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                 invested parties to prevent getting tangled up in the ‘blame game’. Another technique I use to help facilitate open and or closed work orders is using the quality control officers checklist to validate whether a completed work order is truly complete or if I have to re-engage that organization to re- open a closed work order. Regardless of the action, open communication between your staff, higher headquarters and IMCOM organizations is critical to success.
Challenge #3: Equipment shortages
The ability to think both critically and creatively is often a tool many young leaders don’t possess in abundance. However, one will find that the ability to do so greatly enhances the chances of mission success. As we like to say in our BN, ‘playing chess not checkers’ in regards to overcoming challenges with not having the ‘CORRECT’ equipment, is
a necessity at times in order to accomplish the desired results. One of the equipment challenges I endured as the BN XO is the Army Combat Fitness Test (ACFT) equipment. The Army fielding plan discussed the fiscal restraints which only provided each battalion 16 lanes of the ACFT equipment across all COMPOS, under the auspices that more equipment sets would be purchased later. The challenge with that is we were essentially putting the cart before the horse. We were given 16 lanes of equipment, with limited guidance regarding plans to replace broken equipment and how to properly store and maintain the fielded equipment. Without proper storage containers, regardless of the amount of equipment issued, there would be logistical challenges for accountability and equipment transport to and from PT sites. We knew this problem was coming and had the foresight to plan to counter the punch.
A method that we are using to help resolve this shortfall is incorporating field expedient apparatus to mimic ACFT events design to increase muscular strength and improve cardiovascular endurance
all within a 10-week plan. These events include, using water and ammo cans, different weighted rucks, kettlebells and SKEDCOs to mimic the Sprint-Drag-Carry, along with the use of intervals, sprinting and distance running. We reached out
to our partners on post to secure sandbags, ammo cans, and other ‘makeshift’ items. We also looked across the installation and secured three ISU 90’s that provided a centralized location to store and secure ACFT equipment. The BN S4 oversees efforts responsible for coordinating equipment usage, property accountability between companies, and ensures adequate equipment allocation and time to all.
Challenge #4: Understanding Logistical Systems
The logistics community has transformed
the way the Army arranges tactical logistics and financial management through fielding of the logistics enterprise, Global Combat Support System – Army (GCSS-Army). The Systems Applications and Products in Data Processing (SAP) platform provides for material requirements to ensure the Army meets its title 10 responsibilities and is the primary ordering platform. This SAP platform is functionality associated with the business areas
of supply, maintenance, property and finance and
is not being utilized at the BCT organizations
in particular the company level, which poses challenges with maintaining technical proficiency and creates inefficiencies. The main source of procuring Class II items at Fort Jackson is through the Government Purchase Card (GPC) under the Micro-Purchase Threshold.
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