CJTF-7Combined Joint Task Force 7 (US Army V Corps, Iraq)
References in periodicals archive ?
Parts lost outside LSA Anaconda increased spending on contracted haulers, exhausted organic transportation and MHE capabilities, increased the number of retrograde items to be managed and transported, increased demand for warehouse space to accommodate retrograde items, and limited the operational capabilities of CJTF-7 units.
The focus of the external mission was to support the management of frustrated CJTF-7 misships and serviceable excess.
It also expedited delivery of needed misshipped materials to SSAs and to other logistics nodes in CJTF-7.
Using a hub-and-spoke system as an alternative course of action improved support to SSAs, LSA Anaconda, and CJTF-7 until the theater distribution system became responsive.
Ambiguity about the division of labor between and within the CPA and CJTF-7 often resulted in decisions that were heavily influenced by turf considerations and lack of current information.
Many military officers appeared to believe that the Commander of CJTF-7 was the senior person in the building, or at least an equal to Ambassador Bremer--responsible for all military-related decisions, while Ambassador Bremer handled only civilian matters.
16) In the minds of many CPA officials, the fact that the Chief Operating Officers were a retired lieutenant general followed by a retired vice admiral made their positions equivalent to that of the three-star CJTF-7 Commander, which in turn meant that Ambassador Bremer was at least one echelon higher.
The CJTF-7 Commander, on the other hand, reported to the Commander of US Central Command, General John Abizaid, and had multiple layers of bureaucracy between himself and the Coalition's national leaders.
Upon learning that V Corps would form the nucleus of the new CJTF-7, the 130th Engineer Brigade and the V Corps staff engineer section went to work planning, sourcing, and standing up the new CJTF-7 staff engineer section (C-7)--a 55-person coalition-joint staff that would take over engineer staff planning and coordination from the 18-person V Corps staff engineer section.
Taking into account the relative strengths of troop units, USACE, and contractors, the C-7--in conjunction with the other elements of the CJTF-7 engineer team--developed innovative solutions for these missions.
Created a 16-person 130th CMS that, in cooperation with the C-7, performed construction management at the CJTF-7 enduring base camps; provided master planning, design, assessments, and contract facilitation to theater enduring base camps; managed Class IV supplies; and provided reinforcing support throughout Iraq to the C-7 and MSCs.
With enormous demand for engineers but only limited resources, I established a priority of engineer effort that met the CJTF-7 commander's intent and guidance: