The mission of the Redstone Arsenal Detachment is to provide mission command of six operational activities located at Redstone Arsenal, Alabama. Five of these activities transferred from the former Logistics Support Activity (LOGSA, now LDAC) to ASC on 1 October 2018. The sixth activity, the Production Support Branch, transferred on 1 October 2020. Each activity is mission-aligned to a parent directorate within the ASC Support Operations Directorate (SPO) at Rock Island Arsenal.

Army Airlift Clearance Authority (AACA)

The Army Airlift Clearance Authority’s (AACA’s) mission is to improve the velocity of readiness drivers moving through the supply chain—in other words, it moves Army cargo as rapidly as possible using the most appropriate and cost-effective transportation. Given that air cargo costs more than surface cargo, AACA is responsible for determining which mode best meets mission requirements and priorities and prudently selects the most cost-effective. The AACA is a bridge between the transportation and supply communities. It provides airlift of mission-essential cargo, diverts non-mission- essential cargo to surface, clears and advances cargo into the Defense Transportation System (DTS), manages Greensheet/Purplesheet requests, and validates and requests special airlift assignment missions (SAAMs). The Port Liaison at Dover AFB serves an integral role in resolving frustrated cargo at Air Force aerial ports.

The AACA utilizes monthly and annual cost avoidance reports to validate and control all Army-sponsored air-eligible cargo. These cost avoidance reports provide transportation data analysis, which aids in developing and updating the business rules that govern cargo flow. The reports also allow for visibility of monthly Class IX clearance totals. The AACA offers additional benefits such as upgrading transportation priorities and training and advising ITOs on clearance processes. Typically, within a fiscal year, AACA saves the Army tens of millions of dollars in cost avoidance by ensuring only the highest-priority cargo is airlifted.

Army Oil Analysis Program (AOAP)

The Army Oil Analysis Program (AOAP) is an Army G-4 Core Logistics maintenance function and a critical component of the Army’s prognostic and predictive maintenance strategy. The objectives of the AOAP are to improve operational readiness of Army weapon systems, enhance safety, detect impending component failures, and conserve Class III & IX resources through application of the on condition oil change (OCOC) policy.

AOAP laboratories detect a wide variety of failure modes in engines, transmissions, gear boxes, and hydraulic systems at their onset, such as contaminated, degraded, and incorrect lubricants, bearing wear, gear wear, air induction leaks, fuel leaks, coolant leaks, internal corrosion, etc., and issue actionable maintenance recommendations to Army maintainers.

Regional AOAP laboratories are located at Fort Bragg, NC; Fort Hood, TX; Joint Base Lewis-McChord, WA; Camp Arifjan, Kuwait; Camp Humphreys, Korea; Kaiserslautern Army Depot, Germany; and a mobile laboratory currently located at Bagram Airfield, Afghanistan. In addition, quality assurance laboratories are located at each Army Depot; Anniston, AL; Corpus Christi, TX; and Red River, TX.

Materiel Readiness Training Division (MRTD)

The mission of the Materiel Readiness Training Division (MRTD) is to provide tactical, operational, strategic and functional expertise on automated logistics and readiness tools and applications, using both on-site, instructor-led training and virtual training. Additionally, it is responsible for the development of the training materials and programs of instruction necessary to convey this training. In short, it equips Army logisticians with the knowledge and skills required for maintaining supply availability and equipment readiness.

To manage the delivery of its programs of instruction, it employs various digital and in-person platforms, such as Blackboard, the Defense Collaboration Service, MS Teams and mobile training teams. When Covid-19 hit, it rapidly adjusted from primarily using in-person training (assisted by automated tools) to fully-online training. Moving forward, it will employ a combination of live and virtual delivery mediums to optimize its reach and impact.

The MRTD is committed to continuous innovation. It is currently investigating the use of artificial intelligence (AI) methods to more accurately determine current and future training needs. As systems become more integrated, the availability of data and decision points to a wider audience will only enhance learning environments. The goal will be to offer baseline curriculums with tailored learning experiences for specific military roles.

The MRTD can train anyone, anything, anywhere through: Effective Training – Accomplished Instructors – Innovative Interaction

Production Support Division (PSD)

The Production Support Division (PSD) sustains, supports and maintains the creation, changes to and retirement of Army and Army contractor Department of Defense Activity Address Codes (DoDAACs) and Routing Identifier Codes (RICs), across all components, in the Army Enterprise System Integration Program (AESIP) and the Global Combat Support System-Army (GCSS-A). It does this by ensuring the existence and effectiveness of Army Force Element Structures in these enterprise systems. Force Element (FE) structures reflect how units are task organized by echelon/hierarchy. By properly associating DoDAACs and FEs, the PSB enables units to operate their logistic functions (property accounting, maintenance and unit supply), as well as report on these functions.

In addition, the PSD is the master data manager and maintainer for the GCSS-A Intermediate Document (IDoc) error types relating to purchase order responses (ORDRSP) and shipment delivery notifications (DESADV).  It also maintains several other data points in AESIP and GCSS-A, to include: project code updates, property book identification (PBID) for equipment reporting, force activity designator (FAD) assignments, installation activity code assignments and automatic return item listings (ARILs).

PS Magazine

Per AR 700-138 Army Logistics Readiness and Sustainability (23 April 2018), PS Magazine “is intended to enhance materiel readiness by emphasizing preventive maintenance and promoting proper maintenance and supply procedures. Review of PS Magazine will be a regular part of unit readiness initiatives. A reader service is available to answer maintenance and supply questions.” You can access PS Magazine here.

Founded in June 1951 by one of the greatest and best-known serial artists (cartoonist) of the 20th Century, Will Eisner, PS Magazine has served Soldiers and Warfighters for nearly 70 years by providing them the information they need to keep their vehicles and equipment fully-operational and combat-ready. For the majority of those years, it was delivered to units as a monthly, 64-page, cartoon-illustrated how-to guidebook, initially in paper copy, then digitally. In late 2019, PS Magazine ceased publication of its monthly magazine and launched PS Magazine online. Despite the change in method of delivery, its mission of informing Army readiness remains unchanged.

June 2021 marks the 70th anniversary of PS Magazine's founding. Watch this video for a brief historical overview and comments by former Army Materiel Command, Deputy Commanding General, LTG Donnie Walker.

Stockage Determination Branch (SDB)

The Stockage Determination Branch (SDB) is the Army’s singular source for developing and implementing authorized stockage lists (ASLs)/Common Shop Stock Lists (CSSL), which directly support unit and fleet readiness across the Army. Using a standardized, data-driven approach, in conjunction with approved business rules, it generates and updates ASLs for all tactical units, logistics readiness centers (LRCs), and supply support activities (SSAs), along with CSSLs, throughout the Army.

SDB is the only team with the enduring mission of performing stockage determination for all retail level US Army Materiel Command (AMC) supply activities, affecting the placement of Army Working Capital Fund (AWCF) repair parts inventory.

SDB provides innovative, measurable ASL performance improvement options. The resulting ASL products ensure the warfighter has the right stocks available to improve ASL combat performance.

The vision of the SDB is to continue to provide Army Sustainment Command (ASC) with capabilities to more efficiently and effectively drive the support of the AMC commanding general’s priorities and focused efforts to sustain and enhance Army readiness.