S1NET Special Message - PCS Move Impacts in FY23

From HRC: 

1. To minimize the year-end impacts to FY23 budget obligations Military Personnel Divisions will pause new orders publications until 1 October 2023. 

2. Expedited transfers and compassionate assignments will continue to be executed, as will confinement orders, IET orders, separation orders and amendments to PCS orders issued prior to 15 August 2023.

3. No cost moves will continue to be executed.

4. Soldiers with orders originally published between and including 15 August 2023 and 30 September 2023, with report dates of 1 November 2023 and beyond will have their orders deleted/revoked and republished provided they have not already initiated HHG movement (i.e. packing has not started).

5. Soldiers without amendments to their base orders, will have their orders deleted and republished in IPPS-A after 1 October 2023. No action is required of the Soldier. MPDs will only be required to execute final approval in IPPS-A.

6. For Soldiers whose orders were previous amended, a top of the system revocation will be executed and the assignment reinitiated. Upon notification of the assignment re-initiation in IPPS-A, these Soldiers will then be required to complete a new Member Election in IPPS-A before their new orders can be completed.

7. Each impacted Soldier will receive a direct email notifying them of the situation (examples attached at the above link).

8. Soldiers with individual circumstances should be directed to their HRC talent manager.

9. Soldiers’ units of assignments and report dates will not be changed; however, if this situation causes a hardship due to HHG scheduling, especially for Soldiers with report dates in November 2023, installation MPD have the authority to adjust report dates up to 30 days and anything beyond the 30 days, HRC talent managers will have discretion to adjust report dates.

10. If a Soldier is on a housing wait list at their gaining unit, their place will not change.

11. If a Soldier is on a CYS childcare wait list, their place will not change.

12. If a Soldier has previously approved EFMP family members, their status will not change.

13. If a Soldier already has their HHG Shipment scheduled, but packing has not started:

      a. For Solders who did not have an amendment to their base order, their shipment date will not have to be canceled, because their order number will not change. The Soldier will simply need to provide a copy of the new orders, with the new publish order date and FY24 fund cite, dated after 1 October 2023 to the transportation office.

     b. For Soldiers who previously had an amendment and whose orders had to be revoked, HHG Shipments will be canceled and reinitiated by the transportation office. Every effort will be made to secure the same shipment dates, but in some cases the exact date may not be possible. Soldiers will need to provide a copy of their new orders, with FY24 fund cite, dated after 1 October 2023 to the transportation office.

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ARMY DIR 2023-16 SUPPLY CHAIN RISK MANAGEMENT FOR WEAPON SYSTEMS

https://armypubs.army.mil/epubs/DR_pubs/DR_a/ARN39454-ARMY_DIR_2023-16-000-WEB-1.pdf

MEMORANDUM FOR SEE DISTRIBUTION
SUBJECT: Army Directive 2023-16 (Supply Chain Risk Management for Weapon
Systems)
1. References. See references enclosed.
2. Purpose. This directive establishes policy and assigns responsibilities for conducting
supply chain risk management (SCRM) for weapon systems to enhance the Army’s
ability to detect and manage supply chain threats and associated risks.
3. Applicability. The provisions of this directive apply to the Regular Army, Army
National Guard/Army National Guard of the United States, and U.S. Army Reserve.
4. Policy. Army original equipment manufacturers and other industry partners are
responsible for managing their supply chain during development through production, but
the government has a shared responsibility to manage the risk.
a. SCRM is the process for managing risk by identifying, assessing, and
mitigating threats, vulnerabilities, and disruptions to the Department of Defense supply
chain, from beginning to end, to ensure mission effectiveness. Successful SCRM
maintains the integrity of products, services, people, and technologies, and ensures the
undisrupted flow of product, materiel, information, and finances throughout the life cycle
of a weapon system. SCRM encompasses all subsets of risk, such as cybersecurity,
software assurance, obsolescence, counterfeit parts, foreign ownership of sub-tier
vendors, single points of failure (single-source producers), material sources,
transportation, and other categories of risk that affect the supply chain pursuant to
reference 1a.
b. SCRM will be conducted on systems throughout their life cycle. SCRM
encompasses a system’s mechanical, electrical, electro-mechanical, microelectronic,
firmware, data, software, hardware, energetic compounds, and critical materials, as
applicable.
c. Organizations will plan, program, budget, and execute funding for SCRM by
balancing risk management with mitigations to ensure affordability.
d. System-specific supply chain vulnerabilities and risks will be protected at the
appropriate security level determined by the organization’s security manager and
security classification guide.
S E C R E T A R Y O F T H E A R M Y
W A S H I N G T O N
SUBJECT: Army Directive 2023-16 (Supply Chain Risk Management for Weapon
Systems)
2
e. Organizations conducting SCRM will leverage commercially available tools,
standards, and best practices. A summary of high risks will be captured in the Life Cycle
Sustainment Plan (sustainment risk section) or product support strategy.
f. SCRM compliance will be incorporated into sustainment reviews.
g. Policies for conducting cyber-SCRM on information, communication, and
technology components, and for capturing the results in the Program Protection Plan,
remain in effect pursuant to references 1g and 1h.
5. Responsibilities.
a. The Assistant Secretary of the Army for Acquisition, Logistics and Technology
(ASA (ALT)) will—
(1) Develop SCRM policy for Army science and technology efforts and systems
managed under the Defense Acquisition System, regardless of the system’s Adaptive
Acquisition Framework Pathway.
(2) Develop, publish, and maintain an Army SCRM guidebook that defines risk
levels and provides detailed descriptions of SCRM processes and responsibilities.
(3) Ensure that program executive officers carry out SCRM requirements,
including:
(a) conducting SCRM activities within the framework of identify, assess,
mitigate, and monitor systems for which they oversee development
(b) developing funding requirements to support SCRM activities across systems
for which they oversee development
(c) conducting SCRM assessments on systems for which they oversee
development and documenting the results, capturing companies, suppliers, vendors,
and distributors that pose the highest risk to the supply chain and the reasons why
(detailing risk levels, acceptance authorities, residual risk levels, mitigations applied,
risk categories, monitoring methods, and planned response actions to address
emerging risks)
(4) Develop a long-term strategy to employ SCRM capabilities to identify,
assess, and mitigate supply chain risks to current and future weapon system programs.
SUBJECT: Army Directive 2023-16 (Supply Chain Risk Management for Weapon
Systems)
3
(5) Develop and publish procedures to promulgate SCRM lessons learned and
mitigation strategies across the acquisition and sustainment communities. Forge
relationships with industry, Department of Defense organizations, and other Federal
agencies to adopt effective SCRM practices within the Army’s SCRM capability.
(6) Develop and promulgate recommended contract statement of work language
to support SCRM within the acquisition and sustainment communities. Take into
consideration the inclusion of deliverables necessary to conduct SCRM, such as a bill of
materials, original equipment manufacturer/vendor assessments, and notifications to
materiel developers on supply risks/disruptions, including those tied to climate-change
challenges.
(7) Ensure SCRM is conducted within a life-cycle framework of identify, assess,
mitigate, and continuously monitor all systems. Take into consideration the need to
document results.
b. The Commander, U.S. Army Futures Command (AFC) will establish procedures
that maintain our competitive advantage by protecting science and technology overseen
or executed by the U.S. Army Combat Capabilities Development Command (DEVCOM).
c. The Commander, U.S. Army Materiel Command (AMC) will—
(1) Manage the supply chain in sustainment, including the integration of SCRM
into Army’s sustainment enterprise management process.
(2) Ensure acquisition logisticians have the skills, knowledge, and abilities in
supply chain risk management to provide the matrix support to program management
organizations.
(3) Synchronize with the Defense Logistics Agency to ensure proper
alignment with Army SCRM efforts and risk mitigation.
(4) Integrate the U.S. Army Contracting Command into the Army SCRM
approach to ensure contracts contain statement of work language to support SCRM and
establish oversight mechanisms that ensure compliance.
(5) Through the U.S. Army life-cycle management commands, partner with
materiel developers during SCRM to formulate an understanding of the system’s supply
chain risk, mitigating actions, and monitoring requirements to effectively execute supply
chain management at provisioning and throughout the system’s life cycle until disposal.
SUBJECT: Army Directive 2023-16 (Supply Chain Risk Management for Weapon
Systems)
4
d. The Deputy Chief of Staff, G-2 will:
(1) Collaborate and partner with stakeholders to develop an SCRM intelligence
and security framework.
(2) Assist the Office of the ASA (ALT), AFC, and AMC in protecting mission-
critical technologies, products, materials, and services by identifying and informing risk
owners of foreign intelligence entity activities and any other adversarial attempts to
compromise the Army’s modernization and supply chain.
(3) Align Army intelligence and security enterprise assets and full-spectrum
intelligence and security analytical support to supplement SCRM.
(4) Assist the Office of the ASA (ALT) in developing security statement of work
language to support SCRM within the acquisition and sustainment communities.
(5) Provide counterintelligence and intelligence analytical support to materiel
developers conducting SCRM.
(6) When requested by the Office of the ASA (ALT), represent Army in the Army
SCRM Threat Assessment Center with the mission of conducting counterintelligence
analysis of companies, suppliers, vendors, and distributors of components identified by
materiel developers during SCRM.
6. Proponent. The ASA (ALT) is the proponent for this policy and will incorporate its
provisions into a new Army regulation for SCRM within 2 years of the date of this
directive.
7. Duration. This directive is rescinded on publication of the new regulation.
Encl Christine E. Wormuth
DISTRIBUTION:
Principal Officials of Headquarters, Department of the Army
Commander
U.S. Army Forces Command
U.S. Army Training and Doctrine Command
(CONT)
SUBJECT: Army Directive 2023-16 (Supply Chain Risk Management for Weapon
Systems)
5
DISTIBUTION: (CONT)
U.S. Army Materiel Command
U.S. Army Futures Command
U.S. Army Pacific
U.S. Army Europe and Africa
U.S. Army Central
U.S. Army North
U.S. Army South
U.S. Army Special Operations Command
Military Surface Deployment and Distribution Command
U.S. Army Space and Missile Defense Command/Army Strategic Command
U.S. Army Cyber Command
U.S. Army Medical Command
U.S. Army Intelligence and Security Command
U.S. Army Corps of Engineers
U.S. Army Military District of Washington
U.S. Army Test and Evaluation Command
U.S. Army Human Resources Command
U.S. Army Corrections Command
Superintendent, U.S. Military Academy
Commandant, U.S. Army War College
Director, U.S. Army Civilian Human Resources Agency
Executive Director, Military Postal Service Agency
Director, U.S. Army Criminal Investigation Division
Director, Civilian Protection Center of Excellence
Superintendent, Arlington National Cemetery
Director, U.S. Army Acquisition Support Center
CF:
Principal Cyber Advisor
Director of Enterprise Management
Commander, Eighth Army
REFERENCES
Enclosure
a. Department of Defense (DoD) Instruction 4140.01 (DoD Supply Chain Materiel
Management Policy), 6 March 2019
b. DoD Instruction 4140.67 (DoD Counterfeit Prevention Policy), 26 April 2013,
incorporating Change 3, effective 6 March 2020
c. DoD Instruction 4245.15 (Diminishing Manufacturing Sources and Material
Shortages Management), 5 November 2020
d. DoD Instruction 5000.83 (Technology and Program Protection To Maintain
Technological Advantage), 20 July 2020, incorporating Change 1, effective 21 May 2021
e. DoD Instruction 5000.90 (Cybersecurity for Acquisition Decisions and Program
Managers), 31 December 2020
f. DoD Instruction 5010.44 (Intellectual Property (IP) Acquisition and Licensing),
16 October 2019
g. DoD Instruction 5200.44 (Protection of Mission Critical Functions To Achieve
Trusted Systems and Networks (TSN)), 5 November 2012, incorporating Change 3,
effective 15 October 2018
h. Army Regulation 70–77 (Program Protection), 8 June 2018

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Army National Guard Fiscal Year (FY) 2024 Broadening Opportunities Program (BOP) Announcement

1. The FY24 broadening opportunities catalog list various military and civilian opportunities available to Army National Guard Soldiers that provide additional education beyond professional military education (enclosure 1). Highly qualified Soldiers are encouraged to apply. Funding availability is outlined in the catalog.
   
   
2. Opportunities include: Command and General Staff College (CGSC) Interagency Fellowship; Association of the U.S. Army (AUSA) Fellowship; Asia-Pacific Center for Securities Studies; Strategic Broadening Seminars (SBS); United Kingdom Intermediate Command and Staff College (ICSC); White House Fellowship; Army Congressional Fellowship; School of Advanced Military Studies (SAMS) Preparatory Seminar; Harvard Strategist Program; Defense Strategy Course (DSC); Reserve Component National Security Course (RCNSC); Sergeants Major Academy Fellowship; Strategic Thinkers Program (STP).
   
   
3. States, Territories and Title 10 officers forward applications to the points of contact contained within the BOP catalog.

Broadening Opportunity Catalog (BOP) Announcement FY24.pdf

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