By Capt. Paul A. Brown
Headquarters, 168th Brigade Support Battalion, 1st Sustainment Brigade
CAMP LIBERTY, Iraq — Logistics in the Army is going through some major changes and the officers of the 168th Brigade Support Battalion, 1st Sustainment Brigade are proving their ability to quickly adapt and succeed.
The changes began in January 2008, when the Army established the logistics branch, a new officer basic branch which encompasses all quartermaster, transportation, and ordnance officers once they are promoted to captain and complete the Combined Logistical Captains Career Course.
This is a major change in Army logistics operations from the previous concept of specialization in each branch to the creation of a multi-functional logistical officer who is able to accomplish any logistics task.
Prior to the Army's implementation of the Logistics Branch, the 168th BSB Battalion Commander Lt. Col. Todd Heussner, a Fort Myers, Fla. native, recognized a need to create officers that were well versed in all areas of logistics and not "single-track" officers. In his 18-year career, he would often find captains and majors who were unable to perform outside their specific branch and left the unit unable to perform efficiently.
In order to change this lack of broad abilities, he created the Multi-Functional Logistics Development Program to facilitate development of well-rounded logistics officers and foster a philosophy of growth and maturity in all aspects of logistics.
"The creation and development of young officers to become 'multi-functional' logisticians is going to be a key factor in the success of the Army as it moves forward into brigade modularity," stated Heussner.
To ensure each officer in the battalion understood how each logistical piece works together to support the war-fighter on the ground, they began receiving institutional training, direct "cross-branch" officer development and mentorship from their superiors, and changes in positions.
"I want to ensure that when I leave the Army, its logistical officers will be ready for anything and everything that is thrown at them and have all the tools necessary to succeed," continued Heussner.
Institutional training is a key part of the MFLDP, and the battalion has found innovative ways to ensure all of its officers receive as much training as possible without bankrupting the unit in the process.
Before the unit deployed, instructors from across the Army came to Fort Sill, Okla., to give classes. By doing this, the battalion only had to pay minor costs for an instructor to come versus sending dozens of officers across the country. As each instructor came to Fort Sill, the battalion was able to shape the instruction to "real-world" applications, since it was conducted in their motor pools and conferences rooms.
One set of the institutional training was done by instructors from the Defense Logistics Agency, who came to Fort Sill on several occasions to teach all facets of logistics. Since the DLA handles so many pieces of the logistics pipeline covering all of logistics (maintenance, transportation, supply, manufacturing, etc.), their ability to teach the use of all their tools and systems greatly expanded every officer's knowledge base and ability to get the job done.
"There is nothing better than going to a class in the morning that you can actually use and apply in the afternoon without having to travel," stated Maj. Darius Highsmith, a Leavenworth, Kan., native, and the 168th BSB operations & training officer.
The use of direct "cross-branch" officer development and mentorship from superiors has been a great tool in the 168th BSB's ability to effectively round out young logistical officers. Throughout the battalion, all of the field grade and senior company grade officers have been tasked with helping young officers learn and develop in an area of logistics that is outside their branch.
The commander of Company A, 168th BSB, Capt. Curtis Yankie, a Gentry, Ark., native, and Transportation Corps officer has mentored quartermaster officer, 1st Lt. Scarlett Bean, a Lavergne, Tenn., native, on transportation operations and how transportation plays a role in the quartermaster world.
"It is very rewarding to teach a part of logistics to a fellow officer that, unless you took the time to show them, they would never be exposed to, or would have to play catch-up if ever assigned to that area," said Yankie. "Being able to ensure that officers can learn and grow skills is going to pay off big in the long-run."
As part of the MFLDP, some officers from the battalion have also received "cross-branch" development and mentorship from higher-echelon units such as the, 4th Sustainment Brigade from Fort Hood, Texas.
Two officers in particular, Capt. Paul Brown, a Grand Ledge, Mich., native, and a quartermaster officer and Capt. Marc Anthony Gomez, a Dorado, Puerto Rico, native, an ordnance officer, were sent to Fort Hood to receive training in transportation, a branch neither of them had any experience in.
Since going to the training, these two officers have deployed and headed up one of the toughest transportation missions in all of Iraq, providing support to the 80,000 Soldiers in Baghdad.
"They have performed flawlessly. A big reason for their success is the experience and opportunity to learn that was afforded them by the MFLDP," remarked Lt. Col. Heussner.
The last phase of the MFLDP is the changing of officer duty positions. Once a young officer has demonstrated that they can perform in their branch of commission (quartermaster, ordnance or transportation), they are switched to an area in which they lack experience. A main reason for the process is immersion into a new area, which forces the officer to learn and learn quickly.
"We look at it like someone trying to learn a foreign language – and some parts of logistics is a foreign language to other parts. The more you're around it, the more you have to use it to survive, the better you will become at it," stated Heussner.
"If you went to Greece and didn't know any Greek, then you would figure it out pretty fast or you would never be able to succeed," remarked Highsmith.
"It is the same in logistics. If you know the (quartermaster) dialect, but you don't know the (transportation) dialect, then you will know how to order your supplies, but you will never know how to get them to you quicker, and that is what this program is doing, teaching everyone the total logistical language." continued Highsmith.
So far, the battalion has moved eight officers as part of the program, and more moves are planned following their redeployment from Iraq.
The use of the MFLDP has shown that logistical officers, when given the proper tools, guidance, and mentorship, can learn and develop into well-rounded logisticians. So, as the Army continues to change its doctrine and philosophy of logistics, the officers of the 168th BSB will be the leaders who will be at the tip of the change. The unit will do it by using a tested program that continually teaches and tests its participants to perform and uphold the battalion motto of "Make It Happen."
"I think we (the 168th BSB) have something here, something special, that if it was replicated throughout that Army, it would create a new language of logistics where everyone knew what everyone else was saying and support would only get better," concluded Maj. Paul Sanders, a Detroit native and the 168th BSB support operations officer.
| Date Taken: | 07.03.2008 |
| Date Posted: | 07.15.2008 00:38 |
| Story ID: | 21492 |
| Location: | BAGHDAD, IQ |
| Web Views: | 136 |
| Downloads: | 119 |
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