Medical Logistics - Army Logistics University - U.S. Army
Medical Logistics - Army Logistics University - U.S. Army
Medical Logistics - Army Logistics University - U.S. Army
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Contractors often work<br />
alongside <strong>Army</strong> personnel to<br />
fill capability gaps on today’s<br />
battlefield. Here, an officer with<br />
2d Battalion, 12th Cavalry<br />
Regiment, 4th Brigade Combat<br />
Team, and an interpreter talk<br />
with a contractor in Baghdad,<br />
Iraq. (Photo by Tech. Sgt. Andrew<br />
M. Rodier, USAF)<br />
hijacked by terrorists. They were<br />
beaten until the contractor negotiated<br />
for their release. Within 2 weeks, the<br />
vendor had found new drivers and,<br />
with 3d BCT gun trucks accompanying<br />
them for security, they reported<br />
for work. The contractor provided<br />
reinforcement to the Iraqi Medium<br />
Truck Platoon, allowing the brigade<br />
to establish four additional combat<br />
outposts and build traffic control points on main<br />
routes within the area of operations.<br />
Realizing the importance of cranes and flatbeds, the<br />
brigade S–4 and comptroller extended the contract to<br />
move an additional 1,708 barriers, which at the time<br />
would have completed the brigade’s requirements of<br />
an additional 9 checkpoints and a joint security site.<br />
Because of the high demand for concrete, the contract<br />
was awarded within 30 days. Without a contract in<br />
place, the BSB would only have been able to use the<br />
forward support companies’ and distribution company’s<br />
PLSs, so the same amount of concrete would have<br />
taken 60 to 75 days to move.<br />
The BSB also advertised a new contract that would<br />
fulfill its movement requirements for the rest of the rotation.<br />
After 38 days, a contract was awarded to the same<br />
vendor to provide ten 40-foot flatbeds and two 20-ton<br />
cranes with operators. Under this contract, the Iraqi<br />
Medium Truck Platoon personnel worked on a 2-week<br />
schedule for 8 months with 2 days off every other week.<br />
The platoon belonged to the distribution company and<br />
was organized under the BSB’s chemical officer and a<br />
transportation staff sergeant. It received its missions at<br />
the brigade’s daily logistics synchronization meeting run<br />
by the BSB support operations officer (SPO).<br />
While every mission is unique, the BSB established<br />
some basic rules to ensure that off-the-FOB convoy<br />
missions were successful. All of the contractors in<br />
the Iraqi Medium Truck Platoon and their equipment<br />
were treated and protected as if they were assigned to<br />
the BSB. Every mission included a squad leader so<br />
that if the mission went off course, the squad leader<br />
could intercede or get on the phone to ask for backup.<br />
The Iraqi Medium Truck Platoon ensured that the<br />
ARMY LOGISTICIAN PROFESSIONAL BULLETIN OF UNITED STATES ARMY LOGISTICS<br />
maintenance company ran quality assurance checks<br />
on the trucks and cranes before each mission, and if<br />
there were any issues, the platoon, with the contractor’s<br />
supervisor, would coordinate replacement vehicles and<br />
crews. Because of the high degree of trust among the<br />
personnel and the contractor’s competence, lost equipment<br />
was typically replaced in less than 24 hours.<br />
The Engineer Capability Gap<br />
Transportation was not the only capability that<br />
the 203d BSB lacked; it was also short on engineer<br />
assets. The heavy BCT’s combat organization normally<br />
includes two engineer companies to perform mobility<br />
(route clearance), countermobility (obstacle plan<br />
development), and survivability (fighting positions<br />
and protective emplacements) missions. But as a surge<br />
brigade, the 3d BCT had no engineer companies (even<br />
though it was deployed to an area of operations that<br />
had no established bases) and was forced to rely on<br />
engineers outside the brigade for support. Two organizations—a<br />
contracted company and the Air Force’s<br />
Red Horse Squadron—had the right capabilities. However,<br />
as required by its contract, the contractor and its<br />
assets were not permitted to leave FOB Hammer. On<br />
the other hand, the Red Horse Squadron could support<br />
off-the-FOB missions but required multiple layers of<br />
command to approve missions that deviated from their<br />
assigned task and purpose.<br />
Over the course of several months, the 3d BCT<br />
tried different techniques to solve its engineer capability<br />
shortfalls. To make force protection improvements<br />
throughout the battlespace, the brigade hired individuals<br />
for specific projects through field ordering officer<br />
payments, sent engineer work requests (EWRs) to the<br />
3