...REA #1 US Army Capabilities. The joint force commander asks for and receives Army forces based on what they can do on the ground. The Army’s indispensable contributions to the joint force are its core competencies. The two core competencies of the US Army are Combined Arms Maneuver and Wide Area Security. (ADP 1-0) Combined Arms Maneuever is “The application of the elements of combat power in unified action to defeat enemy ground forces; to seize, occupy, and defend land areas; and to achieve physical, temporal, and psychological advantages over the enemy to seize and exploit the initiative.” (ADP 3-0, Oct 2011) Wide Area Security is defined as “The application of the elements of combat power in unified action to protect populations,...
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...The Doctrine 2015 Army Study Guide Mission Command Center of Excellence, Doctrine 2015 http://usacac.army.mil/cac2/MCCOE/Doctrine2015Tables.asp Doctrine 2015 is transforming the Army's doctrinal base to deliver doctrine - clear, concise, current and accessible - to the point of need. This process accelerates the implementation of new doctrine across the force by providing the Army with a completely revised structure of manuals. Doctrine 2015 captures the essential lessons learned from 10+ years of persistent conflict. It leverages a broader range of available collaborative technologies including wiki, interactive media instruction, video books, blogs and social media. Most importantly, it makes doctrine more accessible to Soldiers whether they are in a learning, training or operational environment."Our force has been operating at the speed of war for a decade-it's time our doctrine caught up." LTG Perkins, Commanding General, US Army Combined Arms Center, ARMY Magazine, March 2012. Created by: SAMANTHA S. SHIRLEY SGM, USA S-3 SGM, 86th ESB BLDG 21100, Room 3117 FT Bliss, TX 79918 COM: 915.741.4866 DSN: 312.711.4866 BB: 520.508.8370 NIPR: samantha.s.shirley.mil@mail.mil AKO: samantha.shirley@us.army.mil The NCO Creed No one is more professional than I. I am a Noncommissioned Officer, a leader of Soldiers. As a Noncommissioned Officer, I realize that I am a member of a time-honored corps, which is known as “The Backbone of the Army”. I am proud of...
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...Running Head: Military SCM & JIT Military Supply Chain Management and Just-In-Time Lionel O. Wright Integrated Logistics Management – LGMT682 February 15, 2011 Professor Joseph Garmon [pic] TABLE OF CONTENTS Abstract ……………………………………………………………………………………. 3 Introduction …………………………………………………………………………………4 Traditional Military Supply Chains …………………………………………………………4 Military Supply Chains and the New Environment …………………………………………6 Why Move Towards Lean (JIT) Initiatives? ……………………………………………….16 What is JIT Management? ………………………………………………………………….20 Military Supply Chains since JIT ….………………………………………………………..23 Adopting an Integrated Approach …………………………………………………………..26 Conclusion…………………………………………………………………………………...31 References…………………………………………………………………………………...34 ABSTRACT According to Van Creveld, “Strategy, like politics, is said to be the art of the possible; but surely what is possible is determined not merely by numerical strengths, doctrine, intelligence, arms and tactics, but, in the first place, by the hardest facts of all: those concerning requirements, supplies available and expected, organization and administration, transportation and arteries of communication…before a commander can even start thinking of maneuvering or giving battle, of marching this way and that, of penetrating, enveloping, encircling, of annihilating or wearing down, in short of putting into practice...
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...Distance Education NAVAL WAR COLLEGE Newport, R.I. IT’S ABOUT TIME THAT THE DEPARTMENT OF DEFENSE IMPLEMENTED MANDATORY FOREIGN LANGUAGE TRAINING FOR ALL MEMBERS By Samuel W. Bettwy Lieutenant Colonel, Judge Advocate, U.S. Army Reserve A paper submitted to the Faculty of the Naval War College in partial satisfaction of the requirements of the Department of Joint Military Operations. The contents of this paper reflect my own personal views and are not necessarily endorsed by the Naval War College or the Department of the Navy. Signature: s/ Samuel W. Bettwy 28 January 2013 _______________________________ John F. Sussilleaux, Professor INTRODUCTION It is generally recognized that future U.S. military operations will be multinational. As the Naval War College instructs: “There is no reason to believe American military forces will ever undertake a major operation alone without some other nations participating.”[i] As the Army states in its field manual on Training for Full Spectrum Operations, leaders must prepare to operate at the tactical level in operations involving multinational forces.[ii] And as Joint Publication 3-16 states, “US forces cannot assume that the predominant language will automatically be English”[iii] in coalition operations. Recognizing that multinational operations are the inevitable way of the future, the Department of Defense (DOD) acknowledges the...
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...Officer and Noncommissioned Officer Relationship MSG Terwan Crawley United States Army Sergeants Major Academy Class 63 SGM Johnny Williams March 29, 2013 Abstract The disparity between officers and non-commissioned officers (NCO) in the military still prevails on the social and professional levels. The major issue of the relationship between these groups of men is considered an issue of class structure which is attributed to the differences in the educational levels between them. NCOs are treated in the same manner as a low category enlisted men and as such do not serve as a bridge between the enlisted men and officers. This wide social gap tends to make the learning process imprudent and ineffective. Many of the NCOs usually complained about the unwillingness of officers, or even unfortunate, of a senior NCO to listen to them. In the United States and other Western forces, the non-commissioned officer corps bridges it with a professional NCO corps critically essential for the American military’s training programs to work at its best as the primary trainers in a professional army, and to the enlisted men’s sense camaraderie. Commissioned officers and NCOs share the same goal, which is to accomplish their unit’s mission, and it is apparent that their responsibilities are associated and must be shared. The ability of commissioned and warrant officers to work together with the NCOs is an important aspect of effective leadership; and to enhance this effective working...
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...Army Regulation 350–1 Training Army Training and Leader Development Rapid Action Revision (RAR) Issue Date: 4 August 2011 Headquarters Department of the Army Washington, DC 18 December 2009 UNCLASSIFIED SUMMARY of CHANGE AR 350–1 Army Training and Leader Development This rapid action revision, 4 September 2011-o Implements the Don’t Ask, Don’t Tell Repeal Act of 2010 by deleting all references to developing and conducting training concerning the Army’s Homosexual Conduct Policy (paras 2-21p and 2-22k.) o Rescinds paragraphs 2-6r, 2-46ac, and G-14e.) o Makes administrative changes (app A: marked obsolete forms and publications; corrected forms and publication titles; and corrected Web site addresses; glossary: deleted unused acronyms and corrected titles/abbreviations as prescribed by Army Records Management and Declassification Agency). *Army Regulation 350–1 Headquarters Department of the Army Washington, DC 18 December 2009 Effective 18 January 2010 Training Army Training and Leader Development History. This publication is a rapid action revision (RAR). This RAR is effective 20 September 2011. The portions affected by this RAR are listed in the summary of change. Summary. This regulation consolidates policy and guidance for Army training and leader development and supports a full-spectrum, force protection, expeditionary Army. Applicability. This regulation applies to the active Army, the Army National ...
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...The Army is the primary landpower arm of our Nation’s Armed Forces. It exists to serve the American people, protect enduring national interests, and fulfill the Nation’s military responsibilities. FM 1 is one of the Army’s two capstone field manuals. It contains our vision for the Army. While the entire manual is important, I would direct your attention to four particular items. FM 1 establishes the fundamental principles for employing landpower. The most important of these are the Army’s operational concept and the fundamentals that support it. They form the foundation for all Army doctrine. All Soldiers should understand and internalize them. FM 1 describes the American profession of arms, the Army’s place in it, and what it means to be a professional Soldier. Central to this discussion are the Soldier’s Creed, Warrior Ethos, and Army Values. These three statements establish the guiding values and standards of the Army profession. To understand Soldiers, you must know about them. To be a Soldier, you must live them. FM 1 discusses Army contributions to the joint force. As the Armed Forces achieve even greater joint interdependence, the Army will depend more on the other Services and vice versa. For this reason, the Army is currently transforming its units and institutions to enhance our campaign qualities for sustained operations and to achieve greater expeditionary and joint capabilities. It is important for Soldiers and all who support or are associated with the Army to understand...
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...BUDGET REQUEST APRIL 2013 OFFICE OF THE UNDER SECRETARY OF DEFENSE (COMPTROLLER) / CHIEF FINANCIAL OFFICER Preface The Overview Book has been published as part of the President’s Annual Defense Budget for the past few years. This continues for FY 2014, but with modifications as proposed by congressional staff. From FY 1969 to FY 2005 OSD published the “Annual Defense Report” (ADR) to meet 10 USC Section 113 requirements. Starting with the President’s FY 2006 Budget, this report was no longer produced. Subsequently, the Overview began to fill this role. This year to ensure compliance with Section 113, new chapters are added to include reports from each Military Department on their respective funding, military mission accomplishments, core functions, and force structure. Key initiatives incorporated in the FY 2014 Defense budget. Our budget is formulated based on aligning program priorities and resources based on the President’s strategic guidance. This year’s budget involves key themes to: achieve a deeper program alignment of our future force structure with resource availability; maintain a mission ready force; continue to emphasize efficiencies by being even better stewards of taxpayer dollars; and continue to take care of our people and their families. Implementing Defense Strategic Guidance. The FY 2014 budget request continues the force structure reductions made in the FY 2013 budget request. Following the President’s National Security Strategy and the January 2012 revisions...
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...APACHE ENGINE LOGISTICS PROCESS STANDARDIZATION IMPROVEMENTS FOR CORPUS CHRISTI ARMY DEPOTS by Renee Alicia Patterson A Graduate Capstone Project Submitted to the Extended Campus in Partial Fulfillment of the Requirements for the Degree Master of Science in Management Embry-Riddle Aeronautical University EXTENDED CAMPUS HUNTSVILLE RESIDENT CENTER FEBRUARY 2008 APACHE ENGINE LOGISTICS PROCESS STANDARDIZATION IMPROVEMENTS FOR CORPUS CHRISTI ARMY DEPOT by Renee Alicia Patterson This Graduate Capstone Project was prepared under the direction of the candidate's Project Review Committee Member, Mr. James Dunaway, Adjunct Associate Professor, Extended Campus, and the candidate's Project Review Committee Chair, Dr. Jonathan W. Campbell, Adjunct Associate Professor, Extended Campus, and has been approved by the Project Review Committee. It was submitted to the Extended Campus in partial fulfillment of the requirements for the degree of Master of Science in Management PROJECT REVIEW COMMITTEE _____________________________ James Dunaway, M.A.S Committee Member ______________________________ Jonathan W. Campbell Ph.D. Committee Chair ACKNOWLEDGEMENTS SPECIAL THANKS TO CHRISTY FORDHAM, PATRICIA WEITZEL AND DR. WALT WHITACRE AT THE HUNTSVILLE CENTER OF EMBRY-RIDDLE AERONAUTICAL UNIVERSITY, MY COMMITTEE CHAIR DR. JONATHAN CAMPBELL MY COMMITTEE MEMBER...
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...Selex Galileo: A Leader in Defense Systems Amber Tucker Embry Riddle Aeronautical University Managerial Accounting-MGMT 517 Abstract A look inside an Italian-based, leading global defense company reveals roots dating back to discoveries made by the famous, Galileo Galilei in the 1500s. The introduction of the telescope along with the realization of Jupiter’s satellites, and speed of falling objects have been the backbone of Selex Galileo. The company exhibits a strong willingness to work alongside competitors to maintain global defense measures. The staggering 17% commitment of revenue to Research and Development make Selex Galileo a company that maintains flexibility and innovation throughout changing times and demands. Company profits of 2014 are probably well above the 2011 revenues that totaled over 3.5 billion Euros. With an ever-decreasing military budget, Selex Galileo is finding ways to continue its strides and success. Backdrop In the teachings of astronomy, “Galileo” is credited as the Italian astronomer and mathematician that first used a telescope to study the stars. This leap in science occurred during his lifetime, 1564-1642. He has also been credited with discovering that different weights will descend at the same rate. He perfected the refracting telescope during his lifetime. The perfecting of the telescope led to his discovery of Jupiter’s satellites, sunspots, and craters on the Earth’s moon. Because of Galileo Galilei’s advances in the area...
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...USAWC STRATEGY RESEARCH PROJECT TEAMBUILDING: A STRATEGIC LEADER IMPERATIVE by Colonel Christopher J. Putko United States Army Doctor Craig Bullis Project Adviser This SRP is submitted in partial fulfillment of the requirements of the Master of Strategic Studies Degree. The U.S. Army War College is accredited by the Commission on Higher Education of the Middle States Association of Colleges and Schools, 3624 Market Street, Philadelphia, PA 19104, (215) 662-5606. The Commission on Higher Education is an institutional accrediting agency recognized by the U.S. Secretary of Education and the Council for Higher Education Accreditation. The views expressed in this student academic research paper are those of the author and do not reflect the official policy or position of the Department of the Army, Department of Defense, or the U.S. Government. U.S. Army War College CARLISLE BARRACKS, PENNSYLVANIA 17013 Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations...
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...9 July 2010 1 LET 1 Table of Contents Unit 1 - Citizenship in Action Chapter 1: Foundations of Army JROTC and Getting Involved U1-C1-L1 Army JROTC - The Making of a Better Citizen U1-C1-L2 The Past and Purpose of Army JROTC U1-C1-L3 Moving Up in Army JROTC - Rank and Structure U1-C1-L4 The Signs of Success U1-C1-L5 Your Personal Appearance and Uniform U1-C1-L6 The Stars and Stripes U1-C1-L7 Proudly We Sing - The National Anthem U1-C1-L8 American Military Traditions, Customs, and Courtesies 3 9 13 21 25 37 45 51 Unit 2 - Leadership Theory and Application Chapter 1: Being a Leader U2-C1-L1 Leadership Defined U2-C1-L2 Leadership Reshuffled U2-C1-L3 Leadership from the Inside Out U2-C1-L4 Principles and Leadership U2-C1-L5 Sexual Harassment/Assault Chapter 2: Leadership Skills U2-C2-L1 Steps from the Past U2-C2-L2 Roles of Leaders and Followers in Drill U2-C2-L3 Using Your Leadership Skills/Taking Charge 57 61 67 73 77 81 85 89 Unit 3 - Foundations for Success Chapter 1: Know Yourself – Socrates U3-C1-L1 Self Awareness U3-C1-L2 Appreciating Diversity through Winning Colors U3-C1-L3 Personal Growth Plan U3-C1-L4 Becoming an Active Learner U3-C1-L5 Pathways To Success (QBOL) Chapter 2: Learning to Learn U3-C2-L1 Brain Structure and Function U3-C2-L2 Left and Right Brain Functions U3-C2-L3 Learning Style and Processing Preferences U3-C2-L4 Multiple Intelligences Chapter 3: Study Skills U3-C3-L1 ...
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...they might be shy, so he gently encouraged them. The room grew deadly silent. Everyone was looking at everyone else, and he had a sinking sensation in his stomach. "Your company does have a vision, doesn't it?" he asked. A few people shrugged, and a few shook their heads. He was dumbfounded. How could any group or individual strive toward greatness and mastery without a vision? That's exactly the point. They can't. They can maintain, they can survive; but they can't expect to achieve greatness. Mapes (1991) SKY Magazine Vision is a widely used term, but not well understood. Perhaps leaders don't understand what vision is, or why it is important. One strategic leader is quoted as saying, "I've come to believe that we need a vision to guide us, but I can't seem to get my hands on what 'vision' is. I've heard lots of terms like mission, purpose, values, and strategic intent, but no-one has given me a satisfactory way of looking at vision that will help me sort out this morass of words. It's really frustrating!" (Collins and Porras 1991). To understand vision, clarify what the term means. DEFINING VISION One definition of...
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...Table Of Content Army Programs ........................................ 4 ASAP - Army Substance Abuse Program ..................... 29 ACS - Army Community Service ........................... 32 ACES - Army Continuing Education Center ................... 34 AER - Army Emergency Relief ............................ 37 Army Sexual Assault Prevention and Response Program ........... 40 EO - Equal Opportunity ................................ 44 AFAP - Army Family Action Plan .......................... 48 ARC - Army Red Cross ................................. 50 Army Reenlistment / Retention Program ...................... 51 Army Safety Program .................................. 53 Army Sponsorship Program .............................. 55 QOLP - Army Quality of Life Program ....................... 56 BOSS - Better Opportunities for Single Soldiers ................. 57 CHAMPUS / TRICARE ................................ 58 DEERS - Defense Enrollment Eligibility Reporting System .......... 59 NCODP - Noncommissioned Officer Development Program ......... 60 Weight Control ....................................... 62 Physical Training ...................................... 66 Weapons ............................................ 70 M136 AT4 - Rocket Launcher ............................ 120 M16/A2 - 5.56 mm Semiautomatic Rifle ..................... 123 M4 - 5.56 mm Semiautomatic Rifle ........................ 130 M18A1 - Antipersonnel (Claymore) Mine .................... 137 M2 - .50 Caliber...
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...TE AM FL Y ESSENTIALS of Supply Chain Management Essentials Series The Essentials Series was created for busy business advisory and corporate professionals.The books in this series were designed so that these busy professionals can quickly acquire knowledge and skills in core business areas. Each book provides need-to-have fundamentals for those professionals who must: Get up to speed quickly, because they have been promoted to a new position or have broadened their responsibility scope Manage a new functional area Brush up on new developments in their area of responsibility Add more value to their company or clients • • • • Other books in this series include: Essentials of Accounts Payable, by Mary S. Schaeffer Essentials of Capacity Management, by Reginald Tomas Yu-Lee Essentials of Cash Flow, by H.A. Schaeffer, Jr. Essentials of Corporate Performance Measurement, by George T. Friedlob, Lydia L.F. Schleifer, and Franklin J. Plewa, Jr. Essentials of Cost Management, by Joe and Catherine Stenzel Essentials of CRM: A Guide to Customer Relationship Management, by Bryan Bergeron Essentials of Credit, Collections, and Accounts Receivable, by Mary S. Schaeffer Essentials of Financial Analysis, by George T. Friedlob and Lydia L.F. Schleifer Essentials of Intellectual Property, by Paul J. Lerner and Alexander I. Poltorak Essentials of Shared Services, by Bryan Bergeron Essentials of Trademarks and Unfair Competition, by Dana Shilling Essentials of XBRL: Financial Reporting...
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