[Analysis Fielding to active Duty Component Units with/without Potency and Dated Items]

By



Abstract

This study analyzed the variables that impact the capability of the Army's medical equipment sets to support the real-world treatment requirements of forward surgical teams. A comparison of the two existing medical component listings for these sets, i.e. unit assemblage 0267 and unit assemblage 2267, provided a detailed listing of differences between these two sets and highlighted the need for adapting medical sets to changing clinical requirements. In addition, first-hand observation of the Army's trauma training program in Miami, Florida, provided data on medical items consumed in a civilian, real-world trauma treatment facility. Comparison of this data against the established Army listings identified discrepancies between published listings and real-world requirements. The answer to the research question proposed was that current medical equipment sets for forward surgical teams do not fully support the real-world treatment requirements of the Army's forward surgical teams.

Table of Content

Introduction4

Thesis Statement7

Discussion7

COA 18

COA 28

COA 38

Logistic Support8

Decision Matrix (Weighted)10

Investigating Analysis11

Conclusion12

References14

Analysis Fielding to active Duty Component Units

Introduction

The goal of this GMP was to answer the research question of whether or not the medical supply component listings for the current forward surgical team medical equipment sets actually support the real-world requirements of these forward surgical teams. As the Army's source of far-forward surgical intervention on today's battlefield, these medical units must have the right supplies and equipment in the right quantities to support patient care. By comparing variables that would impact the efficiency and effectiveness of such sets, the researcher has provided an analysis that can augment future reviews of these sets. Conditions Which Prompted the Study “There can be no revolution in military affairs without a revolution in military logistics” (Reimer, 1999, 1). This statement by then Army Chief of Staff Dennis Reimer illustrated the critical role logistics played in support of the Army at the end of the 1990s.

More recently, General Shinseki, the most recent Army Chief of Staff, has established a new vision for the Army including such tenets as: “The Army will provide to the Nation an array of deployable, agile, versatile, and sustainable formations which are affordable and capable of reversing the condition of human suffering and resolving conflicts decisively” (Donahue, 2002). One measure of General Shinseki's success in implementing this transformation vision is the Army's ability to deploy a brigade anywhere in the world in 96 hours after liftoff, a division in 120 hours, and five divisions in 30 days. General Shinseki's transformation of the Army will incorporate changes across the full spectrum of doctrine, training, leader development, organization, materiel and soldier support (DTLOMS). In support of this transformation, the Army Medical Department (AMEDD) must incorporate changes into its combat health system. Medical logistics support (to include supply and maintenance) is currently moving toward a new concept known to the greater Army as Reach Logistics but recognized by the AMEDD as Reach Logistics Medical (RLMED). The basis of this concept is, “…operational positioning and efficient/effective use of available combat service support assets ...