Er fall06 final fullversion low by Logistics Officer Association

L O G I S T I C S O F F I C E R A S S O C I AT I O N Enhancing the military logistics profession since 1982

The Exceptional Release

EXECUTIVE BOARD

SPRING 2003

President Col Phil Waring president@loanational.org

FEATURES

Vice President Lt Col Richard Schwing vicepres@loanational.org Treasurer Lt Col Walter “Ike” Isenhour treasurer@loanational.org Information Officer Maj Deb Perry InfoOfficer@loanational.org Membership Development Maj Stephanie Halcrow membership@loanational.org

Fall 2006

Developing Logisticians Special Section . . . . . . . . . . . . . . . . . . . . . . .15 Logistics and Leadership by Maj Gen Loren Reno . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 Developing Maintainers by Brig Gen David P. Gillett, Jr. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18 Developing Logistics Readiness Airmen by Brig Gen Gary T. McCoy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 The 345th Logistics Schoolhouse by Maj. Timothy W. Gillaspie . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26 Expeditionary Site Planners Benefit from Experimentation by Capt. James P. Swisher . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28

Chapter Support Lt Col Dennis Dabney chaptersupport@loanational.org

The Industrial College of the Armed Forces (ICAF) by Dr. Paul Needham . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30

Executive Senior Advisor Lt Gen Donald J. Wetekam

The Center of Excellence in Logistics Technology (LOGTECH) by William T. Powell, Jr. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32

Webmaster/Website Maj JD DuVall webmaster@loanational.org www.loanational.org

ONE LAND, ONE SAND. A Unique Deployment Opportunity by Col Judy Kautz . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36

THE EXCEPTIONAL RELEASE

Expanding Combat Capability by the USAF AMMOS Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40

Editor Col Debra Shattuck editor@loanational.org Assistant Editor Col Lee Levy assteditior@loanational.org Executive Director, Marketing/PR ER Managing Editor/Publisher Marta Hannon pr@loanational.org ER Worldwide Staff Col (ret) Mary H. Parker Lt Col Cheryl Allen, SAF/AQM Maj Gene K. Carter, 314 MXS/CC Maj Richard Fletcher, ACSC Student Maj Paul Pethel, 354 MXS/MXM Graphic Design MMagination, Inc. - Ft Washington, MD www.mmagination.com LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 101 - Fall 2006

USAF Advanced Maintenance & Munitions Officer School:

Combat Capability... Past, Present and Beyond by Mr. Darryle Rhude . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46 Ammo U: The Air Force Combat Ammunition Center by Second Lieutenant Gina Ishida . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48

DEPARTMENTS President’s LOG(istics) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Editor’s Debrief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 LOA Conference Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Joint Logistics: US Pacific Command By Col Connie Rother & Lt Col Jeff Moyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52 CGO Corner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56 Chapter Crosstalk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57 Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60

President’s LOG(istics) This is my final President’s Log as your LOA National President. I would like to thank you all for the support you have given me over the past year and a half. More importantly, I would like to thank you for what you have done in support of your Logistics Officers Association. As I have said many times in the past, LOA is LOA because of you…the membership. You are what makes LOA the organization what it is today and what it can become…as we continue to grow and deal with the new realities of the Air Force.

ER: PRESIDENT’S LOG(ISTICS)

I would especially like to thank the local Chapter Presidents and their staffs. I have Col Phil Waring watched with great awe your dedication to living out the vision of LOA. You and your chapter members continue to make LOA a great organization …whether broadening your membership through professional tours, providing mentorship, or inviting active and retired Air Force senior leaders and logisticians to speak at your membership meetings. As we continue to progress towards our LOA Conference in San Antonio, I am very pleased to see that we continue to provide first class venues for our conferences. I must tell you that if you have been involved in planning a conference on the scale of a LOA Conference, then you know how much time and talent is necessary to put on this kind of first class event. I have now participated in two such conferences and I stand in awe of what gets done, how things get worked out, and at the end of the day witness a superb event. Again, this is another facet of what makes LOA a great organization…dedicated logisticians getting the job done. The abilities and talents that retirees, active duty, and civilians bring into the prep work for these conferences is awesome. To the many folks who have spent their time in this kind of preparation and hands on work, I thank you very much! We must always remember that LOA is LOA because of this personal involvement of you…the membership. Of course, all of this conference prep and execution could not be possible if it were not for the steady hand and guidance of our Executive Director, Marketing /PR, ER Managing Editor/Publisher…Ms Marta Hannon. Marta’s dedication and service to LOA over the years, and especially the last couple of years to your current LOA National Board has been OUTSTANDING! Marta, we (especially me) could not have done this without you. Thank you for what you do for LOA! To the LOA National Board…you have been awesome. Lt Col Rich Schwing, Lt Col “Ike” Isenhour, and Maj Deb Perry…you have carried me this last year and half and I thank you very much for what you have done for me and more importantly what you have done for LOA…you have been and continue to be awesome. Thank You! To my extended staff…Lt Col Doug Cato, Lt Col Tom Miller, Lt Col John Gorla, Maj Stephanie Halcrow, and Maj JD DuVall…what can I say, you fully embody what it means to be dedicated to a cause…in fact, you are what makes LOA, LOA. I would also like to thank Col Jim Hannon always recording what we do…as all great historians do lest we forget how we started…thanks Jim! I can always depend on each and every one of you to do what’s best for LOA. I thank each and every one of you for your contributions! I would be remiss if I did not mention Col Deb Shattuck, Col (ret) Kent Mueller and the ER Worldwide Staff…the LOA Magazine gets better and better with each edition. Keep up the outstanding work. Thank You!

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Of course, a special thanks to our corporate sponsors, our vendor base, and the various conference hotel staffs that support our conferences…your contributions are invaluable. Thank You! As you know, we receive support from a very special group of our membership…that is our Senior Air Force Leadership…our loggie General Officers. Your support and “help” is what continues to allow us to get the LOA job done…thanks for your steadfast support and mentorship! To the newly elected LOA National Board…I encourage you to continue to grow and improve this outstanding organization. I have no doubt that Col Rick Mathews, your next LOA National President; Lt Col Pat Kumashario, your next LOA Vice President; Lt Col Stephen Petters, your next LOA Treasurer; and Major Stephanie Halcrow, your next LOA Information Office will all do an awesome job. Finally, on behalf of the LOA National Board, it has been our pleasure to serve as your LOA National Board. Please keep in mind that the purpose of LOA is to enhance our military logistics profession…and we hope we have done that for you from the national level. We look forward to seeing you at LOA 2006 in San Antonio…be there, as it will be the best conference to date! As always, remember our deployed logisticians and their families in your hearts and prayers as they serve our country in defense of our freedom!

–– COL PHIL WARING PRESIDENT, LOA NATIONAL

EXCEPTIONAL RELEASE

Editor’s Debrief

ER: EDITOR’S DEBRIEF

Several years ago, former Chief of Staff of the Air Force, General John P. Jumper issued guidance that the term “Airmen” should always be capitalized. In a speech to personnel at the 940th Air Refueling Wing at Beale AFB, CA, in April 2004, he explained why: “As young children...we learned a capital letter at the front of a word signified something special or important....And this was reinforced through our education and professional life. When we see a capital letter, our minds automatically emphasize that word, and we bestow an increased Col Deb Shattuck importance on that person, place, or thing. It is time to formally add our profession to that list of important and special nouns....Capitalizing the word ‘Airmen’ recognizes [our] historic achievements and signifies our unique contributions to fighting and winning America’s wars.” Gen. Jumper’s emphasis on the importance of Airmen did not stop with a name change. During their tenures, he and former Secretary of the Air Force, James G. Roche, revamped the way we think about ourselves as “Airmen.” Previously, Airmen were taught that our core competencies were things like Global Attack, Rapid Global Mobility, and Precision Engagement. Gen Jumper and Secretary Roche re-labeled those things “distinctive capabilities” and said that our true core competencies were to: “develop professional Airmen, invest in warfighting technology, and integrate our people and systems together to produce decisive joint warfighting capabilities.” (Testimony before the Senate Appropriations Defense Subcommittee in 2004). The two further emphasized that “Developing Airmen” was a Total Force concept. It applied to enlisted, officers, civilians, active duty, reserve, and Guard. It was also a multi-faceted endeavor involving training, education and experience. This issue of the Exceptional Release focuses on how we as logisticians are doing our part to develop the sub-set of Airmen known as “Logisticians.” Generals Loren Reno, David Gillett and Gary McCoy provide insights into developing joint logisticians, maintenance Airmen, and logistics readiness Airmen respectively. Another set of articles looks at specific training opportunities, such as those offered by the 82nd Training Wing at Sheppard AFB, TX and the 345th Training Squadron at Lackland AFB, TX. Other articles describe unique educational opportunities for logisticians such as the Industrial College of the Armed Forces and the programs offered by the Center of Excellence in Logistics and Technology (LOGTECH) at the University of North Carolina—Chapel Hill-Kenan-Flagler Business School. Colonel Judy Kautz’s article, “One Land, One Sand” highlights a unique deployment opportunity where logisticians can both gain and apply experience in a joint/combined environment and Captain James Swisher’s article on Joint Expeditionary Force Experiment 2006 demonstrates how logisticians can use exercise scenarios to further hone their skills. We have two special features in this issue. One is an interview with General Bruce Carlson, Commander Air Force Materiel Command and the other is a feature on U.S. Pacific Command logistics. The PACOM article is the first in a new series that will highlight joint logistics organizations. As always, the ER editorial staff welcomes your feedback on your professional publication. If you’ve got story ideas for future issues, please send them our way. The Winter issue is taking shape; we hope to include articles on civilian, reserve, and Guard “developing Airmen” initiatives as well as a feature on the 50th anniversary of the venerable KC-135. But, we’ve got plenty of room for your story too, so send it our way to editor@loanational.org.

––COL DEB SHATTUCK AND YOUR ER TEAM

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The E xceptional R elease A Professional Military Journal written by logisticians for logisticians The purpose of the Logistics Officer Association (LOA) is to enhance the military logistics profession. LOA provides an open forum to promote quality logistics support and logistic officer professional development. Policy on Written Submissions: The editor invites articles and other contributions on issues that support LOA’s purpose. Direct manuscripts, letters and other communications to: pr@loanational.org and editor@loanational.org. Deadlines: The 15th day of January, April, July, and October. Story Format: Double-spaced, typed and electronically submitted to pr@loanational.org. Photos & Graphics: Send individual electronic files (hi-res JPG, TIFF or EPS with type as outlines) along with stories (as separate text files) and include cutlines/captions. All photos should be at least 300 dpi or greater resolution. Submitter data: Should be typed at the end of the story file. Information included should be: Rank; full name; service; home mailing address; business name and address; business phone (DSN and commercial); email; three to five sentence biographical sketch; and a photo (as a separate file – see photos and graphics above). Editorial Policy: The editors reserve the right to edit all submissions for length, clarity and libel. All submissions become the property of LOA. Advertisement Formats: Each ad must be sent as a composite hi-res (300 dpi or greater) EPS file with fonts saved as outlines. Full-page ads with bleeds should allow at least 3/8” bleeds. Ad rates visit: www.loanational.org/adrates.html Advertising Contact: Ms Marta Hannon, Managing Editor PO Box 2264 – Arlington, VA 22202 – email: pr@loanational.org – Phone 405-701-5457 Subscriptions: The ER is published quarterly and is available via membership in the Logistics Officer Association at the annual rate of $25. Access membership forms on the website at www.loanational.org.

EXCEPTIONAL RELEASE

2006 LOA Conference Update Submitted by Mr Steven Brunts, Alamo Chapter

E R : 2 0 0 6 L O A C O N F E R E N C E U P D AT E

The 2006 LOA National Conference is just around the corner, coming up 9-12 October 2006 at the Henry B. Gonzalez Convention Center in the heart of San Antonio, Texas. The LOA Alamo Chapter has been hard at work to host an outstanding event! For those of you who have been to San Antonio previously, you know the charm of the River Walk Mr Steven Brunts and the exciting opportunities that are available to include exquisite shopping, fine dining, countless family attractions and an exciting night life. If you haven’t registered and made your room reservations yet, now is the time. The registration fee is $225...Simply go to the LOA website, www.loanational.org/conference and register now. This year’s theme, “Sustaining Today’s Weapon Systems with Tomorrow’s Airmen” will be addressed by some of the Air Force’s most senior leaders to include Gen Looney (AETC/CC), Lt Gen Wetekam (AF A4/7) and Lt Gen Kelly (AMC/CV). Take some time today to review the agenda and scheduled speakers on the conference website. You can also view the line up for the professional and spouse tours and preview the different companies that will be providing exhibits during this year’s conference. You’ll find an outstanding conference is planned and waiting for you. Professionally, this is an opportunity no logistics officer should miss. The spouse tours have been finalized and each one promises to provide an exciting and memorable experience. The current tours include the following: Monday, 9 Oct, City of San Antonio Tour. This full day tour includes a stop at the IMAX Theater to watch Alamo, the Price of Freedom followed by a guided tour of the Alamo and Mission Conception. At the end of the tours, lunch will be provided at Mi Tierra Restaurant (one of San Antonio‘s best) followed by a shopping experience at El Mercado (Market Square). Tuesday, 10 Oct, Artisans Alley Tour. In this half day class, you will make one-of-a-kind necklaces, bracelets or earrings while being instructed by professional, highly trained staff. Once the jewelry class is over, step right next door for tapas and a fine glass of wine. This tour is limited to 10 people so if you’re interested, sign up now! Wednesday, 11 Oct, Visit Fredericksburg. Enjoy a full day tour to Fredericksburg, nestled in the beautiful Texas hill country, is known for its fine antiques, unique shopping and sightseeing opportunities including the Nimitz Museum and the National Museum of the Pacific War; the only institution in the continental United States dedicated exclusively to telling the story of the Pacific Theater battles of World War II. For the golf enthusiasts, don’t forget to sign up for the LOA golf tournament to be held at the Quarry Golf Course. One of the top 100 golf courses in America, The Quarry is recognized around the country for its unique setting and character. The front 9 plays through native rolling grasslands while the entire back 9 is nestled in a 100-year-old quarry pit. This will definitely be one of the most memorable rounds of golf you will ever play. Spaces will go fast so sign up early. As you can see, this year’s conference promises to be an outstanding event, both personally and professionally and we are looking forward to seeing you here in San Antonio where we guarantee one of the more memorable events in your logistics career—one you definitely won’t want to miss. Register today and we’ll see you in October!

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Internet Cafe

Exhibiting Company Booth Locations 402d Maintenance Wing 118 AAI Corporation 300,302,304 Aerowing 314 AFRL/HEAL 321 Aircraft Ducting Repair, Inc. 219 Alaska Structures 433,435,534,532 ARINC 439 ATTI 419,421,520,518 Aviall, Inc. 110 BAE Systems 418,420 Battelle 305 Boeing 500,502,504 CACI 338,340 CDO Technologies 409,411 Chromalloy 332 Defense Logistics Agency 432,434 Derco Aerospace 113 DRC 227,229 DynCorp International 510,512 EADS North America Defense 203,205 EDO Corporation 108 EG&G - Lear Siegler Services Inc. 127, 129, 226, 228 Fastenal Company 124 GE Aviation 201

Booth Locations Exhibiting Company Home Depot Supply 238 Honeywell 308, 310, 312 IBM 212,214 Institute for Defense and Business 335 Intergraph 415, 413 Karta Technologies 428 Keane Federal Systems Inc. 235 Kelley Logistics Support Systems 508 Knowledge Based Systems, Inc. 109 L-3 Communications Vertex Aerospace 440 Lambda Technologies 208 Lockheed Martin Aeronautics Company 309 Logtec 514 MacAulay-Brown, Inc. 232 Magellan Aerospace 121 Manufacturing Technology, Inc. 339 Matco Tools 441 MCA Solutions 209 MTC Technologies 119 National Defense Industrial Association 126 NCI Information Systems, Inc. 538,540 NISH 210 NORDAM Group 426 Northern Tech. Itnl. / MRN Enterprises 239 Northrop Grumman 211,213,215

Booth Locations Exhibiting Company OC-ALC/76th Maintenance Wing 240 Ogden Air Logistics Center 400,301 Olgoonik Development, LLC 111 Parker Aerospace 427,429,526,528 Pratt & Whitney 318,320 Robbins Gioia 438 Rolls Royce 234 SAIC 341 SAS 115 Savi Technology, Inc. 326,328 Southwest Research Institute 319 Standard Aero 403 Support Systems Associates, Inc. (SSAI) 401 TEAM Integrated Engineering, Inc. 233 Teradyne, Inc. 218,220 TFD Group 112 Timken Bearing Inspection, Inc. 405 Total Quality Systems, Inc. 329 UmeVoice, Inc. 334 University of Tennessee Center for Executive Education 327 USAF HQ HFMC - A4D 120, 122 USAF/A4ID Directorate of Transformation 116 W.L. Gore 303 WinWare / CribMaster 402,404

Thank You Conference Sponsors PLATINUM SPONSOR DynCorp International DIAMOND SPONSOR Lockheed Martin Aerospace Northrop Grumman INTERNET CAFÉ SPONSOR Standard Aero GOLD SPONSORS ATTI SAS SILVER SPONSORS Battelle EG&G Pratt & Whitney BRONZE SPONSORS AAI Corporation ARINC Chromalloy Gas Turbine Engines KEYCARD SPONSOR Boeing

GOLF TOURNAMENT SPONSOR The Nordam Group

VENDOR RECEPTION SPONSORS Honeywell Aerospace Kelly Aviation Center, LP

CONFERENCE BOOKLET SPONSOR CACI

ICEBREAKER SPONSOR Honeywell Aerospace ONLINE REGISTRATION SPONSOR IBM

MORNING BREAKS SPONSOR Honeywell Aerospace AFTERNOON BREAKS SPONSOR Honeywell Aerospace

2006 LOA National Conference AGENDA 9-12 October 2006 Schedule is subject to change. M O N D AY, 9 Start End 730 1700 700 800 800 845 900 1330 1400 1500 1800 2200

OCT 06 Event Speaker Registration Opens Bus Departs for golf tournament from hotel Golf Registration Golf (Shotgun Start) Golf Awards / Lunch (Outback) Icebreaker

T U E S D AY, 1 0 O C T 0 6 700 745 Breakfast 800 840 Opening Ceremony 840 855 Host Welcome 855 915 Opening Remarks 900 Exhibits Open 915 1000 AFMC Warfighter Support 1000 1030 Break -- Exhibits Open Breakout Sessions 1030 1130 B-52 1030 1130 KC-135 1030 1130 Transformation 1030 1030 1030

1130 1130 1130

1130 1200 1330

1200 1330 1355

1355 1355 1355 1355

1445 1445 1445 1445

1445 1515 1600 1600 1800

1515 1600 1645 2100

Col Phil Waring Gen Looney Speaker Invited TBD

Mr. Ralph Garcia Col James Nally Bob Migliore & Dr. Chalon Keller F-15 Speaker Invited C-5 Col James Dendis Logistics Officers Lt Col Scott Fike Assignments (FGO Perspective) Break -- Exhibits Open Luncheon TBD Break -- Exhibits Open Breakout Sessions Aircraft / Munitions Brig Gen Close LROs Brig Gen McCoy Contracting Col Denean Rivera Civilian Logisticians Mr. Ed Koenig; Mr. Rob Thomas II, Ms Deb Walker, Mr. Scott Reynolds Break -- Exhibits Open AMC Brig Gen McMahon Exhibits Cosed until 1800 Mobility Air Forces Lt Gen Chris Kelly Vendor Reception -- Exhibits Open

W E D N E S D AY, 11 O C T 0 6 700 745 Breakfast 800 810 Admin Remarks / Col Phil Waring Roll Call (Part II) 810 850 Training Tomorrow's Airmen Col Lansen Conley 850 930 Air Combat Command Mr. Scott Reynolds 900 Exhibits Open 930 1000 Break -- Exhibits Open 1000 1040 Logistics and Leadership Maj Gen Reno â&#x20AC;ŚSustainment Today and Tomorrow

W E D N E S D AY, 11 O C T 0 6 ( C O N T I N U E D ) Start End Event Speaker 1040 1140 Vendor Area Closed (GO & SES Only) 1040 1120 DLA Richmond Mr. Richard Bailey 1120 1145 Break -- Exhibits Open 1145 1315 Luncheon 1315 1345 Main Stage Briefing Speaker Invited 1345 1430 Air Staff Maintenance Brig Gen Close 1430 1500 Break -- Exhibits Open 1500 1530 Front Lines Sra Acosta 1530 1700 AFMC Wing Commander Maj Gen Sullivan; Panel Brig Gen Fedder; Col Jansson; Mr Blair 1700 1900 Chapter Get-togethers / Photos 1730 Exhibits Close T H U R S D AY, 1 2 O C T 0 6 700 745 Breakfast 800 810 Admin Remarks / Roll Call Col Phil Waring (Part III) 810 900 Sustaining Wpns Systems Brig Gen McCoy 900 930 Awards Speaker Invited 930 1000 Break -- Exhibits Open Breakout Sessions 1000 1050 Aging Aircraft Squadron Speaker Invited 1000 1050 Contingency Response Col Bob Swisher Wing (CRW) 1000 1050 Aircraft Maintenance Intuitive Capt Whited Troubleshooting (AMIT) 1000 1050 Defense Logistics Information Beth Young Services (DLIS) 1000 1050 Aircraft Availability Col Gary Melchor Improvement Program 1000 1050 Logistics Officers Assignments Lt Col Scott Fike (CGO Perspective) 1050 1100 Break -- Exhibits Open 1100 1145 Mentoring Maj Gen Morrill 1145 1330 OPEN LUNCH 1145 1330 Rising Stars Luncheon TBD 1300 Exhibits Temporarily Close 1330 1700 Developmental Tours 1330 1500 Basic Convoy Course (4-hrs) 1350 1530 Basic Military Training 1345 1610 Medina Base Munitions 1345 1610 Kelly USA (Boeing/LM/Std Aero) 1400 1620 AFPC Records Check 1400 1620 SW Research Institute 1345 1700 HEB Supermarket Logistics 1730 1800 Senior Officer Vendor Tour (0-6/GS-15 and Up Only) 1800 1900 Banquet Reception 1900 Exhibits Close 1900 2200 Banquet Lt Gen Claude V. Christianson

Perspectives A FEW MINUTES

WITH

GENERAL BRUCE CARLSON, AFMC/CC

ER: As the Air Force Materiel Command commander who is directly responsible for the long term sustainment of Air Force weapon systems, what are your top three priorities for the command?

ER: PERSPECTIVES

GEN CARLSON: AFMC has three primary focus areas, which capture all of the priorities initiated within AFMC over the past two years: People, Core Missions and Continuous Process Improvement. The work we do in each area supports SECAF’s and CSAF’s priorities to fight and win the Global War on Terror, develop our Airmen, and recapitalize and modernize the force. Let me talk a bit on those priorities. First, people are the key to our success—and they always have been. I have to tell you I’m so impressed—every day— with the magnificent people in AFMC. The equipment we use in our jobs—aircraft, computers, satellites, weapons— depreciates over time. It all loses value. However, our people gain value over time—through training, education and experience. Our people make this command what it is today; they’re the reason AFMC is leading the AF transformation effort…and I’m proud of each of them. I’m also very serious about the health and wellness of our people and their families. In May we kicked off a command-wide safety and wellness campaign designed to improve the overall wellness of our military members and civilian employees. I also strongly believe that safety and wellness are directly related to our productivity as individuals …and as a command. Second, we do a lot of work across AFMC every day, but it’s all designed to support our core missions: technology, acquisition, test and sustainment. If our work does not in some way support these core missions, then we should eliminate it. The AFMC mission isn’t the real object, though. Frankly, AFMC only exists to deliver expeditionary warfare capa-

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bilities to operators in the field through our four core assigned Gen Bruce Carlson missions. Everything we do must advance these core missions. What I’d like to see—from every member of this command—is a dedicated effort to improve in each core mission. Our effective application of continuous process improvement techniques has paid big dividends in the sustainment mission area as air logistics centers achieved unprecedented levels of performance! We must now implement comparable process improvement techniques across our other three core missions…and then command-wide—in the enabling or staff arena. For the record, I’m an absolute believer in Continuous Process Improvement. For those that don’t know, CPI is a mindset that believes we can always get better…no matter how good we are we can always improve. You can probably tell I’m not a “if it ain’t broke don’t fix it” kind of guy. I am, however, an “if it ain’t broke make it better” kind of guy. AFMC is filled with thousands of “making it better” people. We are a different command than we used to be in years past. Our people, on every level, every day, constantly search for ways to simplify processes, eliminate work or otherwise make improvements. The magnitude of the improvement is not what’s important, but rather the mindset that says, “I believe we can, and will, get better at what we do every day.” ER: Early this year, the Air Force announced plans to significantly cut manpower as a way to help recapitalize weapon system programs. The Secretary of the Air Force and the Chief of Staff published a joint letter called “Lean Across the Air Force.” How is AFMC implementing this new vision? GEN CARLSON: First, we should separate the two issues you raised. It is true that we must reduce manpower across the Air Force. While this is unfortunate, it is unavoidable

and represents the only way for us to free up funding for our much-needed recapitalization and modernization efforts. When I came into the service in 1971, the average age of our aircraft fleet was just over nine years. I thought that was old. Today, the average age of our fleet is 24-plus years and projected to increase despite aircraft acquisitions programmed thru through 2011. Candidly, we can’t fight tomorrow’s enemies with yesterday’s aircraft. Quite simply, we could not assure victory. Having said that, we are gravely concerned about our people. Although the cuts will be handled to create the least amount of disruption, we also must think about those that will be left to do the work—which will not decrease. As a nation at war, the demands upon our people will continue to rise. Therefore, as the letter you reference states: “Our strategy will be a comprehensive effort to improve our work processes…” relying “…primarily on the Lean Concept.” We call this Air Force Smart Operations for the 21st Century. We are going to continue to do the right things, even smarter, with these improvements carrying us through the 21st Century. As I mentioned earlier, AFMC has been out in front on this one. The letter acknowledges that fact when it states, “The benefits and potential of Lean have been clearly proven in our Air Logistics Centers and in some maintenance areas over the last 4-5 years.” We have a great track record with Lean and continuous process improvement. Here are some examples: By applying Lean practices in 2004, the F-16 fighter program was able to maintain sales price and decrease order-to-delivery time by up to 42 percent, while the production rate decreased by 75 percent Warner Robins Air Logistics Center in Georgia has realized a $4.8 million cost savings for C-130 transport program depot maintenance in its first two years of implementing Lean On the Joint Direct Attack Munition, we achieved a 63 percent reduction in unit cost from initial estimates using Lean practices for integrating suppliers in the design and production process, saving $2.6 billion in acquisition costs On the C-5 transport, the average flow time in depot maintenance has been cut by three months, averaging

235 days from the baseline of 339 days, reducing the number of aircraft under repair to 12, and thereby making more aircraft available to operational units The C-17 transport results also have been remarkable. The unit price of a new plane decreased from $260 million to $178 million (30 percent) for the final 80 aircraft of a 120-aircraft buy, saving $6.5 billion. Through Lean improvements on the A-10 attack line, our people reduced the number of depot-possessed aircraft from 26 to 21, providing five additional aircraft to operational users, we also increased the on-time delivery rate to a perfect 100% and achieved a new all time aircraft time on station record of 106 days! On the KC-135 side, our people reduced flow days from 427 to 205. On time delivery of the KC-135, one of the oldest aircraft in our inventory, increased 73%! At our Aerospace Maintenance and Regeneration Center, our workforce reduced customer lead time for high priority aircraft parts by 57% and by 75% for lower priority parts—their efforts earned a DoD Lean Recognition Award At our aircraft depots over the past year, Lean efforts resulted in three Shingo Prize Silver Awards at two depots and a Shingo Prize Gold Award at the third depot We’ve clearly demonstrated we can win at our individual center level, but we now must expand to secure these gains across our entire AFMC enterprise. As SECAF and CSAF go on to say in their letter, “It’s time to expand this effort outside the Logistics arena…” and “We must fundamentally change the culture…in improving…daily processes and eliminating things that don’t add value…” That’s what we’re doing now. By using “Lean Thinking” as the foundation, we are applying continuous process improvement across the command. We are becoming One Materiel Command within which we: Ensure accountable, measurable, continuously improving performance;

Continued on next page... EXCEPTIONAL RELEASE

Lead implementation of process improvement techniques and inspire participation at all levels;

It involves the people who own and work the processes, not ad hoc organizations of experts.

Set tangible performance targets and expectations; measure, report, compare, and reward results;

I’m not saying this because it’s the company line. I’m saying this because I believe in it and we’re making it work in AFMC. To do so, we are working very hard to ensure that AFSO21 is a part of the way we do business in AFMC by taking some deliberate steps:

Create an environment that inspires trust, innovation… and a passion for achieving improved performance.

ER: PERSPECTIVES

ER: There is another buzz phrase in the Air Force these days, “AF Smart Operations 21.” What is that and how is the concept changing the way AFMC operates? GEN CARLSON: You’ve uncovered one of the things we know we must deal with. Many of us have been infected with the “flavor-of-the-month” syndrome–where we announce new ideas and programs, but sit back and watch them fizzle out in a short period. There have been many: Management by Objective, Total Quality, Quality Circles, Teambuilding, Quality Air Force, etc. That said, I have to say we understand and have learned from our past. First, we linked Air Force Smart Operations for the 21st Century, or AFSO21, directly to our strategy. Within AFMC, we use the Balanced Scorecard living strategic tool construct to lead our $45 billion a year enterprise. We use AFSO21 as the engine to close strategic performance gaps, and most importantly, we measure actual performance and monitor improvement, holding our leaders directly accountable. AFSO21 is an enterprise-wide examination of our processes, accomplished with a continuous process improvement mindset: It is not a “cure-all,” or a “final destination;” it is a continuing journey, building on what we’ve done and never being satisfied. It is cyclical; as soon as we improve, we improve again – continuously, forever! Japan has been at it for 50plus years, and is still finding significant improvements every time they re-look at what they think is a mature process. AFSO21 is a way of life to expose and solve problems. It solves most problems at the lowest possible level, not by bureaucracy from above. 12

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First, we made the governance process for AFSO21 the existing AFMC corporate process. That way we don’t have process improvement decisions being made by different people with different motivations. The process owners are the same people who are accountable for process funding decisions, process outputs and process improvements. In short, one command, one governance process. Secondly, we incorporate all of our command’s goals and strategies into our Balanced Scorecard process. Instead of being treated as a separate program, AFSO21 is treated as an inherent part of our rigorous review of strategy, strategic planning and command performance. When we identify weaknesses in goal areas, they become targets for process improvement; when we detect gaps in our capabilities or results, we apply AFSO21 tools and techniques to eliminate those gaps. Finally, we recognize that “Lean” is only a part of AFSO21, and AFSO21 is only a part of a larger continuous process improvement culture. We are putting in place the concepts of operations, policies, procedures and incentives to sustain this culture. If you ask our people who are experienced in continuous process improvement, I believe you will find that AFSO21 is not a buzz phrase, but a very real way of life. Now we are proactively expanding its scope across functions and across centers to produce enterprise-wide solutions and benefits. In short, we’re harnessing AFSO21 to become One Materiel Command vs. a confederation of centers. ER: This issue of the ER focuses on “Developing Logisticians,” and highlights the training and educational processes we use to create the most capable pool of military and civilian logisticians in the world. How does AFMC ensure optimal development of its logisticians?

GEN CARLSON: Like all Air Force logisticians, AFMC logisticians complete required Air Education and Training Command training such as Career Development Courses and mandatory Professional Military Education. However, unlike most other major commands the vast majority of our logisticians are civilian. Consequently, in AFMC we go several steps further to develop our logisticians. First, AFMC sponsors the Air Force Logistics Career Broadener Program for officers and enlisted Airmen to take part in the Wholesale Logistics Program (WLP). These multi-year programs build future leaders with the “big picture” of Air Force logistics and a thorough understanding of industrial and acquisition logistics cycles. Participants are assigned to one of our three air logistics centers and they are immersed in depot maintenance, supply chain management and product support. This knowledge of the platform/system lifecycle is applied throughout the members’ careers in future assignments supporting Air Force sustainment portfolios for all weapon systems, support equipment and vehicles at all levels of operations. Second, AFMC is significantly improving logistic officer and enlisted readiness training in light of our increasing Air and Space Expeditionary Force deployments. For example, Kirtland AFB, NM, is enhancing its Combat Skills Training by including combat convoy operations using Army vehicles, Army instructors and pararescue personnel. Tinker AFB, OK, is converting an abandoned housing area into a hostile battleground to add realism to its training scenarios. AFMC vehicle operators who receive advanced training in theater from the Army are training Airmen back at their home installations. Last, but definitely not least, the majority of AFMC installations now exercise Phase II (combat operations) on a quarterly basis to hone logistics skills in a simulated hostile environment. I am very proud to say that AFMC logisticians routinely exceed Air Force AEF readiness rates. Commanders are providing effective training and oversight and we have no systematic deployment discrepancies, which I personally review on a monthly basis.

ER: Do you have any additional comments you would like to make to the 3,500 members of the Logistics Officer Association? Gen Carlson: The challenges facing every major command and our Air Force are daunting. We must win the Global War On Terror. Even as we’re doing that, we must recapitalize our aircraft and weapons fleets to fight and win the next war. This recapitalization challenge falls directly on those of us in AFMC. To do that, we must generate capital by retiring some of our older and less efficient weapon systems. We must also downsize our force by more than 57,000 people between now and the end of fiscal year 2011. Let me talk a bit about that…since people often ask about the need to downsize. Well, while people are our most valuable resource, to be candid they’re also our most expensive. To put things in perspective, during the 1990s we downsized by 40 percent in response to the end of the Cold War. The downsizing effort we’ll undertake between now and the end of FY 2011 represents about 12 percent of our total force of military, Air Force civilians, Air National Guard, and Air Force Reserve. We are entering a challenging time, but remember, with challenge comes opportunity. We don’t have all of the answers yet or the specific downsizing numbers for AFMC, but I can tell you that to enable our Air Force and our major command to execute this reduction and remain effective, the structure and makeup of our command must change. As you can imagine, we’re working on options in a proactive way, and we’ll move forward in unison as One Materiel Command. Let me close by saying how proud I am to be a member of the Logistics Officer Association, and I want to thank the Association for its strong advocacy of a core mission area within our United States Air Force. General Bruce Carlson serves as Commander, Air Force Materiel Command, Wright-Patterson Air Force Base, Ohio. The command conducts research, development, test and evaluation, and provides acquisition management services and logistics support necessary to keep Air Force weapon systems ready for war. K

EXCEPTIONAL RELEASE

Developing Logisticians

Logistics and Leadership Submitted by Maj Gen Loren Reno I am sharing these thoughts with you from a joint perspective but with an Air Force background. It is difficult for me separate logistics from leadership, so I will start with one and end with the other. LOGISTICS…MORE THAN 21XX If you were to look at my assignment track, you’d probably conclude that I came to logistics as a field grade officer…but that is not exactly the case. True enough, I did start out as a C-130 navigator and instructor navigator and did a couple of staff tours before returning to fly…but, oh the value of learning the airlift mission (transportation!) and of seeing firsthand the impact of logistics from the “supported” side. When I left my last flying assignment, I began the maintenance side of that wing’s mission and have continued in logistics since then: weapon systems, maintenance policy, tech training, joint logistics, fuels and energy support, depot level maintenance, MAJCOM logistics, and now Defense Logistics (Agency). They are all pieces of logistics—complementary, essential, and integrated. I view that diversity as important to a broad logistics understanding as assignments in the Joint world are to broadening an officer of a particular Service. LOGISTICS AND JOINTNESS A working knowledge and appreciation of the other Services’ contributions and requirements add value to what the Air Force brings to the fight. Joint assignments are not the only way to get this experience, but they are one of the ways. To be sure, most of my non-Joint peers have picked up Joint savvy and experience in ways other than PCSs, e.g., Joint Task Forces, deployments, professional military education, and various joint forums and meetings. Now that you are thinking about the Joint world, what is there to gain from such assignments? The opportunities are wider than just Combatant Command (COCOM) staffs…consider the Joint Staff, defense agencies, warfighting headquarters like 9AF, etc. The most obvious benefit is what that assignment will do for you. Joint assignments clearly broaden your perspective and expand your tool kit and network, but they also open doors of opportunity back in the Joint business later in your career. There are clearly some high-potential jobs where prior joint experience is desirable, if not required. Joint jobs benefit more than the assigned officer…they benefit the Service, you know, the “Service before self.” I’ve always thought of that core value as meaning both the act of service as well as the military department, in this case, the Air Force. Logisticians are supporters, and operators are supPhoto: A C-130 Hercules carrying passengers from the Regional Air Movement Control Center refuels at Bagram AB on its way to Kabul International Airport. (USAF photo by 2nd Lt. James Madeiros)

ported; service in this third sense is as true as the other two. As a former operator, I understand this clearly. There are jobs in the Defense Logistics Agency (DLA) that we really need a blue suit-wearing, Air Force member to do…jobs like the National Account Manager…Colonel Tom Bruns is the incumbent. The person in this job is the DLA lead for all things pertaining to the Air Force…from support to responsiveness, and from performance based agreements to the general officer-level agenda for Agency – Air Force dialogues throughout the year. In my view, the Air Force and DLA would lose a lot if we didn’t have an Air Force officer of Col Bruns’ stature on duty here. Don’t get ahead of me…I know you’re wondering why this job (and others) aren’t all joint-coded positions if they are so important to both sides. Joint-coding positions certainly opens some career doors, but the criteria driving their designation are limited by public law. Just because a position is in a joint organization or defense agency doesn’t justify a joint-coded position. The position must be doctrine-developing or contingency-planning in nature to be coded joint…to deal with people from other Services isn’t enough. That aside, we still need quality officers filling important positions in joint organizations who will benefit from the joint exposure if not the “credit.” To consider eliminating all AF officer positions in defense agencies that aren’t joint-coded is short-sighted…even in a PBD 720 environment. The Air Force needs to place officers in the joint world for the benefit of Air Force mission accomplishment…present and future—whether or not the positions are Joint coded. LEADERSHIP IN A LOGISTICS WORLD This brings me to a few thoughts about leadership. First, I think service is the key to effective leadership. I think of it as the icing on the leadership cake. My leadership model has three layers: mission, others, and self…and I hope to discuss them in more detail at the fall LOA convention. Being a servant, however, is what makes that leadership effective at all levels in the organizational hierarchy.

(Top) L t. Col. Kyle K deploye obashig d, Colo awa w nel Kob as dep ashigaw loyed in a also May 20 worked 04 with with a the Arm Marine y. Whil Bridgin e g Com pany d oing repairs on the As Sindyah Bridge on the Tig ris Rive r just north o f Bagh d ad, Iraq. (U SAF ph oto)

nent lied Air Compo m Hobbins, Al To al er ops en G tro -e tulates NATO TE, Cape Verd mander, congra m co SAO VINCEN TO E NA AF st US te der and e was to stein comman the live exercis of e pe os ro rp Eu pu d Command Ram e guar. Th from mainlan e Steadfast Ja tegic distance ra st s a nt at ne e po rc during Exercis m fo co oject a e and air e-7's ability to pr m land, maritim fro l ne on s) rs Response Forc rlo pe 0 NATO pt. Krista Ca More than 7,00 F photo by Ca and sustain it. int force. (USA jo l na io at tin ul as a m trained together

Second, confidence is a wonderful thing. I give a lot of attention to figuring out in whom to place how much confidence. And I work hard at giving folks in my chain, both directions, every reason to place absolute confidence in me. Talk about Lean…getting it right the first time all the time (giving and receiving) eliminates a lot of re-work. Third, more is caught than ever taught. Put another way, you lead by example even when you don’t know you’re being watched. Gen Patton said that we are always on parade. This is as true of the all-important logistician as it is in any other segment of our military. So much depends on what we say (promise) and do (deliver). Alexander the Great, Eisenhower, and Churchill testified to the criticality of logistics in war. Let us be strong in our leadership as we provide the war-winning logistics our nation needs in this hour.

Major General Loren M. Reno is Vice Director, Defense Logistics Agency, Fort Belvoir, Va. K

Developing Maintainers Submitted by Brig Gen David P. Gillett, Jr. As the Air Force continues to draw down to a leaner force, it is more important than ever to ensure we take the time to develop our maintainers—officer, civilian and enlisted, with the right skill sets to lead our future force. Maintenance force development ensures AF members have the right experience, education, and training to perform our mission. We deliberately develop our people, based on career field skill requirements, each member’s background and aptitude, and the member’s desires. Development Teams play a key role in this process. OFFICER FORCE DEVELOPMENT Development Teams (DTs) meet to review the skill sets of aircraft and munitions maintenance officers in order to determine how best to develop required skill sets so that we will always have the right mix of officers to fill available jobs. The DT consists of the functional manger (A4M Director), who chairs the meeting, 21A and 21M career field managers from the Air Staff (O-6), and aircraft and munitions/missile maintenance representatives from each MAJCOM (O-6s). These officers are senior leaders in aircraft and munitions maintenance that are very familiar with our career field—gone are the days when a bunch of assignment officers sat around a table at AFPC deciding your future. The DT is a broad cross section of maintenance leadership that understands the career field and, by the way, knows many of you personally. However, I assure you, your SURF, T-ODP and records are critical to the process of selecting you for assignments, squadron command, schools and other special programs. You may be wondering how the new steady state vectoring works. The DT vector process is designed to provide a road map to ensure you get the right combination of experience, education and training. Senior Airman John Arango repairs an ESTS test station at the avionics test lab at Kadena AB The ESTS test station is used to test flight control computers, radar units and communication systems on the F-15E Strike Eagle (USAF photo by A1C Michael Pallazola)

Previously, the DT vectored officers based on assignment cycles. However, our career field reached steady state vectoring in spring ’06, which means we do not review every officer during every DT session. Instead, there are trigger points during the time you are a field grade officer. Some of these include: selection for promotion and selection for IDE/SDE. At each trigger point, you receive three vectors that reflect the best category of job assignments for you to hold during the next two to three assignment cycles in order to provide you with the right experience to succeed. Your assignment may or may not match the vector listed first for you because the primary purpose of the vector is long term personal and career field development…with the emphasis on long term. The next assignment may not be the right time for you to hold a particular position. For example, you may be too junior today to become a deputy MXG but you are ready now for an Air Staff/MAJCOM staff position. The deputy MXG position will be matched at a later point in your career. I want to emphasize that you have an input into this process. Use your T-ODP to tell us what you want to achieve. The vectoring process is flexible and we want to adapt as circumstances change. But to do that effectively, we have to know what you want.

So, where are we going next in maintenance officer force development? Our new officer Career Field Education and Training Plan (CFETP) was available in summer ’06. The new version has clearer guidance for chain of command involvement, tracking, and training. If you are not thoroughly familiar with the information in your CFETP, you should develop a working knowledge of the wealth of career field information in this document. Your CFETP is the core outline of what you need to learn and accomplish as a maintainer. Squadron commanders should be reviewing the CFETP with each of their junior officers frequently to ensure they are obtaining all the experience they require and stay on track with overall timing. Additionally, we are developing a credentialing program that will go hand-in-hand with the CFETP. This program is designed to help ensure we provide our officers the right experience at the right time in their career. It will be centered on experiences in three key areas of maintenance: expeditionary operations, depot, and acquisitions/program management. At some point in the future, the DT will be able to look at your credentialing level and know if you have the right experience to be a squadron commander, group commander, depot leader, etc. Stand by for more details. CIVILIAN FORCE DEVELOPMENT Our civilian maintenance force development, although just getting started, is making tremendous strides. The civilian DT now meets three times a year and is working toward developing guidelines on how to better grow our civilian leaders. At some point in the future, the officer and civilian DT may meet concurrently. As of winter ’06, the first civilian General Schedule (GS) CFETP was published, and we are moving toward a civilian Wage Grade (WG) CFETP. ENLISTED FORCE DEVELOPMENT There are many dynamics impacting our enlisted maintenance fields; I would like to discuss a few. In the past, Air Force Specialty Codes (AFSCs) were “shredded” into very specific and narrow skill sets. As the Air Force continues to reduce in size and the maintenance community

Senior Airman Adam Johnson, 5th Maintenance Squadron Structural Maintenance/Corrosion Control shop, installs a bracket on an upper-body cowling of a B-52H Stratofortress at the structural maintenance bay at Minot AFB. (USAF photo by A1C Ross Tweten)

continues its transformation journey into the 21st Century, the traditional AFSC framework that makes up the aircraft maintenance workforce may no longer be compatible with today’s dynamic EAF environment, state-ofthe-art technologies, and centralized repair concepts. We are currently undertaking an effort to optimize enlisted workforce utilization and training without compromising career field retention, sustainment, and professional development. We have identified clearly defined objectives for this effort: right-sized AFSCs that are viable, sustainable and non-task saturated; clearly defined skill requirements and leadership competencies for both legacy and future aircraft; clearly defined training requirements (initial skills, upgrade, qualification, and on-the-job) to support new Air Force Specialty (AFS) structures; and demonstrated manpower efficiencies based on new AFS structures validated through the Air Forceapproved manpower models or standards. Several of the changes we are making will pave the way for future transformational efforts. We have aligned the F-22 under the 2A3X2 Flightline Avionics AFSC. This provides a stable AFSC structure that more closely aligns skill sets with technology and maintenance concepts for future fighter aircraft. Today, we have two Avionics intermediate maintenance “shreds” that are performing essentially the same function. The 2A0X1A shred performs intermediate maintenance on F-15 avionics only, while the 2A0X1B shred performs intermediate maintenance on A-10, B-1, B-2, C17, CV-22, E-3, E-8, EC-130, F-16, and F-117 avionics. With the exception of the different types of Automatic Test Equipment (ATE), the tasks are essentially the same, encompassing troubleshooting and repair of avionContinued on next page...

ics components and sub-components. Additionally, the other two AFSC shreds (C and D) are performing similar functions. Both the 2A0X1C and 2A0X1D suffixes perform intermediate maintenance on aircraft external electronic countermeasures, targeting, and navigation pods and related equipment. We are working towards eliminating two, if not all four, of these suffixes. This effort will also be necessary to keep the career field sustainable as we move toward consolidating intermediate repair centers in the coming years. In addition, the Aircraft Structural Maintenance AFSC was made up of both the corrosion control and aircraft repair career fields during Rivet Workforce. Since then, the AFSC has experienced a steady growth in advanced composites and low observable (LO) maintenance tasks. Introduction of new LO platforms such as the F-22A and the F-35, Joint Strike Fighter (JSF) will further increase and diversify the LO maintenance workload. We are creating a new LO-specific AFSC that builds and sustains the LO maintenance experience base and ensures that experience remains on those LO platforms.

YOKOTA AIR BASE, Japan -- Airman 1st Class Christopher Breaux from the 374th Maintenance Squadron/Refurbishment Flight, cleans a spray cup with solvents during a during inspection of a C-130 aircraft at Yokota AB. The aircraft is undergoing a complete interior/exterior maintenance check-up for corrosions, deteriorating parts, and also structural damage. (USAF photo by Master Sgt. Val Gempis)

Maintenance concepts will undoubtedly continue to change to accommodate new processes and technologies. We will change as we recapitalize our fleet with more modern and capable weapon systems. We will see further consolidation of repair capabilities. Both technology and new processes will transform our maintenance workforce. Our goal is to make our people more capable and adaptable so that we will continue to be the best Air Force in the world.

Brigadier General David Gillett, Jr. is the Director of Maintenance, Deputy Chief

Staff

for

Logistics,

Installations and Mission Support, Headquarters

U.S.

Air

Force,

Washington, D.C (USAF A4M). He will soon assume duties as the Director, Maintenance and Logistics, Headquarters Air Combat Command. Authorâ&#x20AC;&#x2122;s Note: Special thanks to Lt Col

Ainsworth

and

Chief

Fred

McGregor for their help in developing Jimmy Trueblood pulls on gloves and protective gear before painting KC-135 Stratotanker ruddevators in one of the new composite and bomber sheet metal branch's paint booths at Tinker AFB. Ruddevators are the wings at the end of a tanker's refueling boom. (USAF photo by Margo Wright)

this article. K

Developing Logistics Readiness Airmen Submitted by Brig Gen Gary T. McCoy

Since becoming the Director of Logistics Readiness in January 2006, I have had the opportunity to travel to several bases and talk with the exceptional men and women that are carrying out the logistics readiness mission with great professionalism and success. Our Logistics Readiness Airmen (Logistics Readiness Officers and Logistics Readiness Enlisted Force) and our logistics civilians are among the best trained, most motivated, and mission focused troops in the United States Air Force. I am extremely proud to be the Senior Logistics Readiness Officer (LRO) or â&#x20AC;&#x153;head LROâ&#x20AC;? (as I proudly call myself) in the greatest Air Force in the world.

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The Air Force logistics community is continuously improving upon its ability to respond to the global allocation and reallocation of those resources critical to combat capability. As the “head LRO” it is my intent and responsibility to sustain this outstanding support and to lead transformational efforts that will enable our Air Force to respond effectively and efficiently to any tasking…anywhere…anytime. To be effective in today’s and tomorrow’s expeditionary environment, Air Force logisticians must adopt a streamlined enterprise approach with agile processes that emphasis support to the warfighter. The Air Force is transforming its legacy Cold War culture and underlying foundation from garrison-based to an expeditionary force. All of us must be ready, willing, and able to meet the demands of our Anywhere, Anytime Air Force and we must be in the leadership role of “shaping our future.” My transformational concepts and goals are designed to create and deliver a robust, progressive and integrated logistics capability that is combat focused, lean and expeditionary. While not easy, this is a critical “must do” mission. The resources of yesteryear are no longer available—in terms of people or dollars. Our transformational efforts will require changes to processes, policies, authorities, organizational constructs and skills sets. At the foundation of this transformation are our people…our Combat Logistics Readiness Airmen (LROs & Log Enlisted Force) and civilians. We must possess the right balance of technical and leadership skills to achieve success at home base and while deployed. As I have often said, The Airman is the “Force Multiplier” and developing our Airmen (and civilians) is a “must do” for the future of our great Air Force. Let me make it plain and simple from where I sit: I have two #1 priorities as the Director of Logistics Readiness: Force Development and delivery of the Global Logistics Support Center (GLSC). More on the GLSC in a future article. So let’s talk now about developing logisticians. Developing logisticians (i.e. Force Development) starts by focusing on improving the development and training model for our Airmen. It establishes a deliberate approach to providing Airmen the training and experience they need to succeed. This is a key charge from our CSAF, as he recently shared in The Chiefs Sight Picture. Therefore, it is my top priority to ensure that all logistics Airmen receive this deliberate mixture of training, education and experience. Organized Logistic Readiness Force development is being addressed today for logistic readiness officers, enlisted members and the civilian logistics workforce. I am working very closely with my MAJCOM A4 counterparts to ensure consistent and continual oversight of education and training venues as well as assignment rotations in order to ensure professional growth, opportunity, and competency. The initial functional uncertainty and turbulence created when the Log Readiness career field and the Logistics Readiness Squadron were created in 2002 has since evaporated as the Air Force became comfortable with, and confident in, the capabilities demonstrated by these Logistics Airmen and Civilians. In fact, today the LRO is in huge demand within the joint and GWOT environment because of the diverse capabilities and proven leadership skills they bring to the table. Our LROs and NCOs are leading combat convoys in Iraq, commanding logistics units throughout the CENTCOM AOR—and doing an exceptional job. From the training our LROs get at The Basic Logistics Readiness Officer Course and Logistics Readiness Expeditionary Course taught at Lackland AFB to the Advanced Logistics Readiness Officer Course taught at the Air Mobility Warfare Center, our LROs are ready to” Lead the Way…Anywhere, Anytime.” BALAD

We are also addressing force development in the Enlisted Force. While enlisted force development has hisAIR BASE, Iraq — Chief Master torically been more systematic and structured than the officer and civilian force, improvements continue to Sgt. Shawn Keller and Senior Airman Levi be studied. Additionally, transformation within the enlisted logistics readiness arena is being examined in Parrish assemble a machine gun on the top of order to eradicate inefficient stovepipes and combine/group similar processes. While still in the conceptu- a gun truck. Both Airmen are with the 732nd al stage, this area will continue to be studied and transformed. Expeditionary Logistics Readiness Each of our Logistics Readiness Career Field Managers is studying ways to better train and develop the Combat Logistics Readiness Airmen for the future. Expect to see some career field mergers and enhanced training in all of the airmen logistics readiness specialties. Since we are beginning to access Airmen from the “Nintendo Generation”, we are also exploring the use of Xbox 360 type games (oops…training devices) to acquaint our Airmen with the technical skills they will need and the environments in which they will likely operate. Modeling and Simulation tools will be added to the logistics readiness toolbox. From processing passengers to delivering supplies aboard Combat Convoys, our logistics readiness airmen and NCOs are prepared today and enhancing their skills for tomorrow’s challenges. Developing Logisticians does not stop with our Officers and Enlisted Force…our civilians are also developing the skill sets and knowledge they will needed to “Manage the Air Force Supply Chain.” To achieve significant operational efficiencies,

Squadron. (USAF photo by SSgt. Tammie Moore)

the Air Force has launched the logistics transformation initiative entitled Purchasing and Supply Chain Management (PSCM). PSCM’s goal is to improve the availability of parts to the warfighter, reduce the cost to purchase parts, and improve product quality and delivery. Senior AF leadership identified AFMC as the lead MAJCOM to develop seamless and transparent PSCM processes that would improve product quality, and delivery, plus reduce purchasing costs. The effort is an enterprise approach. It spans the Command, including the Headquarters, and the three Air Logistics Centers and covers Material Support Division (MSD), equipment items, and associated engineering services. The AF and AFMC transformation will require the workforce to demonstrate new skills and new approaches. Individuals will need new skills development and new career paths. New PSCM jobs will require varied degrees of change, which includes adapting some existing skills to the PSCM processes, while others will be distinctively different with new capability requirements.

Crew chiefs with the 940th Aircraft Maintenance Squadron discuss the day's maintenance tasks near a KCThe PSCM initiative has identified six critical capabilities and coded position descriptions for civilian personnel 135 Stratotanker. (USAF (Analysis & Assessment, Communications, Planning & Evaluating, Problem Solving, Decision Making and photo) Leadership). PSCM is not designed to eliminate jobs; it will eliminate waste, streamline processes and realign peo-

ple. It will bring new skills and new opportunities, more strategic processes and fewer tactical processes. It will provide a deeper understanding of customers and suppliers and an increased visibility of the entire end-to-end supply chain. A comprehensive immersion training program for 3,500 civilians is currently being implemented at the Air Logistics Centers to support the new processes. The Air Force is also embarking upon a new initiative, titled the Competency Based Management System (CBMS) that will develop measurable functional competencies. Competencies are defined as skills, knowledge, abilities, qualities, and behaviors needed to perform a particular job successfully. This initiative will enable the tracking of personnel performance in all human resource life cycle applications and support the goal of organizational performance improvement. The Logistics Readiness Community has been selected as this initiative’s prototype. We are excited with this opportunity for feedback upon which to implement positive improvement change The transition to Expeditionary Logistics is supported by the Agile Combat Support (ACS) Concept of Operations (CONOPS) doctrine, which has transformed processes and effects from a program-centric perspective to an integrated capabilities-based construct. The ACS CONOPS operational doctrine has transformed and improved the Air Force logistician’s ability to get high-quality, timely capabilities into the hands of the warfighters. Developing Logisticians is key to achieving the goals and objectives of ACS. These are challenging times and the logistic readiness community is riding the wave of transformation with the vision of sensing and responding to the requirements of our customers. We will continue to develop our force to execute this vision. Our Combat Logistics Readiness Airman and Civilian are proud to be a key element of Air and Space power…supporting the greatest Air Force in the World.

Brigadier General Gary T. McCoy is the Director of Logistics Readiness, Office of the Deputy Chief of Staff for Logistics, Installations and Mission Support, Headquarters U.S. Air Force, Washington, D.C. K

Remember the Alamo! 2006 LOA National Conference Hosted by: The Alamo Chapter October 9 – 12 Henry B. Gonzalez Convention Center San Antonio, Texas “Sustaining Today’s Weapons Systems with Tomorrow’s Airmen” Hurry Registration Ends Soon! Make Hotel Reservations Now! For Details Visit www.loanational.org/conference Interested in Exhibiting? Contact Marta Hannon: PR@loanational.org

The 345th Logistics Schoolhouse

SAN ANTONIO –– Staff Sgt. Brian Hanson scans and shoots out the right side of a 2 1/2-ton truck during a basic combat convoy course on-road training scenario. The course is designed to train transportation Airmen in basic combat skills required to integrate with joint forces in hostile convoy operations. The mentally and physically challenging course is conducted at nearby Camp Bullis and is run by the 37th Training Wing at Lackland Air Force Base. (USAF photo by Master Sgt. Lance Cheung)

FA L L

Submitted by Maj. Timothy W. Gillaspie With the completion of the first eighteenfour classes of the newly named Logistics Readiness Expeditionary Course, previously the Expeditionary Logistics Readiness Officer Course, the 345th Training Squadron, the Logistics Schoolhouse, located on Lackland AFB, is again leading the way in logistics training and technology in the classroom. The Expeditionary Logistics Readiness Expeditionary Officer (LRO) Course is designed to provide Majors and Major-selects from all over the AF the knowledge and skills needed by logistical field grade officers to perform operational and expeditionary command and control roles and responsibilities in the joint expeditionary environment. This two week course will correct a critical training shortfall for mid-grade LRO officers. Senior MAJCOM leaders in the logistics readiness career field that make up the LRO development team identified the need for the course and provided guidance on its content. Subject matter experts from around the AF were brought in to develop the curriculum. Capt Kevin Carrico, Capt Craig Hodges, TSgt Beth Barter and I consolidated and polished the inputs to bring the course online. Major Gayle Sledge and Major Tammie Nottestad have taken the course to the next level of instruction. Technology in the classroom is enhancing the education process for these officers. The Expeditionary LROLogistics Readiness Expeditionary Course is the first course on Lackland AFB to incorporate tablet PCs into the classroom to increase student interaction. The course is also the first to utilize Polyvision’s newest technology that turns high quality plasma screens into interactive smart boards. Between the tablet PCs, interactive plasma screens and a phone for teleconferencing, the faculty and students will be able to interact with experts around the world, ensuring students have the most up to date information for class objectives. 2006

The Logistics Readiness Expeditionary LRO Course is centered on Agile Combat Support and the three LRO Core Competencies: Distribution, Material Management, and Contingency Operations. The curriculum covers topics such as field grade officer responsibilities, the Defense Transportation System, logistics command and control, Joint logistics doctrine and operations, contingency and deliberate planning (soon to be adaptive planning), logistics management indicators, and deployed operations.

BALAD AIR BASE, Iraq (AFPN) -- Staff Sgt. Viktor Hancock celebrates the completion of a convoy security mission that achieved the unit's 4-million mile mark. As a gunner he operates the roofmounted 128pound, 50-caliber M2 machine gun. When called upon he can unleash 450 to 550 rounds per minute at up to 6,764 meters away. Sergeant Hancock is assigned to the 732nd Expeditionary Logistics Readiness Squadron and is deployed from Nellis Air Force Base, Nev. (USAF photo by Master Sgt. Lance Cheung)

The course is offered year round with 44362 slots available for FY076. MAJCOM functional area mangers allocate positions. If you are interested in attending, contact your base formal training manager. For all courses, the Logistics Schoolhouse offers top notch instructors who have proven themselves in the operational Air Force and were selected for schoolhouse duty to pass on their lessons learned and to further increase their own logistics knowledge. Each instructor is expected to continually keep up-to-date on the latest status of career field changes. Whether they are training the basic LRO course or enlisted supply, traffic management, vehicle maintenance, air transportation, or logistics plans courses, the instructors continually expand their knowledge in their career field so they leave the schoolhouse knowing more about the career field than when they came. Major Timothy W. Gillaspie is currently assigned as the Instructor SupervisorOperations Officer for the Expeditionary Logistics Readiness Officer Course, 345th Training Squadron, 37th Training Group, 37th Training Wing, Lackland AFB, Texas. As anthe instructor supervisorOperation Officer, he is responsible for the training of over 13,000 students annually in material management, traffic management, air transportation, vehicle maintenance, contracting, recruiting, and logistics readiness officers.all Logistics Readiness Officer, Majors and Majorselects on field grade officer, expeditionary and joint logistics responsibilities and the management of all instructors for the course. tions

His assignments include operaofficer

for

the 2nd

Logistics

Readiness Squadron, Chief of Wargames at the Air Force Logistics Management Agency, student at the Air Force Institute of Technology, and OIC, deployments for 92 Air Refueling Wing.

Staff Sgt. Brandon King instructs students on building search and clearing procedures during a training session at Camp Bullis, Texas. Sergeant King is an instructor with the 345th Training Group at Lackland Air Force Base, Texas. (USAF photo/Robbin Cresswell)

For additional information on the course, you can visit the 345 Training Squadron home page, https://wwwmil.lackland.af.mil/ orgs/37trg/345trs. K

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Expeditionary Site Planners Benefit from Experimentation Submitted by Capt. James P. Swisher Nine years ago, the Air Force began a journey of formally recognizing the importance of experimentation. If you think about it, it’s not hard to agree that the United States Air Force was borne out of visionary people performing death defying experiments. We’re not talking about risking life and limb experiments in this article, but the premise is the same: experimentation has an important role in enabling the Air Force to provide the best tools and capabilities to the warfighter. The first CSAF-directed experiment was Expeditionary Force Experiment 1998 (EFX 98) and the goal was to effectively integrate emerging capabilities to rapidly deploy & employ decisive joint air & space power through a robust Air Expeditionary Force (AEF) in a live-fly and simulated scenario. Since then, experiments have mostly focused on flying operations, simulated military activities, and firepower demonstrations with participants performing Air Operations Center (AOC) C2 functions from distributed locations.

The latest large-scale experiment, Joint Expeditionary Force Experiment 2006 (JEFX 06), is sixth in a series of CSAFdirected large-scale Air Force experiments and although still operationally focused, included significant logistics participation. The Air Force Logistics Management Agency (AFLMA) was brought onboard as a consultant by HQ USAF A4/7 to support AF A4R’s Base Support and Expeditionary (BaS&E) Planning Initiative. AFLMA members acted as consultants and evaluators during scenario and experiment development, execution during JEFX spirals, and evaluated event outcomes. As this consulting effort progressed, our role expanded to include master scenario event listing (MSEL) development, campaign/scenario design, BaS&E initiative design, communication coordination, and assessment. The BaS&E initiative was designed to demonstrate a capability to assist Air Force Forces (AFFOR) staff in conducting crisis action planning (CAP) and Course of Action (COA) development. BaS&E is a web-enabled application that combines capabilities from legacy planning systems with modern database and

Photo: Royal Australian Air Force Wing Commander Roger McCutcheon (left) works with Lt. Col. Mike Heyser in the combined air and space operations center at Joint Expeditionary Force Experiment 2006 at Nellis Air Force Base, Nev. (U.S. Air Force photo/Maj. Richard Johnson)

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geospatial technologies. It enables Agile Combat Support (ACS) war planners to produce decision-quality assessments and analysis of potential sites relative to proposed or tasked forces, and it enhances AFFOR/AOC collaboration during COA development, analysis and selection by delivering assessments to appropriate combatants in real-time to support decision-making and mission execution. BaS&E is important to logisticians because expeditionary site planning (ESP) provides the foundation for AF expeditionary operations. It provides the necessary detailed information for planners at strategic, operational, and tactical levels to support crisis action planAirmen set up facilities during a bare-base build-up exercise the operation included beddown ning. As stated in the July 2005 Agile Combat Support and construction operations. (USAF photo Master Sgt. Kevin J. Gruenwald) Concept of Operations (ACS CONOPS), “The purpose of highly effective, integrated base support and This was a highly successful initiative. The BaS&E planning expeditionary planning is to ensure force sizing, beddown and system proved its value to the warfighter not only as a camsustainment appropriately mediate the risks in order to maxipaign planning tool but also as a tool that can support exemize global operational effectiveness.” cution and transition planning requirements. All assessment Logisticians have worked for years to improve beddown and objectives were met and the players were able to complete all sustainment planning, but unfortunately, these efforts have operational threads. In all cases, BaS&E provided required resulted in disconnected planning systems that do not have information and analysis to support AFFOR beddown recomthe capability to provide the “big picture” required by leaders mendations. Additionally, the experiment events that to make quality beddown decisions. In fact, in past contin- required collaboration with players within the AOC were gencies, expeditionary site planners have been hampered by a able to demonstrate BaS&E’s potential as a tool to be used lack of credible operating location information needed by during the execution phase of a campaign. Finally, players decision makers to determine where and how to deploy mis- validated BaS&E’s ability to conduct transition phase plansion essential assets. BaS&E joins key capabilities from our ning involving the establishment of a theater distribution system (TDS) to support stability operations. legacy planning systems into one enterprise application. The BaS&E planning tool represents a new vision and roadmap associated with the capabilities contained in legacy planning systems. Comprised of capabilities from the Logisticians Contingency Assessment Tool (LOGCAT), the CapabilityBased Logistics Planner (CBLP) and a system demonstrated in JEFX 04, the Visualization of Expeditionary Sites Tool (VEST), BaS&E reflects a fully migrated tool operating inside the Global Combat Support System (GCSS-AF) architecture. Additionally BaS&E integrates geospatial attributes and mapping features provided by GeoReach. BaS&E is scheduled to be deployed on both the unclassified and classified environments and meets several of the Air Force system mandates such as; web enablement, Reduced Sign On (RSO), and access via the Air Force Portal. BaS&E will store, collect and present data via web browser and ultimately perform assessments against the data enabling force-beddown basing decisions.

In conclusion, experimentation is important to the Air Force. We are able to safely test new, sometimes unproven, processes and tools in order to rapidly transition improved capabilities directly to the warfighter. An important outcome of the BaS&E initiative at JEFX 06 was the detailed and comprehensive feedback received from the players which resulted in solid recommendations to improve BaS&E. AFLMA will continue to support HQ USAF A4/7 in preparation for JEFX 08, the next major experiment event on the horizon. Logistics has become relevant in experimentation. Captain James P. Swisher is an Academic Instructor for the Contingency Wartime Planning Course (CWPC) at the Warfare Studies Institute, College of Aerospace Doctrine, Research and Education (CADRE), Maxwell AFB, Alabama. K

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The Industrial College of the Armed Forces (ICAF) Submitted by Dr. Paul Needham The Industrial College of the Armed Forces is thought by many to be a “logistics finishing school.” Let me quote ICAF’s mission: “The Industrial College of the Armed Forces’ mission is to prepare selected military officers and civilians for senior leadership and success in developing our national security strategy and in evaluating, marshalling, and managing resources in the execution of that strategy.” As you can tell by reading the mission statement, ICAF’s mission is much broader than Logistics—we are preparing future leaders to resource the National Security Strategy. In order to prepare future leaders, we introduce them to various disciples—economics, strategy and political science, military strategy and logistics, leadership, and acquisition. We provide a laboratory study of industry to help these future leaders understand the role of government in terms of public policy in creating an economic underpinning for our national strategy. Logistics, however, is a major area of emphasis at ICAF. This past year, we initiated a Supply Chain Management Concentration Program that builds on the logistics background of many of our students and allows others with little logistics background to delve into this most important area. After all, what good is a strategy if you cannot resource it? For several years, ICAF offered students elective courses in business logistics, revolution in military logistics, advanced logistics, and logistics in war gaming. Our efforts provided some students the opportunity to take logistics courses as part

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of their education. We decided a formal concentration program was needed to provide an opportunity for students to focus in the logistics area. At the same time we were examining how best to accomplish this, USTRANSCOM under General John W. Handy, USAF, was pushing for the creation of a “joint logistics operator” specialty to support USTRANSCOM’s new role as the Distribution Process Owner. We partnered with USTRANSCOM to begin a pilot program, “Supply Chain Management Concentration Program (SCMCP).” ICAF’s SCMCP is structured to leverage the core courses students take and complement this educational requirement with a focused set of electives examining the “supply chain.” We look at military supply chains and commercial supply chains to understand the interactions, the information flows, and most importantly how the supply chain alignment supports the overall strategy. We use the Council of Supply Chain Management Professionals definition and statement of boundaries: CSCMP DEFINITION OF SUPPLY CHAIN MANAGEMENT: Supply Chain Management encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all Logistics Management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, Supply Chain Management integrates supply and demand management within and across companies.

value of Supply Chain Management and the need for logistics transformation.

The Industrial College of the Armed Forces, on the NDU campus, is the premier senior Loggie school (NDU photo)

SUPPLY CHAIN MANAGEMENT – Boundaries & Relationships: Supply Chain Management is an integrating function with primary responsibility for linking major business functions and business processes within and across companies into a cohesive and high-performing business model. It includes all of the Logistics Management activities noted above, as well as manufacturing operations, and it drives coordination of processes and activities with and across marketing, sales, product design, and finance and information technology. For our specific concentration program, we have established the following objectives: Produce educated strategic thinkers who possess in-depth expertise in the resource component of national strategy. Educate, inform, and influence national and international security communities with regard to evolving security resource management issues. Be the nation’s premier educational institution in the area of national security resource management. Provide a program of joint professional military education that prepares graduates to operate in a multi-service, interagency, and international environment. Develop a cadre of military and DoD personnel with a conceptual comprehension of supply chain management, its advantages and potential applications to the nation. Cooperate with DoD and supporting agencies to enhance a common understanding and appreciation for supply chain management’s ability to create efficiencies while effectively supporting the war-fighter.

Specific requirements for this program are to complete the introductory course, Supply Chain Concepts & Strategies, conduct an individual study (research) in supply chain management, and take one of the following courses: DoD Supply Chain Transformation, Logistics Information Systems, or Business Practices in Supply Chain Management. A student at ICAF has the opportunity to take four electives during the year; this concentration requires that three of the four be focused on supply chain management. Completion of this program results in receiving an ICAF certification in supply chain management, and designation by the military service of a special classification code identifying the officer as having completed the ICAF SCMCP. This effort is a journey. We finished the first-year pilot program with good results, and we have an expansion path planned to grow the program from the initial pilot level of 16 students to around 30 students. The military logistics community is supportive of this effort and has provided significant support. The Council of Logistics Directors was briefed on this program and the JS J-4 is leading an effort to enhance logistics education at all levels, and the Commander of USTRANSCOM continues to provide support as we develop “joint logistics operators.” As all officers reach senior levels, they must ensure that strategies and resources align to provide the increased probability of successful implementation of strategies. ICAF helps prepare officers for this increased responsibility. Dr. Paul Needham is Professor of Logistics, Industrial College of the Armed Forces, National Defense University. K

Notice, our focus for this concentration is on educating officers and civilians who attend ICAF and elect this program on supporting the Joint War Fighter. Our methodology: Independent and group research projects to analyze the performance of public and private aspects of the supply chain. Seminar sessions using case studies and experts from industry and government to examine the benefits of Supply Chain Management. Visits to firms and DoD agencies to discuss the

The National Defense University is located on Ft. McNair in Washington DC. (NDU photo)

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The Center of Excellence in Logistics Technology (LOGTECH) Submitted by William T. Powell, Jr. The Center of Excellence in Logistics and Technology (LOGTECH) is a good example of the creative and transformational energy generated when people from different disciplines and backgrounds get together to exchange information, explore areas of common concern, and study best practices. Originally established under a Congressional directive, LOGTECH is a joint education program serving both uniformed and civilian personnel of the Department of Defense (DoD), DoD agencies such as the Defense Logistics Agency (DLA), the military services, the joint commands, and private sector participants from leading U.S. companies. In 2000, DoD designated the U.S. Army Materiel Command (AMC) as Executive Agent for LOGTECH. AMC awarded the contract to establish LOGTECH to the Kenan-Flagler Business School (KFBS) at The University of North Carolina—Chapel Hill in partnership with the Institute for Defense and Business (IDB), also in Chapel Hill. Together, the IDB and KFBS developed, manage, and administer the program. Now in its sixth year, LOGTECH has grown in scope and reputation as it continues to bring military and DoD logistics

leaders at all levels together with their private sector counterparts in an academic setting. The goal of these programs is to facilitate the interchange of best practices in logistics and supply chain management and innovations in supporting technologies. Events since LOGTECH’s inception have underscored the critical importance of logistics in achieving military and business objectives, as well as improving homeland security and most recently in responding to natural disasters. LOGTECH programs vary in focus and length. Two-day conferences and forums cover topics such as logistics lessons learned in Iraq and Afghanistan, as well as medical logistics. LOGTECH also hosts four- and five-day executive education programs for senior managers. The Advanced Program in Logistics and Technology serves field grade military officers (O-4 to O-6), GS-13 to 15 civilians, and their private sector counterparts. The Program for Executives in Logistics and Technology serves general/flag officers, Senior Executive Service civilians and their private sector counterparts. LOGTECH also offers a Master’s Degree in Business Administration (MBA) through an innovative approach that combines distance learning from Indiana University’s Kelley

Photo: Aerial view, Paul J. Rizzo Conference Center at Meadowmont, the business school's unparalleled facility for executive education. (Photo courtesy of UNC-Chapel Hill)

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School of Business with three residency periods at Kenan-Flagler Business School in North Carolina and one session overseas. This academic model combines the flexibility of distance learning and the contact of classroom dialogue and shared experience. This unique partnership enables LOGTECH MBA students to benefit from the collective expertise of faculty from two business schools consistently ranked among the top 20 nationally. Graduates receive a Master’s Degree from the Kelley School of Business and a Logistics certificate from Kenan-Flagler Business School. Typical of the reactions of LOGTECH program A typical classroom lecture at The Center of Excellence in Logistics and Technology - LOGTECH. participants was this endorsement from Cornel (Photo courtesy of UNC-Chapel Hill) Holder, Deputy Administrator, Defense National Stockpile Center, Defense Logistics Agency: Many of today’s and tomorrow’s leaders in military and pri“Applying to the LOGTECH MBA program was a terrific vate sector logistics have attended LOGTECH programs. In decision for me. The Kenan-Flagler classes in Chapel Hill addition to the private sector participants, almost 700 DoD were a great way to meet my classmates and learn. The online and military (uniformed and civilian) personnel have particcourses also provided the flexibility and convenience my posiipated in LOGTECH executive education programs alone. Of tion at DLA required.” those numbers, the percentages are divided roughly equally A consistent and definitive feature of all LOGTECH pro- among DoD and each of the services. Hundreds more have grams is the integration of military and industry leaders in attended and participated in LOGTECH conferences and logistics and supply chain management with academic forums held each year. experts, so that they can interact “shoulder to shoulder” to The DoD, its agencies, the services, and joint commands all develop and improve their knowledge, decision-making have points of contact who manage their respective applicaprocesses, collaborative skills, and networking opportunities. tion processes working with AMC for enrollment in This pattern is not just an opportunity for military-civilian LOGTECH. Participation costs for all military participants exchanges; the joint nature of LOGTECH enhances sharing of ideas and experiences between and among the sister servContinued on next page... ices and agencies all within DoD. The LOGTECH program benefits greatly from the guidance and experience of the LOGTECH Subject Matter Expert (SME) Board. The membership of the SME Board is drawn from the leadership of the DoD, military services, academia, and private industry. Consultation with this group of senior leaders ensures that LOGTECH program topics and materials are highly relevant and meet the needs of today’s DoD and the military services. Each year, the IDB also appoints at least four IDB Executive Fellows, who are retired flag officers or senior managers from the DoD or the services. These Executive Fellows assist with curriculum development, lecture at LOGTECH programs, participate in conferences, and assist with research and case study development.

A typical breakout discussion at The Center of Excellence in Logistics and Technology LOGTECH. (Photo courtesy of UNC-Chapel Hill)

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(uniformed and civilian), including travel to and from the programs and the MBA residencies, is centrally funded through the AMC. Private sector companies are responsible for fees and travel expenses for their participants and students in LOGTECH programs. In addition to LOGTECH, the IDB sponsors other programs built upon the same organizing principals. Primary among these other initiatives is the Depot and Arsenal Executive Leadership Program (DAELP) which extends over six months. The DAELP provides the commanders and senior managers of the Army’s depots and arsenals with core business management Gen Benjamin Griffin, Commanding General, U.S. Army Materiel Command addressskills and combines classroom instruction with a resies classes in June 2005. (Photo courtesy of UNC-Chapel Hill) dency at a leading corporation. The program also includes students from the Marine Corps and the research projects for the Joint Staff’s Directorate for Defense Logistics Agency. Depot and arsenal participants Logistics (J4), and specialized conferences and programs. attend week-long classroom instruction residencies at Kenan- Flagler Business School in North Carolina, alter- The growth in LOGTECH programs and requests to nating with time back at their home stations. The DAELP develop and deliver other related or similar initiatives experience culminates with each student completing a res- clearly reflects the depth of commitment of the DoD to idency at a leading corporation to experience practical learn from the private sector and the corresponding commitment from the private sector to convey those lessons applications of classroom lessons. and to better understand the requirements of the DoD. The IDB is engaged in developing and delivering a series of roundtables for the DoD’s Business Transformation The LOGTECH program was honored to be the 2003 Agency on sustainable and effective economic reconstruc- recipient of the Eccles Award for excellence in logistics tion activities in Iraq and other conflict and post-conflict education presented by the International Society of environments. Other initiatives of the IDB include Logistics (SOLE). All of us with the IDB and LOGTECH strive to maintain that level of excellence and are dedicated to improving logistics, supply chain management, and technology education for the DoD, its agencies, the military services, and joint commands. More information on LOGTECH and other IDB programs is available at the IDB website: http://www.idb.org. Application information for LOGTECH programs and DoD-service points of contact can be found at the LOGTECH website: http://www.logtech.unc.edu. William T. Powell, Jr., is President of the Institute for Defense and Business. K Lt Gen Duncan McNabb, Director for Logistics, the Joint Staff, Washington, D.C. addresses classes in March 2005. (Photo courtesy of UNC-Chapel Hill)

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ONE LAND, ONE SAND. A Unique Deployment Opportunity Submitted by Col Judy Kautz

exists within this area of responsibility (AOR).

Are you interested in a unique and challenging deployment, in a one-of-a-kind organization? CENTCOM’s Host Nation Coordination Cell (HNCC) in Qatar presents just such an opportunity! “One land, one sand” is the phrase used by one Qatari military officer to describe the relationship between US and Qatar military forces. It is also exactly the relationship we try to promote as logisticians in HNCC.

Knowledge of logistics functions is essential to fulfilling HNCC’s mission, and half of the positions in the cell require trained logisticians, all on six month deployments. Being deployed to HNCC is also an opportunity to witness and participate in a mission where various components of logistics all come together. If you aspire to, and want to prepare yourself for, a different sort of deployment, one with plenty of challenges and opportunities, read on!

HNCC is designated as CENTCOM’s Executive Agent for US DoD forces in dealing with the government of Qatar, represented by General Headquarters (GHQ), the lead agency for Qatari Armed Forces. The cell is small, but has huge responsibilities including security, infrastructure, immigration, diplomatic clearances, and customs — functions that normally fall under the US Liaison Office (USLO) or Defense Attache (DAT) assigned to the US Embassy. However, because the level of activity was so intense, HNCC was established so that the USLO and DAT could concentrate on security assistance and other key areas. No other such office

Qatar owns the military installations in the country and the relationship between the US and Qatar is governed by a Defense Cooperative Agreement rather than a Status of Forces Agreement. As a result, we must gain approval from the Qatari Armed Forces for most aspects of our business, and we do this through an arduous correspondence and forms process, so knowledge about how to staff written packages is a must. Any construction project, any non-DOD visitor, any materials and supplies, and any aircraft must be cleared and formally okayed by GHQ in order to enter the country.

Photo: Col Kautz discussing aircraft engines with Col Swaidi on tour of the flightline. (USAF Photo Col Judy Kautz)

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Additionally, any DoD member who commits a traffic violation, gets involved in a vehicle accident, or otherwise has an encounter with the Qatar police uses HNCC as an intermediary in resolving the issue with the host nation. Our customers vary, and include all the US military services as well as DoD contractors who work here in Qatar. We are also a member of the American Ambassador’s Country Team and assist the USLO at the Embassy with a variety of issues. The duty officer at the Embassy knows to call us, day or night, if there is a DoD person in distress who needs our help. To that end, our office is open seven days a week and we are available 24 hours a day to assist. In addition to our assigned cadre, we also have Arabic advisors/translators that assist us in dealing with our host nation counterparts for each area.

issues. We have met almost weekly since my assignment to HNCC, and we have developed a professional and friendly relationship that has seen us through many controversial issues. My attempts to understand and participate in cultural activities, and my use of greetings and key phrases in Arabic (thanks to my Arabic advisors) have certainly contributed to the success of that relationship and the results we have achieved.

In concert with the theme of this issue of the Exceptional Release, ‘Developing Logisticians’, what can you do to prepare yourself for a deployment like HNCC? As Director, my greatest challenge has been balancing the need to get approval for a project with the patience to work through the Qatari system. Perhaps some of the best training I had to prepare me for this challenge was in my assignment as an Exchange The success of HNCC Officer with the Royal depends a great deal on the Australian Air Force. In relationships our assigned that job, I recognized how personnel establish and cultiimportant it is to understand vate with their Qatari counthe cultural differences terparts. Learning some between my counterparts Arabic phrases, understandand me and to use that ing the customs and culture Col Kautz and Col Swaidi discussing construction issues at Qatari Armed Forces General Headquarters in their weekly meeting. (USAF Photo Col Judy knowledge to work issues. of the country, and interfac- Kautz) However, any assignment in ing with Qataris in the local another country can provide community all go a long way toward fostering associations the valuable exposure to other cultures and customs. that ultimately lead to resolving issues. One thing we all had to learn is that we don’t leap right into the business Comprehensive knowledge of the organizational and comat hand when we meet with our host nation. We must mand structure of forward deployed units, particularly first have tea and exchange pleasantries about family, the other services, is especially vital in solving customs, immiweather, local activities and the like. Not to do so would grations and diplomatic clearance issues. Many of the be an insult to our hosts! We also learned to respect the challenges faced by HNCC originate during Marine, Army five daily prayer times (which vary and are published in or Navy deployments, and it is extremely helpful to have the daily newspaper and on line) and the Muslim holy day some exposure to their structures and processes in order to of Friday. We definitely avoid trying to work issues during assist them. AF Professional Military Education courses contain comprehensive instruction on these areas. Air those periods. Command and Staff College curriculum, in particular, has My counterpart at Qatari General Headquarters is Col two lessons that provide the necessary foundation of these Mohammad Al Swaidi, designated as the liaison for US Continued on next page...

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structures, Joint Forces and Joint Air Operations. Finally, a tour on a headquarters staff or in an assignment that requires extensive staff work is invaluable for writing and staffing HNCC correspondence. Never have I been more aware of the nuances of language in staffed packages than in this job! For example, when HNCC requested permission for an NFL team’s cheerleaders to enter the country and military installations to put on a show, our translator inadvertently substituted “exotic dancer” for “cheerleader” in our letter. Only a quick correction letter and a personal meeting at GHQ to show a photo that proved the cheerleaders actually wore clothes averted a major incident!

in a big picture perspective and engage problems from multiple angles. She further states, “As guests of a foreign nation, I’m particularly sensitive to ensuring we abide by host nation procedures/processes while at the same time advocating in the best interests of U.S. forces. Sometimes the two are in natural opposition and that’s when you really start to earn your paycheck as both a military officer and pseudo-diplomat.”

Major Norman Prue, Assistant Director of Operations for the 86th Air Mobility Squadron at Ramstein AB, Germany, tackles HNCC security and current operations issues. He believes his MAJCOM staff job on the USAFE and later the 16th Air Force Lt Col Drake is pictured with Col Ali, his infrastructure coun(Warfighting HQ) Headquarters staffs terpart in Qatari Armed Forces. Col Ali invited Lt Col Drake to view a construction project he had developed in the local were key contributors to his success in this deployment. He says, “The community. (USAF Photo Col Judy Kautz) interaction with other USAFE staff agencies provided me the skills and patience to underI asked the logistics officers assigned to HNCC for their stand, locate and interact with the proper personnel withcomments on how best to train for a deployment in a unit in the chain of command when it came to coordinating on like HNCC. Lt Col Scott Drake, Commander of the 9th taskers or addressing issues that reach across the spectrum Logistics Readiness Squadron at Beale AFB, CA, works of Air Force Specialty Codes.” Maj Prue also says that at infrastructure issues as a deployed LRO in HNCC. Lt Col USAFE he constantly engaged with NATO nations as well Drake believes that expansion of LRO exchange tours dealas others within the USAFE AOR, which also prepared ing with non-FMS focused issues will improve LRO underhim for dealing with the host nation in Qatar. standing of how other nations deploy and support warfighters, and also increase familiarity with non-US bureaucracy Any deployment in HNCC will be rewarding and chaland processes. He comments, “You need only consider the lenging, particularly with the proper preparation, training, linguistic differences between a US and a British or and mindset. We all have gained an appreciation for masAustralian officer to see how even cultural “cousins” can sive efforts in this Global War on Terrorism and we’re have a hard time communicating effectively in the initial proud to be a part of the best military in the world. Most weeks of a relationship. This is even more complicated significantly, we’ve developed a profound respect for the Qatari people who are working together with us to mainwith an Asian, African or Middle Eastern officer.” tain “One Land, One Sand.” Capt Catherine Looper, on her way to an exchange officer position in Canada, handles customs issues in HNCC. Col Judy Kautz is Deputy Director of Propulsion, She attributes her success to volunteering for opportunities Oklahoma City Air Logistics Center, Tinker AFB, OK. in logistics leadership often and early (including this She deployed as Director, Host Nation Coordination Cell, deployment), and immersing herself in processes (not the Qatar from Jan - Jul 2006. K technicalities) as much as possible. She says having a breadth of logistics disciplines forces you to always think 38

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USAF Advanced Maintenance & Munitions Officer School:

The Class of 05B at AFCOMAC. (USAF Photo)

Submitted by the USAF AMMOS Team Professional Development Ideas Meet Operational Need Throughout history, combat support has been a prime concern to the war fighter. Support officers continue to find innovative and creative ways to expand combat capability by providing world-class support. In the summer of 1999, Air and Space Power Chronicles published an article by Lieutenant Colonel Nancy Stinson, et al., entitled, Employment of the Agile Logistician. This article advocated the creation of an agile logistician school similar in concept to the USAF Weapons School. Further, it highlighted the fact that no centralized logistics officer professional development existed that taught the necessary skills to enable the distinctive Air Force core competency of agile combat support (ACS). Following Operation ALLIED FORCE, these professional development ideas, melded with first-hand lessons learned by General John Jumper, former Air Force Chief of Staff and then Commander, United States Air Forces in Europe, Lieutenant General Mike Short, then Commander, 16th Air Force, and former Major General Terry Gabreski, then USAFE Director of Logistics and A4. These ideas and les-

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Expanding Combat Capability sons learned converged, constituting an operational need, and generated the CORONA FALL 2000 tasker, CF00T18, which eventually led to formation of the USAF Air Expeditionary Force Logistics School, subsequently renamed the USAF Advanced Maintenance and Munitions Officer School (AMMOS) at Nellis Air Force Base, Nevada. This requirement is now codified in AFI 21-111. Air Combat Command was given the task of establishing a school that would produce logistics officers with an advanced level of expertise, proficiency and leadership. The first class commenced in January 2003, with students from both the 21A and 21R career fields. Part way through that class, the decision was made to create the Advanced Logistics Readiness Officer Course within the Air Mobility Warfare Center (AMWC) at Fort Dix, New Jersey. Using the ACS CONOPS as its organizing theme and with the assistance of the AMMOS, the Air Staff built the ALROC curriculum and AMWC began teaching LRO students in March 2004 within the Expeditionary Operations School. In July 2003, AMMOS began instructing only aircraft and munitions maintenance officers. Now, integration efforts continue with both schools cross-flowing information and conducting exercises together. As of July 2006, AMMOS produced 89 graduates skilled in the operational art and science of ACS. Together with their contractor partners, ICF International

(formerly Synergy, Inc), both AMMOS and ALROC serve the needs of their respective communities. Paradigm Shift in Maintenance Officers

Developing

So, what do they learn? The AMMOS curriculum is built around the six ACS master processes of Readying the Force, Preparing the Battlespace, Positioning the Force, Employing the Force, Sustaining the Force and Recovering the Force. The course takes a building-block approach to educating and training maintenance officers in the complete spectrum of Air Force combat support. Maj. Gen. Elizabeth Ann Harrell (right) is Director of Maintenance and Logistics, Air Combat Command, Langley This complex spectrum of programs, Air Force Base signs the TTP. Lt Col ROBERT L. (Larry) STEPHENSON (left), the former Commandant of USAF processes, and procedures enables their Advanced Maintenance & Munitions Officer School (AMMOS) (USAF Photo) ability to generate sorties and munitions in support of the Joint Force Finally, students attend world-class off-site training, including Commander’s campaign. The ultimate goal of AMMOS is to a 4-day combat ammunition planning and production course make the operational Air Force more capable by developing at the Air Force Combat Ammunition Center, Beale Air graduates who effectively expand combat capability by perForce Base, California. forming the graduate role. The curriculum integrates the occupational skill sets required of maintenance officers, (i.e., Half of the curriculum is focused at the tactical level of warfleet health, sortie generation, munitions production, and fare, with nearly one quarter being focused at the operational maintenance leadership), within the context of their war level. In order for students to properly comprehend the “big fighting responsibilities as expeditionary combat support offi- picture,” it is important they understand important national, cers. theater, and staff-level contexts within which they operate. The 14 week course is held three times a year in-residence, and requires completion of an academic primer prior to attendance. The primer develops a core understanding of Air Force and joint doctrine, war fighting command relationships, and a basic knowledge of Air Force weapons systems capabilities. Students also begin preparation of a problem statement and research methodology for a graduate-level research paper on a current expeditionary logistics problem they must complete as part of the curriculum. In total, students complete 800 academic hours of both scheduled instruction and selfpaced study. They attend informal lectures, practical guided discussions, exercises, leadership seminars, instructor training, and participate in a warrior fitness program. In addition, they refine their instructional/presentation skills and are frankly critiqued by the cadre on numerous graded measurements.

These contexts enable linkage from the tactical level of warfare to joint/combined force commander and national strategic objectives. Armed with this comprehensive knowledge, graduates primarily return to flying wings and serve in D-prefix leadership positions such as aircraft maintenance unit officers-in-charge, munitions flight commanders, or maintenance operations officers. A limited number of D-prefix billets exist on MAJCOM staffs.

COMPETITIVE SELECTION A central selection board held at AFPC competitively selects 11 primary and 3 alternate active duty students to attend AMMOS. The Air Reserve Component also selects one student to attend each class through their own selection processContinued on next page...

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E R : U S A F A D VA N C E D M A I N T E N A N C E & M U N I T I O N S O F F I C E R S C H O O L

es, alternating between the Air National Guard and the mary jobs (producing), they are expected to share their Air Force Reserve, for a total class size of 12. The selec- knowledge with their peers (instructing) making their tion board is chaired by HQ ACC/A4Q and includes vot- peers, and therefore the flights and AMUs they lead, more ing members from each major command. Wing com- capable. manders from across the Air Force nominate their best and Although the parallels are not direct, AMMOS graduates brightest maintenance officers who meet the selection criare expected to instruct in much the same way as teria and have the highest potential to serve successfully USAFWS graduates. Graduates at wings across the Air in the graduate role. The target audience is expeditionary Force develop instructional programs warriors with an that fit the needs of their organizaexceptional tactitions and the desires of their local cal level backleadership. These programs involve ground in airperiodic instruction on fleet managecraft/munitions ment and readiness, operations/mainmaintenance, tenance relationships, existing or new while possessing combat support processes, comexcellent commumand/control systems, and nication and anamobility/deployment planning. This lytical/critical instructor role is a new concept withthinking skills. in the logistics culture and represents Munitions/missile a paradigm shift in how we develop maintenance offifuture combat support leaders. The cers in Air Force long-term benefit of sending an officer Space Command to AMMOS is not only the immediThe Class of 05B conducting a site survey meeting. (USAF Photo) are also eligible ate gains in sortie/maintenance profor nomination. duction, but also the multiplying effects of spreading their The targeted candidates are captains with no more than 8 knowledge and expertise to their fellow combat support years total commissioned service and at least 3 years expewarriors. The instructor role, although new to maintainrience in their primary AFSC at an operational wing, with ers, is where the Air Force can reap considerable dividends the ideal candidate being a 6 – 8 year captain. Waivers on its investment in the AMMOS graduate. can be obtained through the HQ ACC/A4. In addition to producing and instructing, AMMOS graduG R A D U A T E S ’ R O L E S , U T I L I Z A T I O N , A N D ates’ analytical and critical thinking skills are put to the test by their local leadership and they are taught to recFEEDBACK Before officers become nominees, base-level commanders ommend improved courses of action in the support arena must identify candidates with the right potential to serve (advising). Whether it’s an in-depth staff study or a quick as graduates. When nominating potential students, local look at a problem, the graduate has enhanced critical leadership should think in terms of the three key elements thinking education which maintenance group commandof the graduates’ roles…Produce, Instruct, and Advise. ers are finding useful in addressing difficult combat support Also, the AMMOS emulates the USAF Weapons School challenges. (USAFWS) ethos … credible, humble, approachable … and seeks nominees who demonstrate the character necessary to be highly successful leaders. Because of their superb abilities and potential, the Air Force expects more from AMMOS graduates. Beyond merely doing their pri42

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Finally, graduates are the product of AMMOS, and feedback on how graduates are performing and meeting field needs is required. Tri-annually, a simple, web-based graduate assessment program (GAP) survey is sent to mainte-

nance group commanders of operational units through Maintenance Tactics Conference (AMMTAC) in April 2006. Clearly new conceptual thinking, many in their MAJCOM development team members, the maintenance community now use the word seeking candid feedback on their graduates’ “tactics” (or techniques, or procedures) in performance in fulfilling the graduate role. terms of the best ways to attack/solve problems The GAP is also an opportunity for mainor operate processes. Maintenance “tactics” are tenance group commanders to give direct not like operations’ tactics, where they think in feedback on schoolhouse issues. These terms of the best way to survive a 2v4 situation, results are briefed to MAJCOM representaairdrop supplies at night, or approach a hot tives at each student selection board and are landing zone. However, conceptually, these available for distribution within their The design of the AMMTAC logo. commands. The six stars represent the six ACS employment “tactics” are similar and create desired effects. Just like in operations, mainmaster processes. O T H E R L O G I S T I C S I N I T I AT I V E S tenance is seeking methods to pass on successful approaches and the inaugural AMMTAC was one such Along with developing and executing a world-class curriculum, AMMOS has stepped outside the classroom to approach. Attendees included graduates, expeditionary take the lead in codifying time-honored aircraft and muni- and in-garrison squadron commanders, AMMOS cadre, tions/missile maintenance wisdom. With the contribu- MAJCOM/Air Staff actions officers, maintenance group tions of multi-MAJCOM subject matter experts, the commanders, Air Reserve Component representatives, and AMMOS cadre led doctrine development conferences at the Assistant HQ ACC/A4. the Joint Air and Space Tactics Center, Nellis Air Force Base, Nevada to write maintenance doctrine. The resulting manuals, Air Force Tactics, Techniques, and Procedures (AFTTP) 3-21.1, Aircraft Maintenance (April 2005), and AFTTP 3-21.2, Munitions and Missile Maintenance (December 2005), are a product of Air Force-wide coordination at the 2-star level and formally approved by HQ ACC/A4 with authority granted by COMACC. Now, the maintenance community has one place to catalog experiences gained over time and codify them as tactical maintenance doctrine. These TTP, applied to ACS, form the basis of the AMMOS curriculum, just as operations’ TTP form the basis for the USAFWS syllabi. Maintenance leaders of all ranks are encouraged to read and critique the TTP, provide feedback on how it can be improved as new experiences are gained, and get involved in the rewrites that occur approximately every 2 years. This feedback on TTP, or any other combat support success/challenge, can be effectively communicated via the AMMOS Community of Practice available on the Air Force Knowledge Network. To keep pace with changes in the operational environment, AMMOS hosted the first Aircraft/Munitions

Opened by Major General Steve Goldfein, the Commander of the USAF Warfare Center, who said, “tactics developed in this conference will ensure success of future expeditionary ops,” the AMMTAC set out to achieve several objectives. First, the AMMTAC was created to summarize curriculum changes (the AMMOS curriculum was upgraded during January-April 2006), showcase selected lessons to previous graduates and attendees and “reblue” prior graduates. Second, it provided a forum for maintenance community discussion on deployed and home-station challenges of today and tomorrow. And finally, AMMTAC provided a venue for AFTTP 3-21 management review and new idea development. Representatives and presenters strongly supported the value of such a conference and were hopeful it would be held annually.

MAKING HISTORY Substantial time, thought, and effort has been invested in establishing AMMOS. There is firm commitment to building a smarter, more lethal force by developing combat support officers in the same mold as the USAFWS “patch wearer.” AMMOS is part of a long-term investContinued on next page...

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ment in that development. Interested parties are invited to visit https://wwwmil.nellis. af.mil/units/ammos/ for further AMMOS information, including links to maintenance TTP manuals. It has been said, “Logistics sets the outer limits to what is operationally possible.” It is either the enabler or A recent AMMTAC constraint to all military class at Nellis. (USAF Photo) campaigns. At AMMOS, the goal is to increase those outer limits, by better equipping maintenance officers to produce and sustain air and space power … expanding combat capability. K

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Combat Capability...

Past,

Present, and

Beyond Submitted by Mr. Darryle Rhude In the 82nd Training Wing at Sheppard AFB, TX, our motto is “Combat Capability Starts Here.” Sheppard AFB trains a substantial number of the Air Force’s aircraft/equipment maintainers and in the 82nd Training Group (TRG) our maintenance training course developers advance combat capability through responsive, technology-driven course improvement. The Air Staff and MAJCOMs influence our ever-evolving curriculum and the 82 TRG contributes to the production of combatready Airmen from Sheppard AFB, our detachments, and operating locations around the world.

Workshops (U&TWs) hosted by AETC.

Each of our courses is the result of a field commander’s iden-

For new and rapidly evolving career fields, we host more

tified need for training, funneled through the MAJCOMs

frequent formal and informal functional reviews to ensure

for sourcing, funding, and curriculum decisions. Courses

we stay in tune with developing Air Force needs.

and Specialty Training Standards (STSs) relevant to each

recently, we hosted the avionics and armament workshops

Air Force Specialty Code (AFSC) are reviewed annually by

for the F-22A and the Armament workshop for the

course experts and at least once every 2 years by your Air

MQ1/9-Predator A/B.

Staff Career Field and MAJCOM Functional Managers. We also discuss courses at Utilization and Training 46

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U&TWs are

forums scheduled by Air Staff Career Field Managers specifically to capture significant changes and realign course curricula with current field needs. we’ve hosted U&TWs for

In FY05/06,

F-16/F-117/CV-22 Avionic

Systems, F-15/16 Crew Chief, Heavy Crew Chief, Aerospace Ground Equipment, Nondestructive Inspection, Maintenance Production Management, and Munitions AFSCs. To finish out FY06, we’re scheduled to host the Aircraft Fuels U&TW.

On a more personal level, the 82 TRG polls field supervisors of each graduate through use of Graduate Assessment

Surveys and Field Evaluation Questionnaires. These are formalized methods to obtain a supervisor’s assessment of each graduate’s ability to perform tasks trained at Sheppard and within the 82 TRG. Training experts immediately respond to any negative comments received in assessments. In addition to evaluating each specific situation, we monitor inputs collectively for trends and as potential indicators of required updates or changes to course materials and structure. Trends are used to guide discussion on curriculum changes with Air Staff and MAJCOM representatives at each U&TW. Additionally, inputs flow as directed advancements to career field training. Two examples were General Jumper’s initiatives for the Maintenance Course for Operational Commanders and Maintenance Officer’s Intermediate Course, and the rapid publishing of the Aircraft Maintenance Officer Career Field Education and Training Plan (CFETP). HQ AF/ILMM selected the latter as the benchmark for officer CFETP development. In addition to developing and instructing curricula, the 82 TRG strives to continually advance the effectiveness of our instructors through use of state-of-the-art technology and continuing selfimprovement. In the near future, we expect to incorporate digital technical orders and Point of Maintenance (POMx) technology throughout all training squadrons as a significant advancement in our maintenance training. We expect discussion on how to optimize capabilities of this technology to be an agenda item at future U&TWs. Finally, we discuss POMx with Airmen attending seven-level schools as we strive to discover technology used in the field. Aircraft maintenance “students” secure a training bomb into the bay of a B-1 Lancer. (U.S. Air Force photo/Senior Airman Michael B. Keller)

“Global aircraft maintenance and munitions training to strengthen AEF warfighter capability” is our mission, and it can only be accomplished though active involvement by all 82 TRG members, MAJCOM Functional Managers, and Air Staff Career Field Managers. Mr. Darryle Rhude is the 82 TRG

Group

Policy

Sheppard AFB, TX. K

Chief, SHEPPARD AIR FORCE BASE, Texas — Contractor Rich Briggs explains some of the features of the heads-up display of the F/A-22 Raptor simulator to Airmen here. Contractors brought the demonstrator to give base Airmen a glimpse of the future of fighters in the Air Force. (U.S. Air Force photo by John Ingle) EXCEPTIONAL RELEASE

Ammo U: The Air Force Combat Ammunition Center Submitted by Second Lieutenant Gina Ishida

Ever played a sport you just don’t do well? Maybe you can’t dribble a ball down a court or soccer field very well. Maybe you hit a tennis ball over the high surrounding fences as if you were playing baseball. Or perhaps, when you play baseball, you completely whiff and miss the ball. When it comes to sports or other activities, I’m sure you’ve heard the saying “practice makes perfect.” In a similar situation 20 years ago, the Air Force found its munitions maintainers ill-prepared to do the tasks they were expected to do. Thus, the Air Force created the Air Force Combat Ammunition Center, commonly referred to as AFCOMAC, an environment in which Ammo Warriors could “practice” their craft and in so doing, gain knowledge and experience in the art of mass munitions production. 48

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This year AFCOMAC celebrates its 20th Anniversary. AFCOMAC was created at the direction of Lieutenant General Leo Marquez, grandfather of Air Force logistics, to improve munitions production capabilities. Some of the problems in the Munitions Maintenance career field at the time included a lack of realistic training, the inability of munitions personnel to match munitions production to improved aircraft sortie generation rates, and the loss of experienced munitions personnel. In 1985, Lt Gen Marquez approved the Sierra Army Depot at Herlong, CA as the site for AFCOMAC; it provided optimal space and the availability of an Army civilian workforce to support munitions disassembly and repack operations. By the following year,

the facilities and cadre were ready for the first class. After about eight successful years at Herlong, budget constraints, coupled with increasing repack costs charged by the Army, forced AFCOMAC to find a new home. In 1992, Beale AFB, California was chosen to be AFCOMAC’s new home, and “Ammo University,” as AFCOMAC is affectionately called, continued its teaching as the 9th Munitions Squadron under the 9th Reconnaissance Wing. Today, AFCOMAC offers four different courses, teaching eight classes throughout the fiscal year. The bread and butter AFCOMAC course, which 2W0X0 munitions maintainers must complete before obtaining their seven- and nine-level upgrades, is the Combat Ammunition Production and Planning (CAPP) course. CAPP provides two weeks of classroom learning and a one week practical exercise called IRON FLAG. Seventy middle to senior level munitions personnel, ranging from Senior Airmen (with at least four years time in service) to a Chief Master Sergeant and four company grade officers (CGO), create their own Conventional Munitions Plan (CMP), which they test during the practical phase. The goal of every class is to “meet the frag”—short for fragmentary order, by building up the required amount and type of munitions in the established timeframe just as is required during actual operations. This feat has only been accomplished 20 times in the last 20 years—a 13% success rate and a testament to the challenging environment AFCOMAC provides. In addition to the basic course, AFCOMAC also offers the Senior Officers Orientation (SOO) course. This two day course provides senior officers (majors and above, including civilian equivalents, serving as commanders or in directorate jobs) an orientation in the concepts and techniques involved in combat munitions planning and production. Senior officers participate in a day of classroom academics and a day of hands-on instruction out on the bomb building pads—our Kilo pads. The SOO course occurs during the CAPP course’s practical exercise so that senior officers can observe and participate first hand in

what the class is doing. On day two of the SOO course, you can find the senior officers getting down and dirty, turning wrenches side-by-side with their Airmen. Additional courses include a four day course for Advanced Maintenance and Munitions Officer School (AMMOS) students and an accelerated Combat Ammunition Production and Planning (ACAPP) course. With only 32 slots a year for CGOs in the regular CAPP course, the ACAPP course was created in 2004 to alleviate the backlog of 21M CGOs that needed the CAPP course. This five-day course was designed to fulfill the same training requirements as those attending the full 15-day course. Not only is AFCOMAC the premier location for combat munitions planning and production; it is also the test center for new weapons systems and munitions maintenance handling equipment (MMHE). Some systems that have been tested here at AFCOMAC include weapons such as the Joint Direct Attack Munition (JDAM) and Wind Corrected Munition Dispenser (WCMD). Future systems that may be seen at AFCOMAC could include the GBU39 Small Diameter Bomb (SDB) or the Low Cost Autonomous Attack System (LOCAAS). The new MHU-226 munitions handling trailer is just one of the many pieces of MMHE being tested for future use. With a 20-year track record of operating with over 2.3 million pounds of explosives throughout its exercises, AFCOContinued on next page...

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expertise. AFCOMAC has also been at the forefront of the fight during Operation IRAQI FREEDOM, deploying nearly 75% of its manpower alongside the 5th Bomb Wing from Minot AFB, in 2003. These professionals deployed to RAF Fairford, United Kingdom, where they enabled the unit to build up 2,537 munitions for the fight.

MAC has maintained an immaculate safety record with no explosive mishaps to date. It saw its 10,000th student graduate within the past year and, since its inception, has trained over 10,352 students. The school has taught over 42,822 CAPP instructional hours, built over 6,522 munitions, and used over 45,937 munitions components. â&#x20AC;&#x153;Ammo Uâ&#x20AC;? is a constant winner of Air Force Safety Awards and its members are always called upon for their

As the Air Force transforms in response to budget realities, changes in warfare and the continuing goal of doing more with less, and doing it smarter, AFCOMAC is a constant. There will always be a need for a center of excellence to teach our munitions professional how to effectively manage munitions, and AFCOMAC relishes its role as the center of the munitions maintenance career field. Second Lieutenant Gina Ishida was a Munitions Flight Commander when she wrote this article. She has since moved to the flightline as the 99 AMU Sortie Support Section Commander. K

Joint Logistics

Submitted by Col Connie Rother and Lt Col Jeff Moyer United States Pacific Command’s (USPACOM) Area of Responsibility (AOR) is vast, covering 100 million square miles (51% of the world’s surface) and including 43 countries. Along with the US, it has the sixth largest body of armed forces. In concert with other US government agencies and regional military partners, USPACOM’s mission is to promote security and peaceful development in the Asia-Pacific region by deterring aggression, advancing regional security cooperation, responding to crises and fighting to win. USPACOM fulfills that mission by focusing on five strategic areas

oint Logistics

G L O B A L WA R

TERROR

In prosecuting to win the war on terrorism, USPACOM works to demonstrate US capabilities and resolve, enhance regional opposition to terrorism and terrorist ideology and activities, and emphasize the US role in regional stability.

The J4 has been heavily

involved in supporting the activities in Operation ENDURING FREEDOM-Philippines (OEF-P) to help the local Phillipine authorities dislodge terrorists and terrorist supporters. Sustaining a joint special operations force in the Philippines has presented unique logistical challenges. Keeping the force sustained has required development of unique joint logistics solu-

Prosecute and win the global war on terrorism Mature our joint and combined warfighting capability and readiness Ensure operational plans are credible Advance regional security cooperation Posture forces for agile and responsive employment

Joint Logistics

US Pacific Command

Additionally, the tyranny of time and distance makes logistics a major challenge in this theater. This article will explain how USPACOM is performing that mission and what part logistics is playing in supporting that mission. 52

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tions. The recently established Joint Logistics Support Element (JLSE) coordinates all support for the 400+ force. The JLSE provides a single point of contact for both the operator and supporting agencies to identify and correct support issues. Another example of how USPACOM is working to win the war on terrorism is the deployment of the US Navy hospital ship, USNS Mercy, on a 150-day goodwill deployment.

This

deployment to 10 different ports, is designed to win the hearts and minds of the local populations.

WA R F I G H T I N G Demonstrating US capabilities and readiness are two objectives in maturing our joint and combined warfighting capability and readiness. Logistics supports these objectives through its efforts in Joint Theater Logistics (JTL) initiatives and the Joint Regional Inventory Management (JRIMM) initiative. Within USPACOM, JTL is being instituted with an enhanced J4 construct for theater-wide activities and A Republic of Korea amphibious assault vehicle enters the surf from a U.S. Navy landing craft utility dura Joint Forces Support Component Command ing an Exercise Foal Eagle combined amphibious landing in Manripo, Republic of Korea, on March 30, (JFSCC) for logistics command and control in Korea. 2006. Foal Eagle is a joint exercise between the Republic of Korea and the U.S. Armed Forces designed The enhanced J4 will execute Directive Authority to enhance war-fighting skills. (USN photo by Petty Officer 3rd Class Adam R. Cole) For Logistics (DAFL) maximizing the benefits of the Pacific Deployment and Distribution Operations USPACOM is also improving joint and combined warfightCenter (PDDOC) and developing a fusion center. The J4 ing through its lead in an Advanced Concept Technology reorganized to improve C2 and better coordinate with the J3, Demonstration (ACTD) for a logistical Common Operating subordinate commands and national partners. The main Picture (COP) to support node management. This COP is effort is to break down the boundaries that restrain the joint based on the Army’s Battle Command Sustainment and warfight. Support System (BCS3) and provides geospatially displayed JRIMM is an OSD initiative to reduce physical touches, inventory levels and duplicate inventories by service components. The initiative uses Hawaii’s Island of Oahu as the test bed, consolidating line items at Defense Depot Pearl. The plan for the future is to expand the concept to consolidate transportation delivery requirements.

information on location and movement of material throughout an area. This COP is designed to enhance asset visibility to avoid the mountains of iron that were created during OIF. An initial disaster relief capability will be in place July 06 to support the CONUS hurricane season and the plan is to demonstrate the system in Korea in FY07. Finally, joint logistics were brought to bear in the response to the Indonesian earthquake. The immediate response to the stricken area with medical support and supplies went a long way to demonstrate US capabilities and resolve, but couldn’t have happened without joint logistics. We used AF, Army, and Navy logistics to support forward deployed Marines.

O P E R AT I O N A L P L A N S

Senior Airman James Casselman inspects a B-2 Spirit bomber at Anderson AFB, Guam before a morning mission. (USAF photo by MSgt. Val Gempis)

A major part of any COCOM mission is operational planning. Making sure these plans are credible is the third focus area of USPACOM. The objectives are to demonstrate US readiness and resolve and emphasize US commitments to security arrangements. The logistics annex of the OPLANs are scrubbed and exercised as vigorously as every other part. The J4 conducts thorough “rock drills”, table top exercises Continued on next page...

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and readiness evaluations to ensure OPLANs are supportable and the planned support is ready. USPACOM recently conducted a “rock drill” to visualize the complexities of supporting the Korea TRANSLOAD scenario. The drill identified several issues that needed to be worked to ensure uninterrupted support to operations. Planning is underway to support the Tier 1 exercise-TERMINAL FURY. The focus is to ensure tough logistics issues are not wished away by planners. Through the Joint Quarterly Readiness Review (JQRR), our planning shortfalls are identified and presented to senior leadership for inclusion in USPACOMs JQRR submission.

HICKAM AIR FORCE BASE, Hawaii (AFPN) — Staff Sgt. Nathan Rust directs a K-loader to on-load pallets on a C-17 Globemaster III to support relief efforts in the Philippines. (USAF photo by TSgt. Shane A. Cuomo)

REGIONAL SECURITY Advancing regional security cooperation demonstrates how USPACOM values its relationships with its allies and partner nations and solidifies Asia-Pacific nation’s commitment to defeating terrorism. The J4 plays a major role, as it is responsible for all security assistance programs and works to enhance US regional partnerships; demonstrate the US role in peace and stability; emphasize multilateral approaches to security challenges; and emphasizes regional opposition to terrorist ideals and methods. The J4 has been involved in significant regional maritime security initiatives with Sri Lanka, Thailand and Indonesia to help with fighting piracy and drug

trafficking that are being used to fund terrorists. The J4 is working to break the cold war model for security assistance and be more responsive to emergent requirements. The J4 also negotiates Acquisition and Cross-Servicing Agreements (ACSA) with countries throughout the AOR. ACSAs provide a mechanism for mutual support between the US and other countries. There are ACSAs in place with 11 countries in USPACOM.

RESPONSIVE EMPLOYMENT Finally, USPACOM focuses on posturing forces for agile and responsive employment. Logistics play a key role here in transporting and supporting the forces. The J4 is the lead for planning the repositioning of forces along with infrastructure and base support requirements for the Joint Guam Development Group. Logisticians are ensuring whatever forces are based on Guam have the facilities, support and materiel to perform their mission. In addition, the J4 is an active participant in the OSD prepositioning study to develop a DoD-wide strategy to ensure composition, amount, and location of prepositioned stocks can best support the new global defense posture. Col Connie Rother is the Chief, Logistics Plans and Exercise Division, HQUSPACOM J46 and Lt Col

UTAPOA, Thailand — Airmen from the Air Force Tanker Airlift Control Element carry boxes of relief supplies at the Royal Thai Naval Air Station here. The supplies were provided by the U. S. Agency for International Development. The Airmen are among 12,000 service members deployed to Southeast Asia in support of Operation Unified Assistance, a massive international response to help the victims of the tsunami disaster. (USAF photo by Tech. Sgt John M. Foster)

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Jeff Moyer is the Chief, Joint Petroleum Branch, HQUSPACOM J423. K

CGO Corner DEVELOPING LOGISTICIANS Developing logisticians. The sound of that statement alone is elusive at best. To develop a logistician, CGOs must be aggressive in finding training and experience, as there are many outlets to choose from. In my experience, the best classroom has been the field. But to be ready for Capt Vianesa Vargas the field, I recommend talking to your squadron training monitor, contacting AFIT, and visiting your base library.

ER: CGO CORNER

Talk to your squadron training monitor about courses available for five-level upgrade training, as well as other courses to acquaint oneself with the job. Classes available for the junior enlisted provide an entry-level refresher or overview of their career field. After taking the courses, apply what you’ve learned back at your unit. You will be surprised how well your troops respond to an officer who knows their business. AFIT is another resource that can get you smart in logistics. The school offers classes online, or in a classroom setting. Their M.S.-level course in logistics management is a program that if afforded the opportunity, jump on it! Admission information can be found at: http://ls.afit.edu.

Capt Ernest Cage

Visit your base library to borrow books from the Chief’s Reading List. The list is available at www.af.mil/library/csafreading. There are also reading lists available from your MAJCOM, as well as the logistics reading list available from AFIT. But don’t stop there! Check out business management bestsellers, and talk to senior officers to find out what they’re reading. You will be amazed at what’s out there in not only logistics, but leadership, business management, and history. All of these topics will help polish skills needed to execute the toughest demands of our business. Bottomline, to be successful in the field, or at your unit, you’ve got to do your homework and be ready! Don’t just happen upon training opportunities. Seek and you shall find. Additional developmental opportunities can be found on the following websites: www.afpc.randolph.af.mil – job opportunities www.dau.mil – defense acquisition courses www.amwc.af.mil – Air Mobility Warfare Center www.maxwell.af.mil – Air University

The CGO Corner is written by Capt Vianesa Vargas is the squadron operations officer, 60th Aerial Port Squadron, Travis AFB California and Capt Ernest “Nest” Cage is Commander of the Andersen Passenger Terminal Flight, Andersen AFB, GU. For comments, submissions or questions about the CGO Corner please email CGOCORNER@LOANational.org K

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Chapter Crosstalk DOLOMITE CHAPTER - AVIANO AIR BASE, ITALY Submitted by Capt Bethany Keller The Dolomite Chapter had another fantastic quarter in sunny north Italy. In June we had an O-6/E-9 panel to not only introduce our chapter to our new senior leadership, but to discuss logistics practices to better support the wing’s upcoming AEF rotations in addition to its high ops tempo. In July, the chapter traveled to Tuscany to visit the FlorenceAmerican Cemetery. It was enlightening experience that gave our members a better appreciation for the World War II heritage right in our backyard. Finally, our professional reading club completed its next book in our American war history series, “Killer Angels”.

WRIGHT BROTHERS CHAPTER - WRIGHT-PATTERSON AFB, OH Submitted by Lt Col Lisa Carney, Chapter President With our chapter board in a transitioning mode, calendar year 2006 continued to shine brightly for us! In late March, the new board was off and running with some strategy sessions and some value stream mapping of event planning for the next 12 months and the out-years. Throughout the spring, some of our chapter members voluntarily participated in conducting site surveys of major venues near Wright-Patt in hopes of hosting the LOA National Conference in the near future! Great start in a period of transition! In May, retired Air Force Colonel Mark Brown, former NASA astronaut and fighter pilot, was our keynote speaker at our chapter luncheon. Colonel Brown who is currently serving as Vice President & General Manager of the Aerospace Business Unit, Computer Sciences Corporation (CSC), enlightened us about his experiences in manned space flight, as the senior astronaut on the Space Station Program, and as a member of the Challenger space shuttle mishap investigation board. Great job, sir! In June, we held our annual membership call. With Capt Joe Buerger’s sound-on-slide presentation of 2006 LOA highlights as a back-drop, we had a chance to chat, network and get reacquainted. It reminded us of those O’Club gettogethers at bases near and far. Our summer and fall plans include a tour of an industrial logistics facility, our chapter support of the 10th Annual Air Force Marathon in September, and of course our third annual chapter golf benefit to help raise funds for scholarships for deserving, young loggies. Stay tuned! With the WB-LOA Chapter

GUARDIANS OF THE NORTH-MINOT AFB, ND Submitted by Capt Melissa Pyatkov and Capt Chris Boring The Guardians of the North continue the pursuit for professional mentoring, education, and excellence. The New Year kicked off with a visit from a Navy logistics officer who provided a great overview of the differences of our sister service’s logistics operations. Next, one of Minot’s very own maintenance officers, held a LEAN seminar for all base logistics officers detailing the steps toward “leaning out” existing work center processes. In addition, a guest speaker from the United Parcel Service (UPS) explained their extraordinary LEAN initiatives and precise package delivery procedures. Both AFIT Logistics 199 and 299 courses were taught in April at Minot. Fifty logisticians were educated in Air Force logistics processes, organizations, and employment issues. We truly raised the bar on education in the chapter during the last six months. EXCEPTIONAL RELEASE

Our cohesive team of logistics readiness and maintenance officers enabled Team Minot’s achievement of “Excellent” ratings during four separate Air Combat Command and Air Space Command Inspector General inspections. Seven Guardians of the North were recognized as superior performers and outstanding team members during this marathon of inspections. Lastly, our logistics professionals smashed records this year! Through extraordinary team efforts, Minot has reversed a 10-year mission capable (MC) rate downward slide, achieving the highest B-52 aircraft MC rate in Air Combat Command history. 5 AMXS garnered the AF Maintenance Effectiveness Award and the 5 BW won Omaha Trophy honors as STRATCOM’s Best Bomber Unit. It is easy to see why the Team Minot’s slogan is Only the Best Come North.

WASATCH WARRIORS—HILL AFB, UT

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Submitted by Capt John Tran LOA’s most active chapter continues to push it up! In April, the Wasatch Warriors hosted Maj Gen(s) Polly Peyer, PACAF/A4, for our annual dining-out. She also presented $600 in scholarships to two junior Airmen, and received a donation to national LOA’s scholarship fund in her name. Just a week later, we then took members up north to Associated Foods’ distribution center, where we toured their warehouse and distribution operations. In May, we hosted our annual golf tourney, raising over $3,200 towards next year’s events and scholarships! This month, we toured members

Maj Gen(s) Polly Peyer, SSgt Mike Braun (2006 first place recipient for the Hill Scholarship and our national nominee), Col Michele Smith (Wasatch Warriors Sr Military Advisor), and Chapter President Capt Tran.

through the F-16 Common Configuration Implementation Program mod line and C-130 PDM line, and several of our members also helped support Hill AFB’s air show in June, which brought in over 200,000 people.

Wasatch Warriors Chapter President Capt John Tran and Secretary, Capt Phil Dorsch, piloting a hot air balloon to kick off the Hill AFB Air Show (10-11 Jun).

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We are now handing the reins over to a new board, which have set their sights on taking this chapter up another notch! Besides having plans to receive visits from Little Rock AFB, AK and Malmstrom AFB, MT, the new board is also looking to coordinate a visit to Nellis AFB and the Blackjack Chapter to tour their operations. With an energized membership, a motivated new board, and unlimited professional development opportunities, we expect the Wasatch Warriors to grow even more and continue to extend our invitation to any and all chapters wishing to visit the ALC and tour our support to the warfighter!

SIR WINSTON CHURCHILL CHAPTER — RAF LAKENHEATH-MILDENHALL, UK Submitted by Lt Col Ben Davis We’ve got plenty of LOA activity in the U.K. Our registered membership has risen from 35 last summer to over 60 today. In May, we drove down the road to Marshall Aerospace in Cambridge (http://www.marshallaerospace.com), where they perform heavy maintenance and modifications on a variety of international commercial and military aircraft. The C-130 is their specialty, but they also repair and modify large aircraft such as the L1011 and 747. In June, we held a lively discussion with Col Jan Rauker, USAFE/A4M about developmental teams and USAFE manpower reductions. We were also honored to host Lt Gen Wetekam at the end of the month for a luncheon and tour of RAF Lakenheath and Mildenhall. For upcoming events, we are looking forward to a tour of the 352d Special Operations Group at Mildenhall and sending a delegation to the LOA Conference in San Antonio.

SHOGUN CHAPTER – KADENA AB, JAPAN Submitted by Capt Ryan Abella The Kadena Shogun Chapter recently toured the logistics facilities of the 83rd Wing, JASDF (Japanese Air Self Defense Force), Naha Air Base, Okinawa. Our mission was to get an overview of JASDF logistical functions, share logistics know-how and challenges, and most important, strengthen the relationship between JASDF and U.S military officers as we continue to protect and defend our shared interests in the region. The day began with a briefing from JASDF Lt Col Kamiseya, 83rd Logistics Commander, on the mission of the 83rd Wing, its rich history, challenges, and successes. We were then given professionally detailed tours of an F-4 Maintenance Phase dock, ammo shop, radar shop, engine shop, engine test cell, supply warehouse, and vehicle ops/maintenance shops.

Col Suzuki, 83d MXG/CC (JASDF), and Lt Col Yankovich, 18 MUNS/CC.

It was revealing to see that JASDF logistics shared some of the same challenges we face: reduced manning, reduced budgets, and increased ops tempo. They too have been forced to “re-look” and improve logistical processes in support of an aging F-4E/J (“E” denoting the gun and “J” denoting Japanese) fleet. Boasting an impressive FMC rate and safety record, the 83rd Wing continues to successfully overcome these challenges in defense of Japan’s southernmost region. After a Japanese-menu luncheon, the tour ended with Lt Col Yankovich, 18 MUNS/CC, sharing an outbrief with Col Suzuki, 83 MXG/CC. As customary in Japan, gifts were exchanged. Our chapter presented Col Suzuki with a miniature replica of an F-15 tail with Kadena flashing and we received a ceremonial plate with 83rd Wing markings but the most important gift exchanged was that of friendship and camaraderie…MISSION ACCOMPLISHED. Domo Arigato 83rd Wing JASDF. K

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Milestones MAJ (RET) FRANK KARAYIANES WRITES: Recently retired after 21 years of dedicated service, and after working on McChord AFB for a short tour as a DoD Civilian as the 62d MXG Maintenance Resource Management Program Manager moved on to work for Boeing Commercial Aircraft in the Integrated Material Management Product Development Office, designing future logistics support networks for the new Boeing 787 and legacy aircraft. LT COL ROBERT STEPHENSON WRITES: After a dream job as the Commandant, USAF Advanced Maintenance and Munitions Officer School (the “Weapons School” for maintainers), moved on to another great opportunity as 49 MXG/CD, Holloman AFB, NM, in July 2006.

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COL (RET) PETER O’NEILL WRITES: I retired on 1 Jul after 40 years of active duty. I am staying in the Warner Robins area working for Intergraph. Thanks to all who helped me in my career.

on......off to my staff tour! Pentagon bound, I will be working with the National Guard Bureau as a Logistics liaison while getting a little acquisition knowledge. Looks to be a great assignment as well!

MR. RICHARD MARTIN WRITES: Retired in December from Tinker AFB with 32 years service, took 3 months off and now I am working for the Battelle Memorial Institute as their Relationship Manager in Midwest City Ok. COL RICK MATTHEWS WRITES: Finished up my tour at Robins as 330th Aircraft Sustainment Wing Commander in July then off to HQ AFMC as Deputy A4. Look me up on the global.

COL RODRICK WEBB WRITES: Well after three years of joint at USSOCOM I am headed Maxwell to get “re-blued” at ACSC.

LT ANTON RANESES WRITES: I’ve been recalled to the Middle East to serve as the S3 LNO for the Navy Customs Battalion QUEBEC. I’m looking into joining the LOA Kuwait Chapter at Camp Arifjan or organizing a chapter before redeploying and returning to the Defense Logistics Agency, FT Belvoir, VA this fall. I can be reached at ranesesa@gimail.af.mil.

LT COL CARL SALAS WRITES: Finishing my tour as Ops Officer at the 22LRS, McConnell AFB. Going to Lackland AFB to command the 318th TRS at the Inter-American Air Forces Academy. Pinned on Lt Col on 1 Aug with the change of command on 4 Aug. Looking forward to this great opportunity!! Cheers.

COL ALGENE FRYER WRITES: After five years in the National Capitol Region (four years in the “building” and one at ICAF), the Fryers are Luke AFBbound where I’ll take command of the 56th Maintenance Group. We’re honored and very excited about the assignment. Please look us up if you’re in the Phoenix area.

LT COL JOHN MABES, JR WRITES: Moving from Misawa to Ramstein to be the new 16th Air Force IG.

MAJ KONRAD COTE WRITES: Departing 56 MOS at Luke AFB June 06 and heading to 552 MOS at Tinker. Proud and honored to have worked with such a talented group of officers at Luke, it was a rewarding 3 years. Maj Cote

COL (RET) MICHAEL AEILLO WRITES: I retired at the 30 year mark from the AF as Director of Staff, USAFE on 1 May, and began a new chapter in my life as a civil servant with HQ, US Army in Europe. I am the Chief of the International Agreements Division. The Army is the executive agent for the EUCOM AOR so we are busy as we transform our presence in Europe. Best wishes always to my friends in LOA. MAJ JOHN CLARK WRITES: Hello all! I have just completed my time with the 317th Airlift Group, Dyess AFB, TX. Yes it is in Abilene, and yes it was a wonderful assignment to which I would go back to in a heartbeat! But it was my time to move 60

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LT COL DAVID BROWN WRITES: In May 2006, I moved from sunny Edwards AFB, CA to Al Dhafra AB, UAE as the Deputy Commander of the 380th Expeditionary Maintenance Group. LT COL DEBORAH LIDDICK WRITES: I spent 4 wonderful years at Ellsworth (02-06). I'm leaving my squadron and heading to the Pentagon in AF/A4MW. 28th Munitions Squadron was truly the BEST squadron in the AF and it was always "sunny" in the bomb dump! I will miss 28 MUNS and all of the awesome folks in the 28 BW! K

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