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Soldiers are the Decisive Edge

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We Make Soldiers Strong We Make Soldiers Strong ASA(ALT)

1 October 2010

Malcolm R. O’Neill

Assistant Secretary of the Army

(Acquisition, Logistics and Technology)

American Soldiers are our most important customers. Our men and women in uniform are at 

the center of all that we accomplish and are the focus of all our plans. We are a 43,000 member 

workforce that is dedicated to meeting the needs of Soldiers around the clock and around the 

world. We are an organization comprised of 11 Program Executive Offices, two Joint Program 

Executive Offices, seven Deputy Assistant Secretaries, one Deputy for Acquisition and Systems 

Management and three Direct Reporting Units in 13 locations nationwide, including several major 

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

The Army Acquisition, Logistics and Technology community is charged to perform a vital mission to 

provide our Soldiers a decisive advantage in any mission by developing, acquiring, fielding 

and sustaining the world’s best equipment and services and leveraging technologies and 

capabilities to meet current and future Army needs. We make Soldiers strong by providing them 

with leading-edge technologies and advanced capabilities to dominate in our current operations 

across the battlespace while simultaneously preparing to respond decisively to future threats.

In providing our Soldiers with world-class capabilities, we remain ever mindful that our most 

important asset is our people. Our skilled and dedicated professionals execute diverse 

responsibilities on a daily basis to enable the disciplined management of an extensive acquisition 

portfolio that ranges from Soldier Modernization to Combat Vehicle Modernization and from the 

Network to Engineer Mobility and from Intelligence, Surveillance and Reconnaissance to Precision 

Fires. These responsibilities include Science and Technology as well as research and development; 

program management; contracting; systems engineering; procurement policy; logistics policy; 

chemical weapons destruction and demilitarization; defense exports and international cooperation; 

and several other areas.

Every day America’s Soldiers put mission, unit and country first. They serve with distinction in 

Afghanistan and Iraq; in the Balkans, in Kuwait, in the Sinai, in Korea—in 80 countries worldwide. 

They face threats that constantly evolve and change—quite literally overnight—and their skill and 

courage in meeting these challenges makes us very proud. As you read this publication and learn 

more about the Acquisition, Logistics and Technology community, you will understand that our top 

priority is to ensure America’s Soldiers are the decisive edge. We will not let them down.
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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 Assistant Secretary of the Army for Acquisition, Logistics 

and Technology (ASA(ALT)) 

ASA(ALT) Leadership Philosophy and Strategic Context

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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ASA(ALT) is committed to ensure SOLDIERS ARE THE DECISIVE EDGE by fielding the best equipment 

and services, enabled by technology, to the Warfighters serving our Nation. By squarely placing the 

needs of the Soldier first, our leadership philosophy is grounded in the belief that the Army must ensure 

production of the highest-quality capabilities and deliver them in an efficient and timely manner. This 

philosophy also aims to promote partnerships with industry and academia, transparency, continued 

acquisition reform and high standards for the Army’s Acquisition Workforce. ASA(ALT) is committed to 

serving its Army, Joint and International Partners and the American public by ensuring responsible and 

effective management of taxpayer dollars. Leveraging technological innovation through these partnerships 

is a key element of this leadership philosophy. 

The realities of this strategic context require the acquisition community to frame its response to the 

evolving needs of Soldiers and effectively transform Army acquisition—in conjunction with our key 

stakeholders. We must enable our community to respond to Soldiers’ needs. We must focus our efforts 

in three major areas: 

• In the broadest context, we must assess and adjust at legal, statutory and regulatory levels. Alongside 

the guiding tenets of our business, we must be willing to challenge the status quo, change our basic 

rules of engagement and be able to “tell the emperor he has no clothes” if needed. 

• Within our acquisition community, we must analyze how we are aligned and maximize our relationships 

with industry, the media and other key stakeholders. Part of this includes our growing partnership with 

U.S. Army Materiel Command and focus on the Materiel Enterprise (ME) and Commodity Teams.

• Placing our focus internally, we must maintain oversight, traceability, stewardship, accountability 

and transparency. The American Soldier is our priority and most precious resource. We face a global security 

environment characterized by persistent conflict against enemies determined to disrupt the Soldiers’ 

mission. We must do everything we can to provide the best equipment to deliver Soldiers to the 

battlefield for fire and maneuver, to communicate, engage, disengage and continue to operate with 

confidence in force protection. We want our Soldiers to return from every operation and engagement. 

The Army’s approach to modernization must help to counter rapidly emerging threats that change the 

nature of battlefield operations, and capture lessons learned from a range of scenarios including close 

combat and improvised explosive devices (IED). 

We must sustain, improve or divest current systems based on operational value, capabilities shortfalls and 

resources available ... decisions are part of our Modernization Strategy that will influence the development 

and fielding of new systems. 

Decentralized operations are required within the context of Mission Command. The complex and 

uncertain strategic environment dictates the need for capabilities and weapon systems that provide the 

essential qualities of adaptability and versatility. This is important for Soldiers to operate in current and 

future contingencies across the spectrum of conflict. 

Lessons learned from the current operating environment and a capability-based assessment highlight that 

some current capabilities do not adequately counter the current threats and lack capabilities to adequately 

meet operational requirements of future Warfighting concepts and threats.

ASA(ALT) Leadership Philosophy Acquisition Focus

Strategic Context

SOLDIERS ARE THE DECISIVE EDGE
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https://www.alt.army.mil ASA(ALT)

ASA(ALT) strives to meet the needs of Soldiers by providing the highest-quality capabilities and equipment at the right place and at the 

right time.

Provide our Soldiers a decisive advantage in any mission by developing, acquiring, fielding and sustaining 

the world’s best equipment and services and leveraging technologies and capabilities to meet current and 

future Army needs.

A highly innovative organization of dedicated professionals transforming the Army with integrated 

Acquisition, Logistics and Technology (AL&T) capabilities to provide Soldiers a decisive advantage and win 

our Nation’s wars!

ASA(ALT) Mission

ASA(ALT) Vision

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 

development of this workforce. We must ensure that individual skill sets are matched with relevant work 

requirements. We must promote an environment of open communications, 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, which include Army, Joint, Industry, International and 

Academia, as well as Congress and, very importantly, the American people. 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 of interoperability of Army capabilities.

Our 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. 

In summary, our Credo is guided by a set of common beliefs: 

• We will ensure SOLDIERS ARE THE DECISIVE EDGE through innovative 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 these operations. 

• We will SUPPORT THE WARFIGHTER, while striving to ACHIEVE ACQUISITION EXCELLENCE.

• We PROVIDE SOLDIERS WITH THE DECISIVE EDGE, while MODERNIZING SYSTEMS AND 

PLATFORMS TO MEET CURRENT AND FUTURE OPERATIONAL REQUIREMENTS.

ASA(ALT) Credo
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SOLDIERS ARE THE DECISIVE EDGE. ASA(ALT) develops, acquires, delivers and sustains the 

capabilities and equipment needed to provide Warfighters with the decisive edge in battle. This is achieved 

by combining and leveraging the four Ds: DESIGN, DEVELOP, DELIVER, DOMINATE—principles which 

inform the Army’s commitment to Soldiers. 

Soldiers...Warfighters...are at the heart of everything we do. The Army is over one million strong men and 

women, Active and Reserve—steeled by more than nine years of war; there is now a generation of battlehardened Soldiers not seen in more than 30 years. They are strengthened by their sacrifices and resolved 

to defeat the enemies of our Nation. They will continue to face a dangerous and uncertain operational 

environment for the foreseeable future. 

The nearly 43,000 civilian and military members of our Army Acquisition Workforce are located in our 

Program Executive Offices (PEOs), in various commands and in other organizations across the Army. 

During 2010, this workforce managed 36 percent of every Federal dollar spent on contracts. Every day 

our professionals make a direct impact on products and services we procure for Soldiers. 

The objectives of our personnel 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. 

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. 

Our commitment to our people underwrites 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.

ASA(ALT) Overview

WE ARE ... members of a dedicated and professional DOD Acquisition Workforce... 

WE ARE ... more than 43,000 civilian and military acquisition professionals and staff... 

• Dedicated to providing essential equipment and materiel support to the Soldier when and 

where needed;

• Committed to principles of fiscal stewardship, ethical behavior, moral courage and acquisition and 

procurement integrity;

• Embracing the Army Ethos; and,

• Educated to meet mission requirements: 94 percent of Army Acquisition Corps Officers have 

advanced degrees.

WE ARE ... an independent, fully accountable and transparent acquisition community... 

•	 Organized by 11 PEOs, two Joint PEOs and three Direct Reporting Units (DRUs) throughout the 

United States;

• Responsible and accountable to Article 2, Section 2, Presidentially appointed and Senate-confirmed 

civilian leadership;

• Responsible for over 650 acquisition programs; and,

• Responsible for a budget that exceeded $40 billion in FY10.

WE ARE ... an expeditionary workforce capable of deploying anywhere, anytime... 

•	 More than 4,000 civilian personnel deployed in support of global military operations; and,

• Able to perform the full range of acquisition and procurement activities in support of the Soldier 

and combatant commander.

WE ARE ... a self-aware and outcome-oriented Army acquisition enterprise... 

•	 Committed to continuous self-assessment and improvement; and,

• Dedicated to the principles of Army 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;

• Spanning 21 laboratories and research, development and engineering centers across five Army 

Commands, Army Service Component Commands and DRUs in 14 states; 

ASA(ALT) Identity—Who We Are

The complex and uncertain strategic environment dictates the 

need for capabilities and weapons that provide essential qualities 

of adaptability and versatility to operate in current and 

future contingencies. 

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

• More than 17,500 scientists, engineers and laboratory workers and a six-year budget of roughly $11 billion;

• Overseeing Army-sponsored university investments at four major University Affiliated Research 

Centers (UARCs) (located at the Universities of Texas, California-Santa Barbara, Southern California 

and the Massachusetts Institute of Technology); six 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 

centers of higher learning across the country; and,

• Identifying and funding Nobel Laureates whose discoveries have led to superconductors, smart 

munitions and advances in target designation and illumination. At present, six Army-sponsored 

Nobel Prize winners are working on Army relevant technologies in several key areas including 

nanoelectronics and high-performance information processing.

WE ARE ... a community dedicated to the elimination of the stockpile of chemical agents in 

accordance with the Chemical Weapons Convention... 

•	 As of mid-August 2010, 78 percent of the stockpile has been destroyed; 

• We have 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; 

• The Pine Bluff Facility is expected to complete elimination of its chemical agent stockpile and begin 

closure operations in the coming year;

• Construction operations are ongoing at Pueblo Chemical Agent–Destruction Pilot Plant in Colorado 

and Blue Grass Chemical Agent–Destruction Pilot Plant in Kentucky; and,

• We remain committed to the safety of our workforce, the public and the environment. 

WE ARE ... a community dedicated to mitigating the chemical, biological, radiological and nuclear 

threat to DOD and our Nation... 

•	 Providing all Services and civilian first responders chemical, biological and radiological defense 

equipment and medical products;

• Developing and fielding cutting-edge multi-use chemical, biological and radiological defense capabilities 

and medical products for homeland defense and combat operations, to include installation protection 

at home and abroad; and,

• Committed to developing the capability to rapidly provide vaccines and therapeutics to emerging 

biological threats, to include infectious diseases.

ASA(ALT) has established a set of key strategic priorities, both organizationally and with respect to the 

materiel and services that our community proudly provides to the American Soldier and Warfighter. These 

priorities encompass and focus our dedication to our mission; capture and emphasize the collaboration 

across organizational and command boundaries to meet Soldiers’ needs; and guide our ability to achieve 

our vision. These strategic priorities provide an enduring bond across our diverse community, unifying our 

energy and ensuring that we maintain clear purpose in our service to the Nation. 

Deliver materiel and services to provide the core capabilities to guarantee SOLDIERS ARE 

THE DECISIVE EDGE.

The Army’s ability to accomplish core requirements are established in our National Security Strategy, 

National Defense Strategy, National Military Strategy and Army Strategy and Campaign Plan—we provide 

our Soldiers with the best equipment, materiel, services and support that the Nation can enable. We 

embody this goal through innovative acquisition business practices, through comprehensive efforts to 

collaborate with our key internal and external stakeholders and through an extensive practice of selfassessment to continuously improve our capabilities as an AL&T Workforce. We continue to develop the 

ME as an effective body to resolve operational and programmatic issues affecting the entire community. 

We are seeking efficiencies in all aspects of our business practices, cultivating a professional, world-class 

workforce and are complying fully with the statutory and regulatory guidelines which create the strategic 

context of our mission and responsibilities. 

We must continue to fully leverage the skills and capabilities of our exemplary professional workforce, 

and continue to enhance those capabilities through collaboration with our key stakeholders in Congress, 

Joint and International Partnerships, within the media and academia and with the American People.

ASA(ALT) Strategic Priorities 

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 $24 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, building interoperability and building 

relationships to meet strategic objectives;
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Improve Force Protection and Soldier Survivability 

We design and develop the best for our Soldiers; they are our priority and most precious asset.

ASA(ALT) is currently developing a host of cutting-edge technologies to include lighter-weight armor 

composites which will be spun out to the force as they become available. The Army Research Laboratory 

is currently experimenting with combinations of fibers, polymers and other materials which provide 

protection equal to traditional steel at a lighter-weight to better enable tactical and combat vehicles to 

deploy and move more easily with the best armor protection available. 

ASA(ALT) is experimenting with lighter-weight Soldier materials and gear such as lithium ion batteries 

and body armor designed to improve Soldiers’ ability to maneuver while in hostile environments. These 

experiments include testing lighter-weight .50 caliber machine guns and rifles. 

The Army continues to push the boundaries of scientific and technological innovation to discover and 

deploy the best counter-IED systems available. These capabilities span a range of technologies to include 

Mine Resistant Ambush Protected vehicles, counter-IED jammers and aerial reconnaissance units such as 

Task Force ODIN – Observe, Detect, Identify and Neutralize. ODIN consists of C-12 aircraft working in 

tandem with unmanned aerial systems to find and destroy IED emplacers and the terror networks which 

support them. 

Lead Army Acquisition Transformation 

We are transforming Army acquisition to ensure our Soldiers are equipped with the best product, 

at the right time, for the right price. 

ASA(ALT) is deeply immersed in efforts to continuously transform the acquisition process by examining 

its processes with the goal of gaining efficiencies. For instance, at the request of the Secretary of the Army, 

ASA(ALT) has launched a 120-day study—an Army Acquisition Review aimed at assessing the strengths 

and weaknesses implicitly woven into the acquisition processes with a mind to furthering transformation. 

The idea of the study is to take a holistic look at the many nuances of acquisition management to include 

policy, funding, requirements, major programs and synchronization with the Army Force Generation 

(ARFORGEN) process.

ASA(ALT) has continued to implement provisions of the 2009 Weapon Systems Acquisition Reform Act which, 

among other things, calls for responsible financial stewardship and key specific steps such as increasing 

testing and prototyping earlier in the developmental cycle as a way to reduce costs and risks. The ultimate 

goal of acquisition reform is for ASA(ALT) to work with our industry and academic partners to more 

efficiently develop and deliver capabilities needed by the Soldier. 

A key aspect of this is an effort to identify and addresses inefficiencies discovered in the acquisition 

process. The rationale for this effort is grounded in the idea of accomplishing more acquisition objectives 

without necessarily receiving more financial resources. ASA(ALT) seeks to continuously improve its 

capacity to Design, Develop, Deliver, Dominate—and Sustain. We must do more without more.

With this in mind, focusing on acquisition reform means we must also keep pace with the fast-changing 

nature of the battlefield and account for unexpected contingencies. We are continuing to improve how 

we manage system-of-systems across their entire life cycle—to better understand, anticipate and respond 

to emerging requirements for warfighting capabilities, and we are actively addressing successful rapid 

acquisition methods for adoption as core business processes.

Part of this transformation process hinges upon the results of the Army’s Capabilities Portfolio Reviews 

(CPRs) which have taken up a detailed examination of groups of technologies and systems from a portfolio 

perspective—with a mind to looking at how they relate to one another. A key emphasis of the CPRs is to 

identify areas where efficiency can be increased and redundancies eliminated. The reviews are grounded in 

the reality that the Defense budget will not increase at the 

levels it has increased in recent years, therefore ushering in 

a more constrained budget environment anticipated in 

coming years. The CPRs include aviation; network and 

radios; precision fires; air and missile defense; tactical 

wheeled vehicles; Soldier; engineer mobility; combat 

vehicle modernization; and intelligence, surveillance 

and reconnaissance. 

Also, ASA(ALT) is implementing an incremental approach to 

acquisition by acquiring mature technologies in increments 

over a period of time to reduce risk. This incremental 

approach provides an acceptable level of improved 

operational capability against validated requirements. 

“If we are to preserve the Army that we have built 

so painstakingly over the last eight years, we, the 

civilians and military leadership of the Department, must 

fundamentally change the way we do business.

”

GEN George W. Casey Jr.,

U.S. Army Chief of Staff

ASA(ALT) will continue to push the envelope of technological 

possibility to develop, acquire, deliver and sustain mature systems 

able to give Soldiers a decisive edge on the battlefield.
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We will explore methods to ensure more flexibility is built into requirements statements and discipline 

is maintained against requirements creep. It is critical that we sharpen our ability to affect integrated, 

responsive and economically viable requirements development. 

For example: 

• The Materiel Development Decision offers a very early high-level review of any potential materiel 

solutions. This review affords the senior leadership an opportunity to evaluate the requirement, assess 

the technology associated with the material solution and enable an informed decision whether to 

proceed and where in the acquisition life cycle the program should enter. 

• Materiel Acquisition, Logistics and Technology (MALT) Reviews involve an effort to look at how 

technologies and weapon systems are developing with respect to the entire life cycle of the 

equipment—involving new procurement, reset, recap and sustainment of existing systems. 

• The Preliminary Design Review allows senior leadership to make a more informed decision whether to 

allow the acquisition program to continue on to the next life-cycle phase, terminate or to identify 

actions that must be completed before moving on.

• Configuration Steering Boards provide senior leadership with a periodic review of the acquisition 

program. Such a review can result in modifying the requirement, adjusting the funding and many other 

potential solutions to correct the course of that program. 

• Synchronizing Acquisition with ARFORGEN. ASA(ALT) must align its acquisition practices with ongoing 

efforts to modularize the force through the ARFORGEN process. This means that an equipping and 

development strategy needs to be aligned with the way units are constructed; the ARFORGEN model 

continues to dismantle the Cold War division structure and instead align forces according to Brigade 

Combat Teams which are composed as they are intended to be deployed. The idea is to build more 

versatile, more expeditionary and reactive forces able to meet the fast-changing demands and 

challenges of an asymmetrical, conventional or hybrid battlefield. 

• Programs’ acquisition strategies will take these nuances into account and seek to develop and deliver 

the capabilities required by our Soldiers. With this in mind, acquisition processes will focus on 

delivering technology rapidly when needed to accommodate time-sensitive demands and also retain 

and adjust emphasis on standard developmental procedures which may or may not meet operational 

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.

We must further embrace the interdependencies of systems and platforms—both under development and in 

sustainment—to fully understand and articulate the resource, scheduling and operational impacts of program 

adjustments. We are establishing the mechanisms to coordinate across programs, through time, by formation, 

and to link the entire plan to the ARFORGEN and planning, programming and budgeting processes.

We must also continue to build the capability and capacity to manage systems of systems across their 

entire life cycle. Likewise, we must improve our ability to work with the U.S. Army Training and Doctrine 

Command (TRADOC), other Army entities and combatant commanders—to fully understand and 

anticipate emerging requirements for warfighter capabilities—through refinement, development and 

production processes, and throughout the operational lifespan of systems.

Enabling Army Modernization 

We enable Army modernization so our Soldiers complete the mission today and tomorrow. 

ASA(ALT) will continue to push the envelope of technological possibility to develop, acquire, deliver 

and sustain mature systems able to give Soldiers a decisive edge in the fight. Working with the G-8, 

TRADOC and all our PEOs, ASA(ALT) must strive to develop the best new capabilities for Soldiers such 

as networking technologies, lightweight armor and Soldier gear, new vehicles and the state of the art in 

counter-IED technology...and much more. 

Modernizing for the future means ASA(ALT) will continue to strengthen its focus on a system-of-systems 

approach which recognizes the interdependent nature of technologies in development. For instance, the 

robots, unmanned aerial vehicles and sensors which comprise much of the Early Infantry Brigade Combat 

Team (EIBCT) technologies depend on the robustness and functionality of the battlefield network. The 

technologies and systems are being developed in tandem with one another; a sensor feed needs a network 

to travel through for Soldiers to gain the benefit of accessing real-time, battle-relevant information 

across the force at the battalion level, above and below. The network uses high-bandwidth waveforms to 

move more information faster and more efficiently across the force in real-time—marking a substantial 

technological leap beyond the capabilities on today’s battlefields. These EIBCT technologies—and the 

network—are slated to deploy with units in 2011.

Enhance Army Science & Technology 

We push the boundaries of science and develop advanced technologies to give our Soldier the 

decisive edge. 

Modernizing for the future means that ASA(ALT) will continue to leverage lessons learned in battle as a way 

to support the full range of the Army’s equipping initiatives. This means that we will remain at the forefront 

of scientific and technological discovery so that our Soldiers receive the best gear and remain in front of 

increasingly adaptive adversaries. 

ASA(ALT) will continue to make the acquisition process amenable to technological innovation so that our 

most precious resource—our Soldiers—receive what they need to prevail. This requires continued efforts 

to harness strong relationships with industry, academia and our S&T community in order to capitalize on 

cutting-edge advancements. 

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.
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Continue to Rebuild and Enhance the Capability of the 

Army 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 43,000—a significant reduction from the Cold War 

era—but an increase due to the consistent support by DOD and Congress for a stronger, more resilient 

and expeditionary acquisition and contracting workforce. These acquisition professionals are located in 

our PEOs, in various commands and in other organizations across the Army. During 2010, 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. By the end of FY10, we hired and in-sourced a total 

of 1,791 new civilian acquisition employees.

To better support the Army, enable our combatant commanders and alleviate the stress of doing more 

without more, we are rebuilding (growing) and rebalancing (aligning the right skills to the work) the 

Army Acquisition Workforce. Since 2009, the Defense Acquisition Workforce Growth Strategy has 

been implemented. The objective is simple and remains straightforward: to ensure DOD has the right 

acquisition capability and capacity 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.

We must also continue to strengthen the unique identity of our Acquisition Workforce professionals and 

our programs to care for them. In addition, we must accelerate our work to institutionalize Contingency 

Contracting as a core competency to enable Army-wide program management and logistics that is needed 

to perform the strategic and operational logistics functions required to make immediate and long duration 

expeditionary operations a reality. To this end, we are adjusting our organizational structures and personnel 

policies to better support and enable our Army’s transformation to become a Joint, expeditionary and 

campaign capable force and to better execute core processes in our ARFORGEN model.

Our goal is to enable our dedicated professionals to develop the capacity to execute their missions 

effectively in a diverse series of environments as a global expeditionary workforce.

Enhance our Capability and Capacity to Communicate 

our Strategic Priorities to our Key Stakeholders 

We continue to more fully develop the capability to communicate more effectively with both our internal 

and external stakeholders, through engagements with Congress, industry and our Defense and International 

Partners. 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 priorities to advance our organizational mission and vision, and 

to ensure the success of critical Army acquisition programs;

• Build Cooperative and Effective Relationships with ASA(ALT) stakeholders to establish more 

transparent communication practices to enable more effective and efficient capability to achieve our 

strategic priorities; and,

• Build Internal and External Advocacy for Army and ASA(ALT) priorities and initiatives through 

carefully focused activities intended to educate and inform key stakeholders. 

Ultimately, to accomplish our mission for Soldiers, we are working—as part of an overarching Department 

of the Army effort—to communicate with our stakeholders in a clear, unambiguous manner.

This reference provides an overview of the organizations, accomplishments, activities, portfolios and 

strategic priorities maturing across the Army AL&T community. We invite you to contact both the leaders 

and members of the AL&T Workforce for a greater understanding of our priorities and objectives. It 

is our hope that this publication furnishes an in-depth perspective on our people, the programs which 

comprise our acquisition portfolio, and the areas in which we are continuously striving to improve.

We will continue to emphasize and build our capability and capacity to accomplish our strategic priorities: 

• Deliver materiel and services to provide the core capabilities to guarantee SOLDIERS 

ARE THE DECISIVE EDGE;

• Improve force protection and Soldier survivability;

• Lead Army acquisition transformation;

• Enable Army modernization;

• Enhance Army Science and Technology;

• Continue to rebuild and enhance the capability of the Army Acquisition Workforce; and,

• Enhance our capability and capacity to communicate our strategic priorities to our 

key stakeholders.

As we move forward, we must remain focused on the strategic priorities documented in this publication, 

and urge you to view the companion documents and strategies referenced earlier to gain a greater 

understanding of the strategic context in which we operate.

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

Army Acquisition Enterprise Army Acquisition Enterprise

Leadership Subordinate Headquarters Locations
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We Make Soldiers Strong We Make Soldiers Strong

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 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 and where 

they need it.” For example, the Rapid Fielding Initiative 

process continues to provide an increasing array of 

state-of-the-art 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.

In the past year, the Army has contracted for more than 

7,000 additional Mine Resistant Ambushed Protected 

(MRAP) vehicles for Afghanistan, of which nearly 5,700 

are the more mobile MRAP All Terrain Vehicles. 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, there are 

more than 1,000 unmanned aircraft in theater which 

have accumulated in excess of one million flying hours 

in support of combat operations.

Assistant Deputy for Systems-of-Systems Engineering 

Aviation, Intelligence & Electronic Warfare Directorate

Battle Command Directorate

Combat Sustainment Systems Directorate 

Future Force Integration Directorate 

Missile Systems/Ammunition Directorate 

Soldier/Maneuver Systems Directorate 

Special Programs Directorate 

Focus

Our belief is that “We want to provide our Soldiers 

dominating capabilities so that they are never in a 

fair fight—ensuring that our Soldiers hold all the 

advantages.” This belief is at the core of everything 

we do. In the last 22 months, the Army has initiated 

a holistic combat vehicle modernization strategy in 

concert with the early stages of development of the 

landmark Ground Combat Vehicle. Our goal is to 

field a new ground combat vehicle in seven years from 

the program initiation and award of the Technology 

Development Phase contract.

During the coming year, we will continue the 

development and execution of the Army Modernization 

Strategy, using the FY10-11 President’s Budgets. 

This effort will result in the accelerated fielding of 

capabilities. We will also continue with rapid and 

incremental development and fielding of the Warfighter 

Information Network-Tactical. This network 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.

Subordinate Organizations
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We Make Soldiers Strong DASA for Acquisition Policy and Logistics We Make Soldiers Strong

We will continue our focus on development and 

implementation of robust supportability strategies 

that reflect our integrated logistics support policies 

to ensure programs are postured for success. We 

completed three Lean Six Sigma (LSS) projects this year 

and currently have five LSS projects in process. 

We will continue to seek opportunities for continuous 

process improvement in support of our customers. We 

will continue our work to develop policy for managing 

risks to Army systems caused by the compromise 

of Army program information due to cyber attacks 

on defense contractors. We will conduct damage 

assessments on such attacks in collaboration with 

the DOD Cyber Task Force that are intended to 

measure the impacts of attacks and help formulate 

strategies for program recovery. To address the 

growing threat to acquisition programs by such cyber 

attacks, we are working closely with the Office of the 

Secretary of Defense (OSD) and the other Services to 

develop policy and approaches to enhance acquisition 

program protection and to mitigate risk in the 

increasingly globalized supply chain for information and 

communications technology used in Defense systems. 

We educate the workforce and promulgate acquisition 

and industrial base public law and OSD policy throughout 

the Army. We are currently updating Army Regulation 

70-1 “Acquisition and Industrial Base Policy,” based on 

regulatory and statutory requirements and changes 

directed by Congress. We review congressional language, 

develop and review OSD and Army legislative initiatives 

and ensure consistent standardized business practices 

to protect taxpayer interests. 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. Most 

importantly, we develop acquisition and logistics policies 

that assure Warfighters have a technological edge over 

the United States of America’s adversaries.

DASA for Acquisition 

Policy and Logistics

Acquisition Policy and Industrial Base Directorate

Defense Industrial Base Cyber Security Office 

Logistics Plans and Programs Directorate

Logistics Policy Directorate

Weapon Systems Acquisition Logistics Directorate

Subordinate Organizations

Overview Focus

We are responsible for development and oversight 

of Department of the Army acquisition policies and 

life-cycle logistics policies and procedures for materiel 

development and total life-cycle management of weapon 

and support systems. We direct, formulate and guide 

execution of Army acquisition, life-cycle logistics, 

industrial base and industrial base cyber security policies 

for an Army acquisition program portfolio that exceeds 

$50 billion annually.

We continue to develop and refine policies and 

procedures for all phases for systems acquisition and 

life-cycle logistics that align with DOD policies and Army 

requirements. Over the past year, we have partnered 

with the G-4 and made significant progress toward the 

Army goal for a common logistics operating environment 

(CLOE) that will improve mission readiness, reduce the 

logistics footprint and reduce life-cycle cost. We have 

developed and integrated Item Unique Identification 

and Condition Based Maintenance Plus policies as key 

enablers to CLOE and DOD goals for net-centricity 

across the Army Integrated Logistics Architecture. We 

continue to develop and update Army policies, processes 

and tools to improve implementation of performancebased logistics strategies and type classification and 

materiel release policies and procedures.

We have ensured logistics support requirements 

for emerging materiel and systems were adequately 

defined, developed, resourced and implemented 

through our review and commentary of requirement 

and programmatic documents, participation in teaming 

efforts to define and develop support strategies and 

general oversight on behalf of the ASA(ALT).
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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 (FMS); 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 FMS program. We process more 

than 7,000 commercial licenses for the transfer of exportcontrolled equipment and technical data per year, which 

permits commercial sales to allies and partners, supports 

industrial base sustainment and protects sensitive Army 

technology. We negotiate international agreements for 

the Army and serve as the Senior National Representative 

(Army)/Army Head of Delegation in numerous bilateral 

and multilateral forums.

We manage an annual budget that totals approximately 

$150 million in FMS administrative funds and research, 

development, test and evaluation funds. Our budgetary 

oversight activities include $24.2 billion in FMS, as well as 

cooperative research and development efforts that have 

yielded more than $73 million in foreign contributions this 

fiscal year.

Focus

During this past year, we have developed a number of 

Information Exchange Agreements on the subject of 

counter-improvised explosive device (C-IED) technology in 

support of the current fight. These agreements facilitate the 

exchange of research, development and testing information 

on C-IED technologies between the labs of the U.S. Army 

Research, Development and Engineering Command and 

foreign counterparts in Australia, Canada, France, Germany, 

Israel, Japan, Netherlands and the United Kingdom. 

In some cases, these exchanges have resulted in followon project work, bringing a real-time solution to counter 

the IED threat to troops in the theater of operations. 

For example, we signed an international cooperative 

arrangement with Canada for the loan of one Canadian 

Husky III Mine-Clearing vehicle, facilitating the rapid 

integration and testing of a new Ground Penetration Radar 

(GPR) by the U.S. Army Communications-Electronics 

Research, Development and Engineering Center Night Vision 

and Electronic Sensors Directorate.. The loan allowed for 

Canadian integration of GPR diversion sets on their Husky 

vehicles for immediate deployment to C-IED missions in 

Operation Enduring Freedom. 

We have also facilitated and expedited the delivery of 

key warfighting capabilities to Iraqi and Afghan National 

Security Forces, coalition partners and allies through the 

FMS process. One particular area of focus over the past 

year has been the transfer of missile defense technology 

to allies in the Middle East and East Asia. These activities 

require extensive coordination with the relevant Security 

Cooperation Offices in-country, the Global Combatant 

Commands and the Army Staff.

As the Army’s Authorized Exemptions Official, we certified 

more than 30 requests from Army Program Executive 

Offices and U.S. companies to export defense equipment 

and information in support of acquisition objectives, 

cooperative research and development programs and 

current operations.

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 

Office of the Under Secretary of Defense for Acquisition, 

Technology and Logistics’ recent decision to approve 

funding for seven Army Coalition Warfare Program 

projects for execution in FYs 11 and 12. Together, these 

projects will leverage approximately $5 million in Office 

of the Secretary of Defense funds for use in Army efforts 

to address coalition interoperability and other urgent 

Departmental needs.

Armaments Cooperation Directorate 

Policy and Resources Directorate

Security Cooperation Integration and Exports Directorate

Strategy and Plans 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 these 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.

Soldiers are the Decisive Edge

DASA for Elimination 

of Chemical Weapons

DASA for Elimination of Chemical Weapons 

Overview

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 (Pueblo, 

CO, and Blue Grass, KY). Three sites have completed 

operations: Johnston Atoll Chemical Agent Disposal 

System; Newport Chemical Agent Disposal Facility, 

IN; and Aberdeen Chemical Agent Disposal Facility, 

MD. Operations continue at Tooele Chemical Agent 

Disposal Facility, UT; Anniston Chemical Agent Disposal 

Facility, AL; Umatilla Chemical Agent Disposal Facility, 

OR; and Pine Bluff Chemical Agent Disposal Facility, 

AR. Construction operations are ongoing at the Pueblo 

Chemical Agent–Destruction Pilot Plant, CO, and Blue 

Grass Chemical Agent–Destruction Pilot Plant, KY.

As of mid-August 2010, 78 percent of the stockpile has 

been destroyed. 

In the coming year, closure operations will begin at 

Pine Bluff, and destruction operations will continue at 

Anniston, Tooele and Umatilla.

Focus

Business Management Directorate 

Chemical Demilitarization 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 FY10 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 fifth cycle of a very successful 

initiative that began in 2005, which provides a venue for 

presentation of Acquisition Category I, II and specialinterest programs to a cross-Program Evaluation Group 

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 FY09 and FY10 results. Plans are underway 

to integrate the Business Enterprise Architecture with 

the other Army business domain architectures to 

improve teaming. We will conduct the sixth 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

Acquisition Business and Systems Transformation Directorate 

Plans, Programs and Resources 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 $86 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) 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 and serve as the ASA(ALT) proponent 

for the weapons systems review process.
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DASA for Procurement

DASA for Procurement

Overview

As the lead authority for the Army contracting 

enterprise, we are responsible for procuring the best 

quality weapons systems, equipment and services for 

our Soldiers. 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 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 Soldiers.

During this past year, we significantly improved the 

effectiveness of procurement oversight, contract 

administration and procurement support for Soldiers. 

We strengthened the procurement management review 

program to more fully assess contract management 

activities and the health of the contracting function. 

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. We are 

implementing a plan to close them by the end of FY11. 

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. 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

Business Operations Directorate

Enterprise Systems Directorate

Operational Contracting Policy and Support Directorate 

Procurement Policy and Support Directorate

Subordinate Organizations
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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 the performance of 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 conducted 10 

independent readiness reviews to assess the 

technological maturity of systems transitioning through 

acquisition milestones. These reviews helped to identify 

risk reduction efforts needed to ensure that adequate 

technological maturity is reached before milestone 

approval is sought.

Army S&T is leading the DOD initiative to provide 

deployable force protection capabilities for deployed 

troops operating in smaller, expeditionary bases. We 

Soldiers are the Decisive Edge

DASA for Research 

and Technology 

DASA for Research & Technology

are researching, developing and maturing technologies 

to detect, assess and defend against threats to 

bases. Solutions drive toward resilient, low-logistics, 

lightweight, easily transportable, minimal manpower 

products that readily scale and integrate with other 

base defense systems. 

We continue to provide extensive support to the Joint 

High Power Solid-State Laser program—this laboratory 

laser is being moved to the Army’s High Energy Laser 

System Test Facility at White Sands Missile Range, NM, 

to enable high power field testing against range targets.

Army S&T is developing two full-system Advanced 

Affordable Turbine Engine (AATE) demonstrators—an 

affordable, fuel-efficient, 3,000-horsepower-class turboshaft engine that will provide improved operational 

capability for Black Hawk, Apache and other Future 

Force rotorcraft. AATE will reduce specific fuel 

consumption by 25 percent, increase horsepower-toweight ratio by 65 percent, and reduce production and 

maintenance costs by 35 percent. 

We are also developing technology to enable nextgeneration, integrated electronic warfare that will allow 

for coordinated detection, geolocation, reporting and 

engagement of multiple radio-frequency threats, while 

maintaining communications on-the-move. 

In the coming year, the Army 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 lighter-weight 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.

Army Science Board Directorate

Medical Directorate (assigned to Medical Research 

and Materiel Command)

Research and Laboratory Management Directorate

Science and Technology Integration Directorate

Technology Directorate

Subordinate Organizations
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DASA for Strategic 

Communication and 

Business Transformation

Overview

We are responsible for Strategic Planning, Business 

Transformation, Strategic Communications and 

Congressional Affairs for ASA(ALT). Strategic Planning 

derives ASA(ALT) priorities from Army and DOD 

guidance. We help key Army documents including the 

Army Strategy, Army Campaign Plan, Army Modernization 

Strategy and the Army Equipping Strategy. Higher level 

documents such as the DOD Strategic Management 

Plan and Under Secretary of Defense (Acquisition, 

Technology and Logistics) improvement directives also 

guide our strategic direction. 

Strategic Communications works integrally with 

Strategy and Business Transformation to showcase 

DOD, Army and ASA(ALT) priorities and plans 

to ensure a constant flow of information among 

stakeholders as well as clarity and consistency in 

messaging. Strategic Communications provides the 

continuity and quality control necessary to achieve 

those vital ends and to ensure that the acquisition 

community “speaks with one voice.” Strategic 

Communications also has an important role in 

coordination with Congressional Affairs in taking our 

plans, programs and priorities to the United States 

Congress. We plan, coordinate and facilitate a range 

of events to include demonstrations and displays on 

Capitol Hill, meetings, testimonies, reports and prompt 

response to queries. These events help to build a better 

understanding of priority Army acquisition programs 

and our efforts to provide Soldiers with a decisive 

advantage in any mission they are called to perform.

Business Transformation identifies, coordinates, trains 

and facilitates the implementation of transformation 

and performance improvement initiatives across the 

acquisition workforce. Priority and focus for these 

efforts come from strategic planning documents as well 

as guidance provided by ASA(ALT) leadership. Our 

Business Transformation efforts rely heavily on Lean 

Six Sigma (LSS) processes and methods to explore 

simple acquisition/logistics process improvements, and 

manage more complex and challenging Army business 

imperatives such as the establishment of the Materiel 

Enterprise. LSS has been a driving force behind our 

ability to collectively generate $2.9 billion in savings and 

cost-avoidance in the past three years. 

In the past year, we improved teamwork and the 

flow of information among the many organizations 

with which ASA(ALT) must work to meet 

the materiel needs and services essential for 

accomplishing the Army mission. We established 

executive forums with the U.S. Army Materiel 

Command (AMC) to improve critical processes 

and address key issues in our close collaborative 

association we call the Materiel Enterprise. 

Continuous improvement and synchronization of the 

functions, processes and actions among ASA(ALT) 

and AMC entities continues to be a major focus 

to sustain world-class support to the Warfighter. 

We hosted several events for internal and external 

audiences that promoted a greater understanding of 

Army goals and objectives, as well as the challenges 

and successes. We made significant progress in 

showcasing the vital importance of ASA(ALT) in 

equipping and sustaining our Warfighters. 

During the coming year, we will continue 

to improve our strategic requirements and 

performance measures, showcase the work 

our acquisition community is doing to provide 

Warfighters with the decisive edge, demonstrate 

our commitment to delivering better value to the 

taxpayer, improve the way we do business and 

enhance our relationship with industry. As the 

Nation endures its ninth year of operations in Iraq 

and Afghanistan, we are challenged by the reality of 

a constrained budget environment, high operational 

tempo and the need to transform our acquisition 

processes to meet the demands of continuous 

operations. It is crucial that we clearly define 

our strategic priorities and how they support 

National and Joint priorities. In addition, we must 

continue to strengthen our relationships with key 

stakeholders, including Congress and the 

Defense Industry.

Focus

Business Transformation Directorate

Congressional Affairs Directorate

Strategic Communications Directorate

Strategic Planning Directorate

Subordinate Organizations

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JPEO Chemical and Biological Defense

The Joint Program Executive Office 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 nine Joint Project Managers (JPMs) 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 JPM 

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
38 I I 39

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

improvement that consolidates five extraction kits 

into one, decreasing both required training and the 

overall logistics footprint.

Light Variant Chemical, Biological, 

Radiological, Nuclear and High-Yield 

Explosive (CBRNE) Analytical Remediation 

Agency (CARA) Mobile Expeditionary 

Laboratory (CMEL)

The 20th Support Command (20th SUPCOM) 

has the validated operational need for advanced 

deployable CBRNE detection and identification 

capability in the field. The Joint Product Manager 

Consequence Management has procured and 

fielded the first of two variants of the CBRNE 

CARA CMEL system for the 20th SUPCOM. 

Fielded in May 2009, the Light Variant CMEL is 

a mobile laboratory designed to rapidly detect, 

identify and characterize radiological, chemical, 

biological and explosives evidence. This analysis 

supports intelligence gathering and consequence 

management mission planning as well as 

investigation, remediation and elimination of 

discovered weapons of mass destruction. Modular 

in design for various mission profiles, the Light 

Variant CMEL is integrated on a series of 4x4 

tactical vehicles designed for use over all types 

of roads, cross-country terrain and in all weather 

conditions, while being C-17 transportable. 

The system is designed to support combatant 

commanders and military installations, and 

to provide military support/assistance to civil 

authorities both in theater and CONUS for first 

response support. The Light Variant CMEL is 

integrated with advanced analytical technologies on 

a tactical platform for deployment and can sustain 

operations in the field for one week without 

re-supply. The system is equipped to respond to 

traditional radiological, chemical and biological 

weapons, as well as toxic industrial chemicals/toxic 

industrial materials incidents. 

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

Joint Project Manager Transformational 

Medical Technologies

Subordinate Organizations

Soldiers are the Decisive Edge

Joint Biological Agent Identification and 

Diagnostic System (JBAIDS)

JBAIDS is the first and only DOD biological 

warfare (BW) agent detection device to be cleared 

by the FDA as a diagnostic device. It provides 

DOD medical professionals with a means to rapidly 

diagnose infections in humans. Fielded biological 

warfare agent detectors, such as handheld assay 

strips, carried by individual Warfighters also use 

the JBAIDS to confirm identifications. To date, 

JPM Chemical Biological Medical Systems (CBMS) 

has deployed more than 400 JBAIDS analyzers 

worldwide to all four U.S. military Services and 

the National Guard, with additional deliveries 

continuing to the Navy. Although the JBAIDS 

focus is on intentional biological threats, in 2009 

the program’s focus shifted from the identification 

of BW agents to the identification 

and diagnosis of emerging diseases 

that have the potential to threaten 

the DOD’s force readiness 

posture. This shift in 

focus provides dualbenefit across the chemical, biological, radiological 

and nuclear and infectious disease communities. 

Since 2009, CBMS continues to be at the forefront 

of the DOD’s response to the H1N1 (Swine Flu) 

pandemic national emergency. When the Centers 

for Disease Control and Prevention (CDC) 

requested the rapid delivery of a JBAIDS H1N1 

diagnostic assay, the team reduced the development 

and delivery of the FDA-approved H1N1 diagnostic 

tool from 22 months to 83 days to meet the urgent 

need; delivering to the Warfighter and our Nation 

a worldwide critical operational capability to 

diagnose H1N1.

CBMS made several monumental contributions 

to the overall sustainability and effectiveness of 

the JBAIDS. Other notable contributions are: 

(1) an Emergency Use Authorization to diagnose 

H1N1; (2) an Extended Assay Shelf-Life Assessment, 

which will confirm assays can perform with no 

degradation up to 24 months after their date 

of manufacture; and (3) the preplanned product 

Success Stories

JBAIDS provides medical professionals with a means to rapidly diagnose infections.

The Light Variant CMEL is a mobile laboratory designed to 

support combatant commanders and military installations, and 

to provide military support/assistance to civil authorities both in 

theater and CONUS for first response support.
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We Make Soldiers Strong JPEO Joint Tactical Radio System We Make Soldiers Strong

Joint Program Executive Office for the Joint Tactical Radio System (JPEO JTRS) provides 

an Enterprise acquisition and management approach for the development, production, 

integration, testing and fielding of interoperable, secure, wireless advanced networking 

capabilities for the Joint Warfighter. 

The JTRS Enterprise is composed of five Acquisition Category 1D programs of record—

Airborne, Maritime Fixed/Station (AMF), Ground Mobile Radios (GMR), Handheld 

Manpack Small Form Fit (HMS), Multifunctional Information Distribution System JTRS 

and Network Enterprise Domain. These programs are targeted to meet the near-term 

advanced networking requirements for tactical ground, maritime and airborne platforms. 

JTRS is more than a set of legacy radio replacements—JTRS is a Joint tactical networking 

enabler designed to help move net-centric warfare beyond the command center and 

enable the tactical network to allow greater freedom of maneuver. JTRS delivers true 

networking capability to the Warfighter where it matters most—at the tactical edge. 

JPEO Joint Tactical 

Radio System

Overview
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JPEO JTRS CAAP Office Helps Deliver 

Rapid, Less Costly Communication 

Innovation to Warfighters 

Increased demand for acquisition reform coupled 

with escalating operational communication 

requirements led JPEO JTRS, in 2007, to establish 

the Consolidated Single Channel Handheld Radio 

(CSCHR) project to serve as an interim provider 

for single-channel handheld radios for DOD 

operational forces. The CSCHR project is now 

a part of the Competitive Alternative Acquisition 

Products (CAAP) Office which was established in 

September 2009 to provide oversight of CSCHR 

and other non-developmental projects. 

With the rapid fielding of innovative communication 

solutions as its focus, CAAP is successfully adapting 

the JTRS Enterprise Business Model to procure 

non-developmental items in support of immediate 

operational requirements for the Army, Marine 

Corps, Navy, Air Force and U.S. Special Operations 

Command. 

Most recently, the CAAP teamed with the Joint 

Program Office Mine Resistant Ambush Protected 

(JPO MRAP) to process four delivery orders 

totaling over $233 million during FY10. JPO 

MRAP received 8,489 dual vehicle adapters and 

17,588 handheld radios in support of Warfighters 

in Operations Enduring Freedom and Iraqi Freedom. 

Utilizing the flexibility available in the contract 

language, the Demand Assigned Multiple Access 

satellite capability became available so that Soldiers 

can communicate in rough terrain unsuitable for 

line-of-sight radios. The CSCHR project fulfilled 

JPO MRAP requirements for $52 million less then 

what JPO MRAP expected to spend. 

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

Airborne, Maritime/Fixed Station Joint Tactical 

Radio System

Joint Tactical Radio System Ground Mobile Radios

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

Soldier Radio Waveform (SRW)

As the first formally qualified JTRS Increment 1 

networking waveform, the SRW provides critical 

tactical edge connectivity between dismounted 

Soldiers, vehicles, aircraft, unmanned systems 

and ships. As JTRS’ premier mobile ad hoc 

networking platform for voice and data, SRW is 

specifically designed for the dismounted operator 

and sensor networks where battery weight and 

conservation, as well as cyber-hardened net-centric 

interconnectivity, are at a premium. Leveraging the 

efforts of the Defense Advanced Research Projects 

Agency in the early 2000s and employing a strategy 

of software re-use, JTRS has matured the IP-based 

SRW and is implementing this waveform for several 

manned and unmanned Army platforms as well as 

other JTRS programs such as HMS, GMR and AMF. 

SRW continues to evolve and has been validated in 

a variety of networking and operational situations 

since January 2009. 

Porting efforts are underway for multiple defense 

communications software-defined radios, including 

the JTRS HMS and GMR radios. Establishing SRW 

on these radio platforms is critical to achieving the 

operational vision of the Army’s Brigade Combat 

Team Modernization Plan and providing a robust 

networking capability down to the individual 

Soldier, Sailor, Airman and Marine engaged in 

tactical field operations. 

Advanced networking waveforms will help enable 

the DOD’s shift from the legacy Enhanced Position 

Location Reporting System (circa 1990) and Single 

Channel Ground and Airborne Radio System 

(circa 1980) waveforms to a more bandwidth 

efficient waveform in SRW. SRW also supports 

Army plans to provide troops a wearable radio by 

2011 that can carry voice and data signals farther 

than current devices, using a higher-bandwidth 

networking waveform to enhance connectivity and 

situational awareness.

The SRW capabilities will increase the combat 

effectiveness of individual Warfighters and small 

combat units by improving command and control 

and battlefield situational awareness during 

mounted and dismounted ground operations. 

Success Stories

Soldiers are the Decisive Edge

JTRS’ capabilities, like the HMS Manpack Radio seen here, are 

helping to move net-centric warfare beyond the command center, 

enabling the tactical network to allow greater freedom 

of maneuver.

Since 2007, the JPEO’s approach to consolidating and competing 

buys for the JTRS-approved single-channel handheld radios has 

returned more than $515 million to the Services on over 150,000 

radios and accessories. Here, a Soldier uses the Harris AN/PRC152 JTRS-approved single-channel handheld radio.
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PEO Ammunition

Program Executive Office Ammunition (PEO Ammo) is focused on being the best provider 

of conventional and leap-ahead munitions and counter-improvised explosive device (IED) 

products by fostering innovation and diversity to increase the combat power of our 

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) Maneuver Ammunition Systems (MAS) is 

responsible for providing small, medium and large direct-fire munitions to assure lethality for 

the maneuver force. They also manage all types of non-standard munitions and explosives 

to equip our allied partners. PM Combat Ammunition Systems manages indirect-fire 

mortar and artillery munitions, mortar weapons systems and mortar fire control systems. 

PM 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; IED defeat equipment; demolitions, non-lethal 

systems; grenades; shoulder-launched munitions; and pyrotechnics. Project Director Joint 

Services manages the execution of the Industrial Base modernization of government-owned 

contractor-operator facilities, ammo logistics and demilitarization programs. Project Director 

Joint Products fulfills the PEO Ammo’s SMCA acquisition and sustainment mission for two 

Air Force and Navy unique munitions families: bombs and Navy gun ammunition.

PEO Ammunition

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

While the leaded M855 is already a high-performing 

all-purpose round, a number of significant 

technology enhancements have emerged that are 

not found in the current round. These include 

improved hard target capability; more dependable, 

consistent performance at all distances; improved 

accuracy; reduced muzzle flash; and a higher velocity. 

Perhaps the most significant benefit to the Warfighter 

is that the M855A1 provides consistent performance, 

independent of yaw, over the M855. During testing, 

the M855A1 performed even better than the current 

7.62mm ball ammunition against certain targets—

blurring the performance differences that previously 

separated 5.56mm from 7.62mm. These performance 

improvements were incorporated without an increase 

to cartridge weight.

The EPR contains an environmentally friendly 

projectile. It will eliminate up to 2,000 tons of 

lead from the manufacturing process each year 

in direct support of the Army’s commitment to 

environmental stewardship. Additionally, it allows 

use of firing ranges that previously were excluded 

from M855 training due to lead restrictions.

Overall, the Army fired more than 1 million rounds 

to ensure the new cartridge met or exceeded all 

requirements. Without question, the M855A1 is the 

most thoroughly tested small caliber round ever 

fielded. Soldiers in Afghanistan began using the new, 

improved round in the summer of 2010. The M855A1 

clearly demonstrates that the Army is providing 

America’s Warfighters the best possible ammunition.

LTC Jeffrey K. Woods, Picatinny Arsenal’s Project 

Manager for MAS, who manages the program, said 

the M855A1 is, “The best general purpose 5.56mm 

round ever produced. Its fielding represents the 

most significant advancement in general purpose 

small caliber ammunition in decades.”

Project Director Joint Products 

Project Director Joint Services

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 Director Medium Caliber

• Product Director Non-Standard Ammunition

• Product Manager Large Caliber

• Product Manager Small Caliber

Subordinate Organizations

Operation Enduring Freedom Self-Protection 

Adaptive Roller Kit (OEF SPARK)

SPARK is a successful program, rapidly responding 

to multiple urgent requirements supporting both 

theaters of operation. The first fielding of SPARK 

occurred within four months of receiving funding; 

since May 2010 more than 2000 IED rollers have 

been procured; with more than 211 successful IED 

events in Operation Iraqi Freedom (OIF) and 250 

successful events in OEF. With each procurement, 

the roller has evolved to address the adaptive threat; 

from track width to front full width, followed by 

articulation and breaking, to today’s SPARK II with 

improved mobility and control—it’s the most capable 

IED roller ever fielded to protect against IEDs. 

Three route-clearance patrol members of 2nd 

Battalion, 2nd Regiment, 3rd Brigade Combat Team, 

1st Infantry Division are some of the Soldiers who 

were kept out of harm’s way by the SPARK. Routeclearance patrols have the dangerous job of clearing 

convoy routes so that other Soldiers can have 

freedom of movement. While on a route-clearance 

patrol in the Kandahar Province of Afghanistan in 

February 2009, SSGT Antron Myers, SGT Michael 

Kopchak and SPC Jesus Duran were the first 

service members in Afghanistan to encounter an 

IED with the recently fielded OEF SPARK rollers. 

While the SPARK was rendered unusable, none 

of the Soldiers were injured, nor was there any 

damage sustained to their Mine Resistant Ambush 

Protected (MRAP) vehicle. Kopchak, the gunner 

who was sitting on top of the vehicle, said he did 

not receive even a minor injury. “But I’m sure I 

would have sustained serious injuries [had the 

SPARK not been attached].” Duran, who was 

driving the MRAP at the time, said, “When we got 

hit, our communications went down for a second, 

but as soon as we came to, we were able to drive 

out of the kill zone. The vehicle wasn’t damaged 

at all. We were able to get back in the vehicle and 

get moving in a matter of minutes after recovering 

pieces of the roller.” Being able to drive away 

from an IED hit is crucial to saving lives, because a 

stopped vehicle requires other Soldiers to come 

and assist, potentially exposing other Soldiers to 

harm, explained Myers.

M855A1 Enhanced Performance Round (EPR)

The M855A1 is an improvement to the existing 

M855 cartridge that incorporates environmentally 

friendly changes as well as improved propellant and 

significantly improved performance against a wide 

variety of targets. The environmental hazard of lead 

rounds spurred the need for the M855A1 lead-free 

round, but also opened a window of opportunity 

to improve the performance of the M855. The 

objective of the program was to produce and field 

an environmentally friendly cartridge that exceeds 

the performance of the current M855 leaded round.

Success Stories

Task Force Thor, Primary Dismount Army SGT Brett Freeman 

returns to his MRAP vehicle after he checked a culvert for a 

command wire attached to an IED while Truck Commander Army 

SSGT Ronald Vinson provided overwatch. 

Soldiers from Echo Company, 5th Cavalry Regiment, 172nd 

Infantry Brigade prepare to clear a stairway during a Joint training 

exercise near Bahbahani, Iraq, June 4, 2010. The Soldiers are 

carrying the M4 Carbine, to which the M855A1 5.56mm Enhanced 

Performance Round is tailored. 
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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, Utility Helicopters 

and Non-Standard Rotary Wing Aviation 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.

Since the start of Operation Enduring Freedom (OEF) and Operation Iraqi Freedom (OIF), and now 

continuing into Operation New Dawn, Army aviation has flown more than 3.6 million flight hours with 

operational tempos averaging between 40–60 percent in theater. The ongoing buildup of U.S. forces 

in Afghanistan is putting additional pressure on the Army’s helicopter fleet. Increased usage places a 

greater burden on maintainers, shortens aircraft lifespan and increases support costs. Modernization of 

the current fleet counters this effect, in conjunction with the procurement of replacement aircraft for 

those lost in combat. 

Our Army continues to work diligently to prepare for and execute overseas contingency operations in 

accordance with the President’s directives. To maximize the impact our Soldiers make on the ground, 

our leadership has mandated unprecedented levels of air mobility in theater. In theater support remains 

our top priority. These directives have produced significant changes in the way we acquire, produce, 

field, train, structure, deploy and sustain our Army aviation fleet formations. 

We in PEO Aviation adapt legacy and objective systems to meet the tenets of the Army vision—

deployable, survivable, sustainable, flexible, lethal, versatile and responsive. The transformation and 

modernization of Army aviation is on track and meeting current demands.

PEO Aviation

Overview
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I 51

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

capability and reliability. Much of the aircraft’s success 

is due to the capability provided to the Warfighter 

by the implementation of the Common Avionics 

Architecture System and the Digital Advanced Flight 

Control System. These two upgrades have better 

equipped crewmembers to navigate reduced visibility 

environments and to successfully complete complex 

missions. Each new aircraft reduces the necessity for 

ground transportation of troops, thereby reducing 

potential improvised explosive device casualties and 

injuries. Through the use of the CH-47F, the Army has 

the capability to successfully complete more diverse 

missions while decreasing the risk to the Soldier. 

With 100 of the 464 CH-47F aircraft delivered, 

Army aviation will complete a milestone with the 

receipt and subsequent fielding of this aircraft to the 

American Soldier.

Army Unmanned Aircraft Systems Surpass 

One Million Flight Hours in April 2010

In April 2010, Army Unmanned Aircraft Systems 

(UAS) reached the 1,000,000 flight hour milestone, 

with approximately 90 percent of the hours flown 

in support of combat operations. 

Army UAS have changed the 

way the Army fights by providing 

unprecedented situational 

awareness across Army, Joint, 

Special Operations and Coalition 

Forces. UAS have put powerful 

interoperable systems in the hands 

of the Warfighter and are achieving 

phenomenal success by leveraging 

interoperable, open, modular and 

scalable architectures. 

UAS are the weapon of choice 

in both theaters, and the desire 

for more systems by tactical 

commanders resulted in 

phenomenal growth in Army UAS. 

As an example of how quickly 

UAS capability has grown, when 

OIF began in March 2003, there 

were only three Army systems (13 

aircraft) deployed in support of 

that operation. Today, there are 

337 Army systems (1,013 aircraft) 

in Operation New Dawn and OEF.

This growth continues. It took 

the Army 13 years to fly the first 

100,000 hours using UAS. It took 

less than a year to fly the next 

100,000 hours, and now the Army 

flies more than 220,000 hours each year. Over the 

last decade, the Army has experienced more than 

4,200 percent growth in the operational tempo 

of UAS. 

The value of adding the “unblinking eyes” in the sky 

to units conducting counterinsurgency missions on 

the ground has proven indispensable to the current 

war effort—driving a demand to rapidly multiply 

the amount of UAS produced and deployed. The 

rapid addition of hundreds of UAS to the wars in 

Afghanistan and Iraq has lead to innovations such 

as communications relay and the use of mannedunmanned teaming wherein helicopter pilots work 

in tandem with nearby UAS assets. The Army is 

testing the next generation of this technology 

which allows the pilots to not only view the UAS 

feeds in the cockpit but direct their flight and 

payloads as well. The Army’s now-in-development 

next-generation Block III Apache is currently testing 

this cutting-edge capability.

The Army employs UAS across all echelons, from 

platoon level through division/corps, providing 

dedicated/organic support for tactical commanders 

and intelligence operations. 

CH-47F Delivers 100th Aircraft

The U.S. Army’s 100th CH-47F Improved Cargo 

Helicopter was delivered on September 30, 2010. 

Since its initial fielding in July 2007, six units have 

been fielded with the CH-47F, and five of which 

have been deployed with the aircraft to Afghanistan 

and/or Iraq logging 39,000 hours. The aircraft is 

the premier heavy lift asset for troop, cargo and 

supply transportation missions in both theaters. Its 

90-percent mission completion rate is evidence of its 

Success Stories

The CH-47F is the premier heavy list asset for troop, cargo and supply 

transportation missions in both Iraq and Afghanistan.

The UAS Project Office celebrated 

the attainment of one million flight 

hours with aircraft displays and a 

news conference at the Pentagon’s 

courtyard May 25, 2010.

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 (Armed Aerial Scout)

• 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 Non-Standard Rotor Wing Aircraft 

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

• Assistant Product Manager Medical Evacuation

• Product Director T700 Engine

• Product Manager Light Utility Helicopter

• Product Manager UH-60A/L/M

• Product Manager UH-60 Modernization

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 four project and 17 product managers in managing more 

than 350 Army systems, including several Joint Service programs, across all phases of their life 

cycles. Program phases fall into the areas of: pre-systems acquisition (concept refinement or 

technology development), generally consisting of research and development programs and 

prior to a Milestone B; systems acquisition (between Milestone B and full materiel release); 

systems after full materiel release (in production and fielding phases); and two types of 

sustainment (operations and support). Our goal is to equip Joint Warfighters with the world’s 

best capability—today and tomorrow—using DOD’s best acquisition workforce. 

PEO CS&CSS concentrates on force projection equipment (i.e., bridging, combat engineer 

and material handling equipment, force sustainment systems, petroleum and water systems 

and Army watercraft); Joint combat support systems (i.e. the Joint Light Tactical Vehicle (JLTV), 

sets, kits, tools and outfits, and test measurement and diagnostic equipment); Mine Resistant 

Ambush Protected (MRAP) vehicles; and tactical vehicles (light, medium and heavy). Striving 

to be prepared for changes in missions, threats and technologies, PEO CS&CSS utilizes the 

right people 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 and 

expeditionary forces, ensuring the best possible products are available to support current and 

future Warfighters.

We live in challenging times—an era of persistent conflict. Meeting the challenges of today’s 

rapidly changing operational environment requires a strong partnership between government 

and industry and a strong dedication to the mission and our Joint Warfighters.

Overview

PEO Combat Support and 

Combat Service Support
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M-ATV: Highly Survivable, Off-Road Capable 

An Army Staff Sergeant with the 2nd Battalion, 503rd 

Infantry Regiment was in the lead vehicle during a ground 

assault convoy when they were ambushed by enemy 

fire. His MRAP-All Terrain Vehicle (M-ATV) was hit by 

two rocket propelled grenades (RPGs) and hundreds of 

rounds of enemy fire. Although the vehicle was disabled, 

everyone survived the ensuing four-hour firefight. 

The M-ATV was designed to provide MRAP levels 

of protection and more off-road maneuverability in 

Afghanistan; just one of many solutions the Army and 

Marine Corps developed to stay ahead of insurgents. 

The M-ATV mission is for small unit combat 

operations in highly restricted rural, mountainous and 

urban environments. 

The acquisition effort for the M-ATV is 

unprecedented—even more so than the original 

MRAP effort. Production began in July 2009, with 

the first trucks fielded in December, 159 days from 

contract award.

While there is no silver bullet against improvised 

explosive devices, RPGs and small-arms fire, MRAP 

vehicles have proven to be effective in countering the 

enemy’s weapon of choice.

Army Bridges Serve as Warf for Oil Leak 

Boom Distribution

The Louisiana Army National Guard deployed a 

380-foot, boat-powered floating bridge in the Gulf 

of Mexico in an effort to assist authorities working 

to contain the Deepwater Horizon oil leak. The 

Improved Ribbon Bridge (IRB), which was used by U.S. 

forces to cross the Tigris and Euphrates Rivers during 

the 2003 invasion of Iraq, is designed to function as a 

bridge or floating water raft propelled by boats.

The IRB—from the 2,225th Multi-Role Bridging 

Company (MRBC), 205th Engineer battalion of the 

Louisiana National Guard—along with numerous 

MKIIR Bridge Erection Boats are now floating in 

the waters of the Gulf of Mexico near the Louisiana 

coastline, serving as a temporary wharf for oil spill 

boom distribution.

The IRB is very mobile and is being used as a work 

platform carrying anything from cranes to oil booms 

to oil separator equipment. The oil booms are 

intended to prevent oil from hitting the shoreline, 

while the oil separator can remove up to 5,000 gallons 

of oil per trip. 

Success Stories

The Services incorporated lessons learned from MRAP and 

sent M-ATVs to home stations for training before deployment, 

ensuring that safe, effective, reliable and supportable M-ATVs were 

delivered to our operating forces as quickly as possible. 

During the current mission, PM Bridging is providing 

equipment, spare parts and technical assistance 

to the 2225th MRBC. Because of the relationship 

PM Bridging built and sustained with the Louisiana 

National Guard during the Hurricane Katrina relief 

effort, they know who to call when disaster strikes. 

JLTV Vehicles Delivered on Schedule

Capability gaps within the existing light tactical 

wheeled vehicle fleet are the result of an imbalance 

in protection, payload and performance. The JLTV 

Family of Vehicles will be able to deliver all of these 

capabilities within a transportable and expeditionary 

vehicle, meeting the Army and USMC rotaryand fixed-wing, air, sea and overland transport 

requirements—something no existing light tactical 

wheeled vehicle can do. 

The Services have taken delivery of Technology 

Development (TD) phase vehicles marking the 

beginning of a 12-month test and evaluation effort 

at Aberdeen, MD, and Yuma Proving Ground, AZ. 

Right-hand operation vehicles were delivered during 

June-July 2010 and will concurrently undergo testing 

with the U.S. vehicles, enhancing global interoperability 

between the U.S. and Australia. 

The development of the JLTV reinforces the Army’s 

approach to interoperable platforms that provide 

expeditionary and protected maneuver to forces 

currently supported by High-Mobility Multipurpose 

Wheeled Vehicles. The JLTVs also improve payload 

efficiency through chassis engineering, enabling the 

vehicles to be deployed with the appropriate amount of 

force protection through scalable armor solutions.

The TD phase is satisfying the intended purpose: 

demonstrate the integration of mature technologies 

as a complete system, providing an assessment of the 

technical and performance risks relevant to entering 

the Engineering Manufacturing Development 

(EMD) Phase.

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

Project Manager Force Projection • Product Manager Bridging • Product Manager Combat Engineer/Material 

Handling Equipment

• Product Manager Force Sustainment Systems • Product Manager Petroleum and Water Systems • Product Director Army Watercraft Systems

Project Manager Joint Combat Support 

Systems • Product Manager Joint Light Tactical Vehicles • Product Manager Sets, Kits, Outfits and Tools • Product Director Test, Measurement and 

Diagnostic Equipment

• Product Director Horizontal Technology Integration 

Project Manager Mine Resistant Ambush 

Protected Vehicles • Product Manager Assured Mobility Systems • Product Manager MRAP – All Terrain Vehicle • Product Manager MRAP Logistics • Product Manager MRAP Vehicle Systems

Project Manager Tactical Vehicles • Product Manager Light Tactical Vehicles • Product Manager Medium Tactical Vehicles • Product Manager Heavy Tactical Vehicles • Product Director Armored Security Vehicles

Subordinate Organizations

This four-bay raft is being used as a shallow water barge, enabling 

National Guardsmen to get close to shore with the oil/water 

separator which can remove up to 5,000 gallons of oil per trip. 

Here, the system is being prepared for a dispatch to another oil 

spill location. 

Based on the valuable information the Services have gained thus 

far, adjustments are being made to ensure the EMD phase is low 

risk and affordable. The JLTV Program execution has demonstrated 

that DOD’s competitive prototyping policy is working, contributing 

to the PM’s ability to control cost, schedule and performance.
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PEO Command, Control and Communications-Tactical

Program Executive Office Command, Control and Communications-Tactical (PEO C3T) 

provides the networked battle command capabilities Warfighters need on the battlefield, 

from a satellite network that supports command and control applications to power 

generators that allow systems to function. The organization is dedicated to supporting 

current and future forces by providing Soldiers an expansive list of integrated solutions.

Through a system-of-systems approach to engineering, the organization creates capabilities 

that interoperate as a single network entity. Striving to eliminate stovepiped systems and 

processes, the PEO works closely with its Army counterparts to transform Army battle 

command systems from several stand-alone systems into a synchronized set of capabilities.

PEO C3T’s mission is to develop, field and support networked battle command solutions to 

enhance Warfighter effectiveness. Through its Unit Set Fielding process, it follows the Army’s 

model for generating combat power, Army Force Generation (ARFORGEN), with the goal of 

building a networked coalition force of the future. 

PEO Command, Control 

and Communications-Tactical

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

WIN-T Increment Two has already completed 

its limited user test, which led to a successful 

Milestone C decision and subsequent low rate of 

initial production contract award. Now that initial 

production funding has been released, PM WIN-T has 

started producing the equipment to move forward to 

its initial operational test in the first quarter FY12. The 

First Unit Equipped is expected to be at the end of 

the second quarter of FY12. 

WIN-T Increment One provided the first widely 

deployed satellite-based Everything over Internet 

Protocol (EoIP) communications system in the Army. 

WIN-T Increment Two builds on the success of 

Increment One by adding enhanced Line-of-Sight and 

OTM capabilities.

While WIN-T Increment One provides satellite 

communications at the quick halt from division 

down to the battalion level, Increment Two will bring 

the initial OTM capability to those from division 

down to the company level. From division down to 

battalion, it will also provide a new at the quick halt 

and OTM Line-of-Sight radio known as the Highband 

Networking Radio (HNR). This new radio will greatly 

increase Line-of-Sight capacity and ease of use. 

“One of the key strengths of WIN-T lies in its ability 

to adapt to changing battlefield conditions in real 

time, without all the pre-planning and configuration 

required of traditional enterprise networking 

infrastructure,” said DeGroodt. 

With its Line-of-Sight HNR radio, WIN-T Increment 

Two will provide users with a 2-tiered communications 

system including ground and space tiers. Looking 

forward, WIN-T Increment Three, which is still in 

development, will provide the air tier utilizing an 

advancement of the HNR radio, known as the Joint 

Command, Control, Communications, Computers, 

Intelligence, Surveillance and Reconnaissance radio, 

mounted on unmanned aircraft. The Warfighter will then 

possess a 3-tiered communications network providing 

connectivity for the full spectrum of operations. 

WIN-T Increment Three is expected to be fielded 

in FY17.

MilTech Solutions

Product Director Base Realignment and Closure

Product Director Communications Security

Product Director Networking Initialization

Product Director Secure Border Initiative-Net

Program Directorate Counter-Rocket Artillery 

and Mortar

Project Manager Battle Command

Project Manager Force XXI Battle Command 

Brigade-and-Below

Project Manager Mobile Electric Power

Project Manager Warfighter Information 

Network-Tactical

Special Projects Office/Northeast Regional 

Response Center

Subordinate Organizations

Establishment of a Single Integrated Air 

Picture (SIAP) in Operation Iraqi Freedom

In Iraq, where most sensors, weapons, and command 

and control devices involved in air and missile defense 

operate as separate entities, Warfighters have faced 

major interoperabililty issues. The question that 

has eluded them is how to bring these “sensors and 

shooters together” within the same architectural 

environment. During 2009, Team Counter-Rocket, 

Artillery and Mortar (C-RAM) made a major 

contribution to the Army Integrated Air Picture through 

the introduction of system upgrades for the C-RAM and 

Air Defense Airspace Management (ADAM) systems. 

Team C-RAM Forward worked with Multi-National 

Corps-Iraq (MNC-I), Multi-National Division-Baghdad, 

Multi-National Division-North and Multi-National 

Division-South, along with Joint Base Balad, to bring 

the first-ever SIAP for the U.S. Army, U.S. Air Force 

(USAF) and U.S. Navy (USN) into the Iraqi theater of 

operations. Long hours were spent training personnel 

and configuring systems to bring them all online under 

the SIAP architecture. The capability to pass tracks 

from Army units “across the country of Iraq” on the 

ground to the fast movers in the sky is a first. Not only 

has this accomplishment enhanced situational awareness 

(SA), but it has truly been noted as an unprecedented 

Joint accomplishment through the magnitude of 

its impact to the Warfighter. SIAP is continuously 

maintained and supported by Team C-RAM.

Commanders on the ground had this to say about the 

importance of this accomplishment: 

“This enabled all Army Sentinel radars to share lowflying radar data. More importantly, this integrated air 

picture gives enhanced SA to make more informed 

decisions on the most effective distribution of close 

air support assets in the demanding Iraqi theater.”

(USAF COL Vinnie Savino, Commander of the 368th 

Expeditionary Air Support Operations Group and 

MNC-I Air Liaison Officer)

“It’s awesome to participate with the forces in 

Iraq because this first-ever SIAP gives my boss, 

Vice Admiral Rich Hunt, SA on critical assets being 

protected by Sailors manning the USN Land-based 

Phalanx Weapon Systems defending bases throughout 

Iraq.” (USN LCDR Scott Sanders, 3rd Fleet Joint 

Interface Control Officer)

“This is a great achievement and the lessons learned 

from this success will be shared with follow-on 

units in Iraq and Afghanistan. I am proud of this 

accomplishment and thank those Service members 

and civilians who finally made SIAP a reality.” (Army 

BG Heidi Brown, MNC-I Deputy Commanding 

General for Sustainment)

WIN-T Increment Two Helps Soldiers 

Communicate On-the-Move (OTM)

PEO C3T and Project Manager Warfighter Information 

Network-Tactical (WIN-T) continue to advance 

the state of the art in satellite and Line-of-Sight 

communications for the Army. 

“We are bringing mobility to the Army tactical network 

for the first time and providing it all the way down 

to the company level,” said Pat DeGroodt, Deputy 

Product Manager WIN-T Increments Two and Three.

Success Stories

During 2009, Team C-RAM made the biggest contribution to the 

Army Integrated Air Picture by introducing system upgrades for 

the C-RAM and ADAM systems.

A convoy of future OTM platforms for the WIN-T Increment Two. 

Increment Two will bring the initial OTM capability to those from 

division down to the company level.
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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 2,500 military, civilians and contractors, executing 

approximately $3 billion per year or about 30 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.

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. To accomplish this, PEO EIS oversees multiple 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

contractor employee. The military remotely updates 

the base access system to alert guards and the next 

day, guards detain the man when he attempts to enter 

the facility. Two enemies are caught and the threat to 

the facility is removed.

As of June 2010, more than 1,600 BAT kits and 5,200 

HIIDE devices and 40 BISA systems were in use by the 

Army and the U.S. Marine Corps in Iraq and Afghanistan. 

Since inception, the systems have matched 1.7 million 

biometric records taken during background checks, 

criminal activities or investigations. More than 900 

individuals have been denied access to U.S. installations 

in Iraq and more than 1,300 have been denied access 

to an installation because of biometric linkage to anticoalition activities and derogatory information.

Product Director Army Human Resource System 

(AHRS)

Product Director Transportation Information 

Systems (TIS)

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)

Project Director Computer Hardware, Enterprise 

Software and Solutions (CHESS)

Project Director Force Management System (FMS)

Project Director HR Solutions (HRS)

Project Director Information Technology 

Systems (ITS)

Project Director Installation Management System 

Army (IMS-A)

Project Director Integrated Personnel and Pay 

System-Army (IPPS-A)

Project Director Reserve Component 

Automation Systems (RCAS)

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 SystemArmy (GCSS-Army)

Project Manager Network Service Center (NSC)

Subordinate Organizations

DOD Biometrics Lifts the Veil of 

Insurgent Identity

For years, terrorists used elaborate disguises to move 

freely among citizens in Southwest Asian cities, villages 

and the surrounding countryside, causing destruction 

and instilling fear in local populations. But the ability to 

hide in local civilian populations is becoming harder and 

harder thanks to the PEO EIS Project Manager (PM) 

DOD Biometrics. 

PM DOD Biometrics is fielding a family of stateof-the-art collection devices throughout SWA to 

collect, process, store and match multiple forms of 

biometric data—the unique physical and behavioral 

characteristics that can be used to verify an 

individual's identity. These collection devices, coupled 

with the DOD Automated Biometric Identification 

System (DOD ABIS) database of biometric data, are 

becoming the premier tool for identifying terrorists 

and persons of interest. 

As a DOD system, personnel from all services use 

the biometric collection devices—the Biometric 

Automated Toolset-Army (BAT-A) and Biometric 

Identification System for Access (BISA)—to gather 

fingerprint, facial images, palm-prints and iris patterns, 

as well as biographical information from local and 

third party nationals in Southwest Asia. Systems are 

used for base access control, human terrain mapping, 

checkpoint control, population management, targeting, 

counter-improvised explosive devices and investigating 

criminal or terrorist acts.

The BAT-A, consisting of a laptop and tactical handheld 

component with identification processing software, a 

handheld iris scanner, digital camera and fingerprint 

reader, is used to collect and compare fingerprints, iris 

images and facial images to enroll, identify and track 

non-U.S. persons of interest to DOD. The handheld 

component of the BAT-A, the Handheld Interagency 

Identity Detection Equipment (HIIDE), provides 

Soldiers a transportable means of enrolling subjects 

and identifying individuals on watch lists while on 

patrol or in the field. The BISA, used for base access, 

creates a biometrically enabled access card which is 

compared to an individual’s iris or fingerprint upon 

entering a U.S. military facility, verifying the individual 

is who he or she claims to be. 

The following scenario demonstrates the value of 

biometric systems to U.S. Forces in Southwest Asia. 

A local national of a contractor company has been 

a model employee for the U.S. in Iraq for a couple 

of years. Because he works on a U.S. installation, his 

fingerprints, iris and photo images were recorded and 

sent to DOD ABIS for retention. The worker presents 

a biometrically enabled BISA badge to enter the 

facility each day, which is scanned along with his iris 

or fingerprints.

A hundred miles away, an Army patrol raids a 

suspected insurgent safe house. As Soldiers search 

the house, they discover a hidden room with evidence 

of bomb-making activities. The forensics team lifts 

fingerprints from the bomb materials which are 

sent to DOD ABIS. DOD ABIS matches indicate 

the fingerprints are from two people, one who was 

arrested during the raid and the other a local civilian 

who works at a U.S. facility—the model national 

Success Story

The BAT-A and BISA are used together to obtain fingerprint, facial 

images, palm-prints and iris patterns from local and third party 

nationals in SWA.

DOD Biometrics devices have helped deny access to more than 

1,300 people to U.S. Installations in Iraq.
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PEO Ground Combat Systems

Program Executive Office Ground Combat Systems (PEO GCS) is responsible for 

providing world-class affordable, relevant and sustainable ground combat equipment 

to Joint Warfighters. The systems include the Abrams Main Battle Tank, Bradley Family 

of Vehicles (FoV), Towed and Self-Propelled Howitzers, Stryker FoV, Robotics and 

Unmanned Ground Systems. With the addition of the Ground Combat Vehicle Program, 

PEO GCS is spearheading the design and development of the Army’s next-generation 

Infantry Fighting Vehicle. PEO GCS employs five Command List Select Project 

Managers, two of which are Joint O-6 or civilian equivalent leaders, and more than 1,200 

Department of the Army civilian, military and contractor support personnel. With a 

budget of more than $29 billion, PEO GCS rapidly responds to real-world requirements 

to transform, replace and improve the combat vehicle fleet.

PEO Ground 

Combat Systems

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

• Increased mission capabilities provided through 

the integration of multiple payloads from other 

program offices and laboratories;

• Building modularity and commonality into a 

fleet of mission applicable size class platforms;

• Providing architecture and interface 

standardization for interoperability and 

network readiness; and,

• Adding agility and increased operational 

effectiveness through the integration of 

intelligent/semi-autonomous behaviors for 

navigation and manipulation.

In FY10, RS JPO improvements to the TALON, 

MARCBot and PackBot systems provided increased 

agility, mobility, SWaP-C (Size, Weight and PowerCost) and transportability. In response to a Joint 

Urgent Operational Need Statement, more than 

200 Small Unmanned Ground Vehicle 310 MiniExplosive Ordnance Disposal (EOD) robots were 

fielded, providing a sub-35-pound EOD and counterimprovised explosive device robotic capability to 

Joint EOD technicians. The first of these robots 

were deployed in the spring of 2010 to support the 

Marine offensive in Helmand province. Also in FY10, 

the RS JPO deployed more than 1,000 unmanned 

ground systems to Operations Enduring Freedom and 

Iraqi Freedom and stood up three new Joint Robotic 

Repair and Fielding Detachments in support of 

combat operations. 

In total, RS JPO is responsible for sustaining 

more than 3,000 robots in both theaters. The 

organization works closely with other government 

agencies to ensure cost, schedule and performance 

parameters are met and that Soldiers and Marines 

received the right equipment at the right time with 

the right support to win and come home safely.

Project Manager Ground Combat Vehicle

Project Manager Heavy Brigade Combat Team

Project Manager Joint Lightweight Howitzer

Project Manager Robotic Systems Joint Project Office

Project Manager Stryker Brigade Combat Team

Subordinate Organizations

Lightweight 155mm (LW155) Towed 

Howitzer

The LW155 Towed Howitzer, also known as the 

M777A2, provides direct, reinforcing and general 

support fires to maneuver forces. The first ground 

system to make extensive use of high-strength 

titanium alloy for its major structures, the LW155 

has achieved an almost 50-percent reduction in 

weight from the previous system. 

First fielded in April 2005 by the U.S. Marine Corps, 

the Army has since been fielding the LW155 to its 

Stryker Brigades, Fires Brigades, National Guard 

and schools. The LW155 has seen significant 

action in Afghanistan, receiving high marks for its 

performance. It has also been fielded through 

Foreign Military Sales to Canadian forces that have 

used it extensively in Afghanistan with very positive 

feedback. Field Service Representatives have been 

deployed to support M777A2 weapons in theater 

and provide continuous technical and supply 

support to ensure systems are fully supported and 

maintained at a high state of system readiness. 

In October 2009, U.S. Army Forces Command 

contacted the LW155 Office to discuss the 

possibility of immediately equipping an Infantry 

Brigade Combat Team with the LW155. 

Understanding the importance of this task, the 

LW155 Office quickly identified all the constraints. 

An innovative plan was developed, allowing the 4-25 

Field Artillery (FA) to be fielded by taking weapons 

that had already been fielded to the 1st Stryker 

Brigade and sending them directly to the port at 

Philadelphia, PA. An additional six weapons were 

borrowed from the 1-321 FA at Fort Bragg, NC, 

and were sent to Fort Drum, NY, to support New 

Equipment Training (NET). Meanwhile, the NET 

team was split in two, and an alternative program 

of instruction was developed to support the needs 

of this light unit. The result was the successful 

equipping of the 4-25 FA in Afghanistan with the 

LW155 with no adverse effects to other fieldings.

Robotic Systems Joint Project Office (RS 

JPO) Equips the Joint Warfighter with 

Unmanned Ground System Capabilities

The RS JPO is speeding robotic technologies to the 

field to help revolutionize combat operations. This 

Joint (U.S. Army and U.S. Marine Corps) Project 

Office is responsible for managing the development, 

acquisition, testing, systems integration, product 

improvement and fielding of the robotic systems 

that are forming an essential capability for the 

modern Warfighter. 

The RS JPO’s actions and strategy for equipping 

the Joint Warfighter through modernization of 

unmanned ground system capabilities include:

Success Stories

Blasting a 155mm howitzer round during a gun-calibration exercise at 

Destiny Range, Mosul, Iraq, Soldiers make the earth tremble as they 

fire more than 30 rounds from an M109A6 Paladin, April 23, 2010.

The Mini-EOD’s wearable operator control allows for 

dismounted operations.
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PEO Integration

Program Executive Office Integration (PEO I) is a key Army Brigade Combat Team (BCT) Modernization 

supporting organization, providing systems engineering, integration and test/evaluation expertise to enable 

the fielding of fully integrated and tested Capability Packages composed of vehicles, network elements, 

equipment and supporting infrastructure to modernize BCTs in conjunction with the Army Force 

Generation (ARFORGEN) process. 

The BCT modernization strategy will build a versatile mix of mobile, networked BCTs that will leverage 

mobility, protection, information and precision fires to conduct effective operations across the spectrum of 

conflict. The BCT Modernization Plan is informed by the comprehensive lessons learned from more than 

eight years of war, focuses on the evolving needs of our Warfighters in a rapidly changing security environment 

and exploits the knowledge and technologies developed under the Future Combat Systems program. 

Incremental Capability Packages are at the core of modernizing the BCTs and will support incremental 

fielding of the best technology available from the research and development base to meet the challenges of 

the current fight, while leveraging the continually evolving combat environment to develop future capabilities. 

PEO I ensures integration across the PEOs and their associated portfolios that support the Capability 

Package materiel solutions. PEO I utilizes the Family-of-Systems approach to ensure integration and 

interoperability between Army Programs of Record (PORs), current force systems, urgent need systems 

and other Doctrine, Organization, Training, Leadership and Education, Personnel and Facilities elements to 

achieve integrated incremental unit Capability Packages. 

PEO Integration

Overview
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http://www.bctmod.army.mil

adapts and modernizes. PEO I is also working the 

next increment of network and unmanned technical 

solutions to support the second Capability Package, 

which should field by 2015. 

Brigade Combat Team Integration Exercise 

PEO I served as a key player in the Brigade 

Combat Team Integration Exercise (BCTIE), a 

demonstration designed to help the Army continue 

to formulate its integrated tactical network 

available to Soldiers at all echelons of the BCT. 

The exercise brought together technology for the 

infantryman on the ground, the mounted Soldier 

using the latest in armored vehicles, the aviator, 

the drone operator and the commander back at 

base. Soldier leaders up to company, brigade and 

battalion levels, sensors, unmanned aerial vehicles, 

networked vehicles on-the-move and command 

posts were able to connect over long ranges in 

Line-of-Sight limiting terrain.

The BCTIE was designed to evaluate the progress 

of its battlefield network and was the first time 

aerial and ground communications components 

were linked to a single, integrated system through 

satellite and software programmable radios, and the 

first time the Acquisition Corps was able to bring 

all tactical network pieces together in an integrated 

fashion in an operationally relevant environment.

The exercise, coupled with ongoing for-the-record 

testing and evaluation of a number of capabilities 

in 2010, will help inform the long-term network 

strategy while defining how to devote resources 

and focus priorities for continued network 

development cycle.

Low Rate Production Early 

IBCT Capabilities

Integrated by PEO I’s Program Manager Infantry 

Brigade Combat Team (PM IBCT), Increment 1 

equipment and network forms a part of the first 

Capability Package—this package will be fielded to 

a total of nine IBCTs starting in 2011. Increment 

1, consisting of the Small Unmanned Ground 

Vehicle (SUGV), Unattended Ground Sensors, 

Class 1 Unmanned Air System and the Network 

Integration Kits that allow for the sharing of sensor 

data, is not the total package but makes up a part 

of it. These items have successfully passed a 2009 

limited user test allowing them to enter Low 

Rate Initial Production (LRIP) in 2010. The LRIP 

capabilities will be fielded to the 3rd IBCT, 1st 

Armored Division, in 2011 and then undergo initial 

operational test and evaluation by that unit in later 

that year. 

Other capabilities in the package include: Human 

Terrain Teams (at battalion level), Advanced 

Precision Mortar Round and Ground Soldier 

System. Capability Packages are aligned with the 

Army’s ARFORGEN cycle—they are adaptive 

and will be delivered to units preparing for 

deployment. These bundles of capabilities can 

include organization and training in conjunction with 

materiel to fill the highest priority shortfalls and 

mitigate risk for Soldiers. The incremental deliveries 

can build upon one another as the Army continually 

Success Stories

Soldiers use the SUGV, integrated by PEO I and managed by PEO Ground Combat Systems, during tunnel clearing evaluation exercises at 

White Sands Missile Range, NM.

Soldiers of the Army Evaluation Task Force use Increment 1 network capabilities in a Tactical Operations Center as part of 2010 capability 

testing and evaluation at Fort Bliss, TX. Soldiers using this advanced tactical network will be able to share sensor data across all echelons 

of the Brigade Combat Team.

PEO Integration
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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 

and reconnaissance, surveillance and target acquisition (RSTA). 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 devices (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. These systems are integrated with other intelligence communities 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. 

Fielded assets range from airborne and ground sensors to the networks and analysts tools used 

to exploit the large amounts of collected information. Amongst the fielded systems is Task Force 

Observe, Detect, Identify and Neutralize, which was originally developed to take back the roads 

in Iraq and is currently supporting efforts in both theaters with a combination of manned and 

unmanned aircraft.

PEO Intelligence, Electronic 

Warfare and Sensors

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

surveillance capabilities throughout the battlefield and 

increase the force protection posture while reducing 

the perimeter security manpower requirements. 

Commanders in OEF, Operation Iraqi Freedom (OIF)

and Operation New Dawn have successfully employed 

BETSS-C to detect, identify and recognize emerging 

threats and employ tactical capabilities to defeat those 

threats, protecting lives and equipment. It is the “new 

standard” for tactical force protection. 

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

• Product Director Machine Foreign Language 

Translation Systems

Project Manager Aerial Common Sensors • Product Director Task Force Observe, Detect, 

Identify, and Neutralize 

• Product Manager Aerial Common Sensor – 

Integration

Project Manager Distributed Common

Ground System – Army • Product Manager DCGS-A Intelligence Fusion • Product Manager DCGS-A Mobile Systems

• Product Manager Integrated Broadcast 

Service Terminals

Project Manager Electronic Warfare • Product Director Tactical Data Terminals – Space • Product Manager Counter Radio Controlled 

Improvised Explosive Devise (RCIED) 

Electronic Warfare

• Product Manager Information Warfare • Product Manager Prophet

Product Manager Intelligence, Surveillance 

and Reconnaissance

Project Manager Navigation Systems • Product Director Global Positioning System • Product Manager Joint Combat Target 

Identification – Ground

Project Manager Night Vision/Reconnaissance, 

Surveillance and Target Acquisition • Product Manager Forward Looking Infrared Radar • Product Manager Integrated Tactical Systems • Product Manager Radars • Product Manager Robotics and Unmanned Sensors

Subordinate Organizations

Soldiers from the 82nd Airborne Division train on the BETSS-C, 

which is being utilized in Afghanistan and Iraq providing force 

protection at deployed locations. 

Afghan Mission Network (AMN)

The PEO IEW&S team responds to specific theater 

challenges through aggressive interaction with theater 

leadership to develop and implement creative solutions 

in conjunction with leadership priorities. These 

solutions are providing increased capabilities throughout 

Operation Enduring Freedom (OEF).

With the arrival of Full Motion Video (FMV) 

sensors, PEO IEW&S developed an integrated FMV 

Architecture that is being implemented throughout 

OEF. The architecture relies on leveraging existing 

systems and proven solutions to ensure video is 

viewable to the widest audience possible. This 

architecture development initiative has allowed for the 

distribution of critical meteorological data to support 

fire missions using the existing Global Broadcast 

System Architecture for support to U.S. Army and 

U.S. Marine Corps fire missions. This architecture 

development has also supported the dissemination 

of the Biometrics Watch List and distribution of 

geospatial RSTA products. Solutions developed 

in collaboration with the Central Command team 

for the Tactical Integration effort have become the 

foundation for the AMN. 

Force Protection

As irregular warfare drives the demand for advanced, 

asymmetric force protection, GEN David Petraeus 

envisioned a need for an agile, organic, scalable 

sensor and response architecture at all echelons. 

The response was the base expeditionary target and 

surveillance systems-combined (BETSS-C), which is 

providing a system-of-systems (SoS) architecture that 

integrates the intelligence and surveillance sensor data 

of tactical and operations level ground/air assets to 

inform force protection at the local command echelon. 

Providing day and night sensor coverage and an ability 

to use sensors collaboratively and cooperatively in 

support of both defensive and offensive operations 

are essential missions for the BETSS-C. This is 

accomplished through leveraging Army (force 

protection suite, counter-fire target acquisition radars, 

unattended ground sensors, unmanned aerial systems, 

counter-rocket artillery mortar, aerostats, fixed/mobile 

tower sensors) and Joint Integrated Base Defense SoS 

investments in asymmetric force protection assets, 

data and architectures. Fielded to hundreds of bases, 

Forward Operating Bases and Joint Security Station/

Command Observation Post echelons, BETSS-C has 

been credited with protecting thousands of Coalition 

troops while providing persistent surveillance and 

targeting information for local command prosecution. 

Forensics analysis coupled with intelligence data allows 

for preemptive operations against the enemy.

Commanders who are using BETSS-C sensors 

are finding that they fulfill their long-range and 

short-range situational awareness requirements. 

The sensors provide much needed targeting and 

Success Stories

PEO IEW&S has supported the ISR surge with a full complement 

of air and ground assets thickening the ISR coverage in OEF

and OIF.
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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 timely, effective and affordable 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

Avenger M3P .50 Caliber Machine Gun 

Replaces Antiquated Kiowa Warrior System

In response to an Operational Needs Statement, 

it was necessary to replace the inadequate and 

unreliable gun system on the Kiowa Warrior OH58D helicopter. The Aviation and Missile Command 

(AMCOM) in conjunction with PEO MS and PEO 

Aviation identified the Avenger’s M3P .50 caliber 

machine gun as the solution. The M3P machine gun 

is a lightweight, reliable gun system with a level of 

lethality greater than or equal to the helicopter’s 

previous XM296 machine gun and more suited 

for close fighting situations encountered in urban 

environments. Due to the Army’s decision to 

downsize the Avenger fleet, excess M3P machine 

guns were available to support this effort. After 

integration and development of a mounting system, 

M3P fielding began on Kiowa Warrior helicopters. 

The report from theater is that there are no gun 

problems now with Kiowa helicopters that have the 

M3P and pilots come back raving how accurate and 

dependable it is. To date, M3P guns used on Kiowa 

helicopters in theater have fired more than 1.6 

million rounds of ammunition. This effort is a true 

testament to how different organizations, working 

together, can provide a rapid, viable solution to 

support critical Warfighter needs. 

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

Precision Fires Rocket and Missile Systems 

Project Office

Responsive Space Operations Project Office 

(Provisional)

Upper Tier Project Office 

Subordinate Organizations

Here, a Kiowa Warrior OH-58D helicopter fires the Avenger M3P machine gun. 

Hellfire Missile Systems Forward Test and 

Repair Facility Opened on Arabian Peninsula, 

Facility Increases Readiness and Support to 

the Warfighter

The Hellfire missile system is the air-to-ground 

precision-strike weapon of choice for Central 

Command (CENTCOM) with more than 13,000 

missiles fired in Operation Enduring Freedom and 

Operation Iraqi Freedom (OEF/OIF). However, as 

with all weapon systems, repairs to the missiles 

are sometimes necessary. Until the Hellfire Missile 

Systems Forward Test and Repair Facility opened 

in April 2010, Hellfire missiles requiring testing and 

repairs were returned to the United States. These 

repairs took up to two-and-one-half years, cost an 

average of $12,000 per missile and had a negative 

impact on missile readiness and availability. 

The solution to this problem was to open a 

test and repair facility in CENTCOM’s Area 

of Responsibility. In June 2009, an Army-level 

Blackbelt Lean Six Sigma project was initiated to 

define, measure, analyze, improve and control the 

process of theater reset and retrograde operations. 

Through a continuous process improvement 

model, a solution to the Warfighter’s problem was 

provided which called for the development and 

fielding of the Hellfire missile forward test and 

repair facility. In February 2010, a Joint Munitions 

Systems Project Office fielding team began 

installing, validating and verifying capabilities, which 

include testing Hellfire variants, performing external 

repairs and improving materiel availability. The 

facility was opened on April 30, 2010, and in its 

first month of operation the facility returned to 

service 77 Hellfire missiles with a cost savings 

of $864,000. 

The Blackbelt project forecasted that during the 

first year of operations, reset times would decrease 

from two-and-one-half years to 90 days, and theater 

missile readiness and availability would increase 

by10 percent. The facility will support Joint 

services starting in October 2010. This continuous 

improvement project will preserve precious tax 

dollars by reducing test and repair cycles; reducing 

material shipping and handling times; and increasing 

usable shelf life. 

In addition to reducing cost, this forward 

positioned maintenance capability will ensure 

maximum equipment availability for combat 

operations and is an excellent example of material 

developers providing in theater support for our 

deployed troops.

Success Stories

Hellfire Missile Systems Forward Test and Repair Facility on 

Arabian Peninsula.
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PEO Simulation, Training and Instrumentation

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

responsive simulation, training and testing solutions for the Warfighter and the Nation. 

PEO STRI offers life-cycle support for the Army’s most advanced training systems 

around the world.

The organization executes programs valued at more than $3 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 countries 

around the world. 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.

Every Soldier deployed to a theater of operation has trained on a PEO STRI training 

device. PEO STRI: Mission First, People Always. Army Strong!

PEO Simulation, Training

and Instrumentation

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

Through this instruction, Soldiers learn how to 

treat the three most preventable combat deaths: 

a collapsed lung, a blocked airway and blood loss. 

Student Soldiers can also practice intubations, 

tracheotomies, inserting catheters, applying splints, 

treating chest wounds and inserting IVs. 

To study these lifesaving techniques, trainees 

receive classroom-based instruction to learn how 

to apply medical treatment in a high-stress combat 

environment. After the students complete their 

coursework, their knowledge is validated on this 

simulated battlefield.

The simulated battlefield contains combat 

conditions like smoke darkness, loud sounds, 

rancid smells and intense heat, for example. It also 

includes simulated combat victims, or mannequins, 

that are physiologically based and their survivability 

depends on what the trainee does or does not do.

If a student fails to administer proper care, the 

simulator will deteriorate and shut down. Conversely, 

the student can successfully treat the simulator, and 

the mannequin’s conditions will improve.

The Soldier’s actions are monitored and recorded 

in the master patient monitoring station. If the 

simulator “dies,” the Soldier is retrained in the 

classroom and reassessed. 

Warfighters who have received medical training 

through PEO STRI’s MSTC program said they are 

learning critical skills that increase survivability on 

the battlefield.

Subordinate Organizations

EST 2000 Trains Soldiers Where, When and 

How to Shoot

All U.S. Soldiers train on the Engagement Skills 

Trainer 2000 (EST 2000) before they ever fire a 

live round. The life-size, life-like simulator provides 

marksmanship training to Soldiers through 

hundreds of interactive vignettes ranging from 

military police procedures to maritime force 

protection scenarios to full-on combat operations.

The EST 2000, a virtual marksmanship trainer, 

provides a critical capability for leaders to train 

Soldiers. The training device provides Soldiers the 

opportunity to learn “what’s right,” make mistakes 

and learn from their mistakes. Leaders can also 

measure performance and then work on areas that 

need focus.

“A high percentage of Soldiers who train using a 

virtual marksmanship trainer will qualify the first 

time they go to a live-fire range,” said MAJ Tom 

Nguyen, who manages the EST 2000 program for 

PEO STRI.

In addition to enhancing a Soldier’s proficiency, the 

EST 2000 provides safe and cost-effective training.

“While the Army has avoided millions of dollars in 

costs through its use of the EST 2000, the true value 

of virtual marksmanship is that it allows a Soldier 

to conduct training leading to weapon proficiency, 

combat effectiveness and, ultimately, survivability on 

the modern battlefield,” Nguyen said.

In 2001, PEO STRI started providing marksmanship 

training via the EST 2000 and the program quickly 

gained momentum. Then in 2006, the Army 

recognized the importance and effectiveness of 

this training program, and the EST 2000 became a 

critical part of the Army’s marksmanship training 

strategy such that Soldiers spend at least eight 

hours training on this virtual device before they 

undergo live gunnery training. 

Today, more than 750 EST 2000s are training U.S. 

Soldiers across the globe, including those stationed 

in Afghanistan and Iraq. The EST 2000 also trains 

law enforcement officials and allied armies.

Medical Training Saves Lives on the 

Battlefield

Before U.S. Soldiers deploy to a theater of combat 

operations, they undergo combat casualty care 

training at one of PEO STRI’s Medical Simulation 

Training Centers (MSTCs). Since the start of the 

MSTC program in 2006, more than 1,200 lives have 

been saved in combat because of this training.

Success Stories

Program Manager Field Operations

Project Manager Combined Arms Tactical Trainers

Project Manager Constructive Simulation

Project Manager Future Force Simulation

Project Manager Instrumentation, Targets, and 

Threat Simulators

Project Manager Training Devices

The EST 2000 enables Soldiers to go through initial and 

sustainment marksmanship training, along with collective gunnery 

and tactical instruction.

Since 2006, the MSTC program has saved more than 1,200 lives in 

combat situations.
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PEO Soldier

Since its creation in 2002, Program Executive Office (PEO) Soldier has outfitted Soldiers 

with the best products available both to protect their lives and to advance their missions. 

PEO Solider is responsible for nearly everything the Soldier wears or carries, and few 

organizations are more intimately tied to the Soldier.

PEO Soldier has evolved over the years to keep pace with advances in technology and 

changing operational needs, as have its products. As it continues into the future, PEO 

Soldier will remain dedicated to making Soldiers more lethal and survivable in any 

operating environment.

PEO Soldier

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

Soldier Plate Carrier System

Until January 2010, Soldiers serving in the challenging 

terrain of Afghanistan had the same body armor 

as Soldiers serving in the desert environments of 

Iraq. Now, Soldiers engaged in Operation New Dawn

have an alternative that provides vital protection but 

weighs at least 4.7 pounds less than the Interceptor 

Body Armor (IBA), depending on configuration. 

The new Soldier Plate Carrier System, which allows 

for maximum mobility, is designed as an alternative, 

not a replacement, for the Improved Outer Tactical 

Vest (IOTV), the core of the IBA system. Both 

systems serve to provide Soldiers in combat with 

protection from enemy small-arms ballistic threats.

In the rapid acquisition of this new system, PEO 

Soldier worked closely with the U.S. Army Infantry 

School, the Army Test and Evaluation Command, 

North Carolina State University, the Army Research 

Laboratory’s Survivability/Lethality Analysis 

Directorate and the Rapid Equipping Force to 

assess the performance of commercial-off-the-shelf 

plate carriers. The Army also drew on the results 

of a Soldier Protection Demonstration, in which 

36 Soldiers provided more than 10,000 pages of 

comments on the form, fit and function of six 

commercial plate carrier vests that they field-tested 

along with a scaled-down version of the IOTV. 

Through these assessments, the Army gained 

a thorough understanding of plate carrier 

performance, both from the perspective of 

Soldiers and through the perspective of scientists 

and engineers who examined ballistic, burn, 

environmental and survivability data. This 

information was used to inform Army leadership of 

plate carrier capabilities and to refine requirements. 

In September 2009, the Army G-3 approved a 

requirement for the plate carrier. Just a month 

later, PEO Soldier awarded a contract for 57,000 

Soldier Plate Carrier Systems. Fielding began in 

January 2010, and production was complete at the 

end of March 2010. The initial receiving units were 

identified by U.S. Forces-Afghanistan. The first phase 

of fielding was also completed in March 2010, and 

additional fielding is being planned.

Project Manager Soldier Protection and 

Individual Equipment

• Product Manager Soldier Clothing and 

Individual Equipment

• Product Manager Soldier Protective Equipment

Project Manager Soldier Sensors and Lasers

• Product Manager Soldier Maneuver 

Sensors Support

• Product Manager Soldier Precision 

Targeting Devices

Project Manager Soldier Warrior

• Product Manager Air Warrior

• Product Manager Ground Soldier

• Product Manager Mounted Soldier

Project Manager Soldier Weapons

• Product Manager Crew Served Weapons

• Product Manager Individual Weapons

Subordinate Organizations

M14 Enhanced Battle Rifle (EBR)

For units operating in Afghanistan, it became 

apparent that adding an extended range capability 

at the squad level would help them overcome the 

enemy tactics and terrain challenges they faced. 

Consequently, light infantry units such as the 

101st and 82nd began issuing older M14 7.62mm 

rifles to the squad designated marksman. Once 

the standard issue Army service rifle, the M14 

offered units an asset with excellent accuracy and 

effectiveness at longer ranges. However, due to 

the age of the available systems, Soldiers began 

conducting modifications to bring the weapons up 

to date.

In response to Soldier needs, the Army authorized 

a standard upgrade to the M14 and turned 

the program over to PEO Soldier’s PM Soldier 

Weapons for management in concert with the 

Department of the Army and TACOM Rock Island. 

The upgrades include: replacement of the wooden 

stock with an aluminum chassis, a new adjustable 

buttstock and cheek rest, an M4-style pistol grip 

and a Military Standard 1913 Rail for mounting a 

Mark 4 tactical scope. 

Since 2009, 5,000 M14 Rifles have been upgraded 

for use by operational units in theater, with an 

additional 1,200 systems scheduled for upgrades 

in the immediate future. Units can request 

the M14 EBRs by submitting an Operational 

Needs Statement to the Army G3. Once a unit’s 

deployment is complete, the EBRs are returned, 

reset and reissued to follow-on units, providing 

them the additional and upgraded capability to 

better perform their mission.

Success Stories

Dedicated to making Warfighters more lethal and survivable in any operating environment, PEO Soldier is responsible for nearly 

everything the Soldier wears or carries.
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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)). 

USAASC supports 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. USAASC’s focus on institutional management of the U.S. 

Army Acquisition Corps (AAC) and the AL&T Workforce includes effective career 

management tools and career development initiatives for more than 43,000 military and 

civilian acquisition personnel.

USAASC provides seamless support to the Army acquisition community through 

superior leadership, professionalism, quality, competence and commitment. This support 

is provided in the form of customer service to ASA(ALT)’s Program Executive Offices, 

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

Workforce in the areas of resource management; human resources management; 

acquisition career development; regional outreach; force structure and manpower; 

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

development (training and education at all levels) 

and recognition and retention incentives.

• A focus on ensuring that all required workforce 

members attend Defense Acquisition University 

(DAU) or equivalent training to obtain required 

acquisition career field certification. 

HCSP addresses acquisition workforce attrition, 

and the data provide a basis for civilian incentive 

program initiatives targeted at the correct 

acquisition populations.

Career Development

In line with the Defense Acquisition Workforce 

Improvement Act of 1991, a DACM strategic goal 

is to assure a professional AAC workforce that 

is educated and properly trained to support the 

Army’s transformation and to sustain and improve 

current weapon systems critical to the support of 

our Soldiers. To ensure that this goal is met, the 

DDACM provides the best education and career 

development opportunities possible to create a 

qualified AL&T Workforce that is properly trained, 

educated and poised to meet the future needs of 

our Joint forces. The readiness and sustainment of a 

professional civilian and military workforce (Active, 

Reserve and National Guard) depends on the support 

from leaders and professional development. USAASC 

addresses the ASA(ALT) strategic priority to continue 

to rebuild and enhance the capability of the Army 

Acquisition Workforce by sponsoring Acquisition, 

Education, Training and Experience opportunities 

and DAU training. The AETE program provides 

tuition assistance, education, training and leadership 

opportunities aimed at further professionalizing the 

Army’s acquisition workforce. Additionally, USAASC 

ensures that our future leaders acquire a broad 

knowledge base, balancing quality education, leadership 

training and career-broadening opportunities designed 

to enhance leaders’ technical proficiency. 

In addition, the 14 acquisition career fields have 

Proponency Officers, who are advocates for 

each area by serving as the DACM/DDACM 

representative at Functional Integrated Product 

Teams to provide the Army voice to DOD. 

Proponency Officers ensure that the Army’s 

acquisition workforce is supported in career training 

paths and in applicable and focused certification 

training. Acquisition Career Managers provide a 

customer focus to assist AL&T Workforce members 

with regard to the Career Development Model, 

a pyramid approach focused on the three levels 

of certification plus gaining functional expertise; 

leveraging education, training and experiences to 

broaden multi-level skills; and applying strategic 

leadership competencies. Support personnel 

available via e-mail, phone and online help desk assist 

individuals with required certification training, AAC 

membership applications, leadership development 

opportunities and general questions.

Acquisition Career Development

Force Structure and Manpower

Human Resources Management

Resource Management

Strategic Communications

Strategic Planning and Analysis

Workforce Management

Subordinate Organizations

Strengthening the AL&T Workforce

In response to the Secretary of Defense (SECDEF) 

April 2009 directive to grow the defense acquisition 

workforce with 20,000 new positions by FY15, 

the Army has hired more than 900 new personnel 

since FY09 and in-sourced more than 500 positions 

in FY10 that were determined to be inherently 

governmental or closely associated with inherently 

governmental functions. Panels for Documentation 

of Civilian Manpower Equivalents determined 

that 4,000 of these positions were in the field of 

acquisition. To address additional hiring requirements 

for FYs 11 through 15, the Army developed an 

acquisition workforce growth task force. The task 

force processed, analyzed and vetted requirements 

for initial funding, using the Defense Acquisition 

Workforce Development Fund (DAWDF) to “prime 

the pump” with salary dollars for up to three years. 

The Army new hire target for sustained acquisition 

growth is 1,885 positions by FY15. 

The Director for Acquisition Career Management 

(DACM), who also serves as the Principal Military 

Deputy to the ASA(ALT), is responsible for the 

health and welfare of the acquisition workforce. 

Along with his Deputy DACM (DDACM), who is 

also the USAASC Director, the DACM supports 

the initiative to grow and enhance the capabilities 

of the acquisition workforce. As workforce growth 

occurs, these leaders will focus training resources 

and leadership development efforts to sustain the 

additional personnel, as well as to support and 

manage career development initiatives.

Defense Acquisition Workforce 

Development Fund

Section 852 of the National Defense Authorization 

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

establishment of the DAWDF. This fund enables 

DOD to recruit, hire, develop, train, recognize and 

retain its acquisition workforce. It provides a method 

for the DACM and DDACM to enhance new 

training and development initiatives and to support 

the SECDEF in growing the acquisition workforce, 

as well as to provide for recruitment and retention 

incentives. A focus on human capital strategic 

planning (HCSP) at the DDACM level ensures that 

appropriate levels of funding are provided to address 

the health of the acquisition workforce with regard 

to training, development, recruitment and retention. 

Currently, DAWDF initiatives have the following 

emphasis within the Army: • Recruitment in line with the SECDEF initiative 

and according to the Army task force 

requirement results.

• Continued focus on recommendations in the 

Report of the Commission on Army Acquisition 

and Program Management in Expeditionary 

Operations (the Gansler Commission Report).

• Necessary enhancements to information systems 

to boost career planning, HCSP reporting and 

online application systems.

• Planned workforce initiatives, specifically with 

regard to right-sizing (recruitment and training), 

Success Stories

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 by overseeing 

the Nation’s secure storage of chemical agents and munitions and leading the world in safe chemical 

weapons destruction. CMA has a demonstrated history of safely assessing and disposing of recovered 

U.S. chemical weapons and related materials and eliminates stored and recovered chemicals through 

fixed facilities and mobile technologies. 

CMA is responsible for the Project Manager-Chemical Stockpile Elimination, which manages the safe 

treatment and disposal of chemical weapons using incineration and neutralization technologies, and 

the Non-Stockpile Chemical Materiel Project (NSCMP), another major component of the destruction 

mission area that uses a variety of fixed facilities and mobile assessment and treatment technologies to 

treat recovered chemical warfare materiel.

CMA oversees the safe storage of the Nation’s chemical weapons stockpile before its ultimate 

destruction; manages a National Inventory Control Point and National Maintenance Point to ensure 

the stockpile is maintained safely; partners with the Department of Homeland Security in the Chemical 

Stockpile Emergency Preparedness Program to ensure effective emergency preparedness of the 

communities surrounding the stockpile storage sites; and is meeting its commitment to rid the world of 

chemical weapons. 

CMA is fully committed to its missions of safe storage and destruction. As of mid-August 2010, the 

United States has safely destroyed more than 23,500 tons of chemical agent—78 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

the international treaty mandating destruction of the 

Nation’s chemical warfare materiel.

This accomplishment would not have happened without 

the dedication and hard work of CMA’s personnel. 

It was truly a team effort—a team led by NSCMP, 

which included Pine Bluff Arsenal, Pine Bluff Chemical 

Activity, Edgewood Chemical Biological Center, 20th 

Support Command, CBRNE Analytical and Remediation 

Activity-West, Sandia National Laboratory, Idaho 

National Laboratory, Science Applications International 

Corporation and supporting workforces.

The PBEDS team of operators, engineers, scientists 

and managers used their technical expertise to 

overcome challenges and move the project forward—

keeping safety as the number one priority. Several 

technology enhancements were fielded to support this 

project. One enhancement is the Advanced Fragment 

Suppression Shield, which greatly reduces solid 

waste and cuts the cost of each mission. Another 

technology enhancement included improvements 

in the processing of lewisite and resulted in a U.S. 

national patent for NSCMP personnel.

This PBEDS milestone joins CMA’s and NSCMP’s 

major achievements, including destruction of the 

former production facilities and binary chemical 

weapons. As with each successful completion of a 

CMA mission, America, its Soldiers and the world are 

now a little bit safer. 

Chemical Stockpile Emergency Preparedness 

Program

Non-Stockpile Chemical Materiel Project

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

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

Subordinate Organizations

After Safely Completing Chemical Weapons 

Disposal Operations in 2008, CMA Safely 

Closes the Newport Chemical Depot in 2010

On Aug. 8, 2008, personnel at the Newport Chemical 

Agent Disposal Facility (NECDF) in Indiana completed 

stockpile elimination at the Newport Chemical Depot 

(NECD). Shortly thereafter, personnel started site 

and depot closure activities. The facility was safely 

decontaminated and dismantled by December 2009.

On Thursday, June 17, 2010, the NECD held a 

deactivation ceremony—casing its colors. The 

ceremony commemorated the many achievements of 

the Newport workforce and marked the successful 

completion of the final Army mission at Newport; actual 

turnover of NECD to the Department of the Army 

Base Realignment and Closure occurred July 18, 2010.

Officials from NECD and CMA headquarters 

commemorated the accomplishment with the 

Newport workforce. Ceremony speakers included 

CMA Director Conrad Whyne; Newport Commander 

LTC William Hibner; and Deputy Assistant Secretary 

of the Army for Elimination of Chemical Weapons 

Carmen Spencer. 

NECD was established in 1941 as the Wabash River 

Ordnance Works. Multiple military defense projects 

occurred on the depot grounds, from the production 

of RDX, Heavy Water and TNT, to VX nerve agent and 

its ultimate destruction at the NECDF. 

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

completely eliminated the threat posed by chemical 

agent stockpiles, as well as the third site CMA has 

closed. There are four remaining CMA disposal 

facilities in operation.

For nearly 40 years, the NECD safely stored 1,269 

tons of liquid chemical agent VX in 1,690 steel 

containers. Neutralization operations began May 5, 

2005, and lasted 39 months. Physical closure took an 

additional 16 months. 

NECD and its generations of employees leave a legacy 

of dedicated service to their children, community and 

country. They truly have made chemical weapons 

history—leaving the world a safer place.

CMA Uses Pine Bluff Explosive Destruction 

System (PBEDS) to Destroy Largest 

Collection of Non-Stockpile Chemical 

Munitions in the United States

CMA’s accomplishments continue as its employees 

work safely toward elimination of the Nation’s 

chemical weapons stockpile. Among those 

accomplishments is completion of the destruction of 

more than 1,200 chemical munitions on April 14, 2010, 

by CMA’s NSCMP. 

The PBEDS at Pine Bluff Arsenal, AR, milestone marks 

the completion of the destruction of all non-stockpile 

chemical materiel declared at the Nation’s Entry-IntoForce of the Chemical Weapons Convention in 1997, 

and it underscores the United States’ commitment to 

Success Stories

Here, the Utility Building is being razed at the NECDF, NECD.

An Explosive Destruction System operator closes the 

5,000-pound door before performing a helium leak test to confirm 

the vessel is properly sealed before treatment.
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U.S. Army Medical Research and Materiel Command

The U.S. Army Medical Research and Materiel Command (USAMRMC) is the Army’s medical 

materiel developer, with responsibility for medical research, development, acquisition and medical 

logistics management. Headquartered at Fort Detrick, MD, with 11 subordinate commands 

worldwide, USAMRMC ensures that our armed forces remain in optimal health and are equipped 

to protect themselves from disease and injury, particularly on the battlefield.

Six medical research laboratory commands execute the science and technology program to 

investigate medical solutions for the battlefield, focusing on various areas of biomedical research 

including military infectious diseases, combat casualty care, military operational medicine, medical 

chemical and biological defense, and clinical and rehabilitative medicine. The command manages a 

large extramural research program with numerous contracts, grants and cooperative research and 

development agreements to provide additional science and technology capabilities from academic, 

private industry and other government organizations.

Five additional commands focus on medical materiel advanced development, strategic and 

operational medical logistics and medical research and development contracting, to complete the 

full life cycle of medical materiel acquisition.

MRMC is staffed with highly qualified scientists, program managers, logisticians, contracting 

experts and support personnel—the critical expertise in these areas ensures we have 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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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 Europe

U.S. Army Medical Materiel Center Korea

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 Medical Research Institute of 

Infectious Diseases

U.S. Army Research Institute of 

Environmental Medicine

Walter Reed Army Institute of Research

Subordinate Organizations

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

Armed Forces Institute of Regenerative Medicine teams, working in research laboratories and clinics across the country, are using the latest research 

and advancements to repair, replace, restore and regenerate damaged tissues and organs—restoring hope to some of our most severely wounded. 

Here, University of Pittsburgh Medical Center surgeons perform a double hand transplant.

Keeping Soldiers Healthy

USAMRMC is devoted to providing innovative 

medical solutions for the Soldier and the world. 

Diverse, multifunctional teams span the materiel 

development life cycle, from basic research in 

the laboratory to innovative medical products. 

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, other mental 

health disorders and rehabilitation. USAMRMC 

impacts Soldiers at every step from accession to 

deployment to demobilization.

Military operation medicine research 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 (USARIEM) in Natick, MA. Research results allow USARIEM 

to recommend product improvements for clothing, equipment, nutrition 

and pharmaceuticals by providing design specifications to improve 

individual Warfighter equipment and rations.

Six USAMRMC medical research laboratory commands execute the 

science and technology program to investigate medical solutions, 

including a focus on military infectious diseases, for the battlefield.
Soldiers are the Decisive Edge https://www.alt.army.mil ASA(ALT)

SOLDIERS ARE 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