L ogistics O fficer A ssociation Professionals Shaping the Military Environment Executive Board President Col Emily Buckman
president@loanational.org Vice President Lt Col Chris Boring
vp@loanational.org Chief Financial Officer Maj Mike Sander
cfo@loanational.org
Chief Information Officer Ms. Wendy Yonce
cio@loanational.org
Membership Development Maj Alex Mol
membership@loanational.org Chapter Support Maj Camille LaDrew
chaptersupport@loanational.org Executive Senior Advisor Lt Gen Judith Fedder Webmaster/Website Capt Andrew Cobb
webmaster@loanational.org www.loanational.org T h e E x c ep t i o n a l Re l e a se Editor Lt Col Rich Fletcher
editor@loanational.org
Assistant Editor Col (ret) Mary H. Parker, 412 AMXS/MXAD
assteditor@loanational.org
ER Managing Editor/Publisher/Advertising Marta Hannon
marta@loanational.org
ER Worldwide Staff Lt Col Michelle Hall, AFSOC/A4RX Maj James Dorn, AMC/A4MM Maj Timothy Dodson, 438 AEAG/CC, Det 3 Capt Dara Hobbs, AFSPC/A4RDX Capt Scott Manno, 927 LRS/LGR Ms. Donna Parry, AF/A4/7PE Graphic Design MMagination LLC – Atlanta, GA
www.mmagination.com
LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 128 - Fall 2013
The Exceptional Release Fall 2013 - Contents FEATURES
Click on titles to link to the corresponding article.
from the flightline
437th APS Airmen Save AF Dollars
By Senior Airman Dennis Sloan..................................................................................... 16 expeditionary logistics
Kandahar Air Base 101
By Lieutenant Colonel Chris E. Boring.......................................................................... 18 sustainment
Fact or Fiction? Validating Perceived E-3 Sustainment Shortfalls
By Captain John M. York................................................................................................ 20 majcom/NAF
Developing the Air Force Enlisted Logistician
By Senior Master Sergeant Bradley Gravos.................................................................... 24 COCOM/JOINT STAFF/HAF
Security Cooperation and Logistics
By Major Trenton Conner and Mr. Todd Hughes........................................................... 26 VOICES
President’s LOG(istics), Colonel Emily Buckman............................................................................................. 2 Editor’s Debrief, Lieutenant Colonel Rich Fletcher................................................................................ 4 From the E-Ring, Lieutenant General Judith Fedder................................................................................ 6 SES Speaks, Mr. M. Scott Reynolds............................................................................................... 8 Perspectives Lieutenant General CD Moore II.................................................................................. 10
Focus on a LOA Industry Partner, Marvin Test Solutions, Inc............................................. 14 Focus on A LOA Chapter Leader.................................................................................. 29 FOCUS ON A CGO................................................................................................... 30 LOA’s Reader’s Choice
Reviewed by CaptainTimothy M. Liebold ..................................................................... 32
Chapter CrossTalk....................................................................................................... 33 LOA Industry Partners................................................................................................ 11
VOICES | PRESIDENT’S LOG
President’s LOG(istics) Greetings LOA Teammates, This quarter, the National Board is focused on the upcoming AF Logistics Day, 17 Oct 2013, from 1030-1330
CST, when we will not only get the opportunity to hear from our AF logistics leaders, to include Lt Gen Fedder, Maj Gen Cooper and Lt Gen Litchfield, but on this day we’ll also honor and recognize our super charged LOA Chapters and award scholarships. Given our budget challenges and ongoing war efforts, the creative and superb accomplishments of our AF Logisticians are even more amazing. Please join me in participating in this event where our Chapters will come together as officers, civilians and corporate partners as we continue to synergize and
Col Emily Buckman
look towards the future. We will also hold our annual meeting telephonically following the AF Log Day at 1330 CST on this line: (605) 475-4800; 293036#.
Additionally, the Board is also focused on our promoting our new and improved website (https://loanational.org/) and a rolling out critical member-
ship drive during the month of October. Without our face to face symposium, annual renewals are tougher to capture, but we’re counting on all of you to take just a few minutes to renew your memberships.
Finally, in an effort to keep all of LOA in the loop during these busy days, I’d like to share the National Board’s answers to your top 10 questions: What is the intent and purpose of LOA? The purpose of LOA is to support logisticians by focusing on the most important and pressing professional and logistics issues of the day to ensure informed, developed, and mature professionals prepared to enhance successful operations of the DoD.
Why should I become (or remain) a member of LOA? LOA is the only organization specifically focused on logisticians. While much of our infor-
mation is catered to Air Force topics, we also include other information about industry and other services as well. LOA National provides the
framework and organizational support for Chapters that help execute the purpose of the association. Support activities such as the ER publication, scholarships, awards, learning modules and in the right environment, an annual meeting for mentorship and information exchange are organized at the National level for enhancement of each member.
When is the LOA Symposium? Due to sequestration challenges we are not holding an official LOA event this year but rather will partner with HAF/ A4/7 to host a logistics-focused web event on 17 October 2013 where members will be able to hear directly from the Logistics Board as well as the “State of Logistics” and updates on AFSC, force development and joint logistics. We will announce the scholarship and Chapter award winners during this event as well. Immediately following, the National LOA will hold its annual meeting at (605) 475-4800; 293036#. All LOA members are invited to attend, provide feedback and share ideas.
Moving forward, the LOA Board is pursuing options that allow us to offer an event in 2014, independent of DoD support previously provided to help alleviate many of the current legal concerns. We have a plan to seek partners/sponsors who might benefit from this new type of arrangement with our organization. Even though virtual events offer many of the benefits as past symposiums and reach more of our membership, it is our desire to eventually offer an in person event again to provide opportunities to collaborate with other logisticians in person.
What’s going on with the website? We have transitioned to a new server in order to bring you a more interactive, modern web-browsing experience. This is not an easy task to undertake and we appreciate your patience in the building process. We hope to have the site fully functioning NLT October and welcome your input. Wish we had something on the site please let us know! During this transition you may still access our page at loanational.org <http://loanational.org> to renew your membership, access the latest ER, and review information about the organization.
When are the Annual LOA Scholarship submissions due? This year, they were due 1 Sep 2013. We slipped the date to enable folks to better prepare and deconflict with other awards events.
When are the Annual LOA Awards due? This year, were due 1 Oct 2013. We slipped the date to enable folks to better prepare and deconflict with other awards events.
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PRESIDENT’S LOG
Where’s my Exceptional Release magazine? The Spring 2013 edition was our first ever electronic-only release of the ER. We are working to bring
the ER to you using the latest technology and also offer the information in a more timely fashion. We also are working to provide the ER on iPad, Nook, Kindle and other similar devices. We look forward to the day when LOA can say “we have an app for that! How can I help LOA National? VOLUNTEER. We ALWAYS have opportunities for energetic logisticians willing to make a difference in the organization. We are re-
turning to our volunteer roots and need assistance for areas such as website management, social media interaction, technology development, merchandise development, and the world-wide ER staff. If you have a skill and can spare even a little time, please help us to enhance LOA for everyone. If you have desire to help LOA and interact with logisticians outside of your current area of responsibility, please reach out to us at: cio@loanational.org <mailto:cio@loanational.org>
GET ENGAGED: Not happy with how any part of the organization is currently operating? Then we welcome your opinion and for your offer to help resolve areas of improvement. LOA is a member-supported organization that runs at minimum cost. The organization only
works when the membership works for the organization. Information sharing at both National and Chapter levels is another great way to help other logisticians. Offer to organize a Chapter event, arrange for a guest speaker, or share your own experiences. Getting involved at the National and Chapter level is what the organization is all about.
ENCOURAGE OTHERS: Sharing the purpose and benefits of LOA with others is a great way to mentor and keep the organization vibrant. Reach out to junior personnel and peers. Invite others to Chapter events.
PAY YOUR DUES ON TIME. This is our primary source of revenue and helps fund all National level expenses. Many of the great things LOA National does to support the membership base depend on this revenue.
Where are the LOA Learning Modules that were previously discussed? This initiative to create 12 educational modules as a starting point, will help
both Chapters and individual members learn about emerging topics within our Air Force. The Chapters are in their final stages of refining the 12
Virtual Learning Modules that will be pushed out to all of the Chapters to help facilitate learning and discussion during monthly meetings. Mr. David Koch, our LOA Chief Learning Officer, along with Maj Steve LeBlanc continue to watch over this development very closely. On a similar
note, we also plan to offer virtual events in a manner that allows membership to attend with large Chapters hosting the viewing, which will leverage some of the great face-to-face discussions that occur at LOA events. If you are interested in supporting David and the Learning Committee, please email our CIO at cio@loanational.org.
What is the financial status of LOA? While nearly all defense related membership organizations are facing trying times due to the effects of sequestration and conference limitations, the LOA National Board is working hard to ensure our association remains solvent and valuable to the membership base. We continue to scrutinize every single cost to the organization. Several difficult decisions were made this past year, including the
release of paid LOA personnel, to ensure the organization did not go bankrupt. It may be surprising to some members to learn just how costly it is to run an organization such as LOA (even non-profits have recurring costs). We have now charted a viable course to continue this progress in our
new budget-challenged environment. Increasing our revenue is an important area we must continue to devote attention. We are working diligently
to increase advertisement support though additional outreach to corporate sponsors and planned advertising methods. If you have other ideas you think may be helpful to LOA we would certainly appreciate your inputs.
Although benefits offered by LOA may change slightly (including efforts suchas eliminating the ER hard copy), the core of what we do (educating, informing, connecting logisticians) will remain unchanged.
If you’d like to help recruit corporate sponsors please contact our latest volunteer- Mr. Brad Leonard, the LOA National Sponsorship Officer via cio@loanational.org. V/R,
Colonel Emily Buckman and Your LOA National Board president@loanational.org
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VOICES | EDITOR’S DEBRIEF
Editor’s Debrief Fellow Loggies: Happy New Year...fiscal year new year that is! OK...this will not be a rehash of the dire straits we are operating under or a reminder that we are constrained by the political grid lock in Washington. (I know I just did). Nope, just a quick review of articles in this edition of the ER as a reminder that, despite the environment, we have great Americans doing great things to keep our nation prepared using the military instrument of power. As always we are fortunate to have articles from tremendous leaders in our logistics community. We are always thankful to have a recurring article from Lt Gen Fedder. In this edition, she provides the logistics community with her outlook on Deliberate Continuum of Learning (DCoL). If you don’t know much about DCoL, I recommend you read this article from our senior logistician and LOA Advisor. The Senior Leader Perspective provided by Lt Gen C.D. Lt Col Rich Fletcher Moore, Commander AF Life Cycle Management Center, outlines the mission and focus of the Air Force Life Cycle Management Center. AFLCMC is a major component of our logistics network and Lt Gen Moore’s perspective is sure to give you a better appreciation of their significance to our Air Force. Additionally, our SES Speaks article comes to us from Mr. Mark Reynolds. His article “Professionalizing Our Civilian Logisticians” is a great article to gain perspective on the professional education for our civilian logisticians. This is a must read for all logisticians. In addition to these items, we have articles that cover a gamut of topics. Be on the lookout for Lt Col Chris Boring’s article on 5 simple rules to effectively lead a logistics unit in combat. For those of you getting set to deploy this is a great article to prepare yourself before you deploy. This edition of the ER also contains a submission from our Maintenance and Munitions weapons school. Capt York helps us understand the facts regarding the challenges with sustaining the E-3 AWACS aircraft. SMSgt Gravos, Superintendent, HQ AMC Aircraft Maintenance Training, describes the deliberate training process to build our enlisted logisticians. Finally, the ER is privileged to have an article from the Defense Security Cooperation Agency. Mr. Todd Hughes and Maj Trent Connor describe the under-appreciated yet extremely powerful role of logisticians in security cooperation. This is quite a list of dynamic topics consistent with logistics. Keep the articles coming…our logistics team wants to hear from you! Keep ‘Em Flying!
Fletch
Lt Col Rich Fletcher and your ER Worldwide Staff
The Exceptional Release
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: editor@loanational.org. Deadlines: The 15th day of January, April, July, and October. Story Format: Double-spaced, typed and electronically submitted to editor@loanational.org. Please visit the LOA website for more details. Photos & Graphics: Send individual electronic files (hi-res JPG, TIFF, PDF or EPS) along with stories (as separate text files) and include cutlines/captions (numbered). Name your photo files with the author’s last name and number them according to their match with the caption, such as ‘smith1.jpg,’ ‘smith2.jpg,’ and so forth. All photos and ads should be at least 200 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” specs 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: http://www.loanational.org/exceptional-release/advertising-rates.php Advertising Contact: Ms Marta Hannon, Managing Editor | PO Box 2264 – Arlington, VA 22202 | email: marta@loanational.org | Phone 703.568.5651 Subscriptions: The ER is published quarterly and is available via membership in the Logistics Officer Association at the annual rate of $35. Access membership forms on the website at www.loanational.org.
4 | The Exceptional Release | FALL 2013
VOICES | FROM THE E-RING
FROM THE E-RING
From the E-Ring Greetings fellow logisticians! I hope this Fall ER finds you and your families concluding a safe summer season. As our Air Force leadership focuses on the budget front and the many fiscal challenges that lay ahead in the coming years, I want to take this opportunity to thank you for your continued outstanding support of our Air Force mission and to talk with you about the importance of your professional growth to our future success. President Abraham Lincoln once said, “I do not think much of a man who is not wiser today than he was yesterday.” His quote could not be more applicable today as he perfectly captures our Air Force Logistics vision for our new Deliberate Continuum of Learning (DCoL). DCoL is an initiative that will provide each of you an opportunity to take advantage of specific and timely logistics education and training in an effort to develop you into logistics leaders focused on supporting the Air Force and joint mission.
Lt Gen Judith Fedder
I could not be more excited about this new program and the benefits it will create. We’ve hit the target with DCoL as it enables our three strategic priorities of evolving logistics core competencies to 1) fully support Joint doctrine, 2) posturing logistics resources for the next fight, and 3) delivering cost effective readiness for product support and operational logistics. Although the current logistics education and training process has served us very well in developing logistics leaders throughout the years, it has not evolved quickly enough to meet the fluid demands of a complex, volatile, and uncertain fiscally constrained operational environment. Moreover, as many of you have personally experienced, we’ve historically developed our pool of logisticians in a single “stove-piped” competency and rarely in multiple competencies. It’s time for a change, and I know your logistics leaders and I agree in that our education and training processes must adapt to develop enduring competencies in mission generation, repair network, deployment and distribution, supply chain management, as well as joint logistics and life cycle logistics. Since becoming your A4/7 in December of 2011, I’ve encouraged the staff to develop a deliberate logistics continuum of learning available to each and every logistician and I think we are well on our way to achieving this goal with DCoL. First and foremost, we must modify and consolidate our over 200 logistics training course to align them to specific competencies. These targeted efforts will integrate Air Force functions, capabilities, and Knowledge Skills and Abilities (KSA) with Air Force and joint logistics requirements and you will start to see progress on this very soon. DCoL is a complex undertaking, but we are already seeing progress! First, we recently approved a distance-learning Air Force Institute of Technology (AFIT), Supply Chain Management Master’s Degree. This will provide additional opportunities for you to gain an advanced academic AFIT degree without having to attend the in-residence program and it will continue what has proven to be an unmatched academic experience offered by our partners at AFIT. Second, our Force Development Team is working closely with AETC in an effort to strengthen our supply chain management and logistics education experiences for logisticians while attending PME. Starting with the class of 2013-14, students attending the Dwight D. Eisenhower School for National Security and Resource Strategy (formerly known as ICAF) enrolled in the Supply Chain Management Concentration Program and students attending Marine Command & Staff College in a pilot logistics elective. Both these exciting advances will be part of future PME classes and we’ll continue to look for additional courses to include logistics focused experiences while attending PME. Third, we currently train our logistics officers at two different school house locations, our LROs at Lackland AFB and our maintenance and munitions officers at Sheppard AFB. There are numerous benefits to creating common training ground for our officers so we are determining the feasibility of centralizing all logistics officer training and developing an Air Force Logistics Center of Excellence (AKA “Log U”). Co-locating logistics students together just makes sense and it drives logistics training synergy between maintainers, LROs, and munitions officers which will pay off in the field. The concept of Log U is approved and will move AMMOS, ALROC, and LRO basic skills training to a single location once implemented. As we all prepare for a busy end to 2013 and an uncertain fiscal future in 2014, I encourage each of you to continue to push the limits of creativity and help your logistics leaders find more efficient and better ways to get the job done. DCoL is but one new concept that will enable the logistics enterprise to compete and thrive in the future. We are counting on you and your fellow Airmen to help us fundamentally change our education and training processes and in the end equip logisticians with the necessary skills to lead and transform the Air Force logistics enterprise. I’m confident DCoL will be successful and I look forward to updating you as we continue to move this exciting initiative forward! Lt Gen Judith Fedder Deputy Chief of Staff for Logistics, Installations and Mission Support Headquarters U.S. Air Force, Washington, D.C.
6 | The Exceptional Release | FALL 2013
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VOICES | REYNOLDS
VOICES | SES SPEAKS
SES Speaks Professionalizing our Civilian Logisticians I, like many of my SES colleagues, list career field management and mentorship at the top in terms of most satisfy- Mr. M. Scott Reynolds ing work. We have a strong passion to better educate, more smartly broaden, and mentor the younger generation so that they will perform at an even higher level than us and deliver to the Warfighter the products and services necessary for the Air Force to prosecute its mission. I have been actively involved in professionalizing our logistics civilian career field for the past 15 years and feel comfortable that the logisticians coming behind us are well equipped to handle tomorrow’s challenges. The tools of our trade to professionalize our team are training, education, and experiential positions which we apply in a very judicious manner. Our civilian career field currently stands at approximately 46,000 personnel, with approximately 6,300, ranging in grade from GS-9 to GS-15, covered by the Air Forced Personnel Center (AFPC) Career Management Team. We manage our civilian logisticians in four workforce categories– Supply Management, Deployment/Distribution/Transportation, Maintenance Management, and Life Cycle Logistics (LCL). Our Civilian Career Field Manager (CFM) on the Air Staff, in collaboration with our Logistics Career Field Team at AFPC and MAJCOM force development offices, is engaged in a multitude of activities for purposes of further professionalizing our logistics team. These include initiatives and tools such as developing standard civilian training plans by occupations series, supporting OSD’s development of the Defense Competency Assessment Tool, the HQ USAF/A1-directed Career Path Tool, and the AFMC Professional Maintenance and Supply Chain Management certification programs. In addition the Air Staff is leading an Air Force-wide initiative to grow and develop LCLs through the Enterprise Logistics Strategy. I’ll briefly highlight each of these initiatives. In a response to legislative requirements to develop a competency-based workforce, the Defense Civilian Personnel Advisory Services (DCPAS) is developing the Defense Competency Assessment Tool (DCAT). This tool will allow employees to self-assess their proficiency on competencies identified for their occupation series and then allow supervisors to review and provide feedback. Essentially this tool (DCAT) will allow supervisors to perform gap analysis on required competencies for each of the positions in their organization. Supervisors that conduct this gap analysis will then be able to turn to the employees’ civilian training plans to identify training to fill any gaps. DCPAS anticipates delivering the DCAT tool to the services for Mission Critical Occupation Series in 2014. Our CFM also projects that delivery of standardized civilian training plans will occur early in 2014. A powerful new force development tool for civilian logisticians is the HQ USAF/A1 directed Career Path Tool. This is a three-sided pyramid that reflects jobs, training and deployment job history experience. This tool will be available to employees, supervisors and force developers and for the first time present job pyramids for our four workforce categories (Supply Management, Maintenance Management, Deployment/Distribution/ Transportation and LCL). Employees will see all the jobs they previously held on their pyramid, their current job, and the next sets of jobs that they may want to pursue. Mentors will also appreciate this tool as it will help them vector their mentees. Force developers will be able to conduct fairly extensive work force analysis using this tool as well. This tool will be available in 2014. HQ AFMC has worked to professionalize its workforce through the process of Professional Maintenance and Supply Chain Management Certification. Employees in the fields of maintenance and supply chain can apply for certification levels based on their accrued experience, education, and, for the higher levels, written demonstration of competencies in their field. This initiative grew from a DoD Human Capital Strategy initiative and AFMC leveraged the early work completed by DoD to launch these two certification programs. Today’s increasingly austere fiscal environment drives the need to reduce both product lifecycle costs and the cost of enterprise logistics processes. To more effectively operate in this environment logistics leaders expressed the need to grow and develop LCL professionals capable of supporting Air Force and Joint Programs. Out of this need the Air Force Enterprise Logistics Strategy includes a 24-36 month strategic shift focused on professionalizing LCLs. At the half-way point we have been successful in developing a new LCL career development roadmap, changing the LCL coding process to categorize more logisticians as LCLs, developed new Standardized Core Personnel Documents (SCPDs) and placed them on the AFMA SCPD web library, and identified tool gaps based on inputs from LCL focus groups. Again – it has been a great honor to have worked with the Logistics Civilian Career Field Team down at Randolph AFB for these past 15 years and their results speak for themselves. We have the best cadre of logisticians in DoD, and we keep getting better! Mr. M. Scott Reynolds, a member of the Senior Executive Service, is Deputy Assistant Secretary of the Air Force for Logistics, Office of the Assistant Secretary of the Air Force for Installations, Environment and Logistics, Washington, D.C. He is responsible for the management policy and oversight of logistics strategic planning for the Air Force, to include maintenance, supply chain and weapon system integrated life cycle management. He provides oversight and influences resource allocation decisions to ensure logistics support is resourced to maintain the desired readiness levels to accomplish the Air Force and supported warfighter missions. K
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COOPER
LOA Industry Partners Be sure to check out the Industry Partners that support LOA: AAI Corporation www.aaicorp.com
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HEICO www.heico.com Honeywell http://honeywell.com Illumination Works, LLC. www.illuminationworksllc.com Intergraph www.intergraph.com Intergraph www.intergraph.com Kaiser Aircraft Industries Inc. www.kaiseraircraft.com KMI Media Group www.kmimediagroup.com Lockheed Martin Aeronautics Company www.lockheedmartin.com LMI - Logistics Management Institute www.lmi.org MainStream GS, LLC www.mainstreamgs.com Moog www.moog.com Morgan Borszcz Consulting LLC www.mbc360.com
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VOICES | PERSPECTIVES
PERSPECTIVES In Step with Lieutenant General C.D. Moore II, Commander, Air Force Life Cycle Management Center, WrightPatterson Air Force Base, Ohio. AFLCMC: A Revolution in Acquisition and Product Support The Air Force Life Cycle Management Center is officially one year old as of 9 July 2013! Back in late 2011, Air Force Materiel Command (AFMC) announced a major restructure called the “Five Center Construct,” representing the largest and most ambitious organizational initiative in the command’s twenty-year history. With this change, AFMC reduced its direct reporting business units (known as centers) from 12 to 5 and from this restructure the Air Force Life Cycle Management Center (AFLCMC) was born! On the one year anniversary of the new Center structure, it’s fair to say AFLCMC is making tremendous progress in reaching the high expectations established in the early fivecenter planning. Although some may consider it an overly bold statement, we call our Center’s change a “Revolution,” as AFLCMC embodies a major shift from business as usual in the acquisition and product support business. Instead of program offices focused solely on development and proUSAF Global Hawk. (US Air Force photo by Maj Robert Couse-Baker)
10 | The Exceptional Release | FALL 2013
Lt Gen CD Moore II
duction within distinct product centers, and other program offices inside former air logistics centers focused on modifications and product support, AFLCMC for the first time incorporates all of these programs offices within a single organization, bringing a completely geographicallyagnostic and integrated life cycle management focus to the Air Force and our allied nations’ systems. It’s a revolutionary step because the AFLCMC construct harnesses the full life cycle potential of the enterprise and leverages the single-face-to-the-customer of the System Program Manager (SPM) and Program Executive Officer (PEO). In short, each AF system now has one managerial chain of command, instead of two or more, from system inception to disposal.
One year into the Center’s existence, it’s fair to say AFLCMC couldn’t have come at a better time, as the DoD faces growing security challenges and fiscal pressures. The men and The men and women within AFLCMC women within AFLCMC are spearare spearheading innovations and heading innovations and driving prodriving process enhancements cess enhancements in order to achieve in order to achieve significant significant improvements in the timely improvements in the timely delivery delivery of cost effective solutions. The of cost effective solutions. vision of our Air Force—Powered by
VOICES | PERSPECTIVES
MOORE
Airmen, Fueled by Innovation–is central to how of the new AFLCMC construct…when the This vision is becoming real we think and operate within AFLCMC. The geographic dispersion and associated cultural as we learn to operate as Center’s strategic plan captures that innovadifferences are embraced as an advantage, and ONE team by preference tion spirit and the corresponding commitment not viewed as a challenge. This vision is becomand not as one team by to dramatically improve how we support every ing real as we learn to operate as ONE team by name. weapon system from “cradle to grave.” We are preference and not as one team by name. The working across the Center to aggressively imvision—One team delivering integrated, innoplement every element of the AFLCMC strategic plan with focused vative, dominant capabilities—also speaks to the value that is emergobjectives and related metrics, and in doing so making the AFLCMC ing as we increasingly collaborate as cross-functional innovators with a motto—Providing the Warfighter’s Edge—a reality. AFLCMC’s Revo- diversity of expertise and a common purpose across the many centers of lution in Acquisition and Product Support is well underway and dra- excellence within the organization. The vision is rapidly gaining adhermatically changing how we deliver and support warfighting capabilities. ents across the Center and as a result, making meaningful differences in our daily mission accomplishment!
Vision: One Team Delivering Integrated, Innovative, Dominant Capabilities
What We Do: Life Cycle Acquisition and Product Support
The cornerstone of our vision is the building of a unified organization that operates seamlessly and naturally across many geographic locations. AFLCMC’s acquisition and product support portfolio consists of over AFLCMC is one team today; however, we have 1,600 investment, sustainment and servicework remaining to strengthen our relativelytype programs as well as 2,600 international In short, we make all young organization into a fully integrated unit cases spread across the Air Force Security Asdecisions along the way that delivers with the speed and agility of a sistance Cooperation (AFSAC), Propulsion, using a comprehensive flight, while also delivering with the expansive and 10 PEO directorates. Our life cycle reunderstanding of the power and integrated capabilities of a numbered sponsibilities begin with Development Plan“cradle to grave” life cycle air force. We will know the vision is being fully responsibilities. Ü achieved when we completely unlock the power
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COOPER
VOICES | PERSPECTIVES
USAF F-16. (US Air Force photo by A1C Kia Atkins)
ning (DP) and the associated close working relationship with the S&T and requirement communities. The AFLCMC work starts when our Warfighter customers state a potential need for a materiel solution, and end at weapon system disposal. In between, AFLCMC is focused on cost-effective development, production, fielding and product support. With this cost-effective focus, affordability is a foundational element of all AFLCMC processes as we work to reduce costs while delivering world-class capabilities. In short, we make all decisions along the way using a comprehensive understanding of the “cradle to grave” life cycle responsibilities.
AFLCMC’s Guiding Principles As we work each day to complete our mission and realize the one-team vision, we are applying a set of unifying principles that transcend all levels of leadership and all individual efforts. When combined with our Air Force core values of Integrity First, Service Before Self, and Excellence in All We Do, these principles guide how AFLCMC frames issues, makes decisions, and achieves purposeful objectives. The following guiding principles are the cornerstones upon which we are building a new AFLCMC culture:
Unity of Purpose
The weapon systems and modifications we deliver and support ensure our nation and allies have the very best combat capabilities in the world. With a focus on speed with discipline, we are aggressively pursuing ways to improve the Center’s throughput by “unclogging the system” and delivering high-quality, war-winning capabilities using fewer resources and less time. As we free up capacity within our “AFLCMC Factory,” we are able to execute new programs more expeditiously and effectively without adding resources or cutting important steps in the life cycle management process. With a focus on Speed with Discipline, we are removing waste from our acquisition and product support processes, from our less-visible functional and team processes to our individual work habits. Success applying Speed with Discipline is already having an impact on the Center’s performance as we make strides in achieving the Revolution in Acquisition and Product Support.
Trust and Confidence
At the end of the day, our Warfighters, as well as our Air Staff, DoD, and congressional stakeholders care most about how we deliver to commitments. By realizing the Center’s objectives—the key building blocks of the AFLCMC Strategic Plan—we are able to deliver to commitments and subsequently bolster the Trust and Confidence of our external stakeholders. This in Regardless of geographic turn is further energizing the AFLCMC team location or specific to achieve even greater levels of performance. program, the men and Like the first two principles—Speed with Diswomen of AFLCMC come to cipline and Unity of Purpose—bolstering Trust work each day to fulfill a common mission: Acquire and Confidence requires action and accountand Support War-Winning ability on the part of every AFLCMC team Capabilities. member—that too is happening as part of the AFLCMC Revolution.
Unity of Purpose is our overarching principle and ensures our methods, actions, and communications, within and external to AFLCMC, are all synchronized in time and purpose internally and with our external stakeholders. Because of the fiscal environment, we can no longer afford to replicate capabilities owned by others or duplicate activities within these organizations. Rather, as we execute the Center’s Strategic Plan, we are forging an efficient “geo-agnostic” way of doing business as we closely partner with all stakeholders to build and implement initiatives and standardize processes in order to more effectively and efficiently deliver capabilities.
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Speed with Discipline
AFLCMC... Providing the Warfighter’s Edge The AFLCMC motto clearly defines our purpose: Providing the Warfighter’s Edge. As the AF organization responsible for delivering and supporting aerospace capabilities, AFLCMC provides the “Warfighter’s
MOORE
VOICES | FOCUS ON A CGO
edge” by delivering war-winning aircraft, ened over a year ago with the new Center standup Success with the strategy gines, munitions and electronic/cyber weapon are reshaping how we do business. In summary, requires collective efforts, systems. Our work ensures Airmen operate with successful execution of the AFLCMC strategy and those efforts are systems second to none in combat capability incorporates leadership involvement and reguhappening as the AFLCMC and supportability. Driven by innovation and lar attention across the organization. We have team takes ownership of a deep commitment to excellence, we undergird built a governance structure that assures every the “life cycle” mission and our nation’s strategic objectives by delivering AFLCMC senior leader is “all in” every day. works diligently towards our dominant Warfighter products. Every action Making it real to the entire team has come only purpose . . . Providing the we take supports the Air Force’s mission to fly, through active daily involvement and personalWarfigher’s Edge! fight and win...in air, space and cyberspace. Evized attention by every member of AFLCMC ery plan we execute is aligned to the missions of leadership team at each location. Success with our parent MAJCOM and SAF/HAF organithe strategy requires collective efforts, and those zations, which, in summary, are to deliver dominant airpower capabilities efforts are happening as the AFLCMC team takes ownership of the “life to our nation and its allies. Regardless of geographic location or specific cycle” mission and works diligently towards our purpose . . . Providing program, the men and women of AFLCMC come to work each day to the Warfigher’s Edge! The AFLCMC Revolution is well underway! fulfill a common mission: Acquire and Support War-Winning Capabilities. That is why we exis t as a Center; that is what we bring to the Lieutenant General C.D. Moore II is Commander, Air Force Life Cycle fight. “Acquire” speaks to our acquisition of new systems and modi- Management Center, Wright-Patterson Air Force Base, Ohio. The organizafications to existing systems. “Support” speaks to product support for tion is the single center responsible for total life cycle management covering all our in-development and fielded systems, as well as mission and installa- aircraft, engines, munitions, and electronic systems. K tion support for our workforce and their families. It’s really that simple. AFLCMC is in the business of “cradle to grave” management of nearly all AF systems as we provide the Warfighter’s edge!
Making It Real Achieving the AFLCMC mission—Acquiring and Supporting War-Winning Capabilities—requires the realization of six comprehensive strategic objectives. The strategic objectives include two aligned to products, two aligned to processes, and two aligned to the most important resource, our people. These six strategic objectives combine to yield a simple but powerful framework: people, appropriately trained and equipped, employing effective and efficient processes, will deliver and support cost-effective and affordable war-winning products. The six objectives are interrelated and of equal importance in delivering to our commitments: •
Deliver Cost Effective Acquisition Solutions
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Deliver Affordable and Effective Product Support
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Launch High Confidence Sustainable Programs
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Standardize and Continuously Improve Processes
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Develop and Place Right Person at Right Time
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Assure Safe, Secure and Quality Work Environment
The men and women of AFLCMC are fully committed to these objectives and have implemented an action-oriented governance structure to ensure a continuous focus on their fulfillment. By doing so, the Center is taking the necessary actions to ensure the Revolution is more than just word play. The changes implement-
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VOICES | FOCUS ON A LOA INDUSTRY PARTNER
Focus on a LOA Industry Partner Marvin Test Solutions, Inc.
Bridging the Armament Test Gap: Test Deficiencies on 4th and 5th Generation Aircraft By Major General (Ret) Stephen T. Sargeant and Mr. Loofie Gutterman
The Armament Test Gap
Over the years, all of these aircraft received numerous upgrades to their avionics and armament systems. From the F-22 to the A-10, all of the aircraft now possess “smart” (Mil-STD 1553 and 1760) weapons technology and enhancements to legacy weapons. Today’s armament systems do not even resemble the systems TAC, now called Air Combat Command (ACC), deployed almost four decades ago. Yet, maintainers are still required to use the same or similar ACPTS combined with the big box test equipment fielded to verify that these sophisticated armaThe sophisticated armament rement and munitions systems are sulted in the USAF equipping full mission capable (FMC). This maintainers with a new gencombination of box testers and eration of test equipment at the ACPTS equipment doesn’t deliver flightline, supporting organizathe capabilities needed to support tional-level (O-Level) maintetoday’s Smart weapons. Furthernance. One of the new pieces more, as test equipment ages and of test equipment was a small, becomes obsolete, procurement hand-held armament tester personnel traditionally execute a called the Armament Circuits one-for-one replacement strategy, Pre-Load Test Set (ACPTS). e.g., a new “beer can” is procured The ACPTS was round, cyto replace the original ACPTS and lindrical, and resembled a beer the SST is procured to replace the can. Thus, the ACPTS quickly Figure 1: Legacy F-15 and F-16 O-Level Armament Testers 75501 for the F-16. However, in earned the nickname “beer the case of the A-10C, the flightline can” among maintainers. The test equipment needed to validate the alignment and proper functioning ACPTS was designed to perform stray voltage tests and provide basic of the Joint Direct Attack Munition ( JDAM) does not exist. Instead, voltage measurements in support of armament loaded on the aircraft. pilots are required to taxi the aircraft around the airfield to perform this The F-16 ACPTS was a very simple device with a single measurement important JDAM load procedure. Today, the F-35 also requires pilots channel while the F-15 ACPTS (Figure 1), was a more robust prod- to complete JDAM validation functions by taxing the aircraft for mainuct possessing two measurement channels. Both of these pieces of test tenance. equipment had to be combined with large box testers, such as the 75501 tester for the F-16, making the flightline near the F-16 cluttered and The advanced Smart armament and munitions employed today, combined with obsolete or inadequate test equipment deployed on the complicated. flightline, has created an armament test gap because of the inability of Later, the USAF was forced to take the world’s first 5th generation today’s O-Level testers to provide the necessary tools to test and mainaircraft, the F-22, through Initial Operational Test and Evaluation tain armament and munitions. The armament test gap represents major (IOT&E) without flightline armament test capability. Industry and the maintenance and readiness issues for maintainers and operators alike Air Force initially thought that the F-22’s built in test (BIT) and Prog- due to the necessity of having to implement a multitude of workarounds nostic Health Management (PHM) system would eliminate the need on the flightline. The U. S. Navy and U. S. Marine Corps experience the for dedicated armament test equipment. The IOT&E test professionals same armament test gap on their aircraft and resultant inefficiencies. quickly proved there was an armament test gap that needed to be filled before the F-22 was declared ready for Initial Operational Capability The F-35 Lightning II is a 5th Generation aircraft that has not yet com(IOC). After IOT&E, the tester that was quickly fielded to close the pleted Initial Operational Test and Evaluation (IOT&E). However, F-22’s armament gap was a multi-box tester named COLT, but it proved the armament test gap is already visible. With no JSF O-Level testers planned in the current sustainment plan, maintainers will not have any to be inadequate on the flightline. test and troubleshooting capabilities for the F-35’s sophisticated weapThe U.S. Air Force (USAF) took delivery of its first F-15A in November 1974, nearly 40 years ago. Soon thereafter, the A-10A and the F16A, followed years later by the F-15E, joined Tactical Air Command’s (TAC) fleet of war fighters and rounded out the current 4th generation fighter aircraft. These aircraft represented “state of the art” technology at the time and included sophisticated avionics, munitions, and armament systems.
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MARVIN TEST SOLUTIONS ons systems. Like the F-22, the BIT and PHM systems will fail to fully test armament and munitions. Fortunately, the Joint Strike Fighter ( JSF) Program Office government and industry leaders recognize the armament test gap exist today. However, developmental test schedules and the restrictive budget environment they operate in are preventing them from integrating the SmartCan™ on the F-35 today. As a result, maintenance and readiness issues are looming on the horizon before the JSF has even reached Initial IOC.
Bridging the Gap Having identified the armament test gap in legacy 4th and 5th generation aircraft several years ago, Marvin Test Solutions developed, qualified, and successfully deployed the MTS-3060 SmartCan™ universal O-level tester across legacy aircraft and is planning to do the same for 5th generation aircraft. Despite maintaining the small footprint of a ACPTS, the MTS-3060 SmartCan™ bridges the armament test gap by combining all of the capabilities of the ACPTS and the 75501 tester in the case of the F-16, and provides maintainers with the necessary tools to adequately test and troubleshoot today’s aircraft loaded with legacy and smart weapons. Additionally, the Marvin Test Solutions SmartCan™ provides maintainers and operators the ability to confirm that their armament is fully mission-ready. The MTS-3060 SmartCan™ (Figure 2) was initially deployed in 2011 and is already deployed on multiple legacy platforms flown and maintained by various foreign and domestic customers. In fact, the MTS-3060 SmartCan™ is capable of supporting all 4th and 5th generation fighters, bombers, and Unmanned Aerial Systems equipped with armament and munitions. The hand-held, AA battery-operated MTS-3060 SmartCan™ flightline tester weighs less than 3 lbs. Despite its compact size, it packs the capability to conduct full pre and post-load operation as well as pre and post-flight troubleshooting tests on legacy systems such as AIM-9 and AGM65. It also supports “smart” munitions including JDAM, SDB I and II, and AMRAAM that incorporate MIL-STD-1553 and 1760 interfaces.
Bridging the armament test gap today, one aircraft at a time, the MTS-3060 SmartCan™ Universal O-Level Tester is already deployed and proven effective on the F-16 Block 15 and 50, F-15C, TA-50, FA-50, and F-5 aircraft. Several more aircraft are scheduled for integration and certification over the next 12 months.
Inspired by the demanding and critical nature of our customers’ missions, we strive to be the world’s most innovative, best-value test solutions provider. We provide deep customer support from requirements definition to deployment and through the life of every customer’s application.
Programmable loads
Squib measurement channels
About the Authors:
Full MIL-STD-1553 and 1760 support
Major General (Ret) Stephen T. Sargeant is the CEO and Mr. Loofie Gutterman is the President of Marvin Test Solutions, Inc. K
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30 measurement channels
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Audio and video generation
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An armament test gap exists today across legacy 4th and 5th generation aircraft due to the inability of current generation test equipment to adequately test the armament required to support smart weapons. The MTS-3060 SmartCan™ Universal O-Level Tester represents a paradigm shift away from the traditional one-for-one test equipment replacement approach and a quantum leap in capabilities available to maintainers on the flightline who are working within the constraints of shrinking budgets. With the need to test smart armament and associated aircraft interfaces, provide rapid, on-aircraft troubleshooting, simplify the test process, and reduce the test footprint on the flightline, the SmartCan™ is playing a major role in standardizing and consolidating flightline test equipment across legacy 4th and 5th generation aircraft. Further reducing costs and ensuring success, with the SmartCan™, maintenance professionals are trained on the same armament and munitions test equipment across both legacy and future aircraft. The benefit of consistent training for all US Air Force maintainers and the use of common test equipment, despite the aircraft they find themselves working on in the future, can result in significant cost savings and standardization.
As a member of the Marvin Group, an award-winning supplier with a 50-year history in the Defense and Commercial Aerospace industries, we have test solutions deployed in support of most of the major defense aircraft and munitions in use around the world. Marvin Test Solutions quickly delivers full-spectrum, successful test solutions from the flight line to the depot, making test, maintenance, and sustainment of the most mission-critical systems easier and faster.
MTS-3060 SmartCan™ Features and Benefits:
•
Summary
Figure 2: The MTS-3060 SmartCan™ Universal O-Level Tester
The MTS-3060 SmartCan™ performs pre-load test by emulating the weapon, e.g., JDAM, and is able to verify full operational capability of the systems it tests. The SmartCan’s ability to replace both the F-16’s ACPTS and 75501, as well as all other legacy and 5th generation aircraft on today’s flightline, simplifies logistics while significantly reducing the cost of acquisition, test, maintenance, and tester footprint. In fact, the Smartcan™ costs a fraction of the ACPTS and 75501 (and current SST replacement tester) while delivering superior test capabilities.
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The enhanced capabilities of the SmartCan™ include the recording of parametric test data that can be made available for later analysis by alternate mission equipment or weapons experts and trend analysts, the ability to update SmartCan™ software in the field, and employment of high-reliability cables and adapters. Maintenance features built into the SmartCan™ include built-in test (BIT), built-in self-test (BIST), and simplified calibration that eliminates the need for extended calibrationrelated downtime. In fact when needed, calibration can be accomplished on the flightline.
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FROM THE FLIGHTLINE
437th APS Airmen Save AF Dollars By Senior Airman Dennis Sloan The 437th Aerial Port Squadron Load Planning Airmen answered the call when the Air Mobility Command Fuel Efficiency office asked AMC aerial port squadrons to maximize fuel usage aboard C-17 Globemaster III’s and other air frames using a new initiative called precession loading. Before the initiative, squadrons were able to load cargo into aircraft with a 12-percent room not used discretion, but the initiative changed it to only two percent of space not used before the aircraft could fly. The 437th APS Airmen made sure to maximize every nook and cranny of the aircrafts cargo space before taking flight. The squadron’s efforts resulted in 785 extra pallets pushed, eliminating 49 extra C-17 missions that would have burned 520,558 gallons of fuel costing approximately $1,634,552, according to Lt. Col. Michael Horsey, Headquarters AMC Fuel Efficiency office. The Airmen took on the challenge and between fiscal year 2011 and 2012, moved 5,136 pallets, earning the 437th APS the title “Best 16 | The Exceptional Release | FALL 2013
The Airmen took on the challenge and between fiscal year 2011 and 2012, moved 5,136 pallets, earning the 437th APS the title “Best Aerial Port” within AMC along with a $50,000 check to be applied toward the squadron’s fiscal year 2013 budget. Aerial Port” within AMC along with a $50,000 check to be applied toward the squadron’s fiscal year 2013 budget. “When I heard the news I immediately told the team,” said Master Sgt. Tim Crowe, 437th APS LP noncommissioned officer in charge. “I knew I had a great team here, but the fact that AMC knows really brings it to light.” Along with moving 5,136 pallets, the Airmen were ranked number one in AMC average aircraft utilization statistics and pallet height improvement.
“I don’t feel like we did anything other than complete the mission to our fullest ability, but it is nice to be recognized for it,” said Staff Sgt. Duane Olds, 437th APS LP load planner. The 16-member team executed the mission by double-checking loads in the most efficient manner with every cargo load. “It’s like a giant puzzle that can sometimes take hours to solve, but that’s our job and we made sure we never cut any corners,” said Olds. The unit doesn’t have any specific plans for the $50,000 dollars, but expect they will use it to improve building and office amenities. “Our load planners use their keen attention to detail and ensure every load is center-balanced to the rear of the aircraft, maximizing fuel efficiency,” said Maj. Chris Carmichael, 437th APS commander. “It takes a lot of time and focus to achieve this on every load. Our Airmen do an outstanding job at it.” About the author: SrA Dennis Sloan is a journalist/photographer for the 628th Public Affairs, Joint Base Charleston, South Carolina. K
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EXPEDITIONARY LOGISTICS
Kandahar Air Base 101 By Lieutenant Colonel Chris E. Boring
What’s “Most Important?” At Kandahar AB, Afghanistan like many wings, this is a very complex question to answer. As the busiest single runway airport on the planet, “KAF” as most people know it, is a NATO base with operations from every U.S. branch of service and almost every NATO nation. On any given day, we have multiple fighters, all variants of cargo aircraft, remotely piloted aircraft, many special platforms and every variant of helicopter imaginable operating in the same space—all competing for parts, parking space, maintenance and logistics support from our active duty, guard, reserve, civilians and contractors. In addition, the U.S. Army has a large presence and retrograde operation on KAF. As an aircraft maintenance officer here, I am in the all too familiar and uneasy position of competing priorities. However, at KAF in recent months there is the added dynamic of retrograde and Air Force mission drawdowns that create new challenges related to risk management, force protection, and bed down of forces. One of the most challenging aspects of these tasks is determining who performs which function. For instance, as a tenant unit, reliant upon the U.S. Army for Base Operating Support and NATO for airfield operations, the Air Force leans on a complex team to give us power, fuel, parts, food and shelter. We share everything from ramp space to hangars and equipment in order to accomplish NATO’s mission. This variegated 18 | The Exceptional Release | FALL 2013
Airmen from the 451st Expeditionary Aircraft Maintenance Squadron move an MQ-9 Reaper in preparation for a mission at Kandahar Airfield, Afghanistan. (USAF Photo)
support matrix was developed to accomplish the expeditionary mission. Now, as we transition to an enduring posture for the foreseeable future this web of service support must be realigned with a host of other base functions to be provided for far fewer warfighters. Faced with this daunting task, it is not easy to find a viable, mutually acceptable and efficient way ahead. However, we’ve developed a few rules to wrangle this tornado for our expeditionary maintenance group which may provide lessons to help you within your own wing. 1. The ATO sets the priority. If we don’t fly our tasked missions then we’re not doing our mission. Simply put this isn’t the place to make mistakes and learn…the Combined Forces Air Component Commander (CFACC) relies on our air assets to support the ground campaign and our coalition partners. Along the same line, we don’t let people get into “make it happen mode” by violating technical orders or cutting corners using the ATO as the excuse. This method only leads to more work at the end of the day. However, a big part of meeting the ATO is forecasting and predicting aircraft availability and protecting fleet health. This brings us to the second rule. 2. Drive to ground truth, not rumors and opinions. This is very important to repairing aircraft, coordinating aircraft bed downs, departures and ramp movements as well as inbound parts. As the Deputy Group Commander, I spend most of my time digging into details for the boss to gain accuracy and clarity which leads to better decisions. Information moves fast and rapid accurate decisions improve mission effectiveness. For instance, when scoping retrograde requirements, determining where
BORING contractors lived and who they belonged to was a challenging 3-day endeavor with the thousands of contractors at KAF. 3. The team matters, you can’t go it alone. If you didn’t know it already, you have to build relationships at all levels and ensure you understand the viewpoints of other agencies. Note, I did not say agree, just knowledge will help you find an acceptable way forward. In a collaborative environment, you can’t go it alone and there are no absolutes. This is true within our diverse wing, but also with external base agencies. For instance, we work very closely with our mission support and operations counterparts to determine and match the timelines for mission requirements and mission support to ensure we will have the people and assets to repair aircraft. 4. Make flexible written plans. Complex problems are solved by moving toward a shared set of facts. Creating written plans fuses known information. Yes, it will change but you must have a starting point for people to act (or react) on. Without it, there is too much discussion and too little action. Planning is really an education exercise, where everyone learns and integrates details. In this process, creating “branches and sequels” to use a doctrinal term, ensures you can flex with mission demands. For instance, every retrograded mission displaces something else that still must get done. Each realigned task enables KAF to shrink both in physical size and personnel. This operation is more complex than build-up because these moves have to occur while we continue to support the ATO and still protect the force while reducing manpower, assets and funds. Detailed transparent planning is the most effective method toward an enduring and sustainable combat capability. 5. Create trigger points and leadership space to be the most effective. You shouldn’t try to know everything, or be everywhere but knowing when and where to apply each level of leadership can be very effective at re-
moving roadblocks. Being organized and deliberate will keep your team focused on the first four points. At the same time, give them the space and expectation needed to lead within their organizations by managing outcomes. Expect people to do their homework, know their issues, and attempt to resolve them before they involve the boss. Otherwise, deferral leadership creeps in and the boss makes all the decisions which is not only ineffective, but dangerous. For instance, the group commander and I are rarely in the same meetings. We create a seamless direction through the use of vector checks to compare notes and ensure we are speaking from the same fact sheet. While challenging at times, this ensures the boss has the right information and I consistently communicate his intent clearly. When you next find yourself confronted with complex logistics challenges I invite you to remember these five simple rules to ensure your team stays focused. How well you accomplish the mission is always tempered by the quality of the information available. Remember, it is not about what and who is most important, but rather who and what gets the mission done. About the author: Lieutenant Colonel Chris E. Boring is the Deputy Commander of the 451st Expeditionary Maintenance Group, Kandahar Airfield, Afghanistan, and one forward operating location. As deputy commander, he is responsible for the operations of two expeditionary maintenance squadrons supporting 8 separate MDS aircraft to include tactical airlift; close air support; intelligence, surveillance and reconnaissance; command and control; and airborne data link; whenever and wherever needed in support of Operation Enduring Freedom and the International Security Assistance Force. Lt Col Boring is also your LOA National Vice President. K
Personnel from McEntire Joint National Guard Base, S.C., arrive at Kandahar Airfield, Afghanistan, to begin the second half of the unit’s air expeditionary force rotation in country. (USAF photo by TSgt Caycee Cook)
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SUSTAINMENT
Fact or Fiction? Validating Perceived E-3 Sustainment Shortfalls
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By Captain John M. York In studying armed conflict, little doubt exists that a number of “truths” apply to any conflict, regardless of the period of history in which the conflict occurred, the combatants involved, or the weapons used. One universal “truth” of warfare is that no military force can succeed without a successful logistics/sustainment network.1 Effective logistical support is paramount to success in combat. This principle holds just as true today as it ever has and especially so for aging aircraft in the United States Air Force (USAF). In particular, sustainment is a crucial factor in determining the continued viability of Low Supply High Demand (LSHD) aircraft such as the E-3 Sentry. The E-3 Sentry has served almost forty years, including over a decade of continuous deployments in support of operations in the Middle East, Southwest Asia, and numerous other operating locations around the world.2 The diverse climates and high ops tempo in which the E-3 operates continue to challenge aircraft maintenance and sustainment providers on a daily basis. Moreover, the logistical demands of the aircraft continue to increase as does its age and the operational demand for it placed by combatant commanders. Consequently, the USAF must continuously examine and improve the sustainment system for the E-3 to ensure continued combat readiness of the aircraft. In that context, this research analyzed recent sustainment data for the E-3 fleet in an empirical manner to verify whether the current USAF sustainment system meets the demands of the aircraft. In truth, this extremely broad topic could potentially cover a multitude of agencies from base-level maintenance organizations to enterprise level organizations such as the Air Force Sustainment Center (AFSC) or the Defense Logistics Agency. However, a wide-ranging analysis on such a high amount of data is not practical for this study. Therefore, the research focuses on
YORK Mission Capability (MICAP) trends. MICAPs are essentially aircraft parts, necessary for ensuring airworthiness or full or partial mission capability for a given USAF aircraft that are not available at the time the part is ordered.3 Official cause codes assigned to each MICAP order (see Figure 1) describe why the part was not available. The use of such cause codes provides a useful method for tracking supply and by extension sustainment effectiveness to analysts and logistics leaders.
Discussion of the Problem The amount of MICAPs varies by the type of aircraft, the specific sustainment personnel supporting each type of aircraft, and a host of other variables. Thus, examining the number of MICAPs does not necessarily provide any insight into the effectiveness of a given aircraft’s sustainment structure. Yet, when coupled with their cause codes, MICAPs provide a great deal of insight into a sustainment system’s effectiveness. Cause codes provide analysts a means to identify why a critical part was unavailable whether it is due to a process, personnel, organizational problems, or simply due to an aging aircraft and normal part failure.4 Figure 1: Mission Capability (MICAP) Cause Codes. In order to apply this type of analysis to when needed to ensure mission capability the E-3 and its sustainment structure, ...when coupled with their cause for the aircraft. the research consisted of all MICAPs codes, MICAPs provide a great for the USAF E-3 fleet from 1 January deal of insight into a sustainment Importance/Relevance of 2006 to 1 March 2013. This timeframe the Research system’s effectiveness. Cause took into account variables such as percodes provide analysts a means The perception mentioned above is not sonnel and organizational changes, as unique to the E-3. Rather, maintainers to identify why a critical part was well as multiple operations and deployof many aircraft may easily become frusments to an extent great enough to yield unavailable whether it is due to a trated with delays in getting critical parts useful data. In total, the research anaprocess, personnel, organizational for their aircraft. USAF aircraft experilyzed 12,224 MICAPs and their corproblems, or simply due to an aging ence high operational tempos and the furesponding cause codes for this paper. aircraft and normal part failure. ture demand for those aircraft, especially Furthermore, the research methodology LSHD aircraft such as the E-3, will not included breaking out all of the MIlikely decline. Therefore, continuous examination of aircraft sustainCAPs and their cause codes by the year they occurred to identify trends ment systems is critical to identify potential problems in a concrete and and rule out erroneous data or anomalies. empirical manner or conversely to debunk them as incorrect perceptions.5 Moreover, sustainment problems may not solely affect a particuProblem Statement lar type of aircraft but potentially other aircraft as well. Consequently, At the field level, the perception exists that the current sustainment procorrections to any proven shortfalls in the sustainment process also offer cess of forecasting parts usage and instituting acquisition contracts for the opportunity to improve sustainment processes for multiple USAF E-3 components does not meet the demands of the aircraft. Conseaircraft types. quently, critical parts for the E-3 are consistently delayed or unavailable
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SUSTAINMENT | FACT OR FICTION?
Results The researcher collected and analyzed 12,224 MICAPs along with their cause codes, which occurred from 1 January 2006 to 1 March 2013. Figure 2 shows a basic breakout of all collected MICAP parts by specific cause codes for the period examined. Figure 2 accurately identified a number of leading cause codes or “drivers” for E-3 MICAPs during the sample period. MICAPs under the cause code “Blank” were incorrectly left without a cause code and possible explanations for these errors range from training shortfalls, individual errors, to system problems. Nevertheless, tracking down the root cause and Figure 2: Cause Code breakout for the E-3. accurate cause code for each blank entry is not feasible. Consequently, though there were a significant number of MICAPs under this cause code (498), they offer no relevant data to this study. The remaining seven drivers included cause codes A, B, C, H, J, K, and R. Figure 2 definitively shows that cause codes A and H accounted for the vast majority of the total E-3 MICAPs. However, in an effort to accurately identify trends within the E-3 sustainment system, Figure 3 further broke out those seven drivers by year and by percentage of each year’s total MICAPs.
Discussion Analysis of the gathered data clearly Figure 3: Yearly Cause Code breakout. identifies two trends within E-3 MICAPs since 2006. First, cause code demands of the aircraft. A significant percentage of E-3 MICAPs oc“A” MICAPs, which have no stock level established because no recurcurred because established stock level replenishment requisitions did ring demands existed prior to the request, steadily increased from 13% not meet supply standards. Despite the fact cause code “H” MICAPs of all MICAPs in 2006 to 43% of all MICAPs in 2012. Second, cause decreased significantly since 2006, they are once again trending upward code “H” MICAPs that occurred because stock replenishment requisiwhich lends credence to the perception problems exist in the stock level tion timelines exceeded standards accounted for 55% of all MICAPs replenishment process which deserve scrutiny. in 2006 but steadily decreased to a low point of 15% of all MICAPs in 2011. Unfortunately, cause code “H” MICAPs are once again trending Additionally, the significant and consistent upward trend of cause code upward, accounting for 24% of all 2012 “A” MICAPs since 2006 indicates the The data partially confirms the MICAPs and 27% of all MICAPs from types of aircraft and mission system 1 January to 1 March 2013. discrepancies driving MICAPs are rapperception that the current idly changing. The aircraft’s age may sustainment process of forecasting The data partially confirms the percontribute to these changes or the peparts usage and instituting acquisition ception that the current sustainment riod used to judge “recurring” demand contracts for E-3 components does not may no longer be sufficient for the purprocess of forecasting parts usage and instituting acquisition contracts for meet the demands of the aircraft. poses of establishing item stock levels E-3 components does not meet the and replenishment contracts. 22 | The Exceptional Release | FALL 2013
AUTHOR NAME
Recommendations The data analyzed during this research shows the majority of E-3 MICAP parts analyzed fall in the cause code “A” or “H” categories. Thus, a number of actions can and should be taken to further analyze this data, as well as the larger sustainment practices that directly affect it. First, the Air Combat Command/Directorate of Logistics and AFSC staff should validate the MICAP data pulled for this research to ensure its accuracy. Doing so is crucial to enabling accurate follow-on actions. Second, the 448th Supply Chain Management Wing (SCMW ) and 635th Supply Chain Operations Wing (SCOW ) should establish a working group to examine the cause code “A” and “H” MICAPs. In the case of cause code “A” MICAPs, the working group should accomplish an aircraft systemwide review to identify any trends within this class of MICAPs and potentially address them by establishing stock levels for parts that do not meet the definition of “recurring demands.” Additionally, the working group should examine the timeframe constituting a “recurring demand” to ensure its validity. In the case of cause code “H” MICAPs, the working group established by the 448 SCMW and 635 SCOW should examine why stock level replenishment exceeds standards for so many items. Potential causes for this issue include delinquent contracts, erroneous cause code entries, or item management process problems. In any case, this data deserves root cause analysis, which would likely help stem the rising trend of cause code “H” MICAPs. Finally, the AFSC working group should compare the results of this analysis with other MDS MICAPs. Procedural, contractual, or other causes of cause code “A” or “H” MICAPs may affect other fleets. Consequently, they should also benefit from any potential improvements that may arise from this research.
Appendix A Notes 1
Joint Publication 4-0, Joint Logisitcs (18 July 2008), vii.
U.S. Air Force Fact Sheet, E-3 Sentry (AWACS), available online at: http://www.af.mil. 2
Captain Randy Moller, Major Douglas Blazer, Mr. Wayne Faulkner, and Captain Martha Ham, Stockage Policy: A Handbook for the Air Force Supply Professional, Maxwell AFB: Air Force Logistics Management Agency, 2002, 43. 3
AFMAN 23-110, USAF Supply Manual, Volume 1, Part 1, Chapter 2, Attachment 2C-2 (1 April 2009), 2C2.1. 4
5
Ibid., 5.
About the author: Captain John M. York is the 552 AMXS Maintenance Operations Officer at Tinker AFB, Oklahoma and a recent USAF AMMOS graduate, class 13A. K
23 | The Exceptional Release | FALL 2013
MAJCOM/NAF
Developing the Air Force Enlisted Logistician
By Senior Master Sergeant Bradley Gravos
Forward March! Transforming our enlisted volunteer force, from their civilian workforce experiences into Airmen logisticians, requires a purposeful effort. From their arrival at the Military Entrance Processing Station through the publishing of retirement orders, USAF’s focused “cradle-to-grave” training process employs intentional assessment-developmentassessment cycles to propel Airmen on the continuum of “training begins, where knowledge ends.” These deliberate cycles pilot a comprehensive enlisted development system from recruit to Superintendent. These calculated efforts set the foundation of the Air Force enlisted technical base. However, before the foundation is even poured, the steps of all enlisted Airman begin with the Armed Services Vocational Aptitude Battery (ASVAB) assessment. 24 | The Exceptional Release | FALL 2013
Above: Recruits take the ASVAB at a Military Entrance Processing Station. (Retrieved from www.inside today’s military.com)
The process for identifying the necessary skill sets required for enlisted logisticians begins with the ASVAB assessment. Before exploring the enlisted technical development process further, it is necessary to identify the broad specialties under the umbrella of USAF logistics. USAF’s logistics structure houses various specialties that include, but are not limited to, aircraft maintenance, transportation system and data management, as well as logistics readiness and operations. Understanding the
The ASVAB assessment is a critical component in measuring potential based on formally and or informally acquired aptitudes of an individual recruit.
breadth of the USAF logistics community further highlights the importance of purposeful assessment-development cycles. The key to initially moving recruits into those specialties is achieved through this ASVAB assessment. The battery measures foundational skills through a timed multi-aptitude assessment, designed to measure skills in arithmetic reasoning, mechanical principles, and reading comprehension. It determines mental and technical aptitudes and then matches the recruit’s strengths to an applicable Air Force specialty. The ASVAB assessment is a critical component in measuring potential based on formally and or informally acquired aptitudes of an individual recruit. Once matched, recruits move through Basic Military Training (BMT) to become indoctrinated to the military culture. After BMT, the next step in the assessmentdevelopment cycle, in relation to logistics technical development, is the Airman’s technical training. Technical training courses expand required specialized skill sets within the logistics community. Within the technical training structure, trainees are categorized in a traditional European model: 1-skill level (Helper), 5 skilllevel ( Journeyman), 7 skill-level (Craftsman) and 9-skill level (Superintendent). Technical schools vary in length, depending on the technical aspects of the specialty. Timeframes can range from one month to over a year for some
GRAVOS highly advanced career fields. In addition to formal schools, in some career fields, Field Training Detachments (FTD) are leveraged to expand upon the principles taught in basic technical schools. FTDs are normally located with the units they instruct. Class sizes are intentionally designed to guarantee a low student to instructor ratio, thereby helping to ensure advanced technical principles are fully understood by graduating students. In conjunction with formal schooling, logistics Airmen are also put through a rigorous Career Development Course (CDC) and On-the-Job Training (OJT) program requirement to progressively navigate them through the various skill levels. The OJT program is supported through a process known as Upgrade Training (UGT). UGT further expands the logistician’s knowledge by helping them master tasks through a coachpupil or over-the-shoulder, ”hands-on” training delivery model. The mastery of these tasks in conjunction with the completion of CDCs, i.e. their career knowledge-based correspondence course, makes up the requirements for Airmen to progress along the continuum of logistics
learning and earn various skill levels. Additionally, further specialized courses are developed to ”certify” critical tasks. Training tasks like running engines or using borescopes are taught and tracked outside of the pre-discussed training avenues. The critical nature of the task, the probability of damage to limited resources, and the potential for personal injury require training items to be reinforced outside of the actual “hands-on” training model. These tasks are reinforced through items like Interactive Multimedia Instruction, Maintenance Training Devices (partial or full scale aircraft or support equipment mock-ups), simulators and or Computer Based Training models. The collective of these various training components and the USAF OJT program produces a technical based Airman logistician that is able to adjust to ever adapting operational requirements. The USAF enlisted Airman logistician is developed through deliberate assessment-development-assessment cycles. These deliberate cycles pilot a comprehensive enlisted development system from ”cradle-to-grave.” The Air Force’s calculated efforts set the foundations of its enlisted logistics base and leads to the development of operationally sound logisticians. About the Author: SMSgt Bradley Gravos is the Superintendent, HQ AMC Aircraft Maintenance Training at Scott AFB, IL. K
Above: Maintenance Training - U.S. Air Force Airman Justin Baker, 361st Training Squadron, Aerospace Propulsion course, is installing a rear lip seal to the propeller of a T56 engine from a C-130 aircraft at Sheppard Air Force Base, Texas. (USAF photo by Frank Carter)
Left: Refueling training - U.S. Air Force Airman Kyle O’Brien and Airman Kyle Coates, both with the 364th Training Squadron, rewind a servicing hose onto an R-11 jet fuel truck during refueling training at Sheppard Air Force Base. (Photo courtesy of Defense imagery. com)
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COCOM/JOINT STAFF/HAF
Security Cooperation and Logistics By Major Trenton Conner and Mr. Todd Hughes Building the defense capabilities of allies and partners, and strengthening our relationships with those counties – the primary aims of our Security Cooperation programs – are as important in 2013 as they were a decade ago when the U.S. sought to build and maintain capable and interoperable coalitions for operations in Afghanistan and Iraq. Logisticians play a critical role in developing and implementing Security Cooperation activities by coordinating the acquisition, distribution, maintenance, and sustainment of defense articles and services. This article will describe the critical role logisticians play in ensuring the success of Security Cooperation programs.
WHAT IS SECURITY COOPERATION? Since the end of World War II, the Department of Defense (DoD) has worked to build the defense capacity of allies and partners through a variety of Security Cooperation programs. In the last decade, Security Cooperation has been recognized as an essential DoD mission. The
2012 Defense Strategy places “greater strategic emphasis on building the capabilities of others” and it is even more relevant as we face reductions in the U.S. defense budget as a result of sequestration. The most familiar set of Security Cooperation tools fall under the U.S. Foreign Military Sales (FMS) program. Authorized under Title 22 of the United States Code, the FMS program allows for the provision of defense articles, military education and training, and other defense-related services by grant, loan, credit, cash sales, lease, or cooperative project in furtherance of U.S. national security and foreign policy objectives. These programs are subject to the supervision and general direction of the State Department to best serve U.S. foreign policy interests, and many are implemented in the DoD through the Defense Security Cooperation Agency (DSCA). DSCA relies on the Military Departments (MILDEPs) including the DoD acquisition system for procurement of defense articles and services to implement these programs. Since September 11, 2001, Congress has enacted authorities for the DoD to use its funds to train and equip partner nations participating in coalition operations alongside U.S. forces or to build the capacity of partner nations so they can confront violent extremists in their own territory. DSCA is also responsible for implementing these DoD-funded programs, also referred to as Building Partner Capacity programs.
SECURITY Logistics
Iraq Army Aviation Command receives 3 Bell 407 Scout helicopters along with a complete cradle-to-grave sustainment package. (Photo retrieved from http://globaldefensereview.blogspot.com/2013/01/iraqi-army-toreceive-bell-407.html)
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COOPERATION
DoD Logisticians play an important role in planning and implementing both State and DoD-funded Security Cooperation programs. Effective planning for a FMS weapon system sale involves anticipating not only the requirements for the weapon system itself, but also the initial and follow-on support, such as training, spare parts, and infrastructure necessary for deployment, employment, and sustainment of the weapons
CONNOR & HUGHES system and its related end items. This is called the Total Package Approach and requires careful foresight and planning to be successful. By taking the Total Package Approach to Security Cooperation, DSCA and the MILDEPs ensure FMS purchasers obtain more than just a platform; FMS customers receive a capability they can employ to achieve military objectives, while developing longterm strategic relationships with the DoD. MILDEP logisticians synchronize training with delivery of the equipment and repair parts. Logisticians try to ensure timely resupply, maintenance capabilities and plans for depot-level maintenance are all taken into consideration in the Total Package Approach. Finally, to ensure we provide a total package of support, logisticians must create a sustainment plan for each weapons system. This A loadmaster watches cargo bundles, delivered by USTRANSCOM, fall over a drop zone in Afghanistan. (Photo recan involve the initial provision of trieved from http://www.sldinfo.com/general-mcnabb-on-meeting-the-challenge-in-afghanistan/) spare parts, or hiring a contractor to and Acceptance (LOA). The LOA provides the MILDEP’s supporting maintain a weapons system through its lifecycle. The Total Package Approach also includes repair and return activities and System Commands the authority and information necesof items requiring calibration or depot-level maintenance in the United sary to procure the defense goods and services and coordinate delivery. States. Such an approach focuses on the entire lifecycle of the system – a Further, each nation has a unique set of logistics requirements. There cradle-to-grave approach. are two commonly-used options for delivery of FMS materiel, utilizing Logisticians determine sources of supply to meet requirements, includ- a freight forwarder or the Defense Transportation System (DTS). FMS ing procurement via contracting activities or fulfillment from stocks transportation policy is one of self-sufficiency with each purchaser remaintained by the Defense Logistics Agency or Service Depots. Trans- sponsible for transportation and delivery of its own materiel. Generally, portation specialists coordinate movement of defense articles from ori- a purchaser contracts an agent, known as a FMS freight forwarder, to gin to the final destination, whether moving through commercial means manage transportation and delivery to the purchaser’s desired destinaor the Defense Transportation System (DTS), which is managed by tion. A FMS freight forwarder is a private company under contract to U.S. Transportation Command (USTRANSCOM) and its components the FMS purchaser to coordinate, receive, consolidate, stage, and arrange (i.e., Air Mobility Command, the Surface Deployment and Distribution for onward movement of materiel to a final destination. FMS freight forwarders must register with the Department of State in the U.S. and Command and the Military Sealift Command). have the necessary clearances to handle classified materiel. DSCA reOften, maintenance personnel from the MILDEPS deploy as part of quires all defense articles procured with DoD funds to be transported by a Technical Assistance Field Team (TAFT). TAFTs are composed of the DTS, which consists of two major elements: military (organic) and DoD and/or contractor personnel deployed in a permanent change of commercial resources. station status for the purpose of providing in-country technical, advisory, or maintenance support to foreign personnel on specific equipment, Since the end of operations in Iraq, USTRANSCOM and its commertechnology, weapons, and supporting systems. Any training a TAFT cial carriers have available capacity to transport more FMS materiel. provides is collateral to its technical and maintenance support function. Filling this unused capacity is critical to ensuring the readiness of DoD transportation capabilities. In January 2013, USTRANSCOM estabFMS is based on working with a partner nation to identify require- lished the Enterprise Readiness Center to work with commercial carriments for defense articles and services, training the partner to operate ers, DoD departments and agencies, and FMS customers in an effort to and maintain the equipment, and providing follow-up support. Foreign utilize the excess capacity while meeting the needs of FMS customers. governments identify the defense articles, services, or training they wish USTRANSCOM can meet routine and contingency requirements and to procure from the USG and formally notify the appropriate MILDEP preserve the readiness of DoD capabilities through the delivery of FMS with a Letter of Request (LOR). Upon receipt of a LOR, the Ser- articles. vice determines sourcing solutions to meet partner needs. To meet a partner’s requirements, articles may be supplied from on-hand stocks at Logisticians working on the distribution and transportation of FMS DoD depots or purchased from a vendor under contract for subsequent materiel must have a complete understanding of regulatory requiredelivery to the FMS customer. To formalize the agreement to provide ments, DoD capabilities for the international distribution of military defense goods and services to a partner, the USG and the purchaser sign equipment and supplies, unique FMS acquisition and materiel distria government-to-government agreement, known as a Letter of Offer
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27 | The Exceptional Release | FALL 2013
COCOM/JOINT STAFF/HAF | SECURITY COOPERATION bution procedures, and also the logistics capabilities and restrictions of partner nations. Logisticians play a vital role in the Security Cooperation and are members of the Security Cooperation workforce. It is critical that logisticians and transportation experts who work on FMS programs understand the laws, policies, and regulatory requirements of Security Cooperation. To that end DSCA and its schoolhouse, the Defense Institute of Security Assistance Management (DISAM), working with the MILDEPs and the Combatant Commanders, offer many training and education opportunities U.S. Remotely Piloted Aircraft (RPAs) at 2013 Paris Air Show. A number of U.S. Corporations worked with the AIA to display this and other RPAs. (Retrieved from http://www.dsca.mil/news-media/images-archive?page=1) to become familiar with and maintain a high level of knowlour partners and allies around the world. The unmatched talent of U.S. edge about Security Cooperation. logisticians represents a critical strength of the Security Cooperation community and is essential to helping the USG provide the defense CONCLUSION equipment and training our allies and partners require, within their budAs the war in Afghanistan nears its end and the current period of fiscal gets, and within the time frame they identify. austerity continues, Security Cooperation will become an increasingly important tool of U.S. foreign policy and national security. Logisticians About the authors: play a critical role in helping the USG implement the Defense Strategy and, in particular, the essential Security Cooperation mission. A well- Major Trenton J. Conner is a U.S. Army Logistics Corps officer and currently planned and well-executed Security Cooperation program provides un- serves as U.S. Transportation Command’s Liaison Officer to the Defense Sematched customer service, establishes strong working relationships with curity Cooperation Agency in Washington D.C. MAJ Conner is a graduate the partner, and demonstrates the commitment of the United States to of the Joint Forces Staff College and holds a Masters of Military Operational Art and Science degree from Air Command and Staff College. He also possesses a Bachelors of Business Administration in Marketing from North Georgia College. Mr. Todd Hughes is a Security Assistance Analyst in the Strategy Directorate/Policy Division of the Defense Security Cooperation Agency. His responsibilities include formulation and interpretation of security cooperation transportation policy. Mr. Hughes has also worked for the Department of State.
Hughes 11: U.S. Remotely Piloted Aircraft (RPAs) at 2013 Paris Air Show. A number of U.S. Corporations worked with the AIA to display this and other RPAs. (Retrieved from http://www. dsca.mil/news-media/imagesarchive?page=1) K
TRANSCOM’s ERC established Up-Armored Medium Tactical Vehicle Joint Planning Team..the team moved 50 MRAPs into Afghanistan. (Photo retrieved from http://www.transcom.mil/news/read.cfm?id=8999)
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PARRY
Focus on A LOA Chapter Leader In Step With Ms. Donna Parry ER: What do you like most about being a loggie? Loggies are the ones who get things done…we make it happen! From base-level to the Air Staff, things Touring the Great Wall of China. Taken from the Parry Photo Collection. October, 2007 get done because of us. ER: What was your biggest learning moment? My biggest learning moment was when I first came to the Air Staff (originally to an organization that would now be considered part of A8) and learned all about the programming world and how the POM process works. Most people try to avoid working the POM because of the long hours. My advice is find a job that is right in the middle of it--you will learn more than you ever thought possible and understand the real workings of the Air Force. ER: What were you most proud of in your time on active duty? It had to be being a commander. I felt incredibly lucky to have been both a squadron and group commander. Commanding the squadron was probably the most fun though and it enables you to feel like you made a difference both for the Air Force as a whole and in people’s lives. ER: As a recognized leader in your local LOA Chapter, what activities/events are you most proud of ? First and foremost, I’m most proud of our chapter winning the Best Chapter Award in 2011, and then hosting LOA National last year. We also just have a lot of exciting opportunities that are unique to the National Capital Region (NCR) Chapter that I’m thrilled we have the chance to be part of. I’m especially proud of our work in supporting Honor Flight and the laying of Christmas Wreaths at Arlington National Cemetery. K
Celebrating 50th Birthday with Husband, JC, in Antarctica. Self Portrait from the Parry Photo Collection. December, 2004
National Happiness Day in Bhutan with friend Karen Taylor. Photo taken near Tashi Yangtse, Bhutan by Lhendup Bumthab. March, 2013
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VOICES | FOCUS ON A CGO
FOCUS ON A CGO In Her Own Words… Captain Diana Halferty There’s no doubt t that logistics is a dynamic profession. If one thing remains constant though, it is the need to be flexible and adaptable. This is true at home and abroad. Leave it to the Company Grade Officer (along with many other valued service members) to face that challenge with gusto and get the job done right the first time. It is not always the loggie with the most years in service that is called to the job either. It is time to throw them a bone by putting them in the spotlight. Take for example, Captain Diana Halferty. Captain Diana Halferty, a graduate of Norwich University and former member of the university’s Corps of Cadets, began her journey in the Air Force after commissioning through Not-so-official Master’s Degree graduation picture; completed Air Force Reserve despite the North Korea aggression, earthquake, tsunami, nuOfficer Train- clear disaster, an earthquake in DC and flooding! (Photo by Mathew Halferty) ing Corps (AFROTC). While she was in AFROTC she was recognized with the Daughters of the Revolution Award and two Merit Scholarships to include the AFROTC Type II and the I.D. White Scholarship. Capt Halferty completed Logistics Readiness Officer Technical Training in October of 2009 and is currently stationed at Joint Base Andrews, Maryland and is performing a special duty as the Installation Sexual Assault Response Coordinator. Capt Halferty deployed in-place while assigned to JBA in support of Operation Tomodachi. She felt fortunate to be able to support the humanitarian efforts in Japan: Operations Tomodachi and Pacific Passage. Her flight contributed to these operations by supplying all forces with any and all materiel needed to keep the sorties flying and have the home base ready in the event of higher radiation exposure. She earned the Humanitarian Ribbon from the 374th Airlift Wing for her efforts. Prior to being assigned to JBA, Capt Halferty was assigned to Yokota Air Base, Japan. The ER asked Captain Halferty to share her thoughts on being a leader…in her own words.
Captain Halferty place:
on the biggest lesson(s) learned while deployed in-
I learned what an overwhelming honor it was to serve our great nation
by doing something that has a tremendous impact on not only us, as Americans, but our allies as well. Capt Halferty and her husband bringing a little “Oktoberfest” home to their family after a TDY to Germany. (Photo by Ryan Halferty)
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Captain Halferty on her proudest moment(s): I am most proud of what we
did for the people of Japan and U.S. forces assigned to that region. Witnessing
HALFERTY positive results and seeing the successes of those I worked alongside was an awesome experience.
Captain Halferty on keeping leadership skills honed: I try to set time aside to listen to
our leaders. Being fortunate enough to have an assignment in the National Capital Region, there are so many opportunities to hear our leadership. I make a real effort to better understand
the visions they have for us. Sometimes the Pentagon Channel televises these occasions as well, i.e. Chief Cody’s transition to CMSgt of the Air Force, for those who can’t be present.
Captain Halferty on the leadership skills/traits that are most important to logistics officers:
Dynamic Leadership. You never know what you will be working on next or
who with. I try to soak it all up as if I was a dry sponge in a pool of water and run with it. I also try to understand how all of the smaller pieces work together and try to better understand
how I support, and have an impact on, those parts. For example, how does Fuels impact Vehicle Maintenance? Logistics is very diverse and having the flexibility and thirst to learn helps me to try to put the pieces together.
Captain Halferty on her aspirations: I want to expand my knowledge and understanding of logistics and then apply my passion for international relations in hopes of one day becoming a Foreign Area Officer in the realm of logistical support. I’d also love to take an Education with Industry tour with an international corporation like DHL. K
When in Japan do as the Japanese do! (Photo courtesy of Capt Halferty)
Well, Not Exactly... But you CAN have this page. Reserve Your Spot Today! Contact Marta Hannon: marta@loanational.org
31 | The Exceptional Release | FALL 2013
VOICES | READER’S CHOICE
LOA’s Reader’s Choice The Power of Habit By Charles Duhigg Reviewed by Capt Timothy M. Liebold The power of brain is unrelenting and the human race is always trying to figure out how it operates. Some liken the brain to a complex computer program but in reality the brain processes more information at much faster pace. To combat the extensive amount of work required, the brain creates habits that put our brains on autopilot for most of the day. In The Power of Habit, award-winning New York Times business reporter Charles Duhigg explains why habits exist and how they can be changed. Charles Duhigg goes to great lengths to explain the long-standing Cue-Routine-Reward cycle for habits. He says, “The most addicted alcoholics can become sober. The most dysfunctional companies can transform themselves. A high school dropout can become a successful manager.” The Power of Habit is split in three sections: 1) The Habits of Individuals, 2) The Habits of Successful Organizations and 3) The Habits of Societies. Part one of the book was the most intriguing. It explained how a young woman changed the patterns in her brain over a two years period when she quit smoking, ran a marathon, and was promoted at work. In the process, neurologist discovered the patterns inside her brain had fundamentally changed. It goes on to explain how Marketers at Procter & Gamble had failed in their initial attempt to market a new product called Febreze. By studying videos of people making their beds, one of them detected a pattern and with a slight shift in advertising, Febreze created a habit for its users and the product now earns a billion dollars a year. Lastly, the author explains how an untested CEO makes Alcoa one of the top performers in the Dow Jones. He succeeded by attacking a single pattern among his employees; how they approach worker safety. By rewiring the brains of the employees to focus on worker safety his employees successfully transformed all technical aspects of their job and thus increased job effectiveness and the bottom line of the company. In part two; Charles Duhigg gives anecdotes and examples of how companies and societies to include churches’ successfully changed habits. It shows how the right habits were crucial to the success of Olympic swimmer Michael Phelps, Starbucks CEO Howard Schultz, and civil-rights hero Martin Luther King, Jr. Part three the book goes in depth into how Rick Warren’s Saddleback Church and the nation’s largest hospitals implement keystone habits to earn billions and make the difference between failure and success, life and death. All the anecdotes in the book have one thing in common; they achieved success by focusing on the patterns that shape every aspect of our lives and transforming them. By transforming habits you can change the face of an organization and correct unwanted personal behaviors. Charles Duhigg does a great job sprinkling scientific discoveries throughout the book to explain why habits exist and how they can be changed. By using the CueRoutine-Reward cycle throughout life you will be able to successfully identify, analyze and replace the unwanted behavior. About the author: Captain Timothy Liebold received his commission via OTS after graduating from The Univeristy of Mary in 2004. He is a munitions officer that has served in both the conventional and nuclear communities and has been deployed to both the PACOM and CENTCOM areas of responsibility. Currently he is the Operations Officer, 341st Munitions Squadron, Malmstrom AFB, MT. K
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CHAPTER CROSSTALK
Chapter CrossTalk Desert Lightning- Davis-Monthan AFB, AZ Submitted by Major Allen Husted The 309th Aerospace Maintenance and Regeneration Group, more commonly called the “Boneyard” at DavisMonthan AFB, AZ began regenerating retired F-16 Fighting Falcon aircraft in July to be transformed into the 4th generation of drones known as the QF-16. The QF-16 will be faster, more maneuverable and will better replicate the current threats in the world. This will provide us and our allies better training opportunities to hone our skills and validate our weapons, thus making us more combat ready for many years to come. The Boneyard is expected to regenerate over 200 F-16s for the program over the next several years. While most people think the Boneyard is just a place where old aircraft go to die, this is just one of many programs that generate combat capability for the United States and our partner allies, while utilizing all or our assets to their fullest potential.
Wasatch Warriors - Hill AFB, Utah Submitted by Captain Nate Gano The Wasatch Warriors hosted their annual golf tournament with 133 players and $3k raised in support of the chapter scholarship. We received two professional development presentations – by Major General Kevin Sullivan (Retired) and Colonel Reginald Robinson – in which they discussed experiences working in senior positions within the DoD and State Department, respectively. In support of logistics education and fellowship, our chapter hosted a site visit of the Hill Air Logistics Complex for the Mt Home Gunfighter chapter. They toured the F-16, A-10, and AF landing gear production area to name a few of the highlights. The Mt Home loggies also received a DLA and 748 SCMG immersion. We leave an open invitation for any chapter to come PTDY for a similar exchange and would like to organize similar events at other bases to build chapter relationships in the pursuit of logistics excellence through scholarship, fellowship, and leadership. Hill AFB, New Chapter Roundel
Globemaster Chapter- Joint Base Charleston, SC Submitted by 1st Lt Jordan Passmore Over the past 4 months, the Globemaster Chapter has been very active in the community. During the month of March, they toured the USNS Soderman at the bases Naval Weapon Station. In April, they toured the ALC at Warner Robins AFB, GA. The Middle Georgia Chapter Logistics Officer Association hosted nine Charleston Globemaster Chapter members at Robins AFB, April 11 – 12, 2013. With recent budgetary constraints, the Globemaster Chapter members took the initiative and organized this professional development trip made possible by leadership approving permissive temporary duty, personal vehicles used for transportation, and government lodging at the expense of the members in attendance. In May, they hosted a table during the local National Transportation Week Banquet, along with hosting Brigadier General (ret) Gil Harper, who was the Commanding General, US Army Transportation Center and School. Lastly, in June, they toured the attended a tour of the South Carolina
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VOICES | CHAPTER CROSSTALK
Members from the Middle Georgia Robins and Charleston Globemaster Logistics Officer Association tour the avionics back shop at Robins Air Force Base, Ga.
Ports Authority. The group, comprised of approximately 11 military and civilians, received a bird’s eye view of how a vibrant commercial seaport operates day to day, how import and export containers are processed, how the dockside cranes operate, and how the Ports Authority is planning for the future. The presentation and tour took place at the Port of Charleston’s Wando Welch Terminal in Mount Pleasant, South Carolina. The Port of Charleston processes $63 billion in international trade each year and facilitates 1 in 11 jobs statewide. The Port operates the state’s vital seaport assets in Charleston and Georgetown and recently projected $123 million in capital spending, which equates to 6% in container growth overall. On the horizon, the Chapter plans to host Warner Robins for a tour of JB Charleston, along with putting together a golf tournament to support the final delivery of the C-17 Globemaster.
Top right: Jeff Hall (right), the incoming first mate on USNS Soderman (T-AKR 317), explains how ships still use paper navigation charts as backups to the ship’s Global Positioning System, to (left to right) Capt. Rebecca Logan, 2nd Lt. Dan Musleve, 2nd Lt. David Loska, 2nd Lt. Andrew Palmer and Capt. Juliana D’Amore. Lower right: Members of the Joint Base Charleston Chapter pose for a picture during a 20 June 2013 tour of the South Carolina Ports Authority.
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CHAPTER CROSSTALK
Rainier Chapter - Joint Base Lewis-McChord, Washington Submitted by Capt Ben Chapman On 15 July, the Rainier Chapter LOA had the distinct pleasure of welcoming Colonel Pat Kumashiro, Chief, Force Development and Organizations Division, Directorate of Logistics, Headquarter Air Force. During a luncheon held at the Joint Base Lewis-McChord ( JBLM) Co-located Club, chapter members shared info about chapter events and logistical aspects of two unique missions to JBLM: Operation DEEP FREEZE and the Prime Nuclear Airlift Force. Colonel Kumashiro then opened up discussion on 21X Force Development, including De- Members of the Rainier Chapter LOA with Col Pat Kumashiro, AF/A4LF and Col Craig Gaddis, 62 MXG/CC (15 July velopmental Team process, current 2013) and future education and training opportunities, and general guidance for officer development. During the discussion, aspects of Joint opportunities, Maintenance Operations Re-org, Professional Military Education, and Career Broadening were covered. In other news, the Rainier Chapter recently elected new club leadership and will be holding the annual Golf Tournament Fundraiser on 26 July. They are looking forward to other new and exciting development opportunities later this summer and fall.
Flying Tigers Chapter – Moody AFB, GA Submitted by Lt Anne Willey In June, the Moody AFB Flying Tiger Chapter toured the facilities of Naval Air Station Jacksonville’s Fleet Readiness Center Southeast (FRCSE). The FRCSE is responsible for the intermediate and depot-level repair of almost every type of Naval aircraft to include the F-18, EA-6, and P-3 production lines. The Flying Tigers explored the engine repair and test facilities, the aircraft manufacturing hangars, and the fuels accessories division. In addition to observing naval depot practices, they were also able to directly witness the break-down and repair of the TF34 engine used on the A-10 Thunderbolt II, which comprises two of the four flying units stationed at Moody AFB.
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Above: Air Force maintainers from Moody Air Force Base near Valdosta, Ga., listen as Jim Donnelly (seated, right), an engine mechanic, discusses the steps he follows to repair a TF34 engine modules as Tom Testa, the TF34 components program manager, looks on during a tour of Fleet Readiness Center Southeast June 21. The engine powers the A-10 Thunderbolt – also called a Warthog – flown by Air Force aviators. (U.S. Navy photo by Victor Pitts/Released)
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VOICES | CHAPTER CROSSTALK
Flying Tigers Chapter (Continued)
Looking Glass-Offutt AFB, NE Submitted by Maj Dennis Knight The chapter is striving to increase our participation and membership. We recently held our first event in several months due to the entire chapter leadership being deployed. The Offutt Patriot club was kind enough to support a membership drive luncheon. While turnout was reasonable, we are striving to vastly increase our numbers. We are currently working on tours of the Air Force Weather Agency, as well as, some tours of the unique, Offutt specific LS/HD aircraft we support. Tours of the RC-135 RIVET JOINT, COMBAT SENT, COBRA BALL, OPEN SKIES, CONSTANT PHOENIX, and E-4B NIGHTWATCH are being scheduled. We are also welcoming in a new MXG/CC who we will be approaching to become our chapter mentor. These are exciting times for the Looking Glass chapter as we continue to grow our numbers and increase awareness within the Offutt logistics community.
Pikes Peak Chapter - Peterson AFB, CO Submitted by Colonel Eric Jackson This quarter the Pikes Peak Chapter continued its tradition of working and playing hard. In addition to quarterly fund raisers to ensure the chapter is positioned to support our local Airmen, the Chapter was pleased to have one of its nominations for Lt Gen Fedder’s “Call to Action” topics accepted. The Chapter spent many hours developing an initial input for this vital opportunity to share the space and cyberspace maintenance constructs with our aircraft and munitions counterparts. We are looking forward to seeing the brief go live. On the team building side, the Chapter took a break this month to spend some quality time watching the local AAA baseball team play. We all enjoyed seeing the “operators” 36 | The Exceptional Release | FALL 2013
Brad Leonard shows off the results of his acquisition skills.
CHAPTER CROSSTALK deliver the mission after having spent some time previously observing the logistics behind keeping a professional baseball team “mission ready” and on the road.
Rich Bliss proving distribution isn’t just for LROs
Texoma Chapter – Sheppard AFB, Texas Submitted by Maj Al Martz Sheppard and Tinker AFB chapters teamed to visit the 407th Army Field Support Brigade’s Directorate of Logistics, Fort Sill, OK, in June. The visit provided insight into their mission to “Provide soldiers, civilians and their families with logistics services that enable readiness, promote a safe/secure work environment, and accentuate quality of life commensurate with the quality of their service.” Additionally, Tinker shared a mission brief covering AF Sustainment Centers and process improvement initiatives. Given their proximity and the density of DoD logistic hubs in the Texoma region, both chapters look forward to continued joint events. The chapters will visit to the McAlester Army Ammunition Plant in August, where they’ll tour the DoD’s largest conventional munitions production/ storage facility. Special thanks to Capt Christopher Clark (Tinker AFB) for arranging both visits.
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Major Jeffery Bachert, Captains Hirohito Saka (JASDF), Strysan Murrell, Daniel Connors and Jeffery Erwin, & 2d Lts Michael Mason, Annalisa Sims, Jared Steffen, Martin Escarzaga, Jonathan Dunton, Jonathan Forcey, Shannan Enriques with members 407th Army Field Support Brigade after being shown their railhead operations
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VOICES | CHAPTER CROSSTALK The Texoma chapter hosted Maj Chris Dunston (AFPC 21X Assignments) 8 July 13. Maj Dunston provided a Spread-the-Word brief, insight into the last DT session, and met individually with aircraft maintenance, munitions, and logistics officers interested in feedback on their current and future assignment vectors. Finally, the Texoma chapter recently elected four new officers: Maj Al Martz – President, Capt Daniel Conners Reza Grigorian, Melinda Sullivan, Charlie Botello, Tom Hollender, Jenny Prewitt, Mary Covington, Jose Aponte, Mary Aponte, and Col – Vice President, Shawn Harrison finish working concessions during a Cirque de Soleil performance to raise local scholarship funds Capt Michael Makaryk – Treasurer, and Capt Strysan Murrell – Information Officer. We look forward to maintaining the momentum of the departing officers built.
Wright Brothers Chapter - Wright-Patterson AFB, OH Submitted by Mr Brendan Epps The Wright Brothers Chapter spent the summer engaged in a variety of on- and off-base activities promoting LOA awareness and building the chapter scholarship fund. Members assisted in reorganizing and cleaning up the Airman’s Attic, helping support the junior enlisted force in times of need. The chapter conducted a number of fundraisers, including a golf scramble, Cirque de Soleil performance concessions, and Zumbathon. The chapter awarded $4,000 in local scholarships to support acquisition professionals and future leaders in their academic pursuits. Lastly, the chapter was honored to have Lt Gen Andy Busch (AFMC Vice Commander) and Lt Gen C.D. Moore (Air Force Life Cycle Management Center Commander) provide their strategic perspective on top issues facing the logistics workforce. K
Lt Col Erika Kelley and Jenny Prewitt pose with Airman’s Attic attendant Maurice after applying “6-S techniques” to the attic’s household goods storage racks.
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