Shortly after taking command of Army Materiel Command, Gen. Gus Perna asked the major subordinate commanders to take a hard look at their organizations and determine how best to align the structure and workforce with the mission to best support Army readiness.
Based on this guidance, and a memorandum signed by Maj. Gen. Jeff Drushal, commander of the Security Assistance Command, staff directorates and offices used the USASAC Regulation 10-1 (Missions and Functions) to analyze the structure and personnel for each staff directorate and office.
“There is not a big change, but a shift in how we look at different processes,” Robert Moore, deputy to the commanding general of USASAC, said. “We looked to improving our overall performance through process reviews and refocusing enterprise synchronization meetings.”
USASAC’s goal in realigning is to provide enhanced support to the AMC foreign military sales enterprise; improve synchronization and integration, and better align resources to meet mission requirements.
As a result, the newly published regulation better defines the USASAC organizational structure and aligns the various missions and tasks assigned against that structure.
The realignment supports Perna’s Shape the Fight initiative, as well as security of the Army and Army chief of staff’s priorities and ongoing reform efforts.
“The aim of Shape the Fight was to make us more effective,” Moore said. “We realigned the organization to ensure we had the right people in the right positions.
“We looked at supervisor to employee ratio to make sure we had the right grade structure. We realigned resources internally where we had more demand, regional operations, for example, and we looked at duplication and redundancy in our processes to make sure we are more efficient.”
As the organization moves into implementation, the workforce should see a further de-layering of organizational structure, disciplined adherence to levels of echelon rank and grade structure, and opportunities for process improvements.
Some of the changes started last fall, but were finalized with the updated 10-1.
Significant changes to the organization included clarifying roles, missions and functions within G3/7, Operations and Security, and the G5, Strategic Analysis.
The G5 was renamed the Strategic Integration, Policy and Analysis Directorate. The workforce development function previously under G5 was transferred to G1, Human Resources, which aligns with the AMC structure.
Training that supports the FMS total package is now worked through Security Assistance Integrated Training Division, part of the G3/7, now Operations, Security and Security Assistance Training Integration.
“We restructured our Training and Integration Division to allow us to better anticipate and plan for our partners’ training requirements,” Moore said. “When you look at the G3/7, training integration was an area where we were not appropriately structured to meet and focus on training – that was sort of a gap in our training; realigning the G3/7 allowed us to fill that gap.
“We have always believed that by building partner capacity in our partners and allies, we are ensuring U.S. Army readiness. When partners and allies have the same equipment and training, they can better support coalition operations.”
Some realigning also took place at USASAC-New Cumberland, Pennsylvania, in the G4 and Process and Performance Management Office.
“They looked at their internal processes to see where efficiencies could be made,” Moore said. “We stood up the Commercial Repair and Return Branch. We moved that from the SAMDs (AMC Life Cycle Management Commands, Security Assistance Management Directorates). Also SNAP (Simplified Nonstandard Acquisition Process) Program Management. We brought that in house in terms of streamlining processes and generated some cost savings as well as cleaned up backlog to better support our partners and allies.”
The SNAP Program Management now falls under P2MO; this was previously being provided by Headquarters, Army Contracting Command.
The USASAC changes support the Army priority of reform, ensuring resources are allocated toward achieving the highest state of Army readiness, in USASAC cases, through its mission of building ally and partner readiness.
“Changes were made and our partners and allies should notice we are getting better at supporting them,” Moore said. “Things will be faster and better, there will be improved performance on processes. But as far as structure, they should not see much difference.”