Who's Who: U.S. Army Communications and ... - KMI Media Group

David G. 

Sharman 

Director 

Communications- 

Electronics 

Command’s 

Logistics and 

Readiness Center 

CECOM LCMC LOGISTICS AND READINESS CENTER

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CECOM LCMC LOGISTICS AND READINESS CENTER 

C4ISR Maintainer 

Q&A 

The National Inventory Control Point/National Maintenance Point for C4ISR 

David G. Sharman 

Director 

Communications-Electronics 

Command’s Logistics and Readiness 

Center 

David G. Sharman was selected to the Senior Executive Service 

in January 2008. As the director of the CECOM Logistics and 

Readiness Center, he serves as the command’s senior leader in 

developing a vision, strategy and implementation plans necessary 

to achieve an integrated enterprise approach to logistics sustainment 

for Command, Control, Communications, Computers, Intelligence, 

Surveillance and Reconnaissance weapon systems. He 

provides leadership and overall senior management guidance to 

a global organization composed of 1,700 Department of the Army 

civilians, 1300 contractors and 15 soldiers in direct support of five 

Program Executive Officer programs. Sharman leads the seven 

directorates that form the Logistics and Readiness Center in core 

competencies of the national inventory control point, national 

maintenance point, security assistance to allied nations, production 

and industrial base management and planning, integrated 

logistics planning, field technical assistance that spans a global 

footprint which encompasses over 20 countries and 100 plus 

sites. 

Sharman served as an aviation logistics officer, U.S. Marine 

Corps, from 1973 to 1976. From October 1979 to February 1983 

he was with Bell-Aerospace Textron as a production manager. 

He returned to the military in February 1983 as a readiness and 

logistics analyst, Communications-Electronics Command, Fort 

Monmouth, N.J. From July 1988 to July 1996 he was chief, Logistics 

Assistance Program at CECOM Communications-Electronics 

Command, Life Cycle Management Command. He was the director, 

Command, Control and Avionics Systems, Logistics and Readiness 

Center, CECOM LCMC from October 1998 to September 2000. 

From October 2000 to March 2005 he served as director, Security 

Assistance, Logistics and Readiness Center, CECOM LCMC. In 

April 2005 until February 2006 he was the director, Logistics and 

Engineering Operations, Logistics and Readiness Center, CECOM 

LCMC. He served as the acting director of the Logistics Readiness 

Center from February 2006 until January 2008. 

Sharman’s awards include: Exceptional Civilian Service Decoration 

(2008); Executive of the Year Fort Monmouth (2006); 

Commander’s Award for Service (2006); Superior Civilian Service 

Medal (1991, 1992); and South West Asia Department of the Army 

Civilian Service Award (1991). 

Sharman was interviewed by KMI Media Group Editor-in-Chief 

Jeff McKaughan. 

Q: Could we start with an overview of the Logistics Readiness 

Center, its organizations and its mission? 

A: The mission of the CECOM LCMC LRC is to provide global 

logistics to Command, Control, Computers, Communication, 

Intelligence, Surveillance and Reconnaissance [C4ISR] systems in 

support to the warfighter, and coalition forces that anticipates their 

needs and minimizes logistics risk to combat operations. This is 

accomplished through continuously enhancing operational effectiveness 

and efficiency of weapon system life cycle planning, supply 

chain management to include rapid acquisition, proactive maintenance, 

timely production, fielding and training, and operation and 

sustainment field operations. 

Our core capabilities are to serve as a national inventory control 

point/national maintenance point for C4ISR, provide acquisition 

program management rapid response, life cycle and logistics support 

planning, production engineering and industrial base management, 

training, repair and technical assistance forward, security 

assistance program management, and communication’s security 

[COMSEC] logistics in support the Army Force Generation Model 

[ARFORGEN] Campaign Plan. 

Our global footprint covers 30 states and 18 countries, to 

include SWA [Southwest Asia] with over 3800 military, DA civilians 

and contractors. 

www.MLF-kmi.com CECOM LCMC Logistics and Readiness Center | Who’s Who 2010 | MLF 4.6 | 1


Organizationally, the LRC forms under an HQ’s element with a 

director, military deputy and four associate directors, including a 

transition group to handle the BRAC effort and a logistics operation 

cell to provide command and control of our C4ISR field support 

elements. The day-to-day business of the center falls to our directorates, 

which we have nine of. Five weapons systems directorates, 

aligned by equipment group, are focused on weapon system sustainment 

planning and execution throughout the life cycle of their systems. 

Augmenting the weapon systems directorates are a readiness 

directorate that covers our expeditionary efforts, to include logistics 

assistance representatives and electronic sustainment support centers, 

our logistics engineering and operations directorate, where we 

provide reset, funding management and integrated processes operations, 

our SAMD directorate, where all matters concerning foreign 

military sales are managed, and our rapid response office, which 

provides rapid acquisition capability for equipment and services. 

Attached as an enclosure is a wiring diagram of the center. 

Q: How is BRAC impacting your organization and will it look 

much different after BRAC is completed from how it is today? 

What is the timing for you and BRAC? 

A: BRAC is already well under way for the LRC. The LRC has a 

worldwide presence and is familiar with operations in a splitbased 

mode. We currently have more than 500 employees at APG 

[Aberdeen Proving Ground], both those that have moved from Monmouth 

and those that have been newly hired at APG. We had a great 

response from our folks who volunteered to come to APG early, and 

as a result of those volunteers and the excellent folks we have hired 

at APG, we have been able to move the center of gravity for many 

of operations to APG ahead of schedule. Our main body moves will 

occur starting August of this year and continue through July of 

2011, based on when the new campus buildings become available at 

APG. We have also already restructured the organization to provide 

a more focused customer relationship and at the same time provide 

for a better grouping of our various functional skills within those 

customer and weapon system focused directorates. This was done in 

anticipation of the expected loss of various skilled members of the 

work force and to better facilitate mentoring of the newer and more 

junior members of the work force. I, myself, am currently stationed 

at APG with temporary offices in the Edgewood area of the base and 

expect to move into our new digs, the HQ East in the new complex 

in early October 2010. 

Q: You mentioned that you have also already restructured the 

organization. Is that reorganization complete or is it still ongoing? 

A: We looked at ourselves almost 18 months ago, and we had four 

issues that arose from that review that we needed to tackle. The first 

was that we saw challenges with losing people and their technical 

expertise due to our move to APG. To counter this potential loss of 

expertise, we moved from 41 weapon systems branches, with each 

one having item managers, logistics managers, provisioners, tech 

writers and engineers, into functional branches and divisions in 

supply, engineering with our CERDEC provided engineers, ILS and 

product line management. This consolidation of expertise in these 

functional organizations allows us to provide better mentorship 

and developmental training of our new folks and ensures we have 

leveraged our remaining subject matter experts to the greatest 

extent possible. The second challenge we saw was in our move to 

our new campus at Aberdeen. We’re moving into a domain environment 

in that new campus, in which the LRC elements supporting 

a family of product lines will be collocated with our colleagues and 

customers in the software engineering center, communications 

electronics research and development center and program managers. 

As an example, if you were to go into the C2-West building 

there at Aberdeen, you would see elements of the PEO C3T, the 

LRC, SEC and CERDEC. We wanted to make sure that we had the 

organization right to maximize opportunities in our domain base. 

Our third issue was that as we continued our journey in mastering 

our business enterprise system LMP, we had an organization that 

was better aligned with our business processes for better efficiency 

and effectiveness. The fourth and final issue we addressed in our 

reorganization was to align our weapon systems directorates with 

our PEO customers to facilitate and improve our support structure 

to their programs. 

We’ve implemented the restructuring and are anxious to see 

how it works out as we start to move into the campus this summer 

and fall. 

Q: As far as amount of activity and funding to handle that workload, 

how has the center faired in recent years and what does the 

look ahead indicate? 

A: CECOM has done well in recent years obtaining resources to 

execute its requirements for stocking spare parts and repairing 

major items. Funded with Army working capital funds, spare parts 

obligations peaked at $1.6 billion in FY08. Those dollars enabled us 

to procure what we needed, and consequently we are able to provide 

supply availability rates of over 90 percent while significantly reducing 

our back orders for long lead spare items. Our spares forecasts 

have declined over the last two years due to smarter demand and 

better forecasting tools, but we are still pretty much 100 percent 

funded and committed to maintaining our 90 percent plus availability 

rate. Our top spares program this year and in the near future 

continues to be night vision devices, followed by SINCGARS [single 

channel ground and airborne radio system], VIS [vehicle intercom 

system], high frequency UHF/VHF radios and CN-1689 embedded 

GPS for the aviation community. In our depot maintenance repair 

workload, funded with operational and maintenance Army dollars, 

we have seen steady increases in funded levels over the last several 

years and anticipate that to remain steady over the next year or 

two. Authorized funds have stayed in the $900 million to $1 billion 

range over the last three years. Firefinder radars and TOCs [Tactical 

Operations Commands] are two systems that continue to be at the 

top of our needs in support of the warfighter. In addition, TRC-190 

multi-channel radio terminal, tactical quiet generators, and C4ISR 

system integration efforts have been high in our needs as well. 

As we look to the future and the continuing availability of 

supplemental dollars, it is important that we understand our vendors’ 

requirements for sustaining their production base in the out 

years. As a community, they have responded extremely well to our 

requests over the last several years to expedite assets and ramp up 

production. We need drawdown plans with them to minimize the 

impact to their operations and maintain a warm production base 

2 | MLF 4.6 | Who’s Who 2010 | CECOM LCMC Logistics and Readiness Center 

www.MLF-kmi.com


for our future needs. Our long-term viability as a team supporting 

C4ISR depends on that collaboration. 

Q: Can you tell me a little about your forward deployed presence? 

A: We maintain a robust support structure in the SWA and the 

OCONUS areas of operation. Each theater has a senior command 

representative [SCR] with supporting staff, and SWA is augmented 

by our drawdown/retrograde and responsible reset task force 

[R2TF] support elements. 

In Korea and Europe we have an SCR and 50 plus support 

personnel in each theater permanently stationed to support C4ISR 

challenges in that region. 

Our highest priority and most robust mission is our SWA support. 

Our directorate for readiness currently has over 85 government 

civilian employees and over 1000 contractor field service 

representatives [CFSRs] deployed throughout Southwest Asia, 

with the great majority based in Afghanistan and Iraq. Most of our 

government civilian employees in Iraq and Afghanistan are logistics 

assistance representatives [LARs], who provide direct support to 

our soldiers and literally live with them at their unit deployment 

locations. These LARs are our frontline presence and provide direct 

operations and “field level maintenance” support to our warfighters 

for all C4ISR. Other LRC government civilians in SWA direct training 

efforts and teach our warfighters how to use equipment they 

would not have encountered at their base locations prior to deployment. 

A key example of these systems are the newly developed elevated 

sensor systems, such as the rapid aerostat initial deployment 

[RAID] and cerberus [aerostat] systems used by our warfighters to 

maintain perimeter security and real-time situational awareness of 

the surrounding areas. We also provide the Electronic Sustainment 

Support Center and Regional Support Center managers and others 

who direct the CFSRs in providing sustainment maintenance support 

for nonstandard weapons systems, including many of the high 

frequency and multi-band radios used by our soldiers, the Counter 

RCIED [Remote Control Improvised Explosive Device] Electronic 

Warfare, termed CREW, weapons systems, and the tactical biometrics 

systems for maintaining security in our forward operating 

bases. We also have contractors in direct support of the Afghan 

National Army, for developing their maintenance and sustainment 

capability for HF radio communications. 

Our drawdown SPO mission is led by Colonel Jim Riseley, my 

deputy who supported my 109 personnel, 80 in OIF, 16 in Kuwait 

and 13 in OEF, manning the retrograde and redeployment sites to 

coordinate and maintain a synchronized drawdown of Army team 

C4ISR equipment, facilities, personnel and contracts IAW current 

theater drawdown plans. Their mission is also to assist units in 

turning in equipment, collecting equipment no longer required and 

managing transportation to ensure the assets are returned to the 

right repair, storage point, or next mission assignment. 

Lastly we maintain a presence in support of AMC’s R2TF to 

ensure the both the drawdown and build missions have C4ISR 

oversight and maintain the velocity of flow required to ensure mission 

success. 

Q: How challenging is it to your center to work on equipment that 

may not have had total life cycle management aspects built into 

the program from the start? 

A: When the support for Army systems follows the tenants of 

the Army System Lifecycle Acquisition Policy, there are existing 

organizations, policies, infrastructures, processes and personnel 

to support those programs in a disciplined manner. Army weapon 

systems acquired in accordance with the life cycle support model 

exist and are supported in such a way that the Army is able to assess 

the health of the system and has the resources identified to assure 

continued and robust sustainment support. 

The problem with the developmental model, particularly during 

contingency operations, is that the process is too slow to identify 

solutions to immediate threats. The reaction to the need for quicker 

acquisition and deployment of materiel solutions to meet threats is 

current non-developmental and/or COTS items that have not gone 

through developmental and planning processes to assure long-term 

sustainment. In order to compensate for this lack of sustainment 

development and planning, the Army will utilize interim support 

concepts such as CFSR, warranties, repair and return programs 

with the original equipment manufacturer, field teams and regional 

support centers, and forward repair activities that operate outside 

of the Army’s standard supply and maintenance support structures. 

While these capabilities can provide immediate support, they result 

in stovepipe support structures that may not be the most efficient 

or effective means to sustain the fight. To further compound our 

sustainment challenges, many times the owning units fund these 

products and can procure different support packages, which may 

make sense to the unit at the time of purchase but prove inadequate 

as missions and relieving units change over time. 

In the developmental model, supply chain strategies are 

expressed in supportability strategies documentation. The validity 

of the strategy is reviewed and approved as systems pass through 

milestone decisions and are finalized at materiel release if a full 

release is approved. Supportability strategies are usually based upon 

support concepts expressed in the system ORD, acquisition plan, 

and acquisition strategy. Since COTS programs are often bought 

based upon an operational needs statement [ONS], which usually 

only addresses the capability of the program to meet a threat, they 

do not address supportability concepts. Another issue is that via the 

ONS process, multiple users often have or gain approval to meet a 

threat via different solutions, resulting in multiple programs being 

put in the field often from different source contracts. This causes 

a lack of standardization and puts you in the stovepipe solution I 

mentioned earlier to sustainment issues. 

In support of quick reaction programs, such as the Base Expeditionary 

Target Surveillance System–Combined, Rapid Aerostat 

Initial Deployment Towers, RAID Aerostats, and Rapid Deployment 

Integrated Surveillance System networked sensor and camera 

suites, the LRC in coordination with the PM, contracts, theater and 

a host of other partnerships has been coordinating on both the sustainment, 

drawdown and surge requirements on a real-time basis. 

Some additional challenges encountered in managing the 

COTS programs are represented in our support to the SIPRnet 

NIPRnet Access Point [SNAP] in Southwest Asia. SNAP is a unitfunded 

program bought by units approved on an ONS. The challenge 

in SWA was that units were procuring different levels of 

support, such as warranties, spares kits and CFSR support. While 

some units invested in a robust support structure, others only 

procured the bare minimum. Eventually, supportablity issues for 

these systems came to our doorstep to resolve, because when the 


Maj. Gen. Randolph P. Strong 

Commanding General 

Edward C. Thomas 

Deputy to the Commander, 

CECOM 

Col. William H. Montgomery III 

Chief of Staff 

Col. Kent Woods 

Deputy Commander for 

Operations, Plans and BRAC 

Charles J. Glaser, G1 

Director for Personnel and 

Training 

James Lint, G2 

Director for Intelligence and 

Security 

Raoul Cordeaux, G3/5 

Director for Operations and 

Plans 

Michael Vetter, G4 

Director for Logistics and 

Engineering 

Patricia L. O’Connor, G6 

Chief Information Officer 

George Chant, G8 

Director for Resource 

Management 

Col. Charles C. Gibson, 

Commander, 

Tobyhanna Army Depot 

Col. Steven G. Drake 

Director, 

Central Technical Support 

Facility 

Col. Sylvester Cotton 

Commander, 

United States Army Information 

Systems Engineering 

Command 

Nelson Keeler 

Director 

CECOM Software 

Engineering Center 

Program performance 

www.northropgrumman.com/ts 

©2010 Northrop Grumman Corporation

David G. Sharman 

Director 

Col. James Riseley 

Deputy Director 

Mike Carter 

Associate Director 

Carl Anderson 


Marianne McCooey 


Gary Salomon 


Col. Melvin Leary, 

Director, 

Directorate of Readiness 

Kathleen Batdorf 

Director, 

Logistics and Engineering 

Operations Directorate 

James Meredith 

Director, 

Security Assistance 

Management Directorate 

Dwayne Terry 

Director, 

CR2 (Rapid Response) Office 

WEAPON SYSTEM TEAMS 

Joseph Cattelona 

Director, 

Enterprise Soldier Aviation 

Directorate 

Ron Durkel 

Director, 

Intelligence, Electronic Warfare 

and Sensors Directorate 

Mark DiPaola 

Director, 

Communications Directorate 

Jack Dempsey 

Director, 

Communications Security 

Logistics Activity 

Kathleen Skeen 

Director, 

Power and Environmental 

Directorate 

is priority one!TM


warfighter thinks C4ISR, they think CECOM. Our challenge was 

to establish a common level of support. Our ILS managers first 

identified where all the systems were in theater, their total density 

and warranty terms under which they were procured. They then 

worked with PM WIN-T and the user community to analyze the 

sustainment support to capture those systems in urgent need of 

CFSRs and spares part support. We were successful in obtaining 

urgent funds which allowed us to procure additional warranties, 

spares kits and CFSRs support. For other systems not needing 

immediate support, we obtained funding to extend warranties for 

two years and provided CFSRs and spares kits. By taking these 

actions, we have consolidated SNAP sustainment under a single 

unified support concept and structure, which we should have had 

in place prior to fielding. 

Q: What are your top five or so projects in terms of acquisition 

or sustainment funding? 

A: It is worth repeating that our primary objective is to work 

with project managers to intelligently plan the logistics in the 

early stages of system development so as to reduce life cycle costs 

and increase operational readiness of these systems when fielded. 

Some of the more critical and high dollar systems that we are 

sustaining that are currently being used in Iraq and Afghanistan 

include the field support for CREW, $143 million. Logistic support 

includes managing shipments, inventory and transportation to/ 

from field office locations for stock/issue, installation, training, 

testing, maintenance, managing repair parts and return shipment 

to CONUS for depot repair. Another major system that we 

sustain is the PATRIOT [Phased Array Tracking Radar Intercept 

on Target] systems, $230 million. Sustainment efforts entail the 

recapitalization of various CECOM LCMC initiatives that facilitate 

the efficient and effective upgrades while providing the optimum 

savings for the PATRIOT Missile System. This also encompass critical 

requirements to support and maintain Giraffe radar systems, as 

well as requirements for the Identification Friend or Foe Interrogator, 

AN/GRC-245 radio enhancement, tactical quiet generators, 

Electrical Power Plant III, and the SINCGARS radio acquisition. 

Without going into much detail, other major systems that we support 

include: PM close combat route clearance equipment, which 

is a suite of armored vehicles used to detect and detonate roadside 

bombs, $351 million; and PM RUS-persistent threat detection systems, 

$422 million, which are tethered aerostats that are used for 

communications. Sustainment efforts include upgrades, integration, 

test, fielding, operation and logistics support. The Firefinder 

family of radars continues to be a keystone of our sustainment 

efforts [$100 million] as we continue to modernize the TPQ-37 

fleet with the Reliability Maintainability Improvement program, 

which reduces life cycle sustainment costs and greatly improves 

system reliability. 

Q: Do you have any key acquisition needs in the near term? 

A: Well our highest priority is to get the third generation of our 

Rapid Response contract awarded as soon as possible. We are still 

in source selection on this critical contract, which has a ceiling 

of 16 billion dollars over five years. A lot of dedicated folks are 

working hard to bring that award over the finish line. Our second 

priority is working with our vendors on the CECOM S3 contract in 

terms of sustaining our expeditionary logistics efforts in SWA. The 

following are our some of our spares buys coming up: 

• Cable Assemblies for VIS and SINCGARs—40 groups of various 

types/lengths. The objective is a five year IDIQ contract, 

firm fixed price with an estimated dollar value of 482 million. 

The RFP will be issued second quarter FY11, with a forecasted 

award date of second quarter FY12. This will be a small business 

set-aside. 

• Enhanced position location reporting system [EPLRS] user 

readout—it is one NSN. The objective is a five year IDIQ contract 

with an estimated dollar value of 18.7 million. The RFP 

will be issued in fourth quarter FY10 with a forecasted award 

date of first quarter FY11. 

• AS-4461, High Gain Antenna and Lightweight Antenna. The 

objective is a five year IDIQ contract with an estimated dollar 

value of 40 million. The RFP will be issued in fourth quarter 

FY10 and the forecasted award date is second quarter FY11. 

• H-182, Headset—the objective is a five year IDIQ contract with 

an estimated dollar value of 1.3 million. The RFP will be issued 

in third quarter FY10 with an estimated award date of fourth 

quarter FY10. 

One of the outcomes of BRAC 2005 was that the Defense Logistics 

Agency was to assume the acquisition of our depot level reparables 

by 2011. We started that transition early to DLA this fiscal 

year, and I am extremely pleased with the progress we have made 

with DLA in assuming that mission and the hard work they have 

put in to stand up their APG detachment and assume our spares 

work early. It’s a great success story so far. 

Q: With your expertise in communications and electronics, do you 

find yourself working with or do work for customers from the 

other services, or are you pretty focused on being Army-specific? 

A: We have a great deal of experience working jointly with other 

services and organizations to provide sustainment support for 

a variety of systems and equipment. For some systems, such as 

SINCGARS radios, Firefinder radars, Defense Satellite Communications 

System, EPLRS and night vision devices, the Army has 

been designated as the primary inventory control activity [PICA] as 

defined under the Joint DoD Materiel Supply Chain Management 

Regulation. As the PICA, the LRC has the responsibility to procure, 

stock, store and issue spares to support non-Army user sustainment 

requirements. 

The Communications Security Logistics Activity [CSLA] is a 

directorate within the LRC that is located at Fort Huachuca and 

provides life cycle support for the COMSEC commodity. Besides the 

typical equipment responsibilities that any WSD would incur, CSLA 

is also responsible for the distribution and accountability of cryptographic 

key used in conjunction with COMSEC equipment. In 

providing that support, CSLA operates one of two tier 1 electronic 

key management facilities within DoD, with the other being operated 

by the U.S. Air Force and located at Lackland AFB. Through 

the tier 1 facility, CSLA provides cryptographic keys not only to 

Army accounts, but those of the three other services. Additionally 

CSLA supports other elements within the executive branch of the 


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government, such as Homeland Security, the FAA and various Drug 

Enforcement Agencies, to name a few. Ensuring secure communications 

on the battlefield and to our key leaders requires that we 

work the COMSEC issues in a joint environment; CSLA does that 

on a daily basis. 

The lightweight counter mortar radar [LCMR] is also utilized 

by other services and is supported by forward repair activities 

in SWA, as well as, full depot support at Tobyhanna Army depot 

[TYAD] and at the original equipment manufacturer. A mechanical 

live fire test simulator was developed and constructed at TYAD to 

reduce time and cost of repairs due to testing. This simulator has 

drastically reduced the costs associated with transportation and 

ammunition at Yuma. Due to the quick reaction capability nature 

of the LCMR, full provisioning of spare parts was not accomplished 

prior to systems being fielding to units in theater. This has required 

all part purchases, shipments, tracking, requests and inventories to 

be handled manually by LRC personnel. The unique capabilities of 

the LCMR have been in high demand from customers external to 

the U.S. Army. This demand has been met by fielding LCMRs to the 

United States Marine Corp and other coalition partners. 

These examples show a small picture of how the LRC works 

with services other than the Army in order to ensure the success of 

the United States Armed Forces, as well as the success of our joint 

partners. 

Q: Tell about the activities that are performed at Tobyhanna. 

A: Tobyhanna Army Depot is the largest, full-service electronics 

maintenance facility in the Department of Defense. TYAD’s mission 

is total sustainment, including design, manufacture, repair 

and overhaul of hundreds of C4ISR systems for all branches of the 

Armed Forces. 

TYAD is the DoD’s recognized leader in the areas of automated 

test equipment, systems integration and downsizing of electronics 

systems. Tobyhanna supports the following systems: satellite 

terminals, radios, radars, counter improvised explosive devices 

systems, electro-optics, night vision and anti-intrusion devices, 

airborne surveillance equipment, navigational instruments, electronic 

warfare, and guidance/control systems for tactical missiles. 

TYAD is a worldwide enterprise, operating approximately 75 

forward support activities around the world, including more than 

30 providing direct support to warfighters in Southwest Asia. 

Fully engaged since the onset of current overseas contingency 

operations, TYAD supports critical systems such as the Firefinder 

and lightweight counter mortar weapons detecting radars, blue 

force tracking, counter improved explosive devices systems, and 

improved helmet brackets for night vision devices. 

There are approximately 175 people in SWA every day directly 

supporting the efforts of the warfighter. Today, TYAD is the largest 

employer in Northeastern Pennsylvania with a total installation 

work force of about 5,700 personnel. 

systems to coalition partners and foreign governments of over 

60 countries and international organizations this year. As you 

might expect, we have a tremendous amount of activity directed to 

equipping Iraqi and Afghanistan forces and ensuring our coalition 

partners have the most modern equipment we can provide them in 

their counterterrorism efforts. 

Q: Going back to BRAC for a minute, how is that going to impact 

your work force? Do you expect none, some, all of your people 

to make the physical move to the new locations, and what is the 

outlook for replacing those key skills if necessary? 

A: From the beginning, we have anticipated the loss of a significant 

portion of our current Monmouth-based work force. At the end of 

the day, the LRC is all about people and their expertise, and we realize 

that is a precious commodity. It now appears that more of the 

current employees will be transitioning to APG than we originally 

thought, which is good news. Still, it will be a challenge to maintain 

mission continuity with the losses we have already experienced 

and will be experiencing. That is why it has been our primary focus 

to establish a strong forward presence already at APG. In addition, 

we have made a significant investment in capturing knowledge and 

skills from the current experienced work force and subject matter 

experts [SMEs]. We have identified 253 key processes and are documenting 

the associated procedures to perform those processes. In 

addition, we have identified over 300 SMEs and are working to train 

alternates and replacements for those that we know are not making 

the move or are not yet sure if they will make the move. The 

LRC is a very process and capability oriented organization. We will 

make reassignments as necessary to assure critical missions are 

performed. I believe we have mitigated a large portion of the risk 

to our operations associated with BRAC and continue to work those 

soft spots until we are assured of complete mission and knowledge 

continuity. 

Q: Any final thoughts about the people and the future at the 

Logistics Readiness Center? 

A: Well first, it is an honor and privilege in leading this organization 

and its professionals in what I believe is a critical mission in 

support of our Army. Our challenge is to continue to grow and nurture 

our evolving, transitioning work force to give them the skills 

and experience we need to develop innovative and effective life cycle 

sustainment strategies, and executing those strategies flawlessly in 

an expeditionary environment. Our future success will be measured 

on how well we can integrate evolving technologies and capabilities 

into our enduring sustainment infrastructure quickly, efficiently 

and effectively. As we work those integration issues, it’s imperative 

that we work closely with our industrial partners to ensure we get it 

right the first time. I am confident we have the team to meet these 

issues and others head on and solve them.✯ 

Q: How much of your business is driven by foreign military sales 

and support? 

A: Our Security Assistance Management Directorate coordinates 

and manages all foreign military sales and support for C4ISR. This 

year we will prepare and manage over 1 billion dollars of C4ISR 

For more information, contact MLF Editor Jeff McKaughan at 

jeffm@kmimediagroup.com or search our online archives for related stories at 

www.MLF-kmi.com. 



THE PREMIER PROVIDER OF 

COMMUNICATIONS-ELECTRONICS LOGISTICS 

The LRC is headquartered at Fort Monmouth 

with activities located at Fort Huachuca, 

Fort Belvoir, Fort Hood and logistics 

assistance representatives stationed in eight 

countries. They supply the Army with the 

communications and electronic systems that 

enable tanks, planes, helicopters, ships, satellites, 

and missiles to talk to each other and 

dominate the battlefield. 

Their products and services are used 

wherever military operations need command, 

control, communications, computers, intelligence, 

or electronic warfare capabilities. 

Bosnia, Somalia, Haiti, Yugoslavia, and the 

Middle East are examples of areas where their 

products and people have recently provided a 

decisive advantage to U.S. and allied forces. 

Their commitment to customers transcends 

simply meeting their expectations because 

lives depend on it. 

They support warfighters by fielding and 

sustaining equipment categorized as command 

and control, communications, computers, 

intelligence, electronic warfare and 

sensors. They also provide project managers 

with integrated logistics support planning for 

new and emerging programs. Another important 

role is to support friendly nations through 

the Security Assistance program managing 

foreign military sales for CECOM. 

LRC’s primary mission areas include 

 

 

 

 

 

 

 

 

National Inventory Control Point 

National Maintenance Point 

Total Package Fielding 

New Equipment Training 

Security Assistance Program Management 

Integrated Data Systems 

Production and Industrial Base Engineering 

Integrated Logistics Plans and Development 

ENTERPRISE SOLDIER AVIATION 

DIRECTORATE 

The Enterprise Soldier Aviation Directorate 

(ESA) fully supports the overall mission of 

the LRC to provide full life-cycle production, 

logistics, and sustainment support for superior 

information technologies and integrated 

systems to the warfighter. Systems directly 

supported include the gamut of command and 

control systems, avionics, airborne mission 

equipment, ground support equipment and 

power/environmental equipment. 

The mission of the ESA Directorate is to 

ensure complete acquisition and logistics support 

for the warfighter in the field for assigned 

Level I, II or III equipment/systems to include 

their peculiar/unique spare/repair parts during 

the entire life cycle. This support includes 

life cycle maintenance engineering, maintainability 

and producibility engineering, integrated 

logistics support (ILS), provisioning, 

integrated materiel management, worldwide 

distribution of materiel, RESET, production 

planning and acceptance, manufacturing base 

support, configuration management, acquisition 

requirements package development and 

product quality management. 

COMMUNICATIONS DIRECTORATE 

The mission of this directorate 

is to ensure that complete, 

appropriate and timely 

acquisition and logistic support 

is provided to the warfighter 

for communications 

systems, including unique and 

repair parts throughout the 

entire life cycle of the equipment. 

This support includes life cycle maintenance 

engineering, maintainability and producibility 

engineering, integrated logistics 

support, provisioning and cataloging, integrated 

materiel management, worldwide distribution 

of materiel, production planning 

and acceptance, manufacturing base support, 

configuration management, acquisition 

requirements package development, product 

quality management and product acceptance. 

For assigned systems, the Communications 

Directorate is designated as the command 

focal point for external program managers, 

and aggressively markets directorate capabilities 

to PEOs, PMs and other customers. 

COMMUNICATIONS SECURITY LOGISTICS 

ACTIVITY 

The mission of the director, Communications 

Security Logistics Activity (CSLA), is to 

serve as the Army Communications Security 

(COMSEC) commodity manager on behalf 

of the commanding general, CECOM and 

to direct the operations of the Army’s COM- 

SEC Wholesale Logistics System performing 

all functions of an Army Materiel Command 

materiel readiness command. This includes 

the operation of the COMSEC National Inventory 

Control Point (NICP) and the COMSEC 

National Maintenance Point (NMP). CSLA also 

serves as the Department of the Army CIO/G6 

Executive Agent, Central Procurement Activity 

and Policy Creation Authority for information 

assurance products such as guards, firewalls, 

in-line encryptors and intrusion detection software 

and hardware, and as the central Army 

approving authority for the Defense Messaging 

System Certification Authority Workstations. 

As the HQDA executive agent for the Army 

Key Management System, the operation of the 


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EKMS Common Tier 1 is to direct management 

of all COMSEC materiel through the 

Army COMSEC Central Office of Record, to 

lead the modernization of Army’s COMSEC 

Distribution and Accounting responsible for 

the management of the Army’s COMSEC Modernization 

Program and worldwide automated 

Army Information Systems Security Program 

to identify Army’s COMSEC requirements. 

The CSLA also directs the management of 

and is responsible for the conduct of Armywide 

COMSEC new equipment training and 

to inspect and approve COMSEC facilities and 

the auditing of all Army COMSEC accounts 

throughout the world. CSLA also evaluates 

each physical, cryptographic, personnel and 

controlled cryptographic item incident to 

determine if it is an insecurity and if so, the 

extent of damage to national security, to serve 

as the principal Army COMSEC logistics point 

of contact for the National Security Agency. 

INTELLIGENCE, ELECTRONIC WARFARE 

AND SENSORS (IEW&S) DIRECTORATE 

The vision of this directorate is to be 

recognized as the leader in providing and 

sustaining integrated information dominance 

capabilities to the warfighter in the IEW&S 

arena. Their priorities reflect those of CECOM 

and the LRC. 

LOGISTICS AND ENGINEERING 

OPERATIONS DIRECTORATE 

The Logistics and Engineering Operations 

(LEO) Directorate is the resources optimization 

program manager for weapon systems 

force reset and readiness. The LEO directs and 

ensures essential level of combat effectiveness 

and readiness within a highly diverse collaborative 

community of DoD organic, defense 

industry partners and prescient academia. 

LEO delivers cohesive and complete life cycle 

support for U.S. Army telecommunications 

and advanced application technology weapon 

systems. 

They are accountable for the CECOM 

weapon systems and spares funding for Army 

Procurement Appropriations , Supply Management 

Army, Army Working Capital Fund, 

and Depot Maintenance Program funding for 

weapon systems mission support. They direct 

programs for Earned Value Management, 

Defense Standardization Program on Specifications, 

Standards and Acquisition Reform, 

Manufacturing, Science, and Technology, 

Operating and Support Cost Reduction, Materiel 

Release, Modernization Through Spares, 

Logistics Cost Estimating, and Reliability, 

Maintainability, and Supportability. They also 

provide centralized systems management, 

operations, and reporting for CECOM LCMC 

business systems with the Logistics Modernization 

Program. 

LEO is responsible for discovering internal 

implicit business processes and evolving 

explicit policy in our CECOM LCMC LRC 

community. LEO directs procedural guidance 

for common expertise across internal business 

processes. LEO delivers the life cycle quality 

assurance benchmark process for integrated 

logistics support, acquisition, logistics plans 

development, force modernization, production 

engineering, initial provisioning, integrated 

materiel management, worldwide distribution 

of materiel, production planning, manufacturing 

and industrial base support, configuration 

management, technical data packages, and 

product quality management and acceptance. 

As the LRC functional enabler they develop 

and provide to their commodity directorates’ 

weapon system teams tools for training and 

support of weapon systems acquisition, supply, 

and logistics lifecycle of all US Army CECOM 

LCMC products. 

LEO focuses logistics transformation 

guidelines on netcentric compliance. U.S. 

Army G6 requires a services oriented architecture 

approach to the NetCentric Global 

Information Grid (GIG) campaign. An open 

technology development roadmap is required 

to provide Collaborative Community Web Services 

in an information sharing environment. 

DIRECTORATE FOR READINESS 

The mission of the Directorate for Readiness 

is to define, plan, coordinate, direct, 

establish policy, set goals, identify and resolve 

systemic deficiencies, and apply technology 

for CECOM in matters related to communications- 

electronic readiness of the Army in the 

field to include: 

 

 

 

Logistics Assistance Program in support of worldwide users 

of CECOM equipment 

Field support and sustainment to deploy and direct 

electronic sustainment support centers and C4ISR regional 

support centers operations worldwide 

Force modernization program to include planning, 

programming, and execution of total package fieldings and 

new equipment training support for all CECOM equipment 

Major functions of the directorate include: 

serving as the focal point for the AMC logistic 

support element to define, plan, coordinate, 

direct, establish policy and goals, and provide 

worldwide technical support and logistics 

assistance for all C4ISR systems; develop, 

plan and provide the warfighter with forward 

maintenance, supply, and logistics sustainment 

support for C4ISR systems; develop and 

manage TPF and NET plans and provide TPF 

teams, NET, audiovisual teams, and operator 

instructor trainer courses; and develop and 

implement new strategies for logistics support 

for the Army of the 21st century. 

RAPID RESPONSE PROJECT OFFICE 

The CECOM-LCMC Rapid Response Project 

Office (CR2) provides a unique service 

that supports all federal government managers 

in the execution of their acquisition 

requirements. The project office has been 

chartered by the C-E LCMC deputy commanding 

general, and is a fast-paced, multitasked 

environment, providing services that 

are normally not available at federal agencies. 

Their program offers eight prime contractor 

teams (ARINC, CSC, Galaxy, Lockheed 

Martin, Lear Siegler, Northrop Grumman, 

TAMSCO, VSE, and 200+ subcontractors), 

and currently manages over 1,500 task orders. 

With a program value of approximately $23.3 

billion, they continue to grow. Their proven 

rapid acquisition process can acquire services 

for research and development , technology 

insertion, systems integration and systems 

engineering, installation, fabrication, test 

and evaluation, certification, studies and 

analyses (other than R&D), technical data 

management, logistics support, training, and 

acquisition support. 

Their primary task order data management 

tool is Web accessible, allowing any 

federal government manager that uses the 

CR2 program access to their task order data 

24 hours, seven days a week. Their service 

reaches government 

managers 

(civilian and military) 

that are all 

over the world in 

various theaters, 

including Iraq, 

Afghanistan, 

South America, 

etc. 



SECURITY ASSISTANCE MANAGEMENT DIRECTORATE (SAMD) 

On behalf of the AMC Executive Agent for Security Assistance and the CECOM-LCMC 

LRC, SAMD manages the execution of the CECOM-LCMC security assistance programs: 

 

 

 

 

 

While maintaining national security interests, provide total program 

management support to our international customers to best meet 

requirements; 

Support U.S. partners to assure a more responsive, agile and 

interoperable military force during coalition operations; 

Provide technical expertise required to develop C4ISR architectural 

solutions to meet unique customer demands; 

Partner with industry and other governmental agencies to accomplish 

our mission; 

Strive to recruit, train, and maintain a dedicated, highly skilled 

work force that is committed to superior performance and customer 

satisfaction. 

Major functions include: preparing foreign military sales agreements; appling total 

package approach for FMS programs that include hardware and services, technical documentation, 

follow-on logistics support, letter of agreement execution, coordinate contractual 

services, manage materiel delivery and perform financial management. 

LOGISTICS OPERATIONS CELL 

The mission of the Logistics Operations Cell (LOC) is to be the LRC’s focal point for 

developing and executing C4ISR sustainment and maintenance strategies, conducting 

future operations and planning, and providing 24-hour logistics support. The cell is responsible 

for the integration of C4ISR systems for Army formations moving through the Army 

Force Generation cycle by providing synchronized support from LCMC. It is also the LRC’s 

interface to unit set fielding. 

TRAINING SUPPORT DIVISION 

The mission of the Training Support Division is to provide an alternative to the original 

equipment manufacturer for sustainment training to the warfighter. They are a division 

made up of senior NCOs, DA civilians, and contractors that bring sustainment training 

regardless of location. 

The division’s goals are: 

Logistics 

and Readiness Center 

Headquarters 

Office of the Director: 410-417-0188 

Office of the Deputy Director: 

732-532-8500 

Enterprise Soldier Aviation 

Directorate 


Communications Directorate 


Communications Security 

Logistics Activity 


Intelligence, Electronic Warfare 

and Sensors (IEW&S) Directorate 


Logistics and Engineering 

Operations Directorate 



732-532-4756 

Directorate for Readiness 


Force Modernization: 732-532-7067 

Logistics Assistance: 732-532-2732 

Field Support Sustainment: 

732-532-0846 

Rapid Response Project Office 



732-427-4740 

 

 

Expand customer base within the Army to other services and to other 

government agencies. 

Grow in the training area and add new requested training to meet 

customer needs. 

Training Offered 

AN/CYZ-10 Data Transfer Device (ANCD) 

AN/PYQ-10 Simple Key Loader (SKL) 

AN/PSN-13 Defense Advanced GPS Receiver (DAGR) 

AN/PRC-148 JTRS Enhanced Multiband Radio (JEM) 

AN/PRC-150 Falcon II Manpack Radio 

AN/PRC-152 Type 1 Multiband Multimission Radio 

Training Coming Soon 

AN/PRC-117 Manpack Radio 

AN/PSC-5 Enhanced Manpack UHF Terminal (Spitfire 

Security Assistance 

Management Directorate 


C2/Aviation: 732-532-2425 

Communications: 732-532-2405 

IEW: 732-532-2834 

Mission Support: 732-532-2156 

Logistics Operations Cell 

LOC EOC (24/7) Support: 

732-532-3705/5256 

Training Support Division 


Training Manager: 410-417-2136 

Training Team NCOIC: 732-532-5433 

TSD Team (Alt.): 410-417-2071 


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Who's Who: U.S. Army Communications and ... - KMI Media Group

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