CPT Roys provided uninterrupted contractual support during his nine month assignment as the Area-Support Group-Kuwait (ASG-KU) Operational Contracting Support Cell (OCSC) Operation Officer. CPT Roys' meticulous attention to detail has allowed the Director of Logistics and the ASG Commander, the operational flexibility to accurately anticipate logistical demands forward Area of Responsibility supporting Operation Freedom's Sentinel, Operation Inherent Resolve and Operation Spartan Shield. He was a force multiplier to the team. CPT Roys coordinated the technical evaluations for the Kuwait-Base Operations and Security Support Services 2.0 (K-BOSSS) for Army installations within the Kuwait in compliance with the Defense Cooperation Agreement
Task Organization: TC-16-001 1. SITUATION: A. Enemy Forces: N/A (1) Terrain: Petersburg National Battlefield-City Point is an urban environment with wood, brick and steel structures, interlaced with several improved and unimproved roads B. Friendly Forces: N/A (1) Higher Mission: ALU is the Army's premier learning institution, delivering game-changing sustainment professionals to support unified land operations and generating force capability. (2) Higher CDR Intent: Training future leaders of the US Army, to Army standards, by develop leadership, and evaluate officer potential.
Due to his ability to quickly adapt to the environment, Sergeant Jasmin was immediately identified by the partnered Target Office of Primary Interest (TOPI) as an extremely capable analyst and was entrusted with mission development that is normally reserved for more seasoned National Security Agency (NSA) analysts. His initial development work in the target area not only supported the TOPI's overall mission, but it also helped carve out the CMT's specific mission. Due to Sergeant Jasmin's efforts, the assigned mission area received due attention, which enabled forward deployed units to prosecute High-Value Individuals
Officer Penrose volunteered to be assigned the Tactical Operations Center (TOC) when he came to the unit. This vehicle is the largest and houses the most equipment of any of the vehicles assigned to the unit. Maintaining the TOC includes the monthly inspection, maintenance, documenting and replenishing the inventory as well as the operation of the vehicle. Officer Penrose also maintains, inspects and recharges the electronics assigned to the unit. Officer Penrose completes his inspections in a timely manner and advises me of the complications with the equipment and the status of our inventory on a regular basis.
Sergeant First Class Emily C. Martinez United States Army, distinguished herself as a Quartermaster Noncommissioned Officer by exceptionally meritorious conduct in the performance of outstanding service to the United States as the III Corps Mortuary Affairs Non-Commissioned Officer (MA NCO) and the Combined Joint Task Force Sustainment Operation Battle NCO. As the MA NCOIC/Night Shift Battle NCO, SFC Martinez performed and executed all operations according to the Task Force CJTF OIR J4 MA standard operating procedures, ensuring 100% compliance with all MA regulations. SFC Martinez is responsible for monitoring the battle to provide oversight to the CJ4 and is also responsible for tracking movements of all classes of supplies within the CJOA.
Therefore, he dispatched his 2nd Brigade Commander, Colonel Anderson, to gather as much information as possible, assess the situation, then report back describing the conditions in order for Major General Petraeus to lead, and direct his units in Mosul. This paper explores the aspects he used to lead, direct, and assess the 101st Airborne Division in Mosul. Moreover, how General Petraeus was able to utilize artful
In addition to his assigned duties, SFC Gearing also served as 1CAB Master Resiliency Trainer (MRT). His dedication and commitment to excellence greatly enhanced the First Infantry Division (1ID) resiliency program as he was hand picked to train over 1500 incoming IID Soldiers. SFC Gearing applied extensive knowledge and substantial experience, he aggressively assisted the 1ID G4 and 4th Brigade Combat Team by single handedly closing out 16 outstanding Financial Liability Investigation of Property Loss (FLIPLs).
The U.S. Marine Corps has been fighting the nation’s conflicts since their founding in 1775. Their agile structure and unique capabilities make them the primary go to force for military operations and activities. Marines have currently and/or have been previously involved in several joint operational environments from stability operations in Haiti with the United Nations Stabilization Mission in Haiti (MINUSTAH), to peace operations in Liberia with the United Nations Mission in Liberia (UNMIL), to counterinsurgency (COIN) operations in the aftermath of the war in Afghanistan, and counterterrorism operations in the Philippines with Operation Freedom Eagle. These military operations and activities are different in scope, nature, and presumed
The 1st Sustainment Command (Theater) (TSC) promoted one of its own today. It was a true honor to be a part of Athena Oliver’s promotion from chief warrant officer three (CW3) to the rank of CW4. The Army has a unique esprit de corps, as we work, train, and fight beside each other in the tireless effort to protect the American people and preserve our way of life. Through war and peace, the Army is a professional organization—a Family. Warrant officers are highly skilled, single-track specialty officers, the ranks CW2 through CW5, are commissioned by the President of the United States and take the same oath as regular commissioned officers (O 1 to O 10).
“The evolving war in Afghanistan compelled CENTCOM to run a complex and growing operation from a long distance” (Kugler, Baranick, & Binnendijk, 2009, p. 8). The CFACC and CAOC headquarters operated from Saudi Arabia, not Afghanistan (Kugler et al, 2009, p. 8). GEN Franks utilized video conferencing to synchronize information flow between the Afghanistan, Gulf, and Florida regions. This led many in the AOR to believe that the Gulf located commands and Florida headquarters did not fully understand the situation on the
New hospital units were earmarked for special task forces and deployment to North Africa and
Initially, communication challenges between ground and air forces led to delays in CAS missions (Tertrais, 2019). However, as the operation continued to play out, information sharing and communication improved coordination between ground and air assets. When the United States ground troops initially landed in the valley, they immediately came under unexpected heavy enemy fire. The leaders and commanders on the ground had to adapt quickly to an unexpected situation. Because of mission command, the ground forces were able to quickly assess the situation and rely on their tactics as well as their expertise to support the commanders intent.
The context of this paragraph will highlight some of the most important command groups tasked with our nations defenses (Chapter 2, Joint Publication 3-27). The Secretary of Defense (SecDef), who exercises direction, control, and authority, is the President’s senior assistant at all matters related to the Department of Defense. As directed by the President of the SecDef, the Commander, United States North Command (CDRUSNORTHCOM), is responsible for conducting military offensive operations within the USNORTHCOM Area of Responsibility by using forces to detect, deter, or defeat enemy intrusion into United States territories. The USNORTHCOM Commander has Combat Command (COCOM) over the Army, Marine Corps, and Air Force component commands with a support from the United States Navy component. Deployment and Executive Orders usually establish command relations when active duty forces are attached to the command for Homeland Defense operations.
Over the past decade, many logisticians at the tactical and operational levels have become overwhelmed by the amount of data they are presented with forcing them to revert to a Microsoft Excel© version of tracking and forecasting. This process has, in fact, become so popular a number of management systems used during OIF/OEF were based on Excel spreadsheets. Although, this may be an effective form of communicating a requirement, tracking the fulfillment of that requirement in the short term, fails to meet the strategic intent of systems like GCSS-Army. The primary operational advantage of GCSS-Army is to integrate multiple legacy logistics systems at the tactical level so there is one point of entry to a system which is designed to inform multiple stakeholders of a requirement and the current force.
As a Human Resources Sergeant, we are looked at by all aspects of a professional as well as how we perform in our profession. The importance of our role is vital to ensuring Soldiers, Civilians and their families are paid, housed, fed, physically and mentally fit during wartime as well as peacetime. We do this all behind the curtain and without hesitation because our job is to ensure our warfighters and operators don’t have to worry about anything except their mission. As a Professional Soldier, Human Resources Sergeant and wife to a fellow Soldier who works day-in and day-out alongside Operators at war, they deserve the best and we are trained to be the best at our
**MY #1 OF 8 HIGHLY COMPETITIVE OIC'S IN THE FAR EAST AOR! ** Decisive task unit commander provides superb direction and leadership to my largest detachment, critical to region-wide success and operational readiness. - SUSTAINED SUPERIOR PERFORMANCE. Flawlessly executed $400K project in the procurement, installation and configuration of classified and unclassified Outside Continental United States Navy Enterprise Network services as part of the Tactical Operations Center/Tactical Support Communications relocation project, ensured zero unscheduled downtime and continuous support to Commander, Task Force 72 and patrol reconnaissance forces missions. - ACCOMPLISHED UNIT COMMANDER.