 Good afternoon, everybody, and welcome to our final Warrior's Corner presentation of the day, the topic supporting force projection from Army installations with presenters Major General Gavin Lawrence, SDDC CG, and Mr. Dan Riley, ASC Spoe. Well, good afternoon, everybody. It's nice that even anybody's here at 1620 in the afternoon, and I'm just so thankful that I get to sit up here with General Loris, the commander of SDDC, and I think it's pretty interesting that AMC put the two of us together up here, because we are going to talk about strategic power projection. Everything that we are doing from installations globally to project power, how SDDC moves the force and the joint force all over the planet, and then some of the things that ASC does as a global command in terms of catching units on the far end, and then some of the things that we do with strategic enablers, because we are the command that provides all COSIS and issuance of Army preposition stocks globally. And so it's being that one of the pieces of the strategic mobility triad, it's really important. So we really, between our two commands, execute power projection from the fort to the port to the other port to the foxhole and beyond. And so we have nothing else the last several years starting back with operation Iranian aggression through Operation Allies Welcome, which is kind of reverse of what we do in terms of power projection, and then to the most recent conflict with Ukraine and the movement of forces into Europe has stretched many of our systems and taught us a lot about what it's going to look like when we start executing near-peer competitors in the global large-scale combat operations and the load that that's going to put on our industrial base, on our installations, and really the global transportation network. Do you have any opening comments before I get started? Dan, I think you covered it all. I'll just say that it's truly a symbiotic relationship between Stainment Command and Military Surface Deployment and Distribution Command as we focus on projection of combat power. And I'll get into it in a little bit, but when you talk about some of the asymmetric advantages that we have as our army I truly believe our ability to project combat power, to project critical combat capability to the point of need is one of the advantages that we currently have is that we need to fight to maintain and sustain as we look at Army 2030. And as we compete against our peer competitors the difference is, and what we're taking a hard look at is that when we project combat power in the future we absolutely positively believe it will be in a contested environment. And so we're partnering Army Deployment Command with ASC with AMC headquarters with Department of the Army and with Stainment Command to take a hard look at how do we mitigate those threats so we can continue to project combat power in support of our warfighters. Dan, I'll hand it back over to you. Alright, can I get the first chart up? So first, as we look at power projection specifically from Army Material Command and if you remember a few years ago that now means Installation Management Command which is part of AMC as well as Army Sustainment Command when you start at a garrison or an installation level. What we look at is everything that you could possibly imagine from do we have enough barracks space to do mobilization force generation installations, we have MFGIs, we have power projection platforms that's where active duty forces, Title X think of them as the big division posts, the core posts, the continental United States, Alaska, Hawaii where those forces are on a short string to paste on the global op plan or the theater op plan that they're worried about and they're going to deploy sometimes in hours out to several weeks. Some of those posts at a certain point also become mobilization platforms for our Compo 2 and Compo 3 reserve and national guard partners and they start to flow in almost at the tail end of where a large portion of our active duty forces arrive. And so what we have to do is look at the force flow load in different tidpids and what does that mean to an installation? What does it look like as I said in terms of our ability to rapidly expand as simple as defects, how to expand our ability to store ammunition the requirements for ranges because many of these post camps and stations their ranges are built for steady state train up of number of Compo 1 but what do we need to do to rapidly surge capability to expand that and then it gets into everything else. How do we preposition the right stocks and when I talk about stocks it's everything from ammunition operational rations, clothing, depending on the region they're going do they need equics level 7, do they need mosquito netting, depend on what tidpid they're on globally how do we stock that at installations and then looking at our within CONUS our regional distribution hubs that we have from both defense logistics agency as well as our life cycle management commands and is it wiser to keep that equipment in depots and move it rapidly or if we start to do that then we compete with General Lawrence's strategic deployment because a truck is a truck and a train is a train and we have to very closely manage so that we don't saturate the requirements of trying to bring supplies onto a base while we're trying to move forces off one of the biggest things that we have done since 2019 in partnership with installation management command is you used to have a myriad of readiness reporting that occurred on an installation you had installation status reports ISR garrison commanders senior commanders fill it out it's the status of everything that has to do with the garrison we would submit us our data and stockage data for the logistics piece because we own now the LRC's they used to be DOL's about a decade ago so that was all the ASPs all of the where you would keep class one SSMO's the CIF's so think of everything that you would need go to war stocks class forward yard installation supply sport activity for class nine and then it would be within the garrison but they would look at power projection infrastructure railhead roads load ramps facility you know high facilities and then rail spurs going on and off the installation but it was fragmented and separate reporting that unless you were at a certain level you would never get the composite or aggregated view of an installation so we have taken that down to installation level it's all automated it's updated every two weeks it is certified by the senior commander so be at the hundred and first division commander at Fort Campbell or the three core commander at Fort Hood and it runs the gamut of everything from facilities to the ability to surge for barracks to the ability to surge for mechanics and supply people and everything else that's required to do power production it also has all the facilities it's also where we build because we own the log cap contracts and the eagle contracts for the army our ability to rapidly scale contracts for workforce to augment across the suite of what happens on a garrison and like I said that is now all automated it's classified system but it's we built it into SMS which is owned by the army so that at any given time a senior commander or really anyone senior commander can pull up a power projection platform and know exactly what the shortfalls are it also helps us inform what's called the FIP which is now the facility improvement plan so the army believe it or not the army has a one to end for every facility on what needs to be approved in the army and you can scale it by a power projection you can look at it for barracks as you heard the secretary talk about yesterday but it helps us see what's going on in the army and it helps us develop so much better and it was best to do it now where we're doing some pretty heavy lifting into deployments of units but nothing compared to what large scale combat operations are going to look like next chart so I just wanted to talk and I'm going to really use the most recent operations in Ukraine of which we're heavenly invested both of our commands just to kind of give you where we are at so right now as I told you constantly ongoing and has been ongoing is the assessment of our power projection platforms and MFGIs and our ability to rapidly project power in a scalable manner sometimes we don't have to execute log cap or increase contractors if you're only pushing out normal gif map forces but when we get into something like pushing out several armored BCTs it's a different animal everything we do within that assessment tool is you can plug in any tip fit that's out there and look at force flow for the installation over time both mobilization platform population as well as the current population and it will tell us where the gaps are it will tell us in the gaps of supply it will tell us because we work very closely with the transportation engineering agency TEA out of transcom we've done the assessment studies on how much rail we can move how much trucks we can move how many aircraft we can move in and out of army airfields over time and space so that we can talk to cocom commanders and say we hear what you want on your O plan but here's the limiting factors and how are we going to get after it across the myriad of things that it takes the army to project power off its installations in the middle is what we're doing to prepare once we get those assessments I would say we're constantly doing EDRI and exercise we most recently did a EDRI of 2-1 ID out of Fort Riley and they were literally no notice ABCT EDRI they EDRI to NTC by the way their second one in the year so unplanned they went through that we reset them for 10 days at NTC we moved them back to Fort Riley and now they're headed to Europe and so as you can imagine the train movements in that we're doing train to see movements and I'll let General Lawrence talk about you know his best thing that they do and but that's what we do and then for every one of these assessments when you go out to those installations we have what we call contracts on the shelf so we have completely done the PWS there's always a couple of things that may change that already have every one of MCOM's requirements every one of force comms requirements and every one of ASC's requirements already built so it's already established contract it's just we haven't executed the trigger we haven't pulled the trigger because that would come with congressional mobilization money but those are in the can so that we have cut off about 60 days of ramping and installations ability up to project power into surge and then the bottom one is probably where we have made the most money in the recent conflict and that's the work that we do with Army preposition stocks globally so what we did in Europe while the 13 came over is that was the largest issuance of apps that we just did in Europe since really we issued apps 3 to 4th ID in 2003 4 in Iraq so the largest issuance of apps that we've done in the last 20 years 21 years occurred this past winter in support we issued equipment to the 82nd we issued an entire ABCT to 1 3 we also issued a number of enablers so there were several units that you know if you ever see a heavy equipment transport company it moved in 3 weeks because it fell in on an entire heck company that we had already staged in Europe so APS continues to prove its worth as part of the strategic mobility try and it allows us to readily provide combat power very far forward and it's also you know as I get to write project power I would say the most significant thing here so I can turn it over to General Lawrence is what we've learned is where APS is stored is probably not where we're going to issue it and so we have gotten quite good at while it may be stored in western Europe it's issued in eastern Europe so there's a lot of entry to treat theater lift execution that had to happen with the 21st TSC and our NATO partners but we have proven that APS is a huge enabler for our ability to project power it's also a huge deterrence because we can move so fast and we've also learned lessons that we've got to be much more agile because we're not going to issue it where it's stored which I think was a big lesson learned from the last 24 months of operations so that sir that's me so Dan did a great job setting the stage for a lot of the work that army material command in particular ASC is the lead is doing to set conditions for the readiness of our power projection platforms to facilitate the mobilization the assembly, alert marshal and so those platforms are ready to deploy units to areas of operations and what I'm going to talk about is the strategic movement piece and about what we do as STDC as part of U.S. trans-common army material command so let's go to the next slide so just before I get into this slide just to give you an overview of what we are and what we do again Major General Gavin Lawrence commanding general of military surface deployment and distribution command we are tool-headed as the army's sub-component command to U.S. trans-com and a major subordinate command of army material command you saw on Dan's first slide and for those of you who are here for the opening remarks by our Secretary of the Army talk to the mission and the purpose of our army it being to be able to deploy, fight and win our nation's wars right and so I will tell you as I stated at the beginning of my combat the ability of our army to project combat power is absolutely essential to us being able to do our ultimate mission as an army again to deploy, fight and win this slide is what we call our DOD and motion slide and it covers the op-tempo of our army over the past two FY's FY21 through FY22 and as you can see we've been a relatively busy army as we operate across the six combatant commands FY21-22 about 154 BCT Brigade Equivalent Deployment so about 77 Brigade Equivalent Deployments per fiscal year over 200,000 pieces of equipment moved a lot of reliance on commercial line shrucking on any given day 1500 trucks operating across our strategic highways supporting our installations see what we're doing in terms of ammunition movements over 30,000 ammunition containers moved part of that in support of ongoing operations in UCOM as we've executed 21 Presidential Directive Authority missions 21 in County and you see in the top left corner of the slide what we've moved to date in terms of class 7 to assure our European allies and deter Russian aggression in the AEO what I wanted to spend a particular time talking about is the port missions you see there 23 CONUS 85 CONUS missions and I will tell you that is a deliberate effort of SDDC in coordination with army material command and our theater combatant commands to execute port diversification alright and we do that for a number of reasons one first to gain valuable intelligence on the capability the capacity of our ports for operations second I will tell you to demonstrate presence you know as we compete in today's operational environment it is vital that we show physical presence to assure our allies and through those that will take adverse actions against our interests and the third I will tell you and the ultimate reason behind this is to provide options options to our combatant commanders to build resiliency in our systems I talked to in the beginning of my comments you know being able to do this in a contested environment and part of that is building resiliency and options for our combatant commander in choices for ports of embarkation and deep arcation of critical combat capability and we're actively getting after that both CONUS and OCONUS just this past month we did a deliberate move utilizing a commercial port Oakland's city port on the west coast to demonstrate our ability to move combat power using a west coast commercial port in support of Indo-pecom operations earlier this month we did a port visit to Denmark to demonstrate our ability to deliver critical combat capability to the high north in support of combatant operations in Europe and later on this month we'll execute a port call in the Balkans to demonstrate our ability to demonstrate in the south again all about demonstrating our ability to create options demonstrating our ability to utilize various ports to demonstrate presence and support of combatant command requirements let's go to the next slide so the last slide our head is you know how are we doing this I already covered our mission and vision and so really I want to focus on the connectors and the capability and capacity that we in coordination with Army Material Command in coordination with US Transcom we're getting after to build our ability to project combat power and I'll start with the connectors tasks organized under my headquarters I have five active duty brigades each assigned in a line to a combatant command and those brigades are focused on providing responsive support through their assigned personnel but a lot more through our service contracts our steward or related terminal service contracts that provides coverage to facilitate upload, download of equipment and onward movement of equipment at ports of embarkation and disembarkation we also work with commercial industry a whole lot to ensure we have the average depth and breadth of courage we need you know STDC we looked at ourselves as the connective tissue Air Mobility Command AMC Blue at STDC they have planes, military sea lift command they have the strategic sea lift but STDC we see ourselves as the connective tissue as material comes in connecting it from the strategic support area coming in via mode of transportation multiple modes of transportation and then onward moving to the joint support area or the tactical assemble area the point of the spear if need be and I'll talk a little bit about capabilities and capacity assigned to my command I have about 2600 military and department of army civilians assigned to my command a majority or a good portion of which are assigned to my headquarters so when you think about our coverage and support of the six global combatant commands it's not a whole lot so we are deeply involved and coordinated and vested in commercial capacity to augment us in terms of what we do in terms of strategic movement of units from port to port to the joint support area and I'll talk a little bit about some of these so trucks and highways I alluded to the number of trucks we have moving on a daily basis to support our installations in a typical fiscal year here we have over 300,000 truck movements that are being executed and how do we do that we do that through building relationships with over 700 truck carriers based here in the continental United States so we have the capacity to support installation requirements we have the capacity to carry critical cargo we have the capacity to facilitate the movement of ammunition to ports of embarkation as we've seen in support of our presidential drawdown directives in terms of vessels a strong relationship and coordination of military sea lift command to ensure we have access to commercial ocean liners and this is an area of critical interest that we have been really driving hard on to make sure that we maintain and sustain our capacity we have in conjunction with the Department of Transportation a voluntary service intermodal service agreement that gives us access to state of art commercial liners so that we have the ability to transport critical pieces of equipment via commercial liner if a military sea lift vessel is not available to transport the equipment and then you talk about containers containers absolutely essential to our ability to move unit equipment we have programmed throughout the POM incremental buys so we can maintain active stock of about 300,000 containers work in partner with army sustainment command to make sure those are available at our installations to support units that are deploying to areas of operation analysis systems Dan talked about the work they're doing to ensure the radius of our power projective platforms and alluded to the work done by our transportation engineering association the agency to ensure that we're doing assessments on our power projection capabilities programming projects to sustain and maintain those power projection platforms and then the last thing I'll talk before we open their questions are our ammo ports in my opinion the crown jewels of what we have in terms of our ability to project combat power critical strategic nodes that have the ability because of the protection the distance to accept large amounts of net explosive weight to facilitate onward movement of critical ammunition needed to sustain our operations and so we are totally nested linked at the hip with army sustainment command in terms of combining our abilities to protect combat power to the point of need so we can build readiness so we can support dynamic force employment and so we can ultimately ensure the readiness of our war fighters Dan I'll turn it over to you in any comments. I think that's really a great segue I know we covered an absolute ton of information everything from our integration with military sea lift command air mobility command the commercial trucking and train industry as well as army preposition stocks installation readiness so it's a broad topic when it comes to power projection of U.S. forces and I think the best thing we could do now is one of the things we had hope and hope to do was not talk too much but really allowed time for questions and answers so we'll see if anybody has any questions. Thanks. Hey gentlemen Jim Kincaid that was a great presentation thank you. Clearly there's a tremendous amount of ongoing effort required to maintain the edge general that you sir talked about you talked about great progress but I think it's clear that many things need to continue off into the future could you talk a little bit about how AMC and the Army prioritizes projects and programs and the resources that become available to maintain that edge. So right now they're at least within Army material command there are two huge efforts that are one the final is really to the AMC commanding general the other one is really to Army leadership at the highest levels so there is the FIP and that is the facility improvement plan if you look at how we used to do facility improvements it was prioritized at the installation level and the senior commander had a great deal of flexibility to prioritize improvements to facilities that were really important to them in that particular space and time the problem that those got rolled up like you know if it was a force comm installation then it got rolled up into force comm priorities and then the force comm commanding general had to look across and make those prioritizations for every force comm installation now with the inception of you know income over the last 10 years that rolling now into AMC we have the FIP and so that is a Army-wide prioritization facility improvement program where they one to end if you can imagine every facility on every post camp and station in the Army is prioritized on a one to end list and then it is briefed based on operational requirements force readiness soldier health and care you know and family care as we talked yesterday and that's again briefed to the highest level of the Army but I think the important thing is it's now a global or an Army or a service look a prioritization by some installation by installation look where Army priorities and at the highest levels can be you know put on to that one to end list the other thing that I think is incredible is the Army does really good with the modernization of green equipment you know look around where we are we're very good in the acquisition of green equipment war fighting equipment but what we haven't been good on in the past is base commercial equipment and everything that we do uses base commercial equipment be it wretches, be it K-loaders, be it believe it or not locomotives on installations, DODX rail cars and so what we have done at least in AMC as we've come up with a base commercial equipment improvement plan that also wants to end the myriad of requirements globally that the Army has for base commercial equipment in many cases that's regional in nature because we find that if we're in a no-conus location where we have long-term presence it's much better to buy equipment that is readily available base commercial in that area of the world because it comes with sustainment it comes with you know the mechanics or the supplies or whatever else you would need to maintain that equipment and instead of trying to constantly introduce U.S. equipment into a foreign area when we talk about base commercial equipment and that can be everything from a combi oven in a dining facility you know to a fire truck on an airfield so I think those are the two big things that we've done from an Army perspective to get a prioritization especially in dwindling resource environment. The only thing I would add and Dan alluded to it all is what we've done through the FIP process is add transparency and ensure that we have a total view of requirements across our Army. As Dan alluded to the former process in my humble opinion was stove pipe in terms of its approach and so through the FIP wargaming and the Echelon we gave a true aggregate view of our priorities in terms of installation requirements and it can prioritize appropriately which is essential particularly in a resource constrained environment. Any other questions? Alright it is absolutely the end of the day so we appreciate everybody listening and your attentiveness and your question Sir just thank you so much for coming out. No I appreciate everyone being here we know we're the last presentation before the end of day two of AUSA so we appreciate you being here and we just want you to know that Army material command is absolutely focused on our ability to project combat power and support of our warfighters so thank you for being here. Thank you.