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Standard Form 298 (Rev. 8-98)

Prescribed by ANSI Std Z39-18 
We Make Soldiers Strong

I 1

We Make Soldiers Strong We Make Soldiers Strong

Dean G. Popps

Acting Assistant Secretary of the Army

(Acquisition, Logistics and Technology)

N. Ross Thompson III

Lieutenant General, GS

Principal Military Deputy to the 

Assistant Secretary of the Army 

(Acquisition, Logistics and Technology)

1 October 2009

We work for the Soldier. To make the Army Strong ... we make Soldiers Strong. Our mission, in its 

broadest terms, is to equip and sustain the world’s most capable, powerful, and respected Army. Our top 

priority is to provide Warfighters with the decisive edge.

The organizations highlighted in this reference book are the key elements of the acquisition community 

who accomplish this mission. They are manned by highly dedicated professionals who execute diverse 

responsibilities to enable the disciplined management of an extensive acquisition portfolio. These 

responsibilities include: research and development; program management; contracting; systems engineering; 

and development of Army-wide policy for procurement, logistics, chemical weapons destruction and 

demilitarization, science and technology, defense exports and cooperation, and many other areas. 

Our acquisition professionals serve under the leadership and direction of 11 Program Executive Offices, 

two Joint Program Executive Offices, seven Deputy Assistant Secretaries, one Deputy for Acquisition and 

Systems Management, three Direct Reporting Units, and several major subordinate commands of the U.S. 

Army Materiel Command. 

As you review this guide and visit our organizations and displays, you will see the strategic relevance, 

complexity, innovation, and interconnectedness of the products and systems we are delivering. To expedite 

the delivery of vital warfighting systems and services, we are continuing to improve traditional acquisition 

processes. At the same time, we are institutionalizing new processes to improve effectiveness, efficiency, 

transparency, collaboration, and our overall ability to rapidly procure and deliver the technologies and 

equipment our Warfighters require. 

 As the Army recapitalizes and modernizes its capabilities – while simultaneously investing in new 

technologies and improving our acquisition processes to better support our Warfighters – we will continue 

to depend upon the support and cooperation which results from strong relationships with the Department 

of Defense, the Congress, and vital strategic partners such as the U.S. Army Materiel Command and its 

subordinate commands.

We will continue to demonstrate the leadership, managerial excellence, innovation, and commitment to 

continuous improvement needed to meet this challenge.

ASA(ALT)
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We Make Soldiers Strong https://www.alt.army.mil ASA(ALT)

CONTENTS

PEO Ammunition

PEO Aviation 

PEO Combat Support and Combat Service Support 

PEO Command, Control, and Communications-Tactical 

PEO Enterprise Information Systems 

PEO Ground Combat Systems 

PEO Integration

PEO Intelligence, Electronic Warfare, and Sensors 

PEO Missiles and Space 

PEO Simulation, Training, and Instrumentation 

PEO Soldier 

U.S. Army Acquisition Support Center

U.S. Army Chemical Materials Agency 

U.S. Army Medical Research and Materiel Command

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CONTENTS

Letter from the Acting Assistant Secretary of the Army for Acquisition, 

Logistics and Technology (ASA(ALT)) and the Principal Military 

Deputy to the ASA(ALT)

ASA(ALT) Credo

 

ASA(ALT) Overview

Deputy for Acquisition and Systems Management

DASA for Acquisition Policy and Logistics

DASA for Defense Exports and Cooperation 

DASA for Elimination of Chemical Weapons

DASA for Plans, Programs, and Resources

DASA for Procurement 

DASA for Research and Technology

DASA for Strategic Communication and Business Transformation

JPEO Chemical and Biological Defense 

JPEO Joint Tactical Radio System 

 

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4

5

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Our mission is to effectively and efficiently develop, acquire, field, and sustain materiel by leveraging 

domestic and international, organic, and commercial technologies and capabilities to meet the Army’s 

current and future mission requirements. Our vision is clear: To equip and sustain the world’s 

most capable, powerful, and respected Army. 

The Army’s ability to achieve this vision rests on the Army Acquisition Workforce, fully employed and 

deployed worldwide in support of our Soldiers. The men and women who make up this workforce serve 

under the direction of 11 Program Executive Offices, two Joint Program Executive Offices, seven Deputy 

Assistant Secretaries, one Deputy for Acquisition and Systems Management, three Direct Reporting Units, and 

several major subordinate commands of the U.S. Army Materiel Command.

PROVIDING WARFIGHTERS WITH THE DECISIVE EDGE

“As Commander-in-Chief, I will do whatever it takes to 

defend the American people, which is why I’ve increased 

funding for the best military in the history of the world. We’ll 

continue to make new investments in 21st century capabilities 

to meet new challenges, and we will always give our men and 

women in uniform the equipment and the support that they 

need to get the job done.

”

President Barack Obama

May 22, 2009

Our first responsibility is to the Soldier who protects and preserves our Nation. We strive to meet 

the needs of the Soldier at war while innovating to respond to the rapidly evolving threat environment. 

In meeting the needs of Soldiers, who are deployed by combatant commanders to put their boots on the 

ground, we ensure the production of the highest-quality capabilities — to provide the right product, at the 

right place, and at the right time. As the single decision authority on all matters regarding acquisition, we 

ensure that America’s Army is equipped for the 21st century.

Our second responsibility is to the Acquisition Workforce, the men and women who work daily to 

ensure quality products for the Soldier. We must ensure the readiness and sustainment of a professional 

civilian and military workforce. We must promote leadership and professional development within this 

workforce. We must ensure that individual skill sets are matched with relevant work requirements. We 

must promote an environment of open communication, in which our workforce can excel in their vital 

roles to equip and sustain the world’s premier fighting force. 

Our next responsibility is to our partners — Army, Joint, Industry, International, and Academia.

We work with our partners to develop, acquire, deliver, and sustain weapon systems and capabilities for 

Soldiers. We must collaborate effectively to ensure our Soldiers are rapidly equipped with the products they 

need. We must work closely with our partners to continually improve the quality and interoperability of 

Army capabilities.

Our final responsibility is to the American Public. We must be good stewards of taxpayer 

dollars and work continuously to achieve the highest levels of effectiveness and efficiency in our 

business processes. We must communicate effectively to those who represent the public to ensure 

they understand the impact that ASA(ALT) and the Acquisition Enterprise have on their constituents.

We must remain connected to the people we serve and the communities we depend upon for support. 

ASA(ALT) Credo

Assistant Secretary of the Army 

(Acquisition, Logistics and Technology (ASA(ALT)) 

PROVIDING Warfighters WITH THE DECISIVE EDGE

ASA(ALT) Overview

Soldiers...Warfighters...are the heart of everything we do. They are over a million strong — men and 

women, Active and Reserve — steeled by eight years of war. We now have a generation of Soldiers not 

seen in over 30 years: hardened by battle, strengthened by sacrifice, and resolved to defeat the enemies 

of our Nation. Embodying the strength of the Nation, they will face a dangerous, uncertain operational 

environment for the foreseeable future.

As we transition from major operations in Iraq to Afghanistan, while facing complex global challenges 

elsewhere, our responsibility to prepare our Warfighters grows in importance and magnitude.

WARFIGHTERS: OUR FOCUS
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As the Army Acquisition, Logistics, and Technology 

Community — 

We are... nearly 41,000 civilian and military 

acquisition professionals and staff...

• Dedicated to providing essential equipment 

and materiel support to the Soldier when and 

where needed; and,

• Committed to principles of fiscal stewardship, 

ethical behavior, and acquisition and 

procurement integrity.

We are... an independent, fully accountable 

and transparent acquisition community...

• Organized by 11 Program Executive Offices, 

two Joint Program Offices, and three Direct 

Reporting Units in 13 locations throughout the 

United States;

• Responsible and accountable to Article 2, 

Section 2 Presidentially appointed and Senateconfirmed civilian leadership;

• Responsible for over 650 acquisition programs; and,

• Responsible for a budget that exceeded $78 

billion in Fiscal Year 2008 (FY08). 

We are... an expeditionary workforce 

capable of deploying anywhere, anytime...

• With nearly 6,000 personnel deployed in 

support of 24 military operations; and,

• Able to perform the full range of acquisition and 

procurement activities in support of Soldiers 

and Combatant Commanders.

We are... a self-aware and outcome-oriented 

Army Acquisition Enterprise...

• Committed to continuous self-assessment 

and improvement; and,

• Dedicated to the principles of transformation at 

all levels of the Enterprise.

We are... an innovative and dedicated 

Science and Technology (S&T) community...

• Responsible for pursuing unprecedented 

technological capabilities with direction and 

authority over the entirety of the Army’s 

research and technology program;

• Leading activities at 23 laboratories and 

research, development, and engineering centers 

across five Army Commands, Army Service 

Component Commands, and Direct Reporting 

Units in 14 states; 

https://www.alt.army.mil ASA(ALT)

• With more than 10,000 scientists and engineers 

and a six-year budget of roughly $11 billion; and,

• Overseeing Army-sponsored university 

investments at four major University Affiliated 

Research Centers (located at the Universities 

of Texas, California-Santa Barbara, Southern 

California, and the Massachusetts Institute of 

Technology); five Centers for Enduring Needs 

(located at Arizona State University, Stanford, 

Penn State, Georgia Tech, and the Universities 

of Michigan and Delaware); and many academic 

partners at Historically Black Colleges and 

Universities/Minority Institutions and other 

institutions across the country.

We are... a community dedicated to the 

elimination of the stockpile of chemical 

agents in accordance with the Chemical 

Weapons Convention...

• With seven chemical demilitarization sites 

throughout the United States, two of which are 

the responsibility of the Office of the Secretary 

of Defense. Three sites have completed 

operations: Johnston Atoll Chemical Agent 

Disposal System; Newport Chemical Agent 

Disposal Facility in Indiana; and Aberdeen 

Chemical Agent Disposal Facility in Maryland; 

• Operations continue at Tooele Chemical Agent 

Disposal Facility in Utah; Anniston Chemical 

Agent Disposal Facility in Alabama; Umatilla 

Chemical Agent Disposal Facility in Oregon; and 

Pine Bluff Chemical Agent Disposal Facility in 

Arkansas. Construction operations are ongoing 

at Pueblo Chemical Agent–Destruction Pilot 

Plant in Colorado and Blue Grass Chemical 

Agent–Destruction Pilot Plant in Kentucky;

• As of mid-August 2009, 64.1 percent of the 

stockpile has been destroyed; and,

• We remain committed to the safety of our 

workforce, the public, and the environment. 

We are... a community dedicated to 

international security cooperation...

• Responsible for exports, technology transfer, 

armaments cooperation, and for equipping and 

training our international partners;

• Overseeing all matters involving security 

assistance; export policies; oversight of direct 

commercial sales of Army defense articles; and 

international cooperative research, development, 

and acquisition;

• With programs that exceed $23 billion in sales 

and $300 million in U.S. and foreign financial 

contributions to cooperative research and 

development efforts in more than 140 

countries; and,

• Supporting our foreign partners by building 

partnership capacity, interoperability, and 

relationships to meet strategic objectives.

Who Are We? The ASA(ALT) Identity:

ASA(ALT) and its affiliates and partners around the world work to 

develop, acquire, deliver, and sustain weapon systems and the best 

capabilities for our Soldiers. 

Soldiers participating in the toxic industrial chemical protection 

and detection equipment training, use an Ahura Scientific First 

Defender to identify chemical agents. The handheld device uses 

Raman spectroscopy to identify a wide variety of chemical substances, from common household items to deadly industrial toxins.
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https://www.alt.army.mil ASA(ALT)

As we continue our efforts to continuously 

improve our internal operations and processes, 

reinforce the acquisition identity, and collaborate 

with key stakeholders and partners to equip our 

Soldiers, there are several critical elements of our 

approach that inform and frame our strategies. 

These are an ever-evolving set of guiding messages 

— and organizing principles — that serve to unite 

the acquisition community under a common banner, 

brand, and presence:

•	 The Army exists to protect our Nation from 

our enemies, defend our vital national interests, 

and provide support to civil authorities in 

response to domestic emergencies.

•	 The Army must sustain the quality and viability 

of the All-Volunteer Force and the many 

capabilities it provides to the Nation.

•	 We deliver ready forces and land force 

capabilities to the combatant commanders 

in accordance with Title 10 in support of the 

National Security Strategy, the National Defense 

Strategy, and the National Military Strategy.

•	 We enable and support adaptive, versatile, 

and full-spectrum capable Soldiers with high 

technology.

•	 We develop and field programs, platforms, 

and systems as a core enabler of the Army’s 

modernization and equipping strategies.

•	 We are rebuilding and rebalancing our 

Acquisition Workforce.

•	 We are reinforcing our efforts to strengthen 

“enterprise approaches” to better enable our 

Army Force Generation (ARFORGEN) model, 

better support Soldiers, and achieve greater 

effectiveness and efficiencies. 

•	 We strive to achieve Acquisition Excellence... 

and are doing so. 

Key Messages and Organizing Principles

The Improved Target Acquisition System brings long-range, lethal, anti-armor, and precision assault fire capabilities to Soldiers by doubling 

target acquisition ranges and maximum range engagements with Tube-launched, Optically-tracked, Wire-guided missiles, thus significantly 

enhancing system lethality and Soldier survivability. 

The Army Acquisition Community consists of 

nearly 41,000 professionals, a diverse portfolio of 

more than 650 acquisition programs, and obligation 

authority for approximately 25 percent of the 

Army’s total budget authority. We are employed and 

deployed worldwide as a community comprised of a 

Headquarters with seven Deputy Assistant Secretaries, 

one Deputy for Acquisition and Systems Management, 

11 Program Executive Offices, two Joint Program 

Executive Offices, the U.S. Army Acquisition Support 

Center, the U.S. Army Chemical Materials Agency, the 

U.S. Army Medical Research and Materiel Command, 

and we collaborate extensively with elements of the 

U.S. Army Materiel Command. We sustain enduring 

relationships across the Army Staff, Secretariat, and 

with Combatant Commands and Army Commands 

around the globe. As we manage people and 

programs, we are guided by a set of common beliefs:

• We will MAKE SOLDIERS STRONG, through 

acquisition processes focused to DESIGN, 

DEVELOP, and DELIVER capabilities to enable 

our Soldiers to DOMINATE in an era of 

persistent conflict — and we shall SUSTAIN

those Soldiers, systems, and support personnel 

throughout the duration of those operations. 

• We will SUPPORT THE WARFIGHTER, 

while striving to ACHIEVE ACQUISITION 

EXCELLENCE. 

• We PROVIDE Warfighters WITH THE 

DECISIVE EDGE, while MODERNIZING 

SYSTEMS AND PLATFORMS TO MEET 

CURRENT AND FUTURE OPERATIONAL 

REQUIREMENTS.

Our commitment to our people underpins and 

creates the foundation for our success. We cannot 

achieve any of these objectives without developing 

and caring for our dedicated and professional 

ACQUISITION WORKFORCE.

SSG Sheila Williamson, Warfighter Information Network-Tactical 

(WIN-T) Increment One supervisor, participates in the setup of 

an Increment One platform vehicle during the Fort Lewis WIN-T 

Independent Operational Test and Evaluation.
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https://www.alt.army.mil ASA(ALT)

To enable the accomplishment of our vital mission, 

we must sustain an independent acquisition function. 

We must fully leverage the skills and capabilities 

of our professional workforce and strengthen 

collaboration with our key partners and stakeholders 

to perform effective, efficient life cycle functions for 

design, development, deployment, sustainment, and 

other areas.

This initiative is overarching. It supports and is 

enabled by the following initiatives.

Leverage the Full Potential of 

Technology to Empower Soldiers

The American Soldier — the most potent of our 

Nation’s weapons — is enabled by technology. We 

must sustain the technological superiority of our 

Soldiers by creating unprecedented capabilities 

for them. Underpinning this imperative is a 

robust, dynamic Army Science and Technology 

community — of people and laboratories — that 

seeks to achieve radical scientific and technological 

breakthroughs to ensure our Soldiers maintain a 

decisive edge over our enemies.

The Army’s scientists, engineers, and integrated 

product teams of acquisition professionals have 

been at the forefront in adapting technology for 

urgent operational needs. They are enhancing our 

Warfighters’ capabilities, as exemplified by the 

newly fielded First Strike Ration, which reduces by 

40–50 percent the weight of the daily combat food 

ration carried by Soldiers during initial periods of 

high intensity conflict. 

Our scientists and engineers continuously harvest 

materiel solutions from past investments, such 

as the development of mine detection ground 

penetrating radar (GPR) technology. They also 

provide extraordinary technical expertise which 

has resulted in the development and integration 

of technologies such as new lightweight armor. 

This armor has dramatically enhanced the 

survivability of Mine Resistant Ambush Protected 

(MRAP) and other combat vehicles in the face of 

constantly evolving threats. Sufficient, sustained, 

and predictable investment in research and 

development and science and technology is needed 

to provide our Soldiers with the decisive edge.

Continually Improve and Achieve 

Excellence in Our Acquisition 

Processes

Supporting an Army at war is critical, both tactically 

and strategically. From a tactical standpoint, we work 

with our joint, international, and industry partners 

to provide the weapon systems, software, and 

equipment our Soldiers need to accomplish their 

missions decisively. Strategically, as we meet ongoing 

requirements, we work to collapse the timelines 

required to get weapon systems and equipment to 

our Soldiers. Our goal is to compress the conceptto-combat cycle to best meet Soldiers’ needs.

Deployed mine-detecting GPR on a Husky.

Several factors combine to create the context in 

which we are accomplishing our mission:

Objective Reality of War

America’s Army is the Strength of the Nation. 

Deployed on a global scale, our Warfighters are 

engaged in protracted combat in two theaters and in 

other operations in many regions. Our operational 

demands and high personnel tempo outpace our 

ability to fully restore readiness across the Army.

Strategic Uncertainty

In the years ahead, the United States will continue to 

face unanticipated strategic challenges to our national 

security and the collective security of our international 

partners. These challenges will occur in many forms 

and will be waged across the spectrum of conflict — 

ranging from peaceful competition to challenges posed 

by hybrid threats to wartime contingency scenarios of 

varying scale and complexity. In addition, the Nation may 

be engaged in simultaneous military operations in all 

operational domains: land, sea, air, space, and cyberspace.

Fiscal Constraint and Acquisition 

Excellence

We will continue to execute our acquisition programs 

in an increasingly constrained fiscal environment. 

Our efforts will remain highly visible and a subject 

of national attention. The Army, and our Acquisition 

Workforce, must fully institutionalize its continuous 

process improvement initiatives to obtain greater 

effectiveness and efficiencies — while embracing the 

tenets of Acquisition Reform and enhancing the overall 

capacity and capability of our acquisition professionals.

We have established a set of key strategic initiatives 

to guide the efforts of the acquisition community to 

achieve our mission, realize our vision, and enable 

the Army’s broad modernization goals. These 

initiatives provide the enduring, unifying focus for 

our collective effort.

Deliver Materiel and Services 

Needed to Provide Warfighters with 

the Decisive Edge

To underwrite our ability to accomplish National 

Security, National Defense, and National Military 

strategic objectives, we provide our Warfighters 

with the best equipment and support the Nation 

can deliver. We fulfill this purpose through the 

effort and innovation of our military and civilian 

workforce and our collective ability to plan, 

program, and execute our acquisition programs 

accordingly. We are continuing our work to 

respond rapidly and flexibly to time-sensitive 

requirements. At the same time, we are complying 

fully with ethical standards of conduct and the laws 

that create the context for our responsibilities, 

relationships, and fiscal and environmental 

stewardship requirements.

Strategic Context Strategic Direction

MRAP vehicle with new lightweight armor.
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We Make Soldiers Strong We Make Soldiers Strong

integrate, and deliver the capabilities our deploying 

formations need to accomplish their missions. To 

realize our broader objectives for improving systems 

engineering, we are examining each of our core 

processes. These processes include: engineering; 

acquisition program management; configuration 

management; testing and validation; force integration; 

and planning, programming, and budgeting. 

The Apache Block III attack helicopter program 

exemplifies the complexities of the interdependencies 

we manage. The attack helicopter, a system in itself, 

is actually a “system-of-systems.” For this reason, 

Program Executive Office (PEO) Aviation does not 

act independently to field an aircraft. In fact, its 

efforts are wholly interdependent with other PEO 

organizations. To fully field and employ this system, 

this single PEO must synchronize its efforts with 

many other PEO portfolios — each of which has 

different delivery dates for the numerous products or 

services it provides to the Army or the Joint Force. 

As the Apache Interoperability chart depicts, the 

“system-of-systems” known as Apache Block III 

requires interaction with at least seven different 

categories of programs and platforms. These include 

(beginning at the left of the diagram and working 

clockwise): Ground; Air; Supporting; Hosting; 

Weapons Systems and Munitions; Communications 

(to employ Net Centric doctrine); and Intelligence, 

Surveillance, and Reconnaissance.

In practical terms, this means that, among others, 

PEO Aviation must work closely with all of the 

11 ASA(ALT) PEOs and two Joint PEOs, each of 

whom is responsible for the timing of a range 

of programs, some of which are depicted here. 

In sum, fielding an attack helicopter requires a 

“systems-of-systems” approach to ensure that 

the helicopter is able to: interact with ground, air, 

transporting, and hosting platforms; employ its 

onboard weapons systems; receive its supply and 

resupply of ammunition; communicate (through 

voice, digital, satellite, and other means); and 

receive and transmit imagery, position locating, and 

intelligence information.

Achieving excellence in acquisition also involves 

demonstrating continuous stewardship and superb 

management of highly sensitive and visible programs 

for which we have executive agent authority, such 

as the Nation’s chemical weapons disposal program.

The U.S. Army Chemical Materials Agency 

(CMA), using acquisition processes as its baseline, 

works with private industry, academia, and other 

interested policy and environmental stakeholders 

to eliminate America’s obsolete chemical weapons. 

CMA also responds to discoveries of non-stockpile 

chemical weapons and safely stores those weapons 

until their disposal. Moreover, CMA partners with 

the Federal Emergency Management Agency to 

prepare local communities to deal with potential 

emergencies involving those weapons.

https://www.alt.army.mil ASA(ALT)

To enhance the value and relevance of our 

products and services, we are continually reviewing 

our internal processes and procedures and 

strengthening our internal and external interfaces. 

We strive to achieve acquisition excellence by 

reinforcing our history as good stewards of taxpayer 

dollars and remaining accountable to Congress, 

the President, the American Public — and our 

Soldiers who depend on us. We are committed to 

making progress in two key areas — human capital 

enrichment and portfolio integration — to keep 

our Army the world’s preeminent landpower.

We cannot have a 21st Century operational 

force generated and supported by 20th Century 

processes. To meet future challenges, we must 

achieve a high level of continuous, measurable 

improvement in our core acquisition and logistics 

business processes. By “taking work out” of our 

processes — reducing waste in all its forms — we 

will accelerate our transformation. In addition, 

in the face of downward fiscal pressure, we will 

continue to enable our Army to best direct 

resources to our most compelling wartime needs.

Continually Improve Our Capacity to 

Design, Develop, Deliver, Dominate, 

and Sustain

We must further embrace the interdependencies of 

systems and platforms — both under development 

and in sustainment — to best manage the resource, 

scheduling, and operational impacts of program 

adjustments. We are improving our coordination 

across programs, over time, formation by formation. 

We are also improving linkages to both our 

force generation and planning, programming, and 

budgeting processes.

We are working to improve our systems 

engineering capacity, to rebuild and revitalize our 

Governmental workforce of systems engineers, and 

to integrate these improvements across our entire 

acquisition and program management framework. 

To provide the skill sets needed to manage our 

complex acquisition portfolio as a collaborative 

team, we are working to attract and retain the 

finest scientists, engineers, program managers, 

logisticians, business, and contracting professionals. 

We are continuing to improve how we manage 

systems-of-systems across their entire life cycle. We 

are also improving how we work with the Training 

and Doctrine Command, other Army entities, and 

combatant commanders — to better understand, 

anticipate, and respond to emerging requirements 

for warfighting capabilities. 

The platforms and systems we produce are not 

stand-alone systems. Each depends on other 

systems to produce capabilities for Soldiers. We 

are strengthening and investing in our system-ofContractors arrive at the Al Akad station build site in Baghdad, systems portfolio approach to best synchronize, 

Iraq, to conduct a ground survey and to estimate for the future. 

Here, SSG Henry Flores III, 2nd Combined Arms Battalion, 8th 

Infantry Regiment, 2nd Brigade Combat Team, 4th Infantry Division, 

provides security during a patrol of Diwaniya Market, Iraq.
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Leverage Lessons Learned to 

Support the Full Range of Army 

Modernization and Equipping 

Initiatives

The Army’s enduring mission is to protect and 

defend our vital security interests and to provide 

support to civil authorities in response to domestic 

emergencies. This requires an expeditionary, campaign 

capable Army able to dominate across the full 

spectrum of conflict, at any time, in any environment, 

and against any adversary — for extended periods 

of time. To support this requirement, we are 

continually reviewing and adapting our structure, 

organization, and capabilities. 

As an example, we are applying the lessons learned 

from Future Combat Systems — the value of spinouts and increments, systems-of-systems engineering, 

networked operations, and others — to continuously 

improve “how we do business” to support Soldiers. 

Just as the Army applies the Doctrine, Organization, 

Training, Materiel, Leadership and Education, 

Personnel, and Facilities construct to develop and 

adapt its operational capabilities, we apply this same 

construct to our acquisition processes to enable us 

to evolve on pace with the Warfighters we support.

To enhance our contributions, we are continuing 

our efforts to bring the Army’s acquisition and 

sustainment communities closer together to 

focus seamlessly on the entire life cycle of our 

weapon systems and equipment. By strengthening 

collaboration among all partners and stakeholders, 

and implementing numerous improvements to our 

life cycle management process, we are furnishing 

products to Soldiers faster, making good products 

better, and reducing costs. 

Rebuild and Rebalance the Capability 

of the Acquisition Workforce

In the Army, our people are our most important 

asset. During the last decade, we witnessed a 

steady decline in the size of the Army Acquisition 

Workforce — in the face of a wartime workload 

increasing in both size and complexity. The civilian 

and military members of our Acquisition Workforce 

now total approximately 41,000, a significant 

reduction from the Cold War era. These acquisition 

professionals are located in our PEOs, in various 

commands, and in other organizations across the 

Army. During 2008, this workforce managed over 

one-quarter of every Federal dollar spent on 

contracts. Every day, they make a direct impact on 

the products and services we procure for Soldiers. 

To better support the Army, enable our combatant 

commanders, and alleviate the stress of doing 

more with less, we are rebuilding (growing) and 

rebalancing (aligning the right skills to the work) 

the Army Acquisition Workforce. On April 6, 2009, 

in discussing the proposed Fiscal Year 2010 Defense 

Budget, Secretary of Defense Robert M. Gates 

said, “this budget will... increase the size of the 

Defense Acquisition Workforce, converting 11,000 

contractors to full-time government employees, 

and hiring 9,000 more government acquisition 

professionals by 2015, beginning with 4,100” in 

Fiscal Year 2010. We are working aggressively to 

implement Defense Acquisition Workforce growth. 

The purpose is clear: to ensure the Department 

of Defense (DOD) is well positioned to produce 

best value for the American taxpayer and for the 

Soldiers, Sailors, Airmen, and Marines who depend 

on the weapons, products, and services we buy. 

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The likelihood of continuing conflict and the 

resilience of ruthless, determined, and adaptive 

enemies form the basis of our requirements to 

modernize. Continuous modernization is the key 

to transforming Army capabilities and maintaining a 

technological advantage over our adversaries across 

the full spectrum of conflict. We have received 

extraordinary funding support through wartime 

Overseas Contingency Operations funds. However, 

they have only enabled us to sustain the current 

fight. We look forward to continued Congressional 

support to achieve our broad modernization goals. 

This reference provides an overview of the 

organizations, accomplishments, activities, portfolios, 

and strategic initiatives maturing across the Army 

Acquisition Community. We invite you to review 

the companion publications, which furnish a more 

in-depth perspective on our people, the programs 

which comprise our acquisition portfolio, and 

the areas in which we are working continuously 

to improve.

As we move forward, during a period of political 

and organizational transition, we will remain 

focused on the strategic initiatives outlined herein. 

Moreover, we will remain committed to progress 

in several key areas that underwrite our ability 

to accomplish our mission for Soldiers. We must 

continue to: • Embrace the lessons learned from current 

operations and institutional adaptation initiatives, 

adjust our business processes, and build a core 

sustaining infrastructure of competencies to 

sustain continuous improvements in support of 

our long-term strategy; 

• Institutionalize system-of-systems systems 

engineering in program management; 

• Embrace the construct and philosophy of 

becoming an expeditionary workforce; 

• Enable Contingency Contracting as a core 

competency; 

• Mature a culture of continuous improvement 

throughout the Acquisition Workforce; 

• Enhance our ability to work with key Army 

entities and combatant commanders to 

identify and refine capabilities and requirements 

and our ability for rapid technology insertion 

to get our Soldiers what they need, when they 

need it;

• Strengthen and establish collaborative 

relationships with our interagency partners 

and international allies to ensure the availability 

of technology and interoperability of coalition 

forces;

• Sustain robust S&T programs and partnerships 

to develop the technology required to dominate 

in the face of increasingly more lethal and 

complex threats;

• Care for and advocate for the needs of our 

Acquisition Workforce, while attracting and 

retaining world-class professionals to fill our 

ranks; and,

• Improve our capacity to obtain sufficient, 

sustained, and predictable resourcing needed 

to achieve program stability and acquisition 

excellence — 

To Provide Warfighters

withthe Decisive Edge.

Moving Forward

The objectives of the growth strategy are to: 

rebalance the acquisition total force; grow the 

Government Acquisition Workforce 15 percent by 

2015; improve acquisition capabilities and capacities; 

improve defense acquisition oversight; close 

workforce gaps; strategically reshape acquisition 

training; and target incentives appropriately. We are 

well underway in our work to properly resource 

this growth. By the end of Fiscal Year 2010, we plan 

to have hired and insourced a total of 2,600 civilian 

acquisition employees. 

We are also continuing our work to achieve the 

intent of Section 852 of the National Defense 

Authorization Act (NDAA) of 2008, Public Law No. 

110-181. Section 852 directed the establishment of 

the Defense Acquisition Workforce Development 

Fund. This fund enables the Defense Department 

to better recruit, hire, develop, recognize, and retain 

its acquisition workforce. The Army is building and 

executing a program of nearly $1 billion focused 

on: hiring acquisition interns, journeymen, and 

highly qualified experts; offering new education, 

training, and developmental programs; and funding 

recognition and retention incentives. These 

initiatives are helping us to enhance the overall 

stature, development, and professionalism of those 

who fill our ranks. 

As we work to rebuild and rebalance the force, 

we are also strengthening the unique identity 

of our Army Acquisition Workforce. In addition, 

we are accelerating our work to institutionalize 

Contingency Contracting as a core competency 

— to better provide the Army-wide program 

management and logistics skills needed in 

expeditionary operations. 

Improve Our Capability and Capacity 

to Articulate Our Strategic Initiatives 

and Compelling Needs

We are continuing our work to more fully develop 

the ability to communicate more effectively with 

both our internal and external stakeholders. We 

serve both the Soldier and the American Public 

— and must remain connected to both. We are 

working aggressively to:

•	Build Awareness of ASA(ALT)’s 

strategic direction and priorities to advance 

understanding of our organizational mission and 

the execution of Army acquisition programs;

•	Build Cooperative Relationships

with ASA(ALT) stakeholders to ensure effective, 

efficient execution of organization priorities and 

programs; and,

•	Build Advocacy for Army and ASA(ALT) 

priorities and initiatives through carefully 

focused activities intended to educate and 

inform key stakeholders. Our efforts in this 

realm are intended to increase the likelihood of 

achieving our strategic goals. We seek to create 

“champions” and obtain sufficient, sustained, 

and predictable resourcing needed to ensure 

program stability and enable better program 

management.

Ultimately, to accomplish our mission for 

Warfighters, we are working — as part of an 

overarching Department of the Army effort — to 

better communicate with our stakeholders in clear, 

unambiguous terms.

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*D ep uty f o r M ed ic al Sy s tem s . Rec eiv es ac q uis ition 

o v ers ig ht, b ut rep o rts to the S urgeon G eneral.

BG Crosby

PEO Aviation

COL(P) Maddux

PEO Ammunition

Mr. Pybus DASA

Acqusiition Policy & Logistics

SAAL-ZL

Mr. Rocke DASA

Strategic Communication & 

Business Transformation

SAAL-ZG

Mr. Mullins DASA

Plans, Programs, & Resources

SAAL-ZR

Mr. Spencer DASA

Elimination of Chemical 

Weapons

SAAL-ZC

Mr. Webster DASA

Defense Exports 

& Cooperation

SAAL-ZN

Mr. Harrington DASA

Procurement

SAAL-ZP

BG Brown

Deputy for

Acqusiition & Systems

Management

SAAL-ZS

Dr. Killion DASA

Research & Technology

SAAL-ZT

Dr. Akers

Chairman

Army Science Board

SAAL-ASB

MG Gilman

Deputy for

Medical Systems

SAAL-ZM

MG Justice

PEO C3T

Dr. Blake

PEO STRI

Mr. Fahey

PEO CS&CSS BG Cole

PEO IEW&S

BG Dellarocco

PEO M&S

BG Fuller

PEO Soldier

Mr. Winkler

PEO EIS

Mr. Spisak

Director, USAASC

Mr. Whyne

Director, CMA

MG James Gilman*

Commander

MRMC

MG Bartley

PEO Integration

Mr. Bauman

JPEO JTRS

BG Scarbrough

JPEO CBD

BG Ogg

PEO GCS

Army Acquisition Enterprise Army Acquisition Enterprise

Leadership Subordinate Headquarters Locations
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Deputy for Acquisition 

and Systems Management

Deputy for Acquisition and Systems Management

Overview

We are charged to lead executive program management 

oversight and implementation of acquisition policy for 

aviation; missile and ammunition; ground combat; combat 

sustainment; simulation and training; command, control, 

communications, computers, intelligence, surveillance 

and reconnaissance; electronic warfare; chemical and 

biological defense; and special operations force acquisition 

programs. We are the direct link between the Army 

Acquisition Executive and assigned Program Executive 

Officers and provide guidance, assistance, and direction.

Our commitment to our Soldiers is evident in our 

management of more than 650 acquisition programs 

uniquely designed to meet joint and service requirements. 

We work to ensure that our Soldiers maintain a decisive 

edge over any enemy they face by pursuing a strategy 

that rapidly fields equipment to our currently fielded 

force; upgrades equipment for Soldiers going into combat 

and modernizes select systems; rapidly fields “spin-outs” 

from our developmental base; and modernizes Brigade 

Combat Teams (BCTs) and Support Brigades in a manner 

which fully leverages the Army Force Generation model. 

Most importantly, we leverage the lessons learned 

from Soldiers in the current fight, while working to 

provide Soldiers “what they need, when they need 

it.” For example, the Rapid Fielding Initiative process 

continues to provide an increasing array of state-of-theart small unit and individual protection equipment to 

our deployed forces. It also leverages new technologies 

to maintain accountability of the millions of pieces of 

equipment fielded to units and individuals. 

Additionally, in the last 22 months, the Army delivered 

more than 11,600 Mine Resistant Ambushed Protected 

vehicles to Iraq and Afghanistan, of which nearly 

10,600 are in operational use. We are also expediting 

the delivery of Unmanned Aircraft Systems to better 

enable a rapidly growing Army Aviation capability. When 

Operation Iraqi Freedom began in March 2003, there 

were only six unmanned aircraft deployed in support 

of that mission. Today, we have nearly 1,000 unmanned 

aircraft in Iraq and/or Afghanistan.

Battle Command Directorate

Combat Sustainment Systems Directorate 

Soldier/Maneuver Systems Directorate 

Future Force Integration Directorate 

Aviation, Intelligence & Electronic Warfare Directorate

Missile Systems/Ammunition Directorate 

Special Programs Directorate 

Assistant Deputy for Systems-of-Systems Engineering 

Focus

During this past year, the Army conducted a 

comprehensive ground combat vehicle requirements 

analysis, while also convening a Blue Ribbon Panel of 

military experts to recommend the path forward to 

define the capabilities for a new ground combat vehicle. 

Our goal is to field a new ground combat vehicle in five 

to seven years from contract award. 

Our belief that “We never want to send our Soldiers 

into a fair fight” is at the core of everything we do. 

During the coming year, we will continue our transition 

from a Future Combat Systems (FCS) BCT Acquisition 

Strategy to a broader BCT Modernization Strategy, in 

response to the Fiscal Year 2010 President’s Budget. 

This effort will result in the accelerated fielding of 

spin-out capability sets to all 73 BCTs by 2025, with 

technology derived from, but not limited to, the FCS 

program. We will also continue with an incremental 

development approach to the Network. The Warfighter 

Information Network – Tactical is the transformational 

command and control communications system that 

will provide the backbone tactical network for all Army 

operational units (and will be delivered to our Soldiers 

in increments). In addition, the Mine Resistant Ambush 

Protected-All Terrain Vehicle will begin initial delivery to 

the field in October 2009, less than four months after 

contract award. 

Subordinate Organizations
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We are charged to direct the formulation, 

implementation, and execution of Army acquisition, 

life cycle logistics, industrial base, and industrial base 

cyber security policies. We provide oversight of the 

Army’s activities in each area. Our most prominent 

responsibilities include: the development and direction 

of Department of the Army acquisition policies and 

procedures for materiel development and total life 

cycle management of weapons and support systems. 

We provide policy guidance for an Army acquisition 

program portfolio that exceeds $50 billion annually. 

We Make Soldiers Strong DASA for Acquisition Policy and Logistics

During this past year, we made significant progress in 

all phases of policy for systems acquisition, including: 

supportability analyses; acquisition; sustainment; total 

ownership cost; Item Unique Identification (IUID) 

marking; and life cycle management. We provided 

management oversight of the Army’s IUID program and 

published an Army IUID strategy and implementation 

plan. We led the Army’s effort to define and map the 

processes and procedures to protect weapon systems’ 

supply chains from cyber attacks. 

In addition, we ensured the Army’s acquisition and life 

cycle logistics policies and procedures were updated 

and consistent with DOD policies. We also updated and 

published revisions to the Army’s integrated logistics 

support, type classification, and materiel release policies 

and procedures. In addition, we provided oversight of 

the Army Corrosion Program. 

During the coming year, we will continue to refine 

requirements for defining essential system logistics 

support and provide assistance to ensure that 

acquisition programs develop and field world-class 

weapon systems sustained by responsive support 

strategies. We will aggressively pursue Army 

implementation of IUID to ensure the Army meets 

DOD timelines for marking Army weapon and 

materiel systems. 

We will ensure that Army cost positions and 

affordability assessments adequately address resource 

requirements to accomplish planned support strategies. 

We will continue our work to develop policy for 

managing risks to Army systems caused by cyber 

attacks. We will conduct damage assessments, in 

collaboration with the DOD Cyber Task Force, for 

post-attack instances. These assessments are intended 

to measure the impacts of attacks and help to formulate 

strategies for program recovery. We have set aggressive 

goals, with critical underlying strategic and operational 

initiatives, to achieve our mission as the acquisition 

policy authority within the Department of the Army.

OverviewOverview

DASA for Acquisition 

Policy and Logistics Focus

Logistics Policy Directorate

Weapon Systems Acquisition Logistics Directorate

Logistics Plans and Programs Directorate

Acquisition Policy and Industrial Base Directorate

Defense Industrial Base Cyber Security Office

Subordinate Organizations
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DASA for Defense Exports 

and Cooperation

DASA for Defense Exports and Cooperation

Overview

We are charged to lead Department of Army efforts 

to develop and implement plans, programs, and 

policies for security assistance and international 

armaments cooperation, including international 

cooperative research and development agreements. Our 

responsibilities include: defense exports; Foreign Military 

Sales; technology transfers; and direct commercial sales 

in support of warfighting, humanitarian assistance, and 

contingency operations. We direct policy and oversee 

efforts to equip and train our international partners. 

We also develop and implement policy for the Foreign 

Military Sales program. We negotiate international 

agreements for the Army and serve as the Army Head 

of Delegation in numerous bilateral and multilateral fora 

as the Senior U.S. Army National Representative. 

We manage an annual budget that totals $155.3 

million and includes $150 million in administrative 

funds and $5.3 million for research, development, test, 

and evaluation. Our budgetary oversight activities 

include $23 billion in Foreign Military Sales, as well as 

cooperative research and development efforts to which 

the U.S. and its partners have contributed $300 million. 

Focus

During this past year, we made significant progress 

in establishing — in collaboration with the U.S. 

Army Security Assistance Command — the Security 

Assistance Enterprise, which is improving collaboration 

among our many partners and stakeholders. In the 

area of armaments cooperation, we organized an 

international conference to promote allied participation 

in the engineering and manufacturing development 

phase of the Joint Light Tactical Vehicle program.

We also served as the coordinating body and central 

clearinghouse for efforts to deliver eight Mi-17 helicopters 

to the government of Pakistan on an expedited timeline, a 

task that originated with the Chairman of the Joint Chiefs 

of Staff and the National Security Council.

During the coming year, we will continue to support 

our Warfighters through the management of security 

assistance, armaments cooperation, and technology 

transfer programs. One prominent example of our 

efforts is the imminent signing of a Memorandum of 

Understanding among the United States, the United 

Kingdom, and Sweden to share operational lessons 

learned on the Swedish GIRAFFE Agile Multi-Beam 

Radar System, which is supplied to American and British 

forces to meet operational requirements in Iraq. We will 

continue to support coalition forces and continue our 

work to build partner capacity around the globe.

Strategy and Plans Directorate

Policy for Security Cooperation, Resources, and Exports 

Directorate

Security Cooperation Integration Directorate

Armaments Cooperation Directorate

Subordinate Organizations
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We provide management and policy oversight of 

the Chemical Demilitarization Program and oversee 

the planning, programming, budgeting, and execution 

of the Chemical Agent and Munitions Destruction 

Appropriation. We monitor chemical demilitarization 

operations worldwide and are responsible for all major 

programs, including the Chemical Stockpile Elimination 

Project, Non-stockpile Chemical Materiel Project, 

and Chemical Stockpile Emergency Preparedness 

Program. We are responsible for representing the 

programs to Congress. 

Our mission is to enhance management and execution 

of the Chemical Demilitarization Program by providing 

the coordination, advocacy, and liaison support needed 

to achieve the safe, efficient, and complete destruction 

of chemical warfare materiel in accordance with all 

applicable laws and international agreements.

We Make Soldiers Strong

DASA for Elimination 

of Chemical Weapons

DASA for Elimination of Chemical Weapons 

OverviewOverview We are dedicated to the elimination of chemical agents 

in accordance with the Chemical Weapons Convention. 

There are six chemical demilitarization sites throughout 

the United States, two of which are the responsibility 

of the Office of the Secretary of Defense. Three sites 

have completed operations: Johnston Atoll Chemical 

Agent Disposal System; Newport Chemical Agent 

Disposal Facility in Indiana; and Aberdeen Chemical 

Agent Disposal Facility in Maryland. Operations 

continue at Tooele Chemical Agent Disposal Facility 

in Utah; Anniston Chemical Agent Disposal Facility in 

Alabama; Umatilla Chemical Agent Disposal Facility in 

Oregon; and Pine Bluff Chemical Agent Disposal Facility 

in Arkansas. Construction operations are ongoing at 

Pueblo Chemical Agent–Destruction Pilot Plant in 

Colorado and Blue Grass Chemical Agent–Destruction 

Pilot Plant in Kentucky.

As of Aug. 16, 2009, 64.1 percent of the stockpile has 

been destroyed. 

In the coming year, closure operations at Newport 

will be completed as well as the final agent disposal 

campaign at Pine Bluff. 

Focus

Chemical Demilitarization Directorate

Business Management Directorate

Chemical Stockpile Emergency Preparedness Directorate

Subordinate Organizations
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We Make Soldiers Strong DASA for Plans, Programs, and Resources We Make Soldiers Strong

During the past year, we led the acquisition community 

through the accounting for and reporting of 100 

percent of the Materiel Equipment Valuation data 

required by the Office of the Secretary of Defense. 

We also established, documented, and implemented 

a process for justifying and managing requirements 

for the business capabilities needed to improve 

collaboration and develop comprehensive enterprise 

approaches. In addition, we led the efforts to certify all 

required business system investments for Fiscal Year 

2009 in accordance with the Defense Business Systems 

Management Committee. We also achieved 98 percent 

compliance with the requirements of the Federal 

Information System Management Act, a dramatic 

improvement over the prior year. 

We planned, coordinated, and executed 71 Weapon 

System Reviews in the fourth cycle of a very successful 

initiative that began in 2005, which provides a venue 

for presentation of Acquisition Category I, II, and 

special-interest programs to a cross-PEG body 

that resulted in reducing the number of resourcing 

synchronization issues in the budget planning process. 

We also successfully executed the Army requirement 

for converting 3,500 positions from contractor to 

Army civilian. 

During the coming year, our goal is to work with the 

Defense Business Systems Management Committee 

to mature our management of Army Acquisition 

Business Information Technology systems. We will 

continue our focus on certifications with the intent 

of meeting or exceeding Fiscal Year 2008 and Fiscal 

Year 2009’s results. Plans are underway to integrate 

the Business Enterprise Architecture with the other 

Army business domain architectures to improve 

teaming. We will conduct the fifth cycle of Weapon 

Systems Reviews with the intent to review nearly 70 

programs. We expect our fiscal challenges to increase 

as we work to cross-level resources to meet our 

Warfighters’ needs and fund priority programs in a 

tight budget environment. 

Focus

Plans, Programs, and Resources Directorate

Acquisition Business and Systems Transformation Directorate

Subordinate Organizations

DASA for Plans, Programs, 

and Resources

Overview

We serve as the Chief Financial Officer and advisor to 

the ASA(ALT), including Program Executive Officers and 

Direct Reporting Units, which include the U.S. Army 

Acquisition Support Center. Our focus is to effectively 

and efficiently administer the programming, allocation, 

and execution of more than $65 billion annually, 

including more than 650 acquisition programs and 

$275 billion across the Future Years Defense Plan. As 

the co-chairs of both the Equipping and the Sustaining 

Program Evaluation Groups, we are responsible for 

managing the resources that enable the development 

and procurement of weapons systems and equipment 

for our Warfighters. In addition, as Chief Information 

Officer for the community, we oversee the Acquisition 

Information Technology Domain, which includes leading 

the efforts to establish and maintain the Acquisition 

Domain Enterprise Architecture.

As the focal point for program analysis of the 

procurement and research, development, test, and 

evaluation budgets, we collaborate and coordinate with 

key stakeholders on the Research, Development, and 

Acquisition (RDA) and Acquisition portions of the Army 

Modernization Strategy, The Army Plan, the Quadrennial 

Defense Review, Total Army Analysis, and other forms of 

strategic planning guidance, such as the Army Strategy. 

We are primarily responsible for developing, presenting, 

and adjusting the RDA portion of the Program 

Objective Memorandum. 
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DASA for Procurement

DASA for Procurement

OverviewOverview

As the lead authority for the Army contracting 

enterprise, we are responsible for procuring the bestquality weapons systems, equipment, and services for 

our Warfighters. We are charged to lead all efforts 

with regard to contract oversight, procurement policy, 

and business solutions development. In addition, we 

are charged to lead all efforts and related business 

practices for procurement and operational contracting 

across Army Commands, Army Service Component 

Commands, and Direct Reporting Units. 

As the proponent for the Army Federal Acquisition 

Regulation Supplement, we oversee and report on 

the implementation of the recommendations of the 

Report of the Commission on Army Acquisition and Program 

Management in Expeditionary Operations. We perform 

the same functions for the recommendations of the 

Congressional Commission on Wartime Contracting. 

One of our most important tasks is to provide timely 

and sound acquisition advice to the leadership of 

the Department of the Army and DOD on critically 

important issues, such as headquarters oversight of Iraq 

and Afghanistan contracting missions. Ultimately, we 

seek to provide innovative and flexible policies for the 

acquisition of weapon systems, supplies, services, and 

construction to best support our Warfighters. 

During this past year, we significantly improved the 

effectiveness of procurement oversight, contract 

administration, and procurement support for 

Warfighters. We doubled the number of procurement 

management reviews conducted in 2008. We also 

increased by hundreds the number of contract 

specialists who perform contract administration. In 

addition, we identified more than 666,000 contracts 

that are physically complete, but not closed, and 

are implementing a plan to close them by the end 

of Fiscal Year 2011. Our aggressive support to 

Operations Enduring Freedom and Iraqi Freedom included 

championing a surge of additional contracting personnel 

to better support a growing increase in requirements. 

We also managed and reported to the Congress 

and DOD the Army’s progress in implementing 

the recommendations.

During the coming year, we will continue our 

comprehensive contract closeout effort with the goal 

of reducing by one-half the number of completed and 

closed contracts. To reconstitute and fully staff Army 

contracting operations after more than a decade of 

workforce reductions, we will continue our efforts to 

build upon recent personnel gains. 

Our newly established Directorate for Operational 

Contracting Policy and Support will further the 

development of Contingency Contracting policy, 

standardize contracting officer representative training, 

and integrate contract policy with contract doctrine. 

One of our major challenges will be to resource, train, 

and equip a sufficient, deployable contracting force 

to perform the additional Contingency Contracting 

administrative services that will be transitioned from 

the Defense Contract Management Agency to the Army 

in 2012. In addition, we will begin to plan and develop 

an integrated procure-to-pay contract writing and 

management software solution, which will be another 

major challenge.

Focus

Assistant DASA for Iraq/Afghanistan 

Procurement Policy and Support Directorate 

Business Operations Directorate 

Enterprise Systems Directorate 

Operational Contracting Policy and Support Directorate 

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Army Basic Research investments are targeted to 

develop superior land warfare capabilities and to 

discover new areas of knowledge to better prepare 

Soldiers for the challenges they face. These areas 

include research in: network science to better 

understand, predict performance, and design future 

networks; neuroscience to better understand how the 

brain works to improve human-machine interfaces and 

Soldier performance; new materials science to better 

protect our Soldiers and equipment; and immersive 

virtual systems to improve our training capability. We 

also promote advances in fields such as biotechnology, 

nanotechnology, and autonomous systems research.

During this past year, Army S&T made significant 

progress in establishing persistent night surveillance of 

large areas to provide real-time situational awareness 

and forensic backtracking of suspect vehicles and 

personnel. Army S&T facilitated the rapid transition of 

technology to both theaters, which included: protective 

armor for Mine Resistant Ambush Protected vehicles 

and improvised explosive device-detection devices, 

such as the Husky-mounted mine detection ground 

penetrating radar. We conducted nine independent 

readiness reviews to assess the technological maturity 

of systems transitioning through acquisition milestones. 

We Make Soldiers Strong

DASA for Research 

and Technology 

DASA for Research & Technology

We also advanced the computational understanding of 

the battlefield through the development of practical, 

intelligent, and operationally relevant software tools to 

aid the analysis of battlefield intelligence. 

Army S&T is a key participant in the Department of 

Energy’s advanced Automotive Battery Initiative with 

more than $2 billion committed to dual-use battery 

manufacturing. In addition, we built the world’s first 

precise, flexible, fiber optic tool for CO2 laser surgery. 

This tool employs flexible, optoelectronic, fiber-based 

technology and now supports more than 175 lifesaving 

procedures weekly. 

We also provided extensive support to the Joint High 

Power Solid-State Laser program, which produced an 

output of 105 kilowatts — the highest output recorded 

for a solid state laser. In addition, our work with the Army 

Science Board produced a set of key recommendations 

for survivable manned ground vehicle design, which 

helped inform Army decisions on alternatives for 

future manned ground vehicles. The Science Board 

also conducted several other studies, which provided 

informed, independent, well-researched alternatives 

and recommendations for our Army leadership. 

In the coming year, the Army’s S&T community 

will continue basic and applied research in critical 

areas of force protection; Command, Control, 

Communications, Computers, Intelligence, Surveillance, 

and Reconnaissance; medical care; weapons’ lethality; 

logistics; rotorcraft; unmanned systems; and advanced 

simulation. We will retain the flexibility to rapidly 

develop responsive solutions to changing Warfighter 

requirements. We will continue to pursue lighterweight passive ballistic protection for Soldier, ground, 

and aerial platforms. We will also develop options to 

maximize Soldier protection through the development 

of technologies such as armors (active and passive), 

directed energy weapons, and electronic warfare. 

Overview Focus

We are charged to develop policy, prescribe fiscal 

guidance, and provide program oversight of Army 

Science and Technology (S&T) organizations. As the 

Army’s Chief Scientific Advisory organization, with 

responsibilities as the Army Science Board Secretariat, 

our primary goal is to foster innovation and accelerate 

or mature technology to enable future capabilities — 

while exploiting opportunities to rapidly transition 

innovative technologies to our currently fielded forces. 

We also develop policies and initiatives to attract and 

sustain a highly skilled Army scientist and engineer 

workforce and maintain state-of-the-art laboratories.

We lead the assessment of technology readiness and 

facilitate the transition of new technologies to the 

systems our Warfighters depend on. We also promote 

technological innovation by leveraging advances in 

academia, industry, and the international community. 

Our key responsibilities include: basic research; 

applied research; advanced technology development; 

and manufacturing technology. To build support for 

S&T, we develop and publish the Army S&T Master 

Plan, establish Army Technology Objectives, conduct 

the Army Science Conference, and participate in 

numerous conferences and events worldwide. Research and Laboratory Management Directorate

Army Science Board Directorate

Technology Directorate

Plans, Programs, and Integration Directorate

Subordinate Organizations
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DASA for Strategic 

Communication and 

Business Transformation

Overview

We are charged to lead strategic planning, business 

transformation, Congressional, and communications 

activities for the ASA(ALT). We work to connect 

ASA(ALT) to Army and Defense core strategy and 

communications activities. Our objective in this area 

is to develop and communicate overarching, top-level 

strategic objectives for the many organizations that 

report to ASA(ALT). Key strategy processes include: 

the Army Strategy; the Army Modernization Strategy; 

the Army Equipping Strategy; the Quadrennial Defense 

Review; and a range of studies and analyses. Key 

communications activities include: the annual 

Army Posture Statement; numerous products to 

support Congressional testimony and media events; 

and developing guidance to coordinate participation 

in national and international conventions, conferences, 

and exhibits. 

To achieve top-level strategic objectives for the 

Acquisition Community, we are tasked to provide 

direction and assess progress in implementing the 

Army’s various business transformation initiatives. We 

focus extensively on continuous process improvement. 

We work to reduce waste and improve effectiveness. 

We also lead collaborative planning efforts designed to 

strengthen enterprise approaches and better enable 

the processes we use to generate forces and prepare 

Soldiers for combat and other roles. 

To build support for the resources needed to 

accomplish the Army’s mission, we champion a range 

of activities — from demonstrations and displays 

to presentations and articles — intended to foster 

greater understanding of the Army’s mission, progress, 

challenges, and innovations. We do this through 

numerous Congressional activities, which include: 

testimony development; responding to questions; 

preparing reports; and creating opportunities for 

engagement and interaction. In all our work, we seek 

to strengthen the ability of ASA(ALT)’s leaders to 

“speak with one voice.” 

During the past year, we made significant progress in 

establishing an overarching strategic goal supported by a 

set of enabling goals. We structured a series of workshops 

intended to improve information flow and teamwork 

among the many organizations with which ASA(ALT) 

must work to deliver the materiel and services required 

to accomplish the Army mission. In addition, we hosted 

many events for internal and external audiences. 

These included: professional development and training; 

strategic planning summits; and workshops, displays, and 

demonstrations on Capitol Hill and elsewhere in the 

National Capital Region. All were designed to promote 

greater understanding of our mission, our needs, our 

successes, and the challenges we face.

During the coming year, we will continue our work to 

improve understanding of our strategic requirements 

and the work we are doing to provide Warfighters 

with the decisive edge. Now, eight years into war in 

two vastly different theaters and facing increasing fiscal 

constraint and scrutiny over acquisition matters, it is 

crucial that we clearly define our strategic priorities. 

We must demonstrate how they further national and 

Joint priorities. Moreover, we must continue to improve 

our ability to communicate our progress, our work 

to achieve greater efficiency, and the nature of the 

challenges we face. 

Focus

Strategy Directorate

Business Transformation Directorate

Congressional Relations Directorate

Communications Directorate

Subordinate Organizations

DASA for Strategic Communication and Business Transformation
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JPEO Chemical and Biological Defense

The Joint Program Executive Office for Chemical and Biological Defense (JPEO CBD) 

is the Joint Services’ single focal point for research, development, acquisition, fielding, 

and life-cycle support of chemical and biological defense equipment and medical 

countermeasures. Our organization includes eight Joint Project Managers who lead, 

manage, and direct the acquisition and fielding of chemical and biological detection and 

reconnaissance systems, individual and collective protection systems, decontamination 

systems, information management systems, medical devices, drugs, vaccines, and 

installation/force protection systems. Located throughout the United States, each Joint 

Project Management Office leverages talent and expertise from across the Services 

under a single chain of command, providing the most advanced chemical and biological 

defense technology, equipment, and medicine at the right cost, at the right time, and at 

the right place.

JPEO Chemical and 

Biological Defense

Overview
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http://www.jpeocbd.osd.mil JPEO Chemical and Biological Defense

MCU-2/P series of protective masks for U.S. 

Air Force and U.S. Navy shore-based and 

shipboard applications. 

The driving force behind JSGPM’s development was 

to couple filtration and agent resistance capabilities 

with improved operator effectiveness and efficiency 

by reducing physiological and psychological 

burdens associated with mask wear. By reducing 

breathing resistance, weight, and overall profile, the 

JSGPM offers a significant improvement in fieldof-view, drinking capacity, comfort, and equipment 

compatibility — enhancements that increase 

survivability by facilitating improved weapons 

accuracy, communications, and mobility during 

full-spectrum operations.

To date, 136,000 JSGPMs have been fielded to 

Warfighters, who have worn and carried it, 

totaling more than 45,000 hours of day-and-night 

operations. Soldier feedback has resulted in one 

of the most heavily tested pieces of individual 

protective equipment ever developed by DOD. 

Offering vast improvements over currently fielded 

mask systems, the JSGPM is an example of what 

the Joint collaboration of Warfighters, scientists, 

engineers, testers, and technicians can accomplish 

through cooperation and hard work.

Joint Project Manager Biological Defense 

Joint Project Manager Chemical Biological 

Medical Systems 

Joint Project Manager Collective Protection 

Joint Project Manager Decontamination 

Joint Project Manager Guardian 

Joint Project Manager Individual Protection 

Joint Project Manager Information Systems 

Joint Project Manager Nuclear, Biological, and 

Chemical Contamination Avoidance 

Subordinate Organizations

We Make Soldiers Strong

M4 Joint Chemical Agent Detector 

(JCAD)

The M4 JCAD represents the next generation 

of point chemical warfare agent detectors for 

fielding to the Joint Services. It replaces the 

M8A1 Automatic Chemical Agent Alarm and the 

M22 Automatic Chemical Agent Detector Alarm 

as a Chemical Warfare Agent point detector, 

yet weighs 90 percent less at 1.5 pounds (with 

batteries). It is 95 percent smaller, taking up only 

27 cubic inches. The JCAD is also capable of 

detecting blood agents and toxic industrial 

chemicals, a capability not available in currently 

fielded handheld systems. Combining all these 

improvements into one system makes the 

M4 JCAD truly a next-generation detector.

Joint Service General Purpose Mask 

(JSGPM) 

The JSGPM provides commonality among the 

Services by replacing the M40 series of protective 

masks for U.S. Army and U.S. Marine Corps ground 

operations. In addition, the JSGPM replaces the 

Success Stories

A Soldier uses the M4 JCAD near a vehicle to detect the presence of any chemical agents. The M4 JCAD runs on AA batteries and is a 

“3-in-1” detector for the high-tech Joint Warfighter.
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We Make Soldiers Strong JPEO Joint Tactical Radio System We Make Soldiers Strong

Since its inception in early 1997, Joint Program Executive Office Joint Tactical Radio 

System (JPEO JTRS) has evolved from a loosely associated group of radio replacement 

programs to an integrated effort to network multiple weapon system platforms and 

forward combat units where it matters most — at the last tactical mile. In 2005, we 

restructured under the leadership of a Joint Program Executive Officer headquartered 

in San Diego. JPEO JTRS will harness the Global Information Grid’s power for 

the Warfighter and help achieve overall battlefield superiority. By developing and 

implementing an open architecture and cutting-edge radio waveform technology, multiple 

radio types can communicate with one another. The goal is to produce a family of 

interoperable, modular, software-defined radios operating as nodes in a network that 

provide secure wireless communication and networking services.

The Joint Warfighter’s success depends on information sharing and collaboration among 

the U.S. military and our coalition partners. Our innovations include: the JTRS Airborne, 

Maritime/Fixed Station; Ground Mobile Radio; Handheld, Manpack, and Small Form Fit 

Radios; Network Enterprise Domain; and Multifunctional Information Distribution System. 

JPEO Joint Tactical 

Radio System

Overview
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The JPEO JTRS Enterprise 

Business Model 

JPEO JTRS has executed the first DOD-wide 

competitive handheld tactical radio acquisition. 

Working across the DOD enterprise, we forged 

the necessary partnerships to convince the 

individual service components to combine their 

purchases of handheld tactical radios, equipping our 

Joint Warfighters with the latest Joint interoperable 

tactical radio technology. Since 2007, our approach 

to consolidating and competing buys for the 

Services and combatant commanders for singlechannel JTRS handheld radios has returned more 

than $450 million to the Services on more than 

110,000 radios.

The two handheld, single-channel, software-defined 

radios and accessories — the AN/PRC-148 and 

AN/PRC-152 — enjoy interoperability with other 

military radios and commercial systems through their 

instantiation of legacy waveforms (e.g., single-channel 

ground and airborne radio systems, HaveQuick II, 

satellite communication, and APCO-25). National 

Security Agency-certified and considered JTRSapproved, the radios are presently deployed in 

combat, aiding Warfighters in Iraq and Afghanistan. 

http://jpeojtrs.mil JPEO Joint Tactical Radio System

Joint Tactical Radio System Airborne, 

Maritime/Fixed Station 

Joint Tactical Radio System Ground Mobile Radio

Joint Tactical Radio System Handheld, Manpack and 

Small Form Fit

Joint Tactical Radio System Network 

Enterprise Domain

Multifunctional Information Distribution System 

Joint Tactical Radio System

Subordinate Organizations

Soldiers using JTRS Handheld, 

Manpack, and Small Form Fit 

radios. These radios will enable 

cost-effective, net-centric 

warfare to move beyond 

the command center to 

battlefield locations previously 

unreachable by legacy radios.

Wideband Networking Waveform

During the largest-ever demonstration of its kind, 

the Wideband Networking Waveform (WNW) — 

a critical JTRS capability — effectively networked 

30 mobile nodes and shared data and video across 

multiple subnetworks in a challenging forested 

and residential environment. The June 2009 

demonstration for senior Government officials 

took place at the Space and Naval Warfare Systems 

Center Atlantic in Charleston, SC.

The demonstration showed how, when fielded, 

the software-defined radio waveform can 

overcome many of the mobile networking 

challenges Soldiers face on the battlefield. 

Today’s forces use a variety of unique voice and 

data waveforms to communicate with each other 

or with modern Internet Protocol-based networks. 

These specialized systems can make it difficult to 

communicate between Joint forces.

WNW solves that communication challenge. 

A networking waveform that enables connections 

between vehicles, planes, and ships utilizing mobile 

networking technologies, WNW offers the ability 

to transit more information with greater security 

and provides new capabilities to seamlessly route 

and retransmit information. The waveform can 

transfer information of different classifications over 

the same wireless network.

Success Stories

We Make Soldiers Strong

Chat, image, and data transmission using the AN/PRC-148 and AN/PRC-152 handheld radios.
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PEO Ammunition

Program Executive Office Ammunition (PEO Ammo) is focused on getting precision-guided 

munitions and smart weapons into the hands of Soldiers, sustaining the conventional weapons 

stockpile, and developing and procuring munitions that increase combat power for Warfighters. 

PEO Ammo is designated as the Executor, Single Manager for Conventional Ammunition (SMCA) 

responsible for the acquisition of quality conventional ammunition for all military services.

PEO Ammo has five subordinate offices that accomplish the life cycle management of nearly 

450 Army programs. Project Manager (PM) for Maneuver Ammunition Systems is responsible 

for providing direct-fire munitions to assure lethality for the maneuver force. PM for Combat 

Ammunition Systems (PM CAS) manages indirect-fire munitions, mortar weapons systems, 

and mortar fire control systems. PM for Close Combat Systems is responsible for providing 

close combat, force protection, and assured mobility capabilities in the areas of networked 

munitions, countermine and explosive ordinance disposal equipment; improvised explosive 

device defeat equipment; demolitions, non-lethal systems; grenades; shoulder-launched 

munitions; and pyrotechnics. Project Director for Joint Services manages the execution of 

SMCA service unique acquisitions for bombs; energetics and Navy gun programs; and 

the Industrial Base and Demilitarization programs. Product Director for Non-Standard 

Ammunition manages all types of non-standard munitions and explosives that are not managed 

by National Inventory Control Points, have not been safety tested nor type classified for Army 

use, have no national stock number, and cannot be procured or requisitioned through the 

Army or other DOD supply systems.

PEO Ammunition

Overview
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www.pica.army.mil/peoammo PEO Ammunition

IMX-104 can be used in applications requiring 

higher-performance explosives, such as mortars, 

mines, and grenades. These compositions 

will improve the IM performance of all 

current TNT and Comp B munitions while 

maintaining effectiveness. 

Precision Guidance Kit (PGK)

The PGK is a projectile fuze with an integrated Global 

Positioning System (GPS)-based course correction 

capability. The PGK is adaptable to the existing 

conventional cannon artillery projectiles stockpile and 

significantly enhances these projectiles’ effectiveness 

by using the onboard GPS receiver to correct their 

ballistic trajectories once fired. Mission-critical 

flight data is inductively loaded into PGK using the 

Enhanced Portable Inductive Artillery Fuze Setter just 

prior to firing. PGK Increment 1 will be used with 155 

mm HE rounds (M107, M795, M549A1) and will have 

a circular error probability (CEP) less than or equal 

to 50 meters. The PGK Increment 2 adds 105 mm HE 

rounds and will have a CEP less than or equal 

to 30 meters. 

The improved accuracy provided by PGK will reduce 

the number of projectiles required to achieve a 

target kill by 50 to 75 percent, depending on range, 

and minimize collateral damage. This capability will 

give commanders the operational capability to defeat 

more targets with the same basic load and decrease 

the logistics burden associated with current mission 

requirements. Increment 1 of PGK is expected to 

achieve Materiel Release in late FY10.

Project Manager Close Combat Systems

• Product Manager Countermine and Explosive 

Ordnance Disposal

• Product Manager Improvised Explosive Device 

Defeat/Protect Force

• Product Manager Intelligent Munitions System

Project Manager Combat Ammunition Systems

• Product Manager Excalibur

• Product Manager Mortar Systems

Project Manager Maneuver Ammunition Systems

• Product Manager Large Caliber

• Product Manager Medium Caliber

• Product Manager Small Caliber

Project Director Joint Services

• Product Manager Demilitarization

Product Director Non-Standard Ammunition

Subordinate Organizations

U.S. Army PFC Richard Enz with the 1st. Battalion, 17th. Infantry 

Regiment, 172nd. Infantry Brigade, Combat Team, posts security 

during a search for weapons caches in Mosul, Iraq, Feb. 25, 2006. 

Common Low-Cost Insensitive 

Munitions (IM) Explosive to 

Replace Trinitrotoluene (TNT) and 

Composition B (Comp B)

High-explosive (HE) artillery projectiles and 

mortar cartridges that contain either TNT or a 

more powerful Comp B variant as the primary 

explosive have optimal fragmentation performance. 

These munitions react poorly to unplanned stimuli, 

such as fires, bullets, or fragments, as documented 

during the incident at Camp Doha, Kuwait, on July 

11, 1991. There is a compelling need to provide 

effective ammunition compliant with IM policies 

due to current asymmetric threats encountered in 

Overseas Contingency Operations.

In the summer of 2005, PM CAS initiated a new 

approach aimed at identifying one or two IM 

explosive (IMX) fills for all artillery and mortar 

applications with the goal of qualifying and inserting 

the new fills into production items in the nearterm. An accelerated program to qualify the TNT 

replacement formulation in the M795 projectile 

has been approved with funding from the Office 

of Technology Transition; Office of the Secretary 

of Defense; Deputy Undersecretary of Defense 

(Advanced Systems and Concepts); Joint IM Technical 

Program; PEO Ammo; and the U.S. Marine Corps. 

Under this program, the new explosive formulation 

will be fully qualified for use as TNT replacement 

for any item that currently uses TNT. The M795 

projectile loaded with Insensitive Munitions 

Explosive (IMX)-101, an IM supplementary 

charge and accompanying venting technologies, is 

successfully undergoing performance, safety, and 

gun qualification tests to convincingly demonstrate 

capabilities and IM performance. 

An Engineering Change Proposal decision to 

implement the technology in PM CAS’s ammunition 

procurement is planned for early FY10. A parallel 

program is underway to qualify the Comp B 

replacement formulation, IMX-104, in the M821A2 

81mm mortar cartridge scheduled to be completed 

in late Fiscal Year 2010 (FY10).

Because of recent successes, the pursuit of 

insensitive explosives has transitioned from a 

goal to a reality. IMX-101 is the first explosive to 

pass all IM tests in a 155 mm artillery projectile 

and is currently completing qualification testing. 

IMX-104 has passed cook-off testing and 

sympathetic detonation testing in the 81 mm 

projectile and demonstrated significant 

improvements in the other IM tests over the 

baseline Comp B. 

Based on their performance, IMX-101 is a suitable 

replacement for all munitions using HEs, such as 

artillery projectiles and general purpose bombs. 

Success Stories

U.S. Marine Corps Lance CPL Preston A Disabb mans a .50-caliber 

machine gun aboard a small unit riverine watercraft during a 

morning patrol on the Euphrates River near Hadithah, Iraq, July 

13, 2006. Disabb is attached to Dam Security Unit 2, Regimental 

Combat Team 7, I Marine Expeditionary Force (Forward).
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PEO Aviation

Program Executive Office (PEO) Aviation is the Army manager for the Apache Attack 

Helicopter, Armed Scout Helicopter, Aviation Systems, Cargo Helicopter, Unmanned Aircraft 

Systems, and Utility Helicopter programs. We provide overall direction and guidance for the 

development, acquisition, testing, systems integration, product improvement, and fielding of 

assigned programs. Our primary management emphasis is ensuring programs are managed 

to achieve specification, budget, and schedule requirements. PEO Aviation maintains a total 

Army perspective while managing all assigned programs with a priority focus on supporting 

the force.

Supporting the Warfighter is the Aviation Acquisition Workforce’s top priority, and fleet 

modernization is at the forefront of this mission. Five years ago, the Army’s aviation 

transformation began focusing on modernizing our current aircraft and procuring new, 

state-of-the-art aircraft to more effectively operate in current and emerging combat 

environments. We continue to develop and test modern, updated systems within the 

aircraft, which will provide greater protection for Soldiers.

PEO Aviation

Overview
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https://www.peoavn.army.mil PEO Aviation

team has fielded 68 CH-47F aircraft and support 

equipment to five Combat Aviation Battalions and 

Fort Rucker. NETT teams have completed training 

for 254 pilots, 305 non-rated crewmembers and 

maintenance training for 1,129 personnel. All four 

equipped units have deployed to support overseas 

contingency operations. Units are flying operational 

tempos of seven to eight times the normal hours 

per month on the airframes, with a mission-capable 

rate 6 percent higher than standard. The team 

utilizes the Transportable Flight Proficiency 

Simulator, developed by the Cargo Product 

Management Office, to support 65 percent of the 

training program.

Light Utility Helicopter (LUH) 

Modernizes Army Aviation

The Army National Guard (ARNG) and Table of 

Distribution and Allowance units rapidly modernized 

with UH-72A Lakota LUH. The UH-72A Lakota 

provides technology upgrades while replacing older, 

more costly to maintain UH-1 and OH-58A/C 

aircraft. The Lakota’s primary user, the ARNG, is 

scheduled to receive 200 new UH-72A Lakotas by 

2010. These fieldings will continue through 2016. 

The Utility Helicopter Project Office’s LUH 

Product Office moved from program inception 

in 2004 to selecting a variant of the American 

Eurocopter EC-145 in June 2006 and received 

the first aircraft in November 2006. The Army 

accepted 72 UH-72A aircraft as of July 15, 2009. 

Already, 37 airframes have been delivered to eight 

states, the District of Columbia, and Puerto Rico. In 

September 2008, these units successfully conducted 

hurricane relief efforts using this new aircraft. Units 

logged more than 10,000 flight hours of lifesaving 

medical evacuation, disaster relief, support, and 

training missions. 

CH-47F New Equipment Training 

Team (NETT)

The CH-47F NETT consists of personnel from 

the CH-47 Project Manager’s Office, civilian 

contractors, individuals from the Directorate of 

Evaluation and Standardization at Ft. Rucker, AL, and 

the Eastern Army Aviation Training Center. They 

are tasked with completing aircraft qualification and 

maintenance training as units are fielded with 

new CH-47F aircraft. NETT is a mobile team 

and trains units at their home stations, minimizing 

trainee time away from their families. To date, the 

Success Stories

Louisiana National Guard pilots CW3 Eric Feazell and CW3 John Kennedy of Detachment 1, C Company, 1st Battalion, 114th Aviation 

Regiment, observe a region of homes flooded by Hurricane Gustav during the first reconnaissance mission after the storm, Sept. 2, 2008. 

This helicopter is engaged in training exercises and is part of a CH-47F 

NETT effort. NETT is a mobile team that trains units at their home 

stations, minimizing trainee time away from their families.

Project Manager Apache Attack Helicopter

• Product Manager Block III

• Product Manager Longbow

• Product Manager Sensors

Project Manager Armed Scout Helicopter

• Product Manager Armed 

Reconnaissance Helicopter

• Product Manager Kiowa Warrior

• Assistant Product Manager Training Helicopters

Project Manager Aviation Systems

•	 Product Manager Air Traffic Control

•	 Product Manager Aviation Ground 

Support Equipment

• Product Manager Aviation Mission Equipment

•	 Product Manager Aviation Networks and 

Mission Planning

•	 Product Manager Fixed Wing

•	 Product Director Joint Cargo Aircraft

Project Manager Cargo Helicopter

• Product Manager CH-47

Project Manager Unmanned Aircraft Systems

• Product Manager Common Systems Integration

• Product Manager Future Force

• Product Manager Ground Maneuver

• Product Manager Medium-Altitude Endurance 

• Product Manager Small Unmanned 

Aircraft Systems

• Product Director Tactical Concepts

• Product Director Unmanned Systems Airspace 

Integration Concepts

Project Manager Utility Helicopter

• Product Manager Light Utility Helicopter

• Product Director T700 Engine

• Product Manager UH-60A/L/M

• Product Manager UH-60 Modernization

• Assistant Product Manager Medical Evacuation

Subordinate Organizations
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PEO Combat Support and Combat Service Support

Program Executive Office Combat Support and Combat Service Support (PEO CS & 

CSS) directs and coordinates the efforts of Project and Product Managers in managing 

the life cycles of more than 300 Army systems, including several Joint Service programs. 

Our commitment is to provide the Joint Warfighter with the world’s best capabilities 

— today and tomorrow. We strive to be prepared for changes in threat, technology, 

and mission and to provide the right product, at the right time, from the right source, at 

the right price. We are committed to supporting the goals and performance of our Joint 

expeditionary forces and ensuring that the best possible product is available to support 

the current force and beyond.

PEO CS & CSS includes four Project Managers: Project Manager Tactical Vehicles 

supports more than 81 programs within four Product Offices; Project Manager Force 

Projection supports more than 115 programs within five Product Offices; Project 

Manager Joint Combat Support Systems supports more than 90 programs within 

three Product Offices; and Project Manager Mine Resistant Ambush Protected vehicles 

supports almost 40 programs, including many Joint programs. We live in challenging 

times — an era of persistent conflict. Meeting the challenges of today’s rapidly changing 

operational environment requires strong partnerships between government and industry 

and a strong dedication to the mission and the ultimate customer, our Warfighters.

Overview

PEO Combat Support and 

Combat Service Support
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Mine Resistant Ambush Protected 

Vehicle — Rapid Acquisition of 

MRAP-All Terrain Vehicle System 

(M-ATV)

The Joint M-ATV Source Selection Evaluation 

Board developed innovative acquisition practices 

and an accelerated selection process that provided 

final selection of a vehicle system to satisfy a Joint 

Urgent Operational Need Statement for a more 

maneuverable MRAP for U.S. forces in Afghanistan. 

The M-ATV team demonstrated inspirational speed, 

tenacity, and dedication in developing enhanced 

protection and mobility for our Joint Warfighters 

against mines, improvised explosive devices (IEDs), 

and small-arms fire.

In an innovative and extremely accelerated 

acquisition approach, the solicitation challenged 

industry to come to the table with mature systems 

to meet protection and mobility requirements 

unique to the terrain in Afghanistan. The team 

had an aggressive schedule at the project’s 

onset and had to overcome numerous other 

challenges, including a hurricane interrupting 

testing. Overcoming all challenges and awarding 

on the original scheduled date of June 30, 2009, 

this final award was conducted with extraordinary 

professionalism, dedication, and proficiency, 

ultimately meeting the needs of Warfighters 

deployed to Operation Enduring Freedom (OEF). 

Product Manager (PM) Combat 

Engineer/Material Handling 

Equipment: 50/50/51 Program Proves 

Its True Worth for Soldier Lives

In 2008, U.S. Armed Forces, U.S. Central Command, 

identified a need for armored High Mobility Engineer 

Excavators (HMEE), Backhoe Loaders, and 5-cubicyard Heavy Loaders to support General Engineer 

units, Brigade Combat Teams, and Route Clearance 

Teams in OEF and Operation Iraqi Freedom. The program 

is collectively known as the 50/50/51 Program.

The biggest improvement in the HMEE, a 

replacement to the Small Emplacement Excavator, 

is the fully enclosed armored operator station. 

Already deployed, on May 29, 2009, an Army 

Noncommissioned Officer (NCO) operating an 

armored HMEE was installing culverts to create 

irrigation canal crossing points near South Balad Ruz 

for the local Iraqi farmers. The NCO hit an anti-tank 

mine. The explosion immobilized the HMEE, but the 

NCO walked away from the wreckage unharmed. 

Since January 2009, engineers using 50/50/51 

Program combat engineer equipment have cleared 

dozens of mines and IEDs.

Success Stories

High Mobility Engineer Excavators (HMEE)

“The HMEE saved my Soldier’s life,” said the NCO’s 

company commander. “Thanks for all you do to 

keep our boys safe. The Army got this one right!”

PM Sets, Kits, Outfits, and Tools 

(SKOT): Tool Stores 

To meet tool-warranty-theater requirements in a 

timely manner, PM SKOT established the Tool Stores 

Stock, the top warranty program drivers for General 

Mechanics Tool Kits and Forward Repair System — 

all in-theater Soldier solutions.

The project was coordinated with the Army Field 

Support Brigade. It allows Soldiers to exchange 

unserviceable tools for new ones on a one-for-one 

basis under the PM SKOT warranty program. The 

first Tool Store opened in March 2007 in Baghdad, 

Iraq. Due to the program’s success, a second store 

opened in November 2007 in Balad, Iraq. The third 

and final store opened in April 2008 in Bagram, 

Afghanistan. Each store is manned by two dedicated 

contractor personnel.

One of the warranty program’s greatest advantages 

is the elimination of shipping time and delays from 

the continental U.S. To date, more than 32,500 claims 

have been completed for warranty service, and more 

than 8,500 claims were handled through PM SKOT’s 

Tool Stores in Iraq and Afghanistan. Over the past 

two years, the government has saved over $443,000 

through the Web site warranty claims and savings 

through the Tool Stores.

PM SKOT Tool Store

http://peocscss.tacom.army.mil PEO Combat Support and Combat Service Support

Project Manager Force Projection 

• Product Director Watercraft Systems 

• Product Manager Assured Mobility Systems 

• Product Manager Bridging

• Product Manager Combat Engineer/Material 

Handling Equipment 

• Product Manager Force Sustainment Systems 

• Product Manager Petroleum and Water Systems 

Project Manager Joint Combat Support Systems 

• Product Director Test, Measurement, and 

Diagnostic Equipment

• Product Manager Joint Light Tactical Vehicles 

• Product Manager Sets, Kits, Outfits, and Tools 

Project Manager Tactical Vehicles 

• Product Director Armored Security Vehicles

• Product Manager Heavy Tactical Vehicles 

• Product Manager Light Tactical Vehicles 

• Product Manager Medium Tactical Vehicles 

Subordinate Organizations
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PEO Command, Control, and Communications-Tactical

Program Executive Office Command, Control, and Communications-Tactical 

(PEO C3T) acquires, fields, and supports the weapons systems that connect Soldiers 

to the commander, Joint Services, combat power, and support resources. 

PEO C3T supports Army operations integration by providing command and control 

tactical radios, satellite communications, networks, battlefield power and integration, and 

battle command applications for its mission areas. In addition, it provides maneuver, fire 

support, air defense, intelligence, and combat service support to protect our Soldiers. 

PEO C3T is building on its success to connect technology growth to the Army’s 

capability growth. 

PEO C3T is equipping today’s Soldiers to be Joint, powerful, and aware.

PEO Command, Control, 

and Communications-Tactical

Overview
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http://peoc3t.monmouth.army.mil PEO Command, Control, and Communications-Tactical

to share information to leverage operation forces 

to either dynamically re-task them to engage or to 

avoid a certain activity,” Hornstein said. 

Military Seeks “Green” Energy 

Solutions

Decreasing dependence on fossil fuels has been an 

ongoing goal for DOD due to financial costs and 

human lives.

“Casualties are being taken in supply convoys of 

Soldiers bringing fuel to the battlefield who are 

getting hit by IEDs,” Paul Richard, Deputy DOD 

Project Manager for Mobile Electric Power (MEP), 

said. “How do you minimize the risks to Soldiers? 

You shrink the supply convoys. How do you do 

that? You shrink the amount of fuel being carted 

out to the battlefield.”

“Since generators are the single largest consumer 

of fuel on the battlefield, the Army is interested 

in diminishing the amount of fuel transported for 

generators,” Richard said. 

Project Manager MEP displayed some “green” 

Command Post technologies at the Joint Users’ 

Interoperability Communications Exercise at Fort 

Monmouth, NJ, in June. A Global Rapid Response 

Information Package (GRRIP) system ran nearly 

100 percent of the time on a solar power system 

provided by Solar Stik. The GRRIP is a fully 

deployable communications center tailored around 

a secure satellite network.

The Solar Stik is a tripod system with two 50-watt 

rigid-panel solar arrays that capture solar energy, 

and it can be outfitted with a wind turbine. Also on 

display was the Solar Power Modernization system, 

which looks similar to a sail staked into the ground. 

It uses flexible solar panel technology and is rated 

for 750 watts at peak conditions.

Continuing studies between Program Manager 

MEP and the National Renewable Energy 

Laboratory will identify cases in which solar, wind, 

or other renewable energy technologies might 

be advantageous.

DOD Project Manager, Mobile Electric Power

Program Directorate, Counter-Rocket Artillery 

and Mortar

Project Manager, Battle Command 

Project Manager, Command Posts 

Project Manager, Force XXI Battle Command 

Brigade-and-Below 

Project Manager, Warfighter Information 

Network-Tactical 

Special Projects Office/Northeast Regional 

Response Center

Subordinate Organizations

Radios Reach All Terrains

For a cook at a mess hall or a forward observer 

providing intelligence, a radio is a Warfighter’s 

lifeline. Today, radios provide communications in 

the confines of urban Iraq, while the Warfighter 

Information Network-Tactical (WIN-T) Increment 

One’s satellite communications provide battalionlevel and above Warfighters with satellite 

communications necessary to communicate in 

the mountainous terrain of Afghanistan. When 

integrated within WIN-T Increment One, HighCapacity Line-of-Sight (HCLOS) radios combine 

communications within a user’s sight range, lineof-sight, or those that extend beyond line-of-sight. 

Project Manager, Command Posts fields the HCLOS 

radio in conjunction with WIN-T fieldings.

The integration of beyond line-of-sight and 

line-of-sight communications was useful to SSG 

Jose Arias during his recent deployment to Iraq, as 

it allowed for a back up communications system 

when one line went down. Synchronizing both 

forms of communications provides alternate paths 

for routing shared information. “As a Signaleer,” 

Arias explained, “You always want to have more 

than one form of communication, and that’s exactly 

what this package enables us — at least down at 

the squadron level — to execute.”

Radios are necessary in Iraq and Afghanistan. 

Commanders who “see” and share a common 

view through today’s digitized systems need to 

“hear” with a radio. Radios provide the human 

interaction a computer screen may lack. Radios 

have a wide range of uses in theater today, such as 

coordinating a raid in a close-packed environment 

or communicating the commander’s intent over a 

sizable terrain.

Command Post of the Future’s 

(CPOF’s) Near-Real-Time Capabilities 

Minimize Battlefield Friction

When an improvised explosive device (IED) 

detonates in Iraq, CPOF’s communication 

capabilities provide commanders with information 

to make quick decisions to minimize battlefield 

friction. “The ability to have immediate situational 

awareness of activities occurring in the operational 

environment, regardless of geographic location, is 

a very powerful tool,” said LTC Richard Hornstein, 

Product Manager, Tactical Battle Command. 

With nearly 6,000 systems fielded, CPOF 

empowers Warfighters to visualize the operational 

environment and synchronize elements of combat 

power, while simultaneously collaborating and 

sharing data in near-real-time. Users can see and 

interact with one another’s workspace, tools, data, 

and maps.

When a significant activity occurs, a patrol can send 

the information through an FM radio to be posted 

to CPOF’s common operating picture, making 

it instantly available to the entire operational 

environment. “CPOF gives commanders the power 

Success Stories

LTC Gregory Coile, PEO C3T Executive Officer, conducts 

an operational vignette in a demonstration of CPOF’s battle 

command and communications capabilities at Fort Monmouth, NJ.
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PEO Enterprise Information Systems

Program Executive Office, Enterprise Information Systems (PEO EIS) develops and fields a 

wide range of information technology (IT) systems, products, and services to support the 

Army and DOD, while helping Soldiers achieve their missions worldwide. PEO EIS is an 

organization of more than 1,800 military, civilians, and contractors, executing approximately 

$4 billion per year or about 40 percent of the Army’s IT budget. PEO EIS is headquartered at 

Fort Belvoir, VA, with field offices in Arizona, New Jersey, and Maryland as well as the Pacific, 

Europe, and Southwest Asia. 

Understanding that Soldiers are the Army’s greatest investment, PEO EIS partners with 

industry to deliver the most advanced and secure IT systems available today and to plan for 

future requirements that will keep the Army ahead of the technology curve in the future. 

To accomplish this, PEO EIS oversees 22 project and product offices that manage more 

than 120 systems and products that provide business and combat service support, network 

connectivity, and communication and computer infrastructure. 

PEO Enterprise 

Information Systems

Overview
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www.eis.army.mil PEO Enterprise Information Systems

worldwide and established and maintains multiple 

SATCOM networks to support our troops. Soldiers 

can execute their missions more effectively, have 

a better quality of life, and be safer in the combat 

zone thanks to DWTS’s VSATs and SATCOM 

networks that provide secure pipelines to keep 

the Army moving, well serviced and supplied, and 

ready for the mission.

Project Manager Army Enterprise Systems 

Integration Program (AESIP) 

Project Manager Army Knowledge Online/Defense 

Knowledge Online (AKO/DKO)

Project Manager Defense Communications and 

Army Transmission Systems (DCATS) 

Project Manager Department of Defense 

Biometrics (DoD Biometrics)

Project Manager General Fund Enterprise Business 

System (GFEBS)

Project Manager Global Combat Support 

System-Army (GCSS-Army) 

Project Manager Logistics Information Systems 

(LIS) 

Project Manager Logistics Modernization Program 

(LMP) 

Project Manager Network Service Center (NSC) 

Project Director Computer Hardware, Enterprise 

Software and Solutions (CHESS)

Project Director Defense Integrated Military 

Human Resources System (DIMHRS)

Project Director Force Management System (FMS) 

Project Director Information Technology Systems 

(ITS) 

Project Director Installation Management System 

Army (IMS-A) 

Project Director Reserve Component Automation 

Systems (RCAS) 

Product Manager Acquisition Business Systems 

(AcqBiz)

Product Manager Distributed Learning System 

(DLS)

Product Manager Joint-Automatic Identification Technology (J-AIT)

Product Manager Medical Communications for 

Combat Casualty Care (MC4) 

Product Manager Movement Tracking System (MTS)

Product Manager Transportation Information 

Systems (TIS) 

Product Director Army Human Resource System 

(AHRS) 

Subordinate Organizations

Deployed Soldiers Execute Their 

Missions Better and Safer Thanks 

to Very Small Aperture Terminals 

(VSATs) and Satellite Communications 

(SATCOM) Networks

Every Soldier benefits from VSATs provided by PEO 

EIS’s Defense Wide Transmission Systems (DWTS) 

program. VSATs transmit data that provides 

“have-to-have” items and services that touch every 

Soldier, around the world, every day.

In logistics, every class of supply the Soldier uses is 

requisitioned, tracked, stocked, and disbursed thanks 

to data transmitted over the Combat Service Support 

(CSS) SATCOM Network via VSATs in tandem with 

the CSS Automated Information Systems Interface 

(CAISI) wireless network. The Soldiers who order 

these supplies and services are safer because every 

transaction they transmit via VSATs and CAISI 

represents a drive they did not have to take. 

The contracts to procure all the materiel and 

services that Soldier needs in theater are monitored 

in real time by VSATs. Once materiel is in theater, 

Logistics Assistance Representatives can better 

train, advise, and assist Soldiers via data transmitted 

by VSATs over the Army Field Support Network, 

which connects offices in Iraq and Afghanistan 

with the Defense Contract Management Agency’s 

Boston data center. Connectivity makes the 

contracting process more efficient and helps get 

the right supplies and services to the right place at 

the right time — when Soldiers need them. 

In the area of force protection, when the Soldier 

travels in a convoy, he or she is safer from improvised 

explosive device (IED) attacks, thanks to the Joint 

Explosive Ordnance Disposal VSAT network. The 

network transmits data that allows the Joint IED 

Defeat Organization to aggressively find, develop, 

test, and rapidly deliver emerging counter-IED 

capabilities. When the Soldier reaches the checkpoint 

at a base, he or she is safer thanks to biometrics data 

— fingerprints, iris scans, or any other measurable 

biological or behavioral characteristic — transmitted 

via VSAT over the CSS SATCOM network.

Data about every personnel transaction that affects 

the Soldier — pay, dependent benefits, rotations, 

promotion eligibility — is transmitted via VSAT.

Routine medical information that keeps the Soldier 

healthy is transmitted via VSAT. If wounded, the 

Soldier’s X-Rays, CT scans, and MRI films will be 

available to medical personnel every step of the 

way thanks to the medical data and imagery files 

transmitted over the Joint Telemedicine Network. 

Should the few radiologists in theater need to 

consult with medical specialists, they can do so 

real-time, face-to-face in a video teleconference.

The DWTS program has fielded more than 2,500 

VSATs and more than 24,000 CAISI modules 

Success Story

A Soldier from Supply and Transportation Troop, 11th Armored 

Cavalry Regiment, initializes her MTS and confirms availability of 

satellite communications prior to deploying from her unit motor 

pool at the National Training Center, Fort Irwin, CA.

Soldiers using the CSS VSAT.
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PEO Ground Combat Systems

Program Executive Office Ground Combat Systems (PEO GCS) leads the development, 

acquisition, testing, systems integration, fielding, sustainment, and improvement of the 

Army’s ground combat systems and is strategically postured to support Secretary of 

the Army imperatives to “Sustain, Prepare, RESET, and Transform” current and future 

force ground combat weapons systems. The PEO ensures safe, effective, suitable, and 

supportable ground combat systems capabilities are delivered within prescribed cost, 

schedule, and performance goals.

PEO GCS is fully committed to achieving its vision to “Be the premier acquisition 

organization by equipping Joint and Allied Forces with unparalleled lethal and survivable 

ground combat systems.” PEO GCS is focused on executing its mission to “Lead the 

Army’s Ground Combat Systems Programs by providing the Joint Warfighter with 

mission-capable systems as part of a full-spectrum force, through sound life cycle 

management.” Priorities include supporting Soldiers; providing modularity, RESET, 

and RECAP for assigned systems; fostering spiral development and integration in the 

current force; and developing and maintaining a ground combat vehicle long-term 

investment strategy.

PEO Ground 

Combat Systems

Overview
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www.peogcs.army.mil PEO Ground Combat Systems

Stryker Enhances Survivability

Rising to meet the challenge of difficult conditions 

and accelerated schedules, the Stryker Program 

Management Office Retrofit teams, in conjunction 

with General Dynamics Land Systems, installed 

force protection kits for three Stryker Brigade 

deployments, just as the first Stryker vehicles 

integrated into the 3rd Heavy Brigade Combat Team 

(HBCT), 3rd Infantry Division. The teams retrofitted 

more than 1,000 vehicles for three Stryker 

Brigade Combat Teams (SBCTs) and one HBCT. 

The retrofits encompassed significant product 

improvements resulting from combat lessons learned 

and Soldiers’ requests from the field. Survivability 

improvements included installation of a 570-amp 

alternator, a Blast Protection Kit, a Rear-View Sensor 

Suite, and Squad Leader Integrated Protection.

In response to an urgent requirement for blast 

protection and to meet Army Force Generation 

timelines, Retrofit teams executed their mission 

and overcame significant hardware challenges 

to complete Stryker retrofits for the 5th SBCT, 

2nd Infantry Division, the first Stryker Brigade 

designated to enter Afghanistan. The installation 

included underbelly armor, floor plates, troop 

seats, commander seats, and Height Management 

Software. All major retrofits were completed on 

time, with no impact to scheduled deliveries.

Following the 5th SBCT, 2nd Infantry Division, 

retrofit, the teams transitioned to conduct retrofits 

for 3rd SBCT, 2nd Infantry Division, vehicles 

introducing several new kits that included RearView Sensor Suites, and Tire Fire Suppression 

Kits for unique Stryker variants. As before, the 

teams completed this operation two days ahead 

of schedule to support the 3rd SBCT, 2nd Infantry 

Division’s, deployment. The teams repositioned to 

retrofit 4th SBCT, 2nd Infantry Division, and 3rd 

HBCT, 3rd Infantry Division, Stryker vehicles and 

are on schedule to complete all retrofits.

The Retrofit teams’ tireless efforts involved multiple 

facets within the Stryker Program Management 

Office. Business Management, Acquisition, 

Engineering, Survivability, Test and Evaluation, 

Quality, and Logistics teams’ coordination ensured 

seamless support and success for our Soldiers. The 

dedicated men and women of the Stryker Program 

Management Office and the entire PEO GCS family 

proudly serve the U.S. Army and Joint Warfighter 

with passion and commitment because “Our 

Mission is Our Warfighters’ Future.”

Project Manager Heavy Brigade Combat Team 

Project Manager Joint Lightweight Howitzer

Project Manager Robotic Systems Joint Program Office

Project Manager Stryker Brigade Combat Team

Subordinate Organizations

Robotic Systems Joint Program 

Office (RS JPO) Leads the Way

RS JPO is speeding robotic technologies to the 

field to revolutionize combat operations. This 

Joint (Army and Marine) office is responsible for 

managing the development, acquisition, testing, 

systems integration, product improvement, and 

fielding of robotic systems that will form an 

essential capability for the Force.

In fiscal year 2008, RS JPO deployed more than 500 

combined systems, including 200 xBots, 50 Multifunction Agile Remote Control Robots, and 250 

Fido Handheld Explosive Deetectors, in support of 

Operations Enduring and Iraqi Freedom (OEF/OIF). RS 

JPO also was responsible for sustaining more than 

1,500 systems in theater. The organization worked 

closely with robotics contractors to ensure cost, 

schedule, and performance parameters were met 

and that Soldiers and Marines received the assets 

on time. RS JPO is transitioning this capability to 

a program of record and has started to staff their 

Capabilities Production Document.

The Joint Robotics Repair and Fielding Activity 

(JRRF) relocated from Huntsville, AL, to Selfridge 

Air National Guard Base in Michigan in 2009. The 

move was completed one year ahead of schedule 

without degradation of service. A JRRF detachment 

was established near Mosul, Iraq, bringing the total 

forward deployed in OIF to four. The PEO plans to 

open additional JRRF detachments in Afghanistan. 

Subsequent to the Item Unique IDentification 

(IUID) Implementation plan’s approval, the JRRF 

completed the IUID integration with the Catalog 

Ordering Logistics Tracking System. The JRRF 

began to link radio-frequency identification (RFID) 

and IUID into one usable structure to facilitate 

Total Asset Visibility of JRRF-supported ground 

robotics platforms. The Web-based approach 

emphasizes efficiencies of processes. As a result, 

a DOD Government Accounting Office Audit 

Report cited RS JPO, stating, “The [RS JPO]... 

implemented IUID at its JRRF division at a cost of 

approximately $400,000 during Fiscal Years 2007 

and 2008. The project office established a process 

for marking new acquisitions to its inventory with 

item unique identifiers and, to maximize the benefits 

of implementation, integrated IUID into its existing 

supply chain management data system.”

Army officials have documented benefits from 

implementing IUID, including reductions in inventory 

size, shipping and receiving times, and data entry 

errors. Additional benefits include increases in data 

quality, robustness, and processing speed. Future 

developmental efforts include vertical storage for 

the warehouse, integrating RFID and conditionbased maintenance, and institutionalizing the JRRF 

processes to enable Cargo Offloading and Transfer 

System/Naval Support Element sustainment.

Success Stories

Talon Ground Robot
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PEO Integration

Program Executive Office (PEO) Integration provides cutting-edge technologies and integrates 

and synchronizes program and portfolio development, delivery, and resources to enable 

the Army to dominate in full-spectrum operations. We leverage capabilities gained from 

Army programs to meet the Army’s current and future needs. Aligning capability packages 

with brigade missions, structure, and training provides Soldiers with the right capabilities.

Capabilities fielded as part of a regular process enable provision of the latest materiel and 

non-materiel solutions to our Warfighters. This allows the Army to provide the mostdemanded capabilities to the neediest Soldiers, based on assigned missions. Accelerating 

proven solutions to upgrade units every few years allows the Army to build a versatile 

mix of mobile, networked, and combat-effective brigades. Capabilities include: doctrine; 

organization; training; and materiel to fill the highest priority shortfalls and mitigate 

risks. Incremental deliveries will build upon one another as the Army continually adapts, 

upgrades, and modernizes.

The Army’s modernization effort focuses on accelerating critical technology and 

capability enhancements, including network elements and a robust set of unmanned and 

manned hardware and sensors, incrementally fielded to all Army brigades, starting with 

Infantry — more equipment for more Soldiers, faster. These changes address guidance 

to distribute capability enhancements to all Army combat brigades. 

PEO Integration* 

Overview

*NOTE: This title is the result of the Change of Charter of PM Future Combat Systems to PEO Integration 

as a result of recently announced decisions regarding the restructuring and termination aspects of 

the original program. The analysis to produce a formally chartered management structure is ongoing. 

The programs described in this section will be managed by PEO Integration until such time as formal 

responsibilities are assigned, or transfers of responsibility occur.
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http://www.bctmod.army.mil

equipment to understand the capabilities Soldiers 

want and need, because they can physically see 

Soldiers actually use the equipment. The Army 

also experiences cost savings, since Soldier input 

in the development phase is much less costly to 

incorporate than input during or after production. 

One example is the Soldier suggestion of a camera 

in the SUGV’s base, so it can still be used if the 

head is damaged.

The AETF (5th Brigade, 1st Armored Division) 

at Fort Bliss, TX, provides feedback during the 

evaluation of future capabilities to develop 

tactics, techniques, and procedures. The AETF 

is currently evaluating the first systems from 

the previous FCS program that will be used to 

provide capabilities to the force in an integrated, 

synchronized manner. As the operational 

environment evolves and new capabilities are 

available, the AETF will evaluate and prioritize 

future capability packages with hands-on 

assessments by combat veterans in realistic 

operational settings — keeping the needs of the 

Soldier in the forefront.

Early Infantry Brigade Combat Team 

(E-IBCT) Capabilities

E-IBCT Capabilities consist of the following 

systems: the Non-Line-of-Sight Launch System 

(NLOS-LS), Urban and Tactical Unattended Ground 

Systems (U/T UGS), Class 1 (Block 0) unmanned 

aerial vehicle, and Small Unmanned Ground Vehicle 

(SUGV) Block 1. The E-IBCT systems will be fully 

integrated and networked through a Network 

Integration Kit (NIK), enabling data sharing for 

the command and control of systems, except for 

NLOS-LS, which is controlled by the Advanced 

Field Artillery Tactical Data System. 

The E-IBCT set provides enhanced situational 

awareness, force protection, and lethality through 

the use of unattended and attended sensors and 

munitions across the Current Force. In addition, 

Soldiers are being provided with improved 

communications and data sharing through the 

NIK. Soldiers from the Army Evaluation Task Force 

(AETF) recently tested and evaluated all E-IBCT 

systems during a fully successful Limited User Test.

We are working to deliver the most immediately 

relevant technologies developed through Future 

Combat Systems (FCS) research and development 

to all our Brigade Combat Teams (BCTs) (and 

other priority combat formations), rather than 

focusing primarily on producing unique capabilities 

for a small set of BCTs. We are accelerating our 

efforts to field these key technologies (described 

in this handbook) to selected BCTs in 2011. These 

technologies link manned systems, unmanned 

systems, sensors, and munitions through the 

use of the integrated communications network 

we are building.

Soldiers in Development Process 

Involving Soldiers, especially experienced combat 

veterans, early in the development process greatly 

benefits those developing equipment for the Army. 

It allows training programs to be evaluated well in 

advance of fielding. It also helps those building the 

Success Stories

Prepping the U/T UGS before they are used in the Company 

situational training exercises at White Sands Missile Range, NM. 

These exercises provided AETF Soldiers with the experience they 

need to prepare for the upcoming Force Development Test and 

Experimentation.

Soldiers of the AETF monitor the flight of the Class I (Block 0) 

during exercises at White Sands Missile Range. The Class I uses 

semi-autonomous flight and navigation, but it will interact with 

the network and Soldiers to dynamically update routes and 

target information. 

PEO Integration

Soldiers monitor their battlespace via the NIK in their High Mobility Multipurpose Wheeled Vehicle during training exercises at White 

Sands Missile Range, NM. The NIK is part of the E-IBCT capability package. It provides a Joint software-programmable radio with multiple 

waveforms to share more information, as well as connection to unattended sensors. 
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PEO Intelligence, Electronic Warfare, and Sensors

Program Executive Office Intelligence, Electronic Warfare, and Sensors’ (PEO IEW&S) 

vision is acquisition excellence in providing superior capability to Soldiers to immediately 

and completely understand the environment by providing sensors and assimilating sensor 

information into relevant, timely products. These products can be used for targeting, 

situational awareness, force protection, reconnaissance, surveillance, and target acquisition 

(RSTA). The IEW&S team develops, acquires, fields, and provides life cycle support for 

intelligence, electronic warfare, and target acquisition capabilities. IEW&S systems are 

integrated into the network’s layers and enable persistent surveillance, allowing the Joint 

Warfighter to control time, space, and the environment, while greatly enhancing survivability 

and lethality. 

PEO IEW&S rapidly transforms requirements and validated field requests into reality and 

leads in most critical current operations efforts, including: counter-improvised explosive 

device (IED); sensors for counter-rocket and mortar; the Intelligence, Surveillance, and 

Reconnaissance (ISR) Surge; and the Integrated Intelligence Architecture. We are responsible 

for a combination of more than 90 programs of record and quick-reaction capabilities. 

Addressing Soldiers’ needs and providing them with capabilities in the most effective and 

financially responsible manner is paramount to our success.

PEO Intelligence, Electronic 

Warfare, and Sensors

Overview
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https://peoiews.monmouth.army.mil PEO Intelligence, Electronic Warfare, and Sensors

provide targeting and surveillance capabilities 

throughout the battlefield and increase the force 

protection posture, while reducing perimeter 

security manpower requirements. Commanders 

have successfully employed BETSS-C to detect, 

identify, and recognize emerging threats and 

employ tactical capabilities to defeat those threats, 

protecting lives and equipment.

Project Manager Aerial Common Sensors • Product Manager Aerial Common 

Sensor – Integration 

• Product Director Task Force Observe, Detect, 

Identify, and Neutralize 

Project Manager Distributed Common Ground 

System – Army 

• Product Manager Fixed and Mobile • Product Manager Fusion and 

Software Applications

• Product Manager Intelligence Fusion

Project Manager Navigation Systems • Product Manager Global Positioning System • Product Manager Target Identification and 

Meteorological Systems 

Project Manager Night Vision/Reconnaissance, 

Surveillance, and Target Acquisition

• Product Manager Forward Looking 

Infrared Radar

• Product Manager Radars • Product Manager Robotics and 

Unmanned Sensors

• Product Director Rapid Aerostat 

Initial Deployment

Project Director Aircraft Survivability Equipment • Product Manager Infrared Countermeasure

Project Director Army Special Program Office/

Tactical Exploitation of National Capabilities • Product Director CI/HUMINT Automated 

Reporting and Collection System

• Product Director Combat Terrain 

Information Systems

Project Manager Electronic Warfare • Product Manager Counter Radio Controlled 

Improvised Explosive Devise (RCIED) 

Electronic Warfare

• Product Manager Information Warfare • Product Manager Prophet

Product Manager Future Combat Systems 

(Brigade Combat Team) Intelligence, 

Surveillance, and Reconnaissance 

Subordinate Organizations

A Soldier from 173rd Airborne Brigade Combat Team using a 

Long-Range Advanced Scout Surveillance System in Operation 

Enduring Freedom to identify and locate enemy targets for an F-15.

ISR Surge

On Aug. 6, 2008, Secretary of Defense Robert 

Gates approved a package of new ISR initiatives, 

including a surge of personnel to Iraq and 

Afghanistan to collect, process, exploit, and 

disseminate the growing volume of battlefield 

surveillance data. The defense intelligence 

community was tasked with integrating assets into 

a system, data, and transport architecture that 

federates ISR, force protection, and RSTA collection 

capabilities, data repositories, services, and 

exploitation capabilities across coalition boundaries.

To meet the ISR demand, sensors and exploitation 

systems are being aligned with the communications 

infrastructure available during surge operations 

to ensure that the data available to operational 

commanders and the analysts who support them 

is timely, accurate, and complete. Thus, we provide 

a global intelligence enterprise “search engine,” 

delivering tactical answers regardless of source and 

method security classification.

PEO IEW&S has been critical in providing the 

surge’s major components with new manned 

aircraft outfitted with surveillance sensors, 

new ground tactical sensors, and enhanced 

infrastructure to handle ISR data processing, 

exploitation, and dissemination. To give Soldiers 

an understanding of their environment, systemof-systems coordination is underway, including 

leveraging national infrastructure, “the Cloud 

concept,” by providing access to sensors and 

other sources of data to operational commanders 

in theater.

Base Expeditionary Targeting and 

Surveillance System–Combined 

(BETSS-C) 

BETSS-C is a quick reaction capability family of 

systems that provides commanders with critical 

sensors to support RSTA needs. The goal of 

the program is to rapidly provide Warfighters 

with a flexible, scalable, and expeditionary 

base defense system for persistent ground 

targeting and surveillance. BETSS-C uses multiple 

surveillance systems, including: Rapid Aerostat Initial 

Deployment; Cerberus; Force Protection Suite; 

Tactical Automated Security System Command and 

Control system; and Rapid Deployment Integrated 

Surveillance System.

This family of systems’ combination facilitates 

increased situational awareness and force 

protection at larger Forward Operating Bases, 

coalition Joint Security Stations, and remote, mobile 

Combat Outposts. Commanders using BETSS-C 

sensors will have long-range and short-range 

situational awareness requirements. The sensors 

Success Stories

Enterprise delivering tactical answers — The ISR systems include 

(clockwise from top) Guardrail, Acquisition Resource Management 

System (ARMS), Distributed Common Ground Station-Army 

(DCGS-A), Medium Altitude Reconaissance and Surveillance 

System (MARSS), and Prophet.
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PEO Missiles and Space

Program Executive Office Missiles and Space (PEO MS) provides centralized management 

for all Army tactical and air defense missile programs and selected Army Space programs. 

PEO MS is part of the Life Cycle Management Command at Redstone Arsenal, AL, 

enhancing the PEO’s ability to provide the world’s finest support while continuing the 

Army’s modernization. 

The portfolio of programs assigned to PEO MS spans the acquisition process’s full 

spectrum. A number of programs are Joint programs developed with other services. 

Two programs within the PEO are international programs. 

PEO MS applies a system-of-systems acquisition approach to meet Warfighters’ needs 

and obtain the Army Air and Missile Defense (AMD) Force’s desired capabilities. This 

approach requires systems to be restructured into components of sensors, launchers, 

missiles, and Battle Management Command, Control, Communications, Computers, and 

Intelligence with a standard set of interfaces and networks. The Army’s Integrated AMD 

acquisition approach will ensure materiel solutions for the Army’s AMD Force.

PEO Missiles and Space

Overview
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www.msl.army.mil PEO Missiles and Space

Radio Frequency (RF) Guidance 

Link Replaces Wire Guidance in 

the Newest Version of the TubeLaunched, Optically-Tracked, WireGuided (TOW) Missile

With the requirement to restart production 

for TOW missiles for the U.S. Army and U.S. 

Marine Corps, the lack of a vendor for guidance 

wire became a major obstacle. The only existing 

manufacturer for this special wire had gone out 

of business due to declining demand and the 

uncertainty of future business. A search for a 

replacement vendor was unsuccessful. 

A new wireless RF guidance link was pursued as 

the least risky, lowest cost technical approach to 

replace the wire guidance link. The RF guidance 

link’s development and qualification were jointly 

funded by the U.S. Army, U.S. Marine Corps, Foreign 

Military Sales customers, and the prime contractor, 

Raytheon Missile Systems. The government 

qualification testing of the TOW 2B Aero RF was 

completed in June 2009, and initial deliveries will 

begin in late 2009. 

The TOW 2B Aero RF is not a new missile but 

rather a modification to the existing missile. The 

RF guidance link is a functional replacement of 

the wire guidance link and provides equivalent 

performance in all natural and induced environments. 

The new guidance system is transparent to the 

gunner, no modifications are required to the missile 

launcher or vehicle platforms, and no additional 

training is required. 

This highly successful program has allowed 

continued production of one of the Warfighter’s 

most valued weapons at the least cost to 

the taxpayer. 

Close Combat Weapon Systems Project Office

Cruise Missile Defense Systems Project Office

Integrated Air and Missile Defense Project Office

Joint Attack Munition Systems Project Office

Lower Tier Project Office

Non-Line-of-Sight – Launch System Project Office

Precision Fires Rocket and Missile Systems 

Project Office

Responsive Space Operations Project Office 

(Provisional)

Missile Defense Strategic Capabilities Project 

Office (Provisional)

Subordinate Organizations

The TOW 2B Aero RF, a new guidance system that is transparent to 

the gunner and requires no modifications or additional training.

Air Defense Missile Successfully 

Fired from High Mobility Artillery 

Rocket System (HIMARS) Field 

Artillery Launcher – Demonstrates 

Feasibility of Common Launcher 

Platform Concept.

PEO MS has a goal of providing new capabilities 

to the Warfighter in ways that are better, faster, 

cheaper, and more effective. One of the ways being 

explored is the use of a common launcher platform 

for a variety of missiles and missions. A common 

launcher platform will give commanders and Soldiers 

a more efficient and versatile capability with which 

they can engage both ground and air targets. 

This concept was recently successfully 

demonstrated with the firing of Surface-Launched 

Advanced Medium Range Air-to-Air Missiles 

(SLAMRAAM) from a HIMARS launcher. This is 

the first time that an air defense missile has been 

launched from a field artillery launch platform. 

The flights validated the feasibility of adapting the 

HIMARS into a Common Launch platform for both 

select Air Defense Artillery missiles and traditional 

Field Artillery rockets and missiles. 

The SLAMRAAM missiles were packaged and 

loaded in a modified Army Tactical Missile System 

(ATACMS) Enclosure Assembly and Launch Pod 

(EALP). The onboard HIMARS fire control software 

was slightly modified to recognize, arm, and fire the 

SLAMRAAM missiles. The synergy and flexibility 

gained by employing a Common Launcher Platform 

will provide the maneuver commander with 

battlefield efficiencies and the ability to engage a 

greater variety of targets with fewer assets. This will 

improve the unit’s lethality and deployability. 

This demonstration contributed to the Army’s 

recent decision to redirect the SLAMRAAM 

program to the HIMARS platform. This is the initial 

step in attaining a common launcher platform and 

realizing the inherent efficiencies such a launcher 

provides. This effort is a significant step forward 

that will advance the common launcher concept.

Success Stories

Test Firing of a SLAMRAAM missile from a HIMARS launcher at 

White Sands Missile Range in March 2009.
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PEO Simulation, Training, and Instrumentation

Program Executive Office Simulation, Training, and Instrumentation (PEO STRI) provides 

responsive interoperable simulation, training, and testing solutions for the Warfighter 

and the Nation. We offer life cycle support for the Army’s most advanced training 

systems around the world. 

The organization executes programs valued at more than $3.5 billion with a workforce 

of nearly 1,200 military, civilian, and contractor personnel. PEO STRI’s Acquisition 

Center manages more than 950 contracts valued at more than $10 billion. The Army 

acquisition agency sustains 335,000 training systems at 480 sites worldwide, including 

19 foreign countries. In addition, PEO STRI’s Foreign Military Sales program supports 

62 countries. Headquartered in Central Florida’s Research Park, the organization also 

has geographically separated offices in Redstone Arsenal, AL; Fort Bliss, TX; and Fort 

Huachuca, AZ. 

Nearly all Soldiers deployed to a theater of operation have trained on a PEO STRIderived device. Warfighters around the globe are being positively impacted by PEO 

STRI’s recent undertakings. Enabling the Soldier with training is strong; working in 

collaboration with other Army components and the Joint community to provide 

unsurpassed support to the Warfighter is Army Strong!

PEO Simulation, Training, 

and Instrumentation

Overview
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www.peostri.army.mil PEO Simulation, Training, and Instrumentation

three-dimensional representation of the 

battlefield. The holograms, which represent 

the next generation of the military sand table, 

are flexible, portable, and deployable.

Soldiers from the Special Operations Command 

and the Army G-2 are currently using the TDH 

to counter insurgents in urban environments that 

have tall buildings or subterranean bunkers and 

caves, for example.

The entire unit can stand around the hologram 

to quickly prepare for building clearing procedures, 

cordon and search missions, vehicle positioning, 

indirect fire support, and so on. Once the mission 

planning is complete, Soldiers can roll-up the 

hologram to take on their mission and use it as a 

three-dimensional map.

Subordinate Organizations

The illustration depicts 

Soldiers using the Tactical 

Digital Hologram to prepare 

for their night mission. The 

high-tech hologram represents 

the Army’s next generation of 

mission planning, rehearsal, and 

after-action review.

Army Fields New Vehicles, STRI 

Delivers New Training

As the Mine Resistant Ambush Protected (MRAP) 

family of fighting vehicles became the highestsought mode of transportation in the combat zone, 

PEO STRI quickly responded to meet the Army’s 

training needs. In record time, the Project Manager 

for Combined Arms Tactical Trainers delivered both 

driver and egress trainers to prepare Soldiers for 

the new vehicle they would be operating in the 

theater of combat operations.

The Common Driver Trainer MRAP variant “trains 

critical driver tasks in a virtual simulator that are too 

dangerous or infrequently trained in the live training 

environment,” said LTC Charlie Stein, Product 

Manager for Ground Combat Tactical Trainers.

Some of the threats that Soldiers are currently 

encountering in theater that this trainer takes 

into consideration are bad driving conditions, such 

as dilapidated roads and weak bridges, combat 

conditions, such as roadside bombs or ambushes, 

and mere driver error. “With the driver trainer, 

we are focusing on the fidelity of the vehicle and 

its dynamics — the point at which the vehicle will 

rollover,” Stein explained.

In addition to the driver trainer, PEO STRI is also 

fielding an MRAP egress trainer in response to 

an urgent operational needs statement from Iraq. 

Nearly 30 egress trainers have been fielded in 

recent months.

The MRAP egress trainer is modeled on PEO STRI’s 

High Mobility Multipurpose Wheeled Vehicle Egress 

Assistance Trainer, and, much like its predecessor, 

the “MRAP trainer proves to be an Army solution 

to an Army problem,” noted Dr. James Blake, 

Program Executive Officer for PEO STRI.

Many organizations within the Army came together 

to make both egress trainers a reality, including the 

U.S. Army Tank Automotive Research, Development 

and Engineering Center, the Army and the Marines’ 

Joint office, Program Manager MRAP, and the Red 

River Army Depot.

PEO STRI is responsible for delivering the device 

into the hands of the Warfighters, and the initial 

fielding schedule called for 25 egress trainers to go 

to the Army in theater. Additionally, three devices 

went to the Marines. “Without a doubt, MRAP 

driver and egress trainers are important because 

many of the Soldiers and Marines driving MRAP 

vehicles down range won’t get the opportunity to 

operate these vehicle until they’re in the theater of 

combat operations. We are giving our Warfighters 

the opportunity to train prior to getting in the 

seat,” Stein said.

STRI Fields Three-Dimensional 

Representation of Urban Terrain 

to Aid in Mission Rehearsal

U.S. military forces needed a tool to help them 

visualize complex battlefield conditions, such as: 

intricate terrain; subterranean bunkers; and urban 

combat environments. Two-dimensional maps 

and photographs could not provide Soldiers the 

fidelity they needed for mission planning or after 

action reviews. 

Responding to this need, PEO STRI fielded the 

Tactical Digital Hologram (TDH), an accurate 

Success Stories

Project Manager Combined Arms Tactical Trainers

Project Manager Constructive Simulation

Program Manager Field Operations

Project Manager Future Force (Simulation)

Project Manager Instrumentation, Targets, 

and Threat Simulators

Project Manager Training Devices
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PEO Soldier

Since 2002, Program Executive Office (PEO) Soldier has outfitted Soldiers with the 

best products available to protect their lives and advance their missions. To maintain its 

organizational standard of excellence, PEO Soldier will undergo a major restructuring in 

Fiscal Year 2010 (FY10). First, the workload and associated human resource structure will 

be rebalanced. Several Project Manager positions will be refocused on a smaller range of 

products to enhance management and ensure proper oversight. Second, synchronization 

with the operational force will improve. The Rapid Fielding Initiative (RFI) is being integrated 

into a PEO Logistics (G-4) Directorate. Institutionalizing the RFI process across our 

portfolio will minimize unit engagements to maximize Soldier downtime during the Army 

Force Generation process’s reset phase. Third, more emphasis will be placed on Soldier-asa-System activities.

PEO Soldier is responsible for nearly everything the Soldier wears or carries. We have 

evolved to keep pace with technology and changing operational needs. Continuing into the 

future, PEO Soldier will remain dedicated to making Soldiers more lethal, survivable, and 

sustainable in any operating environment. 

PEO Soldier

Overview
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http://peosoldier.army.mil PEO Soldier

Helmet Sensors

The Army now has critical information about 

the use and impacts to Soldiers’ helmets with 

the potential to save men and women in uniform 

from battlefield head injuries.

The information comes from more than 6,900 

sensors mounted on Advanced Combat Helmets 

and deployed to Operation Enduring Freedom (OEF) 

and Operation Iraqi Freedom (OIF) from March 

2008 to March 2009. The Army is now harvesting 

data gathered in the first generation of sensors, 

developed and fielded by PEO Soldier, as it prepares 

to send an even more sophisticated sensor into 

theater. Each lightweight first-generation sensor 

can record hundreds of events, providing a careful 

record of each impact the helmet experiences for 

later analysis, differentiating between significant hits 

to the helmet and insignificant drops.

The data downloaded from the sensors onto 

computers will help Army combat developers and 

medical experts learn more about traumatic brain 

injury, a major concern in OEF and OIF because of 

the threat of blast injury from improvised explosive 

devices. The sensors provide the Army with the 

ability to capture blast pressure data and to better 

understand the forces acting on the helmet and 

the forces translated to the Soldier’s head. From 

a medical standpoint, the helmet sensor data are 

expected to help the Army understand the nature 

and frequency of head trauma.

Helmet sensors monitor trauma to the heads of deployed Soldiers, 

giving physicians greater insight to treat Soldiers. The sensors are 

internally powered and integrated directly into the helmet’s design.

Project Manager Soldier Equipment

• Product Manager Clothing and 

Individual Equipment

• Product Manager Soldier Sensors and Lasers

• Product Manager Soldier Survivability

Project Manager Soldier Warrior

• Product Manager Air Soldier

• Product Manager Ground Soldier

• Product Manager Mounted Soldier

Project Manager Soldier Weapons

• Product Manager Crew Served Weapons

• Product Manager Individual Weapons

Soldier-as-a-System Unit Set Fielding

Subordinate Organizations

Enhanced Night Vision Goggle 

(ENVG), AN/PSQ-20

Before the Army procured the ENVG, Soldiers 

employed passive image intensification (I2) and 

thermal imaging technologies separately, but never 

did one device provide both capabilities. The 

ENVG changed that, enabling Soldiers to see more 

clearly in degraded battlefield visibility conditions 

using a single device. The ENVG provides accurate 

detection, acquisition, and engagement of targets 

under all light and weather conditions, as well as 

through obscurants. 

Following qualification testing that began in 2006, 

the ENVG was redesigned to ruggedize the device. 

A platoon of 30 infantry Soldiers completed 

operational testing in Fiscal Year 2007. Low-rate 

initial production began during the first quarter of 

Fiscal Year 2008, and the first unit was equipped 

in the third quarter. The program ramped up to 

full-rate production in Fiscal Year 2009. The rapid 

development and fielding of the ENVG has been a 

tremendous success for PEO Soldier.

“Our mission at PEO Soldier is to strive constantly 

to improve on current capabilities to save and 

improve the quality of Soldiers’ lives, while we 

simultaneously enhance their ability to accomplish 

their missions,” said BG Peter N. Fuller, Program 

Executive Officer Soldier. “When it comes to 

sensor and laser systems, this system achieves 

those ends.”

Success Stories

Thanks to its advanced image intensification and thermal imaging 

technology, the ENVG provides Soldiers with unparalleled 

detection capabilities in any battlefield conditions. The system’s 

ergonomic design also allows for greater mobility and ease of use.
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U.S. Army Acquisition Support Center

The U.S. Army Acquisition Support Center (USAASC) is a direct reporting unit to the 

Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA(ALT)). 

We support the Army’s acquisition mission through superior personnel development 

systems and management support capabilities, enabling the most effective equipping 

of the Nation’s forces while maintaining an internal culture of constant organizational 

improvement. We focus on institutional management of the U.S. Army Acquisition Corps 

(AAC) and the Army Acquisition, Logistics and Technology (AL&T) Workforce comprised 

of more than 40,000 military and civilian personnel.

We strive to provide seamless support to the Army acquisition community through 

superior leadership, professionalism, quality, competence, and commitment. We provide 

customer service and support to ASA(ALT)’s Program Executive Offices (PEOs), 

Acquisition Commands, Direct Reporting Program Managers, and the AL&T Workforce 

in the areas of resource management (manpower and budget); human resources 

management; acquisition career development; regional outreach; program structure; 

strategic planning and analysis; and strategic communications.

U.S. Army Acquisition 

Support Center

Overview
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http://asc.army.mil U.S. Army Acquisition Support Center

Maximizing Army Acquisition 

Automation tools

USAASC is striving to maximize Army acquisition 

automation tool capabilities to enhance career 

planning and development and ensure that every 

AL&T Workforce member is empowered to 

provide the best acquisition support available to 

combatant commanders and their Soldiers.

Since its introduction, USAASC has continuously 

enhanced the Career Acquisition Management Portal 

(CAMP) capabilities. CAMP simplifies acquisition 

career management tools by implementing a single 

point of entry for Army acquisition personnel. 

The Career Acquisition Personnel and Position 

Management Information System (CAPPMIS) 

houses the software applications used for Army 

Acquisition Career Management. It features 

the Acquisition Career Record Brief; Individual 

Development Plan; Army Acquisition Professional 

Development System,;and Senior Rater Potential 

Evaluation. This suite of tools is designed for 

Acquisition Career Managers (ACM) and USAASC 

to manage the personnel and positions of the 

Acquisition Workforce. 

CAMP’s Certification Management System (CMS) 

and Army Acquisition Corps Management System 

(AAC MS) are the virtual application systems used 

to submit, review, and approve the Army’s DWIA 

certification and AAC membership requests. 

Through CMS, Acquisition Workforce members 

are able to apply for certification for all acquisition 

position levels within all acquisition career 

management fields, and ACMs are able to review 

and certify packages from all over the world. 

AAC MS offers the same worldwide capability for 

Acquisition Workforce members to apply for Army 

Acquisition Corps membership. 

Acquisition Career Development

Human Resources Management

Program Structures

Regions – Eastern and Western

Resource Management

Strategic Communications

Strategic Planning and Analysis

Subordinate Organizations

One of USAASC’s initiatives is to provide Major Command-level 

support to PEOs in the areas of resource management, human 

resource management, and force structure.

Strengthening the AL&T Workforce

The Army plans to add more than 5,100 

Army acquisition positions by Fiscal Year 2015. 

Approximately 1,885 government acquisition 

professionals will be hired to reinforce the 13 

acquisition career fields (ACFs) the Army supports, 

and well over 3,200 inherently governmental or 

closely associated with inherently governmental 

contractor positions will be in-sourced following 

defense statutory requirements. USAASC supports 

the initiative to grow and enhance the capability 

of the Acquisition Workforce. As growth occurs, 

USAASC leadership will focus training resources to 

support the additional personnel. 

Section 852 of the National Defense Authorization 

Act of 2008, Public Law No. 110-181, directed 

the establishment of the Defense Acquisition 

Workforce Development Fund (DAWDF). 

With 852 funds, ASAALT is able to recruit, train, 

educate, and provide further career development 

and progression for the AL&T Workforce. These 

additional funds are providing a method for 

USAASC to enhance new career development 

initiatives as well as supplement those already in 

place. USAASC supports Section 852 initiatives 

with the following emphasis:

•	 Generating the requirements process with 

specific focus on recommendations in The 

Gansler Commission on Army Acquisition 

and Program Management in Expeditionary 

Operations Report;

• Enhancing necessary information systems to 

boost career planning;

•	 Planning workforce initiatives specifically with 

regard to right-sizing (recruitment and training), 

development (training and education at all levels), 

and recognition and retention incentives; and,

• Ensuring that all required workforce members 

attend Defense Acquisition University (DAU) 

training and obtain required ACF certification.

According to Army Acquisition Corps demographic 

data, over the next five years, approximately 20 

percent of our workforce will be eligible to retire. 

Section 852 funds provide a mechanism to attract 

new workforce members. The ultimate goal with 

the entry of new personnel, as a result of the funds 

earmarked in Section 852 for hiring, is to convert 

these new workforce individuals into permanent 

authorizations as current workforce members leave 

or retire, as well as convert outsourced positions 

into the dedicated force structure.

During the 4th quarter of Fiscal Year 2008, 

additional resources were received from the 

DAWDF. This allowed more DAU training 

opportunities for our workforce. This effort also 

allowed the Army to increase the number of 

workforce members certified for their position by 

7 percent based on 3rd quarter Fiscal Year 2009 data.

Success Story

USAASC is dedicated to ensuring that the AL&T Workforce is 

trained and ready to support our Soldiers.
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U.S. Army Chemical Materials Agency

The U.S. Army Chemical Materials Agency (CMA) is Creating a Safer Tomorrow Today. 

CMA oversees the Nation’s secure storage of chemical agents and munitions. CMA 

safely eliminates stored and recovered chemicals through fixed facilities and mobile 

technologies. Rigorous environmental, quality, and safety standards ensure the highest 

level of safety to the environment, the public, and employees, while protecting our 

Nation. CMA is an Acquisition Category ID program.

CMA is fully committed to its missions of safe storage and destruction. As of July 2009, 

the United States has safely destroyed more than 19,000 tons of chemical agent — 62 

percent of the Nation’s chemical agent materiel — and CMA upholds the Chemical 

Weapons Convention international treaty destruction milestone of 2012.

U.S. Army Chemical 

Materials Agency

Overview
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http://www.cma.army.mil U.S. Army Chemical Materials Agency

working on the project,” agreed PBCDF Site 

Project Manager Mark Greer. 

This is the first time any chemical demilitarization 

site has accomplished one million hours without a 

recordable injury.

PBCDF employs more than 700 workers and 

subcontractors. The facility uses state-of-the-art 

incineration technology to safely destroy the 

approximately 3,850 tons of chemical agents 

stockpiled at the Pine Bluff Arsenal. 

Stockpile Operations

• Anniston Chemical Activity

• Blue Grass Chemical Activity

• Deseret Chemical Depot

• Newport Chemical Depot

• Pine Bluff Chemical Activity

• Pueblo Chemical Activity

• Umatilla Chemical Depot

Project Manager – Chemical Stockpile Elimination

•	 Anniston Chemical Agent Disposal Facility

•	 Chemical Agent Munitions Disposal System

• Newport Chemical Agent Disposal Facility

• Pine Bluff Chemical Agent Disposal Facility

•	 Tooele Chemical Agent Disposal Facility

• Umatilla Chemical Agent Disposal Facility

Non-Stockpile Chemical Materiel Project

Chemical Stockpile Emergency Preparedness 

Program

Subordinate Organizations

PBCDF Munitions Handlers 

oversee the last Enhanced 

Onsite Container carrying VX 

M55 rockets safely being lifted 

by an overhead crane into the 

container handling building.

Newport Chemical Depot Workers 

Safely Destroy VX Nerve Agent 

Stockpile

On Aug. 8, 2008, personnel at the Newport 

Chemical Agent Disposal Facility (NECDF) in 

Indiana confirmed complete stockpile elimination 

at the Newport Chemical Depot (NECD).

“This day marks a tremendous milestone for the 

workers at Newport, the citizens of Indiana, and 

the rest of the world,” said CMA Director Conrad 

Whyne. “Newport’s stockpile has been safely 

eliminated, which brings the United States one step 

closer to fulfilling the commitment of destroying 

our Nations’ chemical weapons.”

NECD Commander LTC William Hibner said, “I 

am proud and honored to be a part of a workforce 

whose mission to eliminate the Newport stockpile 

was completed safely and successfully.”

Indiana is the third U.S. site where CMA has 

completely eliminated the threat posed by chemical 

agent stockpiles. For nearly 40 years, NECD safely 

stored 1,269 tons of liquid chemical agent VX in 

1,690 steel containers. Neutralization operations 

began May 5, 2005. It took 39 months to complete 

destruction of the Indiana stockpile.

Deputy Assistant Secretary of the Army Carmen 

J. Spencer said, “The example of the depot and 

NECDF in completing your missions is truly a 

model for the world to follow.” 

Pine Bluff Safety Milestone

In Arkansas, the workers at Pine Bluff Chemical 

Agent Disposal Facility (PBCDF) achieved a safety 

milestone July 15, 2009, when they surpassed one 

million safe work hours without a recordable injury. 

“Safety, while destroying the chemical weapons, is 

our main priority. I am pleased that the workforce 

at the PBCDF demonstrates CMA’s commitment 

to safety in their day-to-day destruction operations 

as shown by their achieving this nearly-unparalleled 

safety milestone,” said Whyne. 

“This is a tremendous accomplishment and 

demonstrates the outstanding caliber of employees 

Success Story

Workers at NECDF move 

the last container of VX 

using a special lift boom on 

a forklift.
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U.S. Army Medical Research and Materiel Command

Ensuring our forces are in optimal health and are equipped to protect themselves from 

disease and injury is the job of the U.S. Army Medical Research and Materiel Command 

(USAMRMC). The Command is headquartered at Fort Detrick, MD, with 10 laboratories 

and organizations located throughout the world. These centers of excellence specialize in 

various areas of biomedical research, including infectious diseases, combat casualty care, 

operational medicine, clinical and rehabilitative medicine, and chemical and biological 

defense. They are staffed with highly qualified scientists and support personnel. Our large 

extramural research program and numerous cooperative research and development 

(R&D) agreements provide additional science and technology (S&T) capabilities from 

leading civilian sector R&D organizations. 

Six medical laboratories and institutes perform the S&T research to develop medical 

solutions for the battlefield. Four supporting organizations focus on other command 

requirements, such as medical materiel development and logistics to complete the full life 

cycle of medical materiel acquisition. Our expertise in these critical areas helps establish 

and maintain the medical capabilities the Army needs to fight and win on the battlefield.

Overview

U.S. Army Medical Research 

and Materiel Command
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Keeping Soldiers Healthy

USAMRMC is devoted to providing the best 

medical solutions for today and tomorrow. 

Diverse, multifunctional teams span the materiel 

development life cycle, from basic research in 

the laboratory to innovative product supplies. 

USAMRMC has achieved multiple milestones since 

its inception in 1958 and realignment in 1994 to 

become a full life-cycle manager for all medical 

systems. Disease and non-battle injury casualty 

rates have significantly declined. Improvements in 

forward care and personal protective equipment 

have resulted in increased survivability on the 

battlefield in Operations Enduring Freedom and

Iraqi Freedom. This caused a shift in medical 

research, redirecting the focus to prevention 

and treatment for traumatic brain injury, ocular 

injuries, amputations, compartment syndrome, 

post-traumatic stress disorder and other mental 

health disorders, and rehabilitation. USAMRMC 

impacts Soldiers at every step from accession to 

deployment to demobilization.

Success Story

U.S. Army Aeromedical Research Laboratory 

U.S. Army Institute of Surgical Research

U.S. Army Medical Materiel Agency

U.S. Army Medical Materiel Center

U.S. Army Medical Materiel Development Activity

U.S. Army Medical Research Acquisition Activity 

U.S. Army Medical Research Institute of 

Chemical Defense

U.S. Army Research Institute of 

Environmental Medicine 

U.S. Army Medical Research Institute of 

Infectious Diseases

Walter Reed Army Institute of Research 

Subordinate Organizations

https://mrmc.amedd.army.mil U.S. Army Medical Research and Materiel Command

The U.S. Army Institute of Surgical Research Burn Flight Team remains always prepared for rapid, worldwide deployment to evaluate, stabilize, 

and transport critically ill patients — including severely burned and multiple trauma patients — in austere and ever-changing environments to the 

Institute of Surgical Research, San Antonio, TX.

Environmental medicine is key 

to operational success. Soldiers 

volunteer for many crucial 

studies such as environmental 

health studies, at the U.S. 

Army Research Institute of 

Environmental Medicine in 

Natick, MA. 

Military infectious disease research is a top priority for USAMRMC, which has a program with the unique goal of developing and fielding medical 

products (i.e., vaccines, therapeutics, diagnostics, etc.) to prevent U.S. Service members from becoming ill from naturally occurring infectious diseases 

they may be exposed to while they're deployed far from home. 
We Make Soldiers Strong https://www.alt.army.mil ASA(ALT)

PROVIDING WARFIGHTERS WITH THE DECISIVE EDGE
Assistant Secretary of the Army 

(Acquisition, Logistics and Technology): https://www.alt.army.mil

JPEO Chemical and Biological Defense: http://www.jpeocbd.osd.mil

JPEO Joint Tactical Radio Systems: http://jpeojtrs.mil 

PEO Ammunition: www.pica.army.mil/peoammo

PEO Aviation: https://www.peoavn.army.mil

PEO Combat Support and Combat Service Support: http://peocscss.tacom.army.mil

PEO Command, Control, and Communications-Tactical: http://peoc3t.monmouth.army.mil

PEO Enterprise Information Systems: www.eis.army.mil

PEO Ground Combat Systems: www.peogcs.army.mil

PEO Integration: http://www.bctmod.army.mil

PEO Intelligence, Electronic Warfare, and Sensors: https://peoiews.monmouth.army.mil

PEO Missiles and Space: www.msl.army.mil

PEO Simulation, Training, and Instrumentation: www.peostri.army.mil

PEO Soldier: http://peosoldier.army.mil

U.S. Army Acquisition Support Center: http://asc.army.mil

U.S. Army Chemical Materials Agency: http://www.cma.army.mil

U.S. Army Medical Research and Materiel Command: https://mrmc.amedd.army.mil