L O G I S T I C S O F F I C E R A S S O C I AT I O N Enhancing the military logistics profession since 1982
The Exceptional Release
EXECUTIVE BOARD
SPRING 2003
President Col Phil Waring president@loanational.org
FEATURES
Vice President Lt Col Richard Schwing vicepres@loanational.org Treasurer Lt Col Walter “Ike” Isenhour treasurer@loanational.org Information Officer Capt Deb Perry InfoOfficer@loanational.org Membership Development Maj Stephanie Halcrow membership@loanational.org
Spring 2006
2005 IL Statesman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 Transforming USMC’s Logistics For Today’s War, Tomorrow’s Battles by Col J. Douglas Turlip . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14 HOOAH!! Army Logistics 101 by Maj James E. Long . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18 Joint and Multinational Logistics by Major David Flippo and Mr. Allan Cridlebaugh . . . . . . . . . . . . . .22
Chapter Support Maj Tom Miller chaptersupport@loanational.org
Atterbury Airmen – ANA's Logistic Embedded Training Teams by Col Michael Wilson, Lt Col David Haase, Maj JD DuVall and Capt Jeff Berlakovich . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
Executive Senior Advisor Lt Gen Donald J. Wetekam
Strengthening Our Unrivaled Joint/Bilateral Relationships by Maj Scott DeLorenzi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32
Webmaster/Website Maj JD DuVall webmaster@loanational.org www.loanational.org
Munitions — NATO style by Capt Keith G. Hepler, Jr. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36
THE EXCEPTIONAL RELEASE Editor Col Debra Shattuck editor@loanational.org Assistant Editor Col Lee Levy assteditior@loanational.org Executive Director, Marketing/PR ER Managing Editor/Publisher Marta Hannon pr@loanational.org ER Worldwide Staff Col Mary H. Parker, 39MXG/CC Lt Col Cheryl Allen, SAF/AQM Maj Gene K. Carter, 777 EAS/DCM Maj Richard Fletcher, 437 AMX/MOO Maj Paul Pethel, 354 MXS/MXM Graphic Design MMagination, Inc. - Ft Washington, MD www.mmagination.com LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 99 - Spring 2006
JFSC: 60 Years of Providing Joint Education by Maj (ret) Steve Williams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38
DEPARTMENTS President’s LOG(istics) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Editor’s Debrief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 LOA Conference Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Scholarship Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 CGO Corner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41 Chapter Crosstalk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .43 Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48
President’s LOG(istics) Wow…can you believe this is the Spring ER? Seems like we just concluded the LOA National Conference, but here it is, Spring! As you know, planning is fully underway for the 2006 National Conference—it will be here before we know it. As we continue to prepare for our 2006 national conference and our 24h anniversary, we need to stay focused on what makes LOA, LOA. As you know, the strength of LOA rests squarely with its membership…you! We are a non-profit organization that since 1982 continues to enhance the military logistics profession. We are now over 3500 members strong and growing everyday. Additionally, national conferences attendance is well over 1200 and increases every year. These two facts alone should make us all pause for thought.
Col Phil Waring
ER: PRESIDENT’S LOG(ISTICS)
As the Air Force gets smaller, the days of one local chapter hosting a conference on its own may be numbered. While we still rely heavily on the “host” local chapter as in years past, we will need to marshall the strengths of other chapters to ensure our unbroken record of successful national conferences. Additionally, we will secure the services of outside agencies for some of our requirements. But…we must strike the correct balance. One of LOA’s greatest strengths, one that sets us apart from many other professional associations, is that our national board, our local chapters, and our national conferences are all organized and put together by military, civilian, and retiree volunteers. As we move forward, we can’t lose sight of one of our most fundamental beliefs: that LOA is LOA because of you, our membership. It is your influence through your voluntary commitment of time and energy that keeps the lifeblood of LOA flowing. As always, we need to continue to evolve two critical areas of LOA…Mentorship and Membership. Mentorship…there is nothing more vital to our organization. We need to continue, and in fact, do more in this area. We received the results of LOA Mentorship survey, and we have heard you. Our mentorship committee is well on its way to achieve your desires. We continue to remain committed to promoting an open forum for logistics officer development. We are working on establishing a resume data base, for and about LOA members. As the Air Force becomes smaller, many LOA members will leave the active force but many may want to stay in the logistics business. To that end, we offer an opportunity for LOA members to place their resumes on the LOA website for review by LOA members who may need your talents and expertise in their organizations. Membership…while we are 3500 strong, we need to encourage membership across the Logistics spectrum…and across other military services. As we continue to encourage all Air Force Logistics Officers to become members, we should become more “joint.” If you are currently assigned to a joint organization…consider establishing a local chapter. With this issue of the ER, you will see some articles with a “joint” flavor. As always, keep in mind our deployed logisticians and their families in your hearts and prayers as they serve our country in defense of freedom! Finally, I would like to welcome and thank Col Deb Shattuck for volunteering to be the new ER Editor…thanks for helping make LOA, LOA! Your LOA National Team is dedicated to making sure LOA is meeting your needs; as always please send any suggestions to me at president@laonational.org.
–– COL PHIL WARING PRESIDENT, LOA NATIONAL
2 SUMMER
2005
The E xceptional R elease
A Professional Military Journal written by logisticians for logisticians The purpose of the Logistics Officer Association (LOA) is to enhance the military logistics profession. LOA provides an open forum to promote quality logistics support and logistic officer professional development. Policy on Written Submissions: The editor invites articles and other contributions on issues that support LOA’s purpose. Direct manuscripts, letters and other communications to: pr@loanational.org and editor@loanational.org. Deadlines: The 15th day of January, April, July, and October. Story Format: Double-spaced, typed and electronically submitted to pr@loanational.org. Photos & Graphics: Send individual electronic files (hi-res JPG, TIFF or EPS with type as outlines) along with stories (as separate text files) and include cutlines/captions. All photos should be at least 300 dpi or greater resolution. Submitter data: Should be typed at the end of the story file. Information included should be: Rank; full name; service; home mailing address; business name and address; business phone (DSN and commercial); email; three to five sentence biographical sketch; and a photo (as a separate file – see photos and graphics above). Editorial Policy: The editors reserve the right to edit all submissions for length, clarity and libel. All submissions become the property of LOA. Advertisement Formats: Each ad must be sent as a composite hi-res (300 dpi or greater) EPS file with fonts saved as outlines. Full-page ads with bleeds should allow at least 3/8” bleeds. Ad rates visit: www.loanational.org/adrates.html Advertising Contact: Ms Marta Hannon, Managing Editor PO Box 2264 – Arlington, VA 22202 – email: pr@loanational.org – Phone 405-701-5457 Subscriptions: The ER is published quarterly and is available via membership in the Logistics Officer Association at the annual rate of $25. Access membership forms on the website at www.loanational.org.
EXCEPTIONAL RELEASE
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Editor’s Debrief Greetings fellow LOA members. As Kent Mueller mentioned in last Winter’s ER, he has handed me the reins of the ER after eight rewarding years at the helm as Editor-in-Chief. I can’t say enough good things about Kent’s contributions to LOA and to the ER. I am honored to have the opportunity to follow in his footsteps and continue the tradition of guid-
Col Deb Shattuck
ing the publication of a professional journal we can all be proud of and one that facilitates our professional development as the world’s greatest Logisticians. I am not the only newcomer to the ER worldwide staff. I’d also like to welcome Capt Vianesa Vargas and 1Lt Ernest Cage who have taken the helm of the “CGO Corner” column from 1Lt Jared Eros who is moving on to other endeavors. Marta Hannon, Colonel Mary Parker, Col Lee Levy, Lt Col Cheryl Allen, Maj Gene Carter, Maj Paul Pethel, and
ER: EDITOR’S DEBRIEF
Maj Richard Fletcher, your worldwide ER staff, have put together a terrific issue for you this quarter. In his 3 Nov 05 “Letter to Airmen,” the Secretary of the Air Force laid out his mission statement for the Air Force: “Deliver Sovereign Options for the defense of the United States of America, and its global interests – In Air, Space, and Cyberspace.” Mr. Wynne went on to state that to achieve its mission the Air Force must “Prepare for, and Participate in the Joint Fight, Anywhere, Anytime.” With that in mind, this edition of the ER focuses on joint and combined logistics. LTG C.V. Christianson, the Joint Staff Director for Logistics, kicks things off with a challenge for logisticians to find common agreement in understanding what joint logistics is and why it is important to joint warfighting commanders. Maj Dave Flippo and Mr. Allan Cridlebaugh of the Air Force Institute of Technology compare joint logistics in Operations DESERT SHIELD/DESERT STORM and IRAQI FREEDOM. Maj Jim Long, a student at Army Command and General Staff College, provides some great insights on Army logistics while Col J. Douglas Turlip, the head of the USMC Logistics Vision and Strategy Center describes the ongoing transformation of Marine Corps logistics. We add a little “combined” flavor with Maj Scott DeLorenzi’s description of conducting the Air Force mission side by side with the Navy and Japanese Defense Forces at Misawa Air Base and Captain Keith Hepler’s insights on working at a NATO munitions squadron. We wrap things up with an informative article on joint PME by Steve Williams. The ER is your publication. Be sure to send me feedback on topics you’re interested in reading about and don’t hesitate to take a stab at submitting an article yourself. We’ve got some great ideas for future issues beginning with the summer edition when we’ll take a look at how you’re integrating technology with your logistics business processes to do things better, faster, smarter, and cheaper. If you’ve got a success story to tell, send it to me at editor@loanational.org.
––C O L D E B S H A T T U C K
4 SUMMER
2005
AND YOUR
ER TEAM
2006 LOA Conference Update
E R : 2 0 0 6 L O A C O N F E R E N C E U P D AT E
The 2006 LOA National Conference will be held at the Henry B. Gonzalez Convention Center in downtown San Antonio, TX near the world famous San Antonio Riverwalk. This year’s theme, Sustaining Today’s Weapons Systems with Tomorrow’s Airmen promises to provide logisticians with valuable insight into the challenges we will face as we continue to support our great nation.
Capt John C. Lofton III
On behalf of Brig Gen Tom Owen, AETC A4/A7, the San Antonio Alamo Chapter of LOA is proud to invite you to participate. We’re planning an outstanding event with top notch tours and terrific speakers. The conference agenda includes the traditional icebreaker, golf tournament, mentorship sessions, breakout sessions, developmental tours and the highlight dinner banquet. Additionally, we invite you to bring the family so they have the opportunity to see the Alamo and experience what San Antonio has to offer. You can take tours to many locations in and around San Antonio or venture to the number one tourist attraction in the State of Texas, the Riverwalk. On the Riverwalk, you can enjoy unique retail shops, restaurants, and nightclubs. Sports, theme parks, and museums; the choices are abundant! More information on the conference can be found at www.loanational.org/conference. Keep checking it—new information is added daily! To learn more about what San Antonio has to offer, visit www.sanantoniovisit.com. We have negotiated a fantastic conference room rate but you must book through the LOA website BEFORE Sept 13th! The hotel registration link should be open by the time this issue is published. Go to http://www.loanational.org/conference/. Remember, spouses are welcomed and we look forward to seeing you in San Antonio. Stay tuned for the Summer Edition Conference Update.
––CAPT JOHN C. LOFTON III, PRESIDENT ALAMO CHAPTER LOA
Well… Not Exactly… But you CAN have this page. Reserve Your Spot Today! Contact Marta Hannon: PR@loanational.org 6
SPRING 2006
Remember the Alamo! 2006 LOA National Conference Hosted by: The Alamo Chapter October 9 – 12 Henry B. Gonzalez Convention Center San Antonio, Texas “Sustaining Today’s Weapons Systems with Tomorrow’s Airmen” Registration Opens in May Make Hotel Reservations Now! For Details Visit www.loanational.org/conference Interested in Exhibiting? Contact Marta Hannon: PR@loanational.org
Your LOA Scholarship Program In Action! Capt Jay Bertsch
Since 1998, LOA has awarded scholarships to outstanding enlisted loggies throughout the Air Force to assist them in completing their advanced education goals of earning Associates, Bachelors and Masters degrees. Seventeen of our previous scholarship winners have gone on to receive their advanced degrees including four who were subsequently selected for OTS and have received their commissions as USAF officers. In 2000, SSgt Jay Bertsch, an Electro-Environmental technician at Tyndall AFB was awarded one of five LOA scholarships and attended the LOA National Conference Banquet to receive his award. LOA had a tremendous influence on then-SSgt Bertsch, as he related to me in a recent interview:
Submitted by Lt Col Rich Schwing, LOA Vice President classes. This meant that I needed to come up with $2500 out of my pocket for that semester’s classes. As you can see, the scholarship was a blessing! I put together my OTS package that same semester and found out I was accepted for commissioning as an Aircraft Maintenance Officer that December. I completed my degree in August 2001, went to OTS in October 2001 and was commissioned in Decembe r.” After an assignment at Elmendorf AFB, 1Lt Bertsch is now assigned as the Assistant OIC of the 9th AMU, 49th AMXS, Holloman AFB.
“After receiving my scholarship, I vowed that if I were to get commissioned I would become a life-long member of LOA. I am to this day. I’m currently involved with a group of Loggies here at Holloman in trying to start up a chapter here. So far, so good. We should have a nationally recognized “In October of 1999, I decided to pursue chapter by early next year. The scholarship my degree and apply for commissioning. program is stellar! I appreciate all the supAt the time, I was taking 3-4 classes a Lt Gen Zettler presents SSgt Jay Bertsch with a scholarship port and efforts provided by those I worked semester through Embry-Riddle while check at the 2000 LOA National Conference. with and for during my pursuit of my comworking 10-12 hours a day. The Sortie mission. I only regret not remembering the Support Flight Commander of my squadron approached me about name of the Lt who, basically, won it for me. If he wouldn’t have the LOA scholarship program and asked if I was interested. I said, cared, I wouldn’t have won. If you are reading this story, drop me “what’s LOA?” He told me what it was and put the nomination an email or a phone call so that I can personally thank you!” package together. A couple of months later, he, my SMO (both active members in LOA) and the Tyndall chapter president As you can see, the LOA Scholarship program can have a approached me and said I was one of the winners. I was complete- tremendous influence on our sharp young loggies who need a ly shocked! They sent me to the conference in Phoenix and I was little help to reach their educational goals. I ask all LOA completely amazed to see what all went on there. I received my members to keep an eye out for your up and coming young loggies and submit them for the LOA Scholarship program. scholarship from Lt Gen Zettler and enjoyed a really good time.” Finally, a big THANK YOU to all of our tremendous spon“The scholarship couldn’t have come at a better time. Getting into sors and individuals who have donated to the Scholarship bootstrap meant that I couldn’t use tuition assistance anymore and my Program through the years. K GI Bill benefits wouldn’t kick in for about two months after I started 8
SPRING 2006
2005 IL S TATESMAN Front (L-R): Lt Gen Mike Zettler, Lt Gen John Nowak, Ms. Sue O'Neal, Gen George Babbitt, Jr, Lt Gen Don Wetekam, Lt Gen Robert Hails, Mr. Mike Aimone, Lt Gen Leo Marquez, Lt Gen William Hallin, Mr. Ron Orr. Back (L-R): Ms. Deb Walker, Brig Gen Ron Ladnier, Mr. Grover Dunn, Maj Gen Dean Fox, Maj Gen Art Morrill, Brig Gen Dave Gillett, Mr. Bill Budden, Col Linda Jones.
Ten current and past Air Force logistics leaders gathered at Andrews AFB, Maryland in November 2005 for the firstever IL Statesman’s Conference. This gathering provided an opportunity to brief the past senior leaders on the IL’s latest initiatives, metrics and transformation programs. Additionally, this provided a forum to exchange ideas on the successes and challenges of the Installations and Logistics Community. Lt Gen Donald J. Wetekam praised the event which three decades of past IL leadership attended, “It’s always a pleasure to reconnect with those that have gone before us. Sharing our current successes and challenges sparked great conversation and I know that I benefited from the interaction.” AF/ILs in attendance included: Lt Gen Robert E. Hails, DCS for Systems & Logistics, 1 Sep 75 – 30 Jun 77 Lt Gen Leo Marquez, DCS for Logistics & Engineering, 1 Aug 83 – 31 Jul 87 Lt Gen John M. Nowak, DCS for Logistics, 1 Jun 93 – 12 Jun 95 Gen George T. Babbitt, Jr, DCS for Logistics, 13 Jun 95 – 25 Oct 96 Lt Gen William P. Hallin, DCS for Installations & Logistics, 28 Oct 96 – 2 Oct 98 Lt Gen Michael E. Zettler, DCS for Installations & Logistics, 2 Apr 00 – 1 Jan 04 Lt Gen Donald J. Wetekam, DCS for Installations & Logistics, 1 Feb 04 – present Also in attendance: Mr. Ronald L. Orr, Assistant DCS for Installations & Logistics, 1997 – 2002 Ms. Sue O’Neal, Assistant DCS for Installations & Logistics, 2002 – 2004 Mr. Michael A. Aimone, Assistant DCS for Installations & Logistics, 2004 – present K EXCEPTIONAL RELEASE
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Perspectives JOINT LOGISTICS – SHAPING OUR FUTURE A PERSONAL PERSPECTIVE
ER: PERSPECTIVES
The logistics capacity of the U.S. military today is unmatched; our Nation possesses the ability to project military power in ways that give the joint warfighter unprecedented capabilities. However, a constantly changing operating environment and budgetary constraints demand we optimize joint logistics to enhance our capabilities for tomorrow. We have the opportunity to General Claude V. Christianson significantly advance our systems, processes and organizations to improve support to tomorrow’s joint force Leaders win through logistics. Vision, sure. commander (JFC), and we must seize it. The purpose of this column is to generate thought and frame discussion. It represents my view of joint logistics, today’s environment, three essential “imperatives” and frames the strategic relationships around which we can build collaborative change. I offer these thoughts as a catalyst for the development of concepts and solutions that will optimize joint logistics.
Strategy, yes. But when you go to war, you need to have both toilet paper and bullets at the right place at the right time. In other words, you must win through superior logistics. ––Tom Peters, “Leadership Is Confusing As Hell,” Fast Company, March 2001
JOINT LOGISTICS The necessity of joint logistics is widely accepted throughout the DoD logistics community, and no one I know would disagree that the effective delivery of logistics support is essential to the JFC, our ultimate customer. However, I believe our current logistics systems reflect many inefficiencies, unnecessary redundancies and process gaps that increase both risk and cost. Achieving harmony between and among Service and agency funded missions, systems, processes and programs will resolve today’s inefficiencies, but poses a significant challenge. Overcoming that challenge is enabled with a common agreement and understanding of the purpose of joint logistics - to fundamentally answer the questions, “What is joint logistics?” and, “Why do we need it?” Joint logistics is the deliberate or improvised sharing of Service logistics resources to enhance synergy and reduce both redundancies and costs. We need joint logistics because (especially during initial expeditionary activity) the Services, by themselves, seldom have sufficient capability to independently support the JFC. By sharing we can optimize the apportionment of limited resources to provide maximum capability to the supported commander. The overall purpose of joint logistics is to achieve logistics synergy - getting more out of our combined resources than we can individually.
THE JOINT LOGISTICS ENVIRONMENT The Global War on Terror, other threats to our security, frequent and diverse commitments across the globe, and complex interagency/multinational operations characterize the joint logistics environment. Future operations are likely to be distributed, and conducted rapidly and simultaneously across multiple Joint Operational Areas within a single theater, or across boundaries of more than one geographic combatant command. In this environment, force projection operations give our nation the ability to close the gap between early entry and follow-on combat operations, and simultaneous stabilization and reconstruction operations. The requirement to integrate sustainment and force projection operations in a complex operating environment presents the greatest joint logistics challenge. Gone are the days when we had the time 10
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and resources to position large stores in response to a stable, predictable threat. This environment spans strategic, operational and tactical space, and provides the context in which we must deliver the effect expected by the JFC.
The end for which a soldier is recruited, clothed, armed, and trained, the whole objective of his sleeping, eating, drinking, and marching is simply that he should fight at the right place and the right time.
Freedom of action is the “effect” the JFC expects from joint logistics, and that effect is delivered in the tactical space. The tactical space is where we should measure success and it is here where operational readiness is the desired outcome. Sustained ––Major-General Carl von Clausewitz, joint operational readiness enables freedom of action, and On War, 1832 results from the effective integration of all logistics capabilities. Logistics readiness achieved in the tactical space results from the cumulative efforts of Service, agency and other logistics players across the entire joint logistics environment. There is a high price to pay in the tactical space for inefficiencies in the strategic or operational space. Our Nation’s ability to project and sustain military power (its campaign quality) comes from the strategic space. This national system enables sustained military operations over time and leverages our most potent force multiplier; the vast capacity of our industrial base. At this level, modern, clearly defined, well-understood and outcome-focused processes drive efficiencies across Service, agency and commercial capabilities. Robust and efficient global processes combined with agile global force positioning are fundamental to joint logistics reform and to our Nation’s ability to maintain global flexibility in the face of constantly changing threats. The operational space is where the JFC synchronizes and integrates his joint operational requirements with the national system. It is here where joint logistics must excel, and where the ability to fully integrate logistics capabilities provides our greatest opportunities. The operational space is where the joint logistician must bridge Service, Coalition, Agency and other organizational elements/capabilities, linking national and tactical systems, processes and organizations to enable the freedom of action the JFC expects. The essence of joint logistics is in the operational space, and it is here where the joint logistics community should focus effort.
S T R AT E G I C R E L AT I O N S H I P S Effective joint logistics depends on clear roles, accountabilities and relationships between the global players within the joint logistics domain. The collaborative network of relationships between these players should be based on the preeminence of the Services. By law the Services are responsible to raise, train, equip and maintain ready forces for the JFC and they lie at the heart of this collaborative network. Service logistics components form the foundation of the joint logistics network and are responsible to maintain systems life cycle readiness. Thus the Services act as Defense Systems Readiness Process Owners, and they are the supported organizations for logistics readiness. In this capacity the Services focus on their product: Logistics Readiness at Best Value. The Services and the Defense Logistics Agency (DLA) share responsibilities as Defense Supply Process Owners. In that shared role, they are supporting organizations to the components of the joint force for logistics readiness. The Services and DLA are responsible for supply support and, supported by the Distribution Process Owner (DPO), are focused on their product: Perfect Order Fulfillment. United States Joint Forces Command (USJFCOM) serves as the Joint Deployment Process owner (JDPO), and is the primary conventional force provider and the global force manager. In this role, USJFCOM, through its Service components, ensures the supported commander is provided with the forces needed to achieve national objectives. Continued on next page... EXCEPTIONAL RELEASE
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USJFCOM is responsible to coordinate and make recommendations for the global conventional force and, supported by the DPO, is focused on its product: Perfect Capability Fulfillment. United States Transportation Command (USTC) serves as the Defense Distribution Process Owner (DPO), and is the supporting organization to DLA and the Services for the movement of sustainment, and to JFCOM for the movement of forces. USTC coordinates and synchronizes the defense distribution system, and is focused on its product: Time Definite Delivery. The JFC, through his Service Components, is the ultimate customer of the joint logistics system. The JFC has authority over joint logistics resources in his area of responsibility, and is the principal focus of the national organizations described above. These organizations have global responsibilities and form the backbone of joint logistics. They exist to provide and sustain logistically ready forces to the supported JFC. I view these organizations as global providers, responsible for the end-to-end synchronization and coordination of processes that deliver outcomes to the supported JFC. These global organizations should constantly strive to improve their capabilities in concert with each other, integrating deployment/redeployment, supply, distribution and readiness processes to ensure the supported commander receives both forces and logistics sustainment on time and where needed.
ER: PERSPECTIVES
Because the Services lie at the heart of the joint logistics network, the joint logistics community (processes, systems, programs, organizations) should measure “value” from the perspective of the Service components of the JFC. Every logistics program, system and initiative should be viewed within the framework of these critical strategic relationships and measured by its ability to support the effect we are expected to deliver.
I M P E R AT I V E S
FOR
SUCCESS
The supported JFC expects joint logistics to give him freedom of action - to enable the effective execution of his mission, according to his timetable. The value of joint logistics is in its ability to sustain joint logistics readiness, and we can measure that value by how well we achieve three joint logistics imperatives: Unity of Effort, Domain-wide Visibility, and Rapid and Precise Response. These imperatives are not goals in themselves, but define the outcomes of a confederation of systems, processes and organizations that are agile, effectively adapting to a constantly changing environment to meet the emerging needs of the supported JFC.
U N I T Y O F E F F O R T is the coordinated application of all logistics capabilities focused on the JFC’s intent, and is the most critical to optimizing all joint logistics outcomes. Achieving unity of effort requires the seamless integration of U.S. joint, multi-national, inter-agency and non-governmental logistics capabilities, and is built around three enablers. Appropriate organizational capabilities and authorities provide the means to effectively and efficiently execute joint logistics. Shared awareness across the logistics domain drives unity by focusing capabilities against the joint warfighter’s most important requirements. The effective integration of priorities, and the continuous sorting of those priorities in space and time are key tasks requiring shared awareness. Common measures of performance drive optimization across the processes supporting the JFC. Understanding how a joint logistics process works, how members of the joint force access that process, and how the JFC measures success frame this enabler.
D O M A I N - W I D E V I S I B I L I T Y is the ability to see the requirements, resources and capabilities across the joint logistics domain. Three fundamental enablers frame the ability to achieve this imperative. Connectivity – access to the network 24 hours per day, 365 days per year. Reaching globally - back, forward and laterally throughout the network to synchronize and coordinate efforts of supporting DOD agencies, interagency
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participants, multinational partners, host nations, contractors and commercial sector participants is a key task. Standard enterprise data architecture is the foundation for effective and rapid data transfer, and forms the fundamental building block to enable a common logistical picture and high logistical situational understanding. This enabler fosters warfighter confidence by facilitating visibility across the entire joint logistics environment. A global focus over the processes that deliver support to the joint warfighter is paramount to effective and efficient joint logistics. Logistics support to the joint force is global business, and any view of joint logistics that operates below this level will sub-optimize processes and deliver less-than-acceptable readiness.
RAPID AND PRECISE RESPONSE is defined by the ability of the supply chain to effectively meet the constantly changing needs of the joint force. Lack of key supplies, regardless of the reason, acts to undermine readiness and increase mission risk. The following performance measures indicate how well the supply chain is responding to the needs of the joint force. Speed is the core of responsiveness, and to the warfighter, its most critical aspect. Ideally, all logistics would be immediately available all the time, but that is not possible. In measuring speed, we should focus our efforts on what is “quick enough,” while recognizing that not all supplies are equal in importance. Items that truly drive readiness deserve special treatment. Reliability is the ability of the supply chain to provide predictability, or time-definite delivery. When items are not immediately available, the joint logistics system must provide immediate and accurate estimates of delivery to enable the warfighter to make decisions regarding future mission options. Visibility provides rapid and easy access to order information. A sub-set of domain-wide visibility, this feature fundamentally answers the JFC’s questions, “Where is it?” and “When will it get here?” Efficiency is directly related to the supply chain’s footprint. In the tactical and operational space footprint can be viewed in terms of the resources needed to compensate for the inefficiencies within the supply chain itself.
THE NEED
FOR
JOINT LOGISTICS
Joint logistics exists to give the JFC the freedom of action necessary to meet mission objectives. We deliver this effect by integrating all logistics capabilities within the operational space, bridging the strategic sustainment base of our Nation to the complex tactical environment in a way that optimizes logistics readiness. Through rigorous self-assessment, discussion, analysis and collaboration, we can make significant progress towards improving our ability to deliver logistics readiness. It is important, however, to continue to move forward with programs and initiatives that truly support joint logistics we cannot wait until every issue is resolved to make decisions. Viewing initiatives through the lens of the imperatives above should offer a reasonable starting point for assessing an initiaSustaining and increasing the qualitative tive’s value. The challenge of integrating Service and Agency military advantages the United States funded programs and systems not designed to holistically supenjoys today will require transformation port joint operations cannot be overestimated. However, the importance of achieving this integration is paramount. We – a transformation achieved by combinhave a responsibility to the American people and the next ing technology, intellect and cultural generation of Soldiers, Sailors, Airmen and Marines to do betchanges across the joint community. ter – much better. Lieutenant General Claude V. (Chris) Christianson is the Director for Logistics, the Joint Staff, Washington, D.C. K
––The National Security Strategy of the United States of America
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Transforming USMC’s Logistics For Today’s War, Tomorrow’s Battles Submitted by Col J. Douglas Turlip, USMC “Among the many things we have learned in Iraq, Afghanistan, and other parts of the world is that logistics modernization cannot wait,” says General Michael W. Hagee, 33rd Commandant of the United States Marine Corps. Thus, for the past two years, work has moved forward on many fronts for the Marine Corps’ multi-faceted, multi-year Logistics Modernization (LogMod) program – a program that, first and foremost, focuses on making Marines on the front line of the fight more effective and more lethal. To do so, we’re integrating our people with new processes and advanced information systems and technology. The USMC’s Logistics Modernization program consists of six key initiatives: Institutionalizing a new Logistics Organizational Architecture (Log OA) Undertaking Material Readiness Process Improvements comprised of: z Realignment of Supply processes z Realignment of Maintenance processes z Changes to Marine Air Ground Task Force distribution Defining Logistics Command and Control Requirements Enhancing the Logistics Combat Element’s Communications Capabilities and Bandwidth Restructuring and renaming the former Force Service Support Groups (FSSGs) to Marine Logistics Groups (MLGs) Developing and implementing the new Global Combat Support System-Marine Corps (GCSS-MC) as the technology enabler for our Service’s enhanced processes and logistics capabilities in a joint environment. Collectively, the initiatives – when complete – will dramatically transform Corps logistics operations from complex, time-consuming procedures using outdated technology platforms – some dating back to the 1970s – to more streamlined, intuitive processes and expanded, state-of-the-art capabilities. This will provide Marines more reliable and near real-time information giving them greater agility on the battlefield. Achieving this agility means that all of LogMod’s initiatives are being developed and executed with an ever-mindful eye on contributing to the Marine Corps’ over-arching, long-term goal of sea-based versus land-based expeditionary efforts by 2015. Additionally, new systems will meet Department of Defense requirements – including the joint GCSS standards issued by the Joint Staff – for interoperability with those of other armed services. Consequently, global inte14
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gration and collaboration capabilities across the entire logistics landscape are not just attractive options; they’re mandates for equipping all Marine logisticians properly. Throughout 2005 and early 2006, progress has been made toward turning the LogMod vision into reality. Despite some schedule setbacks with the GCSSMC component, we continue to collaborate with the Navy on their Converged Enterprise Resource Planning (ERP), and with the Army on many fronts, including the Battle Command Sustainment A Marine Corps logistics vehicle drives down the ramp of a U.S. Navy Landing Craft Utility. (DoD photo Support System (BCS3), GCSS-Army, and the by Petty Officer 1st Class Daniel E. Smith, U.S. Navy.) Warfighter Information Network – Tactical (WINT) program offices. Internal to the USMC, we are working to formalize new processes in Marine Corps – capabilities that will become available with the impledoctrine, and prepare those Marines who will be affected mentation of GCSS-MC, the technical enabler for most by LogMod changes through communication, educa- LogMod. tion, and change management programs. Also, of particuAmong the systems and technologies providing advantages lar note, our Marine Aviation Logistics components are to Marines, particularly in support of operations in Iraq, Naval – we have initiated a long-term strategy called and serving as “bridges” between current and future state Naval Logistics Integration that enables us to pursue servlogistics capabilities are: ice integration issues with the Navy that apply to our people, process, and technology. Battle Command Sustainment Support Systems (BCS3) – “Fighting the Global War on Terrorism (GWOT) at the same time we’re executing Corps-wide changes has been a double-edged sword for LogMod,” says LtGen Richard S. Kramlich, Deputy Commandant, Installations and Logistics, and LogMod’s overall advocate. “On one hand, war-time priorities limit our access to resources and funding we could use to expedite LogMod initiatives. But on the other hand, the GWOT has heightened awareness of the critical need for modernizing our logistics capabilities and provided the opportunity to test, in theater, new processes and technology applications that will be part of LogMod’s future state.”
B R I D G E T E C H N O L O G I E S – A D D I N G VA L U E
IN IRAQ
While many of LogMod’s benefits will not be realized until 2008 or beyond, its efforts are already contributing to improved logistics support for our warfighters in Iraq. Deployed Marines’ need for better information on the ground today has led to the emergence of several interim software solutions that provide one or several – but not all
an Army system that provides in-transit visibility (ITV), including mapping capabilities of vehicles, people, and supplies from strategic partners such as the Defense Logistics Agency and industry to the battalion level, so Marines know where supply items are and when they are likely to arrive. Warehouse to Warfighter (W2W) – often used in tandem with BCS3, this software provides a web-based capability for ITV, without mapping, from the battalion level to the last tactical mile. Historically, the most important and difficult link in the supply chain. Transportation Capacity Planning Tool (TCPT) – software for web-based capacity/transportation management, this tool assists in managing multiple tasks related to transportation over a five-day planning horizon. Common Logistics Command and Control System (CLC2S) – software to give Marine logisticians Continued on next page... EXCEPTIONAL RELEASE
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request/order management capabilities, primarily rapid request tracking, to document requests and minimize redundancy of orders. Being used primarily for USMC tactical logistics C2-related needs.
ER: TRANSFORMING USMC’S LOGISTICS
Marine Equipment Readiness Information Tool (MERIT) – provides a web-based equipment readiness reporting capability and a graphical depiction of Marine Corps readiness data.
IRAQ -- First Lt. Ed Ruckwardt and other members of the 1st Marine Expeditionary Force take a break after sweeping an area. The Lt's primary job is to purchase items for the Iraqi security forces in the western portion of the country. He is deployed from 82nd Contracting Squadron at Sheppard Air Force Base, Texas. (USAF Courtesy photo)
Logistics Support Wide Area Network (LSWAN) – an integrated system of commercialoff-the-shelf (COTS) software with very small aperture terminals (VSAT) to provide over-the horizon Internet communications to expedite non-secure information transfer and dramatically improve logistics chain visibility, timeliness, and efficiency in requisition throughput. One example of the benefits bridge solutions are bringing to the Corps occurred in May/June 2005, when readiness for M1A1 tanks was critical to continuing high operational tempo in Iraq. However, five requested and required replacement engines for the tanks became “frustrated”/delayed in Italy. Using BCS3 and the ITV data it presents, 2d MLG (Marine Logistics Group) in Al Taqaddum was able to see the problem and quickly dispatch expeditors to Italy to ensure the engines were loaded onto the next aircraft headed to Iraq. The BCS3 capabilities equipped the Marine logisticians with more accurate and up-to-date data that contributed to better decisionmaking – significantly reducing the potential “customer” wait time, and enabling the Marine commander to maintain his expected high readiness levels. “These short-term, limited, and oftentimes disparate bridge technologies will – in time – be replaced by LogMod’s comprehensive, single portal, and more intuitive GCSS-MC system,” says BGen Edward Usher, Director, Logistics Plans, Policies, and Strategic Mobility Division. “But in the interim, the LogMod program is augmenting today’s war effort by having our Logistics Modernization Teams train Marines on these newer technologies, the capabilities they provide, and
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the more simplified processes they enable. This helps teach our units how to use more advanced technology tools, which will ease and accelerate our transition to GCSS-MC once it becomes available. Furthermore, use of these bridge technologies generates feedback on processes and technology requirements that may need to be addressed to enhance or expedite adoption of LogMod changes.” Although still in its early stages, LogMod has laid a solid foundation for bringing much needed improvements to Marine Corps logistics. The fact that we’re able to contribute to today’s war effort at the same time we’re building for more powerful future capabilities is an added program benefit further increasing return on investment. As similar programs continue to advance in the Air Force, Army, and Navy, we look forward to working closely with their teams to share lessons learned, check interoperability, and as General Hagee has stated, “ensure we have a logistics capability that works first on the battlefield.” Col J. Douglas Turlip is currently serving as Logistics Vision and Strategy Center Head at Marine Corps headquarters, Arlington, Virginia. He oversees the Logistics Modernization program’s day-to-day operations and the activities of three Logistics Modernization Teams co-located with the Marine Expeditionary Forces at Camp Pendleton, California; Camp Lejeune, North Carolina; and Camp Butler, Japan. K
HOOAH!!
ARMY LOGISTICS 101
Submitted by Maj James E. Long, USAF
and where do my soldiers sleep? We are the CUL provider and need your inputs on Class III and V by 0700 tomorrow.
“You will not find it difficult to prove that battles, campaigns, and even wars have been won or lost primarily because of logistics.” –– General Dwight D. Eisenhower
The MSR is open and the LRPs are secure. Any questions? Hooah, move out!” If you were the Air Force logistician on the receiving end of this discourse, would you have a clue what was being said or what was expected of you? In today’s contemporary operating environment, the number of joint bases has increased and the support relationships between the
“Hooah! Welcome to LSA Joe or as you Air Force folks call it, ‘Bob AB.’ I am the BCT S4. The priority of support for both the FSCs and BSB is 35MM and we are counting on AF to provide specified CSS per the MOA. As the AF loggie for Bob AB, what is your plan to provide hot meals and CHS
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Services have become vital to mission success. As Air Force logisticians, we must understand the basics of Army Logistics, or Combat Service Support (CSS) as they call it, in order to do our jobs effectively in the joint environment. This article will explore the basics of Army Logistics doctrine at the strategic/operational and tactical levels.
ARMY LOGISTICS: THE BASICS
A R M Y L O G I S T I C S : S T R AT E G I C / O P E R AT I O N A L The elements of Army Logistics/CSS include everything from L E V E L bombs to beans to band…yes, the band. There are eleven core CSS functions: Transportation, Supply, Maintenance, Combat Health Service Support, Field Services, Legal Support, Religious Support, Human Resource (HR) Support, Finance, Explosive Ordnance Disposal (EOD), and Band Support. Army Logistics is governed by eight characteristics: responsiveness, simplicity, flexibility, attainability, sustainability, survivability, economy and integration. The eleven functions and eight principles of Army Logistics are found in Army Field Manual (FM) 4-0 which Army loggies know and live!
At the strategic level, the key players of Army Logistics include Army Materiel Command, the Defense Logistics Agency (DLA) and industry. The core organizations of Army operational logistics are TSCs and the Sustainment Brigades. The TSC is a regionally focused, globally employable, multifunctional, and joint capable unit linking strategic with tactical logistics. Its mission is to maximize throughput and follow-on sustainment of deployed forces. It is the single log C2 (deploy, employ, sustain and redeploy) element in theater and proponent for distribution, supply, maintenance services and life support. It plans, controls and synchronizes CSS for the Corps/Army or even the Joint Forces Commander Army loggies are also (JFC) if tasked. The TSC very conversant with An Army refueler "tops off" an Apache AH-64A with fuel at Forward Operating Base Mackenzie, also executes Common the ten classes of sup- Iraq. (USA Photo) User Logistics (CUL) manply. Everyone in the agement as required. CUL Air Force knows one are those functions which a single service has responsibility for sure—Class VI, but may be less familiar with the others: I – for over the entire area of operations. The Army typically rations, II – clothing, III – POL, IV – construction material, V maintains CUL responsibility for a number of items (e.g. – AMMO, VI – personal demand, VII – major end items POL, water and food). A TSC is a tailorable, modular organ(trucks, weapons), IX – repair parts, X – non-military (such as ization containing a variety of sustainment capabilities which food/tents for refugees). include Theater Opening, Theater Sustainment, Theater The US Army is in the process of transforming from a Distribution and Theater Petroleum Brigades. Sustainment Division-centric organization to a Brigade-centric organiza- Brigades can be with the TSC or the Corps/Divisions in tion. Consequently, Army Logistics transformed by providing Logistics Support Areas (LSAs). Sustainment Brigades bridge more capability to the Brigades. Gone are the Division the seam between operational and tactical logistics. Support Commands (DISCOMs) and Corps Support Commands (COSCOMs). At the operational level, the A R M Y L O G I S T I C S : T A C T I C A L L E V E L Theater Support Command (TSC) and Sustainment Brigades Army Logistics at the tactical level hinges on the synchroare responsible for support. The TSC provides support at nization and coordination of key areas including: priority of echelons above corps. The sustainment brigade provides sup- support, combat/field trains (not actually trains but trucks), port at echelons above brigade. As you move down into the main supply route (MSR), levels of maintenance, Brigade tactical level, there is a Brigade Support Battalion (BSB) Support Areas (BSAs), Logistics Release Points (LRPs) and organic to each combat Brigade Combat Team (BCT) and in Combat Health Support (CHS). Tactical logistics supports each heavy/light maneuver battalion there is a Forward Support Company (FSC).
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ER: HOOAH!! ARMY LOGISTICS 101
ence between the servicbattles and es. Army Aviation engagements, is Maintenance Officers are measured in rated officers whose pridays/hours, susmary track is operational tains momentum aviation. They attend of the combat the Army Aviation forces and focuses M a i n t e n a n c e on supporting Management Course in commander’s preparation for the mainintent. The basic tenance job. In addition battlefield logistics to the rated pilot, Army functions are: units have “Walking arm, fix, fuel, susWarrants,” a non-rated tain (food/water) and move. A Soldier performs maintenance on an Apache Longbow helicopter on an airfield in Iraq. Army avi- Aviation Maintenance Normally, the pri- ation assets are playing a key role in Operation Iraqi Freedom and the Global War on Terrorism. Warrant Officer to pro(USA Photo) vide combination of aviority of support is ation maintenance expe35MM (not the camera), Class III (POL), Class V (AMMO), Maintenance rience and leadership skills. (prioritized by type of weapon system) and Medical. This article provided a 50,000 ft look at how Army logisDistribution and transportation (movement) priorities are tics is organized and executed. Hopefully, when you get also established (e.g. medical movements to the rear and the opportunity to operate in a joint environment with tanks movements forward have top priority). The BSB disyour Army loggie brethren you will be able to understand tributes supplies, performs field maintenance and provides what they are talking about. If you want to be even betCHS to their BCT. The BSB works closely with the FSCs ter prepared, take the time to review the Army Logistics in each combat battalion. The FSCs provide their battalBible, FM 4-0, before you go. And be sure to brush up on ion with maintenance, distribution and supply support. your AF and joint logistics doctrine while you’re at it. Understanding logistics doctrine is key to being effective A R M Y AV I AT I O N M A I N T E N A N C E in a joint environment. No ER article about Army logistics would be complete without describing Army Aviation Maintenance. Army HOOAH!! aviation maintenance contains: Aviation Unit Maintenance (AVUM), Aviation Intermediate Maintenance (AVIM) and Depot Support. AVUM is a “Logistics must be simple—everyone thinks company within the Aviation battalion that performs prethey’re an expert.” –– Anonymous ventive maintenance, unscheduled repairs and LRU replacement like an AMU in the AF. AVIM units are primarily battalion level units that perform intermediate level repair and functions that can’t be done by AVUM due to Maj James E. Long, an Aircraft Maintenance Officer tools or expertise similar to AF backshop maintenance currently attending the Army Command and General squadrons. Company level AVIM units are assigned at the Staff College. Past president of the Wright-Brothers and division and above to provide support to the entire area of operation…this is similar to AF Centralized Intermediate Repair Facilities (CIRFs). There is one significant differ20
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Palmetto LOA chapters. K
Joint and Multinational Logistics An Operation DESERT SHIELD/DESERT STORM and Operation IRAQI FREEDOM Perspective
Submitted by Major David Flippo and Mr. Allan Cridlebaugh Much has been written in the past few issues of the ER regarding Expeditionary Logistics and how things have changed from the way we used to do business. Unfortunately, there hasn’t been a lot of discussion about the vital role joint and multinational logistics played in the success of recent operations. From Operation DESERT SHIELD/DESERT STORM (DS/DS) to OEF and OIF, one thing is for certain, it has become blatantly obvious that Logistics is the muscle behind our success, or as Lt Gen (ret) Leo Marquez was quoted in the Winter 2005 ER, “Logistics is the jawbone!” Before we go much further, I think it may be important to point out that by Logistics (Big L) we are referring to what some might call
the entire spectrum of Combat Support career fields (Comm, CE, MX, Logistics Readiness, Services, Personnel and yes, even Security Forces, to name a few). So, it becomes very apparent during combat operations that the teeth can’t do their job without the jawbone. So what does understanding joint and multinational logistics have to do with Logisticians in the Air Force? After all, our operators are the war fighters, right? They are the ones that coordinate and fight with the joint force, right? Wrong! The answer is simple, “understanding joint/multinational logistics has everything to do with our success as Logisticians”. Why is it, then, that many of us don’t understand or even study the significance of this relationship? A key reason is that, until we complete PME (IDE/SDE), or are fortunate enough to get a joint assign-
Photo: IRAQ (AFPN) -- Tech. Sgt. Andrew Morin brings up position data on the Precision Lightweight GPS Receiver, a global positioning satellite device. He is with the 732nd Expeditionary Logistics Readiness Squadron participating in combat convoy security team missions. His team is returning convoy duty to the Army. (U.S. Air Force photo by Master Sgt. Lance Cheung)
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ment, many of us don’t have a formal, mandated opportunity to be exposed to joint and multinational doctrine. This timing is problematic because it’s not only FGOs that are making logistics happen at the operational and tactical level, it’s also CGOs and SNCOs getting it done during combat—most of whom have never been exposed to joint or multinational logistics doctrine beforehand. The intent of this article is to provide both a perspective of recent combat operations and an understanding of the significance of joint and multinational doctrine at the operational and tactical levels of war. It will look at some examples of how joint and multinational logistics played a part in the successes and challenges of DS/DS and OIF. As you read, we ask that you keep in mind that these are just a few examples. When you consider that over 20 bases were stood up for DS/DS and over 30 bases for OIF, you can begin to gain a greater appreciation of what each base was challenged to accomplish and the significance of understanding joint and multinational doctrine.
DESERT SHIELD / DESERT STORM (DS / DS) Several things come to mind concerning joint / multinational logistics issues during Desert Shield / Desert Storm. First, was the sealift of Air Force, Army, Navy, and Marine Corps assets by Military Sealift Command-owned ships and the off-load of these ships at major seaports within our
coalition partner countries managed by U.S. Army port operation units. The two principal theater seaports, AdDammam and Al-Jubayl, had heavy lift equipment, warehouses, outdoor hardstand storage and staging areas, and good road networks around the port facilities. However, there was not enough storage capacity at these ports to handle the large amount of equipment and supplies that arrived in such a short period of time. Saudi Arabia cooperated fully as a multinational partner and made their ports available while allocating more than 70 percent of the throughput capability in the theater to support coalition forces. Other in-theater port operations, used to move pre-positioned stocks and provide storage, were conducted in Bahrain, Oman, and the United Arab Emirates (UAE). However, movement of Air Force assets by sealift was not without its problems. This is where understanding sealift operations becomes vital. Often times, ships arrived with no-notice and manifest data was unavailable. In the Air Force, we tend to think in terms of airlift. However, nearly 175 ships with Air Force cargo were handled during the course of DS/DS. It was a daily struggle to ensure the cargo reached its intended destination. Only through the efforts of all parties concerned did cargo get identified and delivered to the final destination. The implementation of CENTAF liaison offices at the SPODs aided immensely in the resolution of the complex sealift issues. It is important Continued on next page...
BALAD AIR BASE, Iraq (AFPN) -- Soldiers with C Battery 1/17 Field Artillery prepare their armor-modified M-1083 medium tactical vehicle during the pre-dawn hours on a January morning. They will escort a 181st Transportation Battalion combat convoy of supplies and mail to a forward operating base in Iraq. (U.S. Air Force photo by Master Sgt. Lance Cheung)
ER: JOINT
AND
M U LT I N AT I O N A L L O G I S T I C S
that we all understand our responsibilities when it comes to sealift operations.
SUNNY POINT, N.C. -- Military Sealift command officials charter this ship for prepositioning ammunition and supplies for possible Air Force operations. The ship is 670-feet long and can move at speeds of as fast as 16 knots. (U.S. Air Force photo by Michelle M. Butzgy)
In late October, a special airlift mission called Desert Express began. A daily mission was flown from CONUS to the theater provided overnight delivery of spare parts considered absolutely crucial to ensure maximum wartime readiness. The resupply of crucial items by airlift was not new; the concept of a regularly scheduled, dedicated aircraft operation was new. The system included a dedicated C-141 that flew daily from Charleston AFB, to Torrejon AB, Spain to Dhahran, SA and on to Riyadh AB, Saudi Arabia. Charleston AFB was designated as the APOE for the Air Force, Army, Navy, and Marine Corps. All services competed for limited airlift capacity, so coordination amongst the joint forces was critical. Desert Express reduced the response time for high priority shipments for all services from as long as two weeks to as little as 72 hours. A similar dedicated, special airlift mission called European Express was also started. It connected with the Desert Express in Dhahran and moved critical MICAPs for the units deployed from Europe.
To provide visibility over common user cargo, a Joint Airlift Clearance Authority (JACA) was established at two major APODs. This concept proved invaluable in monitoring and tracking cargo and aircraft engines entering the AOR. The JACA also developed procedures and guidance for all USCENTAF controlled aerial port and traffic management functions and played a key role in developing a fixed aerial port structure at Riyadh AB. In addition, JACA representatives deployed to Europe and established a vital capability to move high priority cargo on the European Express. Intra-theater airlift moved over 142,000 short tons of cargo and 134,000 passengers for all services. Over 3,500 airlift requests were validated to move cargo and passen-
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gers. CENTAF, in cooperation with their aerial port control center counterparts, worked with the CENTCOM Joint Movements Control Center to establish intra-theater airlift routes and channels to move common user cargo and passengers throughout the AOR. Those airlift routes were called Scheduled Theater Airlift Route (STAR) and Camel. STAR had the primary mission of moving people and mail among the operating bases in the AOR. In contrast to STAR, Camel missions provided a daily cargo transport service within the AOR. The C-130s dedicated to Camel missions airlifted cargo to destinations throughout the AOR according to regular airlift schedules. Passengers were transported on a space available basis. Camel schedules were planned and coordinated with the arrival of the Desert Express and European Express missions at Dhahran AB and Riyadh AB. A hub and spoke system was established with a hub in Dhahran AB that supported the UAE, Bahrain, and eastern Saudi Arabia. A second hub was established in Riyadh AB to support central and western Saudi Arabia. The C-130s quickly became the backbone of the intra-theater movement system, providing superior support to all the coalition forces. Over 13,000 airlift missions were flown, moving almost 159,000 short tons of cargo and 184,000 passengers for the coalition forces. As the executive agent for line-haul (ground) operations,
the Army was unable to meet the needs of its sister services. Throughout DS/DS, Army line-haul support never matured to fully meet Air Force requirements. International border clearances and customs problems were never fully resolved and significantly delayed high priority cargo. As a result, CENTAF took the initiative to support Air Force line-haul requirements and established the Blue Ball Express. In the early deployment stages, common-user land transportation shortfalls required CENTAF to award its own commercial line-haul contracts. During this operation, CENTAF established an organic line-haul capability that consisted of 200 Air Force drivers and 100 leased tractor trailers and tankers. This system moved cargo, such as jet aircraft engines and aerospace ground equipment, and repositioned some munitions and fuel resupply. The Blue Ball Express moved over 10,000 tons of Air Force cargo, munitions, and fuel. Over 75,000 tons of Air Force cargo was moved by a combination of commercial, Army, and Blue Ball Express assets.
O P E R AT I O N I R A Q I F R E E D O M Looking at OIF from a tactical perspective, it is clear that it would have been impossible to accomplish our logistics tasks without the cooperation of multinational and joint forces. As with DS/DS, it became readily apparent that sealift would provide the bulk of our sustainment. From the tons of munitions, to over 75 R-11 refueling trucks
needed just at Al Jaber AB, Kuwait, it was obvious that sealift and line haul were going to be used extensively. Coordination between the Military Sealift Command, the Army port operations, and the end user was imperative. Unfortunately, under deployed conditions, manning is not as robust as at homestation. At Al Jaber AB, two logistics planners carried out the 24/7 operations for the entire 8 months of their deployment. Not only did they have to coordinate the sealift assets, but they also had to monitor the TFPDD; manage the airlift assets (personnel and equipment) that arrived at the Kuwait City International Airport (KCIA); and the arrival, beddown, forward deployment and redeployment of over 160 aircraft/personnel from several squadrons throughout the Air Force. How does this get done with only two logistics planners? Through creativity. Fortunately, at Al Jaber AB there were Marines, Army, Navy, British and Kuwaiti forces to assist. By creating the Coalition Forces Logistics Operations Center (CFLOC), personnel at Al Jaber AB took advantage of the Multinational Principle of Logistics (JP 4-08) of “coordination” which encompasses, Unity of Effort.
Another manning shortfall throughout the theater of operations was with the 2T2 career field. There just weren’t enough of them. There were three at Al Jaber AB. And considering that logisticians had to stand up 30+ bases in the theater, it’s easy to see how this critical manpower resource came to be in such short supply. Obviously, three 2T2s have 1990's -- C-141B Starlifter aircraft, foreground, and two C-5A Galaxy aircraft stand on the flight line as they to get very creative to manage a 24/7 are readied for deployment to Saudi Arabia during Operation Desert Shield. operation for 8-9 months. For the first couple of months, they worked their shifts around the flights, rarely getting a full 8 hours sleep at any one time. Their salvation came when CENTAF provided a team of cargo handlers from Lithuania and Latvia. They quickly became a force multiplier for the rapidly expanding C-130 airlift requirement. Transporters in theater had to deal with myriad transportation issues Continued on next page... EXCEPTIONAL RELEASE
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M U LT I N AT I O N A L L O G I S T I C S AND
ER: JOINT
that typically are not encountered at TALLIL AIR BASE, Iraq -- The trucks making the last Red Tail Express delivery gather in the cargo-delivery area of tent city here. The Red Tail Express traveled almost 30,000 miles on 59 convoy trips north into Iraq, homestation. When forces are prepardelivering materials here and to Kirkuk Air Base and Baghdad International Airport. (U.S. Air Force photo by ing for war, joint doctrine for Senior Airman Karolina Gmyrek) Reception, Staging, Onward Movement and Integration (RSOI) comes into play. How does this impact Air Force operations? The concept of RSOI places the Army as the lead agent for managing incoming personnel and equipment in a theater. As you may recall, prior to the buildup for OIF, the AF had been operating independently in the theater for over 10 years. This established a routine and a mindset that the AF would just take care of its own assets upon arrival for OIF, just like in the past. Many Class 1, 3 and 5 supplies (food and water, vehicles, equipAF personnel were not familiar with the processes pre- ment and weapons). The type of equipment the AF needscribed in joint RSOI doctrine. As with DS/DS, the man- ed to send forward to stand up bases inside Iraq did not agement and distribution of personnel and equipment sud- readily fit into these categories, so priority for movement denly became chaotic. Not because the Army was running through the Army channels was not given to the AF. The the show, but because the AF was not postured to follow Air Force responded by establishing the Red Tail Express, established joint doctrine. Eventually, the AF mitigated a line haul capability similar to the Blue Ball Express used the transportation problems by closely monitoring and in DS/DS. The name Red Tail Express was in honor of the coordinating movements with Army logisticians. One ini- 332nd Tuskegee Airmen’s heritage. tial demand levied on the AF by the Army was that every vehicle traveling off base had to have an armed person on board. The short term solution to this situation was to use Marines to provide shotgun riders. Obviously, the Marines would not be available once combat started but using them initially gave the AF time to train and arm its own personnel. Short-notice taskings also impacted transportation within the theater. As with DS/DS, it became apparent the Army would not be able to meet Air Force line-haul requirements. Shortly after combat started, the 332nd AEW was tasked to stand up forward operating bases inside Iraq. The Air Force needed to move over 880 truckloads of equipment and supplies to accomplish this task. In aircraft terms, that would be over 1,000 C-130 sorties. Airlift wasn’t an option at this point of the conflict because the 82nd Airborne Division was consuming the intratheater airlift assets. Army line haul was equally saturated by prioritized
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The initial trucks used for the Red Tail Express came from a local contract because the AF did not have the transportation resources available. At Al Jaber AB, the base contingency contracting office deserves a ton of credit. Within hours of the tasking for line haul assets, we had trucks showing up at the gate ready for use. Eventually, over 30 AF trucks arrived which enabled continuous flow of 15 vehicles per convoy going back and forth into Iraq every other day. Daily coordination with the Army was critical to obtaining the mandatory convoy control numbers from the Joint Movement Center that allowed transit into Iraq. Eventually the process became engrained and as one convoy departed, the next was getting loaded. At times, the Red Tail Express would join up with the CENTAF A4 convoys coming from Saudi Arabia. These convoys sometimes grew to 60 trucks. Challenges abounded, particularly over third country national drivers transporting assets into Iraq. As with the Blue Ball Express, bor-
der clearances, language barriers and cultural differences created challenges.
CONCLUSION As you can tell from these accounts, the understanding of Joint and Multinational Doctrine enhances the way our Armed Forces fight. During OIF, the Air Force Times reported that the “332nd AEW was doing the impossible.” What made the impossible, possible, was the cooperation of all the Joint and Multinational forces assigned to the Wing. This same cooperation was mirrored at dozens of bases throughout the OIF theater as logisticians from every service and multiple countries worked together to make the impossible, possible. What have you done to familiarize yourself with joint logistics doctrine? Don’t wait until you go to IDE or SDE to learn the ropes. The Joint Pubs are available online; check them out before you get your deployment order.
Recommended Readings Joint Pubs 4-0 series http://www.dtic.mil/doctrine/s_index.html The Joint Forces and Operational Warfighting, Smartbook Major David A. Flippo is currently assigned as the Department Head of Logistics Management at AFIT/LS, he was the 332 ELRS CC at Al Jaber, Kuwait before and during OIF and he is soon to take command of the 354th MOS at Eielson AFB, AK. LtCol (ret) Allan Cridlebaugh is currently the course director for LOG 299 (Combat Logistics) at AFIT/LSM and is a career Air Force logistics planner. He was assigned to CENTAF for over 10 years and was forward deployed during DS/DS as a member of the CENTAF logistics staff. K
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Atterbury Airmen The Afghanistan National Army’s Logistic Embedded Training Teams Photo: A contingency from AF Embedded Training Team (ETT) tour supply depots with the Afghan National Army (ANA) Logistics Command. Pictured left to right: Jim Flanigan, Bashir (interpreter), BG Dawood, ANA, Col Michael Wilson, USAF, Capt Mike Stefani, USAF, Col Ewaz, ANA, Depot CC. There are assorted ANA soldiers in the back ground. (USAF photo by JD DuVall)
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Submitted by Col Michael Wilson, Lt Col David Haase, Maj JD DuVall and Capt Jeff Berlakovich Picture yourself in Gardez, Afghanistan, leaving your B-hut with your Afghan interpreter and wearing your Individual Body Armor, Kevlar, M-4 and M-9. You climb into your 1994 Toyota 4Runner. You are the Convoy Commander moving an Embedded Training Team (ETT) from Camp Lightning to an Afghan Forward Supply Point. You may be asking yourself, “how did I get here and how did I get tasked to advise, train, and mentor the Afghan National Army (ANA)?” The Global War on Terrorism changed our nation and our Air Force. One notable outcome is that today many Airmen are performing duties unimaginable a few short years ago. The USAF Embedded Training Teams (ETTs) in Afghanistan are just one example. Their mission is to establish fundamental staff and logistics processes throughout the Afghan National Army (ANA) Logistics Command. Today, 92 Airmen from across our Air Force, train, mentor and advise members of the ANA in a wide variety of functional areas ranging from engineering to communications to logistics as they rebuild their Army and supporting commands. These 92 Airmen deployed with very little notice, completed Army combat skills training and were thrust into a mission where their technical competency is enabling them to achieve success in an environment wholly unlike anything they had previously experienced. This article focuses on one group of Airmen (grades E-5 to O-6), who came to comprise the AF’s first ANA ETTs. It all began with a select group of Airmen receiving an average of 72 hours notification to pack their bags and head off on a 220+ day deployment to the other side of the world. En route, they made a stop for predeployment/mobilization training at Camp Atterbury, Indiana, courtesy of the U.S. Army. Since this article was written, the team has integrated numerous other Airmen from Camp Atterbury as well as Airmen trained at Fort Carson, Colorado.
TRAIN UP Camp Atterbury is a U.S. Army Reserve mobilization center designed to train, equip, and deploy Army Reserve and Army National Guard units in support of sustained U.S.
Army operations. Its day-to-day training model was used as the template to prepare Airmen with the necessary combat skills to deploy in support of the new ETT mission. The Army was quick to tailor its Reserve/Guard training program to meet the needs of deploying active duty Air Force members. Based on the Airmen’s input, the Army Reserve mobilization model-based training shifted towards a combat skills and theater specific orientation midcourse. The Airmen requested unique training based upon their understanding of the ETT mission. To enhance their basic language training, specific lessons learned and practical applica- Left to Right: Maj JD DuVall, USAF - Senior Mentor, ANA Central Supply Depot; CMSgt Erik Wineland, tions courses were added. Use of an interpreter USAF- Camp Blackhorse Senior ETT; Col Scott, USMC - Mentor to the 201st Corps Commanding General; in a controlled environment to solve logistics MG Mangal, ANA - 201st Corps Commanding General; Col Ewaz, ANA - Central Supply Depot Commander issues helped to build solid foundations for sucsearch, counter IED and convoy operations. They attended cess. The instructors also carved out valuable training time by a four-day Combat Lifesaver (CLS) course where they learned changing Army teaching models from “Train to Time” to lifesaving measures and were certified to provide immediate “Train to Task.” Briefings by recently returned Army combatcare that could save a casualty’s life. (Up to 90% of combat ETTs on Afghan culture and interpersonal skills also proved to deaths occur on the battlefield before the casualties reach a be value-added training. According to Col Wilson, Tinker medical treatment facility.) The training included stopping AFB, “The end result was more confident, combat-ready severe bleeding, administering intravenous fluids to control Airmen better prepared to meet the military and cultural shock, and performing needle chest decompressions for a demands of the ETT mission.” casualty with tension pneumothorax (sucking chest wound). Pride in being U.S. Air Force Airmen at an Army camp Capt Mike Stefani, Air Mobility Warfare Center, graciously became a point of morale. One outcome was the production became the class pin cushion as he had four IVs stuck in him of an Afghanistan ETT coin that built team unity and memo- in under an hour to facilitate certification of the more anxrialized the landmark message. The team reveled in the ious Airmen. opportunity to go above and beyond in combat skills training. For example, 100% of the Airmen qualified in the S H A P I N G T H E M I S S I O N Army’s more-stringent M-16 and M-9 standards. In addition, Col Michael Wilson, Tinker AFB, is Commander, Detachment every Airman qualified on at least one crew-served weapon, 2, 755th Expeditionary Mission Support Group (EMSG) and is such as the M-240, M-249, M-2 and Mk-19. CMSgt the senior embedded trainer for ANA sustaining institutions. Wineland, Eielson AFB, stated, “One of the best parts of He has the unique challenge of synchronizing the efforts of Det training was the immense amount of lead we got to put down 2 Airmen who are working in parallel chains; i.e., execution & range.” Thorough training on the AK-47, the most common administrative. When the Airmen arrived in Afghanistan, weapon found in Afghanistan and the primary weapon of the they were met with an undefined mission. Col Wilson estabAfghan National Army soldiers, was also included.. The lished a vision that provided direction for all ETT members, Airmen became quite proficient with the weapon. During a no matter where their daily tasks take them — “Airmen mencompetition to field strip and rebuild an AK-47 while blind- toring, training & advising professional ANA soldiers to build folded, Capt Jeff Berlakovich, Aviano AB, produced the best a fully operational Logistics Command capable of sustaining result with a time of 1 min and 52 sec. the ANA mission” This vision also provided an end-state The deploying Airmen were exposed to a variety of combat training scenarios that included crowd control, individual
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including: a mission defined only by a Deployment Order, a dynamic operating environment that is a blend of Soviet centralized logistics and a hybrid Army logistics model, and an ANA Logistics Command with only 300 personnel, almost no fielded equipment and construction projects that were behind schedule.
The Airmen of the ETTs are filling “in lieu of” (ILO) taskings. In simplest terms, that means they are serving outside their core competency. One challenge of the ILO deployment environment is ensuring Airmen receive the best possible support. Today, our Air Force is providing combatant commanders with over 3,000 ILO forces ANA and AF conducting a tank inventory at the Afghan National Army Central Depot in Kabul. (USAF and it is critical the At first, some of the photo Maj JD Duvall.) Air Force not lose Airmen wondered contact with a single Airmen. In Afghanistan, the 755 how they could possibly help build an Army Logistics EMSG stood up in Jan 2006 to provide Unity of Command Command. After all, many of them didn’t speak in the terfor Airmen; it is the cornerstone of the Air Force commitminology of the quartermaster or understand the process of ment to meet the combatant commander’s requirement the property book, nor were they organized in Brigades, while simultaneously providing the best possible support for Battalions (Kandaks in Afghan army) or Corps. Yet, the deployed Airmen. Reinforcing this commitment to interAirmen soon realized that they had a lot to offer. They service partnership, Tactical Control (TACON) of the learned that they didn’t need to be technical experts in army Airmen is delegated to the US Army. That is, Airmen are logistics; they just needed to be leaders. Combining their iniunder the day-to-day control of the organization they are tiative and experience with their leadership attributes, the deployed to support in order to accomplish their assigned Airmen soon found ways to teach the technical aspects of tasks. The Air Force retains Operational Control (OPCON) army logistics, share good staff procedures and management and Administrative Control over ILO Airmen. In the simpractices, and demonstrate strong leadership skills and values. plest terms, the Air Force retains: the authority to organize The Airmen also realized that the training they had units, the authority to establish a Chain of Command, and received courtesy of the U.S. Army was immediately rele- the authority to apply the UCMJ. vant to their situation. In Afghanistan, the Airmen were called upon to serve in a wide array of tactical operations A T Y P I C A L D A Y that leveraged their skills, such as convoy commanders, The Airmen of the ANA ETTs are living in safe houses, convoy shooters, CLS-certified convoy members and per- B-huts or CONEXs. Most work “outside the wire” and sonal security details. One Airman was even tasked to are interacting with the Afghan culture on a daily basis. provide security on a special operations recon mission. They are never without their body armor and weapon(s). But these taskings remained ancillary to their primary mis- According to Col Wilson, “it has taken some getting used sion of building the ANA Logistics Command from the to, but Airmen are a resilient and innovative group; they ground up. find a way to make the best of any situation.” ANA
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Logistics Command embedded trainers are spread across the country, bedded down at seven different locations
throughout Afghanistan. Conditions range from austere to...well, very austere! Many embedded Airmen conduct daily convoys and, as a group, they work out of no less than 25 different sites on a daily basis. Mentoring and training sessions are fascinating and often deliberately slow. According to Capt Jeff Berlakovich, Aviano AB, “we find that communications through interpreters can result in a lot of discussion but not always communication.” During the first couple of weeks on the ground, getting an interpreter to show up at the right time was a success! Some of our operating locations have no electricity, no water and most have no modern conveniences. TSgt Joey Jimenez, Malmstrom AFB, observed that “throughout the day, your cell phone and your ETT partners are your only connection to the US military.” Functionally aligned under Office of Security Cooperation-Afghanistan Defense Reform Directorate, ETT Airmen find themselves working with the Ministry of Defense, contract logistics trainers, Task Force Phoenix Corps level and below logistics enablers…the list goes on. The diverse spectrum of stakeholders can be daunting. Lt Col Deron Wendt, Barksdale AFB noted, “One of the biggest challenges is that embedded trainers are deeply vested in the process, but do not own any of the controlling mechanisms … there is a lot of bureaucracy to break through. That said, it is rewarding when we see progress; no matter how small.” Despite the challenges of working with multiple bureaucracies, the ETT Airmen have achieved a number of successes as they break down the barriers to change. For example, Capt Derek Strunk, Ramstein AB, is slowly guiding a $875M equipment fielding plan with over 6,578 pieces of equipment. Most ANA warehouse now have forklifts! Maj Jason Knight, Lackland AFB, is navigating a complex personnel system & finding a way to grow the Log Command from 300 soldiers 5,907. Maj Ken Heath, Hickam AFB, and CMSgt Mark Dylla, Hill AFB, are working with 18 ANA soldiers to build a Central Workshop (National Maintenance Depot) from the ground up. With no facilities and no equipment, they will create a central facility that will accomplish a variety of maintenance tasks ranging from changing vehicle oil, repairing radios, conducting major over-hauls on ground combat tracked vehicles and performing aircraft depot maintenance.
While most of the Airmen serving with the ANA ETTs have at times been frustrated with the pace of operations and their inability to quickly induce change, each has come to have a new perspective of the diverse and culturally rich people of Afghanistan and has gained a new appreciation for the ANA and its challenges. Each will ultimately depart Afghanistan with a better appreciation for our place in the world and a new respect for the Global War on Terrorism. In reality, this war is as much about empowering people and giving dedicated and professional ANA logisticians/soldiers the time, training and tools to sustain the ANA without direct U.S. or Coalition force assistance. The mission of providing training for the Afghan National Army so it can become self reliant is of critical importance to the Global War on Terrorism. While Airmen embedded in the ANA Log Command are performing duties unimaginable three years ago, each is, and will continue to meet and exceed expectations. Embedded Airmen will have frustrating experiences and they will be asked to work outside their comfort zone. However, they will find working in tandem with their sister services and partnering with their Afghan counterparts is a very rewarding experience. But, in the end, their mission is about more than just the assistance they are providing the Afghan National Army—it is about extraordinary Airmen making a commander’s vision a reality.
Col Michael L Wilson. Temp:
Senior Mentor to the
Commander, HQ ANA Logistics Command. Home duty/station: Tinker AFB, OK. Capt Jeff Berlakovich. Temp:
HQ ANA Logistics
Command Supply and Maintenance Mentor. Home duty/station:
Fuels Management Flight Commander,
31st LRS, Aviano AB, Italy. Lt Col David Haase. Temp:
HQ ANA Logistics
Command G4 Mentor. Home duty/station: Commander, 37th LRS, Lackland AFB, TX. Maj JD DuVall. Temp:
Senior Mentor to the
Afghanistan National Central Depot Commander. Home duty/station: HQ PACAF Fuels Officer, Hickam AFB, HI. K
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Strengthening Our Unrivaled Joint/Bilateral Relationships A USN P-3C breaks left to display its payload
Submitted by Maj Scott DeLorenzi Working at the 35th Fighter Wing means living the joint mission day in and day out, and our logisticians have developed unmatched ties with our joint and bilateral partners in defending Japan and promoting regional security. Misawa Air Base sits roughly 400 miles north of Tokyo on the main Japanese island of Honshu and is home to the 35th Fighter Wing’s two Block 50 F-16 squadrons. While the base supports several other agencies, including Naval Air Facility (NAF) Misawa and Commander Patrol and Reconnaissance Force Fifth and Seventh Fleet (CTF 57/72), the wing also shares Misawa’s runway with the Japan Air Self-Defense Force (JASDF).
T H E N AV Y A S S I G N E D
TO A
USAF BASE?
The United States Navy has several commands and detachments stationed at Misawa, and each play a critical role in the overall mission of the base:
N A F M I S A W A : The primary base agency supporting all Navy activity on Misawa, NAF Misawa hosts 14 Navy commands and activities in providing critical logistics support for rotating deployed P-3C maritime patrol (VP) and EP-3E combat reconnaissance (VQ) squadrons via the Weapons and Aircraft Intermediate Maintenance Departments (AIMD). During recent LOA/NAF Misawa exchanges, AIMD technicians opened
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The 35th Maintenance Squadron’s Munitions Flight worked hand-in-hand with the Weapons Department of NAF Misawa and the wing’s Safety office to complete a courtesy storage agreement to place AGM-84 Harpoon missiles in MXS’ igloos. The Harpoon’s liquid propellant initially presented a new challenge for the Munitions Flight’s storage personnel, as the item falls under a different munitions compatibility group. The Munitions Flight resolved this dilemma by developing a new storage plan to accommodate the Navy’s munitions requirements.
In one of the most visible joint logistics efforts, the 35th Fighter Wing has begun working with Navy and Marine Corps units based in Japan to expand their capabilities for future deployments to Misawa. The 35th Maintenance Group spearheaded this effort by confirming equipment compatibility and technical data accuracy via their NAF Misawa contacts prior to a hot refueling test which used an F/A-18 Hornet aircraft deployed to Misawa. The information collected is part of a certification package that will facilitate future USN personnel practice hot refueling procedures on an USAF/USN hot pit operations at the F/A-18F from Carrier Air Wing 5 in a Protected Aircraft base. Shelter at Misawa.
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the eyes of Misawa’s logisticians by displaying their expertise in micro-miniature repair, and agreed to share their skill with 35 MXG’s Air Force Repair Enhancement Program office. This training allowed our personnel to perform computerassisted troubleshooting of printed circuit boards quicker than with our current manual method.
C T F 5 7 / 7 2 : The mission of CTF 57/72 is to train and maintain the operational readiness of both forward deployed P-3C and EP-3E squadrons at Misawa, as well as units deployed across the Pacific Ocean south to Australia and west to the Middle East. Two of the locally assigned CTF 57/72 logistics elements are the Mobile Mine Assembly Detachment 12 (MOMAD 12) and the Fleet and Industrial Supply Center (FISC) Hachinohe Fuel Terminal: MOMAD 12: This unit stores, maintains and assembles various types of Mk60/-80 series underwater mines in support of COMPACFLT and COMSEVENTHFLT mining operations, standing ready to arm deployed P-3C aircraft.
The fuel transferred to Misawa is stored by the 35th Logistics Readiness Squadron’s Fuels Management Flight, who coordinates with the terminal to ensure the base has the required amount of fuel on hand and maintains the base’s reserve until they deliver it to the flight line. The Flight forwards weekly projections to FISC in order to determine how much fuel should be delivered. In addition, during contingency operations, both offices work closely together to adjust fuels requirements.
STRONG ALLIED PA R T N E R S The JASDF units assigned to Misawa have also offered the “Miss Veedol” LOA chapter a unique insight into how an allied air force supports their own flying mission. The JASDF operates five different MDSs from Misawa, including F-2 and F-4EJ fighters, E2C airborne early warning aircraft, T-4A trainers, along with search and rescue CH47 helicopters.
MOMAD 12 has offered the use of their corrosion control sand blast facili- MOMAD 12 personnel brief Misawa's "Miss Veedol" LOA members on the tools of their ty to the Munitions trade…underwater mines! Flight to restore approximately 140 MK-84 bomb bodies, a great way to The 35th Maintenance Squadron’s Maintenance Flight and JASDF routinely provide Crash Recovery crane coverage maximize available resources! while each of their equipment undergoes scheduled mainte FISC Hachinohe Fuel Terminal: Located at the nearby nance. JASDF and USAF maintainers also combined to perport of Hachinohe (a 30 minute drive from the base’s form the first-ever crash recovery lift exercises using a JASDF front gate), the terminal provides a lifeline of petroleum E-2C and have created a crash recovery support agreement. that keeps Misawa’s aircraft flying. The facility receives The motivation is obviapproximately ous…check interoperability 17,000,000 galof each others’ equipment so lons/415,000 barrels that each may provide assisof JP-8 annually and tance when necessary. sends the “liquid gold” to the base priThe Fabrication Flight of 35 marily through a 17MXS has also played a leadmile long pipeline. ing role in enhancing relaRailcars and tanker tions with our Japanese trucks can also be hosts. The Flight led efforts used as alternate to repaint a USAF F-16A , transportation and in August 2005 the airmeans, as required. craft was loaned to a local The FISC Hachinohe Fuel Terminal receives and stores Misawa's POL supplies until they are shipped to the base via pipeline.
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science museum’s collection of vintage aircraft. The F16A had special meaning to Brig Gen Bill Rew (recent 35th Fighter Wing and Misawa Air Base commander), as he flew the same airplane when he was stationed at Hill AFB, Utah in the 1980s. The aircraft later was transferred to Misawa, where it was deactivated. The F-16A, one of the first Fighting Falcons in the USAF inventory, holds the distinction as being the only United States fighter aircraft on static display in Japan 35 MXS Crash Recovery uses their crane to lift a JASDF E-2C Hawkeye. outside of a military installation. The F-16A is official WSS loaders have demonstrated Joint Direct Attack ly on loan to the museum through an agreement between Munitions (JDAM) loading operations to the JASDF, 5th Air Force and the Japanese government. and they reciprocated by demonstrating loading procedures for their indigenously produced ASM-2 antiHowever, 35th Maintenance Group’s Weapons ship missile. (N.B. The JDAM is not currently in the Standardization Section (WSS) has built one of the JASDF inventory of munitions.) strongest relationships on base with their JASDF counterparts. Both sides attend each other’s weapons load crew competitions to watch the loaders display their talents, and have recently participated in milestone events to further strengthen our ties: WSS provided familiarization briefings to JASDF weapons load crews on the use of MJ-1/MHU-83 lift trucks (“Jammers”) for JASDF’s first-ever forward-deployed live munitions delivery at Exercise COPE NORTH at Guam in July 2005. The briefings also facilitated cross-training of crash recovery and maintenance emergency response crews on F-4Js and Block 50 F-16s.
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Brig Gen Bill Rew, former 35 FW/CC, and Misawa City Mayor Shigeyoshi Suzuki lead the ribbon cutting and dedication ceremony for the F-16A at the Misawa Air and Science Museum's Sky Park.
35 MXG weapons loaders pose with their JASDF counterparts in front of an ASM2 loaded F-2 aircraft.
As another excellent example of instilling a joint/bilateral mindset, the wing offers the Navy and the JASDF the opportunity to send their junior enlisted personnel to the base’s Airman Leadership School, which has proven to be an invaluable exchange of ideas on the principles of leadership. In a final interesting twist, the “Miss Veedol” LOA chapter is scheduled to brief students of JASDF’s aircraft maintenance officer course on our “Lean/AF Smart Ops 21” initiatives to improve our daily work processes by eliminating steps that don’t add value to the mission, a technique first developed by the Japanese car maker Toyota. Misawa has established itself as the premier base in PACAF with the finest of facilities (winning back to back 2003/2004 MAJCOM and the 2004 USAF Commander in Chief’s Installation Excellence Awards) and provides unrivaled possibilities to work in a unique joint/bilateral environment. The “Miss Veedol” LOA chapter has taken advantage of these opportunities to validate the importance of joint operations, and will continue in our cooperative efforts in making the 35th Fighter Wing “the point at the tip of the spear.” Major Scott A. DeLorenzi is the commander of the 35th Maintenance Operations Squadron, Misawa Air Base, Japan. He leads over 100 personnel in providing maintenance operations support to five squadrons – two in the 35th Maintenance Group and three in the 35th Operations Group, to include two Block 50 F-16 Wild Weasel Fighter Squadrons. K
munitions — NATO style
Submitted by Capt Keith G. Hepler, Jr. In early spring of 2005, I was coming to the end of what was the most interesting and fulfilling learning opportunity I had to that point in my AF career, i.e. a student in the Air Force Intern Program. This is a Professional Military Education program that takes approximately 30 Captains from career fields across the Air Force and gives them firsthand opportunities to observe senior leaders in their decision making processes and interagency operations with all three branches of government, plus receive mentoring from some of the most seasoned leaders one will find anywhere. While this was a rewarding experience, I was eager to move on to an assignment where I could take these academic experiences and apply them in a “hands-on” practical environment. The Air Force matched me with what seemed to be a good fit and the wheels were in motion for an assignment as a Maintenance Officer to Vandenberg AFB in sunny California. Then my assignment officer called and asked me to consider something completely different; a “must fill” as a Deputy Squadron Commander at a North Atlantic Treaty Organization Munitions Support Squadron (NATO MUNSS). The four NATO MUNSS sites are self-
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contained, geographically separated units located in four separate countries; the 701 MUNSS in Klein Brogel, Belgium, the 702 MUNSS in Buechel Germany, the 703 MUNSS in Volkel, Netherlands and the 704 MUNSS, in Ghedi Italy. As with any munitions squadron (MUNS), a MUNSS conducts munitions maintenance and logistics operations, but what sets a MUNSS apart from a MUNS is quite unique and directly tied to the fact that all the elements of a wing are contained in a MUNSS. A logistics officer at a MUNSS will have personal opportunities to engage in key wing elements such as services, security forces, operations, communications, postal operations, and medical. The job also includes working side-by-side on a daily basis with multinational partners, and experiencing their culture, customs and language. I arrived at the 704th MUNSS in August 2005 to a whirlwind of activity and new experiences. My inbox had many of the subject headings any logistics officer would expect to see, such as: “Monthly Maintenance Schedule”, “Maintenance Standardization and Evaluation Program (MSEP) Meeting”, “Officers Mentoring Lunch”, etc. However, there were many more topics that were as
foreign to me as the new country I found myself in. Subject titles such as: “Security Forces Training”, “Command Post Manning/Training”, “Facilities Review Board”, “Applications for the Full Time Family Services Position”, “AAFES Delivery Truck”, etc. We’re all intimately familiar with these topics and the organizations they represent from a “customer” perspective, and might even expect to see some of them addressed to us in a base bulletin or newspaper in the form of a new schedule or policy announcement. Only at a NATO MUNSS will you find issues from a spectrum this broad addressed to a Captain or Major for action and leadership.
A joint U.S. and Italian security forces team responding to an alarm at a protective aircraft shelter. (USAF photo)
A typical day consists of conducting a post check on Security Forces, reviewing checklists at the Command Post, meeting with multinational partners to develop a joint exercise and evaluation plan, later discussing the results of a Public Health Inspection report on the Club, Dining Facility or Barber led by the Mission
Joint Aircraft generation with our NATO partners. (USAF photo)
Support Flight Commander, technical operations with the Maintenance Flight Commander, and then wrapping up with a Threat Working Group chaired by the Security Forces Flight Commander. Command Post Flight Commander monitoring Emergency Actions Controllers exercising emergency response check lists. (USAF photo)
The breadth of exposure is wide, challenging and interesting. This assignment is an incredibly engaging and fulfilling, career-broadening experience. It develops leadership and management skills far beyond those of a typical assignment, and provides logistics officers direct insight into all the support and operational elements essential to the Air Force mission. Capt Keith G. Hepler began his logistics officer career in 1996 as an ICBM maintenance officer at Minot AFB. He currently serves as the 704th MUNSS Deputy Commander, Aviano AB, Italy. keith.hepler@aviano.af.mil. K
Pre use inspection of munitions trailer. (USAF photo)
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JFSC: 60 Years of Providing Joint Education Submitted by Maj (ret) Steve Williams On April 17th, 1946 General Dwight D. Eisenhower, Army Chief of Staff, sent a memorandum to Fleet Admiral Chester W. Nimitz in which he stated, “... there is a need for a school which will conduct… courses… in joint staff technique and procedure in theatres and joint overseas operations.” Four months later, on August 13th, the Armed Forces Staff College was formally established. The early years of World War II had confirmed the need for joint military training; with the end of hostilities came a clear requirement for joint education of the armed forces. The original mission was very simple: “To train selected officers of the armed forces in joint operations.” Today the Joint Forces Staff College (JFSC—new name adopted in 2000), pursues a culture of innovation and adaptation, in an environment of intellectual rigor, in order to stretch the minds of our nation’s emerging military leadership…encouraging critical thinking to conceive and apply joint solutions for the 21st century battlefield, while transforming to keep pace with the information age. The mission of JFSC is to educate military officers and other national security leaders in joint, multinational, and interagency operational-level planning and warfighting, and to instill a primary commitment to joint, multinational, and interagency teamwork, attitudes, and perspectives. Top Photo: JFSC Commandant MG Ken Quinlan (right), and Col Fred Kienle, Dean of JAWS explain JFSC’s programs to Congressman Skelton.
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JFSC is comprised of four separate schools. The Joint and Combined Warfighting School (JCWS) instructs students on the integrated strategic deployment, employment, sustainment, and redeployment of joint forces, as well as conflict termination. JCWS fosters a mutual understanding and rapport that develops when students from throughout DoD share and challenge the ideas, values and traditions of their Services to solve joint military problems together. JCWS holds four 10 week classes each year. An optimum class consists of 220 U.S. military officers, 30 international military officers, and 15 interagency civilians. The Joint Advanced Warfighting School (JAWS) produces graduates who can create campaign-quality concepts, plan for the employment of all elements of national power, accelerate transformation, succeed as joint force planners and be creative,
A typical class at JCWS. (USAF photo)
conceptual, adaptive and innovative. JAWS will populate the Joint Staff and combatant commands with officers expert in joint planning processes and capable of critical analysis in the application of all aspects of national power across the full range of military operations. JAWS is an 11-month PCS school, with each class comprised of approximately 25 U.S. military officers.
seminar rooms and support staff; Okinawa Hall, dedicated in September 1999 by the Chairman of the Joint Chiefs of Staff, provides student access to advanced wargaming technology and an extensive, specialized, modern military library focused on joint and coalition operations, military history, operational warfare, and operations other than war; Marianas Hall houses the JFSC Morale, Welfare, and Recreation Division, which offers a full range of activities including a fitness center and gymnasium, as well as various outdoor facilities.
Fitness Center in Marianas Hall
The Joint Continuing and Distance Education School (JCDES) manages joint education for the Reserve Component and delivers the “blended” Advanced Joint Professional Military Education (JPME) program which combines resident and distance learning to educate officers, building upon the foundation established in JPME Phase I to prepare these officers for joint duty.
JFSC has the advantage of being able to billet the vast majority of students on campus. Officer quarters consist of 122 family housing units converted for use Students conducting research in the Okinawa Hall library. as student officer quarters. Family housing is offered to JAWS students, while a combination of single and family The Joint Command and Control and Information style housing is provided to shorter term students attending Operations School (JC2IOS) conducts specialized short JFSC’s other schools. All units are located within the JFSC courses for senior enlisted personnel and officers that meet campus, providing students safe, convenient and comfortable the requirements directed by the Secretary of Defense, the lodging while attending classes. Joint Staff, and combatant commanders. The school consists of two Divisions: Information Operations (IO) and Maj (ret) Steve Williams is the Public Affairs Officer at the Command, Control, Communications, Computers, and Joint Forces Staff College, Norfolk, VA. He served in the Intelligence (C4I). Marine Corps for 28 years, retiring as a major in 2004. He In a typical year, JFSC educates nearly 3,500 students, employing approximately 300 military and civilian faculty members and support personnel. The College brings over $26 million to the local Hampton Roads economy each year. The JFSC campus contains Normandy Hall, which consists of
was a member of the JFSC faculty prior to his retirement in 2004. K
The JFSC Campus in Norfolk, VA. (USAF photo) EXCEPTIONAL RELEASE
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CGO Corner F O R C E S H A P I N G A N D T H E C G O : P R E PA R I N G LEANER MEANER AIR FORCE
FOR A
Reduction in Force, Involuntary Separation, Force Shaping…no matter what you call it…it all
1Lt Jared Eros
boils down to one thing: Company Grade Officers have been asked to leave the Air Force, and if they don’t, they may be forced to leave. In October 2005 (during the National Conference in Atlanta if our memories serve us correctly), the Air Force Personnel Center established the official ground rules for the final phase of Force Shaping for all affected career fields in the Air Force. The logistics career fields were hit hard, with 449 CGOs identified for separation (voluntary or involuntary). While the separation percentages continue to drop as more of us make the decision to transition to the civilian world, the retention percentages for both year groups remain low for the 21X logistician (as low as 27% as of today for the one our 2002 year groups). The job security once thought afforded to the AF CGO has been removed, and the news of what is to come has given many of us great concern for our livelihood and that of our families. You’ve probably already heard about the things you can do to make sure your records are up-to-date, competitive, and ready to meet the board, but what about that nasty thought of what happens after your record has met the board and you’ve been identified to be separated? Are you prepared for the unexpected? The truth is…everyone’s supervisor/commander could be pulling just as hard for their candidate as your supervisor/commander is pulling for you. We’ve heard the comment numerous times that we are going to lose a lot of good people during this process, but what if you’re one of those good people? Are you prepared for the unknown? The CGO Corner has assembled a few helpful hints on making sure the transition (or potential transition) is a smooth one.
U P D AT E
YOUR RESUME
– Don’t wait for the board to meet to get an updated resume together and sent out
to potential employers. The hiring process for many companies today takes time (even more time if you plan to stay in defense work and keep your security clearance) and the sooner you get the process started, the smoother any transition may go.
TA L K
W I T H Y O U R FA M I LY
– We don’t want to insult anyone’s intelligence here, but talking to your family
about a potential transition to the civilian world is paramount. Creating “unnecessary” worry for your loved ones may save heartache in the short term, but holding out information on such a life changing event can potentially do more harm than good (unnecessary can be a very relative term). If you’re retained, you can all breathe a collective sigh of relief. If not, at least they’ve had time to digest the news and can help you as best they can. Continued on next page...
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N E T W O R K – Business schools tout the power of networking in Corporate America. The military works in similar ways. You never know where your next assignment will come from today, and talking to those you meet about your potential or impending transition could open doors for you tomorrow.
ENGAGE
YOUR SUPERVISOR/COMMANDER
- Who knows as much or more about the work you’re performing
now than your current boss? Chances are, your supervisor will also be the first person a potential employer calls as a reference before hiring you. Keep your supervisor engaged about who you’re talking with about job opportunities, what you want to do on the outside, and you might be surprised how much they can help you make the transition to the civilian world.
M A I N TA I N
YOUR SECURITY CLEARANCE
(MORE
S P E C I F I C A L LY T H E PA P E R W O R K )
– Your security clear-
ance is maintained on a cycle (depending on whether it’s a Secret, Top Secret, etc.), and it’s important for you to be aware of that cycle and when your clearance will expire. Have a spare copy of your SF-86 form or see if you can get one from your unit security manager. It could save you many valuable hours in front of a computer and a lot of headache tracking down a bunch of information you thought you’d never need again. Force Shaping is here (and from the looks of a recent AF 23 Jan 06 AF Times article “The Deepest Cuts”…is here to
ER: CGO CORNER
stay in some form or another). Whether or not we agree with how it’s being done is a moot point. The fact is that Force Shaping is upon us, and it’s our preparation both before and after the board that could make the difference between a smooth transition to a career in the civilian world or just settling for some job “that will do for now until something better comes along”. Best of luck to all of you as the FSB draws near. I’ve enjoyed my time as CGO Corner Co-Editor, and I’ll see you on the other side (I’m separating in April to try my luck in the civilian world.) 1Lt Jared Eros, Integrated Logistics Support Manager, Satellite Launch and Control Program Office, Los Angeles AFB, CA. K
Jared, We wish you luck in your new career. Thank you for all you’ve done for LOA! –– the ER Team
The ER staff welcomes our new CGO Corner Editors for the Summer issue, Captain Vianesa R Vargas and 1Lt Ernest “Nest” L. Cage. Theme for Summer: Logistics Technology. If you would like to contribute or have comments about the CGO Corner please email: cgocorner@loanational.org.
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Chapter Crosstalk TUSKEEGEE CHAPTER – BALAD AB, IRAQ Submitted by Lt Col Lee Curtis Here at Balad AB, the Tuskegee Chapter during AEF 7/8 has been active in professional development activities and morale building while in the combat zone. The LOA took the lead on a first-class renovation of the 332d Expeditionary Maintenance Group conference room. During an Oct 05 visit of the Tuskegee Airmen, whom the chapter is named after, the room was dedicated in honor of Lt Col Lee Archer, the only confirmed Tuskegee ace—a fitting tribute to those intrepid warriors. The Air Force professionals in the Tuskegee Chapter work closely with our sister service, the Army, and have taken a vested interest in what their service capabilities are and what they bring to the fight. Recently, the LOA warriors paid a visit to the facility on base that repairs combat-damaged Stryker vehicles, the Army’s newest combat vehicle. We saw examples of combat-damaged Strykers and the repair process used to return them to action. As proof of the Stryker’s effectiveness, none of the vehicles that had been damaged by Iraqi IEDs yielded any US deaths. Also, in the true spirit of competition and esprit de corps, the LOA entered the base CRUD tournament. After climbing the brackets to the finals, they ended up as runner up to the 555 EFS (Triple Nickel). Together, the maintenance and logistics team produced spectacular results during the AEF. Deployed during historic times for the Iraqi people, the 332 AEW achieved tremendous success. New F-16 sorties and flying hour records were set for Balad operations, topping the previous AEF records by 22%. Ammo was busy too as more than double the number of PGMs were expended than any previous AEF. Balad’s loggies showed their mettle as well, averaging over 20K in passengers and 10K tons of cargo per month, placing them as the second busiest port in the Air Force. The Tuskegee Chapter LOA has and will continue to press forth bringing pride and leadership to Balad AB, Iraq.
CAPITAL CHAPTER – WASHINGTON D.C. Submitted by Lt Col Joe Diana The Capital Chapter continues to take advantage of all the incredible opportunities available in the area. In November we went to Andrews AFB for a tour of AF Two followed by a panel discussion on Contractor Logistics Support. Thanks to Capt Sarah Seymour, the 89th MXG staff, and the other Andrews LOA members for setting it up. In December we visited the White House East Wing. It was a tour to remember with all the holiday decorations in place. Our January event will be a trip to the Smithsonian Aircraft Restoration Facility. Continued on next page... EXCEPTIONAL RELEASE
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This facility is not open to the public for tours, but we were able to work some connections to get a peek at some of the projects currently in work. In February we will visit DLA for a tour and an opportunity to meet with Maj Gen Reno, DLA’s vice commander. In March we will visit the National Archives to see some of our nation’s most important documents and to discuss the transition process from public to private sector employment.
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If any of these future tours interest you please contact Lt Col Joe Diana at joseph.diana@pentagon.af.mil or 703-695-2664.
COMMANDO CHAPTER – HURLBURT FIELD, FL Submitted by 1Lt Jessica Oberlander The Hurlburt Field Air Commando Chapter finished off 2005 with a tour of the 16 MXG’s unique on-site depot repair capability, the Collocated Depot Team (CDT). With a single-minded goal of reducing downtime, CDT performs on-site depot-level on-condition maintenance (OCM) inspections in 60 days. Additionally, the team provides the capability to manufacture non-procurable parts on station and stock re-occurring structural items, saving money Gary Siegert, L3 Communications CDT Component Repair Shop Lead, and downtime. Not discusses MH-53 repairs with Commando Chapter LOA members. only does the CDT ship rebuilt components worldwide to deployed sites and sister AFSOC units, this team of professional civilian maintainers deploys alongside AFSOC personnel and travels to other AFSOC MH-53 bases to support depot repair efforts.
Mike White, L3 Communications CDT Structural Repair Shop/OCM Lead, explains some of work done to repair a bullet hole in an MH-53 structural component
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To start off 2006, the SOCOM J-4, Col Robert Cursio (USA), visited the Commando Chapter. Thirty-five members were treated to a joint perspective of Special Ops logistics and a fantastic “big-brother” style talk from a senior strategic point of view. We discussed the pros and cons of business concepts of logistics in a military environment, especially when working in Special Ops’ mission environment. The impact of manufacturer outsourcing on part availability was also a topic of discussion. Col Cursio followed the luncheon and discussion with a tour of the 16th Maintenance Group.
WRIGHT BROTHERS CHAPTER – WRIGHT-PATTERSON AFB OH Submitted by Lt Col David M. Koch Calendar year 2005 ended with a huge bang and 2006 started with a great flourish for the Wright Brothers Team LOA! In November, our LOA team was hosted by AFRL/HEAL, and sponsored a visit to several amazing and interesting AFRL sites at Wright-Patterson, including the world renowned Air Force centrifuge, the Auditory Localization Facility, the Vertical Deceleration Tower and the Horizontal Impulse Accelerator – all with vital contributions to weapons systems we support as logistics warfighters! Simply amazing! Hat’s off to AFRL/HE, the Logistics Research Branch in HEAL and to Captain Vaughan Whited for setting it up! We kicked off 2006 as a banner year with an up-close and personal LOA luncheon with one of the strongest supporters of national LOA and a member of our local chapter – General Bruce Carlson, AFMC Commander! With about 100 members in attendance, including Maj Gen Morrill, our AFMC/A4 and LOA Chapter advisor, Brig Gen Weida, AFMC/A9, Brig Gen Close, AFMC/A7, Lt Gen (ret) Zettler, and Ms. Haley, DFSG/CD. General Carlson gave us a very insightful commander’s view, with the common thread of several of his topics being continuous improvement in all logistics endeavors!! Thank you, General Carlson – well done, sir! We look forward to 2006 with sage counsel from Lt Gen Gabreski, Col Tom Ragland from the warfront, and other senior leaders, as well as other activities in planning, including the 3rd annual Chapter golf outing in September! If the Wright Brothers team is involved, its crew ready – hoooahh!
SANDIA CHAPTER – KIRTLAND AFB, NM Submitted by Col Deb Shattuck The Sandia Chapter hosted Lt Gen Leo Marquez, Jr., (USAF, ret) for a tour of the 58th Special Operations Wing and a visit with Team Kirtland members on 8 Dec 05. The general visited the MH-53J Phase and C-130 ISO docks to observe how the wing is applying Lean processes to those operations. Lt Gen Marquez then presented an engaging talk to about 100 Team Kirtland Airmen and civilians, describing how the maintenance badge came about and sharing his personal experiences with some of our past Air Force leaders. His visit concluded with a luncheon with Sandia Chapter LOA members. Continued on next page... EXCEPTIONAL RELEASE
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DOLOMITE CHAPTER, AVIANO AB, ITALY Submitted by Capt Bethany Keller The Dolomite Chapter’s new fiscal year agenda began with two outstanding career-broadening events. In November, we received a munitions facility tour and interacted with world-class 31 MXS munitions maintainers. We observed major periodic inspections and emergency backup procedures to access munitions storage areas within allotted time frames. Additionally, we visited on-equipment maintenance facilities for standard time change items and reviewed common security forces and munitions control emergency actions. The tour provided a peek into the small but crucially important world of our Air Force’s exceptional munitions storage maintenance teams. In December, LOA hosted a base-wide Aircraft Mishap Procedures Seminar to educate fellow Airmen on proper postmishap actions. Taught by AMIC graduate 1LT Jeff Fogle, the briefing reviewed reporting timeframe requirements and addressed the different responsibilities between the Interim Investigation Board, Safety Investigation Board and Accident Investigation Board. He discussed different techniques for interviewing personnel to improve data gathering and addressed the responsibilities, qualifications and actions typically assumed by the Maintenance Member during the investigation.
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WASATCH WARRIORS – HILL AFB, UT Submitted by Capt John Tran The Wasatch Warriors continue to keep busy! In November, we conducted a tour of the 649th CLSS and F-22. In November and December, we were able to bring out AFPC members from the 21R, 21A/M, 62E, and 63A career fields, who met with over 120 officers on Hill AFB to discuss career progression. On Veteran’s Day, we were proud to have dinner with veterans at a local retirement home. In December, we had civilian personnel brief us on the latest with the new NSPS personnel system implementation, and in January, former National LOA president and 309 MXW/CC Col Cameron briefed us on the Air Staff perspective of PPBE and lessons learned.
LOA Member Capt David Goode prepares to have dinner with two veterans at Mountain Ridge Assisted Living
Although the holidays have come and gone, we continue to maintain speed. In February, we plan on hosting the Nellis Blackjack Chapter and Mt. Home Gunfighter Chapter to expose them to the ALC and solicit their warfighter feedback. We extend this invite to any chapter, as we always look forward to input from the field. This spring, we will be taking a day tour of the local gas company Questar, to view their city and natural gas well operations. We’ll also be conducting our annual golf tourney, which will include a hole-in-one car and dozens of raffle prizes. Also this spring, we’ll be hosting our annual dining-out to award our local scholarship. Proceeds from these events will go towards LOA scholarships and our local museum project. Lastly, recent graduates from ALROC and AMMOS will be presenting their experiences and course study projects in upcoming meetings. Maj Brian McHenry enjoys a conversation with a veteran and his wife...note the poster boards in the background, which were painted up by local schools and donated to LOA to take to the home.
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MUROC CHAPTER – EDWARDS AFB, CA Submitted by Capt Timothy Quicksell Muroc chapter; formerly Edwards chapter, reaffirmed our commitment to developing our logistics officers after our August elections. With fresh blood flowing through the veins of our LOA chapter we look forward to a promising 2006. Being at Edwards affords us the unique opportunity for exposure to future aircraft and technologies; most of which won’t be seen by our fellow Loggies for many years. Since August, we have participated in several developmental tours to include: Barstow Marine Depot for heavy and light armored vehicles, Palmdale Plant 42 (F-117 Test/Depot), Marine Corps Logistics Base, where we witnessed over 1000 Muroc members attend National LOA Conference; L-R: 1Lt Lenard Soriano, Capt Aaron Hager, Major John Chastain, Capt Tim Quicksell, and Lt Col David Brown. Marines practicing maneuvers prior to deployment to Afghanistan, and finally we toured a DARPA project for Responsive Access, Small Cargo, Affordable Launch (RASCAL), which will demonstrate the feasibility of high speed/hypersonic flight providing affordable access to space. Our first fundraiser of the New Year was a LOA food booth in support of the Edwards AFB October Air Show. We generated over $1230 for our local chapter and future scholarship funds. Overall the Muroc chapter is a small chapter with a big vision and future; we will continue to promote quality maintenance and logistics support through visibility and shared knowledge across all logistics disciplines. Warriors Supporting Warriors!
WINSTON CHURCHILL CHAPTER MILDENHALL/RAF LAKENHEATH
–
RAF
Submitted by Maj Ben Davis Greetings from the Winston Churchill LOA Chapter! Our new senior advisors Col Bob Dickmeyer, 48MXG/CC and Col Michael Saville, 100MXG/CC have approved our plan for another exciting LOA year for RAF Mildenhall, RAF Lakenheath and various GSUs throughout the U.K. At our December meeting Lt Col Steve Petters gave a “greatest hits” briefing from Conference 2005 that satisfied the appetites of those who were unable to make the long voyage across the ocean. We also revised our bylaws to make national membership a prerequisite for chapter membership. As a result, we’ve doubled our paid national LOA membership from 20-something to 53 and growing. In January our events officer, Lt Lynn Wojszynski set up an outstanding logistics and maintenance tour of British Tornado base RAF Marham. The attached photo shows the group with our British hosts (minus our Mildenhall VP Lt Scott Baker who is behind the camera). For our next few events, we plan to have a brown-bag lunch with the USAFE/A4, conduct an FGO career forum to highlight unique CGO job opportunities, and explore the possibility of visiting our friends at the Middle Georgia Chapter via a KC-135 flight from Mildenhall. We have the added benefit of having our own special ops unit here, so we’ll probably do an immersion Continued on next page... with the 352 SOG as well. Cheerio and cheers from the island of pubs! EXCEPTIONAL RELEASE
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KANALOA CHAPTER — HICKAM AFB, HI Submitted by Capt Glenn M. Kaufmann Aloha from the 50th state! We here in the Kanaloa Chapter are growing in leaps and bounds. Not only are we home to HQ PACAF, the 15 AW, the 154 WG (ANG) and Kenney HQ here on Hickam, but we also boast members from HQ PACOM and DLA, both located on Camp Smith, also on Oahu. There are many special projects that are currently in work, but the most exciting thing in the very near future is the arrival of eight new C-17 to the 15 AW.
LIGHTNING CHAPTER – MACDILL AFB, FLORIDA
ER: MILESTONES
Submitted by Capt Melody A. Santo The Lightening Chapter experienced many opportunities for professional development at the end of 2005. In Sep, LOA members received a very interesting briefing from the 6 MXS/CC, Maj Grant Izzi, on his recent deployment experiences in Balad, Iraq as the commander of Det 5, 721st Air Mobility Operations Group. In Oct, twelve members of our local chapter attended the LOA National Conference in Atlanta, gaining valuable insight on expeditionary logistics while reacquainting with old friends, colleagues, and mentors. In Nov, four LOA members took a field trip to Marietta, GA to visit the F-22 production line and the C-5 depot modification process. In Dec, our chapter was treated to a briefing by Capt Tim O’Sullivan, 6 LRS/LGRM, on his recent deployment experience as the Special Operations Task Force J4 Logistics Planner, supporting operations in Afghanistan, Pakistan, and Yemen. Finally, we topped off 2005 by awarding two LOA scholarships of $100 each to SSgt Calvin Moore and SrA David Ely. As we enter 2006, we look forward to a visit by the HQ AMC/A4, Brig Gen McMahon, in March. K
Milestones LT COL DAN MCCABE WRITES: I will be retiring after 24 years of service on 6 Jan 06. I will still be at Tinker AFB, but will be working in a Civil Service capacity as the 76 Maintenance Wing Quality Branch Chief. For all those who I know and have worked with, thanks for the memories, and best of luck in all future endeavors. COL (RET) ROBERT SHAW WRITES: This is a quick note to inform my friends that I have transitioned to civilian life as of December 1, 2005 after a 24 year career in the Air Force. The AF team at HQ DLA gave me an unforgettable ceremony with Maj Gen Elizabeth Harrell ACC/LG sending me out in style. I will remain in the Virginia area for the immediate future and have started working at LMI. Don’t forget to call or visit if you are in the DC area. I wish all of my contemporaries all the success in the upcoming 0-6 board in the spring of 2006. LT COL JOHN TILLMAN WRITES: Last fall I PCSed from Langley AFB up to the Pentagon, Joint Staff. I learned a lot from the CAF, now looking to apply all of my background on the Joint Staff J-4. 48
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CAPT RENE ALANIZ WRITES: My time traveling across the country with the ACC/IG Team has come to an end. My experience on the Team broadened my horizons beyond words...I would strongly recommend the job to anyone. I am over on ACC/A4W now working special weapons and munitions issues...stop by and say hey if you are ever in town. Best regards to all. COL JAMES HANNON WRITES: I took command of the 89th Maintenance Group at Andrews AFB on 6 Jan and I'm thoroughly enjoying the unique challenges of supporting our country's top leadersthere is NEVER a dull moment! SAM FOX MAINTENANCE!…LEADING THE COMMAND! COL LEE LEVY WRITES: Pinned on O-6 and assumed command of the 76th Maintenance Group at Tinker AFB, OK. K
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