PB PB PB PB PB PB PB PB PB

USER'S MANUAL

www.pyramidcaraudio.com

congratulations.

on your purchase of a Pyramid America Series amplifier. This amplifier extends the Pyramid tradition into a totally new series of amps, designed from the ground up to deliver the power, performance and flexibility the modern car audio enthusiast demands.
When you check the list of features offered by the PB 700, PB 1000, PB 1100, PB 1200, PB 1500, PB 1700, PB 2200, PB 2600, PB 2700, youll know you made the right choice with a Pyramid Power amplifier.

table of contents

general features
2 ch amp PB 700 PB 1000 PB 1100 PB 1500 PB 2600

pb 0 pb pb pb pb 2600

power LED protection LED Remote Bass Boost high pass frequency control low pass frequency control bass boost level crossover mode selector
high level inputs low level inputs input level control

speaker connections

power terminals

power fuse

features and specifications

2 ch amp PB 700 PB 1000

output power @ 14.4v DC, 1KHz RMS Power @ 4 Ohms RMS Power @ 2 Ohms Maximum Power Output frequency response input impedance low level inputs high level inputs input sensitivity low level inputs high level inputs power supply voltage matching speaker impedance stereo mode bridged mode maximum current draw dimensions (W x H x L) mm inches 15A
271 x 60 x 175 10.7 x 2.4 x 6.9
crossover mode selector when used with normal, full range systems, set this switch to FULL. If you wish to use the internal crossover to power a driver of specific frequency range, use the LOWPASS or HIGHPASS settings. use this control to match the outputs of your head unit to the amplifier. Starting with your head unit set at about the 2 oclock position, increase the amp level control until distortion begins to occur, and reduce slightly from this point. when the crossover selector switch is in low pass mode, this control sets the upper frequency limit for audio program sent to the speakers. when the crossover selector switch is in high pass mode, this control sets the lower frequency limit for audio program sent to the speakers. Plug in the Remote Bass Boost Control wire in here. this control permits adjustment of the bass level up to an increase of approximately 18 dB. this amp features gold-plated RCA input jacks for high impedance input. Use these with car stereo output which uses RCA-type connector cables. if your car stereo lacks RCA-type output jacks, you may connect speaker output leads to these input connectors. this indicator is illuminated when power is applied. this indicator is illuminated when built-in protection circuitry is activated. the fuse protects the amplifier and your cars electrical system from short circuit conditions. use these connectors to deliver power, ground and remote turn-on control to the amplifier. these terminals are 14K gold plated to guarantee high conductivity and minimum signal loss. input level control

PB 1100

40 Watts x Watts x Watts x Watts x Watts x Watts x Watts x Watts x Watts x 2
15 Hz-30 KHz 10K Ohms 100 Ohms 250mV 2.5V 14.4V DC Neg. Ground (10.5-16V) 2-4 Ohms 4-8 Ohms 15A
271 x 60 x 190 10.7 x 2.4 x 7.5
low pass frequency control high pass frequency control Remote Bass Boost bass boost level control low level inputs high level inputs power LED protection LED power fuse power terminals speaker connections
271 x 60 x 210 10.7 x 2.4 x 8.3

2 ch amp PB 1500 PB 2600

65 Watts x Watts x Watts x Watts x Watts x Watts x 2
crossover mode selectors when used with normal, full range systems, set these switches to FULL. If you wish to use the internal crossovers to power a driver of specific frequency range, use the LOWPASS or HIGHPASS settings. use these controls to match the outputs of your head unit to the amplifier. Starting with your head unit set at about the 2 oclock position, increase the amp level controls until distortion begins to occur, and reduce slightly from this point. when one or both of the crossover selector switches is in low pass mode, one can set the upper frequency limit for audio program sent to the speakers. when the one or both of crossover selector switch is in high pass mode, one can set the lower frequency limit for audio program sent to the speakers. Plug in the Remote Bass Boost Control wire in here. this control permits adjustment of the bass level up to an increase of approximately 18 dB in either or both pairs of channels. this amp features gold-plated RCA input jacks for high impedance input. Use these with car stereo output which uses RCA-type connector cables. if your car stereo lacks RCA-type output jacks, you may connect speaker output leads to these input connectors. this indicator is illuminated when power is applied. this indicator is illuminated when built-in protection circuitry is activated. the fuse protects the amplifier and your cars electrical system from short circuit conditions. use these connectors to deliver power, ground and remote turn-on control to the amplifier. these terminals are 14K gold plated to guarantee high conductivity and minimum signal loss. input level controls

output power @ 14.4v DC, 1KHz RMS Power @ 4 Ohms RMS Power @ 2 Ohms Maximum Power Output frequency response input impedance low level inputs high level inputs input sensitivity low level inputs high level inputs power supply voltage matching speaker impedance stereo mode bridged mode maximum current draw dimensions (W x H x L) mm inches
15 Hz-30 KHz 10K Ohms 100 Ohms 250mV 2.5V 14.4V DC Neg. Ground (10.5-16V) 2-4 Ohms 4-8 Ohms 20 A 271 x 60 x 250 10.7 x 2.4 x 9.A 271 x 60 x 300 10.7 x 2.4 x 11.8
low pass frequency controls
high pass frequency controls
CH3/4 Remote Bass Boost bass boost level controls low level inputs high level inputs power LED protection LED power fuse power terminals speaker connections
4 ch amp PB 1200 PB 1700 PB 2200 PB 2700

Remote Bass Boost

features and controls
ch 1/2 input level control ch 1/2 high level inputs
ch 3/4 input level control
pb 1200 pb 1700 pb 2200 pb 2700

ch 3/4 high level inputs

ch 3/4 low level inputs ch 3/4 crossover mode selector switch ch 3/4 bass boost level control ch 3/4 low pass frequency control ch 3/4 high pass frequency control

protection LED power LED

ch 1/2 low level inputs ch 1/2 crossover mode selector switch ch 1/2 bass boost level control ch 1/2 low pass frequency control ch 1/2 high pass frequency control

4 ch amp PB 1200 PB 1700

4 ch amp PB 2200 PB 2700

electrical connections

12V battery head unit

to remote turn-on +12V

12V battery

head unit

stereo input connections

low level inputs

L/R Audio Outputs Y Adaptors head unit
PLEASE NOTE! If using high level inputs, do not use the low level RCA inputs at the same time!

high level inputs

from speaker terminals

mono input connections

To a second amplifier Y Adaptors head unit

To a second amplifier

wiring harness
wiring harness from speaker terminals
4 CH Stereo input connections using

Stereo input connections

pb pb pb 2200 pb 2700
L/R REAR Audio Outputs L/R FRONT Audio Outputs head unit
2 CH Stereo input connections using

Y adaptors

high level Stereo input connections
4 CH floating ground connections 4 CH floating ground connections
4 CH harness wiring for common ground connections

CH 3/4 REAR

ORANGE BLACK BLACK ORANGE

CH 1/2

ORANGE BLACK BLACK ORANGE ORANGE BLACK BLACK ORANGE
4 CH mono input connections using
RIGHT FRONT Audio Outputs RIGHT REAR Audio Outputs head unit LEFT FRONT Audio Outputs LEFT REAR Audio Outputs
2 CH mono input connections using
high level mono input connections
4 CH floating ground connections

Stereo Output Mode

Bridged Mono Output Mode

LEFT speaker

RIGHT speaker

speaker

MINIMUM SPEAKER IMPEDANCE 4 OHMS!

4 CH Output Mode

L FRONT speakers R REAR speakers
Bridged Dual Mono Output Mode

speakers L R

2 CH Stereo Output Mode with Subwoofer Output

R L SUBWOOFER SPEAKERS

mounting and installation

protection circuitry

troubleshooting

precautions

It also has a help desk, forums, and other student assistance capabilities. The SCOELLP is a virtual blend of connectivity and people that provides lifelonglearning materials, information, and support with a 24 hours a day, 7 days a week reachback capability. The SCOELLP enables the branch, unit, commander, or instructor to track a students progress by virtual means. The student management function can track which courseseven which modules of courseshave been taken. If a courses content is updated, the SCOELLP can notify the Soldier. In this way, the SCOELLP is not only a collection of training and educational materials but also a means of standardizing the instruction that Active and Reserve component students receive. The SCOELLP ensures that all Soldiers receive the same instruction in a standardized format and that individual Soldiers can refresh their skills whenever they require, no matter where in the world they are. Using the SCOELLP offers many advantages. For example, using SCOELLP Blends classroom instructional modes to help increase practical exercise (hands-on) time. Increases instructor control and student contact time beyond the traditional classroom. Bridges the sustainment training gap between, for example, advanced individual training, basic and advanced noncommissioned officer courses, and warrant officer courses. Makes updates to course materials instantly available to mobile training teams, instructors, and learners. To date, more than 5,000 Soldiers and civilians have actively enrolled in about 200 SCOELLP courses. I invite you to check your proponent learning domain via the SCOELLP website at http://www.cascom.lee.army. mil/scoe/scoebbportal/. And if you dont like what you see, write to us and tell us how we can better serve you. For more information or to request assistance, please send an email to the SCOELLP at leeeSCOEBLACK BOARD@lee.army.mil. Major General Mitchell H. Stevenson is the commanding general of the Army Combined Arms Support Command and Fort Lee, Virginia, and the chairman of the Army Logistician Board of Directors.

ARMY LOGISTICIAN

Unit Deactivation Logistics in Review

Major Vincent C. Nwafor

bustle of activity at units undergoing transformation permeated the air in Europe. Quite a few units had already transformed, yet, my search for information on the unit deactivation process yielded little. My unit, the 130th Engineer Brigade, V Corps, received transformation orders to relocate its colors and heraldry items from Germany to its new home with U.S. Army Pacific in Hawaii. The brigades 37-year tenure in Germany was ended immediately following its second combat tour in Iraq. These orders fueled my need for information on the quasi-deactivation process. I call it quasi-deactivation because the brigades personnel were reassigned in just 6 months based on the Armys needs, but all of the units equipment stayed behind in Europe. The deactivation was made possible by proactive planning and trial and error in the execution process. The brigade and its supporting agencies learned along the way and ultimately accomplished the deactivation and relocation tasks with style. This article provides insights from the 130th Engineer Brigades perspective on unit deactivation logistics and recommends actions to improve the process. Plan for Success Planning for a successful deactivation entails assembling a competent logistics team to execute deactivation tasks effectively. Accurate property accountability must precede property disposition. Seeking external support early to overcome the impacts of a dwindling unit personnel strength and time constraints must be on the things-to-do list, and establishing logistics milestones to gauge the progress of the deactivation process is extremely helpful. Lieutenant Colonel Elizabeth Halford, the 130th Engineer Brigades deputy commander, once said, Proactive planning means beating the deadline and not just meeting the deadline.

The first step is to assemble a team of noncommissioned officers and officers from the brigade S4 office and unit supply rooms who are competent in anticipatory logistics; they also must have the proven coordination skills that are critical in negotiating the red tape that is specific to the unit deactivation and relocation processes. The S4 staff should provide depth, breadth, and reach in logistics support. They should also be creative, mission-focused, and not easily shaken or deterred; these are skills that will be tested time after time. Progress may stall as the brigade undertakes seldom-exercised logistics deactivation events, and supporting agencies may not be as motivated as the S4 staff to act quickly when problems arise. Settling for a weak S4 shop equates to accepting the risk of failure. Fortunately, the 130th Engineer Brigades command team set the tone for its overall success. Next, conduct a 100-percent inventory and maintain 100-percent accuracy of property on hand and on the books. Make adjustments as required by Army Regulation 7355, Policies and Procedures for Property Accountability. Be very aggressive with the financial liability investigations of property loss process because the accelerated loss of unit personnel during deactivation and relocation will quickly deplete the witness pool. Be sure to find out who is responsible for lost property before the brigades personnel are reassigned. Consider identifying all contracted equipment up front and arrange for contract termination and equipment pickup.
A Soldier from the brigade S4 office looks at the tons of engineer training aids at the local training area that must be turned in before the unit deactivates.

MAYJUNE 2008

To monitor progress on a weekly basis, develop internal brigade milestones. The improved Commanders Checklist for Restructure/Rebasing is an invaluable aid in developing deactivation logistics milestones. The Hessen Garrison Community unit deactivation status slides, which accompany the checklist, suggest pertinent but easily overlooked deactivation tasks. The slides provide an opportunity to think ahead, ask the right questions, and deliver responsive deactivation logistics when it counts. The checklist is available on the U.S. Army Europe (USAREUR) website at http://g3operations. hqusareur.army.mil/NewChecklist/startup/default.htm. Turning In Property Other than reassigning personnel, the main focus for a deactivating unit is property disposition. Units are required to deliver the equipment at 10/20 standards (fully mission capable) to gaining units or turn it in to the supply system. Considering a units organic capabilities and the high volume of equipment involved, disposing of property in a short period of time is a difficult task. Inspecting thousands of items, ordering and receiving repair parts, and fixing items to standard are time consuming. The 130th Engineer Brigade alleviated this challenge by vigorously making its case to higher headquarters, and it eventually secured an exception to the policy so that it could turn in or laterally transfer equipment as is. Had the brigade not been able to turn in the equipment as is, the traditional lateral transfer process would have put the brigade behind its deactivation timeline. Dedicated external support is required to negotiate relocation and deactivation smoothly because a units typical organic support system is insufficient for the deactivation tasks. USAREURs 21st Theater Sustainment Command came to the 130th Engineer Brigades rescue with a novel concept: the Harvest Team. The Harvest Team consisted of personnel specializing in property book management; communications equipment; vehicle maintenance; nuclear, biological, and chemical equipment; and transportation. With the help of brigade personnel, the Harvest Team divided equipment into piles for lateral transfer and piles for turn-in to the supply system. The Harvest Team also assisted with lateral-transfer executions and facilitated coordination with movement control teams for delivering equipment to gaining units. Sending 21st Theater Sustainment Command personnel with the equipment delivery party smoothed operations and quelled any reluctance from gaining units to accept the equipment as is. Prioritizing Having parts left in the supply pipeline can delay the closing of unit Standard Army Retail Supply System

Despite all the benefits that the BOH containers offer, they have some drawbacks. First, the 3d CAB did not use the FPU 82s retractable door feature, which allows doors to slide into the side walls to create an open-face BOH. If this feature were not there, the 4 inches on each side of the container where the door retracts could provide an extra 8 inches of drawer space. That may not sound like much, but the space adds up when one considers the number of containers that the 3d CAB used. A second disadvantage is the cost. These BOH containers are expensive. The FPU 82 costs $22,366. The BOH Cargo 6 costs $11,477, and the BOH Cargo 12 costs $18,442. The different modules are approximately $10,000 each, and the drawers are about $1,000. The EWCC is a whopping $88,144. Old Containers Versus New Containers The ISU90 containers and M129 semitrailer supply vans are in competition with the newer, more versatile BOH containers. The ISU90 is a larger container than the BOH container, but it holds fewer ASL items. The ISU90 also requires blocking and bracing. Imagine opening a door to a container to inventory its contents, only to see secure plywood and two-by-fours challenging you to tear them down just to get to the ASL. Now imagine doing that with close to 40 ISU90s, and remember that each ISU90 has a set of doors on each side. The M129 van has some good qualities, like mobility, but it does not compare to the Cargo 12. The M129 van has a much smaller door that larger parts cannot fit through, which reduces the overall capability of the container. And the M129 van is not configured with cabinets or drawers. The drawers and shelves used by Alpha Company were contracted through Stanley Vidmar at an additional cost to the $85,000 price of the M129 van. Providing Responsive Support Todays modular Army is prepared to establish operations and support multiple locations simultaneously. Logisticians are required to adjust their methods in order to provide responsive support to their customers. The 3d CAB occupied three additional FOBs, so the SPO immediately identified the requirement for designated lanes to support forward customers. The SSA platoon set aside a specific number of pallets and labeled each by its FOB. The SPO coordinated for regular pushes to the FOBs and relied on the companys slingload team to establish logistics packages for delivery by slingload or to deliver internal loads of every class of supply. Alpha Company quickly realized it needed slingload equipment, which was not on its modification table of organization and equipment (MTOE). The supply sergeant aggressively worked to meet the requirements,

and an MTOE change request was submitted. Distribution companies like Alpha Company should be authorized at least ten 10,000-pound sling sets, four 25,000-pound sling sets, four cargo reach pendants, and four 5,000-pound cargo nets. These items allow the distribution company the versatility of resupplying its customers by air. Another needed MTOE change was the addition of a 4,000-pound forklift. Although the MTOE for Alpha Company allocated an all terrain lifter, Army system (ATLAS), a 4,000-pound forklift would have offered much more maneuverability within the warehouse. A request was submitted for a contracted commercial forklift as a short-term solution. In the CAB, an aircraft on ground (AOG) was a significant reduction of combat power. The process for obtaining AOG parts had to be clearly briefed and followed. The SPO AOG representative emailed a list of the AOG parts to the SSA. A printed copy of this list was sent to the receiving and issue sections of the SSA. When the receiving section was processing parts, an AOG part was easily identified by the document identifier code, which included AOG and the last four numbers of the serial number (predesignated as a 9000 series). After the AOG part request was processed, the part was handed over to the issue section, where it was placed in a bin dedicated for AOG parts. The issue section logged it in the book and then gave the SPO AOG representative a call. The representative then informed the customer that its AOG part was in the SSA. If the AOG remained in the bin for over 1 hour, the issue section immediately gave the SPO AOG representative another call and notified the SSA technician and company commander. Each mission and location will create a different set of challenges and benefits. Soldiers will learn the technical aspects of their jobs in due time, so the Army Quartermaster Center and School should ensure that its curriculum trains young Soldiers to be creative, adaptive, and flexible. The course should give Soldiers a basic knowledge but also challenge them to come up with solutions and engage in problem-solving techniques. The warrior logisticians of the Alpha Company, 603d Aviation Support Battalion, 3d CAB, accomplished their mission not only by technical competence but also by combining techniques that served ALOG well in the past with innovative measures. First Lieutenant Brice R. Westhoven is the supply support activity platoon leader for Alpha Company, 603d Aviation Support Battalion, 3d Combat Aviation Brigade, 3d Infantry Division, which is deployed to Iraq. He holds a bachelors degree in sociology from John Carroll University and is a graduate of Basic Officer Leader Course (BOLC) II and III.

The five management processesplan, source, make, deliver, and returnprovide the organizational structure of the SCOR model. Level 3 Level 3 is the process element level. This level drills deeper into the organization to detail how work and information flow throughout the organizations supply chain. It focuses on key transactions, including inputs and outputs, and looks at objectives, performance metrics, best practices, and the systems infrastructures and capabilities that support them. At this level, the organization can validate the impact of improvements along its supply chain. Level 3 is aligned with level 2 for corresponding performance standards and organizational systems and interactions. Level 4 Level 4 is the level at which supply management practices are implemented. Activities at this level are specific to an organization and are focused on implementing tasks. These activities include focusing on organizational design, processes, systems, and individuals within the organization. These are outside the scope of the SCOR model since implementation is unique to each organization. The Universal Joint Task List A military analogy to the SCOR model could be the Universal Joint Task List (UJTL), which is published by the Joint Chiefs of Staff. While it is not a perfect analogy, the UJTLs intent is similar to that of the SCOR model. The UJTL serves as a common language and reference system for the military to ensure understanding across the forces. It provides the basis for the development of a joint mission essential task list that military organizations can use to identify capabilities essential to mission accomplishment. The UJTL provides an extensive integrated list of functional tasks, definitions, conditions, standards, and metrics. Units can use the UJTL to look holistically at capabilities and training to ensure mission success. While the SCOR model is concerned with processes and not functions, it does provide a common language and reference for organizations, enabling them to communicate clearly and manage, measure, and evaluate process elements to ensure customer satisfaction. As with most tools, the SCOR model is only a guide. The success of any tool or process depends on organizations having a clear understanding of the capabilities and limits of that particular tool or process. It also requires organizations implementing and using the tool properly to maximize its potential. Employing the SCOR model and business best practices, when adapted to meet military circumstances, can be powerful methods to improve the DOD supply chain, which is inextricably linked to ALOG commercial industry. Major Mike Siegl is the battalion executive officer of the 204th Brigade Support Battalion (Rough Riders), 2d Brigade, 4th Infantry Division. He received a B.A. degree from Stanford University and an M.A. degree from Georgetown University. He is a graduate of the Quartermaster Officer Basic Course, the Combined Logistics Captains Career Course, and the Army Command and General Staff College.

The training was maneuveroriented and focused primarily on survival on the battlefield of Iraq. Although this training was vitally important, the training schedule rarely allowed the BCT maintainers to practice and train on their technical MOS skills.
Because of the enemy threat within the BCTs battlespace, KBR truck assets would not operate on BCT main supply routes (MSRs). So, transportation support to CF and Iraqi Security Force (ISF) units was left completely up to military assets. When transportation requirements exceeded the FSBs capabilities, the BCT would either employ palletized load system (PLS) assets from the Utah ARNG 2d Battalion, 222d Field Artillery Regiments (2222 Field Artillerys) service battery or the SPO coordinated with the 44th CSB to reinforce truck support. On some occasions, the FSB was forced to use supply support activity (SSA)
The 228th Forward Support Battalion maintenance support team works on an M2A2 Bradley fighting vehicle pack at Forward Operating Base Habaniyah, Iraq. Meerkat assets before all FSB CLPs. Despite these efforts, the insurgents were still capable of rapidly reseeding IEDs after MSRs were cleared. CLP start point times were continuously changed to eliminate predictability for insurgents. All Soldiers should arrive in the combat zone fully trained to conduct NVG operations. This would ensure continued CF dominance of night operations and will greatly reduce risk to Soldiers. Maintenance Operations Much of the BCTs time at Mobilization Center Shelby was spent conducting mandatory First Army individual and collective training. The training was maneuver-oriented and focused primarily on survival on the battlefields of Iraq. Although this training was vitally important, the training schedule rarely allowed the BCT maintainers to practice and train on their technical MOS skills. The first chance the BCT had to conduct hands-on maintenance training was at the end of the post-mobilization training cycle, when mechanics provided maintenance support to the BCT Bradley and tank ranges in April 2005. The 3656th DS Maintenance Company (Mississippi ARNG) maintained the BCTs fleet during most of the time spent at Mobilization Center Shelby. Maintenance management was a training priority for the First Army trainers at Mobilization Center Shelby. The FSB established the BCTs Standard Army Management Information System (STAMIS) architecture and maintained the daily 026 Report, originally by disc drop from the Standard Army Maintenance System-1 and later via email. The brigade conducted daily maintenance meetings, which helped build the maintenance team within the BCT. First Army also authorized BCT units to increase unit prescribed load lists and permitted both FSB maintenance companies to build a substantial shop and bench stock before deploying. These measures provided the BCT with enough on-hand stockage of class IX (repair parts) to sustain itself through the first 30 days in theater.

Colonel Kenneth A. Scott, USAR,
Major Charles W. Weko, USAR
The current procedures for determining liability for property loss and damage have proven to be insufficient. Applying modern technology to the process will help the Army more effectively deter property loss.
rom 2005 to 2006, the Army experienced a 17-percent increase in lost, damaged, or destroyed (LDD) equipment. In 2007, this trend continued with an alarming 36-percent increase in LDD equipment. In fact, since the introduction of the Financial Liability Investigation of Property Loss (FLIPL) process, the Army has almost doubled the rate at which accountability is being lost. And why should it not double? The word is out: Soldiers and leaders have finally learned that the FLIPL process is virtually useless as a deterrent to property loss. With chapter 13 of Army Regulation (AR) 7355, Policies and Procedures for Property Accountability, packed with 63 pages of dense legalese, just learning how to process a FLIPL is a daunting tasknever mind trying to master the process in a combat zone. Soldiers have learned that they have two choices when a piece of equipment comes up missing. They can sign a statement of charges (SOC) and pay a depreciated value of the missing equipment, or they can deny responsibility and stick some staff officer with the task of trying to prove their liability by processing a FLIPL. What does the Soldier pay if he is found financially liable for the missing equipment? He pays exactly the same amount as he would have paid under the SOC. For the Soldier, the smart choice is clear: Go with the FLIPL every time. The FLIPL process is strictly manual. The Army offers S4s no tools for making FLIPL management easier. AR 7355 states nine times that all entries must be made on the original Department of Defense (DD) Form 200, Financial Liability Investigation of Property Loss. So, S4 shops keep typewriters handy and clerks busy with administrative tedium. To make the FLIPL an effective deterrent to property loss, the Army must improve the way the process leverages technology. By creating a web-based FLIPL processing tool, technology can be used to connect participants, automate repetitive processes, and standardize the execution of FLIPLs. These applications should work together in one tool that interfaces with Property Book Unit Supply Enhanced (PBUSE) and the Defense Finance and Accounting Service (DFAS). The tool could be either a sub-module of PBUSE or a
stand-alone system. By tying into PBUSE, the property book officer would be able to assign a document number and track the status of the FLIPL without having to develop his own database. By connecting with DFAS, the command would be able to ensure that service members found to be financially liable are held financially liable before the FLIPL is forgotten by the command. Connecting Participants One of the biggest challenges of processing FLIPLs is the large number of people involved in reaching a decision. A FLIPL for which financial liability is determined will be touched by at least 11 individuals, including the initiator, the respondent, the responsible officer, the property book officer, the appointing authority, the approving authority, the investigating officer, the legal reviewing officer, the respondents attorney, the unit personnel administrator, and a finance officer. In reality, the number of people involved in the FLIPL can be even higher depending on the complexity of the investigation. Since all of these people need to communicate with each other about a common document, communication can become complicated and bogged down. Experience shows that communication gaps seem to be the main reason for delays in FLIPL processing. To resolve this difficulty, an automated FLIPL process should make use of participants Army Knowledge Online (AKO) email addresses to automatically communicate with one another. For example, once the investigating officer has completed his findings, all he would need to do is click a submit button to have his results automatically forwarded by email to the appointing authority. This process could also make use of digital signatures to avoid the need to have each participant physically sign the FLIPL. Using AKO to communicate with participants would eliminate the need to send Soldiers certified return receipt mail. The minimum cost for a 1-ounce first class certified letter with a return receipt is $5.21. Since a Soldier who is held financially liable is notified at least twice (once by the investigating officer and once by the approving authority), every finding of financial liability costs the Army $10.42 in postage.

Commentary

Is It Time to Reconsider Training for PBUSE?
Chief Warrant Officer (W4) Joel Lockhart
Now that Property Book Unit Supply Enhanced is in general use, it is time to look at the training provided to its operators and determine how that training can be improved.
fter returning from Afghanistan in 2005, I gave my daughterthen 12 years oldher first iPod. Frankly, I was concerned that she was too young to figure out how to work it. Initially, she was a little uncertain about how to use it or the accompanying software, iTunes. But she slowly started to explore both the iPod and iTunes, and, surprisingly, within a few hours, she was confidently rocking out and downloading music! How did she do it? It was simple. She just kept clicking and guessing until she figured it out. I share that story because I see similarities between my daughters first encounters with an iPod and our Soldiers first encounters with Property Book Unit Supply Enhanced (PBUSE). Like my daughter, they seem to click and guess until they figure it out. Unfortunately, they are not always getting it right. What Is PBUSE? PBUSE is the Army's web-based, state-of-the-art, force sustainment property accountability system. It
provides Standard Property Book System-Redesign (SPBSR) and Unit Level Logistics System-S4 (ULLSS4) functionality. PBUSE is designed to provide the Army with a Federal Financial Management Improvement Act- and Chief Financial Officer Actcompliant, integrated automated property accountability information system for both garrison and tactical units. PBUSE is part of the Global Combat Support System-Army (Field/Tactical) (GCSS-Army [F/T]), a web-based, fully interactive, menu-driven, automated combat support system. PBUSE officially replaces SPBSR and ULLSS4. Who Uses PBUSE? PBUSE is used at the property book and unit supply levels for installations, centers, agencies, schools, training centers, support commands, divisions, brigade combat teams, combat aviation brigades, armored cavalry regiments, nondivisional units, battalions, companies, Army Reserve Officer Training Corps units, and
Training for PBUSE is available through several methods. However, most of these are provided primarily to military occupational specialty 92Y or 920A and do not reach all potential users.
PBUSE Training Opportunities
Job Aids PBUSE Distributed Training Vehicle Residential Training

Training Venue

On-line tutorial On-line tutorial Classroom

PBUSE user would then recertify his user role annually or when a software change package affects his user role. Why Change? Army-wide training challenges and other notions that warrant reconsideration of PBUSE training include Demands of the Army Force Generation model (ARFORGEN). ARFORGEN is a force management process that leverages modular unit designs and operational cycles to provide a sustained deployment capability of operationally ready units. Decreased time at home between deployments. Reduced travel for training. The Army Training and Doctrine Commands desire is to decrease training time away from a Soldiers home station. Untrained users. Numerous users of PBUSE are granted access without formal training of any type. This program would preclude that practice. Availability to varied MOSs. Training only 92Ys will not fully capture all potential users PBUSE training needs. User competence. Training organized by user roles would train users before allowing access to the system and would increase user competence. Uniformity. Online, targeted user training would provide uniformly standard training to all. Affordability. Targeting training by user roles arguably would provide a low-cost but highly effective solution for PBUSE training deficiencies when compared to more expensive residential or mobile training team-provided training that targets only a percentage of the Armys PBUSE training need. By reconsidering who, where, and how we train PBUSE, we can eliminate the need for our Soldiers to click and guess their way to a PBUSE training solution. In doing so, we provide our Soldiers more dwell time at home with their families between deployments while saving our Nation money that otherwise would be spent on traditional residential traininga potential win-win-win for all. Chief Warrant Officer (W4) Joel Lockhart is a senior instructor for the Warrant Officer Division, Logistics Training Department, Army Quartermaster Center and School, at Fort Lee, Virginia. He holds a B.S. degree from Excelsior College and is a graduate of the Warrant Officer Candidate School, Quartermaster Warrant Officer Basic and Advanced Courses, the Warrant Officer Staff Course, and the Warrant Officer Senior Staff Course.
Graduate-Level Education for Logisticians

Captain Stacy Pennington

The author uses her experience as a student to describe the Master of Military Logistics program at North Dakota State University, one of several universities offering a masters degree to Army logisticians.
he ability of the United States to fight and win wars rests on the militarys ability to deploy and sustain troops in theater. Our logistics networks need to become even more flexible in order to respond to an increasingly unstable geopolitical environment. The only way to develop such networks is to create adaptable logisticians who have the knowledge and skills to integrate, coordinate, and synchronize capabilities to optimize the use of all available logistics assets and provide worthwhile outcomes in a joint environment. The best way to cultivate these expert logisticians is to provide professional education opportunities that allow students to build new skill sets and gain fresh perspectives on global logistics and that encourage them to develop contacts with other logisticians. The Master of Military Logistics (MML) program at North Dakota State University (NDSU) in Fargo, North Dakota, provides just such an experience. An Interdisciplinary Approach NDSU is uniquely situated to provide a high-quality MML program because it is home to the Upper Great Plains Transportation Institute (an independent organization that conducts research and outreach in urban and rural transportation and logistics issues) and a new technology park that holds research and development contracts with the Department of Defense. These two great resources provide students with access to research and analytical tools that no other college can offer. The university also recognizes the importance of an interdisciplinary approach to teaching logistics. To develop a truly interdisciplinary approach, the program recruited instructors from NDSUs colleges of Agriculture, Food Systems, and Natural Resources; Arts, Humanities, and Social Sciences; Business Administration; Engineering and Architecture; and Science and Mathematics. The MML program is part of the Transportation and Logistics Program offered through the College of Graduate and Interdisciplinary

An organization works toward two related objectives: controlling resources to minimize its dependence on other organizations and controlling resources to maximize other organizations dependence on those resources. Succeeding in either objective is thought to affect the exchange of resources between organizations, thereby affecting each organizations power.
would then move down the sorted list to resources that it can influence and on which it can be less dependent. The labor and facilities resources are both critical. In the just-in-case logistics method, labor includes not only the personnel needed to maintain the large stockpiles in the warehouse but also the personnel required to purchase them. The facilities resource includes depots and warehouses that are necessary to house the stock piles. Because both of these resources are critical and expensive, the logistics organization would seek to reduce its dependency on them. Because the just-in-time logistics method relies heavily on quickly providing supplies only as they are needed, there is no need (or the need is greatly reduced) for warehouses and depots and the personnel to work in them. Ordering supplies through an online ordering service also allows the organization to eliminate procurement personnel. In short, it is the perfect method to reduce the dependency of the logistics organization on the resources of labor and facilities. Unfortunately, reducing dependence on labor and facilities results in an increased dependence on the resources of suppliers and lines of communication. In the just-in-time logistics method, the organization is completely dependent on the suppliers ability to provide the supplies that it needs and the transportation assets to get them delivered quickly. The organization is forced to assume that industry is holding a lot of inventory just in case it wants it just in time or that industry can surge to meet its needs. When the just-in-time model was implemented in a predictable environment, these dependencies and assumptions were acceptable. Just-in-time was efficient, reducing inventories and saving the Army a great deal of money. However, problems arose when the just-in-time model was attempted in a deployed (unpredictable) setting. Suppliers often did not have enough material resources, such as repair parts and tires, to meet the operational need. When they did have the material resources, they often could not find adequate transportation or secure routes to get them into the combat zone and to the units fast enough. Logisticians started to get worried after the first couple of deliveries did not arrive in time. To ease their worry, they reverted back to what they knew. They started to increase their inventories of the things they knew they would need and basically returned to a just-incase logistics method. This article has briefly examined the movement of Army logistics from the just-in-case method to the just-in-time method. A critical analysis of both systems using the resource dependency theory has shown that both methods have dependencies that support or interfere with the organizations resource exchanges (strengths and weaknesses). Which system is best? Clearly, logistics is a balancing act. The just-in-time method has problems in a combat zone. A stockpile created by the just-in-case system is just a best guess of what will be needed. The logistician must decide on the proper combination of both systems depending on the situation. If he does not find the right combination, the mission could fail. Perhaps this is why Alexander the Great said, My logisticians are a humorless lot. they know if my campaign fails, they are the first ones I ALOG will slay.8

If, by offering products an enemy needs at a low price or of apparent excellent quality, the enemy buys items from one of our allies oreven betterfrom one of our own lords, this is a situation of golden opportunity. This may be created by appealing to the greed, arrogance, or ignorance of the enemy or by bribes or payments to leaders and lords and generals of the enemy, though the latter should be done if at all possible through intermediaries and agents. A golden opportunity usually arises if actual conflict may occur far in the future. In this case, the enemys leaders often are unsure and argue among themselves as to who their enemies are. After careful evaluation that these conditions are all favorable to our cause, all of our resources should be brought to bear to supply directly or indirectly the vital elements of the enemys means of waging war. Exploiting a golden opportunity requires the greatest of diplomatic, military, and commercial skill but, if achieved, can create great weakness within the enemy forces, some known with time, some unknown until the stress of battle, and some never discovered. One means by which this can be achieved is by becoming the primary source of supply of a critical item that can suddenly be made unavailable to the enemy. Also, you can ensure that certain critical items have defects or are of poor quality so that they will fail in battle. Or, you can create an excuse for increasing the price five- or tenfold and use the profit to better equip your armies while weakening those of your enemy. Wise generals should always remember that the ultimate objective is to conquer the enemy without waging war. Do this by weakening the enemys resolve and resources and the will of his leaders, lords, and generals so that, although actual conflict is avoided, you accomplish your objective. Therefore, a general who understands this and is successful in creating and exploiting golden opportunities will be able to defeat the enemys armies without fighting and reach the highest state of military ALOG achievement.
Noel D. Matchett is the president and principal consultant of Information Security Incorporated. He was a member of the Senior Cryptographic Executive Service at the National Security Agency. He holds a B.A degree from Haverford College and an M.S. degree in mathematics from Rutgers University.

A mine-resistant, ambush-protected vehicle (MRAP) drives onto a commercial vessel at the Naval Weapons Station Charleston, South Carolina, in preparation for shipment to the U.S. Central Command (CENTCOM) area of operations. The U.S. Transportation Command (TRANSCOM) arranged for the sealift of more than 100 MRAPs in November. The 841st Transportation Battalion, Military Surface Deployment and Distribution Command, managed port operations for this shipment, which was part of the largest air and sea shipment of MRAPs at one time. Most MRAPS previously had been sent by air. TRANSCOM plans to increase the number of MRAPs shipped by sea while continuing to ship by air to meet CENTCOMs requirements.
The creation of the ACC is part of the Army Contracting Campaign Plan announced by the Secretary of the Army in February. The plan will guide the Armys ongoing efforts to identify and implement needed changes in contracting doctrine, training, leader development, materiel, and personnel.
URBAN OPERATIONS MUNITION APPROVED The Army has approved the release of a new munition that will be safer and more effective for Soldiers to use in urban environments. The M1030 12-gauge shotgun breaching cartridge will reduce the danger posed by ricocheting fragments when Soldiers have to break down doors and disable locks. According to R. Ned DeWitt, the product manager for crew served weapons at the Armament Research, Development, and Engineering Center at Picatinny Arsenal, New Jersey, The M1030 is an antimaterial cartridge designed to be used for defeating wooden doors (deadbolts, knobs, and hinges) and padlock hasps. Current shotgun-ballistic breaching utilized 00 Buckshot cartridges that are not designed for breaching. Soldiers have suffered severe injuries during breaching operations utilizing buckshot cartridges. The frangible [breakable] projectile of the M1030 minimizes ricochet hazards currently associated with buckshot breaching and provides a much safer alternative to the Soldier. The requirement for a munition like the M1030 was identified by the Army in 1997. The M1030 uses commercial off-the-shelf technology and will be produced by Alliant Techsystems, Inc., at its Anoka, Minnesota, plant.
Blue Grass Army Depot will assume responsibility for Scranton AAP in Pennsylvania and will continue to manage Anniston Defense Munitions Center in Alabama. Milan AAP in Tennessee and Mississippi AAP, which is located at the Stennis Space Center in Mississippi, will report to Crane Army Ammunition Activity in Indiana. (The commander of Milan AAP also commands Mississippi AAP.) Milan and Mississippi AAPs are now subordinate to Blue Grass Army Depot. Lake City AAP in Missouri will operate under McAlester AAP in Oklahoma. McAlester AAP will continue to manage Red River Army Depot and Lone Star AAP in Texas and Kansas AAP, which are scheduled to close under the 2005 Base Realignment and Closure Commissions decisions. Riverbank AAP in California and Hawthorne Army Depot in Nevada will continue report to Tooele Army Depot, Utah.

GOVERNMENT-OWNED CONTAINERS PROVE TO BE COST EFFECTIVE A Lean Six Sigma analysis resulted in a process for repairing Government-owned containers that is cheaper than leasing commercial containers. The process was used in a collaboration by the Joint Munitions Command (JMC), Army Intermodal and Distribution Platform Management Office, the Military Surface Deployment and Distribution Command (SDDC), and Department of the Army Office of the Deputy Chief of Staff, G4, on a project that repaired and returned 110 Government-owned containers to service in lieu of using leased containers. McAlester Army Ammunition Plant, Oklahoma, and Tooele Army Depot, Utah, used the containers to move munitions into the U.S. Central Command theater of operations. The process for repairing the Government-owned containers begins with the inspection of the containers at the depots to identify containers that are serviceable and containers that can be repaired. The first of each month, the Army Container Asset Management System compiles a list of reparable containers. JMC prioritizes the list by depot and sends it to SDDC, which manages Government-owned container repair funds. SDDC sends JMC a military interdepartmental purchase request for each container approved for repair, and JMC forwards the funds to the appropriate depot.
AMMUNITION PLANTS REALIGN The Joint Munitions Command (JMC), a component of the Army Joint Munitions and Lethality Life Cycle Management Command, Army Materiel Command, is realigning the command structure of its installations effective 1 June. The new organization will align JMC installations according to mission rather than geographic location. Under the plan, Radford Army Ammunition Plant (AAP) in Virginia and Holston AAP in Tennessee will report to Pine Bluff Arsenal in Arkansas. Both plants currently are managed by Blue Grass Army Depot in Kentucky.
To date, SDDC has funded the repair of 234 Government-owned containers at JMC sites and approved funding for another 113.
Upcoming Events 2008 NATO STANDARDIZATION CONFERENCE SLATED The North Atlantic Treaty Organization (NATO) Standardization Conference will be held 15 to 18 September in the Washington, DC, metropolitan area. The United States is co-hosting the conference with the NATO Standardization Agency and the Allied Command Transformation (a NATO command). The conference brings together practitioners from North America and Europe to present developments in allied transformation and to facilitate the practical application of standardization in support of NATO. The conference content will be best suited to Department of Defense military, civilian, and contractor personnel who are from NATO member countries and are required to have a fundamental knowledge of current and future NATO standardization activities and representatives from civilian standards developers who would like to gain more knowledge of standardization. Attendance is limited and may be subject to eligibility requirements. Information on registration and hotel accommodations is available from the Defense Standardization Office at (703) 7676872 or on line at www. dla.dsp.mil. INTERNATIONAL DEFENSE LOGISTICS CONFERENCE PLANNED The International Defence Logistics 2008 conference will be held 3 to 6 June in Brussels, Belgium. The conference will feature over 50 speakers, including senior officers from the North Atlantic Treaty Organization (NATO), the NATO Maintenance and Supply Agency, the European Defence Agency, the United Nations, and the Organization for Joint Armament Cooperation (OCCAR). The agenda will blend on-the-ground case studies from theaters of operations with enterprise-level explorations of organizational efficiency and transformation to provide an in-depth view of the logistics challenges facing the defense organizations of allied nations in the 21st century. Interested parties can register online at www. defencelog.com, or call +44(0) 9465 or email enquire@wbr.co.uk.