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CHAPTER 4
SINGLE MANAGER'S ORGANIZATIONAL
POSITION MUST BE STRENGTHENED
There is general consensus that the single manager's
position in DOD must be strengthened if he is to effectively
carry out his mission. The concern is thatthe single manager's
organization at ARRCOM lacks necessary visibility, does
not report to a high enough level, is Army dominated, must
compete for resources with purely Army programs, and is viewed
by the services as parochial. Further, the single manager
cannot implement the concept within his own service--the Army.
We share this concern and conclude that organizational
changes, along with expanded authority and responsibility, are
needed for effective centralized ammunition management.
SINGLE MANAGER MISSION
DELEGATED TO ARRCOM
DOD Directive 5160.65 assigned the Secretary of the Army
as single manager for conventional ammunition. However,
after a study of several conceptual alternatives for managing
conventional ammunition was made, responsibility for carrying
out the mission was delegated to the Commander of ARRCOM and
his staff located at Rock Island, Illinois. The study considered
alternatives, such as establishing the single manager
organization
--at the Department of the Army level,
--as a project manager at the Department of the Army
or DARCOM level,
-- as a separate major command within DARCOM,
-- at ARRCOM, and
--as a Deputy Commander for conventional ammunition at
DARCOM.
The Army study group concluded that each alternative
could do the job and that there would not be significant loss
in personnel if the operating element was located at Rock
Island, Illinois. The group recommended a Department of. the
Army level Military Munitions Command with a command office
in Washington, D.C., and an operating element at Rock 'sland.
However, the Secretary of the Army approved assimilating
single manager functions into ARRCOM because it caused'the
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