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Maneuver Short Range Air Defense in Brigade Combat Team Operations

Monday, April 21st, 2025

Observations and Best Practices of The 6th Battalion, 56th Air Defense Artillery, National Training Center, Rotation 25-02

Download document here: No. 25-976, MSHORAD in BCT Operations [PDF – 565.1 KB]

Introduction: Defining the Role of Short Range Air Defense in the Brigade Combat Team (BCT)

Short Range Air Defense (SHORAD) is an inherently demanding mission set, requiring Air Defense commanders, leaders, and subject-matter experts to have a comprehensive understanding of air threats, and system capabilities, as well as an understanding of the ground fight for Air Defense units to meet their higher headquarters’ commander’s intent and end State.

The relationship between SHORAD units and the supported maneuver commander is a unique dynamic that requires detailed planning through the Military Decision-Making Process (MDMP) to ensure there is a shared understanding, vertically and horizontally, for incorporation of SHORAD into the scheme of maneuver.

Since 2022, three Maneuver SHORAD (M-SHORAD) Battalions have been established, with two organic to division-level organizations. It is during this initial window of establishing M-SHORAD that lessons learned, and best practices must be captured at the National Training Center, and codified as actionable doctrine for the Air Defense force at large.

This paper describes both best practices and recommendations for M-SHORAD batteries in support of the Brigade Combat Team (BCT) and division, specifically regarding the role of the Air Defense Coordinator (ADCOORD), employment of Stinger and Counter-small Unmanned Aircraft System (C-sUAS) systems, and engagement authority within the division. The ADA Branch must continually examine the role of SHORAD and mission command dynamics to set conditions for success in future SHORAD implementation. This paper references the yet-to-be-published FM 3-01, dated 04 November 2024, to provide appropriate context for the National Training Center rotation 25-02. Charlie Battery, 6th Battalion, 56th Air Defense Artillery Battalion (C/6-56 ADA BN) was the supporting M-SHORAD Battery during this rotation.

The Role of the Air Defense Coordinator

Battery commanders of M-SHORAD units often find that they, as the air defense coordinator (ADCOORD), have more detailed and contextual information at their level than at the Division Air Defense (DIVAD) headquarters when supporting the BCT. Enemy air avenue of approach, force protection capabilities, other Air Defense assets in the area of operation, local dynamics, and a host of other mission considerations are often better understood in real-time by the battery commander rather than their higher headquarters. In this relationship, immediate decision-making on detailed matters and specific actions is best executed at the lowest level, where the information and contextual understanding are timelier and more precise.

Throughout rotation 25-02, the C/6-56 ADA BN battery commander validated this concept through continual integration into the brigade plans and current operations (CUOPS) at the Main Command Post (MCP). It was critical that the battery commander had a holistic understanding of the brigade’s mission, and appropriately planned considerations for the battery to manage the execution of air defense operations. The most significant impacts the ADCOORD had were specific recommendations of task organization and command relationships (COMREL), synchronized efforts for the development of the unit airspace plan (UAP) to define Airspace Management requirements, and the early integration into MDMP and Intelligence Preparation of the Operational Environment (IPOE).

While C/6-56 ADA BN had a comprehensive task organization and COMREL going into the rotation, the nature of the fight required dynamic reorganization of the battery to optimize ADA assets in opposition to the air threats. Integrating the ADCOORD with the brigade S2, plans, and operations officer enabled the ADCOORD to inform the commander and adjust the task organization appropriately to ensure M-SHORAD coverage supported the identified unit or protected asset.

As the ADCOORD, the Battery Commander also influenced the specific type of command and support relationships within the brigade. This synchronization was achieved through the purposeful integration of the Battery Commander through the MDMP process, and the deliberate inclusion of ADA considerations in the brigade’s decision support matrix (DSM), enabling the tenets of Air Defense and Mission Command throughout the operation.

Of note, the most detrimental impact on the ADCOORD was the understaffed and undertrained Air Defense Airspace Management (ADAM) cell. Due to the naturally demanded requirements to provide real-time information to the MCP and CUOPS, there continued to be an increased expectation of situational awareness from the ADAM cell, especially considering the threat of unmanned aircraft systems (UAS) and deliberate integration of M-SHORAD.

To help the ADAM cell manage the fight, the C/6-56 commander provided Soldiers from the battery. However, this resulted in “mission creep,” with the battery effectively serving as the ADAM cell, specifically regarding battle drills, TOC updates, and COP management. It is critical to the functions of the MCP, and supporting M-SHORAD Battery to ensure the ADAM cell is manned, trained, and equipped to enable command post activities with marginal, if any, augmentation from the battery.

While the draft of FM 3-01 does outline a battery commander as the ADCOORD to a supported Brigade Commander, it does not clarify the relationship of multiple SHORAD Battery Commanders to a single brigade.

Non-Dedicated Stinger Teams

In 2017, the Headquarters Department of the Army published HQDA EXORD 182-17 Implementation of Increasing Short Range Air Defense (SHORAD) To Maneuver Forces Initiative. The United States Army Air Defense Artillery School immediately began training various non-air defense Soldiers and units as part of this directive. Since then, units have struggled maintaining training proficiency and standards for gunnery programs within the BCTs and divisions.

In the case of rotation 25-02, approximately 24-man portable air defense systems (MANPADS) were issued to the BCT. However, it quickly became apparent that the operators of those systems were not integrated into the scheme of air defense. This included surface-to-air missile (SAM) engagement reports, MANPADS distribution plan, or the DSM to reallocate air defense assets. It was also unclear whether the operators were trained and certified on the weapons system, as the brigade did not maintain any centralized gunnery program.

While this may not be the case with every BCT or division, all units are required to understand the training and certification of Stinger operators for the proper planning and projection of ADA combat power. If it is the intent of the United States Army to increase the air defense capabilities within the BCT to non-air defenders, it is imperative for elements at the division and below to establish and manage a gunnery program.

Training circular (TC) 3-01.18 outlines the gunnery standards for both air defenders and non-air defenders; however, the current publication tasks the organic Army Air and Missile Defense Command (AAMDC) or delegated ADA Brigade Commander to oversee the program and establish a brigade standardization officer to evaluate battalion teams, training plans and training schedules.

It may be necessary to include a 14P, AMD Crewmember, Master Gunnery position, and the necessary equipment to divisions to provide oversight for evaluations and gunnery standards in line with TC 3-01.18 across the formation. The current TC only refers to Avenger Master Gunners but may be interchangeable with M-SHORAD Master Gunners based on the overlap of base knowledge of the Stinger weapon system. The Master Gunner position could be assigned to the Division AMD sections to support all division MANPADS gunnery, for both Air Defense and non-Air Defense Stinger teams.

While the draft FM 3-01 does charge the ADCOORD with providing oversight of AMD training and certification, the current TC is incongruent with the DIVAD construct within a division, including divisions that must maintain currency without a DIVAD to provide oversight. Until the training circular can better capture the current structure and requirement of non-dedicated air defense, it will likely be at the discretion of the division or BCT commander to determine the unit’s training strategies, standards, and training schedules.

In units without a DIVAD, non-dedicated MANPADS gunnery is even more problematic. In those cases, divisions maintain zero ADA commanders, with the division AMD chief serving as the senior air defender in the division and the ADAM air defense officer as the senior air defender in the brigade. In these organizations, there is even less capability to provide the necessary oversight to manage a MANPADS gunnery program in accordance with the current TC. It may be essential for the next iteration of the TC to shift to a MOS agnostic approach, enabling any organization or unit to establish MANPADS programs or source mobile training teams as necessary.

Counter Small UAS Systems and Employment

Much like the previously discussed MANPADS concerns, divisions and brigades lack the training proficiency and certification requirements associated with C-sUAS systems. While two divisions have been issued Smart Shooter, Modi, Bal Chatri, and Drone Buster, it is also clear that these systems have been either relegated to use only by assigned air defenders or lack any oversight, specifically in organizations that do not have a DIVAD battalion.

In those cases where a DIVAD is assigned to a division, air defenders show excellent proficiency when employing C-sUAS systems. However, the availability of personnel to employ handheld systems is limited, as the supporting ADA battery typically operates on their primary weapon system, the M-SHORAD Stryker. In cases where the systems are issued to non-dedicated air defenders, they generally are improperly employed due to limited training with the system.

The number of commercial off-the-shelf (COTS) systems or other capabilities that are not programs of record is also increasingly challenging to manage. Systems previously seen at the National Training Center include, but are not limited to, MADS-K, BEAST+, Titan, SkyView, and Enforceair. Including these self-procured systems increases the training requirements and certification for each BCT. These systems are often challenging to manage from an emission control (EMCON) and spectrum management perspective.

As recommended with the MANPADS, it is a commander’s prerogative to ensure training and certifications are managed within a centralized standardization program. As of 17 September 2024, the Fires Center of Excellence, Directorate of Training & Doctrine released the Counter-small Unmanned Aircraft Systems Home Station Training Support Package & Administrative Guide. The UAS support package should serve as the base document for units for handheld and self-procured systems until the appropriate gunnery standards are established. However, based on the type of C-sUAS systems, it will likely not be a comprehensive training guide.

Short Range Air Defense Engagement Authorities

As M-SHORAD continues to integrate into maneuver elements, the ability to make timely and accurate engagements and manage airspace within a brigade or division becomes increasingly more complex. Key to this discussion is the level of control for SHORAD units, specifically the engagement authority.

Joint Publication (JP) 3-01, Countering Air and Missile Threats states that while the engagement authority originates at the joint force commander (JFC) and can be delegated to the area air defense commander (AADC), and that engagement authority can also be delegated to the individual fire unit based on the operational necessity and rules of engagement (ROE) for defensive counterair operations.[2]

This level of autonomy will be vital to ensure that SHORAD units supporting the maneuver commander can make timely engagements to protect the force. The current draft of FM 3-01 states ADA commanders in divisions and BCTs control engagements using the ROEs, with engagements typically decentralized to the fire unit. However, this will still require a certain level of synchronicity to ensure engagements occur in line with the area air defense plan (AADP). Additionally, it will be necessary to establish engagement boundaries that consider the coordinating altitude (CA) for other airspace users and clearance of fires, forcing integration between the DIVAD and echelons above the brigade and division.

During rotation 25-02, C/6-56 ADA BN, in conjunction with the NTC higher control cell (HICON), refined the engagement authority to ensure that they met training objectives and best replicated real-world application. This was primarily accomplished through the deliberate planning and coordination between the Battery ADCOORD and HICON in line with the scenario-generated air threat and constructive division guidance.

The published rules of engagement considered declared hostiles, hostile intent, hostile act, and autonomous engagements and were subsequently published in the division order. In turn, C/6-56 ADA BN codified the brigade’s engagement authority for hostile air threats: “Stout VCs have engagement authority (EA) of RW and group 1-2 UAS. All engagements must be reported to ADAM/BAE and Nighthawk 6 at BDE Main. EA for FW and group 3-5 UAS is with BDE AMD Cell, Nighthawk 6, or BDE Main. All located at BDE TOC.

What was not detailed in the C/6-56 ADA BN plan was the CA. CA is a determining factor for engagements within a joint environment. In addition to the CA, the battery, in conjunction with the ADAM cell and brigade aviation element (BAE), needs to ensure that the appropriate airspace coordinating measure (ACM) requests are submitted as part of the UAP to create shared understanding between airspace users.

Observations from rotation 25-02 suggest the use of a low-altitude missile engagement zone (LOMEZ) to better define where SHORAD units operate, specifically for those elements maneuvering with the supported unit. For those SHORAD elements in a fixed or static location (MCP, airfield, brigade support area, etc.), a short-range AD engagement zone (SHORADEZ) may be more appropriate. However, these recommendations may change based on employment and mission requirements.

Additional coordination is required for a SHORAD unit when divisional assets identify a threat aircraft operating in the division area of operations but do not have the authority to engage the threat under the rules of engagement or weapons control status. This procedure needs to provide specific guidance to include potential SHORAD engagements above the CA, as the DIVAD must coordinate with the division Joint Air Ground Integration Center (JAGIC) for engagement authority in these cases.

Annex A to ATP 3-91.1, The Joint Air Ground Integration Center, outlines this process in detail.[4] What potentially requires an update is the Call for Defensive Counterair with Established Track, with the understanding that JP 3-01 and the pending FM 3-01 delegate engagement authority to the ADA commanders in divisions and BCTs using published ROEs.

To reduce the time to engagement, the JAGIC should develop a decision authorities matrix, or appropriate Tactics, Techniques, and Procedures (TTPs) to ensure they are delegated appropriate authorities to execute their functions organic to the JAGIC to facilitate these engagements. It is important to remember that these authorities must be consistent with the airspace control plan and the area air defense plan defined by the JFC and Joint Force Air Component Commander.

Conclusions and Implications for Air Defense

Air Defense and Maneuver Culture. SHORAD’s current and future missions require air defenders to understand short-range air defense and integration with the supported commander. This relationship, nested within mission command, will help necessitate the development of doctrine, unit operating procedures, military decision-making, and operations.

Additionally, it is the responsibility of the Air Defense proponent and doctrine to ensure lessons learned and best practices are codified in a way that is communicated back to the force, resulting in tangible changes to Army DOTMLPF-P. This includes adjustments to the programs of instruction within professional military education for officers, warrant officers, and enlisted Soldiers as early as possible within the ADA school. Future curriculum must address joint service interoperability, large-scale combat operations, and the increasing role of air defense in the division fight. Air Defense may need to leverage maximum attendance to the Stryker Leaders Course and the Maneuver Captain’s Career Course to bridge the knowledge gap between M-SHORAD and the maneuver force.

Leader Development. The DIVAD requires mature, independently operating company-grade leaders skilled in communications, critical thinking, and the ability to conduct leader engagement while integrating at echelon. Positions, such as the ADCOORD and ADAM cell officer, are crucial touchpoints to synchronize efforts with the supported unit. It is equally important for maneuver commanders to be educated on the air defense capabilities organic to their unit. Air defense leaders are ultimately responsible for educating the supported commanders and facilitating effective mission command in complex air and missile defense environments.

Realistic Training. Conducting realistic training that appropriately replicates the complexities of a joint and dynamic environment benefits the DIVAD and the division. Demanding home station training and combat training center rotations must push the Soldiers and systems required for real-world application to ensure units can meet the stresses of combat against agile and proficient advisories. It is the charge of unit master gunners, commanders, and standardization teams to ensure units are challenged with the complexities of large-scale combat operations.

[1] ATP 6-0.5, Command Post Organization and Operations, Headquarters Department of the Army, Mar 2017.

[2] JP 3-01, Countering Air and Missile Threats, 13 Mar 2024

[3] JP 3-01, Countering Air and Missile Threats, 13 Mar 2024

[4] ATP 3-91.1, The Joint Air Ground Integration Center, April 2019

By MAJ Julian Rodriguez, Center for Army Lessons Learned

MAJ Julian Rodriguez currently serves as the Senior Air Defense Trainer at the National Training Center at Fort Irwin, CA. His previous assignments include 4-3 ADA BN as a Patriot Battery Platoon Leader and Battery Executive Officer; 82nd Division, Combat Aviation Brigade as the ADAM OIC; 1st Security Force Assistance Brigade as the brigade planner; White Sands Missile Range as the AMD Test Detachment Commander; and 30th ADA BDE as a Battalion Executive Officer and Brigade Operations Officer. MAJ Rodriguez’s civilian education includes a Bachelor’s degree in Political Science from the University of Texas at Arlington, and a Master’s degree in Leadership Studies from the University of Texas at El Paso.

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PRISM Launches Two New Products – Nebula & Low Visibility Package

Saturday, April 19th, 2025

PR01X – NEBULA

Utilizing Cone Mills comfort stretch denim, this is the first black/natural denim ever to be offered by PRISM. Retailing for $88.88, pre-orders will start on 4/18 with a delivery of goods around 7/4. For a limited time and on this product only, you can buy 1 pair and get a 2nd pair for 33% off. Use code: 33ANDME – For any sizing questions, reach out to mark@prism.us

PRS01X – LOW VISIBILITY PACKAGE

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PRS x Tracer Tactical – Pistol Mag Pouch x2

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PRS x Black Triangle – Donovan G10 w/ PRS Sheath

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Paul Revere’s Ride Pioneers Army Signal Corps, Military Intelligence

Saturday, April 19th, 2025

WASHINGTON — As the nation commemorates the 250th anniversary of the beginning of the Revolutionary War in April, the Army looks back at the roots of its legacy of service.

Paul Revere and his midnight ride is one of the most recognized images from the events surrounding the battles at Lexington and Concord on April 19, 1775. While most people think of him as a lone actor, he was part of a much larger network of early warning intelligence systems and communication nodes the Army later developed into the Signal Corps and military intelligence.

The crisis that led Paul Revere on his famous midnight ride didn’t begin overnight.

Resistance Groups

When Britain began to place more financial burdens on the colonists in the 1760s and remove fundamental rights, many colonists began to organize resistance groups like the Sons of Liberty.

By 1774, Massachusetts was the focal point for civil unrest, and the British government took extreme measures against the colony. The Crown curtailed most civil liberties, closed the port of Boston, and in October, dissolved the colonial legislature.

In response, the legislature continued to meet as the representatives of the people, calling itself the Massachusetts Provincial Congress. Working through the Fall, the Provincial Congress established a Committee of Safety, reorganized the colony’s militia, encouraged more efficient leadership, and established higher standards of readiness for quick-reaction units, known as minute battalions. Soldiers in these units tended to be younger, more highly motivated, better trained, and were known as “minutemen.”

Most minute units were led by combat veterans of the French and Indian War (1754-1763). By early 1775, nearly 20,000 troops were organized in militia regiments and minute battalions across the colony.

Secret caches

To support the combat element of what was being referred to as the Massachusetts Provincial Army, the Congress established a Committee of Supplies to amass military stores and equipment in secret caches around the colony.

Communities hid small arms, ammunition, artillery pieces, tents, entrenching tools, medical chests, and other supplies in gardens, outbuildings, and basements. If the growing force of 4,000 British regulars in Boston were ever to begin a conflict in Massachusetts, the Provincial Army would need these supplies to rapidly mass and meet them in combat.

Since the citizen-soldiers of the militia could not stay on alert permanently, the provincials organized a robust intelligence and signal network to provide early warning if a threat appeared.

Intelligence agents inside Boston collected information on British plans and speedily sent word into the countryside so that the Provincial Army were almost as informed of the actions of the British military as the British were themselves.

The Committee of Safety established a network of alarm riders in the counties around Boston to be able to rapidly spread the word should the Sons of Liberty have actionable intelligence.

Paul Revere

An early member of the Sons of Liberty who had experience carrying urgent messages across the colonies was 40-year-old silversmith Paul Revere.

By April of 1775, he was one of those in Boston entrusted with the mission of passing through British lines to carry word into the countryside should the regulars ever march on a provincial target. If caught with incriminating information, Revere and the other alarm rides could suffer imprisonment or death.

On the evening of April 18, patriot leader Joseph Warren received intelligence that a force of about 700 redcoats was assembling to march west toward Concord the next day to seize military supplies and arrest members of the Provincial Congress.

Warren instructed Paul Revere and William Dawes to escape the city and activate the colony’s alarm network.

Unsure if the British force would march out via Boston neck or ferry their troops across the Charles River toward Cambridge, Revere coordinated signal lanterns in the steeple of Boston’s Old North Church: one if by the land route, two if by water.

This simple but effective code let Revere and other alarm riders know just before midnight that Royal Navy sailors were ferrying the regulars to Lechmere Point.

Revere slipped past the warships in Boston harbor to Charlestown, where he mounted his horse and raced westwards to spread the alarm.

Joined by William Dawes, who had spread the alert on the route from Boston Neck, Revere rode through the night toward Concord, spreading word that, “The regulars are coming out!” This triggered the colony’s alarm network.

Alert riders spread the word north, west, and south, with word reaching as far away as New Hampshire, Maine, and Rhode Island by the end of the day on April 19.

The network activated some 14,000 militia and minutemen in 47 regiments all within marching distance of Concord.

Church bells and drums called the soldiers to muster, families cooked rations and rolled cartridges, and dozens of companies began their march.

Few thought it would be the first action in what would become an eight-year war for independence, nor that someday an organization called the U.S. Army would develop signal network systems based on relays to communicate across the battlefield. The groundwork established in colonial Massachusetts forms the basis for the modern-day Army Signal Corps and military intelligence branches.

By MAJ Jonathan Bratten, U.S. Army Center of Military History

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FirstSpear Friday Focus: TTPOA Attendance

Friday, April 18th, 2025

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Army Advances Research in Robotics, AI and Autonomy

Friday, April 18th, 2025

ADELPHI, Md. — In recognition of National Robotics Week, U.S. Army researchers highlight some of their groundbreaking work aimed at advancing the future of human-machine integration for the battlefield.

The U.S. Army Combat Capabilities Development Command Army Research Laboratory, known as DEVCOM ARL, robotics research spans across ground and air autonomous systems, and energy systems, that support future mobility and maneuverability of these systems. ARL robotics researchers partner with industry, government and academia to help protect and support the Soldier.

One example of a recent ARL breakthrough is integrating generative artificial intelligence with robotics for battle damage assessment operations. ARL robots are now capable of understanding and responding to natural language, offering the Soldier human-like interactions.

“We are bridging the gap between humans and robots, making them more intuitive, responsive, and, ultimately, more useful for the Soldier,” said Phil Osteen, a lead researcher for the Artificial Intelligence for Maneuver and Mobility, or AIMM program. “ARL researchers have demonstrated an interactive bi-directional communication system that enables real-time exchanges between humans and robots.”

By interacting with Soldiers using natural language, robots can better communicate battlefield observations such as damage assessments and mission execution reports, enhancing battlefield operations.

The AIMM program is also focused on advancing autonomous off-road mobility, human-guided machine learning, and tactical behaviors that go beyond simple point-to-point movement. Army operations are complex, requiring considerations such as cover, concealment, mission considerations and formation controls, according to Udam Silva, AIMM program manager.

“We’ve made significant progress in off-road mobility,” Silva said. “We can now autonomously navigate through dense vegetation at operational speeds.”

ARL researchers also leverage external collaboration. In a research effort under AIMM, robotics researchers collaborate with an industry partner, Overland AI, on dual-use hardware and software solutions for ground autonomy, enabling vehicles to navigate challenging natural terrain autonomously at operationally relevant speeds.

In a separate ARL autonomous program, Human Autonomy Teaming, or HAT, is creating a cutting-edge toolkit of a suite of technologies that enable continuous mission planning, execution and review process between humans and autonomous systems, offering a more honest assessment. This iterative, or continuous assessment is a way of shortening that cycle, so Soldiers can determine when their autonomous systems deviate and why.

“This gives Soldiers the tools to correct robots’ behaviors using techniques such as human-guided machine learning developed by multiple ARL programs,” said Dr. Brandon Perelman, HAT program manager.

The HAT program is ensuring the U.S. Army’s software is continually refined to counter adversaries’ adaptations, according to Perelman.

According to Perelman, the software being developed is compatible with multiple interfaces, so mission plans can go into any equipped vehicle. It has a data synchronization and re-streaming package so different data streams can line up, while also looking at video feeds and positions, navigation and timing data from a robot for a fuller view of a complex situation such as encountered on the battlefield.

The HAT program informs future research aimed to expand vertically to higher, larger echelons in the Army chain of command as well as horizontally, across warfighting functions, to include multiple domains such as mount-dismount coordination, and ground-air teaming.

These examples represent some of ARL’s transformative robotics work that span multiple critical domains, designed to enhance military capabilities and ensure technological superiority.

By U.S. Army DEVCOM Army Research Laboratory Public Affairs

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Army’s Advanced Manufacturing Revolutionizes Mortar System, Enhancing Soldier Safety

Thursday, April 17th, 2025

ROCK ISLAND ARSENAL, Ill. — In a significant leap forward for Soldier safety and operational effectiveness, the 120mm mortar system’s attenuating blast cone has undergone a transformative redesign.

“Our service members are the bedrock of our nation’s defense,” stated Col. Dave Guida, commander of Rock Island Arsenal-Joint Manufacturing and Technology Center. “They stand ready, modern and prepared to defeat any adversary. Equipping them with the best possible equipment is an imperative priority. This redesigned ABC is evidence of that commitment.”

The project, spearheaded by the Advanced Manufacturing Center of Excellence at RIA-JMTC, leverages the power of additive manufacturing to create a lighter, more efficient, cost effective and safer ABC. This innovation directly addresses concerns regarding head trauma and concussions associated with the legacy equipment, underscoring the Army’s unwavering commitment to equipping its soldiers with the most advanced technologies available.

“Collaboration was the cornerstone of this project,” explained Edward Flinn, director of the AM CoE. “We ensured it not only met, but exceeded expectations in terms of functionality, durability and ease of use in the field.”

The original eight-part ABC presented significant challenges for Soldiers in the field, contributing to fatigue and hindering maneuverability, especially in challenging terrain. Recognizing the need for improvement, the AM CoE embarked on a rigorous redesign process, initially streamlining the ABC to a two-part system and ultimately refining it to a four-part configuration based on extensive feedback. This iterative approach ensured the final design met the rigorous demands of real-world operations, balancing weight reduction with structural integrity and ease of maintenance.

“Additive manufacturing empowers us to push the boundaries of design,” Flinn elaborated. “We can create components that are simultaneously lighter, stronger and more adaptable to the ever-changing demands of the battlefield. This is a true game-changer for military equipment design and production and it’s happening right now at the RIA-JMTC AM CoE.”

The selection of titanium, renowned for its exceptional strength-to-weight ratio and corrosion resistance, further enhances the ABC’s performance. While the 3D-printed components are solid, the strategic use of titanium and the design freedoms afforded by additive manufacturing have resulted in an ABC that weighs less than half of its conventionally manufactured counterpart. This significant weight reduction, achieved without compromising structural integrity, enhances Soldier mobility and reduces fatigue, crucial factors in demanding operational environments. This highlights the power of AM to optimize performance not just through complex internal structures, but also through material selection and overall design efficiency.

Beyond the immediate benefits of a lighter, more efficient design, the AM process offers significant cost and time savings across the entire product lifecycle. Eliminating the need for expensive tooling and lengthy lead times associated with traditional manufacturing, AM enables rapid prototyping and on-demand production. This agility is crucial in responding to rapidly evolving operational needs and maintaining a decisive advantage in an increasingly complex global landscape.

“The ability to rapidly prototype and iterate designs using AM is transformative,” Guida emphasized. “It allows us to respond quickly to emerging threats and deliver solutions to the Warfighter at an unprecedented pace. This speed and flexibility are essential in maintaining leverage against any adversary.”

While the initial production run of 700 ABCs utilized traditional manufacturing methods for comparative analysis and to ensure a smooth transition, the AM CoE is poised to take over full production during the sustainment phase. This data-driven approach allows the Army to thoroughly evaluate the long-term cost-effectiveness and efficiency of AM, paving the way for wider adoption of this groundbreaking technology.

“RIA-JMTC, Tank-automotive and Armaments Command and Army Materiel Command work tirelessly across the Department of Defense to synchronize logistics, build supply chain resilience and achieve combat readiness goals,” Guida said. “A modernized organic industrial base, coupled with data-driven predictive and precision logistics, ensures we can provide the right parts and materiel to Soldiers when and where they need them. When the need arises for new, upgraded or modernized equipment, the skilled artisans of the OIB stand ready to deliver.”

Sustainment leaders are increasingly relying on data analytics and advanced information systems to accurately predict battlefield requirements, effectively connecting the foxhole to the factory. This focus on strategic readiness is essential for maintaining a prepared and responsive force. Continuous transformation ensures the Army can deliver trained, cohesive and lethal forces capable of meeting future challenges in complex operational environments.

“The redesigned ABC is an equipment upgrade that embodies the Army’s commitment to Soldier safety, technological advancement and a future-ready force prepared for any contingency,” Flinn said. “This initiative reinforces the principle that strategic readiness begins at home and that investing in advanced manufacturing and data-driven logistics is essential for maintaining a decisive edge on the future battlefield.”

By Kendall Swank

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NAVIFOR Team Captures First at 2025 Best Linguist Games

Wednesday, April 16th, 2025

SALT LAKE CITY – In a remarkable display of linguistic expertise, Naval Information Forces placed first at the 2025 Best Linguist Games, formerly known as the Polyglot Games.

Hosted by the Utah Army National Guard’s 300th Military Intelligence Brigade, the 7th annual event brought together more than 270 military and civilian linguists from across the Department of Defense. The Games took place Feb. 6 at the downtown Hyatt Regency.

NAVIFOR, which provides operationally ready information warfare forces to support fleet and joint force commanders worldwide, fielded a seven-person team for the first time this year. Among the team members was Petty Officer 1st Class Anna Bilodeau, a Cryptologic Technician (Interpretive) Sailor assigned to Information Warfare Training Command Monterey in California.

“We had no expectation that we would win, so when it happened, it was quite a shock, but also all the more exciting,” she said.

A battle of words: The competition

The Best Linguist Games are designed to test military linguists in real-world scenarios, requiring rapid translation and analysis under intense conditions. Teams compete in several events, including:

? Voice intercept: Live translation of intercepted foreign language communications.

? Site exploitation: Rapid intelligence gathering from a simulated high-risk environment.

? Document exploitation: Extracting key intelligence from foreign documents.

? Open-source collection: Analyzing publicly available information to support intelligence operations.

? Operational analysis & commander’s brief: Synthesizing linguistic intelligence into actionable reports for senior leadership.

For the NAVIFOR team, Bilodeau dedicated time studying French military vocabulary to get ready.

“I was the only trained French linguist on the team,” she added, “so I focused primarily on refining my skills in that language ahead of the competition.”

Victory through teamwork

The NAVIFOR team was composed of diverse and highly skilled linguists and CTI Sailors:

? Bilodeau (French, Arabic) – IWTC Monterey

? Petty Officer 1st Class Samantha Dayton (Chinese, Spanish) – IWTC Monterey Detachment Goodfellow

? Chief Petty Officer Deborah Bowers (Russian, Arabic) – IWTC Monterey Detachment Goodfellow

? Petty Officer 1st Class Albert Solis Sloan (Spanish, Russian) – Cryptologic Warfare Activity 65

? Petty Officer 3rd Class Bashar Akkawi (Arabic) – Navy Information Operations Command Georgia

? Petty Officer 2nd Class Rebekah Cupitt (Persian) – NIOC Georgia

? Petty Officer 1st Class Ralph Rivera (Korean) – NIOC Pacific

NAVIFOR outperformed 40 teams to claim victory. One of the most intense events was the site exploitation exercise, which tested the team’s ability to operate under simulated combat conditions.

“This competition isn’t just about who can translate the fastest or the most accurately,” Bilodeau said. “It’s about working together, applying our skills in real-world intelligence scenarios that could impact national security.”

That teamwork, along with individual expertise, didn’t go unnoticed.

“Since arriving at IWTC Monterey only four months ago, CTI1 Bilodeau has been a standout Sailor, and her success at the 2025 Best Linguist Games is no surprise to anyone,” said Cmdr. Miles Alvarez, commanding officer of IWTC Monterey. “Her technical skills are what got her recognized and selected for the Navy team, and her outstanding contributions overall helped the Navy win this year’s event.”

Importance of Best Linguist Games

The annual Best Linguist Games is a unique training ground for military linguists, reinforcing the importance of language proficiency, intelligence gathering and analysis in modern warfare. The event also offers military linguists a chance to connect with others they wouldn’t normally meet.

“This competition provided a unique opportunity to network and engage in operational language work that we rarely experience in daily assignments,” Bilodeau said. “The leadership representation that NAVIFOR provided to support us was fantastic; we were able to learn about the CTI community and provide feedback and input in a way that is seldom available to E-6 and below personnel.”

Looking ahead

Bilodeau would like to return to the Best Linguist Games if she has the chance and hopes more Navy linguists will participate.

“I would highly encourage linguists, especially CTIs, to participate,” she said. “Also, if you have language skills, make sure they’re documented. That can open doors to incredible opportunities like this.”

With NAVIFOR’s victory, Bilodeau said she hopes more Navy linguists will be inspired to join the competition, test their skills and continue to strengthen the community of military linguists.

About IWTC Monterey and Detachment Goodfellow

As part of the Center for Information Warfare Training, Information Warfare Training Command Monterey provides a continuum of foreign language training to Navy personnel, which prepares them to conduct information warfare across the full spectrum of military operations.

Detachment Goodfellow aligns under IWTC Monterey and oversees follow-on “A” school accession training for more than 200 Sailors.

With four schoolhouse commands, two detachments and training sites throughout the United States and Japan, CIWT provides instruction for over 26,000 students every year, delivering information warfare professionals to the Navy and joint services. It also offers more than 200 courses for cryptologic, information systems and electronics technicians; intelligence specialists and officers in the information warfare community.

By Chief Petty Officer Lindsay Fondren and Petty Officer 1st Class Anna Bilodeau,

Information Warfare Training Command Monterey

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The Four Stages of Competence in TCCC and TECC

Tuesday, April 15th, 2025

‘We do not rise to the level of our expectations. We fall to the level of our training.’ -Archilochus

Tactical Combat Casualty Care (TCCC) and Tactical Emergency Casualty Care (TECC) are critical frameworks for managing trauma in high-stress, often life-threatening situations. Mastery of these skills can be understood through the lens of the four stages of competence, a model that outlines the progression from ignorance to expertise. Here’s how these stages apply to learning Tactical Trauma Care (TTC):

Unconscious Incompetence: Blissful Ignorance
At this initial stage, individuals are unaware of their lack of skill and knowledge. An untrained responder might not realize the importance of applying a tourniquet correctly or when to prioritize airway management in a trauma scenario. Without exposure to these concepts, they don’t even know what they don’t know. This stage ends either when training begins, and the gaps in knowledge become apparent, or when an actual trauma incident occurs.

Conscious Incompetence: Awareness of the Challenge
Once training starts, learners enter conscious incompetence. They now recognize the complexity of TTC skills but struggle to execute them effectively. Mistakes are common, and confidence is low. This stage is crucial, as it drives motivation to practice and improve, whether through simulated scenarios, guided learning, knowledge gathering or real-world application.

Conscious Competence: Deliberate Proficiency
With consistent practice and study, learners reach conscious competence. They can now apply TCCC techniques accurately, but it requires focus and deliberate effort. A medic at this stage might successfully stabilize a patient but still mentally walks through each step. They start to see and react to the casualty’s condition preemptively. Repetition and experience are key to moving beyond this phase along with continuing medical education.

Unconscious Competence: Instinctive Mastery
At the final stage, TTC skills become smooth, honed and second nature. Seasoned practitioners can perform life-saving interventions with ease, even in high threat environments. They no longer need to consciously recall protocols; their actions are swift, automatic, and effective. Their experiences and training control the chaos. This level of mastery is the goal for anyone operating in tactical or emergency environments.

The journey through these stages is not linear—it requires training, real-world exposure, and a personal commitment to refining skills. Whether in military or civilian contexts, progressing to unconscious competence can make the difference in “time is life” situations.

CTOMS™ has been providing tactical medicine to service organisations for nearly two decades. For more information on our in-person and online training, contact training@ctomsinc.com.

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