLE AND SUBTITLE 6. FUNDING NUMBERS

Intelligence and Electronic Warfare (IEW) Streamlining Project, C OPM-91-2964Volume Ill, Reference Documentation (Part 2)~ PR 02T02K

S. AUTHORISI

David P. Nicholas (co-compiler), Robert E. Klebo (co-compiler)

7. PERFORMING ORGANIZATION4 NAMEtS1 AND ADORESSIES) 5. PERFORMING ORGMN1ZATIoNREPORT NUMBER

9DM International, Inc., 825 Diligence Drive. Suite 200. Newport News. VA 23606

S. SPONSOPJNGiMONITORING AGENCY NAMEISI AND ADORESSIESI 10. SPONSOPING#VMONITORING AGENCYREPORT NUMBER

U.S. Army Communications-Electronics Command Intelligence Materiel Management Center(USACIMMC). ATTN: SELIM-IEW. Vint Hill Farms Station. Warrenton, VA 22186-5277

11. SUPPLEMENTARY NOTES

Prepared under contract with U.S. Office of Personnel Management, Office of Employee Development Policy and Programs, Training

Assistance and Organizational Development Division1 2s. DISTRIBUTION/AVAILABIU1TY STATEMENT 12b. DISTRIBUTION CODE

APPROVED FOR PUBLIC RELEASE; DISTRIBUTION IS UNLIMITED. _______________

13. ABSTRACT PMuamtaa 200 %vords)

Purpose of study was to recommend improvements in logistics support for Army intelligence and electronic warfare ClEW) equipment.Report analyzes existing sustainment system and recommends a number of systemic improvements to integrate and Streamline thesustainment of IEW materiel. The recommended objective concept includes centralized control of regional sustmrvnont assets (includingcontracts providing sustainment) under Army Materiel Command; organizational changes to integrate soldier, civilian, and contractresources; improved distribution and control of spares; improved deployment capability; end provisions to enhance technology transferbetween contractors, civilians, and soldiers.

The IEW Streamlining Study Sustainment Analysis Report consists of four volumes, some multipart. Volume IV, which is classified, may beobtained from the Defense Technical Information Center, Cameron Station, Bldg. 5, ATTN: Acquisition-OCP, Alexandria, VA 22304-6145.Study documents are as follows:

0Volume 1, Sustainment Analysis Report, revised 30 Oct 925Volume 1I, Directives and Related Study Documents, revised 18 Nov 92oVolume Ill, Reference Documentation (Part 1), 1 Sep 92*Volume III, Reference Documentation (Part 2). 1 Sep 92*Volume Ill, Reference Documentation (Part 3), 1 Sep 92*Volume III, Reference Documentation (Part 4), 1 Sep 925Volume Ill, Reference Documentation (Part 5), 18 Nov 92SVolume IV, Systems Sustainment (Part 1)(classified), 1 Sep 92*Volume IV, Systems Sustainment (Part 2)(classified), 1 Sep 92

14. SUBJECT TERMS 16. NUMBER OF PAGES 285intelligence and electronic warfare (IEW) materielsustainment maintenance 1S. PRICE CODElow density nondevelopmental itemn (NDI)

17. SECURITY CLASSIFICATION 19. SECURITY CLASSIFICATION OF 19. SECURITY CLASSIFICATION OF 20. UMITATION OF ABSTRACTOF REPORT THIS PAGE ABSTRACT

UNCLASSIFIED UNCLASSIFIED UNCLASSIFIED UL

NSN 7540-01-280-5500 Standard Form 298 (Rev 2-89)Prescribed by ANSI Std 239-18298-102

IEW STREAMLINING PROJECT - Volume IIIReference Documentation (Part 2) September 1, 1992

TABLE OF CONTENTS

Part 1

APPENDIX A: CIMMC MFR, undated, Subj: IEW Study: 11 Dec 91HQ DA IPR Minutes

APPENDIX B: CIMMC Memo, 17 Dec 91, Subj: IEW SustainmentStudy: 11 Dec 91 HQ DA IPR Follow-up

APPENDIX C: CIMMC MFR, 3 Mar 92, Subj: IEW Streamlining Minutesof 30-31 Jan 92 MACOM IPR

APPENDIX D: CIMMC Memo, 10 Mar 92, Subj: IEW Streamlining: 24-25 FEB 92 IPR DRAFT Minutes

APPENDIX E: CIMMC Memo, 22 Jun 92, Subj: IEW Streamlining: IPRMinutes (w/MACOM IPR Minutes, 9 Apr 92)

APPENDIX F: CIMMC Memo, 22 Jun 92, Subj: IEW Streamlining: IPRMinutes (w/DA IPR Minutes, 28 Apr 92)

APPENDIX G: CIMMC MFR, 12 Jun 92, Subj: IEW Streamlining -

Minutes of MACOM IPR, 27-28 May 92

Part 2

APPENDIX H: CIMMC MFR, 23 Jul 92, Subj: IEW Streamlining Study -Draft Minutes of MACOM IPR, 23-24 Jun 92

Part 3

APPENDIX I: Strategic Logistics Agency Paper, undated, Subj:Integrated Sustainment Maintenance Concept

APPENDIX J: CASCOM Memo, 12 Mar 92, Subj: Logistics SupportGroup Concept


APPENDIX K: Battelle Paper, 19 Mar 92, Subj: Forward Repair Activity(FRA) Pilot Program Implementation Plan

APPENDIX L: INSCOM Trip Report, undated, Subj: Summary Reportof Temporary Duty Travel (TDY) to Saudi Arabia

APPENDIX M: BDM International Inc. MFR, 27 Apr 92, Subj: TripReport - Fort Hood, TX, 6-7 April 1992

APPENDIX N: CIMMC MFR, 15 May 92, Subj: Visit to Fort Hood SRA

APPENDIX 0: BDM MFR, 22 May 92, Subj: Trip Report, Visit toCASCOM, 1 May 1992

APPENDIX P: BDM MFR, 1 Jun 92, Subj: Trip Report - Fort Campbell,KY, 19 May 1992

APPENDIX Q: BDM MFR, 2 Jun 92, Subj: Trip Report, Ft. Devens,MA, May 18-20, 1992

APPENDIX R: BDM MFR, 18 Jun 92, Subj: Trip Report - Fort Bragg,NC, June 16, 1992

APPENDIX S: BDM MFR, 19 Aug 92, Subj: Trip Report, Germany,

July 11-18, 1992

Part 4

APPENDIX T: CECOM Message, 161500Z Mar 90, Subj: IntelligenceElectronic Warfare (IEW) Equipment Maintenance

APPENDIX U: 2d Support Center (MMC) Memo, 22 Mar 92, Subj:Reparable Management Procedures

APPENDIX V: FORSCOM Memo, 24 Mar 92, Subj: IEW StreamliningStudy

APPENDIX W: CIMMC MFR, 10 Jun 92, Subj: Force Structure:TAA01 and GS Maintenance Support

ii


APPENDIX X: BDM International MFR, 18 Jun 92, Subj: ForceStructure: TAA01 and GS Maintenance Support

APPENDIX Y: USAIC&FH Memo, undated, IEW Sustainment Study

APPENDIX Z: BDM Paper, undated, Subj: Maintenance DoctrineLiterature Review and Assessment

APPENDIX AA: BDM Paper, undated, Subj: Automated MaintenanceSystems Literature Review and Assessment

APPENDIX AB: BDM Paper, undated, Subj: Maintenance SupportSystems and Concepts Literature Review andAssessment

APPENDIX AC: BDM Paper, undated, Subj: Maintenance MOS Trainingand Issues - Series 33T Literature Review andAssessment

APPENDIX AD: BDM Paper, undated, Subj: Maintenance MOSConsolidation, Training, and Other Issues - CMF 33

APPENDIX AE: CIMMC Briefing Charts, undated, Subj: ATM Initiative

APPENDIX AF: PERSCOM Briefing Charts, undated, Subj: CMF 33Future Projections/Concerns March 1992

APPENDIX AG: BDM International Inc. MFRs Documenting FONECONs

APPENDIX AH: BDM MFR, 22 May 92, Subj: IEW Logistics AssistanceRepresentative and Maintenance Warrant OfficerMeeting

APPENDIX Al: INSCOM Lessons Learned

iii

Appendix H

ClMMC MFR. 23 Jul 92, SubI: IEW Streamining Study -Draft Minutesof MACOM IPR, 23-24 Jun 92

SELIM-IEW 23 July 1992

MEMORANDUM FOR RECORD

SUBJECT: IEW Streamlining Study - Draft Minutes of MACOM IPR,23-24 Jun 92

1. Subject minutes are hereby provided for review and comment.

2. The IPR attendee list and a copy of the agenda are providedas Enclosures 1 and 2, respectively.

3. Minutes herein reflect a) General Administrative Information,b) Detailed Discussions, and c) Current Taskings.

a. General Administrative Information

(1) The IPR was conducted in the FORSCOM ConferenceRoom, Building 200, FORSCOM Headquarters, Atlanta, GA, from 0800,23 June, to 1700, 24 June 1992.

(2) This IPR was conducted mainly in presentation/briefing format to provide the study group principals and theirrepresentatives with an overview of related issues and ongoingIEW support initiatives. The group was also updated on theprogress ant; direction of the study.

(3) Mr. Dutton provided additional copies of the 27-28May IPR minutes and reminded study group members to providecomments NLT 6 Jul 92. If no comments are received, the minuteswill be considered acceptable and will be finalized.

(4) General introductions were made of all attendees.Mr. Dutton introduced Mr. Robert Lovely representing the IEWDivision, Directorate of Combat Developments, U.S. ArmyIntelligence Center and School, Ft. Huachuca and emphasized hisposition as the TRADOC point of contact for the study.

(5) The next MACOM IPR was tentatively scheduled for 28-29 July 92. CIMMC will provide announcement letter specifyinglocation, time, etc..

b. Detailed Discussion

(1) objective Supply Capability (OSC) - Mr. Polanski,PEO-STAMIS, presented an overview of the Standard Army ManagementInformation Systems, Objective Supply Capability. OSC is anautomated system currently used at garrison level to enhancelogistics support by linking and tracking actions throughexisting automated supply systems. Controlled by a central OSCGateway facility located in St. Louis, the process aims to reduceoperational costs, stockage levels, order-ship time and provide

greater asset visibility. In addition to the OSC presentationcharts (Encl 3), briefing highlights are as follows:

(a) OSC is a garrison system that provides a gatewayfor SAILS, DS4, SAMS, and ULLS through Defense Data Network(DDN). The present garrison LVST status reflects 208 ULLS loadedwith 182 operational, 32 SAMS-1 loaded with 31 operational, eightDS4 loaded with all eight operational, and two SAILS loaded withboth systems operational.

(b) The program began in July 91 with softwaretesting, completed a tactical test at Fort Hood in Apr 92, willrun a USAREUR LVST test in Aug-Sep 92, and will complete fieldingin ZY94. PM, OSC hopes to expedite fielding to III Corps withearly fielding to Forts Carson, Polk, Riley, Sill, and Blissthrough a period ending in July 92.

(c) OSC in USAREUR will accommodate ULLS, SAMS, DS4,and SAILS through modem to the European Telephone System (ETS)and will access the OSC gateway through a packet switching nodevia the DDN. This arrangement will entail some problematicchanges as the ETS lines are not Class A lines. Projectedsoftware changes will fix this obstacle. The initial USAREURslice units are 3d ID (ULLS, SAMS-1, DS4), 19th MMC (SAILS),-149th Maint Co.(DS4), and 596th Maint Co.(DS4).

(d) Korea is projected to have access to OSC in thesummer of 1994. This projection may be expedited based ondecisions arising out of a meeting to be held in July.

(e) When asked, Mr. Polanski stated the impact ofstockfunding on OSC is being looked at. However, conclusionshave not yet been made.

(f) In concluding, Mr. Polanski stated OSC willstart site surveys for III Corps, will finish LVST at Fort Hoodwhile beginning USAREUR sites, and III Corps site extensions willnot be necessary prior to Milestone III approval.

(2) Fort Bragg Trip Review - Mr. Nusbaum, BDMInternational, briefed highlights of the 16-17 June unit visitsconducted by Mr. Riddle and Mr. Taillie, CIMMC; Mr. Serrentinoand Mr. Greenwalt, FORSCOM; and Mr. Nusbaum, BDM International.Interviewed units included the 313th, 319th, and 519th MilitaryIntelligence (MI) Battalions (Bn), the 158th Maintenance Det. andthe ManTech SRA. Findings were as follows:

(a) The units stated only 15-20 percent of thedowntime of the IEW systems was due to IEW-peculiar (electronics)problems. The balance of downtime was due to prime moverfailures or power generation problems.

2

(b) Fort Bragg units generally agreed that budgetaryallocations are a primary challenge to effective maintenance andoperations of the unit. The 313th MI Bn reportedly received a$335,000 budget for FY 92 against a $510,000 requirement. As of16 June 92, the unit was $75,000 overspent. Mr. Serrentinoagreed and added until a more effective method of bringing IEWmaintenance into an accountable maintenance system that validatesMI unit requirements, budgetary problems would persist. Understock funding, units with poorly documented demand history willbe facing decreasing budgets while having to bear the cost ofhigh dollar LRUs.

(c) Some Ft. Bragg units reported insufficientquantities of TMDE to adequately maintain equipment in theircombat deployment scenarios. Although complete duplication ofTOE equipment allowances is not necessary, the units requiremultiple issue of commonly used items such as multimeters. Mr.Serrentino stated this may be true, but units can correct theproblem by submitting recommended TOE/MTOE changes through DAForm 2028 channels. Mr. Richardson stated the MI community hasundergone several scrubs and substantial fault lies with themilitary community for not identifying these problems if theyexist. Mr. Nusbaum reiterated these units have unique missionsand limitations, therefore, information obtained from them mustbe viewed accordingly.

(d) Some Ft. Bragg units felt very little repairsupport was done by the 158th GS Maintenance Detachment duringDS/S. Most of the interaction between the two units involved theswapping of parts or line replaceable units (LRU). This washowever, the intended function of the 158th for standard Armysystems. Lengthy discussions concerning the mission,capabilities, and future of GS maintenance units ensued:

* Whether the GS Maint Det functioned as a "paper-forwarding" or repair facility was a point of concern. Mr.Serrentino stated units in DS/S preferred to avoid the "158thbottleneck" which merely served in a "box-swapper" capacity. Mr.Dutton stated there was a definite need to discipline the papertrail, and wondered why the 158th repaired less in DS/S than in agarrison environment. Mr. Carson then discussed managementproblems and constraints placed on the 158th during DS/S andadded that their operational challenaps were not all internal.

* Mr. Blackmon stated GS units have neither theequipment nor personnel to accomplish a true GS capability; andsince many units knew ManTech elements were backing the GS dets,they felt it easier and faster to deal with them directly forsupport. Mr. Serrentino stated that GS maintenance is likely tobecome a three-level system comprised of organizational support,intermediate support, and a sustainment base. He emphasized the

3

i i IE

effectiveness of any system will always be influenced by thepersonalities of the individuals involved.

(e) Authorized personnel for IEW maintenance - Oneunit's maintenance personnel strength (filled positions -vs-authorized) before anc. during DS/S was 75% with a benchtimeavailability rate cL /5%. Its present strength is about 150%,with 90% availabiJ'cy. The other unit's pre-DS/S maintenancestrength was 60%, with 90% benchtime availability. During DS/S,it rose slightly to approximately 66%, but availability fell to80%. Currantly this unit is at 58% strength, with 55% benchtimeavailability. The 158th GS Maint. Det's pre-DS/S was at 80%mainti-ner strength, with 30% availability, during DS/S it was atapproximately 110%, with 80% availability, and is currently at80%, with 20% availability. Discussion ensued on the GS det ingeneral and factors affecting its production:

* Manpower utilization, specifically for MOS 33T,gained group concensus that distractors and poor managementseverely reduce benchtime availability of soldier technicians.Based on unit interviews thusfar, Mr. Nusbaum estimated greensuit maintenance availability time to be 30-40 percent.

* Mr. Serrentino stated four units of the 18thAirborne Corps are basically supported by 3 civilian technicians(MANTECH SRA), while 7 military technicians cannot do the samejob. Mr. Monroe stated GS maintenance also needs trueintegration of contractor and green suit capabilities for MIdetachmments to survive. This includes integration of NDI andstandard Army systems maintenance.

(f) Ft. Bragg units identified a large scale needfor contractor integrated training, assistance, and monitoring ofsoldiers repairing contracted IEW equipment. This arrangementwould lessen the dependence on contractor support in a hostileenvironment.

(g) The CECOM LAR and the LAO programs did notreceive good comments. This assessment applied before, during,and after DS/S. Ft. Bragg either had negative comments about theLAR, or did not know who he was. The units felt it was apersonality issue and not necessarily the LAR program. Mr.Riddle stated the problem has already been placed in applicablechannels for solution.

(h) During DS/S the primary supply problem faced byFt. Bragg units was too much supply in too short a period. Thiswas compounded by not receiving initial required materiels orsubsequent ordered items. They were burdened with large volumesof other materiel to transport, store, and safeguard.

4

(i) In contrast to other units interviewed, Ft.Bragg units did not support the concept of having DS, GS, andlimited depot responsibilities and resources placed within theirarea of control. The units were concerned about transportcapability based on their airborne mission.

(j) Ft. Bragg units felt there is a problem with MOS33-series training. The 33-series soldier was too genericallytrained and too much emphasis is placed on "On-the-Job Training(OJT)." The 33 needs more training in basic TMDE and componentsof the PRD 10/11. This statement initiated discussions on 33-series MOS training which were deferred to the training portionof the IPR session.

(k) At the conclusion of Ft. Bragg discussions, Mr.Serrentino asked Mr. Carson for a maintenance flow update forGOLDWING, stating that one unit reported four different sourcesfor system repair during DS/S. Mr. Carson agreed to provide thisinformation.

(3) NDI BOIP/QQPRI Status (Encl 4) - Mr. Shelton provideda status update on the BOIP/QQPRI process of all NDI systemsincluding the systems "sample" identified by the study group.Highlights include:

(a) Mr. Shelton stated TRADOC had informed AMC ofongoing DA DCSOPS effort to prioritize the total list of IEWsystems, as to the order in which BOIP/QQPRI documentation willbe completed. He added TRADOC agreed to keep working BOIP/QQPRIin TRADOC order, but will not process documentation in HQDA untilDA DCSOPS prioritization is complete. Target date for DAprioritization was mid-June but due to departure of the ProjectManager, LTC Thompson, the action will require more time.

(b) Mr. Shelton stated LTC Thompson was working todevelop a draft message to TRADOC which prioritizes IEW systemsand establishes taskings and suspense dates for completing thedocumentation. This message will be the basis for ateleconference between TRADOC and DA DCSOPS to decide finalpositions. The new Project Manager, MAJ Andrews, told Mr.Shelton that LTC Thompson had provided a draft prioritizationmessage, but it does not list all IEW systems. The status of themessage is still "working."

(c) Mr. Serrentino observed that once prioritized,any system falling below the number of systems for which moneyexists will be left unfunded. He questioned what effect thiswould have on the funding of NDI systems. He added that FORSCOMJ2 NDI support has previously been acquired through UnfinancedRequirement (UFR) channels and if UFRs discontinue, there will beno support for NDI.

5

(d) Discussion of continued updates of BOIP/QQPRIstatus and its usefulness to the study concluded with the groupdeciding no further detailed tracking of system specific, NDIBOIP/QQPRI development is required.

(4) Army Special Operations Force (ARSOF) Operations -

MSG Walensky briefed the Study Group on ARSOF organization,command relationships in theaters, and ARSOF operations. Inaddition to presentation charts (Encl 5), he provided thefollowing information:

(a) There are five Active Component and four ReserveComponent groups. The Special Forces (SF) group is comprised ofa headquarters company, a support company, and three SF bns.These battalions are comprised of a headquarters detachment (CDet), a battalion support company, and three SF companies. TheMI elements are located within the battalion support company.

(b) The battalion support company is comprised ofcompany headquarters, a service det, a signal det, and an MI det.The MI det is comprised of: Headquarters, All Source ProductionSectioii; Collection, Management and Dissemination Section,Technical Control and Analysis Element (TCAE), CounterIntelligence Team, and a Special Security Officer. Most of theSF MI systems are located in the Special Operations Teams (SOT)of the TCAE. These teams might possess PRD-10s, PRD-lls, the SOFSIGINT Manpack System (SSMS), etc.

(c) Repair capability in the Electronic MaintenanceSection of the SF Bn Signal Detachment consists of one 33T,Specialist E-4. Mr. Dutton asked if this individual did all IEW-related work in the unit. MSG Walensky stated the 33T wassometimes aided by signal MOS personnel (i.e., 29S, 29U) and someinformal crossover of effort, but the 33T did the majority of IEWsystem repair. Mr. Riddle asked to whom this 33T goes fortechnical advice or assistance. MSG Walensky stated there is noformal source of assistance. However, in a garrison environment,he is able to get assistance from the 158th GS Det. or from Armyschools personnel, ie.; Ft. Devens.

(d) MSG Walensky ended his formal discussion with adialogue of typical SF deployment and the command and supportrelationships within three different hostility environments.

(e) Mr. Serrentino discussed the reimbursementsituation concerning SOF assets on FORSCOM installations. Basedon a FORSCOM memorandum, SOCOM receives all Base Operationssupport for free. Army standard system and NDI support is paidfor by SOCOM. Currently DA has a memorandum of understanding(MOU) between SOCOM and FORSCOM regarding reimbursibles. At thispoint services are not reimbursible, however SOCOM does use its

6

own fund cites and DODAAC on requisitions. Mr. Dutton asked whopaid for stockfunding of parts. Mr. Serrentino replied thatSOCOM does.

(5) Integrated Sustainment Maintenance (ISM) - Mr.Bowen, SLA, defined sustainment maintenance as any maintenancedone at echelons above direct support. This includes allmaintenance performed by Active and Reserve Component GSUs,installations, depots, and contractors. This support may beaccomplished in-theater, at government facilities, or at acontractor's plant. He went on to explain the shortfalls ofcurrent support structures and the merits of the ISM concept:

(a) The goal of the ISM Concept is to meetmaintenance requirements of today's Army and those of the 21stcentury. The current Army maintenance support structure hasmultiple levels, varies by commodity (sometimes withincommodities), and is difficult to manage in many contingencies.DS/S revealed the present maintenance sustainment system was lessthan fully effective. There were many challenges faced,including: delayed support response, non-synchronized deployment,periodic overlap of contractor support, improperly utilized GSunits, uncoordinated maintenance training, and excessive relianceon host nation support for transportation and evacuation. Asresources shrink and world conditions change, this maintei.ancesupport structure will not adequately support or sustain rapidforce deployment.

(b) Under ISM concept, the Integrated SustainmentMaintenance Manager (ISMM) will be the single manager forsustainment maintenance resources to include rear, theater, andforward support. The ISMM will be responsible for centralizedmaintenance workloading, with decentralized execution. ISMMfunctions will also entail contingency support plans,peacetime/wartime maintenance services, and ILS planning.

(c) ISM will tailor on-site maintenance and createregional maintenance centers and specialized maintenance support.It will reduce the levels of maintenance, emphasize teamingbetween DOLs, depots, contractors, and GS elements, ultimatelyresulting in shorter repair cycles. Mr. Dutton asked if ISMwould breakup total weapon system maintenance. Mr. Bowen statedhe did not believe so, but it's too early to determine.

(d) Program implementation will be phased toestablish initial operational capabilities with single andmultiple weapon systems, then expand to selected systems andequipment as the program matures. Standardizing policy andprocedures, and establishing a basic command and controlstructure is critical to successful implementation. Expansion toother sites begins 3rd QTR FY 92 and will attempt to extend tomultiple weapons systems in 4th QTR FY 92.

7

(e) In summation, Mr. Bowen stated ISM will sustainthe battlefield on a preplanned basis. It will ensure matchedtraining requirements, synchronize maintenance with operations,and apply intelligent use of facilities, personnel, andequipment. Mr. Riddle asked about the time phasing and was toldthat SLA hopes to have full implementation in the 1995-1997 timeperiod. Mr. Serrentino asked what will be tested at Ft. Hood.Mr. Bowen replied that all commodities (excluding medical &possibly munitions), AMC, FORSCOM, SLA, DOL, etc., will beincluded in the test.

(6) Single Stock Funding - Mr. Bowen identified thepoint of contact for Single Stock Funding (SSF) as Ms. DonnaShands, DSN 284-4525. Mr. Bowen presented an overview of theStock Fund and supply system as it exists today within retail,intermediate, and wholesale levels. In addition to briefingcharts, highlights include:

(a) Objectives of SSF are to: streamline thefinancial system, prevent excess stock through reduction andredistribution, help achieve DMRD reductions, and eliminateautomated systems and processes with duplicate functions.Although these objectives will require changes in stockage policyand requirements computation, the SSF concept will foster moreefficient use of Army assets.

(b) There will be an SSF demonstration at Ft. Hoodbeginning in Oct 92. It will use OSC, "live" data, and willredistribute excess items and high priority fill. Mr. Riddleasked what classes of supply will be addressed. Mr. Bowenreplied all classes (except medical), will be included.

(7) Forward Repair Activity (FRA) - Mr. Bowen defined theFRA as a responsive, flexible support activity with limited depotand intermediate level maintenance (back-up) capability. It willalso maintain on-hand stock of critical/expensive components.During peacetime or war, the FRA would maximize weapons systemavailability, reduce turn-around time and accomodate operationalrequirements. This activity would become a "tool" controlled bythe ISM manager. Mr. Bowen also stated there is currently littleactivity on the FRA concept. The maintenance community isawaiting results of Ft. Hood ISM testing before moving ahead.Details include:

(a) Mr. Bowen discussed current "SRAs" and the FRAconcept. There are presently three SRAs being supported bymaintenance stovepipes: in MICOM for support of missileelectronics, CECOM for electronic and communications, and AVSCOMfor aviation electronics and optical maintenance. Each SRA has aContracting Officer's Representative (COR), maintains a facility,performs quality assurance, and provides general maintenance

8

support. These different SRAs generally require duplicateoverhead structures.

(b) In discussing the FRA scope, Mr. Bowen statedFRA management will be weapons system oriented which would likelybe accomplished by reorganization, standardization, and regionalsupport. Its peacetime support focus would be towards CORliaison, workload execution, and stockage. Finally, in adeployed support mode, it would focus on damage assessment,workload execution, and stockage.

(c) Maintenance flow would be from the user throughintermediate maintenance to the FRA. If the item requiredevacuation and was not high priority, it would go to a PrimeRepair Site (PRS) (depot or contractor plant). Issuable itemswould then be resupplied to the FRA from the PRS. Prioritizedrequirements would be sent from the FRAs directly to the materielreadiness commands (MRC), and then on to the PRS.

(8) CASCOM Support Initiatives (Encl 7) - Briefers wereMaj Reith and Mr. Wilson. MAJ Reith began with an update on FM100-5 and the direction of future CSS concepts. He stated theneed to rewrite the 1986 version of FM 100-5 to take the Armyinto the 21st century. This requirement is attributed to changesin political situations, resourcing, and threat situations. Thechallenge is to modify doctrine to accomodate these changes whilemaintaining maximum readiness of the force. Briefing highlights:

(a) MAJ Reith discussed going from a forwarddeployed, to a force projection Army. The Army must move fromthreat-oriented to capability-based, requiring new thinking whilekeeping its lessons learned close at hand. In this respect, someCSS considerations are: being smart about logistics forcestructure reductions; building in-theater CSS capabilities; andthe realization of "theater logistics" which in turn mean Army,Joint, Combined, and Coalition responsibilities.

(b) A capability driven Army requires a pool offorces to pull from to meet various contingency missions. TheCSS must develop a capability to identify "below the line"(echelon above division) elements for force package configurationand to project scenarios of operation. MAJ Reith stated thefirst doctrinal step towards ensuring a capability driven forceis incorporating the required changes into FM 100-5.

(c) Mr. Wilson began his briefing and identifiedseveral documents and drivers affecting the update of FM 100-5.00-5. Among these are national and military security strategies,TRADOC Pamphlet 525-5 (Airland Operations), the 1986 version ofFM 100-5, joint doctrine, and visions of combined arms support.He stated ALO is not the main driver and CASCOM's vision ofcombined arms support will be principle input to the logistic

9

chapter of FM 100-5. Products will be staffed when ready andthere are no deadlines. Currently, there has been littledevelopment of CSS modules.

(d) The functional realignment between Signal Corpsand Ordnance Corps was discussed. The following positions werestated:

* Signal will remain proponent and retain combatdevelopment responsibility for MOSs designated as DS/GSmaintainers for telecommunications equipment. ILS documents(minus those for Signal-unique equipment), will be sent toOrdnance Missile and Munitions School (OMMCS) for concurrence.

* OMMCS will remain the Primary Logistics OrientedSchool (PLOS) proponent for all communication systems/equipmentnot unique to Signal. It will become hardware/software proponentfor special test equipment and sets, kits, and outfits requiredto perform electronics maintenance functions.

* The proponency realignment will revise CMF 29 byconsolidating CMF 27 (Land Combat and Air Defense System Directand General Support) with CMF 29 (Signal Maintenance,non-signal-unique) to create CMF 35(Electronics Maintenance).CMF 29 signal-unique operator/maintainer MOSs will-be changed toconsolidate 29V and 29Y into CMF 31 and 39G into CMF 74.

(e) Electronic Maintenance Company concept - SeeRef: TRADOC PAM 525-XXX (Encl 8), and Electronic MaintenanceTransition Plan (Encl 9). This concept consolidates the heavydivision DISCOM's light, heavy, and missile maintenance companiesinto 2 entities: the electronic maintenance company and the mainmaintenance company. The electronic maintenance company willsupport electronics, the main maintenance company will supportall other ground maintenance. The electronic maintenance companywill consist of support elements and a C-E platoon with aheadquarters, electronic repair section, radio/COMSEC section,an,, a fuel/electronic section. This effort will save 37 personnelsp4ces and undetermined resources.

* IEW-unique equipment will not fall within thisconsolidation. Surveillance equipment maintenance will alsoremain within the MI unit. Mr. Dutton asked if IEW maintenanceis going to be relooked, and Mr. Demchek said it was possible.

* Mr. Serrentino questioned the use of automatictest equipment which initiated discussion concerning the value ofIFTE and its repair. Mr. Blackmon stated there is no repaircapability for IFTE. Mr. Serrentino stated that IFTE is archaicand prompted more discussion concerning the merits of EQUATE andVXI. There was a general consensus that present TMDE isinadequate, but there is no easy solution for the problem.

10

(9) Reserve Component Organization, Equipment and SupportRequirements (Encl 10) - The Study Group was addressed by ColonelMehle, ODCSINT, USARC, who spoke to issues peculiar to USAR IEWproblems. The following highlights were expressed by COL Mehle:

(a) Most military assets of the Army are located inthe USAR, not in the Active Army or National Guard. COL Mehlebeleives the USAR will become a MACOM, which will influence itsability to determine support structure capabilities. USARelements have historically been on the "short end of the stick"in equipment, money, manpower allocations, and DAMPL.

(b) USAR units are "not in a very healthycondition." IEW assets are hard to maintain in a full time,Active Army environment and virtually impossible to maintain in astripped down, resource restricted, part time environment such aswithin the USAR. USAR elements simply do not have the resourcesto adequately maintain the highly technical and expensive IEWsystems to any meaningful standard.

(c) Equipment in the future for the USAR does notappear to be a problem due to the draw down of military assets inUSAREUR; however, it is imperative that adequate and correctresources come with this equipment in order to be effective.Applicable maintenance training must be provided for USARpersonnel to maintain the "new" systems, and the correct amountand type of TMDE and maintenance equipment must accompany orprecede the issuance of the equipment. Correct and "real world"manpower criteria must be followed and provided to USAR units.

(d) If necessary the USARC would like to see asmaller Reserve Component force with a higher ALO.

(e) The general definition and concept of theExpansible Reserve Component CEWI Battalion was discussed. Itwas created (approved Feb 92), in response to Reserve ComponentCEWI Battalion readiness deficiencies identified by the MI RELOOKTask Force. This effort indicated that linguist-associatedproblems were the s$.iojle most significant factor in ReserveComponent CEWI Battalion unreadiness.

(f) The Expansi-?e Reserve Component CEWIBattalion's base organization will retain the non-linguist-oriented functions, personnel, and equipment.

(g) Mr. Riddle asked what IEW equipment was beingsent to the Reserve Components. This question introduced alengthy discussion of the equipment being returned from USAREURand what would be useful to send to the Reser.e Components. Inaddition, there was extensive discussion of IEW maintainertraining.

11

(10) CIMOC Reserve Support Planning (Encl. 11) - Mr.Raymond discussed the Expansible CEWI Battalion, the ReserveComponent Regional Training Sites-Intelligence, and the SRA. Mr.Raymond described some of the rationale of the SRA concept forReserve Components such as: building on existing SRA systems (Ft.Bragg, Ft. Hood, Ft. Lewis); using contractor support to augmentmilitary; seeding Reserve Components with systems experts fromexisting SRAs and the realization of substantial cost savings.

(a) By FY93/94, there would be AN/TLQ-17As, AN/TSQ-138s, and AN/TRQ-32s at each RTS-I. In addition, there will betactical command and control functions, single source processor-SIGINT, AN/TRQ-32 product improvement program, and Common Sensorprograms.

(b) Mr. Raymond briefly described some of thesupport provided by the SRA such as maintenance supportcapabilities, supply support, packaging and transportation, andsystem calibration support. At this juncture Mr. Raymonddescribed four CIMMC support options for RTS-I SRAs.

(c) It was reiterated that FORSCOM J4 and not J2 nowhandles IEW logistics policy. Mr. Serrentino stated this was thefirst time he had seen the plan and reminded the group it was forinformation only, not decision.

(11) Follow-up with Training Issues (Encl. 12) - Mr.Lovely described the Systems Approach to Training (SAT) processand model. The SAT application applies the processes ofevaluation, analysis, design, development, and implementation todetermine the basic requirements of training.

(a) Mr. Shelton asked if this process was not a partof the New Equipment Training (NET) plan. Mr. Lovely repliedthat it was not; that would come later. Mr. Lovely went on todescribe the phases of SAT (analysis, design, development,implementation, and evaluation). SAT is initiated from theSystem Training Plan (STRAP), which is also used for establishingmilestones and is considered the master training plan requiredfor all new or improved systems. The STRAP for any new system isdeveloped by the New Systems Training Office (NSTO) of theproponent school. STRAP addresses who will be trained, and when,where and how training will be conducted. The STRAP is thenstaffed within TRADOC, AMC, and the DA staff. Once staffed, itis forwarded to HQ TRADOC for approval.

(b) Mr. Dutton expressed concern with the ability ofa "reactive" training methodology (SAT) to keep pace withevolving technology. .Considering thei- ondensed life cyclesinherent 6o-new NDI systems, Mr. Dutton questioned SATcapabilities to produce trained technicians in time to meet

12

actual maintenance requirements. Mr. Lovely stated the SATprocess was structured to be reactive rather than proactive totraining requirements. Mr. Serrentino asked what turned on theschonl training or POI. Mr. Lovely stated the proponent schoolonly has to be told to do it. Mr. Lovely stated the SAT processcould take up to three years depending on the situation. Inregard to new equipment training development, the training isturned on by the approval of the STRAP.

(c) Mr. Riddle asked if the school trained on NDIequipment. Mr. Lovely said NDI is taught but on a case-by-casebasis and based on the requirements of the Army.

(d) Mr. Lovely was asked to brief the background andstatus of the 33CMF consolidation. The consolidation issue isbased a Decision Action Paper for the CSM/G2 SGM Conference, 20Feb 92, suggesting the CMF restructure would help IEWmaintenance. A final position is still being considered byTRADOC CG.

(e) Mr. St. James continued the briefing with someof the ongoing initiatives within the schoolhouse towards the 33CMF. He spoke to the interface of SAT and STRAP in thedevelopment of 33 CMF training and of the Graduate Follow UpProgram. Mr. Dutton asked how the schoolhouse develops new andupdated training requirements. Mr. St. James replied theschoolhouse does not generate training requirements or changes tothe task list. The system reacts to external requirementsdirected to them.

(f) Mr. Riddle asked how long it takes to respond toa SAT/STRAP training requirement. Mr. St. James stated that itcould take three months or three years based on researching.

(g) In response to questions concerning the materialbeing instructed to 33 CMF personnel at Ft. Devens, Mr. St. Jamesadmitted current instruction may be short of requirements in somecases. However, the user, through the Graduate Follow-Up ProgramSurvey and DA Form 2028, must tell what is required. Using SATand STRAP, the school will then evaluate and modify the POI asrequired. He added Ft. Devens has a hard time recognizing actualcritical training requirements for tactical systems.

(h) Extensive discussion followed concerning theGraduate Follow-Up Program and its perceived role in changingtraining tasks and updating training requirements for the 33 CMF.Mr. St. James stated that the survey did not drive changes to thetask list. The school reacts to external direction. Mr. St.James stated the school would like to begin training the actualsystems prior to the systems being fielded. This is somewhat thecase with the SUN Computer Workstation program initiated by Ft.Devens. The school has recognized technology advances and has

13

taken a proactive risk to train for an anticipated proliferationof SUN type systems in the Army. The program has been put inplace without external tasking and has put the school ahead ofconventionally identified training requirements.

(11) IEW Tactical Proficiency Trainer - Mr. Acuestadescribed some of the lessons learned from southwest Asia (SWA).Many operators had lost their training proficiency and unitsneeded a non-encumbering means of providing realistic training,both in a garrison and wartime environment. This trainer, theTactical Proficiency Trainer (TPT), must allow the individual toself-train and must not affect the capabilities of the system inany manner.

(a) The TPT is presently in the conceptual stage,and a technical control cell is being considered for inclusion.Each unit will have a different target array, and the trainerwill be able to create a realistic traffic flow which willvirtually mirror actual environments. The sets will not weighmore than 75 pounds and will be no bigger than 36 square feet insize. The BOIP supports 36 sets, which will be supplied todivisions, corps, brigades, separate brigades, and to ReserveComponent units.

(b) Mr. Acuesta stated there are presently no setsin the BOIP for SOCOM, but he will look into the matter.

(c) Maintenance support for TPT has not yet beendetermined. Current concepts are dependent on its physicalinterface with the host system, either "strap-on" or embeddedhardware/software. STRICOM would maintain with CLS for strap-onconfiguration, the PM would maintain embedded configuration.

(12) IPR Wrap-up - Mr. Dutton ended the formal portion ofthe IPR by reiterating the Study Group's charter andrequirements. Closing IPR highlights:

(a) There are three major stovepipes which the StudyGroup must continue to review and analyze: the Project Manager,MACOM-unique, and AMC. In the future, any stovepipe actionsshould be approved by DA.

(b) At the next IPR CIMMC will lay out some strawmanproposals for the October VCSA briefing which the Study Groupwould need to work with and massage.

(c) Discussion of the "XRA" included:

* This Study Group must look at time phasedtransitioning of current IEW logistics structures.

14

* There will always be a need for some contractorsupport. There is no way the Study Group can recommend a totalorganic organization and still retain credibility.

* Organizationally, the military maintainers willcome from the GS piatoons with DAC and omnibus contractor staff.In addition, the XRA could expand to include necessary OEMcontractor support. Software is also a consideration to bereviewed

* The XRA must be capable of supporting deployableoperations and must be able to provide immediate forward support.

* The omnibus contract is essential to the XRAconcept because it provides competition, breaks the dependency onOEM, and provides continuous skills enhancement for militarymaintainers.

(13) Current Taskings

Number Action Item POC Suspense

12100-008 Set up interview w/CWO INSCOM June IPRPerez

12119-002 Interview OEM contractor IMMC TBD

12149-005 Revise flowcharts MACOMS ASAP

12149-006 Provide feedback on NDI FORSCOM 19 Junesystems

12149-010 Develop audit trail IMMC 12 Junefor unserv/reparable doc.

12149-011 Provide TROJAN SPIRIT INSCOM 8 Juneinfo and revise flowcharts

12149-012 Provide remaining data USASOC 12 Junerequirements

12149-016 Identify General Officers MACOMs 25 Juneto be briefed

12149-019 Develop strawman recom- IMMC Pendingmendations

12176-002 Provide Ft. Bragg trip IMMC 10 Julreport

12176-003 Laydown of BOIP/QQPRI TRADOC Jul IPR

cycle

15

12176-004 Approve/release June IMMC 20 JulIPR minutes

Highlighted suspenses reflect overdue status or immediaterequirments.

16

TEW STREAMLINING STUDY GROUP IN-PROCESS REVIEW

List of Attendees23-24 JUne 1992

Attendee Office Telephone Number

Mr. Donald J. Denchak HQ DA, DALO-SMC DSN 225-3280

Mr. Ralph Riddle CIMMC, SELIM-IEW DSN 229-5047

Mr. Dennis Dutton CIMMC, SELIM-IEW DSN 229-5794

MSG Richard Lawrence CIMMC, SELIM-IEW DSN 229-5794

Mr. Glenn Taillie CIMMC, SELIM-IEW DSN 229-5794

Mr. Rex Monroe CIW4C, SELIM-T DSN 229-5082

Mr. Dick Sorrentino FORSCOM 34-SM DSN 367-7284

Mr. David Skinner FORSCOM J4-SME DSN 367-7263

Mr. Dwight DeVoss FORSCOM J2 DSN 367-6429

Mr. Kit Carson FORSCOM J2 DSN 797-3173

COL Mehie ODCSINT, USARC DSN 367-6510

LTC Hegland ODCSINT, USARC DSN 367-6510

Mr. Tony Acuesta STRICOM DSN 960-8735

Mr. Roy Bazemore INSCOM DSN 229-2840

Mr. Bill Shelton HQ,AMC, AMtDLG-SI DSN 284-9311

Mr. Michael Travisano CECOM, SMD DSN 992-5108

MSG Douglas McQuad HQ, AWS/PHL DSN 576-4643

Mr. Samuel Blanco USAF, SMALC, LHFBB DSN 633-0590

Enclosure 1 to IEW Streamlining Study GroupIPR Minutes, 23-24 June 92

Mr. Robert Lovely HQ, TRADOC, IEW DIV DSN 821-5579DCD, USAIC

Major John Reith CASCOM, Concepts and DSN 687-2063Doctrine

Mr. Robert St. James MTD, USAISD, ATSI-EAC-T DSN 256-2508

Mr. Don Wilson OMMCS, ATSK-CCI DSN 746-8816

Mr. Stan Polansky SFAE-PS-P DSN 687-1177

Mr. Bill Richardson USASOC DCSLOG DSN 239-6442

MSG John Walensky USASOC DCSINT DSN 239-5357

Mr. Charles Nusbaum BDM, International 804-596-6843

IEW SUSTAINMENT STREAMLINING STUDYMACOM IPR

HQ, USA FORSCOMFORT MCPHERSON, GA

23-24 JUN 92

DAY 1 23 JUN-92

0800-0810 WELCOME CIMMC

0810-0900 OBJECTIVE SUPPLY CAPABILITY PM-STAMIS

0900-0930 ADMINISTRATIVE INFORMATION CIMMCREVIEW/INTRODUCTIONS

0930-0945 --- BREAK---

0945-1000 FORT BRAGG TRIP REVIEW CIMMC/FORSCOM

1000-1045 NDI BOIP/QQPRI STATUS AMC

1045-1130 SPECIAL OPERATIONS DEPLOYED USASOCSUPPORT

1130-1300 --- LUNCH---

1300-1430 INTEGRATED SUSTAINMENT SLAMAINTENANCE; FORWARD REPAIRACTIVITY; SINGLE STOCK FUND

1430-1445 --- BREAK---

1445-1630 CASCOM SUPPORT INITIATIVES/ CASCOMCONCEPTS; HEAVY DIVISION BASEDMAINTENANCE CONCEPT


DAY 2 24 JUN 92

0800-0930 RESERVE COMPONENT ORGANIZATION, J2 RESERVEEQUIPMENT AND SUPPORTREQUIREMENTS

0930-1000 CIMMC RESERVE SUPPORT PLANNING CIMMC

1000-1050 FOLLOW-UP WITH TRAINING ISSUES FT DEVENS

1050-1315 --- EXTENDED LUNCH--- (MUSTCLEAR CONFERENCE ROOM)

1315-1400 IEW TACTICAL PROFICIENCY STRICOMTRAINER

I

1400-1430 FORCE STRUCTURE STATUS/ISSUES CIMMC/FORSCOM

1430-1445 --- BREAK---

1445-1630 OPEN DISCUSSION/IPR WRAP-UP GROUP

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AN/T.Q- .... - CECOM recuested Type Classification chance from LCC A to"'CC . Chance snoult be published in the next (Sep 92) update tc SB 700-2r.

AN/UQ-:9(v: "FCJAY - lni::a_ BOc? was approved by HQ DA DCSOPS in 1987.Amendment ' tc this BOIP was documented and loaded intc the TRADOC data basein 199:. Ms Shirley Clark, CAC. advised or, 28 May 92 that the documentationshould be Eufficient for type classification.

AN/ULQ-19(V) 3 HAC! - CECOM expects to forward BOIPFD to U.S. Army Force7ntearation Support Agency (USAF!SA) by 9 June 92.

AN/TSQ-!4 DRAGONFKX - CECOM sent BOPF2 to TRADOC Jan 90. Documentation sentz -7n:e. Schoco fcr action Feb 9. Act:Cn Dending approval by TRADOC.

AY/GRQ-27(V)I GOLDWING - FORESCOM has action to provide Requirements Documentto CECOM to allow development of BOIPF7,. Action first given to FORSCOM(FCJ2-AS) during meeting with HO AMC (AMCLG-SI-. TRADOC (CAC). HO DA(DALO-SMC), PEO-EW (SFAE-IEW-SE), AMSSA (AMXSY-LX), USAFISA (KOFI-TED-T) ANDCECOM (AMSEL-LC-SM-S2). 5-6 F-E-B 92. HO AMC to follow up with message.

AN/UYX-7!A FAISSNFIX - CECOM sent BOIPFD to USAFISA for action 13 May 92.

TRADOC (CAC and Intel School) reps advised HQ AMC (AMCLG-SI) in meeting at HOAMC on 19 Mar 92. foilowinc their meet:ng with HO DA on 18 Mar 92, thatDA DCSOPS wi:l prioritize the :oral 'EW list of systems as to the order thatthey should be documented (BO!P/QQPR!). TRADOC reps agreed to keep workingthe documentatlo. in the TRADOC uriori:v order, however, they will not processthe documents to HO DA until :he DA prioritization effort is complete. Tarce:date for the DA .r .or.tzaticr. 4-s mid une 92.

Per FONECON between LTC Thompson. DAMO-FDI, and Mr. William Shelton. HO AMC on29 May 92 - LTC Thompson advised that he is working with the DA DCSOPSOrganization Intecrator to firs: develop a draft message to TRADOC whichpriorltizes the IEW systems and establishes taskings, with suspense dates, forcompletinc the documentation. This draft messace will be the basis for a Teleconference between TRADOC and DA DCSOPS in early June 92. It is his objectiveto send out the final message before he leaves for his next assianment at For:Meade in mid June 92. The fact that TRADOC (CAC) did not provide him theirrecommended priorit.zation.. as agreed tc in the TRADOC/DA DCSOPS meetinc on 12Mar 92, will no: delay the DA DCSOPS objective of completing theirprioritizacion effort by mid June 92.

Wil•liam Shelton


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HEAVY DIVISION BASE MAINTENANCE(The Electronics Maintenance Company)

A CONCEPTFOR

MAINTENANCE SUPPORT TO THE HEAVY DIVISIONOF THE 1990s AND BEYOND

TRADOC PAM 525-XX24 APRIL 1992

APPROVMFF) PUB !1JLIC Ri-LtA3E:

rI)ITRIBIJIIQN IS UNLIMITE-D.

Enclosure 8 to JEW Streamlining Study GroupJPR Minutes, 23-24 June 92

..- o

DEPARTMENT OF THE ARMY" IEADQUARTERS

"UNITED STATES ARMY COMBINED ARMS SUPPORT COMMA"Fort Lee, Virginia 23801-6000

-eo., .

FOREWORD '4 AR ,9,2

HEAVY DIVISION BASE MAINTENANCE(The Electronics Maintenance Company)

A Concept for the evolution of maintenance suppom tothe Heavy Division as we move toward the year 2000.

This is one of a series of CASCOM pamphlets used todisseminate concepts.

Concepts describe how future operations are to be cond•ctedby the various levels of command during war, conflict, andpeacetime competition. Doctrine writers, combatdevelopers, and trainers use them to develop their variousprograms.

This pamphlet sets forth maintenance operations in theheavy division. It was originally developed by theOrdnance Missile and Munitions Center and School under thetitle "Electronics Kaintenance Company." The conciptserves as the bridge between where the Army is nov and thefuture.

It is not an umbrella concept for electronics maintenancebecause iL does not include provisions far maintenance ofsignal/CEWI peculiar equipment found in Signal and MilitaryIntelligence Battalions, which remains a goal for thefuture; nor does it address electronics maintenance in thecorps or theater Army areas.

The concept reorganizes the Main Support Battalion'smaintenance companies from the Missile, Hjeavy, and LightMaintenance Companies into a Maintenance Company (MAIN) andan Electronics Maintenance Company (ELMC) within the MainCupport Battalion or Lhe DISCOM of a Heavy Division.

Lieutenant Genicoamvandi~ng

TRADOC Pamphlet 525-XX 24 April 1992

CONTENTS

Paragraph PagePurpose ...................... .......... 1 ..... ... 1

General ........... ......... . 2 ........ 1Need .............. ........... 2a ....... 1Threat : ............. ................ 2b ***sees 1Environment ....................... 2c ........ 2

Limitations ...... *.......... 3 ........ 3

Operational Concept ..................... 4 ........ 3Goal ................................ 4a ....... 3Maintenance in the Brigade .......... 4b ....... 3The Electronics Maintenance Co ...... 4c ....... 5

SThe Main Maintenance Co ............. 4d ....... 6

Appendix A (IFTE Defined) .............. A-I ...... A-i

Appendix B Impact Assessment .......... B-1 ...... B-I

Appendix C Glossary ................... C-i ...... C-i

Figure 1 Three to Two Consolidation .. F-I ...... F-I

Figure 2 Main Support Bn ............. F-2 ...... F-2

Figure 3 Electronics Maintenance Co .. F-3 ...... F-3

Figure 4 Main Maintenance Co ..... F.... -4 .*.**o F-4

Figure 5 Maint in the Div ............ F-5 ...... F-5

When used in this publication, "he," "him," and "his"represent both the masculine and feminine genders unlessotherwise stated.

ii

OPERATIONAL CONCEPT FORHEAVY DIVISION BASE MAINTENANCE

(ELECTRONICS MAINTENANCE COMPANY)


1. _URPOSC. To provide the operational concept forreorganizing the main support battalion's maintenancecompanies from the missile, heavy, and light maintenancecompanies into the electronics maintenance company (ELMC)and the main maintena'ce company, main support battalion(MSB) within the division support command (DISCOM) of aHeavy Division.

2. GENERAL

a. N_"e. The concept is needed to provide thetransition pathway toward effective support for the Army'sfuture and to help resolve problems with our currentmaintenance structure as described below.

(1) Inefficiency and no unity of support. In aheavy division, electronics maintenance actions take placein nine units: forward support battalion (FSB) (3); heavy,light, and missile maintenance companies; and the signal,aviation support, and communications, electronic warfare,intelligence (CEWI) battalions. Repair parts, tools, testequipment, and repair MOSs proliferate, redundancies canexist in some support areas while others fall woefullyshort of requirements. By its nature this structure isinefficient, as each type of equipment must "wait its turn"in its own maintenance queue.

(2) Transition to the future. No clear transitionpathway exists which moves the Army from present FM 100-5driven doctrine of providing support to the weapon tofuture requirements of providing support to the force.

b. Threat. The heavy division DISCOM, both personneland equipment, is vulnerable to the entire spectrum ofthreat weaponry and forces to include: armor; artillery;mines; small arms fire; grenades; missiles & mortars;nuclear, biological, and chemical munitions;electromagnetic pulse effects; directed energy weapons,i.e., lasers and radio frequency weapons; special purpose,reconnaissance, airborne, air assault, penetrating enemy.

1


and tactical air force terrorists; agents; insurgents; andsignal and imagery intelligence. The likelihood ofencountering these threats will vary depending on theDISCOM's proximity to other targets; the level of conflict;and the region of the world in which the division isdeployed.

b (1) In low-intensity conflicts, the DISCOM couldbe targeted by insurgents, saboteurs, guerrillas, andterrorists in possession of sophisticated weaponrypurchased. on the international market or provided bysponsoring nations or by criminal elements with weapons andprivate armies funded with the proceeds from drug sales.This type of conflict would most likely take place in LatinAmerica. A low-intensity conflict could easily escalate toa higher level of intensity due to the increasinqproliferation of sophisticated weaponry available to threatforces.

(2) The most likely region for a mid-intensityconflict would be in the Middle East and Southwest Asiaregion. Many countries in this region have sophisticatedweaponry, both Western and Soviet, and sizable armedforces, e.g., Iraq, Iran. Some are developing andexporting their own weapons, to include chemical warfareequipment and ba.l.istic missiles. Weaponry in thesecountries it groing in quality and quantity, and ancassation to a high-intensity conflict is possible.

(3) A high-intensity conflict would, undoubtedly,be the most lethal of possible conflicts. Because of therecent changes in Europe, this scenario is unlikely at thepresent time. However, we must be prepared for such aconflict because of the potential] for escalation of amid-intensity conflict.

c. Environment. We are relying to an ever greaterextent on high technology to make us more effective inbattle. Relying on technology in this way, however, hascaused an unprecedented increase in complicated "thingselectronic" which require repair, especially in our mainfighting force, the division. Combat effectiveness offuture divisions will to a greater' ixtent be inexorablytied to effective operation of its electronic systems.Thus, maintenance of electronics in future divisions, both

2


from item criticality and from overall workload aspects,will place ever increasing demands on the ability of thedivision to provide responsive, effective maintenancesupport. Under present support concepts, the division willnot be able to cope with these increasing demands unlessadditional personnel are provided or the divisionrestructures its support concepts and units so that theyare more effective and efficient.

d. This concept. supports AirLand Battle by integratingmaintenance resources and efforts.

e. This concept does not affect current proponenciesand training requirements. However, evolving MOSconsolidations and proponency changes may affect thisconcept in the future.

f. This operational concept does not depend uponfielding of the integrated family of test equipment (IFTE)however, use of the IFTE will streamline maintenanceoperations and allow future MOS consolidations.

3. This concept is applicable to heavy divisions.

4. THE OPERATIONAL CONCEPT. The operational descriptionwill be in four parts. Part 1 outlines the goals and thephysical reorganization of the MSB. Part 2 describesmaintenance in the brigades. This brigade maintenancedoes not change because of the implementation of thisconcept. The description of brigade maintenance isprovided for information and to facilitate understanding ofthe total maintenance system when the concept isimplemented. Part 3 describes the operation of the ELMC inthe DISCOM. Part 4 describes the operation of the mainmaintenance company.

a. The goal is to streamline maintenance in the heavydivision DISCOM. To work toward this goal, the MSB of theDISCOM will be reorganized. The missile maintenancecompany will receive the electronics repair platoon, fueland electrical section, and class IX platoons from thelight maintenance company and become the ELMC. The heavymaintenance company will receive all other maintenanceresources from the light maintenance company which dealtdirectly with "maintenance customers" and become the MSB's

3


main maintenance company. The light maintenance companywill be deactivated (Figure 1). The two remainingmaintenance units in the MSB would be organized as shown inFigures 2, 3 and 4. Figure 5 depicts divisionalmaintenance using the new structure.

b. Maintenance in the Brigade.

(1) System operators using built in test/built intest equipment (BIT/BITE and unit maintainers usingBIT/BITE and appropriate test measurement and diagnostic(TMDE) identify faulty line replaceable units (LRUs) on theweapon and replace these with serviceable LRUa from theunit's prescribed load list (PLL). When the operator orunit maintainer.cannot repair the system, a maintenancesupport team (MST) from the maintenance company, forwardsupport battalion (FORWARD), operating at the UnitMaintenance Collection Point (UMCP) uses the appropriateTMDE to further attempt to isolate the faulty LRUs. If theMST's attempts fail, the weapon is evacuated to thebrigade's maintenance collection point (MCP) operated inthe brigade support area by the FORWARD. There, furtherattempts are made to repair the end item. If all attemptsto repair the system at the MCP are unsuccessful, themaintenance control officer in the FORWARD decides whetherto evacuate the system or use the system as a source ofsupply. He bases this decision upon evacuation andcannibalization criteria established by the DMMC. Repairedend items are returned to the user.

(2) Faulty LRUs, once identified, are removed andreplaced with operational LRUs maintained in the unit PLL.LRUs not carried or available in the unit PLL are obtainedthrough the forward support battalion.

(3) Defective LRUs removed from weapon systems inthe brigade are evacuated to the FORWARD. There ascreening is conducted to quickly identify LRUs whichshould or must be repaired by the FORWARD, depending onmission, enemy, time, terrain, and troops (METT-T). LRUsnot repaired by the FORWARD are evacuateL. to the ELMC forrepair. Here, the evacuation channel for LRUs can beenvisioned as a pipeline from the UMCPs directly back tothe ELMC, with the FORWARD determining how much and what

4

- -- --- .... .. .


flows back, based upon the brigade's needs and the FORWARDscapabilities.

(4) The FORWARD uses the appropriate TMDE toscreen, identify problems in, and attempt repair of thefaulty LRUs accepted for repair. Normally, repairs areeffected by the TMDE operator finding and replacing thefaulty shop replaceable units (SRUs) with serviceable onesfrom the FORWARD's ASL. Repaired LRUs are returned toserviceable repairable exchange (RX) stocks or the owningunit.. LRUs which cannot be repaired at this level areevacuated to the ELMC for further disposition. The FORWARDmaintains a limited stockage of shop replaceable units(SRUs) based upon storage capacity and anticipated futuredemand.

c. The Electronics Maintenance Comganv. (Fig 3)

(1) Mission. Provide DS electronics tesat anddiagnostic maintenance to divisional elements, to includeDS base maintenance and MSTs for land combat missilesystems, divisional air detense systems, target acquisitionand surveillance radar, and class IX technical supply forsupported units.

(2) Assignment. Organic to the Main Support

Battalion (MSB) TOE 63135L000, Heavy Division.

(3) capabilities.

(a) Provides electronics test and diagnostics downto the SRU level, to include SRU screening, for divisionalunits (loss signal, CEWI, and aviation battalions).

(b) Provides base maintenance for all air defensesystems, target acquisition and surveillance radars, landcombat systems, manportable common thermal night sights(MCTNS), communications electronics, radio, and fuel andelectric devices.

(c) Within capabilities, provides MSTa for:divisional Air Defense Artillery Systems, Multiple LaunchRocket System (MLRS), Target Acquisition Radar, and thesignal and missile systems in the divisional cavalry.

5


(d) Maintains and operates a technical supplysection, consisting of approximately 9,000 lines of classIX supplies, to include a reparable exchange (RX) servicefor missile, electronic, and conventional LRUs.

(a) Provides QA/QC inspection of all maintenanceperformed.

(f) Provides technical assistance to using units,as required.

(g) Provides annual maintenance manhours (AMMH) ofsupport.

(h) Individuals can participate in the coordinateddefense of the units area or installation.

(i) This unit is capable of performingorganizational level maintenance on its organic equipment.

(J) Maintenance support teams and some basemaintenance capabilitiep can be detached from the ELMC anddeployed with the units they habitually support when theunits are detached or deployed as part of a task force.MSTs are capable of carrying only limited repair parts.

(k) Within capabilities, the ELMC will providearea support for units attached to, passing through, or indirect support of the division.

(1) Maintenance of signal/CEWI battalion peculiarequipment. At the current time, signal and CEWI battalionswill retain their organic DS maintenance capability.However, if the IFTE is adopted as the Army's standardautomatic test equipment, it is probable that the ELMC willrepair LRUs for these units.

d. The Main Maintenance Company. (Fig 4 & 5)

(1) Mission. Provide DS maintenance, commensuratewith stated capabilities, to division units not supportedby the maintenance companies of the forward supportbattalions. Provides reinforcing DS maintenance for themaintenance companies of the forward support battalions.

(2) Assignment. Organic to the Main SupportBattalion, Heavy Division, TOE 631351000.

6


(3) Capabilities.

(a) Annual Maintenance Manhours, (AMMH) ofproductive direct support maintenance

(b) Technical assistance to units in the division

rear area.

(c) Backup recovery capability to support units.

(d) Common repair parts supply support to organicmaintenance platoons and sections only.

(e) Limited backup maintenance support les repairparts to the maintenance companies of the Forward supportBattalion (FSB).

(f) Pending approval of the Division AviationSupport Battalion (DASS), Cavalry Systems Support Teams(CSST) provide on-site combat system oriented DS

maintenance support to the Division Cavalry Squadron. Uponapproval of the DASB, CSSTs will be deleted from the TOE ofthe Main Support Company and added to the TOE of the DASB.

(g) Unit maintenance on construction equipmentorganic to the supply & service company of the MSB.

(h) On-site DS maintenance support for automotiveand power generation equipment consistent with tacticallimitations and support capabilities.

(i) Individuals of this organization can assist inthe coordinated defense of the unit's area or installation.

(J) This unit performs unit maintenance on allorganic equipment.

7


APPENDIX A

IFTE DEFINED

This operational concept does not depend upon fieldingof the Integrated Family of Test Equipment (IFTE).However, use of the IFTE will streamline maintenanceoperations and allow future MOS consolidations. The IFTEsystem is comprised of the following systems:

a. The Contact Test Set (CTS). The CTS gives the wonsystem" maintainer (be he the operator, or atorganizational, or direct support level) the capability toaugment system BIT/BITE and determine faulty LRUs on thesystem. Also, electronic technical manuals and expertsystem diagnostics capabilities are planned.

b. The Base Shop Test Facility (BSTF). The BSTFprovides direct support maintenance units a full capabilityto troubleshoot and repair faulty electronic LRUs.

A-I


APPENDIX B

IMPACT ASSESSMENT

1. Units.

a. This concept will directly impact units with the

following table of organization and equipment (TOE)

HEAVY DIVISION

63136L000 HHD, Main Support battalion

43007L000 Light Maintenance Company, MSB

43008L000 Heavy Maintenance Company, MSB

09008LI00 Missile System Support Company, MSB, KVY DIV

09008L200 Missile System Support Company, MSB, HVY/LT DIV

INFANTRY DIVISION (NATIONAL GUARD)

63135LOOO HHD, Main Support Battalion

43037L000 Light maintenance Company, MS3

43038L000 Heavy Maintenance Company, MSB

09007L000 Missile System Support Company, MSB

b. This concept also indirectly affects maintenanceand supply operations in the signal and CEWI battalions forequipment which is supported by the BSTF of the IFTE, sincerepairs to faulty LRUs from these battalions areaccomplished by the ELMC.

2. Other impacts.

a. By integrating the division's primary maintenance

B - I


resources, this concept gives the division more capabilityto. satisfy the increasing demands of electronics repairwithout resorting to personnel strength increases. Thestructure is more efficient in its application of people,test equipment, and repair parts toward solving thedivision's most pressing maintenance problems.

B-2


GLOSSARY

1. ASL - Authorized Stockage List The stocks of repairparts which permit the division's support units to effectrepairs on the equipment they support. ASL also carriesreplenishment stocks for unit PLLs.

2. BSA - Brigade Support Area. That area in the brigadetrains where the majority of retail support functionsoccur. Commonly operated by the forward support battalion,in coordination with the brigade S-4.

3. BSTF - Base Shop Test Facility. The "bench shop" ofelectronics repair. This system will provide the divisionall the capability it needs to perform off equipment repairto all LRUs which can be repaired in the division.

4. CTS - Contact Test Set. A test set which plugs intothe inoperable weapon or system (i.e., right into theBradley or tank test connectors) and shipments the weapon'sown built in test/built in test equipment (BIT/BITE) tohelp determine the cause of system faults.-

5. DSA - Division Support Area. Operated by the DISCOM.This is the primary area where logistics support to thedivision happens. The DSA normally contains all supply,maintenance, transportation, and medical service functionsnot found in brigades.

6. IFTE - Integrated Family of Test Equipment. IFTE willprovide the division a robust capability to diagnose, faultisolate, and repair LRUs within the division and corps.The two basic components of the IFTE system are definedbelow. Judiciously employed, IFTE will substantiallyimprove sustainability of divisions and corps:

a. The Contact Test Set (CTS) permits unit maintainersor DS contact teams to identity faulty LRUs on the system.The CTS will also Have electronic technical manual andprog,)stic capabilities.

b. The Base Shop Test Facility (BSTF) permits thedirect support maintenance unit to identify faults in andrepair the LRU (normally by finding and replacing a faultySRU).

GLOSSARY - 1


7. LRU - Line Replaceable Unit. One which can be replacedon.the equipment to restore that equipment to operablecondition. Commonly thought of as a "chassis," an LRU isanything which can be removed and replaced directly on theweapon. Thus, cables, light bulbs, sights, barrels,roadwheels, etc. are all considered LRUs.

8. METT-T . Mission, Enemy, Terrain, Troops, and TimeAvailable.

9. MST - Maintenance support Team (contact team). Inbrigades MSTs normally operate out of the UMCP, helpingunit organizational mechanics restore their systems tooperable condition by finding and replacing faulty linereplaceable units (LRUs). MST assistance is normallycalled for when the Organizational mechanic cannotdetermine the cause of the system's inoperable condition.

10. PLL - Prescribed Load List: That quantity of supplieswhich is established to support unit combat operations fora limited period (usually about 15 days in peacetime). Itis the repair parts which each equipment owning unitcarries with it into combat to support its own equipment.

11. SRU - Shop Replaceable Unit. Part of an LRU which canHe replaced to restore the LRU to operable condition(usually with the help of test equipment to identify whichSRU[s] are faulty).

12. UMCP - Unit Maintenance Collection Point. Adesignated area in the unit trains where inoperableequipment can be restored to operable condition withoutrisking direct enemy fires.

GLOSSARY - 2

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