US Army: strategic plan web

8/14/2019 US Army: strategic plan web

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Support Starts Here

We are in the midst of a transformation that affects all facets of doctrine,

organization, training, materiel, leader and education, personnel and facilities

(DOTMLPF) for the Army. This transformation changes our force structure from a

division-based Army to a brigade-based Army—One that is light and

expeditionary in nature and joint interdependent—Army that combines Service,

defense agency, and joint command capabilities to maximize complementary andreinforcing effects, while minimizing vulnerabilities.

As the “Army's Logistics Center of Excellence,” The Combined Arms

Support Command plays a major role in this transformation. Joint logistics

interdependency will be achieved by deliberate, mutual reliance of each Service on

the core logistics competencies of other Services and agencies. However, make no

mistake, our unwavering support to the Soldier and our deployed forces

remains—and always has been—CASCOM's number one priority.

The military, civilians, and contractors of CASCOM continue to answer the

call and meet the demands of the global war on terrorism and of Operations

Enduring Freedom and Iraqi Freedom. We must transform not only to provide

better support for the current force but also to provide support for tomorrow's

contingencies. CASCOM stands ready to meet that challenge.

The CASCOM Strategic Plan identifies and discusses key items that we must

manage to successfully achieve our goals and execute our missions. This plan

focuses on four perspectives—stakeholders, internal processes, learning and growth,and resources.

Our commitment: Improve our ability to deliver logistics in the right amount,

at the right place, and at the right time.

Our goal: Campaign-quality logisticians and logistics to sustain a

campaign-quality Army. SUPPORT STARTS HERE!

ANN E. DUNWOODY

Major General, USA

Commanding

Commander's Message



Contents

Introduction 1

Mission and Vision Statements 2

HQ CASCOM Goals 3

Core Competencies 4

Stakeholders and Strategic Partners 5

Strategic Planning 6

The Strategic Readiness System and the Strategic Plan 7

CASCOM Mission Map 8

Internal Processes 9

Near, Mid, and Far Term Goals and Projects 15

CASCOM Family 20

Conclusion 21

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Introduction

Our Nation is at war. Our adversaries threaten the ideals and principles at

the foundation of our society, the way of life these ideals enable, and the freedoms

we enjoy. For the long term, the Nation must prepare itself to fight a protracted war

of ideas against an irreconcilable and adaptive adversary. The Army is reshaping

itself to conform to this new strategic reality. It will be an Army of campaign

quality with joint and expeditionary capabilities—an Army capable of dominatingthe complex land environment across the range of military operations and

sustaining that dominance for as long as necessary.

Our Army's commitment to the Nation and its people is absolute. While

fighting the global war on terrorism, the Army is also focused on transforming to

meet the challenges of current and future operational environments and

adversaries.

The Army Transformation Roadmap describes how the Army will sustain

and enhance the capabilities of current forces while building future forcecapabilities to meet the requirements of tomorrow's joint force. It also shows how

the Army is accelerating proven capabilities to reduce risk and improve

effectiveness for our frontline Soldiers. Soldiers remain the center of our

transformation focus. As we improve our capabilities, we also remain dedicated to

the well-being of our Soldiers, their families, and the Army's civilian workforce.

As we move from a functional to a more multifunctional Army, CASCOM is

committed to the HQ DA G-4's highest priorities, connecting Army logisticians,

modernizing theater distribution, improving force reception, andintegrating the supply chain. We will apply our policies, processes, and resources

to ensure success, working with the G-4, along with the U.S. Army Materiel

Command (AMC), Defense Logistics Agency (DLA), and United States

Transportation Command. We are also committed to the CSA's vision for Army

Force Generation, which is a structured progression of increased unit readiness

over time, resulting in recurring periods of availability of trained, ready, and

cohesive units prepared for operational deployment in support of regional

combatant commander requirements.CASCOM's internal strategic transformation will posture the organization

to remain the “Army's Logistics Center of Excellence” capable of supporting a

campaign-quality Army within a joint operational environment.

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Logistics is the process of planning and executing the projection,

movement and sustainment, reconstitution, and redeployment of operatingforces in the execution of national security policy.

JP 4-0

Mission and Vision Statements

Mission

Develop logistics leaders, doctrine, organizations, training,

and materiel solutions to sustain a campaign-quality Army

with joint and expeditionary capabilities in war and peace.

VisionTo be the Army's Logistics

Center of Excellence.

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HQ CASCOM Goals

HQ CASCOM also has goals, which include—

· Train our Soldiers as warriors and expert logisticians.

· Develop agile, adaptive leaders.

· Develop effective collective training programs and products.

· Provide integrated training support for new systems.

· Develop and retain a quality workforce.

· Design, define, and develop relevant logistics organizations that are

technologically enhanced, efficient, modular, rapidly deployable, flexible,

and mission oriented.

· Develop and document logistics system requirements for the current and

future forces.

· Develop logistics concepts and doctrine that are responsive to the Soldier

and consistent with Army, joint, interagency, and multinational environments.



Core Competencies

Core competencies are areas or activities that an organization has the

knowledge, skills, abilities, and/or assets to do well or better than another

organization. CASCOM defines its current core competencies as:

·Train, educate, and develop Soldiers and leaders.

· Prepare the Army to sustain full spectrum operations in joint, interagency,

and multinational environments.

· Design, develop, and integrate logistics into warfighting requirements.

·Foster innovation in logistics and lead change for the future force.

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Stakeholders and StrategicPartners

The Soldier is first and foremost our stakeholder, as well as our primary

customer. Soldiers are the recipients of our logistics support. Our capability to

provide this support directly affects their ability to perform their jobs. We provide

logistical support to members of our sister Services and to our joint, allied, and

coalition partners, when needed. We also provide logistics support to our manystrategic partners (see below), DA civilians, and contractors, whose goal is

supporting the Soldiers. Although we value all of our working

relationships, we focus most on providing uncompromising logistics support to

Soldiers and their families in both peace and war.

CASCOM STAKEHOLDERSCustomers

Soldiers

Strategic PartnersTRADOC

FORSCOM

AMCDLA

USTRANSCOM

JFCOM

Schools and Centers

Services

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Strategic Planning

To achieve our vision, we will focus our strategic planning efforts on the

following perspectives:

STAKEHOLDER

Providing world-class logistics service, support, and training to our customer,the Soldier, by collaborating with our strategic partners.

INTERNAL PROCESSESPerforming key processes within the CASCOM to meet the Soldier’s needs.

LEARNING AND GROWTHDeveloping people, tools, and an environment that will enable the CASCOM to

learn and improve.

RESOURCESSecuring the resources required to achieve organizational goals and objectives

that meet our stakeholder’s needs.

Each process has a strategic goal supported by related objectives. By

managing and meeting these objectives, we will achieve our vision: To be the

“Army’s Logistics Center of Excellence.”

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The Strategic Readiness System and the

Strategic Plan

The Strategic Readiness System (SRS) is a strategic management and

readiness assessment system mandated by the CSA to provide the Army leadership

with a single tool that communicates the Army’s mission, vision, strategicobjectives, priorities, and focus.

The SRS/Balanced Scorecard provides the framework to translate an

organization’s strategy into operational objectives that drive both behavior and

performance. Measures are developed and used to assess and report on the

accomplishment of our organization’s strategy.

As part of the Strategic Plan, the results of the SRS process are a benchmark

against which objectives may be measured, quantified, and adjusted for follow-on

years.The SRS process begins with a CASCOM Mission Map and works through

internal processes in futures, training, sound business practices, learning and growth,

and resources.

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CASCOM Mission Map

CASCOM Mission

Develop logistics leaders, doctrine, organizations, training, and materiel

solutions to sustain a campaign-quality Army with joint and expeditionary

capabilities in war and peace.

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GOAL: Fulfill Soldier needs by employing innovative, customer-focused,

integrated logistics.

INTENT: Provide the Soldier with logistics concepts and DOTMLPF that supportthe joint and expeditionary mind-set, which will enable the Army to provide

campaign-quality logistics support for current operations and the future force.

OBJECTIVES:

Develop concepts. Develop, manage, and integrate Army, joint, and multinational

logistics concepts to realize Army Transformation through capabilities for both

current and future forces. This includes (1) Army operational, functional, and

integrating concepts and capability packages, and functional area assessments, (2) joint integrating, operational, and functional concepts, and capability-based

assessments, and (3) allied transformation and interoperability concepts and plans.

Design, develop, and document force structure. Design, develop, and

document force structures for the current and future forces. Integrate conceptual

processes and capabilities, materiel development solutions, and Soldiers into

efficient and effective organizational designs to provide relevant and ready support

to full spectrum operations. Build the unit reference sheets (URSs) and participate

in the force design update (FDU) and Total Army Analysis (TAA) processes to

support current and future force organizational force designs. Establish rules and

plans to provide a basis of allocation of Soldiers and equipment in the current and

future forces.

Internal Processes

Futures



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Futures

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Develop doctrine. Develop, manage, and integrate Army, joint and allied logistics

doctrine—codifying transformational capabilities to meet the needs of Soldiers in

current and future forces. This includes Army capstone, keystone, functional andmultifunctional doctrine and supportability plans; joint doctrine and tactics,

techniques, and procedures manuals; allied standardization agreements; and allied

joint and land publications.

Determine and document materiel system operational and supportability

requirements. Ensure CASCOM proponent materiel solutions to logistics support

and sustainment capability gaps are documented, staffed, and forwarded for

approval. For non-CASCOM proponent materiel systems, ensure all are logisticallysupportable, sustainable, and maintainable before fielding to Soldiers and units.

Contribute the materiel piece to CASCOM being the Army's Logistics Center of

Excellence. Contribute to sustaining full spectrum operations in a joint, interagency

and multinational environment. Design, develop, document, and integrate logistics

into war fighting materiel requirements.

Office of Primary Responsibility: CASCOM Deputy Commander, Futures

Internal Processes



Internal Processes

Training

GOAL: Have the best trained Army in the world—both current and future forces.

INTENT: Develop training programs and products that enhance the operationalreadiness of the force and replicate the contemporary operating environment and

the joint and expeditionary mind-set.

OBJECTIVES:

Develop effective individual training programs and products. Design and

develop rigorous individual training programs and products that immerse Soldiers

in the Army's Warrior Ethos, prepare them to live the Soldier's Creed and contribute

to the first unit immediately upon arrival, and prepare leaders to operate effectivelyin a joint contemporary environment.

Provide integrated training support for new systems. Provide training

development input to the systems acquisition process to ensure embedded training

is fully integrated as part of all new systems acquisitions. Develop new systems

training products that ensure supportability for each new system acquired and

provide quality training for all Soldiers.

Develop effective collective training programs and products. Develop training

programs and products that enhance the operational readiness of the force and

replicate the contemporary operating environment and the joint and expeditionary

mind-set.

Office of Primary Responsibility: CASCOM Deputy Commander, Training

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Internal Processes

Sound Business Practices

GOAL: Use sound business practices to obtain ideas and/or practices, toinvestigate their applications to present and/or future CASCOM processes, toanalyze processes, and to track and report results as appropriate.

INTENT: Determine if CASCOM stakeholders understand the strategic vision of CASCOM and how it is tied to the Army Vision. Provide feedback to schoolcommandants and the CASCOM Training Directorate so that they can beresponsive to field requirements. Focus and influence science and technology toexploit and explore existing and undeveloped opportunities, address shortfalls, andassess technology feasibility to meet required capabilities.

OBJECTIVES:Improve strategic communications. Promote a clear understanding of thestrategic mission, vision, objectives, and processes for the command and how theyare linked through active and focused communications across CASCOM.

Implement quality assurance. Ensure that the training products and processesprovided by CASCOM and the logistics schools meet the competency andrelevancy needs of the current and future force. Primary processes consist of conducting internal and external evaluations, accrediting institutions, and ensuring

standardization across the DOTMLPF.

Leverage technologies. Develop the Army Transformation Concept Developmentand Experimentation (CD&E) Campaign Plan, including linkages to Service and joint CD&E to create a relevant developmental environment. Plan CASCOM'sFuture Force Operational Experimentation and plan Army participation in jointexperiments.

Re-engineer business processes. Define, measure, and improve the Army'smaneuver sustainment processes to enhance readiness by rapid adoption of newbusiness processes, to include processes internal and external to CASCOM.

Office of Primary Responsibility: Deputy to the Commanding General



Internal Processes

Learning and Growth

GOAL: Have right people, at the right place, at the right time, with the right tools,

for the right environment.

INTENT: Recruit, train, and retain a workforce that is skilled, empowered, and

able to achieve the organizational goals required to provide world-class logistics

support to the Soldier. Realize this type of workforce by providing leadership,

challenging work assignments, state-of-the-art technology, and training that allow

us to grow trained, knowledgeable professionals who are able to effectively

operate throughout the range of military operations in any environment.

OBJECTIVES:Enhance well-being. Balance the mutually supporting demands and expectations

of the Army and its people by addressing pride, a sense of belonging, and personal

enrichment. Recognize that the quality of life in the work setting is important to

the organization.

Improve training and professional development. Implement staff development

programs that provide professional and personal growth. Provide personnel with

the opportunities to continuously improve their skills, knowledge, and abilities intheir career fields through access to lifelong learning and knowledge programs.

Provide resources for training and professional growth commensurate with

mission. Use mentoring programs to develop and nurture individual potential.

Office of Primary Responsibility: Deputy to the Commanding General

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Internal Processes

Resources

GOAL: Secure and execute resources to develop an organization that supports the

Soldier while effectively managing costs and maximizing benefits in the most

efficient manner.

INTENT: Develop an efficient, effective, and relevant organization by securing all

necessary resources—fiscal, equipment, and enablers—and by using them prudently.

Involve staff proponents in planning, programming, and budgeting to ensure

consensus on command requirements and their prioritization. Continually review

and assess performance to ensure our cost management goals are met and to

maximize benefits.

OBJECTIVES:

Secure funds. Program, plan, justify, and validate resourcing needs based on

mission requirements. Identify near and long term resource needs. Allocate

resources to organization to do the mission. Account for and report on the

organization's use of resources.

Secure people. Identify, justify, validate, and request manpower needs based on

mission requirements.

Office of Primary Responsibility: Chief of Staff



Near, Mid, and Far Term Goals and Projects

Near Term Goals

Near Term Goals and Projects: 1-3 Years (2005-2008)

Goal: Support the Global War on Terrorism

Projects:

· Reach back face-to-field

· Resource 179 day taskers

· Resource Theater Support Command (TSC) taskers

Goal: Transform the Army to modular force

Projects:

· Face-to-field· Doctrinal publications

Goal: Transform CASCOM

Projects:

· Troop-to-task assessment

· Ninety-day operational pause off site. Adjust resources/structure as

necessary.

Goal: Become the distribution process owner for the Army

Goal: Market CASCOM in the Army and joint communities through a holistic

campaign plan.

Goal: Develop CASCOM recommendation on conversion to Logistics Corps

Projects:

· Movement to joint interdependency· Movement from functional to multifunctional capabilities

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Near Term Goals

Goal: Transition training to meet the needs of the current and modular forces.

Projects:

· Train to standard.

· Train our Soldiers as warriors.

· Train agile, adaptive leaders.

· Develop training products according to priorities established by the

proponent commandants.

· Develop educationally sound and doctrinally correct training products.

· Conduct timely and focused analysis of logistics mission training

imperatives to ensure on-target training programs.

Goal: Develop, field, and support near term materiel solutions for the current and

future forces.

Projects:

· Joint Precision Air Drop System (JPADS)

· Joint Intermodal Modular Distribution System (JIMDS)

· Movement Tracking System (MTS)

· Test, Measurement and Diagnostic Equipment (TMDE) – Common

Embedded Diagnostics and Embedded Prognostics· High Mobility Multipurpose Wheeled Vehicle (HMMWV)

· Joint High Speed Vessel (JHSV) / Theater Support Vessel (TSV)

· Load Handling System (LHS)

· Standard Automotive Tool Set (SATS)

· Medium Tactical Vehicle (MTV)

· Explosive Ordnance Disposal (EOD) Equipment

· Forward Repair System (FRS)

· Shop Equipment, Contact Maintenance Truck · Warrior Aid and Litter Kit (WALK)

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Near Term Goals

Goal: Develop and publish concepts and doctrine to support current and modular

forces.

Projects:

· ICW UAMBL, develop draft doctrine to support FCS testing and

evaluation. (FM 4-90.xx, FCS BSB Sustainment Operations)

· Develop doctrine to support modular Army transformation (for example,

FM 4-0, FM 4-01.4, FM 4-90.1, FM 4-90.23, FM 4-93.2, FM 4-93.41, FM4-93.4)

· Develop joint and multinational doctrine to support transformation. (JP 4-0,

JP 4-07, JP 4-09, STANAGs, ALP 4.2)

· Review draft doctrine supporting FCS testing and evaluation. (FM 4-90.xx,

FCS BSB Sustainment Operations)

· Review and write doctrine to support modular Army transformation

(for example, FM 3-0, FM 3-90 series, etc.)

· Develop joint and multinational doctrine to support transformation. (JP 3-0,

STANAGs, AJPs)

· Develop/complete modular concepts and Unit Reference Sheets (URS)

· Shape Experimentation

· Convoy Force Protection Integrated Concept Team

· Theater Sustainment Command

· Sustainment Brigade

· Maneuver Enhancement Brigade

· Army Sustainment Command

· Retrograde

· Joint Logistics Joint Integrating Concept (JL JIC)

· Joint Seabashing (JIC)

· Unified Quest (UQ) 06

· Distribution Concept/Concept Capability Plan (CCP)

Goal: Obtain adequate resources to support CASCOM and CSS school missions.

Goal: Program and distribute resources according to command priorities.

Goal: Strengthen CASCOM's stewardship of resources.



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Mid Term Goals

Mid Term Goals and Projects: 4-6 years (2009-2012)

Goal: Transition training to meet the needs of the modular force.

Projects: See near term projects.

Goal: Develop, field, and support near term materiel solutions for the modular force.

Projects:· Unit Water Pod System (CAMEL)

· Soldier as a System (SaaS)

· Multifunction Utility/Logistics and Equipment (MULE) Vehicle

· Rapidly Implaced Fluid Transfer System (RIFTS)

· Maintenance Support Device (MSD)

· Tactical Electric Power (TEP)

· Integrated Logistics Aerial Resupply (ILAR)

Goal: Develop and publish concepts and doctrine to support the modular forces.

Projects:

· Review evolving concepts for future application in Army, joint, and

multinational doctrine.

· Plan for the maintenance of proponent doctrine with the TRADOC

five-year cycle.

· Review evolving Army, joint, and multinational concepts for future

application in Army, joint and multinational logistics doctrine.

· Transform to future force

· Supply Integrated Concept Team

· TP 525-4 Logistics Functional Concept

· Objective Theater Sustainment Command

· Focused Logistics Joint Functional Concept (FL JFC)

· Joint Deployment and Support Organization (JxDS)

· Two Level Maintenance Concept· Army Maintenance Transformation

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Far Term Goals and Projects: 7-10 Years (2013-2016)

Goal: Transition training to meet the needs of the future force.

Projects: See near term projects.

Goal: Develop, field, and support near term materiel solutions for the future force.

Projects:

· Future Combat Systems (FCS) Family of Systems (FoS)

· FCS Recovery and Maintenance Variant (FRMV)

· Future Tactical Truck System (FTTS)

· Fuel Cells as power sources

Goal: Develop and publish concepts and doctrine to support the future force.

Far Term Goals



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Support Starts Here

Aberdeen Proving Ground

Fort Bliss

Fort Eustis

Fort Gordon

Fort JacksonFort Knox

Fort Lee

Fort Leonard Wood

Fort Sam Houston

Fort Sill

Fort Story

Redstone Arsenal

Eglin Air Force Base

Little Creek Amph Base

University of Virginia

Exchange OfficersUKAustralia

Liaisons

To:FranceGermanyUK

From:ALTAMCAMEDDATEC

CanadaFranceGermanyJAGKoreaSSI

The CASCOM Family



Conclusion

As we continue to transform and posture ourselves for the future, we must remain

cognizant of our roles and responsibilities in supporting the current force. We are

committed to seeking ways to improve our ability to deliver logistics in the right

amount, at the right place, and at the right time. To do this CASCOM will:

· Leverage the capabilities of our strategic partners.

· Continue to assess internal processes and procedures to identify ways to

improve efficiency and effectiveness.

· Develop an efficient, effective, and relevant organization by securing all

necessary resources—fiscal, equipment, and enablers—and by using themprudently.

· Recruit, train, and retain a workforce that is skilled, empowered, and able to

achieve the organizational goals required to provide world-class logistics

support to the Soldier.

This Strategic Plan provides the CASCOM transformation road map we will

follow to achieve our strategic goals, missions, and vision in support of the currentand future forces.

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Army Values

Loyalty: Bear true faith and allegiance to the U.S.Constitution, the Army, your unit and other Soldiers.

Duty: Fulfill your obligations.

Respect: Treat people as they should be treated.

Selfless-Service : Put the welfare of the nation, theArmy and your subordinates before your own.

Honor: Live up to all the Army Values.

Integrity: Do what’s right, legally and morally.

Personal Courage: Face fear, danger, or adversity(physical or mental).

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