Er summer09 by Logistics Officer Association

The Exceptional Release

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

S U M M E R 2009

EXECUTIVE BOARD President Col Doug Cato president@loanational.org

Features Loggies Deployed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

Vice President Col Robert Hamm vicepres@loanational.org

Challenges Leading an Expeditionary Maintenance Force By Col Herb Phillips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14

Treasurer Lt Col Terry Dyess treasurer@loanational.org

Combat Crash Recovery, By Lt Col Helen Brasher . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22

Information Officer Ms. Cathy Snyder InfoOfficer@loanational.org

2T1s Role as Combat Truckers, By SMSgt Donna Davis . . . . . . . . . . . . . . . . . . . . . . . . .28

Membership Development Maj Jeff Martin membership@loanational.org Chapter Support Lt Col Jeff King chaptersupport@loanational.org Executive Senior Advisor Lt Gen Loren M. Reno Mr. Garry Richey Webmaster/Website Maj JD DuVall webmaster@loanational.org www.loanational.org

THE EXCEPTIONAL RELEASE Editor Col Dennis Daley editor@loanational.org Assistant Editor Col (ret) Mary H. Parker assteditor@loanational.org LOA Executive Director ER Managing Editor/Publisher Marta Hannon marta@loanational.org ER Worldwide Staff Lt Col Eugene K. Carter, 76 MXG/CD Maj Richard L. Fletcher, 305 AMXS/CC Ms. Donna Parry, AF/A4/7PE Maj Paul L. Pethel, 100 MXS/CC Graphic Design MMagination LLC – Atlanta, GA www.mmagination.com LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 112 - Summer 2009

Improving the Deployment Manager Business, By Lt Col Brit Smeal . . . . . . . . . . . . . . . .18

Loggies at War - A CGO’s Perspective, By Capt Steven M. LeBlanc . . . . . . . . . . . . . . . .24

The Life of a Dover Port Mortuary Chaplain, By TSgt Kevin Wallace . . . . . . . . . . . . . . . .30 A Change to the USAF Convoy Mission, By Lt Col Carlos Camarillo . . . . . . . . . . . . . . . .32 The Role We Play, By Maj Robert Bearden . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36 The Power Behind the Bite, By 2Lt Bridger Lord . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40 Rebuilding Iraq’s Air Force at Kirkuk, By Maj Matthew Pollock . . . . . . . . . . . . . . . . . . . . .44 The “BoB” Difference, By Lt Col Steven F. Peters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48 In God We Trust…All Others We Inspect By TSgt Jancouskas and TSgt Eric J. Collins . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52 Creech Loggies at War, By Maj Andy Ruth, Maj Matt Wynn and Capt Kristy Mix . . . . . .54 Journey to the Center of the CRF, By Capt Jeremy C. Jacobson . . . . . . . . . . . . . . . . . .58 The Journey to the Phoenix Trophy, By Capt James “Bubba” May . . . . . . . . . . . . . . . . .60 Commando Logistics – At the Tip of the Spear By Lt Col Rene M. Leon and Maj Harry L. Seibert . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61 Building an Afghan Air Force, By Lt Col Steve “Gun Runner” Petters . . . . . . . . . . . . . . .64 Logisticians in the World of “JET,” By Lt Col Steven Foss . . . . . . . . . . . . . . . . . . . . . . . .70 Better Support to the Warfighter By CMSgt Don Landon, Mr. Ken Norgard, Mr. Burt Foutz, & Mr. Michael Lee . . . . . . . . .72 Using Continuous Process Improvement for Aircraft Availability and Munitions Support By Col Robert A. Hopkins, 2nd LT Elizabeth Fines, and MSgt Nicolas Iorga . . . . . . . . . .76 MRAP Movements at Team Charleston, By Maj Jason Engle . . . . . . . . . . . . . . . . . . . . .82 WR-ALC Provides Herculean Efforts to Support the Warfighter By Ms. Lisa Mathews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .84 BONE 911, By Capt Ahave Brown and Capt Ernest “Nest” Cage . . . . . . . . . . . . . . . . . . .88 DLA Support Teams take Warfighter Support to the Front Lines By Capt Rob Williams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .90 Combat Safety Investigation Board Do’s and Don’ts, By Lt Col Dave Pastore . . . . . . . . .92 Unfamiliar Engagement, By 1Lt Kevin Manis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .96 Deployed Maintenance and Leadership – A CGO’s Perspective By Capt Jason Troutman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .98 Table of Contents Continued on Page 2...

President’s LOG(istics) LOA Members, Once again it’s been an exciting and busy quarter for your LOA National Board. We’ve got several things to report out to the members to include our by-law voting results, launching the new LOA website, and an update on the Las Vegas, NV 2009 conference.

ER: PRESIDENT’S LOG(ISTICS)

We closed out the by-law elections in late-April with the by-law modifications passing by over 93%. As I mentioned in last quarter’s President’s Log, the by-law update offset the voting for offices of the President/Chief Financial Officer which will be in odd years beginning after the Ft. Worth, TX 2011 Col Doug Cato conference and the Vice President/Chief Information Officer which will be in even years beginning after the Orlando, FL 2010 conference. These changes provide cross-board continuity and significantly reduce the National Board spinup time in a post-election environment. Other by-law changes include clarifying the membership eligibility to include WS and NSPS civilian employees. Our webmaster, JD Duvall has been hard at work improving our LOA website, even while deployed to the Pacific theater. We’ve updated the look of the website and hopefully provided more functionality. I know some chapters experienced some temporary interruptions to their individual sites, but we hope this updated LOA website actually provides our chapters with more flexibility. Additionally, we included a better user interface and added more content to the site. If you have thoughts and ideas on how to make the site better, we solicit your comments to webmaster@loanational.org.

TABLE OF CONTENTS (Continued from page 1)

Features Focus on a LOA CGO Leader, An Interview with Capt Bernie Beigh . . . . . . . . .100 Control of Joint Logistics, By Lt Col Kristina M. O’Brien . . . . . . . . . . . . . . . . . . .102 Why LSEP Scoring Is FlawedAnd How to Fix It, By Lt Col Ray Briggs . . . . . . .106 Don’t Count Out AETC By Lt Col Shane A. Barrett and Capt Scott P. Schlegelmilch . . . . . . . . . . . . . . .108 Leading Joint Expeditionary Airmen By Lt Col Mark Weber and Lt Col George Mitchell . . . . . . . . . . . . . . . . . . . . . . .110 Maintaining the Home Front, Winning the War at Home, By 1Lt Marcus McWilliams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .114

In Every Issue President’s LOG(istics) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Editor’s Debrief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 From the E-Ring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 SES Speaks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 CGO Corner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .113 Chapter CrossTalk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .115 Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .120

SUMMER 2009

I want to take a minute to update you on the 2009 Conference being held in Las Vegas, NV at the Rio Suites Hotel October 12-15. The theme of this year’s conference is “Connecting with the Joint Logistics Environment.” As you know, we ran a contest for the LOA 2009 Conference coin design. The winning artwork was designed by Mr. Jim Stevenson and Mr. Tim Rowley, both from the Alamo Chapter. The winning coin and logo design is posted on our conference website. The conference team has been working to lock down our main stage speakers and we now have the Chairman of the Joint Chiefs of Staff – Admiral Mullen as one of our speakers, along with LTG Gainey (J-4), and MG Dowd (CENTCOM J-4). It’s looking like an all-star line-up you won’t want to miss in October. Head out to our conference website and start signing up, and reserve your hotel room today! Look for all the conference updates on our website. Best wishes,

COL DOUG CATO PRESIDENT LOA NATIONAL

Editor’s Debrief LOGGIES

WA R … H O O R A H !

I hope you will feel inspired after reading 34 articles on the great things our brother and sister logisticians are doing to support our nation’s war effort. This summer edition portrays the service and dedication of logisticians. Few of these Airmen will receive an Air Medal…but regardless, they are making major contributions to the war. Despite the lack of medals, our Airmen are absolutely critical in achieving the successes in the urban cities of Iraq or in Col Dennis Daley the rugged mountains of Afghanistan. Guarding convoys in Iraq, escorting veterinarians for a provincial reconstruction team (PRT) in Afghanistan, recovering C-17s blocking runways at Bagram, recovering and launching Predators worldwide, or refurbishing heavily utilized C-130s at Warner Robins, they all possess a single common thread: dedication, service, and unflinching determination from these Airmen logisticians. It’s the same determination President Bush referenced shortly after September 11th: We will not tire, we will not falter, and we will not fail. Speaking of determination, let’s give it up for the folks who really do the heavy lifting for the ER, the editing staffs of Col (ret) Mary Parker, Lt Col Rich Fletcher, Lt Col Gene Carter, Maj Paul Pethel, and Ms. Donna Parry. Look at those official photos… see the determination in their steely eyes. Don’t you dare send a draft article to one of these tongue-and-quill warriors with a run-on sentence. You would rather be water-boarded. Seriously, the ER editing staff dedicates many hours of editing and interaction with our authors. As the size of our ER has grown, so has their workload. Please let them know how much you appreciate their dedication to our publication. I hope you enjoy this edition. I know we all really enjoyed putting it together. The many authors were great working with us through drafts and formatting: Thank you very much! Special thanks to Col Michelle Smith from HQ ACC. We really appreciate your support in this summer’s edition obtaining several key submissions from ACC.

A LETTER

TO THE

EDITOR

Dennis, I greatly appreciated the article by Captain “Nest” Cage in the Spring Exceptional Release. I was delighted by the enthusiasm clearly evident in the article…his pride in our Air Force and the logistics career field was unmistakable. At the same time, his inclusion of a “Logistics Officer Creed” caused me to ponder how many creeds we ought to have in our Air Force. As we all know, the Air Force published an “Airman’s Creed” in 2007, five years after Nest first published his. The “Airman’s Creed” does an exceptional job of defining who we are… American Airmen. It delineates the attributes we, as Airmen, aspire to have regardless of grade or vocation. Most importantly, it binds all Airmen together in a way that achieves General Schwartz’s vision that “no one job, no one specialty is more important than any other” and that “everyone matters and everyone is an important part” of the Air Force team.

Now, let’s do it again! The Fall issue theme will be “Connecting with the Joint Logistics Environment.” This edition will coincide with the theme of the 2009 LOA conference in Las Vegas.

Col (ret) Mary Parker, 412 AMXS/MXAD

Lt Col Gene Carter, 76 MXG/CD

Lt Col Rich Fletcher, 305 AMX/CC

V/R,

COL DENNIS DALEY AND YOUR ER WORLDWIDE TEAM.

Maj Paul Pethel, 100 MXS/CC

In the end, I reached the conclusion that we only need one creed… the Airman’s Creed. Thanks to Nest for motivating me to once again reflect on who I am versus what I do. – Major General Bob McMahon, Director of Logistics Headquarters, United Sates Air Force Ms. Donna Parry (ret), 100 MXS/CC EXCEPTIONAL RELEASE

From the E-Ring LOGISTICS “GLUE” I wrote about “duty” last time. Some of you have given me your feedback…thank you. This time I want to share some personal thoughts with you on one thing we need in spades for successful logistics. The Air Force Secretary and Chief of Staff wrote about it to me, I see it in commanders but

Lt. Gen. Loren M. Reno

not exclusively, and, like a lot of things, it comes in good and bad flavors. Key to what we all do is leadership. Soon after coming to my position, the Secretary and Chief of Staff sent me a guidance memo they both signed—guidance in the areas on which I am to focus (and will!). That they, like good commanders, were clear about their intent and expectations should not surprise you. But the point I want to make is that they deliberately sandwiched the focus areas in between something they repeat-

ER: FROM

THE

E-RING

ed in the first and last paragraphs of the memo—leadership. They wrote of the need for active, engaged leadership, and they wrote that success hinges on superb leadership. I write the same to you. You and I will quickly agree that we need commanders who lead, and sometimes we even think being a commander is synonymous with being a leader. To be sure, they go together, but being a leader is for more than just commanders. Take it up the chain to headquarters staff officers, NCOs, and civilians, and take it down the chain to our officers, civilians, NCOs, and even airmen in the squadrons. You are ahead of me in considering formal and informal leaders, in thinking about those who supervise few or none, and even about the ones whose actions influence the behavior of others…leaders all. We manage processes and things, but we lead people. The magnitude and importance of what we do demands leadership of the highest order…at all levels…of all grades. Still ahead of me? Think about how we develop a culture of compliance—an imperative for today. We must have good leadership to change a culture. You know what I’m going to say about the flavors of leadership. We’ve all seen some leaders who are unnecessarily heavy handed, put self before service, or who demonstrate other “qualities” you decide not to emulate. Good, now set those aside. Recall some who inspire greatness: Doolittle, Andrews, Arnold, Churchill, Marshall, and Marquez. Add in a few from your list…maybe a chief master sergeant, maybe your first squadron commander or coach. Back with me? I’m asking you to be the best leader you can possibly be, right now, right where you are…an inspiring leader with exemplary precision and accountability, willing to take prudent risks, innovative in problem-solving, and loaded with integrity of the highest order. As we move through our days and duties, let’s sandwich the to-do list between good slices of leadership. Lead well wherever you are. Inspire the best in all our airmen. Why? Because leadership is the glue that holds logistics together…that’s my view.

—LT GEN LOREN RENO DEPUTY CHIEF OF STAFF FOR LOGISTICS, INSTALLATIONS AND MISSION SUPPORT, HEADQUARTERS U.S. AIR FORCE, WASHINGTON, D.C.

SUMMER 2009

SES Speaks MR. MICHAEL A. AIMONE, A MEMBER OF THE SENIOR EXECUTIVE S E R V I C E , I S T H E A S S I S TA N T D E P U T Y C H I E F O F S TA F F F O R L O G I S T I C S , I N S T A L L A T I O N S A N D M I S S I O N S U P P O R T, H E A D Q U A R T E R S U . S . A I R F O R C E , WA S H I N G TO N , D . C . Joint Publication 4.0 offers three “imperatives” for logistics capabilities: 1) unity of effort, 2) enter-

Mr. Michael A. Aimone

prise-wide asset visibility, and 3) rapid and precise response to support the Joint Forces Commander (JFC). Unity of effort needs to be recognized as separate and distinct from unity of command; it is possible for some people to confuse the two. In current and future missions, unity of effort without unity of command will be the rule--especially as we see greater emphasis on interagency and multinational operations. This imperative should not be construed as implying the need to create a single logistics organization to manage expeditionary logistics. In the doctrinal debate, some military logisticians tend to quickly become protective of Service core functions, and stove-piped organizational constructs. But, the debate should be focused on the synchronization and integration of expeditionary supply chain management and providing timely and responsive support to the JFC. All the services are aggressively applying Lean/Six-Sigma techniques to re-engineer their individual supply chain processes to optimize effectiveness and efficiency. Joint logisticians published a common set of logistics performance metrics, focused on customer wait time and world-class asset management tools, rules and processes that will enable the Services’ transformation initiatives to support the joint logistics enterprise. It is critical that each of the services insure that their modernization and transformation efforts are in concert with this guidance. In the case of the Air Force, logistics transformation initiatives are focused on optimizing the repair network, providing global planning and management through a single inventory control point called the Air Force Global Logistics Support Center, and centralizing weapon system resourcing decisions at HQ AFMC. All of the Air Force's transformation initiatives are underpinned by fielding the Enterprise Resource Planning solution called the Expeditionary Combat Support System (ECSS). Once ECSS “goes live” it will offer unprecedented transparency of the Air Force supply chain. Even prior to ECSS implementation, a significant amount of Air Force logistics data is visible to the joint logistician through Logistics Installations and Mission Support Enterprise View (LIMS-EV). However, what is missing today is a set of aggressive logistics war games that stresses the joint logistics enterprise, provides effective training for joint and service logisticians at all levels on using Air Force logistics data, and drives continuous logistics-specific joint process improvement of the published rules, tools and performance metrics. At the end of the day, Title X grants authority to the COCOM Commander to organize the forces under his operational control to accomplish the mission. The Commander is free to establish a subordinate joint logistics command if he feels it is the best organizational option, however, organizational constructs should follow processes, not the other way around. As we move forward into a new operating environment and learn to develop and use new processes, technology, and tools we will likely encounter organizational options that we can scarcely even conceive of today. We will need to look carefully at how we can best array our resources and provide support to meet our global responsibilities over both the short and long term. K EXCEPTIONAL RELEASE

Perspectives

IN STEP WITH: DEPLOYED EXPEDITIONARY MAINTENANCE GROUP COMMANDERS Colonel Herb Phillips is the Commander of the 386th Expeditionary Maintenance Group at an undisclosed location in Southwest Asia. He is responsible for all aircraft maintenance supporting the largest C-130 combat tactical airlift and EC-130 electronic attack fleets in the AOR supporting OIF, OEF and Combined Joint Task Force – HORN OF AFRICA. ER: The summer ER edition’s theme is “Loggies at War”. As sitting deployed leaders what do you find as your most formable challenges?

ER: PERSPECTIVES

COL PHILLIPS: Instead of repeating myself here, I touch on a few of the areas that I consider the “challenges leading an expeditionary maintenance force” in an article in this issue. I categorize the challenges into personnel, fleet management, and environment and expand on each in some detail. ER: What would you say are the most significant differences between commanding a Group at a conventional location vice a deployed location?

COL PHILLIPS: The most significant difference is the wholesale swap-out of 99 percent of the group every 120 days. With each Air Expeditionary Force rotation the potential for, what I call, “transition loss,” is present. Ensuring processes remain constant, procedures are codified, turnovers are properly accomplished and the inbound group is properly prepared and engaged quickly are critical when the mission does not stop, or even slows down, for the swap. On a positive note, disciplinary issues are very few and far between. ER: How have you altered your leadership style as a deployed commander? If so how?

COL PHILLIPS: No major changes in style but I’ve definitely had to think about things differently as a deployed commander. Communication is critical with a workforce that swaps out in its entirety several times over the year. Messages need to be repeated often and processes must be written down. Everyone has probably been in an organization where you had someone who had been assigned for many years, the person everyone would turn to for continuity. In a deployed environment, those people do not exist. As a leader, you must pay close attention so your person6

nel are not reinventing the same wheel or going down dead ends without diminishing their initiative and stifling their new ideas. ER: From strictly a logistics perspective, what is your candid assessment of how well you have been supported by our supply chain management system? Do you have any recommendations for improvement in your logistics support for supply to transportation?

COL PHILLIPS: Generally speaking, I have been very pleased with the supply support we have received during my tenure. Our NMCS rates are very low, sources of supply are shipping by preferred carrier to our location and our local supply personnel are aggressively working to evaluate all MICAPs. The teamwork displayed on a daily basis between the EMXG supply liaisons and the ELRS supply personnel is awesome. ER: Were the Airmen that deployed to your organization well prepared for their expeditionary mission? Any recommended areas of improvement?

COL PHILLIPS: I have been very pleased with the training, preparation, and attitudes of the airmen I have received. The force providers are excelling at their responsibilities to organize,

SUMMER 2009

train, and equip. One way we, as deployed commanders, can help ourselves is to continually review the requirements and define line remarks that communicate our needs to the force providers so they can better present their forces. If I need a maintainer with Pro Super experience or GO81 experience, I must communicate that requirement, keeping in mind that line remarks may limit the pool of eligibles. ER: From a quality of life (QOL) perspective how are our deployed Airmen supported? Any ways we can make it better?

COL PHILLIPS: My top 3 priorities are 1) Fly the Air Tasking Order ATO, 2) Mission capable aircraft, and 3) Enable our Airmen. My Airmen do a fantastic job with #1 and #2, and I spend a lot of time on #3. One aspect of #3 is to address QOL issues and recommendations that will improve their off or onduty time and remove aggravations. I fully believe that if they are dwelling on issues concerning #3, then they are spending less time on #1 and #2, which is where their priorities should lie. Our Force Support Squadron does an exceptional job to provide events and services for our deployed airmen.

COL PHILLIPS: That professional development doesn’t stop in a deployed environment. In actuality, more opportunities can exist in a deployed environment, if you seek them out. Although focused on the mission, you can coordinate with joint and coalition partners for professional development tours and mentoring sessions. LOA chapters at our deployed locations have a place and can serve as that rallying organization for continuing professional development. ER: What professional benefits have you received as a deployed commander that you feel are unique to commanding at a deployed location?

COL PHILLIPS: The honor of leading men and women in combat support operations is incredible. Having a defined mission that is easily quantifiable, results that are readily visible and impacts that are truly honorable renews one’s feeling of achievement. They are truly American heroes with whom I was proud to serve. K

ER: Do you have any areas that you think we can do better to support our Airmen‘s families back home?

COL PHILLIPS: From a deployed CC’s perspective, I rely on the home station command to care for the families of my assigned Airmen. Letting the family know how their Airman is doing in their deployed capacity is one where I believe we can make a difference. We send letters home for those that are recognized for monthly awards and special holidays. The feedback from the families has been very positive. ER: What advice would you give to officers who are preparing to deploy to better succeed with their deployed assignments?

COL PHILLIPS: First and foremost, make contact with the person they are replacing to get engaged early. Learn as much as they can about the deployed organization they will be joining so they are ready to engage as soon as they arrive. Second, they need to prepare their family for the extended absence. Don’t try to bring all the household duties they may currently be responsible for to the AOR. While here, they must be focused on the job and prepared for long days, interrupted nights, and full plates. ER: What is your biggest lesson learned from your deployed commander experience?

EXCEPTIONAL RELEASE

Perspectives

IN STEP WITH: DEPLOYED EXPEDITIONARY MAINTENANCE GROUP COMMANDERS Col Dave Blanks, 455th Expeditionary Maintenance Group Commander at Bagram Airfield, Afghanistan. He is responsible for all aircraft maintenance on 49 assigned aircraft across seven MDSs including F-15Es, A-10s, HH-60s, and several C-130 variants all supporting combat operations for OEF. ER: The summer ER edition’s theme is “Loggies at War”. How have you altered your leadership style as a deployed commander? If so how?

ER: PERSPECTIVES

COL BLANKS: I have altered my leadership style. Here I am much more deeply involved in day-to-day maintenance actions and management of the flying schedule. At home it would probably be called micro-management. Here it is living a “can’t fail mission” 15-16 hours a day. Also, over a period of time, I found out that my time horizon for information changed. Things that I would routinely expect to get in 3-4 days at home, I have trouble waiting more than 24 hours for here. Yes, the mission is critical, but more than that, I think it is my perspective of time over here. The days are long, but the weeks fly by. It will seem like days since I asked someone to put together information on a certain topic, when in fact; it’s been barely 24 hours. ER: From strictly a logistics perspective, what is your candid assessment of how well you have been supported by our supply chain management system? Do you have any recommendations for improvement in your logistics support for supply to transportation?

COL BLANKS: Overall the supply support is “okay.” It is frustrating to see situations where contracts have lapsed and there are gaps in support that have to be overcome by home station cann actions or AMARG pulls. But, I think I’ve had more challenges with the transportation piece once the asset is sourced. Although a number of the locations supporting our supply chain are 7 daysa-week operations, it is frustrating to see an asset sourced on a Friday or Saturday at one of our ALCs, and not ‘move’ until sometime Monday afternoon. Also, I wish there was a way to “influence” the timing of some of our assets coming via the express carriers. Some move through the system fairly well, but many get bogged down in Bahrain and Dubai. To me, some parts are more important than others – single hits, hard to cann, etc. 8

– I wish there was a way to identify those and have some different class of express service to use to keep those moving. ER: From strictly a personnel perspective, how can the personnel system support your mission better?

COL BLANKS: This is a tough one because I understand some of the challenges with the personnel system, especially as it relates to assignments. But, I think the system needs to more easily accommodate reporting date delays or rescheduling of training opportunities for those deployed. In some cases it works, but in others we’re sending people home from Afghanistan to meet a training class start date or an assignment RNLTD that they didn’t have when they deployed. ER: Where the Airmen that deployed to your organization well prepared for their expeditionary mission? Any recommended areas of improvement?

COL BLANKS: Overall, the Airmen were very well prepared for the mission when they arrived. I’d say 20-25% of them have deployed to Bagram before, and over 75% have been on some type of contingency deployment in the past 4-5 years…there are few rookies. But, I do believe we need special focus from our IDOs and UDMs at home station. They need to carefully review the reporting instructions. A number of folks arrive without all of the equipment/clothing items they’re supposed to deploy with…expecting to get them here. There is very little initial issue once you arrive. ER: Do you have any areas that you think we can do better to support our Airmen‘s families back home?

SUMMER 2009

COL BLANKS: Two things – let them know their sacrifice is appreciated and give them a break now and then. Much of the focus is on our deployed Airmen, when I believe the hardships and sacrifice by our spouses are just as significant. At ‘the deployed location’, we’re 100% manned in all of the critical specialties. Our spouses aren’t so fortunate. If there is a way to spell them from the day-to-day routine, I know most would appreciate it. ER: What advice would you give to officers who are preparing to deploy to better succeed with their deployed assignments?

COL BLANKS: Simple…be ready, and if you’re deploying with an aviation unit, make sure your aircraft are ready. There is no spinup time. We fly the full ATO even during swap-out periods. It’s not rocket science, but we still occasionally have units show up and are surprised when certain time changes or inspections come due. And if you’re not using and debriefing aircraft systems while you’re training at home station as they will be used and written up in combat, your first month deployed will be rough. And after the right kind of deployment preparation, I want officers who know and understand what it takes to lead people…who are passionate about the mission and their troops, spend most of their time out on the line looking their people in the eye, and know when to put their egos on the shelf and make the right decision for the team.

ER: What professional benefits have you received as a deployed commander that you feel are unique to commanding at a deployed location?

COL BLANKS: The pace is quick and you have to stay flexible as things change very quickly. However, the pace is manageable because there aren’t the distractions here – on or off-duty – that you have at home station. You’re able to focus squarely on the mission the vast majority of the time. And, I think this is the aircraft maintenance that most of us love – building a disciplined organization to generate effective combat sorties in a chaotic environment without hurting people or breaking things. But, principal among the lessons and benefits is that I have been able to gain a perspective and understanding of the combat mission that no amount of previous training or deployment experience could have given me. There is a job satisfaction here that comes from working with great young men and women who all have said “yes” to the service and sacrifice required to be in our Air Force and are demonstrating it with their very presence here. And, they understand “who” we all work for here – a 21 yr old with a rifle and 75 lb backpack, outside the wire taking the fight to the enemy. It is inspirational to watch our Airmen accomplish the mission every day. K

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Challenges Leading an Expeditionary Maintenance Force The rainbow fleets of expeditionary operations presents challenges with regard to fleet management (Photo courtesy Col Herbert Phillips)

Leading an expeditionary force that rotates every four months is an interesting organizational construct to deal with. For a Group Commander and many of our Squadron Commanders, who are deployed for one year or on 365-day Temporary Duty (TDY), and who see the forces deploy in and redeploy out, the challenges experienced can be described in the general categories of Personnel, Fleet Management, and Environment. Each is discussed in more detail in the following paragraphs.

By Col Herb Phillips, Commander

All of us have heard what a privilege and honor it is to command an organization and lead men and women in the accomplishment of a mission. That truism has stood the test of time and is as true today as it has always been. Leading men and women in combat and combat support operations under the Air Expeditionary Force (AEF) construct is the ultimate in command opportunities, however it does PERSONNEL present a variety of challenges one may not Personnel, or possibly better described as managing a otherwise encounter. These challenges are rotational workforce, presents several challenges not the subject of this article. The purpose is to Figure 1. The challenges leading an expenormally encountered at non-deployed locations. Most ditionary maintenance force can be give future Commanders some insights into deployed locations, during the swap-out period, use a described by personnel, fleet manageareas that will test their leadership, test three day turnover period. During those turnover days, ment, and environment. their long-range planning thought processdeparting personnel complete unfinished business, es, and, sometimes, test their patience. No move into temporary quarters, complete out-processing matter what challenges one encounters, command is an officerâ&#x20AC;&#x2122;s opporactions, and continue to support an uninterrupted Air Tasking tunity to use the training, mentoring, and grooming they have Order (ATO). Incoming personnel get local area briefings, complete received over the course of their career to take responsibility, exercise in-processing actions, move into quarters, fight jet lag, get familiarauthority, and take care of the Airmen serving our Nation. ized with their new surroundings, and are assigned their work shifts. 14

SUMMER 2009

Just when they are the busiest and most sleep deprived, we expect the new personnel to get a complete turnover on programs, issues, and other tidbits of knowledge picked up over the course of the previous four months. Although continuity books are used extensively, there is still a loss of continuity and history, and the new deployer will relearn lessons learned from previous rotations. In many cases, the one year/365-day TDY leadership positions become the continuity and provide the gap filling knowledge and will find themselves giving the same guidance and repeating the same briefings from rotation to rotation. Home station mindsets are also a concern. One maintenance group in the Area of Responsibility (AOR), for example, has Airmen from thirty different bases, six different Major Commands (MAJCOM), and both the Air National Guard (ANG), and Air Force Reserves (AFR). They each deploy to the AOR with their own experiences, their own interpretations, their own training, and knowing their job, as outlined in their Wing/MAJCOM supplements to the various Air Force Instructions that govern aircraft maintenance. The challenge, early on, is to baseline your force to perform maintenance the same way, using the same procedures, processes, and assumptions. Something as simple as hearing protection requirements take on a whole new level of difficulty when multiple bases subscribe to different requirements--which do you go by? Welcome briefings are one way to highlight the differences to the force upon arrival but the changing composition of the force from rotation to rotation keeps the information evolving. Rapid team building is also a challenge. The AEF construct joins together personnel from around our Air Force that have never worked together, and do not know each other’s abilities, capabilities, and most importantly, their limitations and shortfalls. They are brought together and, with the expectation of no reduction in production, must quickly build the team required to effectively accomplish their mission. At non-deployed bases, team building is also required, however not at the speed the AOR and AEF requires and with no break in Operations Tempo (OPTEMPO). On/Off duty professional and social events can help with the team building as well as a systematic review of training and qualifications upon arrival. Deployed supervision must know their people so they do not assume or assign work to individuals not qualified to perform that work. Knowing their people’s work capabilities are but half of the requirement, knowing when they have issues brew-

ing at home with family, financial concerns, or work-related stress is the other half they must know as well. A distracted maintainer is a dangerous maintainer. Rapidly building a cohesive team that knows each other’s abilities/limitations and their concerns/worries will ensure the team performs to the best of its ability.

FLEET MANAGEMENT The management of your fleet of aircraft also present challenges to the expeditionary force leadership. Just as personnel rotate in and rotate out, so do the aircraft. The majority of the rotations are driven by maintenance requirements not able to be performed in the austere environments of the AOR. Heavy maintenance such as Isochronal Inspections (ISO), Major Modifications/Retrofits, Programmed Depot Maintenance (PDM), and Unscheduled Depot Level Maintenance (UDLM) are but a few examples of these requirements. When fleets are “rainbowed” from several Force Providers, each with their own priorities and individual schedules, managing a stable fleet of aircraft can be a challenge. Each time a new aircraft comes into theater, maintenance records are reviewed, equipment is inventoried, engine performance is base-lined, and thorough inspections are accomplished. Each aircraft rotation creates workload that can detract from the focus on the primary job of flying the ATO and therefore swaps must be kept to a minimum and allowed only when driven by requirements. The ebb and flow of aircraft in and out of your fleet also present challenges at a much lower level as well. Just as one gets comfortable with their own car and knows that the little vibration or clicking sound is “normal,” the maintainer also gets comfortable with the aircraft they routinely work on. The small nuances that create the personality are well known at home station due to

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Crew Chiefs launch another sortie supporting Operation IRAQI FREEDOM (Photo courtesy Col Herbert Phillips)

EXPEDITIONARY MAINTENANCE FORCE AN

ER: CHALLENGES LEADING

extended time on ground and workforce familiarity. The expeditionary base is quite different. The aircraft come and go, the maintainers change in and out, and the aircrews change as well. Creating, and sticking to, a dedicated crew chief program for the rotation will facilitate the learning process and assigning crew chiefs to aircraft they are assigned to at home, if possible, will also help. As maintainers, we are all taught to pay attention to the Health of the Fleet (HOF) and always be on the lookout for negative trends. Maintenance metrics can be the life blood of a successful organization that knows how to use them to improve operations and performance. In an expeditionary construct however, metrics and the HOF, take on a whole new meaning. Long term trends, both positive and negative, are difficult to not only see graphically but also identify analytically. The typical “culprits” in negative trend identification such as an individual aircraft, or an Aircraft Maintenance Unit’s processes fail to hold up when aircraft swap-out often and people swap-out completely every four months. By the time a trend is identified and the root cause determined; the assumptions and variables have changed so the solution or fix may not be applicable anymore. Lagging and leading indicators may or may not indicate historical trends or predict future performance. Even looking for seasonal components is difficult when the variables (personnel, aircraft, mission tempo, environment, etc.) change from month-to-month, season-to-season, and year-to-year. Any metric based on the total aircraft assigned, like total numbers of deferred discrepancies or Utilization Rates (UTE) must be “caveated” when the number of assigned aircraft change from rotation to rotation and even mid-rotation. The use of metrics and maintenance analysis is still a critical function, but expeditionary leaders must understand that AOR analysis and metrics have inherent limitations.

ENVIRONMENT When one thinks of environment and the AOR, we normally think of the extreme environmental conditions the expeditionary force is subjected to. There is no doubt, extreme summer heat in the AOR and the existence of blinding dust storms change the way flightline generation is conducted. Expediters are not only moving people (and parts) around, but also ensuring they are properly hydrated and frequently rotated. The customary

Another dust storm in the AOR (Photo courtesy Col Herbert Phillips)

process of technicians walking their tools/equipment into CTK or to Supply to turn in parts becomes a whole different process in 130 degree temperatures. Performing top of wing maintenance, when the wing skin is 140-150 degrees, presents challenges and maintenance considerations that leadership must work to mitigate. “Normal” work shifts may not be appropriate either. Working 0600 to 1800 for example, puts an entire shift in the extreme heat and sun. Shifting schedules to work 1200-2400 and 2400-1200, allows each shift, one-half their shift in the cooler temperatures of the evening/morning. Modifying the typical AOR duty schedule of 6 days on and 1 day off to a 5/1 or even 4/1 when the heat is extreme allows one’s workforce to have the needed recuperation time to continue performing at the top of their game. Lastly, aircraft systems, negatively affected by high temperatures, such as engines and air conditioning, may require additional personnel during the high heat months to handle the increased workloads. These plus-ups must be planned in advance (as much as four to six months) to ensure they can be supported. Ground air conditioners not only provide relief to the maintainer and aircrew, but become an absolute necessity to the Warfighter passenger wearing full body armor sitting in the cargo compartment while loads are finalized and the aircraft prepares to launch. The extreme conditions do require managers and leaders to think differently to accomplish their tasks at hand.

Author discussing EC-130 environmental considerations with the Japanese Air Self Defense Force (JASDF) Commander (Photo by 386 AEW/PA)

SUMMER 2009

In addition to the varying weather

conditions, the “environment” also encompasses the operational The challenges leading an expeditionary maintenance force are environment that can change very quickly in the AOR. War is numerous but none are insurmountable. Leaders who are prea dynamic undertaking and mission sets change as the war pro- pared ahead of time for the differences they will encounter are gresses. As fronts are opened and closed, planners are continual- those that will ultimately be successful. Understanding the issues ly changing the way the effort is executed. One day, you may be with personnel swap-outs, loss of continuity, the challenges of flying passengers and cargo in support of Operation IRAQI multiple home station mindsets, and building high-performing FREEDOM and the next flying humanitarian aid packages into teams under the scrutiny of an OPTEMPO that is unforgiving Somalia or airdropping leaflets over Afghanistan. The expedi- and unrelenting will better prepare future leaders as they take on tionary organization must be ready to flex when required and the role. The non-standard management of fleets from long dissurge at all times in support of the Combined Force Air tance and the existence of competing priorities, coupled with Component Commander’s (CFACC) priorities. Meeting the cur- instability in metric variables, represent dilemmas the expedirent requirements by executing the ATO and remaining prepared tionary force leader must contend with in the AOR. Lastly, the harsh weather experifor future requirements enced and changing through mission-ready airmission requirements, craft and people must be at which takes its toll the forefront of the expedion people and equiptionary leaders’ thoughts. ment, while they Lastly, an additional chalcan’t be changed, lenge is the difference in flymust be recognized ing a home station training and must be dealt schedule and flying an ATO with to ensure the that is around-the-clock. Nation’s Airmen are Many times, the expediproperly cared for tionary organization still has while they take care a third of its missions in the of the business at air when the new ATO cycle hand. begins. Home station work C-130E crew chiefs meeting their aircraft returning from shifts dedicated to flying, fixcombat tactical airlift mission. (Photo by 386 AEW/PA) Leading men and ing, or servicing do not transwomen engaged in late when every hour of the day encompasses all three at the combat support operations that we train for our entire career is same time. Pro Supers/Expediters must continually launch, truly a privilege and honor. The expeditionary leader owes it to recover, fix, and track multiple aircraft; while at the same time the organization and the men and women they lead to be as preplan for the next day’s go. pared as they can be. Leading an expeditionary force that rotates Another environmental consideration is working with coalition every four months presents challenges and issues not typically partners and host nation officials. In an expeditionary environ- encountered at non-expeditionary bases, however the leader that ment, with multiple coalition countries working side-by-side, thinks through the challenges and different thought processes opportunities exist for the leader who will take the time and ahead of time will be ready when their time in the seat comes. expend the personal capital to cultivate the relationships. With Acquisition and Cross-Servicing Agreements (ACSA) and other About The Author: Col Herb Phillips is the Commander of the international agreements in existence, the expeditionary organi- 386th Expeditionary Maintenance Group at an undisclosed locazation can capitalize on the other countries’ parts, equipment, tion in Southwest Asia. He is responsible for all aircraft mainteand tools; and multiply their own effectiveness as the execute nance supporting the largest C-130 combat tactical airlift and their mission. While each country’s force may have their own EC-130 electronic attack fleets in the Area of Responsibility missions, goals, and agendas, at the grassroots level of generating (AOR) supporting Operations IRAQI FREEDOM, ENDURING combat aircraft power, a maintainer is a maintainer, and the “git ‘er done” mindset is prevalent. Nurture the relationships and the FREEDOM and Combined Joint Task Force – HORN OF AFRICA. He is currently serving a one-year tour. K dividends one receives will be great.

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Improving the Deployment Manager Business

By Lt Col Brit Smeal Everyone knows that the Air Force has been emphasizing the “expeditionary” nature of our mission in recent years, especially since 9/11. We all know how important it is to get the right people and equipment to the right place in the fight, at the right time in the time/space continuum, with the right training ready to accomplish the mission. However, we had been treating deployment preparation processes like a pick-up game in one respect--the key cog in the wing deployment machine is an additional duty appointed for a short period of time, with minimal training. The Unit Deployment Manager (UDM), who is appointed for 24 months from any career field and typically receives only local training by the Installation Deployment Officer (IDO) with some on-the-job training by his/her predecessor, will now be introduced to more in-depth training. Effective April 1, 2009, all UDMs in the Air Education and Training Command (AETC) will be required to complete a comprehensive and intensive Computer Based Training (CBT) course on their duties. This culminates a year-long effort by AETC’s deployment preparation expert, Mr. Brian Sharp, to develop and field a foundational training tool for UDMs--teaching them what their job entails. For the first time in our history, UDMs will have appropriate training to prepare themselves for the arduous tasks ahead. The UDM Primer is a foundational course, found on the AETC Advanced Distributed Learning Service (ADLS) web site, and is comprised of five chapters: Roles and Responsibilities; Unit Type Code (UTC) Management; Personnel Management; Cargo Management; and Integrated Deployment Systems. The entire package is over 300 slides packed with details and requirements levied on the UDM--basically “everything you ever wanted to know about deployments but were afraid to ask.” By the time a UDM completes this CBT, he/she will have the basic knowledge of their

duties. They will know why they have to assign every member of their unit to a UTC, who has to approve the assignment, and what AEF “bucket” or “band” they should be in. They will know what the deployment training requirements are for each deployer (or at least how to find out); what a “P Code” is; how to find reporting instructions, and much, much more. With this course, the professionalism and job knowledge of the typical UDM will be improved. This will reduce deployment discrepancies, help UDMs be more efficient at their job, and smooth deployment preparation processes for the deployer. But that’s not all. As Mr. Sharp worked on the project, and our office looked closer at the problem, we learned that it would take more effort to “fix” the UDM problem and that the “problem” was much broader. We learned that follow-on training would be required, standardized training for several venues would be necessary, and that the entire mobility machines would benefit from the same type of effort put forth to develop the CBT for UDMs. Thus was born a long-term effort to review deployment processes, standardize all manner of training, and develop a game plan to get the wing mobility machine firing on all cylinders as the well oiled machine that it needs to be. We decided the tools of the AFSO21 program could help us achieve our goals and set out to begin the journey towards constant process improvement in April 2008. We convened an event, “Airmen Deployment Readiness Improvement Event,” to look at key UDM processes to find waste, redundancy, and non-value added processes and actions to streamline duties and responsibilities. The team was comprised of UDMs, a personnelist, an IDO, a training manager, and Headquarters (HQ) deployment Subject Matter Experts (SMEs). During a week-long event, the team conducted the various activities to lead us towards our goals--streamline processes, save time and save money.

SUMMER 2009

Our first task was to define the team charter to examine the operating environment of the UDM, such as responsibilities and authority, key processes, nature of their assignment, identify roadblocks and hindrances to effective performance, and recommend improvements/solutions. We completed a Suppliers, Input, Processes, Output, Customers (SIPOC) chart to visualize the "big picture" and set the stage for the work ahead. The team limited the scope of the event to include only pre-deployment preparation processes-areas the team could readily impact. We conducted a value mapping exercise to visualize processes. The team identified 548 steps and 115 decision points, but was quite surprised to learn that the vast majority of the steps were non-value added to the customer. This didn’t mean we could cut out 99% of the tasks/steps, but it did point us in the right direction to find streamlining opportunities. The team learned that much of the “current state” is inefficient, redundant, cumbersome and not friendly to deployers, units, or customers.

SA Karen Fox schedules times service members will process through the Expeditionary Theater Distribution Center to receive mobility gear and individual body armor. (USAF photo by SA Erik Hofmeyer)

A discussion of the ideal state, via a brainstorming session, provided a vision and an "outside the box" mentality to propose revolutionary ideas. This resulted in revised/streamlined processes that were 97% value added with 28 decision points--all value added and a huge improvement! The team identified numerous ideas to streamline processes, save manpower, and cut costs that would result in savings over $300K and 2.6 million man-hours of labor annually, if all proposals were accepted and implemented by the Air Force. Not all the action plans were within the purview of AETC to implement and those proposals were forwarded to the appropriate agency for action. For example, deployment training and other preparation requirements dictated by AFI were forwarded to the Air Staff for review/implementation via a staff package. This included reducing deployment folder reviews, reducing the content of the folders, and adopting a “just in time” training concept. Other proposals such as developing a “virtual” deployment system and pre-positioning more equipment in the AOR were actually already being considered by the Air Staff. The items within AETC’s control were acted upon, to include rescinding all AETC-unique contents of the deployment folder and developing a standard work instruction for UDMs. The action plans for this event were finalized in February 2009 when version 1 of the AETC UDM Standard Work Instruction and Toolbox was published and sent to the field. This product will be refined and expanded over the next year to add more checklists and tools to make it “tech order like.”

As the UDM CBT was taking shape, we learned that we were not going to be satisfied training UDMs with a simple CBT to cover their basic roles and responsibilities. There needed to be follow-on training, as well as initial training. The staff in A4RX developed the “UDM Training Vision” to include initial training (CBT), follow on training (wing-level UDM training) and even “advanced” training (in-residence course developed by Air Staff/Expeditionary Center). The only AFI requirement for training is for IDOs to train UDMs on their duties without providing a training plan, curriculum, or much detail--we decided to fix that. The next step, in our journey towards improving the training and skills of our UDMs, was taken in January 2009 with our second AFSO21 event, a rapid improvement event to create a standardized wing UDM training curriculum. Again, the team was comprised of a mixture of UDMs, IDOs, and HQ SMEs to provide well-rounded inputs. The starting point was a draft curriculum developed by an Instructional Systems Development effort, held in December 2008 at the Expeditionary Center, when SMEs from around the Air Force met to create an in-residence UDM course. The task before this team was more succinct than the previous effort and focused on developing this one training tool. The team discussed the level of knowledge needed at the wing-level for each of the tasks and topics and the “right amount” of time to spend on each. Another topic of discussion was to find the right mix of “hands-on” training versus briefings/presentations. The product at the end of the week was a training plan that would serve as the standard each wing in AETC would use to develop

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The team agreed one more training product was desired--a commander’s briefing to fulfill requirements of AFI 10-403 that states each IDO must train each commander on the installation on their deployment roles and responsibilities. This clearly is another requirement ripe for standardization. Now that we focused sufficiently on developing UDM training, we knew

Airmen team up to assist deploying troops. (USAF photo by Airman Vernon Young)

the other team players in the Installation Deployment Readiness Cell (IDRC) could benefit from the same type of focus. We conducted another AFSO21 event in March 2009 to develop training for all team players, to include a focus on communication, coordination, and synchronization so vital to this endeavor. A cross-MAJCOM/cross-functional team was pulled together to tackle this crucial issue. The same tools identified above were employed to identify current training gaps, develop ideas to solve the problem, and create action plans to implement solutions. This effort will take at least a year to complete, but we’re excited about the possibilities.

ER: IMPROVING

THE

DEPLOYMENT MANAGER BUSINESS

their own UDM training program. In addition, an actual training presentation would be developed by HQ SMEs for the “non hands-on” portions.

Many people believe AFSO21 is great for shop floor and manufacturing processes, but not so useful for an office or white-collar setting, but our efforts in AETC proved otherwise. The keys to success are to have an open mind, be flexible in all ways, including how you employ AFSO21 tools, and don’t under estimate what you can achieve. About the Author: Lt Col Brit Smeal is the Chief, Logistics Force Management Branch, Air Education & Training Command, Randolph AFB, TX. His current duties include oversight of all AETC logistics Functional Area Managers (FAMs) and deployment preparation policy and guidance to twelve AETC bases. He is a core logistician, serving primarily in logistics planning duties. In recent years he has deployment experience in various CENTCOM locations as: Logistics Squadron Commander; Deputy Commander of a Logistics Group; Officer in Charge of a Special Operations Joint Logistics Support Center; and Deputy Chief of the SA Ronnie Hearne prepares a pallet to be loaded on an aircraft. (USAF photo by TSgt Erik Gudmundson)

Office of Military Cooperation at a U.S. Embassy.

SUMMER 2009

COMBAT CRASH RECOVERY

By Lt Col Helen Brasher

When you least expect it, expect it. Since my arrival to Bagram Airfield in June 2008, expect the unexpected has been one of the many lessons learned. We all know aircraft maintenance is a dynamic environment and anything can happen at any time. We always attempt to be ready for it to respond quickly and minimize mission impacts. Aircraft crash recovery is one of those capabilities we must be prepared for at a moments notice. During the very late hours of 30 January 2009 the unexpected happened. The sole runway at Bagram Airfield experienced the first-ever, C-17 gear-up landing. When you have one runway with aircraft taking off or landing every 10 minutes shutting it down for any length of time impacts the mission. It took the 455th Air Expeditionary Wing (455 AEW) 58 hours to develop and implement a plan to move the C-17 off the active runway and reopen the airfield. Fifty-eight hours may sound like quite a long time, but consider an austere combat location without resident C-17 expertise. Additionally, all Crash Recovery Team members were fighter or C-130 crew chiefs… 58 hours was pretty quick. A lot of ingenuity and teamwork made it happen – standard ops for

Above: Aerial view of C-17 crash site early on 31 Jan 09 Dunnage Tower (USAF photo)

any maintainer! During those 58 hours, the 455 AEW not only recovered the C-17 successfully, but also developed a plan to continue combat operations (the parallel taxiway became an alternate landing surface for most of our airframes, allowing the wing to continue to execute close air support, airlift & airdrop, electronic attack and combat search & rescue operations). Despite being a first-time event, that didn’t affect the planning efforts. Crash Recovery Teams train for just this type of incident. Experience, coupled with technical data, initially led to three viable options for removing the crippled aircraft. Each option was evaluated with regard to risk to aircraft and runway, and time. The first option involved dragging the aircraft off the runway with little concern for additional damage to the aircraft. Any additional damage to the runway was repairable within a few hours. The second option included lifting the aircraft with lifting bags, extending the gear, changing the tires, and towing the aircraft off the runway. The third option was to lift the aircraft nose and lower the nose gear only; then raise the back end with lifting bags, and lower the C-17 onto a low-boy. Option two was chosen. Most of the required equipment was on-hand. Al Udeid Air Base sent additional equipment along with an eight-person MRT. The first step in the physical recovery was to defuel and download cargo from the aircraft to reduce the overall gross weight. Initially, defueling the aircraft presented some challenges. The lack of C-17 experience forced the team to manually siphon 109,000 pounds of fuel. Once the C-17 MRT arrived, they isolated and repaired the electrical fuel pump system making the defuel much swifter. The next challenge was placing the airbags as directed by the C-17

SUMMER 2009

recovery technical data. The team discovered it was impossible to place the bags directly under the fuselage, as it was basically lying on the runway. The team implemented an alternate method for getting the bags underneath the aircraft. First, they constructed dunnage platforms to position 26-ton lifting bags under the wings and anchored the aircraft with four MRAPs. While conducting the lift, the team recognized the potential danger due .Initial attempt at using dunnage towers with lifting bags to raise aircraft (USAF photo) bag instability and the potential for them to shift. Even with the drills with the same people a number of times. There is a certain MRAPs as anchors, it just was not safe. expectation of how to proceed. However, when you’re in comThe team evaluated a number of alternatives. Ultimately, the bat, you bring experiences and expertise from many different team settled on the use of a 120-ton crane to lift the aircraft. units. Our Crash Recovery Team was comprised of Total Force This portion of the operation became complicated. The 120-ton Airmen from three different airframes—F-15Es, A-10s and Ccrane could not lift the entire aircraft by itself. As a work 130s—and four different bases. They never practiced a lift around, the team used the crane to lift the tail of the aircraft a together; nor had any of them been assigned to a C-17 base. The few inches off the ground…just far enough to slide the bags in team chief, an A-10 Crew Chief, was deployed to Bagram 2 years place. Then used the bags to raise the aircraft high enough to earlier and assisted with a previous C-17 incident but nothing of put the jacks in place. Next, they lifted the tail one more time this magnitude. The largest airframe the rest of them had expeto place the air bags in the appropriate position, then raised the rience recovering was a Navy P-3 Orion that crashed at the end back of the aircraft to place aircraft jacks under the rear portion of the same runway a few months prior—and two-thirds of that of the fuselage. With the aircraft in the air, the aircraft gear was team had already rotated out. Additionally, the teamwork from successfully lowered. The MRT replaced the minimum number the rest of the installation was vital to this successful recovery. of tires and the aircraft towed off the runway without inflicting Not only did we have a number of Civil Engineers on site assistfurther damage to the aircraft or the runway. ing in whatever way possible, we had civilian contractors provided on-site HAZMAT recovery and crane operations. No unit is ever fully prepared to respond when an incident of this magnitude occurs. At home station, you practice similar The C-17 was restored to the point where it could fly back to tLong Beach for final repairs. As the boss tells everyone in his “Welcome to Bagram” speech, anything can be overcome with a little bit of ingenuity and teamwork and this is a prime example. About the Author: Lt Col Helen Brasher is serving on a 365-day TDY as the Deputy Commander, 455th Expeditionary Maintenance Group at Bagram AF, Afghanistan. She is a career maintainer with 19 years active duty service has commanded 2 squadrons and most recently was Maintenance Branch Chief for the ACC/IG Team. This is her third deployment to the AOR.

C-17 departed Bagram on 14 Apr 09 for a one-time flight back to the states for permanent repair (USAF photo) EXCEPTIONAL RELEASE

Loggies at War - A CGO’s Perspective

By Capt Steven M. LeBlanc There’s no better sense of accomplishment than being “downrange” and doing what you’ve been trained to do: generate sorties in support of the Global War on Terrorism. Not everybody gets this opportunity. Those who don’t, continue to support from home and abroad, and are critical to our Air Force’s success. But there’s something to be said for the men and women who do get this opportunity—those with the 115+ degree Middle East sun beating on their faces, the searing oil and grease on their fingertips and the sand in their teeth. They are the loggies at war. On December 2, 2007, I had the distinct honor and pleasure of taking charge of an expeditionary Aircraft Maintenance Unit (AMU). I was responsible for the safe and effective maintenance of three RQ-4A Global Hawk high-altitude, unmanned reconnaissance aircraft and two Launch and Recovery Elements. I had 45 personnel assigned to complete our mission. Together, we executed the Air Component Commander’s air tasking order with pride and precision. The lessons I learned during my year in the desert will carry with me for years to come. Let’s take a look at some of the lessons my fellow CGOs and I learned during our time in the Central Command Area Of Responsibility (AOR). One aspect that can never be given enough credit in our line of work is networking. As described by Merriam-Webster, a network is usually an informally interconnected group of people. What we accomplish within these groups is nothing short of incredible. As logistics officers, getting what we need done oftentimes relies more

on who we know than how to actually execute the task at hand. When I arrived at my new assignment, I learned quickly that it was important to identify those Airmen within other organizations that I could rely on for support. Whether it was issues with lodging, food service, postal service, fuel delivery or transportation, knowing the right people to contact made the difference between solving problems or dealing with a nuisance thorn in my side. Securing trustworthy networks was one lesson I learned while at war, while another one was making sure my Airmen knew they were making a difference. Our young airmen and NCOs are deploying more often and for longer durations than ever before. It’s imperative that their leaders—that means you—share the big picture and make sure they understand their part in it. Realize that telling your Airmen how many pounds of gas were off-loaded, how many communications links established, how many bombs dropped, how many parts delivered or how many images taken during a sortie can only mean so much. Taking the time to do research and contacting those within your network to discover the results of those events and then sharing those results with your Airmen makes all the difference. They want to know that their time away from their families is worthwhile. Our Airmen need to know that the aircraft part they delivered enabled a surveillance platform to take off on time and locate a high-value target which allowed the Combined Air Operations Center to coordinate airstrikes enabling operators to put bombs on target resulting in its elimination. If you can paint the picture and share the story they are truly a part of, you stand to motivate your

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Airmen in new ways. In addition to sharing the big picture and illustrating the important roles our Airmen fill, we can’t forget to tend to their other needs as well. Nearly 11 years ago, I heard a Logistics Group commander speak at a commander’s call. Something he said has stayed with me over the years. He said “don’t ever forget that the mission always comes first, but our family never comes second.” How is that possible? If the mission comes first, everything else has to come second or third or…you get the point. I challenge that there is a distinct but fine line between mission first and family never second. Remember also that family includes not only our loved ones but also our brothers and sisters in arms.

for until that blast of oven-hot air hits them square in the face as they step off the plane. Those who have conditioned themselves at home and maintained a personal training regimen have an easier time adapting to the new environment. Those who failed to prepare, find out quickly that they aren’t able to perform as efficiently as they’re used to. This creates a problem when those out-of-shape Airmen fall out due to exhaustion and lack of physical fitness, leaving the burden of less manpower on the shoulders of their wingmen. Being physically fit is only half the battle. Trained and qualified Airmen are the linchpin of success in any unit. If you aren’t reviewing your unit’s Deployment Requirements Manning Document (DRMD) and comparing the notes to what you actually have in terms of rank, skill-level and qualifications, you’re a step behind. It’s not uncommon for home station units to shortfall personnel requirements. When that happens, you need to be prepared to reach back to those units and push the buttons that will make your manning right. This is where you balance diplomacy and diatribe in an attempt to find the middle ground that is acceptable to both you and your home station counterpart. Once you’re sure you have the right people in the right places and they are healthy, it’s time to take a step back and realize that it’s not all as serious as you think it is. If you can’t have a sense of humor in this business, it’s going to be a long hard road for you.

I received an unfortunate phone call one late evening. It was a notification that the father of one of my production superintendents had passed away, and I would be the one to inform him. It was a somber experience, one that many of you have shared as well, but it was an opportunity to connect and tend to an Airman in need. This MSgt was a key player in my production efforts. He was deployed, he was fighting the war and “flying the frag,” but he needed to go home to take care of his family during this trying time. When my commander asked if I could continue to meet mission requirements with one less production superintendent, I let him know it would be an added challenge, but we could do it. The unit came Some of us have had the together and adjusted to fill unfortunate pleasure of workthe gap. Planes continued to ing for a superior that is fly and break, maintainers nothing but all-serious all the continued to repair them; the Capt Steve LeBlanc with USCENTCOM Commander, General David H. Petraeus. time. No smiles, no laughs, mission continued. People (Photo courtesy Capt Steve LeBlanc) not even a chuckle at the will come and go, but when most humorous of moments. we take care of our people, they will always take care of the mission. Taking care of our Well, I’m here to tell you that those individuals are missing the Airmen is what it was all about, but it was also essential that we point. There’s a time and a place for everything, we get it, but seamlessly managed the AEF transition and in-processed Airmen just because we’re the World’s most powerful Air Force doesn’t mean we can’t find humor in those things that warrant it. Here’s that were fit-to-fight and trained to perform. a perfect example. My commander said he wanted the AGE parkLet’s face it; the writing is on the wall. Physical health and welling locations identified with our AMU’s designator. I passed this ness has by and large fallen to the wayside given the results of a information to my section chief who then passed it to the airmen recent Air Force-wide audit of our PT programs. Airmen deploying to the desert for the first time, have no idea what they’re in Continued on next page... EXCEPTIONAL RELEASE

WAR - A CGO’S PERSPECTIVE AT

ER: LOGGIES

he felt could do the job. They were eager and got started right away. The next day, my maintenance operations officer and squadron superintendent were quick to express their distaste over my newly identified parking spots. When I went out to the ready line to evaluate the wonderful job my airmen did, then did I realize the reason for my supervision’s concern. My AGE parking spots were clearly identified, make no doubt about it. It was how they were identified that caused the fuss. The young Airmen tasked to do the job chose to exercise their creative liberties. As I looked on, I saw an array of colors and designs, very similar to the graffiti you’d find on an East L.A. overpass. Really? Did my ready line just get “tagged?” They did what they were told, so what could I say? After the original attempt was cleaned Airman adjusting clamps on an RQ-4A Global Hawk to prevent chafing. (USAF photo) up, it was redone appropriately with stencils. All parties involved were briefed on clear communication techniques keep a pulse on your unit and sections. What’s happening in peoand we moved on to bigger and better things. If that’s not at least ple’s lives? Is somebody experiencing family or financial proba little funny, I don’t know what is. I had to laugh. lems? When our Airmens’ minds are on other things, they aren’t Whether you’ve deployed or not, you always have the opportu- thinking about the mission. Take care of them and they will get nity to learn new things. Some you take with you, some you for- the job done. Make sure you’re getting Airmen that are ready to get and some you choose to ignore. How you apply those fight and qualified to do the task at hand. Don’t be afraid to valuable lessons learned is what will separate the effective lead- reach back to home station units when they aren’t holding up ers from the non-effective ones. Remember to establish and fos- their end of the deal and short-falling critical positions you need ter those networks that will help you in your day to day to continue the fight. Last, but certainly not least, keep an open operations. Who you know can make the difference between mind and work on that sense of humor. It comes in handy from success and failure. Seek to find ways to include your Airmen in time to time and shows that you’re human. Our leaders don’t the big picture. Illustrate to them the impact their actions have expect perfection; they expect us to accomplish the mission as on mission success and how without their efforts the Air Force effectively and efficiently as we can with the people and tools at can’t meet its mission to “fly, fight and win…” Make sure you our disposal. When it’s your time to deploy, hopefully you can take some of these lessons with you. About the Author: Capt Steve

LeBlanc

Assistant

the

Maintenance

Operations Officer assigned to

the

Operations

353d

Special

Maintenance

Squadron. He is responsible for AFSOC’s Pacific fleet of MC-130H Combat Talon II and

MC-130P

Combat

Shadow aircraft. He recently completed a one year assignment in Southwest Asia, leading the Air Force’s only combat-engaged Chocks are placed under a Global Hawk unmanned aerial vehicle after an intelligence, surveillance and reconnaissance mission in Southwest Asia. (USAF photo)

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Global Hawk AMU.

RQ-4A

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2T1s Role as Combat Truckers By SMSgt Donna Davis Since 2004 the transportation vehicle operator/dispatcher (2T1) has answered the call to support in-lieu of (ILO) taskings (now Joint Expeditionary Tasking) by augmenting Army forces in gun truck and convoy line-haul operations. These taskings changed the way the 2T1 looks at combat operations and our role in their success forever. A once overlooked AFSC now plays an integral part in ensuring Forward Operating Bases (FOB)receive critical supplies as well as transporting cargo, equipment and personnel throughout Iraq “outside the wire.” To adequately prepare these combat truckers for their deployment mission, they must complete several combat courses. The initial training starts at Camp Anderson/Peters located on Camp Bullis just north of San Antonio, Texas. Taught by veteran combat truckers, the Basic Combat Convoy Course (BC3) is a four week course providing instruction on convoy operations. The training includes operator’s responsibilities, using communication devices such as the Single Channel Ground and Airborne Radio System (SINGARS) and the Movement Tracking System (MTS), GPS land navigation, weapons training (M4, M249, M2) and operating tractor/trailer units and HMMVs. The course brings 160 Airmen from varying bases around the world together and develops them into one cohesive team. As training progresses, operators learn the convoy roles such as the convoy commander (C2), who has complete authority all convoy actions, the assistant C2, loadmaster, lead vehicle commander (LVC), truck commander as well as the gun truck role. The other positions in the convoy include a communications expert,

vehicle mechanic, and medics. Regardless the operator’s position, they must be prepared to react to any situation Baselining training skills and knowing the responsibilities of each operator position prepares all operators to fill in should the need arise. Another vital wartime skill incorporated into BC3 is the Combat Life Saver’s (CLS) course. This five day, 40-hour course is condensed into three days and provides instruction on treatment of battlefield injuries, heat related injuries, and insertion of IVs. Operators are continuously applying these newly learned skills during simulated convoy missions. Instructors act as armed hostile insurgents along the convoy route and will set off explosives and fire blank rounds at the passing convoy. Convoy members immediately react to injured personnel, downed vehicles, and provide security while other instructors are evaluating how convoy members are performing their assigned tasks. Anytime a convoy takes on fire or sees suspicious activity, the C2 is notified. They then elevate it using a SALUTE report. If there are injured personnel, the C2 will radio a nine line MEDEVAC report. The CLS training is as close to reality as possible, and could mean the difference between life and death. After graduating BC3, the team travels to Ft. Sill, OK for a ten-day live-fire training, weapons training and Army specific training. Once complete, they fly to Camp Arifjan, Kuwait for additional weapons training, to learn convoy routes to FOB locations, and receive additional CLS refresher training. The out-going unit provides several weeks of “right-seat, left-seat” training for their replacements. This training entails participating in actual convoys into Iraq to learn routes, and cargo pick up and drop off locations.

Regional Police Advisory Command Convoy down Rt. Crimson from Kabul to Jalalabad (Affectionately J-Bad). This particular trip took roughly 11 hrs due to a blocked road in the Mountain Switchbacks, causing us to resort to some mild off-roading. (USAF photo SSgt Donna Davis)

After several missions, the out-going unit certifies their replacements as trained and capable of performing missions on their own. The out-going unit transfers duties (Transfer of Authority ceremony) and the replacements assume their new duties. Convoy missions take anywhere from a few days to three weeks, depending on weather, road conditions, location of pickup and drop off and cargo load/unloading times and availability. Out on the road, the majority of the FOBs are equipped to support convoys with Lt Justin “Scrape” Garey (M-1151 Driver) photographs the combined Regional Police Advisory Command, Afghan tents, cots, dining facility (DFAC), and Border Police and Afghan National Police convoy. The convoy halted to test fire crew serve weapons to ensure MWR facilities. When the C2 prepares the they are operational and have not been jammed by dust over the last several hours of the convoy. The convoy convoy manifest, he/she ensures each tractor is preparing to enter a know Taliban operating area enroute to Op Avalanche on the Pakistan boarder. (USAF and trailer unit always has two personnel, an Photo SSgt Donna Davis) operator and a truck commander manning the SINCGARS/MTS. The C2 appoints their there were no guarantees of arrival at the next FOB. Naturally alternate, the cargo loadmaster(s), the communications expert, the when on the road, operators must be alert at all times, especially chow runner, the CLS primaries, the vehicle mechanics, the LVC, “outside the wire”. . and an operator for the contracted tractor/trailers (Third Country National operators-TCN). Prior to departure, the operators perform Upon arriving back at Camp Arifjan, all trucks are downloaded, a preventive maintenance check and service (PMCS) check. This PMCS checked, washed, refueled and cleaned out of personal items. also includes a mechanical check, tire check, communications Once complete, the C2 arranges for an after action report (AAR) check, equipment (tie-down straps, chains, binders) check and sup- the next day. The AAR highlights any issues relative to the convoy plying the truck with MREs, water, and Gatorade. After the intel- and up-channeled if necessary. After the AAR the operators wait ligence brief, the C2 conducts a final briefing, rock drill (practice for their next mission, typically in 1-2 days. Usually the 14 convoy worse case scenarios using rocks) and vehicle check then sets depar- members stay together as a team throughout the whole deployment. ture times. The C2 normally has all convoy members report at least However, the vehicle mechanics usually need to rotate between two hours prior to the mission to eat, load up trucks with personal convoy teams due to their limited manning. items [M-4 weapon, remain over-night (RON) bag, Interceptor Life at Camp Arifjan is better than most FOBs with Permanent Body Armor (IBA), chemical gear] and any cargo requiring trans- Constructed Buildings (PCB), several DFACs, a decent gym, swimportation. Shortly later, the C2 gives the command to “roll.” ming pool, fast food, and two Post Exchanges. When operators Throughout the mission, the C2 conducts communications checks to stay in constant contact with every green vehicle once on the road; convoys continue to “push” to their destinations unless weather, road or vehicle issues arose. Often convoys halt on the Main Supply Route (MSR) due to these problems. Once halted, convoy members continuously guard for suspicious activity such as suspicious potholes, people hiding along MSR, and small arms fire. Occasionally, the enemy achieves direct hits disabling vehicles. Upon reaching their destination, the C2 and chow runner breaks off to locate the temporary staging lane and collect food for the military operators. The gun-trucks operators procure lodging (tent). The alternate C2 refuels vehicles. Once complete, the entire convoy was down-loads and/or uploads, then stages in a tight-line formation ready for immediate departure that evening. The C2 rallies everyone together for a final briefing of departure times and upload information. Then they release everyone for chow and/or rest. It was very important to get as much rest as possible at the FOBs since

weren’t on missions, they assist vehicle maintenance with installing equipment or roof racks on trucks. They also assist with miscellaneous Camp details. Combat truckers are a vital component in the joint fight against the enemy. The tools and training are challenging but crucial to ensuring Airmen, Soldiers, Sailors, and Marines receive the beans and bullets to accomplish their mission. About the Author: SMSgt Donna Davis is assigned as the Operations Superintendent, Deployment and Distribution Flight at 56 LRS, Luke AFB, AZ. She is a 20 year 2T1 transporter and manages 126 military and civilian personnel. She attended BC3 in Apr-May 2006. Then deployed May –Dec 2006 to one of the five medium truck companies assigned to the Joint Logistics Task Force 57-USAF Detachment 70 Camp Arifjan, Kuwait. SMSgt Davis’ duties included performing as the Flight Sergeant for Bravo Flight.

EXCEPTIONAL RELEASE

The Life of a Dover Port Mortuary Chaplain By TSgt Kevin Wallace The night sky looked calm and tranquil from a gently soaring aircraft, miles above the Eastern seaboard towns below. However, there was nothing tranquil or calm in the hearts of one family on board that aircraft, traveling to Dover AFB to witness the dignified transfer of their son’s remains. Their son, their Marine, their hero paid the ultimate sacrifice in the mountains of Afghanistan the day before. The Air Force Mortuary Affairs Operations (AFMAO) Center will now carefully prepare his remains for transfer to his final resting place. As the family arrives at the Dover flightline, the mother’s tear chalice overflows and her emotions begin to stream from her eyes. Her husband quickly comforts her with his embrace as a Port Mortuary chaplain swiftly makes his way over to console the grieving parents. Later that night, an aircraft lands at Dover and an advance team boards the jet to inspect and pre-position the transfer case. An honor guard of Marines reverently transports the fallen Marine from the aircraft to a specialized transfer vehicle waiting nearby. Among the few Airmen and Marines respectfully performing their duties on the aircraft was a familiar face – another Port Mortuary chaplain, the counterpart of the chaplain who comforted the parents earlier that evening. The Marine’s remains are meticulously prepared for their escorted delivery and final interment in a family plot in his hometown. Once the remains are prepared, a fellow Marine arrives at Dover to escort his comrade on the journey home. Before departing on this solemn mission, the escort receives a briefing from his Marine liaison team with Port Mortuary chaplains present. The Port Mortuary chaplain staff consists of Chaplains (LtCol, ret) David Sparks, (Lt Col) George Ortiz-Guzman, (Maj) Klavens Noel,

and a chaplain’s assistant, MSgt Timothy Polling. Throughout the dignified transfer process, these dedicated chaplains provide humble counsel to the family, Port Mortuary staff and escorts, and pray over the remains of the fallen hero. This process has been repeated almost two thousand times over the past several years, as our nation’s fallen continue to make their way back home passing through the Port Mortuary at Dover. “As a chaplain, comforting grieving families and watching over the remains of those heroes who keep me safe is the greatest calling I could answer,” said OrtizGuzman, who said he is humbled and honored to “serve those who serve.” Working at the Port Mortuary is often horrific and overwhelming. Constant exposure to our fallen takes a mental toll on the mortuary staff as they know well that it could be them or their brother’s or sister’s remains waiting to go home. The chaplains work the same processing system as the rest of the staff but must remain a ‘Rock of Gibraltar’ during those distraught times. “Remaining strong and sane for the sake of the mission is a defense mechanism humans use to perform amongst all that horror,” said Ortiz-Guzman. “But, we try to be as real as we can with our troops. They know when you are ‘snowballing’ them. We cry with them and laugh with them. We are part of the team and they all know it.” “I have the greatest admiration for these loyal chaplains,” said Col Bob Edmondson, the Command of the AFMAO Center. “As a commander, I place the highest priority on the safety, health, and well being of all those in my charge. For this mission, our Chaplains are the sensors, confidants, caregivers, and friends that keep us all safe and healthy and sane. Each member of the AFMAO team bears a very personal and unique responsibility; our mortuary staff and the

Top Photo: Chaplain Maj Klavens Noel, at Port Mortuary at the Charles C. Carson Center for Mortuary Affairs at Dover Air Force Base, Del., along with a senior Army officer and senior Air Force officer salute a fallen hero at Dover Air Force Base, Del. (U.S. Air Force photo/Roland Balik)

families of the fallen depend on these dedicated chaplains for their mental and spiritual well being.” Edmondson’s team is responsible for all Air Force mortuary matters, both current and past conflicts, and operates the nation’s sole port mortuary, which serves the entire DoD. To succeed in their mission, his team must remain healthy – physically, mentally and spiritually. Sometimes staying healthy is a task in itself – a task that requires professional counselors. “Port Mortuary troops have various, but certainly significant stress issues,” said Sparks, who explained a chaplain must maintain absolute confidentiality with those troops and families he serves. Sparks recollects being woken many nights with overwrought service members and those who cannot sleep due to the stress they were enduring. “We are where they are,” is the overlying theme to Sparks’ approach to his mission, he said. “I’ve been out at bars at midnight, drinking a coke and talking things through with team members. This is the duty of a chaplain. We are there when they need us, not when it is convenient.”

Soldiers, which weighs heavy on a team in the field. Here we see those same 20 fallen warriors, plus all the fallen from every other team.” Many chaplains begin to feel a profound sadness – which can linger on a person’s soul and remain if they don’t find a focus, said Sparks. Many of the mortuary staff focus on their work – in the science of their job.

Port Mortuary Chaplain Lt Col George Ortiz-Guzman with the Army Liaison team.

Chaplain Lt Col, (ret) David Sparks counsels a fellow Port Mortuary team member. Chaplain Sparks believes a chaplain goes through three stages once he assumes Port Mortuary duty: the horror stage, sadness stage, and focus stage. (U.S. Air Force photo/Tech. Sgt. Kevin Wallace)

Many chaplains have served the Port Mortuary team, said Sparks, explaining how the mortuary keeps two long-term chaplains on staff and consistently rotate a third chaplain through on four-month cycles. They do this to ensure a chaplain can handle the stresses of the mortuary prior to assigning them. Not every chaplain is suited for Port Mortuary duty, said Sparks, who has been on staff here for more than five years. Certainly, not every chaplain can sustain this duty for a year-long tour. Sparks believes a chaplain goes through three stages once he assumes Port Mortuary duty: the horror stage, sadness stage, and focus stage.

Since early April, when Defense Secretary Robert M. Gates approved a policy change allowing media filming of dignified transfer operations, more and more family members now attend the transfers. The increasing number of grieving families is another consideration the chapel staff must remain focused on. “With the constant human toll in front of us, the mortuary staff is feeling the stress of this work and dealing with an increase in the number of grieving families, a sustainable focus is the only way a person can function here,” said Sparks, who does not view this as a negative thing, but rather an opportunity to touch the lives of families in need. Sparks and his fellow chaplains remain dedicated to those who need them most, their staff members and the families of the fallen.

As the fallen Marine’s family flies home and the escort leaves Dover with the hero’s remains, more transfer cases arrive on an aircraft from Ramstein AB, Germany. At this point, the Port Mortuary chaplains stand ready and step forward to comfort the next arriving family. Somewhere in the grieving mother’s mind and in the minds of the mortuary staff a change was being made. Sparks prayed he comforted them and changed their focus “from devastation to dignity, from horror to honor, from remains to respect and from fatalities to families.” About the Author: TSgt Kevin Wallace writes for the 436 AW Public Affairs and was named Air Mobility Command’s New Journalist of the

“At first, a chaplain just reacts to the horror of mortuary duty,” said Sparks. “We see more of the destruction of war here than teams out in the field will ever see. For instance, let’s say a team loses 20

year for 2008. TSgt Wallace was a certified PMEL specialist for nine years prior to cross training as a photo journalist.

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A Change to the USAF Convoy Mission A Lesson in “NoLabel” Process Convoy heading north into Iraq. (Photo by Lt Col Carlos Camarillo)

By Lt Col Carlos Camarillo Many articles previously written for this publication highlighted the challenges and everyday victories for the Air Force’s only over-theroad, line-haul convoy mission currently conducted throughout Iraq. With this in mind, I hope to update some notable accomplishments for that mission, and present and analyze a few challenges that, in the past, plagued leadership and organizational well-being. To be clear and upfront, none of these challenges did, at any time, prevent or hinder the accomplishment of the mission but posed unique command and control issues that forced squadron and detachment leaders to work under at the risk and detriment of the mission and to their Airmen. For good measure, one could make an argument the unit utilized a few AFSO 21 principles to develop solutions to these issues, but I’ll leave that conclusion to the reader. For us, it just made good sense. (Insert rolling convoy pic) First things first…I must say up front, these were some of the finest Airmen that I had the pleasure to be associated with! For someone whom worked within the logistics community his entire 20+ year career, it was my particular honor to have the opportunity to lead this outstanding group of men and women. Squadron leaders trained with the Airmen during Basic Combat Convoy training conducted at Camp Bullis, Texas, and go out on missions with them on occasion over the roads of Iraq. We got to see it all! Not only did this give us a unique perspective of mission expectations for these Airmen, but also showed us how to best serve and support the Airmen when they were back in-garrison. The 586th Expeditionary Logistics Readiness Squadron (Kuwait) employs 330 Airmen from eight different Air Force specialties, representing 30 different Air Force installations. Specific skills include vehicle operators and vehicle maintainers as well as supply and

Improvement

communications professionals, fleet managers, administration, intelligence, and security forces. Two detachments, consisting of approximately 160 Airmen, were led by a 21R Captain, a 21R Lieutenant, a 2T Chief, and a 2T Senior Master Sergeant. Originally developed back in 2005, these Detachments were constructed to mirror their Army Truck Company counterparts with the intention of establishing consistency and standardization of operations. This was important in that, (1) the Air Force never conducted such an outside-the-wire operation to that point, and (2) the Air Force received all logistics support from the Army. Therefore, it probably made sense to organize ourselves like the Army for simplicity and ease of operations. Both detachments fell under squadron leadership consisting of a 21R Commander (deployed), a 21R Operations Officer, and a diamond-wearing First Sergeant. Remember, Airmen work for Airmen. Although administratively falling under the 386th Air Expeditionary Wing, the squadron received its functional taskings from the Joint Logistics Task Force (JLTF), commanded by a dual-hatted Army battalion commander. Each detachment signed for and “owned” all their equipment and supplies from either Army or Air Force channels, and operated as independent entities as any other Truck Company in the JLTF. The sheer numbers speak for themselves, and highlight the enormous impact this mission had in providing expeditionary combat support to our war fighters in Iraq. Over the course of a six-month period, the squadron logged 160 combat missions, safely commanding over 7.7 million miles through both Kuwait and Iraq, transporting approximately 380 thousand tons of cargo. In Air Force terms, that equates to approximately 12,667 fully loaded C17s—that’s almost half of what all of Air Mobility Command moved in CY 2007. During this time period and for the first time, the Air Force chose to plan and execute a theater munitions move consisting of

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118 trucks moving 5.2 million pounds of net explosive weight. These munitions supplied the war fighting capability for the entire OIF and OEF areas of operation…and they did it 24 hours ahead of schedule. They endured 43 separate attacks, and thankfully no injuries or fatalities. Certainly successful by any standard, indeed. This is why, after an assessment of its internal operations, the decision to reorganize the squadron was such a difficult venture to undertake. From the outside looking in, you couldn’t see anything was wrong. Shortly after arriving in Kuwait, I made a point to visit each of the sections to meet the Airmen, shake some hands, and to generally check things out for myself. What I sawpuzzled me. I found two side-by-side Air Lt Col Carlos Camarillo convoy commander providing pre-brief as convoy readies to depart Kuwait for long trip north Force organizations (detachments) doing into Iraq. (Photo courtesy of Lt Col Carlos Camarillo) the exact same mission set, and operating as two complete independent entities: My one-on-one discussions with the 586th Air Expeditionary Group two operations centers, two supply functions, two communications Commander helped vector our efforts and plan of action. He was offices, and, although sharing the same hardened structure, we even able to help us peel away much of the built up chaff concerning a had two separate armories. Even seeing it with my own eyes it was few lesser issues and was able to focus our attention on the heart of difficult to wrap my jet-lagged brain around. After viewing it on a the problem…we were not following our own doctrine. While origwire-chart and confirming a few key points with some of the work inally organizing ourselves like the Army, not all the rules worked center supervisors, the haziness began to fall away. Below is how the within the expectations and framework of the Air Force. For brevisquadron was organized. ty’s sake, I’ll address only two of the major points. 1. The squadron commander should own it all! The basic unit of the Air Force is a squadron, with the commander owning all operational and administrative responsibility. With the JLTF commander directing and tasking the detachment commanders, the lines of responsibility were blurred for a Captain who may have had limited or no previous joint experience. Couple this with the fact that each detachment commander, as with their truck company commander counterparts, signed for all their equipment and maintained their own accounts, fueled the perception of little authority, no real ownership, risk, or responsibility resident with the Squadron Commander. 2. Each of the two detachments operated as independent entities, equipped with their own command and control functions and convoy support agencies. Each Detachment Commander signed for all the trucks, trailers, radios, tools, and associated items to adequately operate their convoy teams. Each had Continued on next page...

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USAF CONVOY MISSION TO THE

ER: A CHANGE

Basic Combat Convoy training course for 17 support personnel. Additionally, this reduced the overall deployment length for some of the Airmen, giving them more time at home while saving the Air Force money.

supply accounts with the Army as well as the ability to order supplies through Air Force channels. If you were with the 70 MTD, you only coordinated actions with other 70th agencies, and never shall the two Detachments cross. While easy to understand and operate, the inconceivable happened. One detachment needing to fill a requirement forwarded a request for approval to order APECs jackets. After closer inspection, we found that the other detachment had approximately 70 of them in their shelves. (Pause here to take that in.) Had we, as a squadron, shrunk to that level of disjointedness where we failed to look at each other for mutual support? Okay, I had seen enough! The next several days encompassed some long and tedious assessments of a variety of available options. The challenge was to break the long-standing patterns of how to operate without breaking the operation completely. In the end, we took a look back at the structure of the old Air Force transportation squadrons giving us a peek as to how the squadron’s future would look like. As a result, the reorganization produced the following. 1. Seven total positions were eliminated and key leadership billets were realigned under the squadron staff. 2. All convoy support functions were combined under the squadron staff eliminating redundant operations. All staff functions support all convoy teams, regardless of what Detachment they fell under. At the same time, all supply and equipment accounts were combined and under the control and responsibility of the squadron commander. 3. By combining support functions, the squadron was able to standardize operations and eliminate duplicative command and reporting procedures.

5. Responding to changes at the JLTF command operations, we were able to combine much of our convoy support and command and control efforts within the Dispatch office— not dissimilar to any other Vehicle Operations office at home station. 6. Finally, it provided a recognizable chain of command. Needless to say, this is important to any organization, but even more so in a volatile and changing wartime environment. So, was it AFSO 21? We cut out the waste and redundancies, set up the support functions to better support the teams, and defined the chain of command. No, I probably wouldn’t label it as an AFSO 21 success story. Just that it was the right thing to do. To close, my message to the reader is to remember who we are as a Service. Yes, we are logisticians, and due to mission requirements we may be placed in a variety of support-type functional agencies working with coalition and sister service forces. With Afghanistan ramping up, who knows where any of us will up going next? Given the opportunity, we have the obligation to look at how we operate and assess whether or not it could be done better, faster, or more efficiently. I would encourage you to dust off the cobwebs from the lessons learned while in Professional Military Education, as well as those AFSO 21 training courses, and make the call. As in this case, the Airmen were making it work because they all understood the impact of mission failure—as professional Airmen, they were not going to let that happen. We owed it them to get it right. About

Author:

Col

Carlos

Camarillo is currently the commander of the 436th Logistics Readiness Squadron at Dover AFB. He recently served on a 180-day deployment as 586th Expeditionary Logistics Readiness Squadron.

4. Airmen pre-deployment training requirements were tailored according to function, eliminating the one-month

the

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THE ROLE WE PLAY By Major Robert Bearden Since 2001, Air Force Logistics Readiness Officers (LROs) have become a favored choice among Combatant Commanders (CCDRs). Besides an inherent Airpower expertise, our officers bring a different perspective and a level of ingenuity that is truly appreciated by commanders in the field. These attributes have spurred our officers to excellence, and we have made a well-deserved name for ourselves within the Joint logistics community. It has been said before that no good deed goes unpunished, so I suppose there are those among us who would argue our early successes created an insatiable appetite in the Joint community for the skills we bring to the fight. This, some say, increased our deployment pace to a level never before seen among Air Force logisticians. As a result, the LROs must take a step back and be mindful of the role we are asked to play; how that role fits into the larger picture; and review the successes we enjoyed. Doing so will motivate the LROs to greater successes in the future.

Test load of the first uparmored MRAP (MaxxPro Plus variant) onto an IL-76 aircraft at Kuwait International Airport (Photo Courtesy of Maj Dave Pastika).

demonstrate every day. Terms that suggest otherwise are counterproductive to our expeditionary mission and are unfit descriptors of our “All In” ethos. (4 Dec 08) When we find ourselves wondering “why me”, we know the Air Force is “fully committed to doing it’s part. Even then, some of us still wonder if our deployed roles are the “right” ones for us to play. The answer to that question requires more insight into the deployment tasking process.

W H AT T H E H E C K I S A N S D O B ?

Currently, Air Force LROs support 170 six-month taskings per AEF rotation. In addition to these six-month taskings, we noticed an increase in 365-day TDYs from about 66 in 2006, to as many as 107 in 2008 and 89 in 2009. When you combine our current 179-day and 365-day requirements, the annual taskings are up to over four hundred per year. With the increase in taskings, a natural reaction is to ask questions like “are these taskings valid” and “should I really be doing this.” These questions are inevitable. In most cases the answer is a simple and resounding yes. Here’s why. First and foremost, the CSAF has made it clear the Air Force is “All In.” An excerpt from the CSAF’s “Joint Expeditionary Tasking Term” Memorandum expands on this point:

Upon assuming my duties as the 21R Functional Area Manager, I quickly realized I had much to learn including re-familiarizing myself with some terms and learning new terms altogether. I admit that if I had ever heard the acronym SDOB in my military studies before, it went the way of the grocery list my wife gave me that I failed to write down. It turns out SDOB is short for the Secretary of Defense Orders Book, and it really does matter. But, like shopping for groceries, it helps to know what you need before you go get it, so let’s look at the SDOB process and start with the people asking for support. Of course, Combatant Commanders (CCDRs) have a mission to execute and must have forces assigned/allocated to them to do so. There are actually some distinct processes for continuing missions versus emerging missions but, for purposes of illustration, let’s consider an emerging mission.

We are not fighting in lieu of anything. We are fully committed to winning today’s fight with the innovative combat spirit our Airmen

Let’s say USCENTCOM determined the need for an additional 50person Logistics Embedded Training Team (ETT) to train the

WHY ME…?

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Afghan National Army on logistics processes. USCENTCOM communicates this additional need to the Joint Staff via a Request for Forces (RFF). The Joint Staff validates the RFF and tasks it to one of four Joint Force providers: USJFCOM for conventional forces, USTRANSCOM for mobility forces, USSOCOM for special operations forces, or USSTRATCOM for strategic forces. In this case, the RFF is given to USJFCOM for a sourcing recommendation. USJFCOM solicits risk assessments from each of the Services/Service Components to establish the risks associated with tasking those Services. Let’s assume USJFCOM selects the Air Force to fill 29 of the 50 positions and the other Services to fill the remainder. For this example, we’ll also say that 2 of the 29 positions require logistics officers. USJFCOM provides that sourcing recommendation back to the Joint Staff and, assuming that recommendation is selected, presents the sourcing solution to the Secretary of Defense (SecDef) in the SDOB. Finally, upon SecDef approval, the forces receive orders to deploy. Once ordered via the SDOB, an Air Force EXORD (execution order) is given to the appropriate component (AFCENT in this case). The component builds the deployment requirement and AEF Operations tasks an available asset based on an assessment of the AEF UTC Reporting Tool (ART). The tasked base then identifies the individual, and the member deploys. If some time later the tasked individuals ask, “Is this tasking valid?” or “Should I really be doing this mission?” the answer is unequivocally YES! Our two logistics officers can have absolute confidence they support a valid CCDR mission ordered to the Air Force by the SecDef.

SDOB? GROCERIES? THIS STILL ISN’T MY JOB… I consider myself very fortunate. All three of my deployments to date were, without a doubt, a perfect fit for an Air Force logistics officer and, I believe, made just for me. In fact, each of my deployments built upon my previous experiences (deployed and home station alike) to prepare me for either the next deployment or the job I currently hold. This is not the case however for all of our officers. As a Headquarters Functional Area Manager (FAM), I occasionally hear about negative experiences. It is fair to ask if the tasking is really the right job for someone

in my career field and of my grade, despite the SDOB process. Questions like this bubble up to FAMs now and then and I believe this is a good thing. Part of being an officer and a leader is addressing observed problems appropriately and then returning to the mission at hand. If an officer determines a job could be accomplished more effectively with a different AFSC or grade, they can offer that perspective to the administrative control chain of command. The administrative chain has the most leverage with personnel writing the requirements (usually CCDR J-1 staffs) and can give them insight on specific Air Force capabilities as well as how they can articulate the RFF to achieve greater effects. Another effective way of handling this is for the officer to advise the tactical control chain that while they have the Capt Faith Posey, an LRO curassigned tasks well in rently assigned to the 721 hand, their training and APS at Ramstein AB, experiences could also conducts a pre-departure brief prior to a be effective in meeting convoy mission in other mission requireIraq. During her 365ments. The issue here is day deployment she to be ever cognizant supported the Coalition that there is a job to be Army Advisory Training done. Any attempt to Team (Photo courtesy of Capt Angelika Spink). promote mission accomplishment will almost always be well received, while anything that is perceived as an attempt to get out of work never is. A final thought…that logistics is a broad area of expertise and defined differently by each of the Services. It is not uncommon to find yourself in a Joint mission where the work is different than what it would be for your specialty in an Air Force-only unit. This does not necessarily mean it is not your job. In addition to being on an Air Force-ordered mission, our officers are trained first to be leaders and officers and then trained in a specific specialty. This is especially important to keep in mind when working in a Joint context where day-to-day tasks may be different than your home-station responsibilities, but where effective unit leadership is absolutely critical to mission accomplishment.

F O R E X C E P T I O N A L LY M E R I T O R I O U S SERVICE In spite of the deployed challenges, we achieved unprecedented success. Since 2001, LROs received 146 Bronze Star medals for

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E R : T H E R O L E W E P L AY

exceptionally meritorious service in a career field that consists of about 1,500 active duty personnel. Our logisticians are doing some amazing things. LROs in both Members of the 450th Joint Afghanistan and Iraq Movement Control are at the leading Battalion prepare to edge of fielding the depart from a Forward Mine-Resistant Operating Base in Afghanistan. Airmen Ambush Protected assigned to the battal(MRAP) vehicle. In ion manage Short a speech given last Take-Off and Landing year, Secretary of aircraft (like the CASA Defense Robert M. 212 pictured) to provide Gates explained he logistics support throughout the country (Photo Courtesy of made the MRAP the Maj Robert Bearden). top Department of Defense (DoD) acquisition priority back in May 2007. Since that time, production went from 10 vehicles a month to over 1,200. He continued his point stating the casualty rate in MRAPs is less than one-third that of HMMWVs. Less known is the Herculean effort of Air Force logisticians to deliver these assets to the war. From coordinating movement by commercial airlift to leading Redistribution/ Property Assistance Teams that ensure delivery to tactical units, Active, Guard, and Reserve LROs put these life-saving vehicles in the hands of warfighters from each of the Services. Similarly, our officers serve in a training capacity as members of the Coalition Air Force Transition Team (CAFTT) training and advising their Iraqi counterparts on logistics operations. The September 2008 DoD Report to Congress identifies some of the CAFTT accomplishments to include remarks on “forty-six Iraqi aircrew instructors are available to conduct ISR mission training” and 24 students are enrolled in flight training. All of this is, of course, enabled by logisticians and points toward eventual selfsufficiency for Iraq’s Air Force. Air Force logisticians support a similar mission in Afghanistan known as the Combined Air Power Transition Force established to build an Afghan National Army (ANA) Air Corps. The ANA Air Corps is now airlifting Afghan forces and taking that burden off of coalition aircraft. These are three examples of the larger missions which involve our officers. Other efforts include leading the first-ever CV-22 overseas deployment, and fueling the largest Army MEDEVAC mission in Iraq.

A N D T H E M A G I C 8 - B A L L S AY S ? Unfortunately, those accomplishments are attributed to a relatively small number of people. As mentioned earlier, there are 38

over 400 LRO taskings with 1,500 active duty LROs. Excluding the commanders, students, and jointassigned officers there is a relatively small active duty pool to task. Many officers ponder what the future holds, and if our current Tempo Band D posture is sustainable. Of course, this posture is simply an AEF deployment vulnerability window of 6 months, followed by 12 months outside that window for reset and training, and then back to another 6 months of deployment vulnerability. To avoid too many consultations with the Magic 8-Ball to determine if the LRO career field intends to re-posture, Tempo Band E is an option. Right now it is the last option on the table. The real benefit of re-banding to “E” (6 months of vulnerability followed by six months of training and reset time) is providing two deeper pools to fill the taskings instead of three shallower pools. Theoretically, that means individuals in the two pools will deploy less often than they did in three pools. For the time being, we are able to keep this as a last resort thanks to the support we receive from the Air Reserve Component (ARC) and our fellow logistics officers.

I T I S D E C I D E D LY S O It is impossible to overstate the contributions of the ARC in maintaining the active duty posture to date. In the last year, we obtained authority to mobilize over 70 LROs from the Guard and Reserve to fill deployment requirements around the world. These individuals supported (and continue to support) everything from airlift coordination for the Horn of Africa, to commanding Expeditionary Logistics Readiness Squadrons in places like Iraq and Kyrgyzstan, to coordinating logistics plans for

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Special Operations in Iraq, and serving as UN Military Observers in war-torn countries. Beyond these personnel, the ARC routinely fills about 15 taskings per AEF rotation with volunteers and we regularly ask them for additional volunteers as requirements emerge. In fact, in the last 6 months we received ARC volunteers who, by deploying, enabled us to keep sitting Logistics Readiness Squadron Commanders at home commanding their units instead of deploying to non-command billets. Across the board, our ARC counterparts make our current operations tempo possible. Without them, our deployment pace would simply increase. In addition to the support we receive from the ARC, we recently reached out to our Aircraft Maintenance Officer counterparts for assistance. In an AF/A4L-approved initiative, we identified over 60 LRO deployment taskings that do not require unique logistics readiness skills but can be filled by a logistics officer with broad logistics knowledge and the ability to lead. We are in the process of adding a line remark authorizing any 21X AFSC to the deployment data files of these requirements. This initiative opens these requirements to a larger pool of officers and allows the logistics community to fill these requirements with either skill set as appropriate for the conditions at the time. This flexibility will be imperative as we contin-

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ue to execute our missions and respond to dynamic conditions on multiple fronts.

I T I S C E R TA I N Unfortunately, it is impossible to accurately predict the extent to which our missions may expand in the coming years. As a result, it is critical we maintain our awareness of the role we play and the contributions of each member of our team. As we consider all of this, one answer from the 8-ball is guaranteed. It is certain our future successes will exceed our expectations. None of us can make the mission happen alone. However, when you consider the larger team we are a part of no challenge is too great. Going forward we need to be mindful of the role we play, the successes weâ&#x20AC;&#x2122;ve had, and the team we support and are supported by. Keeping those things in mind is the first step in addressing whatever new challenges may arise. About the Author: Maj Robert Bearden is the Headquarters Air Force Functional Area Manager for the Logistics Readiness Officer career field. He is responsible for the management of the career field to support operational planning and execution. K

THE POWER BEHIND THE BITE

A KC-10 generated by the Extender Aircraft Maintenance Unit, 380th Expeditionary Aircraft MaintenanceSquadron, 380th Expeditionary Maintenance Group, 380th Air Expeditionary Wing, takes off into the Southwest Asia sunset

By 2Lt Bridger Lord F L Y T H E T A S K I N G O R D E R – E V E R Y D A Y . Those are the words on the first line of the first slide of the first brief I received in my first hour of my deployment to the 380th Air Expeditionary Wing (AEW) in Southeast Asia. Those words epitomized why we were deployed. They describe the “teeth” of the Air Force. As a young logistician and first-time deployer, this was my chance to view the end product of my continual training back home and to see the “teeth” of the Air Force at work. This was my first opportunity to experience the expeditionary environment, and I was excited. As a logistician and a maintenance officer, I knew that logistics played a pivotal role in enabling the mission. The firsthand experiences I gained helped me internalize the true importance of logistics towards mission accomplishment, and it did so in a way that opened my eyes to the vast magnitude of that importance. Lieutenant General Leo Marquez, (ret) USAF, was right when he said, “If our aircraft, missiles and weapons are the teeth of our military might, then logistics is the muscle, tendons and sinews that make the teeth bite down and hold on – logistics is the jawbone!” Through several examples and a little background from my deployment, I plan to show how early deployments in young logisticians’ careers can mold them into the future logisticians and leaders of our Air Force—through personally experiencing the words of General Marquez.

The central location of the 380 AEW in the theater, makes it a vital hub for Intelligence, Surveillance and Reconnaissance (ISR), Command and Control, and tanker/refuel operations. The aircraft deployed include the U-2 Dragon Lady, RQ-4 Global Hawk, E-3 Sentry, and KC-10 Extender. The aircraft and operators deployed here are the “teeth” of the Air Force, and the sorties they fly every day are the embodiment of the first part of the mission there. “Fly the Tasking Order – Every Day.” But, I’m not here to talk about the “teeth.” I deployed as the Assistant Officer in Charge of the KC-10 Extender Aircraft Maintenance Unit (AMU). With an introspective look, the unit was small and tight knit, but the effects of the simple operations conducted day-in and day-out can be seen over the entire region. Every day you will find KC-10 aircraft generated by the Extender AMU circling the airspace above the combat zone, providing aerial refueling to Operations ENDURING AND IRAQI FREEDOM, and Joint Task Force – Horn of Africa combat operations. While there were many challenges to overcome, the tenacity of the maintainers and officers accomplished the mission every day. The maintainers are deployed from McGuire and Travis AFBs and create a cohesive team to generate the KC-10. Anywhere between 350 and 400 sorties are produced a month, which supplies the AOR with over 35% of its aerial refueling needs. The management of a

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constant flow of personnel, aircraft, parts and equipment is essential to this sortie generation. It seemed simple enough to start with. Manage a system that has been in place and worked for many years. Easy enough, right? But before I knew it, the inundation of variables and considerations hit me like a ton of bricks. For example, fuel expands in the extreme heat, and in order to operate in 120 degree summer days, more sorties, and therefore more aircraft, must be flown to supply the same amount of gas. From the maintenance perspective, we needed to determine how many people of the different Air Force Specialty Codes and skill-levels were required to produce more aircraft more frequently. We also had to consider how many extra people home station could afford to lose, and what kind of extra equipment was required. We worked very closely with home station units to balance our needs with theirs; and provide the best solution to the increased aircraft requirements.

The KC-10 has its peculiarities as well. Driven from the fact that the aircraft is a derivative of the commercial DC-10, there are some differences between normal Air Force practices and the operations in the KC-10 world. One of the more obvious is the supply system. While consumables such as oil and hydraulic fluid are still ordered through the Air Force supply system, aircraft parts are acquired through Contractor Operated Maintenance Based Supply (COMBS). Acquiring and storing parts was always an issue. It would have been great to have three engines on hand for the stretch of four engine changes in 2 months, but where do you put an extra jet engine or two when you have a finite amount of space?

From the very first day on the job, I was astounded. The role of each individual maintainer, or “sinew”, was clear as they methodically dealt with the obstacles and challenges in their way. From inspecting and marshaling aircraft to ordering parts and issuing tools, everyone had their part to play. Although some Additionally, there is the constant rotation of personnel. When were small and seemingly insignificant, each and every one of a rotation sets in motion, the home station AMUs are absent an them was absolutely essential. Each individual was one of countentire chunk of personnel for up to 18-days while they in-process less moving parts of a system that produced a schedule filled with and reconstitute. How many people can home station afford to safe and reliable jets as the end product. The challenge to the lose at a time and still AMU supervision operate at the same SSgt Joseph Dawson marshals a KC-10 aircraft into the spot displaying one of the many vital roles of was to ensure tempo? How often the maintainers in the Extender Aircraft Maintenance Unit these roles were should manning orchestrated in turnover in order to harmony with maximize continuity each other as effiand not cripple the ciently and effechome station by rotattively as possible ing too frequently? while dealing with How do you most the perplexity of effectively minimize variables that natthe negative effects of urally arose. It is transitions between important to note, personnel? In order to it only takes one maintain continuity broken “sinew”, within the expedifor that harmony tionary AMU, only a to be thrown off. small percentage of As soon as one the unit rotated at a breaks, one “tendon” begins to tear and the bite is weakened. In time. During every rotation we learned from the inefficiencies extreme cases, the bite may even be ineffective. On the other and tweaked the process for the next rotation. hand, it only takes one “sinew” to bear the extra load, to keep When talking about moving people and equipment, the KC-10 the bite strong. Likewise, it only takes one logistician, one supplatform is a unique aircraft with a one-of-a-kind capability set. ply part, one circumstance to affect the mission either negativeNot only does it provide the fuel necessary to get itself, and oth- ly or positively. ers, where they need to go, but it has the ability to haul the people and the equipment required to fly, maintain and sustain effective wartime operations. It is a true logistician’s aircraft.

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BITE THE

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teaching the rookies One example of this how things need to be started with some metal done and passing that shavings we found in knowledge and experithe tailpipe of a number ence on while giving two engine. With the them the opportunity of KC-10, this not only making, and learning equates to an engine from, their own mischange, but one that is takes. CMSgt (select) performed three stories Jim Williams is a great off the ground. First, we example of one who needed a new engine. filled that role for me, as In that aspect we were well as other Loggies, lucky because we had during our deployed an aircraft rotating-in. time. With 20 plus years We received an engine of experience on the on a special stand that KC-10 and six deploywas designed to allow Tech. Sergeant Brian Brown (center) leads an engine and stand swap team comprised of Mr. ments to Southwest transportation on a KCKelvin Hall (Left), KC-10 Technical Representative, and SrA Konrad Pierce (Right), prior to Asia since 1991, the 10. Unfortunately, the changing the number two engine Extender Superintenequipment available to dent guided me, and the us to raise the engine didn’t fit the special stand. We were stopped dead in our tracks AMU, down the right path. He is not only a true expert of the because a simple bracket did not fit a mount. With a daunting KC-10 and logistics system in which we operate, but was willing flying schedule that needed to be filled every day, we could not and able to go the extra mile to walk that fine line of a great mentor. Those who have played that role in the past are responafford to have a jet down for a prolonged period of time. sible for the character of the logistics world today. And those The engine change team, led by the propulsion shop and TSgt who play that role today will do the same for the future. Brian Brown, proved it only takes one “sinew” to keep the bite From melding together maintainers from two separate bases to strong. The team needed to free up a normal stand to install the new engine. It would have been easy for them to throw their act as one cohesive team to the numerous problems caused by hands up and wait until someone decided to send them an addi- austere weather conditions, there were countless challenges to tional stand. However, through their tenacity and quick actions, overcome. Whether they ended in successes or failures, there they found a solution. Their plan involved partially re-installing were always lessons learned. Those lessons learned and experithe bad engine to free up one normal stand and removing a pre- ences passed on to young logisticians not only provide them viously changed engine and stand from a C-5 that was scheduled exceptional experiences to build upon, but are the foundation of to take off that same day. Additionally, in order to get the nec- the future of the logistics world. Through the broad range of essary engines on the right stands, they had to perform three experiences in my time in Southwest Asia, the mission was comengine and stand swaps which required coordination of a crane pleted time and again. The Tasking Order was Flown – Every and driver from Civil Engineering. Finally, through their perse- Day. The teeth bit down and held on, and I experienced the true verance, they were able to lower the bad engine and install the extent to which the “sinews, tendons, and muscles” of logistics new one moving the jet to a fully mission capable condition and powered those teeth. “Logistics is the jawbone. Ya hear that? The Jawbone!” avoided a week-long delay. Although each individual has their role to play, there is a particular role I would like to emphasize. That is the one of perpetuation, the role of building the future. The knowledge base and experience surrounding young logisticians is not only important to the mission at hand, but is a cornerstone for the future of the logistics world. A great mentor walks the thin line of

About the Author: 2Lt Bridger Lord is permanently assigned to Travis AFB 60 Air Mobility Wing under the expert mentorship of the infamous Col Carol Johnson. He was deployed to the 380 EAMXS/ Extender as the AMU Assistant OIC. Bridger.Lord@adab.afcent.af.mil. K

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Rebuilding Iraq’s Air Force at Kirkuk CMSgt Sanders, Colonel Sabah (Iraqi MXG/CC), and Major Pollock shortly after arrival to Kirkuk, Iraq. (Photo by Maj Matthew Pollock)

By Maj Matthew Pollock An Air Advisor’s duties: Assess, Advise, Train, and Assist. In 2007 I had the honor of carrying out these duties in Kirkuk, Iraq, as a member of the Coalition Air Forces Transition Team (CAFTT). Prior to 2006, combat aviation advisory was conducted solely by AFSOC’s 6th Special Operations Squadron, where advising and training foreign forces has a long and proud history. While the size of the Air Advisor cadres has grown in Iraq and Afghanistan, today less than 1% of USAF Airmen have GWoT Air Advisor experience. It has often been stated that as Air Force officers we should have three primary career goals; command (or in the absence of command, lead), participate in combat operations, and train. I cannot think of a duty that encompasses all three goals more than being an Air Advisor.

IQAF HISTORY Iraq founded one of the earliest separate-service Air Forces on April 22, 1931. During the Gulf War the Iraqi Air Force (IqAF) was devastated. In February 1991, many pilots and 120+ aircraft escaped to Iran to avoid destruction during the conflict. The agreement was for Iran to return them after the war, but the Iranians impounded these aircraft instead, claiming them as reparations for the Iran-Iraq War. After the Gulf War, the Air Force was comprised of a sole Tu-22 and several squadrons of MiG-25s purchased from the Soviet Union in 1979. During the period that followed, the Air Force was severely restricted by no-fly zones and access to spare parts due to United Nations sanctions. Iraqi Airmen used creativity and ingenuity to maintain MiG-25s by modifying and adapting non-aviation grade parts and electronics. On the brink of the U.S. led invasion in 2003,

Saddam Hussein ordered the bulk of his fighters disassembled/buried. Many were later found by US forces but none were returned to service. No IqAF fixed wing aircraft survived Operation IRAQI FREEDOM. A new Air Force was slow in development due to the Coalition’s focus on ground counterinsurgency operations and lack of new IqAF aircraft. CAFTT began to earnestly develop a post-Saddam era IqAF in 2006. In August 2005, the IqAF consisted of less than 400 Airmen, and Coalition support was less than 60 Airmen (American, British, and Australian). By January of 2007, IqAF grew to nearly 900 Airmen and CAFTT support grew to nearly 90 Air Advisors. In 2008, the IqAF surpassed 1,500 Airmen and Air Advisor support grew to 350 USAF Airmen (Soldiers and Sailors as well) at four field level Iraqi Air Bases. Today the IqAF still primarily operates from four field-level bases. Three C-130 airlifters and five King Air 350-I Intelligence, Surveillance and Reconnaissance (ISR) aircraft are stationed at New Al Muthana Air Base in the Baghdad International Airport with six more C-130s on order. A small aircraft ISR mission continues near Al Basrah in Southeast Iraq with eight aircraft assigned. Military, technical and rotary-wing training is conducted at Taji, north of Baghdad, along with an operational rotary-wing mission with 38 helicopters assigned. Kirkuk is the home of the ISR and Combat Grand Caravan, as well as fixed and initial rotary-wing training for the entire IqAF, with 42 total aircraft assigned.

GETTING

B A C K O F F T H E G R O U N D AT

KIRKUK

In May 2005, four USAF Airmen and one Iraqi captain were killed when their modified kit-built aircraft, a Comp Air 7 SLX crashed

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in Northeast Iraq. The Airmen were from the 6th SOS’s adviso- Col Mark Grdovic, author of The Advisory Challenge, “the ry effort at Kirkuk. For the next 18 months, pilot training was amount of influence an advisor attains will be directly proporintermittent at Kirkuk as the USAF and IqAF fought to make tional to the sum of three factors: the rapport between the advithe Comp Air a safe aircraft. Ultimately, the aircraft was perma- sor and the host-nation commander or counterpart; the nently grounded in September 2006 when the first seven credibility of the individual advisor; and the perception by the CAFTT Air Advisors arrived in Kirkuk. By December 2006, host-nation forces of the continued value of the relationship.” To Kirkuk had a handful of SAMA (Zenair) Ch-2000s flying and summarize, the amount of influence an Air Advisor has is a combegan ISR missions along Iraq’s northern oil pipelines in January. bination of rapport, credibility and relationship value. Our most Kirkuk participated in their first real-time combat support mis- successful advisors worked hard at developing relationships early sion with the Iraqi Army on February 1, 2007, right after I on. Candy, chai (tea) and invites to meals were all indications arrived as the Senior Maintenance Air Advisor along with four of perceived value. additional USAF maintainers. In total we had seven aircraft Initially, advisory maintenance training was provided only when maintenance Air Advisors; crew chiefs, avionics, electro- enviinterest was shown by the Iraqis. While CAFTT was developing ronmental and sheet metal. We advised 40 Iraqi maintainers in initial technical training for future new accessions at Taji, develenlisted, warrant officer and officer ranks, nearly all from the opment of field level Saddam-era Air Force. maintenance upgrade Our initial assessment training was slow to was pretty bleak; think non-existent. Part of of anything that would the problem was lack identify an Air Force of interest by the maintenance organizaIraqis. The pilot-cention…they did not have tric Iraqi Air Staff was it. The IqAF did not yet interested in training have any operating only if it was pilotinstructions, safety profocused. At the unit grams, training prolevel, the Saddam-era gram/plans or standard maintainers were unfaoperating procedures. miliar with our proThere were no maintegression style of nance programs estabupgrade training. In lished such as FOD, the “old times” trainQuality Assurance, tool ing was primarily front control, production loaded and completed superintendent, emerColonel Sabah and Major Pollock discuss maintenance philosophy after a traditional Iraqi at three year enlisted meal. (Photo by TSgt Donald Woronowicz) gency action checklists, and warrant officer etc. The Iraqi facilities academies. Once an consisted of a dorm/operations center and a hangar. Both buildenlisted member or warrant officer arrived at their duty station, ings were less than two years old but looked at least forty-years little upgrade or annual training was conducted. Enlisted memold due to poor construction and use of substandard materials. bers could only accomplish simple servicing type tasks and warTools and equipment were not up to USAF standards. rant officers could perform more complex maintenance, but Sustainment and procurement programs ranged from convoluted normally only the engineering officers could sign off “red X type” to nonexistent. Additionally, the Iraqi maintainers did not yet tasks. Cultural norms hindered the Air Advisors and IqAF from have standardized uniforms and generally exhibited poor English quickly developing a training plan. skills, with zero interpreter availability. Our initial goal as maintenance Air Advisors was to develop relationships with our Iraqi counterparts while providing daily advice and assistance. Personal relationships are huge with the Iraqis; they are one of their centers of gravity. According to Lt

Iraqi shift schedules also affected training. Families are very important in Arab culture and the Iraqi Airmen lived primarily

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Continued on next page...

KIRKUK AT

ER: REBUILDING IRAQ’S AIR FORCE

Due to allegations of graft and embezzlement, the IqAF had very little budget authority. Most procurements had to be routed and funded by the Iraqi Ministry of Defense (MoD). Purchasing a commercial off the shelf part or equipment item in support of a grounding MICAP could and did take over a month. One bright spot was the fuel contract between DoD and MoD. This contract allowed the Iraqis to procure JP-8 from the host Air Force unit in Kirkuk. All of the new aircraft procurements like the Grand Caravan and King Air are supported by contract logistics support contracts to include maintenance and supply support.

in the town of their birth, where their families and extended families lived. The Iraqi Airmen traveled to their duty location and were scheduled to work a three week rotation for each week of leave. Due to the violence and uncertainty in early 2007, the shift schedule was more like 2 weeks on and 2 weeks off. Many of the Iraqi Airmen commuted from Baghdad, where their families were in constant danger. In some cases families would not leave their house while the member did their two week duty rotation. The work schedule created havoc with our maintenance training efforts. We would train one group, then train the second group, then retrain the first group returning from their two week break, and so on.

ACTION AND R E S U LT S

MID-TOUR REASSESSMENT

Once we identified our challenges, we briefed the Major Hathem (Iraqi Squadron Maintenance Officer) and TSgt Gurzynski repair a faulty Iraqis and attempted to get About three months into AOA tab on a SAMA Ch2000. (Photo by MSgt Jeffrey Brater) their buy-in and support. our tour all the mainteWe then assigned two Iraqi nance advisors sat down for an AFSO 21 Kaizen-style rapid improvement event. The purpose POCs (one per shift rotation) and one Air Advisor to each was to re-vector our maintenance advising efforts by formally agreed challenge. Over the next three months we had both setidentifying our challenges, prioritizing their importance, measur- backs and successes and many event accomplishments like ing the level of difficulty to make improvements, and our abili- designing a munitions storage area, establishing the Grand ty to affect change. An Air Traffic Control advisor, a USAF Caravan mission, sheet metal training, soldering fundamentals trained lean facilitator, led us through the process. We included and designing and procuring brake presses. our Bilingual Bicultural Advisor on the event team, since he also Some programs, like Quality Assurance and Production had an aviation background as Saddam’s “Air Force One” pilot. Superintendent, did not get off the ground. Part of the problem His insight proved critical later on as we assessed our challenges is traditional Iraqi leadership culture; knowledge is power and while considering Iraqi priorities and their perceived value. should not be shared with your peers at other units, delegation Many of our identified challenges have already been touched on; is a sign of weakness, and lack of instructions means centralized infrastructure, career development, pilot-centric culture, IqAF decision making. Another problem is what I call “the culture of level instructions (or lack thereof), maintenance training, com- the non-decision.” Saddam-era maintainers were taught not to munication network and work schedules. We also identified air- ask questions or raise problems. Often the most qualified indicraft supply and base-level purchasing as significant challenges. viduals would not volunteer good ideas or step up into vacant

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leadership positions because they were concerned about job security. As one Iraqi maintainer told me, “it is better to stay in shadows than to step into the light.” Along the way we used creativity and ingenuity to accomplish our goals. For example, we did not have an Air Advisor with any training or experience with flare build-up, flare loading, or munitions storage. We sent our electro-environmental Air Advisor to Baghdad, where he received USAF training on the AN/AAR-47 missile warning system, AN/ALE-47 counter measures dispenser system, and munitions storage and flare build-up. Upon his return, he trained other advisors on loading, established a buildup area, storage area and created a flare training program for the Iraqis. While event accomplishments were important, our process improvement successes were more significant. We worked with the Iraqis to establish a Ch-2000 phase program, a Mission Essential Systems List for Ch-2000 and Grand Caravan, status sheets for all assigned aircraft, FOD program, flight-line driving program, thru-flight inspection checklist, independent ground refueling for the Grand Caravan, flare up-load/down-load procedures, and flare buildup training program. Most importantly, we established the ground work for the one-year Air Advisors who replaced us and for future Air Advisors and IqAF maintainers to build a new and proud Air Force. The new IqAF continues to mature, but they still need our help as they continue to build a strong foundation. CAFTT’s mission statement is to build the foundation of a credible and sustainable IqAF with the institutional capacity to organize, train, and equip. By the end of 2009, the IqAF should reach a benchmark of 126 aircraft and nearly 5,000 Airmen, well on the way to their 2018 end-strength goal of 400+ aircraft and 18,000 Airmen. Air Advisors will be in demand for years to come. If you are given the opportunity and embody patience, ingenuity, outstanding people skills, and the desire to put your USAF experience to the ultimate test, then the Coalition Air Force Transition Team has a rewarding Air Advisor job for you. About the Author: Major Matthew Pollock is currently assigned as Commander, 56th Aircraft Maintenance Squadron, Luke AFB, Arizona. The squadron provides intermediate and flight line maintenance for 100 Block 20, 25 and 52 F-16 C/D aircraft. Manned with 990 personnel, the squadron's primary focus is to ensure mission-ready aircraft are maintained to support basic F-16 training for U.S. Air Force active and reserve components, Republic of Singapore Air Force, and Taiwan Air Force pilots. Major Pollock was previously assigned as Senior Maintenance Air Advisor, 521st Air Expeditionary Advisory Squadron, Kirkuk, Iraq from JanuaryAugust 2007. K

EXCEPTIONAL RELEASE

The “BoB” Difference – Transformation in Bare Base

By Lt Col Steven F. Peters Perhaps no single system in the Air Force affects more of our deployed mission areas and people than Basic Expeditionary Airfield Resources (BEAR). These resources have been heavily tasked over the past two decades and the expeditionary nature of today’s Air Force has fueled the need for transformation. Legacy systems such as Harvest Falcon and Harvest Eagle have served us well, but during the past few years it became obvious that an extreme makeover was sorely needed. That transformation is now well underway and it involves not only changes in equipment, but also in how we package, support, and deploy this important capability. This article focuses on new methods for packaging and presenting BEAR to warfighters. This new method is known as BEAR-Order-of-Battle (BoB).

THE “BEAR” NECESSITIES: A bare base, by definition, is a location with: a runway, an aircraft parking ramp, and a source of water that can be made potable. Previous contingency operations have presented numerous opportunities for deployed Airmen to experience bare base conditions and most logisticians have done so. But aside from the location in which it was used, bare base systems haven’t changed much over the years. Many Airmen remember newer BEAR 550-person housekeeping sets, while others will think of BEAR’s legacy configurations: Harvest Eagle and Harvest Falcon “bare base” sets designed to beddown 550-personnel and 1,100-personnel, respectively. Today’s bare base sets contain much more than just personnel quarters and

hygiene facilities, and have been expanded to include such things as large aircraft shelters, mobile aircraft arresting systems and airfield lighting. But regardless of one’s deployed experience with any of the previous bare base systems, BoB offers a substantially improved expeditionary bare base capability for future deployers.

THE NEED

FOR

CHANGE:

The development of BoB began in early 2007 as collaboration primarily between the Logistics Readiness and Civil Engineering communities. Initial meetings to improve these processes, systems and policies included representatives from HAF/A4/7, ACC/A4X (Lead Command for BEAR), Air Force Civil Engineering Support Agency, 49th Materiel Maintenance Group, and representatives from the AF Services community. Other groups of professionals, such as budgeting and management analysts, were brought to bear on the problem as the new concept began to evolve. The primary goal of the initial group assembled to tackle the problem was to synchronize arrival and packaging of BEAR assets with the needs of the Civil Engineers at deployed locations. One objective toward meeting this goal was to improve the capability to anticipate and meet the force flow, specifically for the Establish the Base Force Module. Another objective was to “right size” PRIME BEEF teams to ensure engineers arrived at deployed locations with the right amount of specialists in the right specialties. PRIME BEEF teams must build the base infrastructure including establishing an operational airfield, industrial operations, and a “tent city plan” to ensure appropriate bed-down of forces as they arrive. Changing how

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this process was conducted meant old attitudes and ideas must be set aside and the problem of establishing bare bases had to be looked at anew. This team succeeded at doing so and what emerged from their efforts was an innovative new approach to bare base systems.

B E A R - O R D E R - O F - B AT T L E - M O D U L A R , SCALABLE, FLEXIBLE: Every bare base location is different and some have existing usable facilities and infrastructure while others do not. Differences in terrain, climate, population proximity, and numerous other factors drive a need to optimize each location to avoid such things as unnecessary transportation, setup of redundant capabilities, and potential harm to troops as well as local civilians. Consequently, the team determined future packaging of bare base systems needed to be more modular and scalable in order to meet the requirements for practically any location. Thus, existing and future BEAR capabilities would need to be redesigned to support anything from a 200person Expeditionary Medical Support (EMEDS) capability for a Humanitarian Relief Operation (HUMRO), to a full-scale austere base supporting an Air Expeditionary Wing of up to 3,500 personnel and 72-fighter aircraft or equivalent mobility aircraft footprint. The team also recognized a need for substantial flexibility, largely due to vast differences in existing infrastructure at deployed locations. A pre-deployment site survey or an existing In-Garrison Expeditionary Site Plan (IGESP) helps identify existing infrastructure that can, after coordination with the host nation, be utilized to support incoming forces and thereby reduce requirements for bare base assets. Capabilities such as contingency dormitories, a robust and compatible power grid, or flightline aircraft maintenance facilities go a long way towards reducing the required deployment footprint. Designing new bare base packages to provide the flexibility to

SSgt. Keith Manibusan, 65th Civil Engineer Squadron, Lajes Field, Azores, assists with building a bare-base. (USAF photo by SA Amber Bressler)

quickly deploy only those resources that are specifically needed would be a monumental improvement over past bare base systems. Achieving the more modular, scalable and flexible attributes desired in a new BEAR deployment system was no easy task and required functional experts to focus on different aspects of the problem. Civil Engineers identified critical assets and validated the priority, sequence, and timing necessary for meeting force closure requirements. They focused on core capabilities such as emergency airfield lighting, mobile aircraft arresting systems, hangars, work spaces, billeting, messing, latrines, electrical power, water, and heating and air conditioning. In concert with the engineers, representatives from the Logistics Readiness community ensured transportation and packing requirements could be met, while Air Force Services representatives simultaneously validated requirements and timelines for critical personnel support, including messing and billeting. The end result was a completely new bare base deployment concept that met the goal of a design that synchronizes the arrival of BEAR assets with the Expeditionary Combat Support Unit Type Code (UTC) flow, including meeting the needs of PRIME BEEF teams establishing the base. This new bare base concept was labeled Bear Order of Battle largely because it enables assets to arrive sequentially, in an ordered flow, with incremental assembly capability. This is in sharp contrast to past systems that were designed to insert a 3,300 personnel beddown capability into a deployment location on Day-1 without the manpower, time, nor material handling equipment available to build the base. However, the BEAR transformation team did not just stop at redesigning the deployment concept; there was more work that could be accomplished. The Civil Engineer of the Air Force and the BEAR General Officer Steering Group challenged the Civil Engineering community to reduce the time required to erect a “typical” 3,300-person, 72-fighter aircraft bare base. Historically, this task took 30-days for both the legacy Harvest Falcon, and the BEAR configurations. The challenge to improve this timeline appeared possible because the new BoB concept would synchronize arrival of equipment with the needs of the teams and in theory, engineers wouldn’t get bogged down with sorting through an enormous volume of assets. Since the new concept would reduce the volume to a more manageable flow, the team should be able to position containers and equipment as it arrived and reduce the amount of time required to erect the sets. After the engineers examined this new timed-delivery concept, they concluded it introduced efficiencies sufficient to gain a 25% time savings over the legacy employment concept. The result was a reduction of 8 days in the amount of time required for erecting bare base sets--more than a week faster than before! Continued on next page...

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BARE BASE IN

E R : T H E “ B O B ” D I F F E R E N C E – T R A N S F O R M AT I O N

An additional goal of the bare base transformation team was to create a scalable capability that could be adjusted at the time of execution to meet site-specific requirements. Because of the size of BEAR UTCs, it has been rare that complete UTCs were required, and in the past, this often led to the deployment of excess equipment at the same time transportation was least available. As a workaround, bare base UTCs were sometimes tailored at the time of execution. In turn, this time-sensitive tailoring often led to missing parts and arrival sequences that lengthened the time required to establish the base. Thus, the new BoB UTCs were developed with scalability and flexibility in mind. Rather than presenting war planners with a single 550-person housekeeping set that includes billeting, water distribution, hygiene systems, power, environmental control; the planner can now choose from a “menu” of smaller UTCs that are sized to the lowest common denominator. For example, if billeting is required for 700-personnel the planner can now task 3-each 250person billeting UTCs and associated support UTCs rather than tasking two BEAR 550-person housekeeping sets as was necessary in the past. This improved scalability provides incredible flexibility across the full range of military operations, whether to respond for a HUMRO or to meet a Combatant Commander’s (COCOM) requirement for a Major Contingency Operation.

M U LT I - M O D A L C O N F I G U R AT I O N : Achieving improvements to scalability and flexibility by reconfiguring to the BoB concept also meant the team had to relook at the transportation modes for which BEAR was configured. Legacy Harvest Falcon and Eagle sets, as well as BEAR sets, have historically been configured only for airlift. However, an Eagle Look conducted by the Air Force Inspection Agency (AFIA)

YOKOTA AIR BASE, Japan (AFPN) Airmen conduct an early-morning inspection on the flightline at Yokota AB, Japan. They are trained to deploy into bare-base locations, assess airfield capabilities, prepare aircraft landing areas, clear obstacles, install emergency airfield lighting systems and repair airfield damage. (USAF photo by MSgt Val Gempis)

TSgt Don Colbert works on radio equipment inside the Hard-sided Expandable Lightweight Air Mobile Shelter, or HELAMS, in the Mobility Operations School’s Mobile C3 training facility at Fort Dix, N.J. The HELAMS is the Air Force’s newest shelter being fielded to contingency response forces to serve as mobile command posts in a bare-base environment. (USAF photo by TSgt. Scott Sturkol)

found that, more often than not, bare base assets were moved by surface. This finding drove the team to modify BEAR to a 70% surface and 30% air configuration for the new UTCs. But in doing so, additional challenges were created for the Logistics Readiness community; particularly the 49th Materiel Maintenance Group at Holloman AFB, the Pilot Unit for all bare base UTCs. The 24 legacy BEAR UTCs, which many logistics planners were familiar with, were configured for air-deployment only. Using the BoB concept, these UTCs have been converted to 50 air-configured (ISU-90s, 463L pallets) and surface-configured (Double Containers (BICONs) mated together to make a 20-ft container; Triple Containers (TRICONs) mated together to make a 20ft container; and 20-ft ISO containers) UTCs. However, reconfiguring the UTCs requires an enormous amount of unpacking from the old configuration and repackaging into the new UTCs. This repackaging is necessary to enable the equipment to be removed from the containers in the same sequence required by engineers at the deployed location. It also provides the systems-level flexibility for placement of the containers for the most efficient site preparation and set-up. Additionally, since the majority of bare base equipment has historically been deployed by surface and future deployments are likely to be the same, the Air Force made a significant investment in new containers for surface movement. Because surface sets will often deploy through large commercial seaports around the world, the

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team also established a requirement for “commercial blending” of the BoB surface containers to reduce the visible military footprint flowing through these international ports.

T H E TA K E AWAY: The benefits BoB provides are a modular and scalable basic capability for all deployment locations with the flexibility to meet optional, mission-specific needs whenever and wherever required. The BoB concept drives the planning of the logistics flow by teaming logisticians with engineers and functional experts (fuels, aircraft maintenance, services, medical, communications, etc.) to ensure required capabilities are prioritized and sequenced to meet warfighter requirements. It also synchronizes the flow of bare base capabilities with the needs of PRIME BEEF teams erecting the sets at deployed locations. Lastly, the new BoB concept helps war planners more accurately pinpoint initial operational capability and fully operational capability timelines, and provides an enhanced picture of force closure. As we continue on this transformation path, the BEAR community continues to work cross-functionally to ensure the BoB CONOPs supports the greater Agile Combat Support community. Pending updates to AF policy and guidance will also reflect the BEAR-Order-of-Battle construct, processes, and capabilities.

In conclusion, the more functionally-specific BoB UTCs enable a systematic capabilities-based approach to requirements determination that will save critical resources well into the future while simultaneously gaining an order of magnitude improvement in time and place utility for bare base systems. These UTCs lend themselves to better articulation of existing bare base capabilities (the ability to support “x” aircraft, “y” population) and help identify gaps. The BoB capability will also provide Air Force Forces Command (AFFORs) with a well-defined capability with which to support the COCOMs, and enable BEAR functional managers and HAF/A4/7 the means to better articulate, support and defend the AFFOR’s bare base requirements. About the Author: Lt Col Steve Peters is a Logistics Readiness Officer with over 10 years experience in bare base systems. He is currently Chief, Logistics Programs Branch, HQ ACC, Langley AFB, VA where he oversees ACC’s Lead Command responsibilities for the BEAR Weapon System. He has served as a Logistics Planner, Supply Officer and Deputy Group Commander during two assignments with 49th Materiel Maintenance Group, Holloman AFB, NM, managing ACC’s BEAR assets, as well as Commander, 86th Materiel Maintenance Squadron, Sembach AB, Germany, managing USAFE’s BEAR & WRM assets. He has deployment experience in Saudi Arabia, Iraq and Afghanistan. K

2009 LOA Scholarship Call for Nominations The LOA scholarship program is intended to assist the most deserving Air Force, Army, Navy, Marine, Coast Guard, National Guard, or Reserve enlisted or DoD civilian (Through GS-8, WG-9 or Standard Career Group- YA PB 1, YB PB 1, YP PB 1 or Scientific and Engineering Career Group- YD PB 1, YE PB 1) in a logistics specialty, with college expenses towards an associate or bachelor degree. Each active chapter may submit one individual for a scholarship. Chapters that do not have their key leadership positions filled with active National LOA members WILL NOT be eligible to submit scholarship nominations. DEADLINE FOR SUBMISSIONS: 1 AUGUST, 2009 Winners are presented their scholarship award at the annual conference banquet. For submission criteria please visit: https://www.loanational.org/g-3.htm

In God We Trust… All Others We Inspect QA3 - Inspector TSgt Boyd inspects munitions, AL Udeid Air Base. (USAF photo)

By TSgt Jancouskas and TSgt Eric J. Collins The AOR offers many challenges for the professional maintainer. The natural environment consisting of often oppressive heat, sand, and wind combined with the aggressive operations tempo and extended duty hours present unique issues for service members assigned to Al Udeid Air Base. A work force composed of active duty, Air National Guard, Reservists, DOD civilians, and contractors from 69 bases worldwide provides diversity and multiple perspectives on maintenance practices, while also giving leadership another challenge; how to get all this diversity vectored towards a universal standard throughout the entire 379th Expeditionary Maintenance Group (EMXG). This is done by fostering a culture of safe, reliable, and effective maintenance practices and ensuring compliance with all applicable technical data. In doing so, the AOR’s only Expeditionary Maintenance Operations Squadron (EMOS) brings a tremendous resource to the fight. Major Anthony Nance, 379 EMOS Commander, has 19 subject matter experts under the title of Quality Assurance (QA). QA serves as leadership’s eyes and ears on maintenance actions being performed, and at Al Udeid, this amazing team covers the largest and most diverse flight line in the AOR. With 15 types of airframes, six centralized repair facilities (CRF), and three theater wide maintenance centers, the need for standardization is a must and directly supports the “maintenance versus repair” culture that is promulgated daily by Colonel Carl Buhler, the 379th Expeditionary Maintenance Group Commander. Simply put, it’s a culture that guarantees quality maintenance practices are at the forefront of our business, while ensuring the need for expediency does not drive unsafe maintenance practices. In a deployed environment, the melding of personnel from 69 bases makes the need for standardiza-

tion and compliance even stronger…it’s not acceptable to use ‘county options’ under the guise of meeting the mission. Instead, proper adherence to technical data and applicable Air Force Instructions is strictly enforced to ensure lasting solutions instead of temporary repairs! Furthermore, this standardization of core maintenance practices is vital as the wing moves from an expeditionary to an enduring posture. One tool to ensure standardization and compliance is through the motivated inspectors deployed to Al Udeid. With 30, 60, 90, 120, 179 and 365 day tour lengths, it is critical for incoming inspectors to have at least six months previous QA background to maintain standardization. “QA is my total force package. I use them to ensure we generate safe and reliable aircraft for combat operations …and they constantly strive to make us better. This integral team lives by the 379 EMXG motto, ‘there are two types of class…first and none…and QA plays a key role in making sure our group accomplishes our role in a professional and first class manner,” stated Colonel Buhler. In bringing the variety of personalities and cultures together, the development of an Al Udeid supplement to 21-101 became a must. This supplement, in concert with supplements from ACC, AMC and ANG units is used to ensure standardization while deployed and QA plays an important role in that standardization. “The mindset of ‘my command does it this way or that way’ must be removed from your thoughts while deployed,” proclaims Major Nance. Writing up discrepancies for deviations to established processes is what QA is most noted for; however, this is not the main function of these warriors. Educating maintainers in the various maintenance squadrons at Al Udeid is a primary goal. One example is when

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deployers supporting AEF 7/8 arrived and QA inspectors found issues with the engine oil servicing process. This spike in failures was quickly analyzed and found to be a training issue. QA inspectors immediately began training AMU personnel on proper servicing techniques and subsequently, failures were reduced to zero. The educating and mentoring of personnel is vital to ensuring that ignorance of proper methods is not a cause for failures. Positive impacts of QA’s involvement are evident across all MDS’ in the wing, which include the B-1B, KC-135, E-8, RC135, C-21, and C-130 aircraft. One prime example which led to fleet wide results was the constant speed drive (CSD) recurring failures on B-1 aircraft. QA played a vital role in the tiger team formed to determine causal factors in the component’s failure. Ultimately the team’s recommendations resulted in depot process

changes, such as new fittings during overhaul which led to a 67% reduction in fails, saving two million dollars for the Air Force. QA Inspectors perpetuate a safe atmosphere for maintenance personnel by assessing job proficiency, identifying technical data deficiencies, and reporting safety violations that might otherwise impede the mission. As shown in the chart below, the number of inspections is high and these inspections provide leadership extra insight into the health of the fleet and the quality of the maintenance being performed. Additionally, they enable leaders to recognize trends and potentially prevent weapon system damage or injury to personnel. Along with evaluating tasks, QA Inspectors have the inherent responsibility to educate personnel on proper procedures. It is this education that serves as the linchpin to sound maintenance practices and QA Inspectors are integral to this education, as they share their knowledge to develop personnel effectiveness. No matter what type of weapon system is being operated or equipment is being utilized, QA is present to ensure tasks are completed safely and in compliance with prescribed procedures. Just their mere presence can reinforce the already high standards maintained by proud maintenance personnel. By keeping maintenance standards high, QA helps to keep aircraft in the air to ensure combatant commanders have multiple options for winning battles throughout the AOR. QA is a force multiplier in keeping our aircraft, equipment, and personnel ready to support the next day’s Air Tasking Order, and they stand ready to contribute to winning the fight by following a common principle, “In God We Trust…All Others We Inspect.”

QA1 - Inspector MSgt Ed Rouleau reviews forms for a KC-135(USAF photo)

About the Authors: TSgt Jancouskas is an RC-135 Quality Assurance Inspector who started his Air Force career as a tanker crew chief at Fairchild AFB, WA. After five years of living in the great Northwest, he was reassigned to the 55th Wing at Offutt AFB, NE. While at Offutt, he supports the many unique RC-135 airframes. Currently, he is deployed to the 379th Expeditionary Maintenance Group in support of Operations IRAQI FREEDOM, ENDURING FREEDOM, and Combined Joint Task Force-Horn of Africa. TSgt Eric J. Collins is an Armament Systems Quality Assurance Inspector with the 379th Expeditionary Maintenance Group. He is originally from Southern California and is currently deployed from Whiteman Air Force Base, Missouri, in support of Operations IRAQI FREEDOM, ENDURING FREEDOM, and Combined Joint Task Force-Horn of Africa. He has been on active duty for thirteen years and is married with one daughter. K

QA2- Inspector SSgt Berryman inspects B-1B landing gear. (USAF photo)

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Creech Loggies at War: MQ-1B Predator & MQ-9A Reaper Logistics

By Maj Andy Ruth, Maj Matt Wynn and Capt Kristy Mix In 2008 alone, the number of MQ-1B Predator and MQ-9A Reaper Combat Air Patrols (CAP) more than doubled. At the time of Secretary Gates’ mandate to provide 50 CAPs by 2011, the Air Force flew only 15 CAPs—it now flies 35. This phenomenal increase in combat capability and support to the Warfighter has presented some very unique challenges to the logistics community. This article will explain the anatomy of an Unmanned Aircraft System (UAS) sortie and show how innovative logisticians have adapted to overcome just a few of the many hurdles that include command and control, debrief, deployed operations, and “deployed in place” operations.

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Under the original MQ-1B Predator concept of operations, pilots, sensor operators, Ground Control Stations (GCS), aircraft, and logistics professionals would all forward deploy. This concept changed in 2003 when engineers, loggies and oper-

ators employed a new procedure called Remote Split Operations (RSO). Under RSO, pilots and sensor operators at Creech AFB, Nevada “fly” CAPs over Iraq and Afghanistan from over 7,000 miles away. In early 2009, we began RSO at Holloman AFB, New Mexico, executing training sorties with MQ-9A aircraft launched and recovered from Creech AFB.

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Under RSO, pilots and sensor operators at Creech AFB, Nevada “fly” CAPs over Iraq and Afghanistan from over 7,000 miles away.

A typical MQ-1B or MQ-9A CAP sortie begins with loggies preparing the aircraft and GCS in theater, as well as the stateside GCS. A GCS is essentially the cockpit, and contains all of the controls utilized by pilots and sensor operators to execute the mission. There are five different GCS types, some of which are suited to accomplish specific parts of the mission, and others that can fill either the launch and recovery or the mission control portions. Preparing the actual aircraft for flight is very similar to generating any other aircraft; it must be fueled, loaded and inspected. The GCS must be “booted up” and operationally checked, and an Exceptional Release must be signed. The Launch and Recovery Element (LRE) crew in theater begins the sortie by launching the aircraft with their GCS and flying until the aircraft reaches a standard distance from the base. At that point, the LRE “hands off” the aircraft to stateside crews who fly it via satellite link from their stateside GCS, called the Mission Control Element (MCE). MCE crews now include Active Duty, Air National Guard, Reservists and the Royal Air Force flying CAPs from seven different operating locations. A standard MCE crew flies the mission for approximately 4-6 hour increments. During the sortie, targets are surveilled, information and data feeds are provided to troops on the ground and commanders in operations centers, and kinetic strikes are called in or initiated directly from the aircraft. On return-tobase, the MCE crew “hands off” control of the aircraft to the LRE crew for landing and recovery. Then the logistics process to regenerate the aircraft and GCS begins.

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C O N T R O L : W I N G O P E R AT I O N S

The 432d Wing is also tasked by Air Forces Central (AFCENT) to be an Air Expeditionary Wing (AEW) overseeing MQ-1B and MQ9A missions in U.S. Central Command’s area of responsibility (AOR). All 432 AEW missions are conducted under the watchful eye of the Wing Operations Center (WOC) at Creech AFB, Nevada. The WOC has oversight responsibilities for day-to-day combat operations. The WOC team includes weather, intelligence, aircraft maintenance, and aircrew. This team provides inputs to the WOC Director, who makes critical decisions in executing combat operations. Through the use of video and a variety of communication links, the WOC is able to monitor missions as they happen, providing increased flexibility for mission changes at a moment’s notice. With 24-hour, 7-day per week coverage, the WOC is a key link in executing combat operations. In many ways, the WOC manages deployed UAS operations in a manner similar to AMC’s Tanker and Airlift Control Center’s (TACC) worldwide management of mobility assets. The WOC Maintenance Controller is the maintenance liaison between the deployed locations and the 432 EMXG/CC through the 432 EAMXS/CC. There are four maintenance controllers who support a 24/7 schedule and coordinate all maintenance/logistics

A1C Byrd the AGE mechanic here consults the manual before tear down. (Photo courtesy of Maj Matt Wynn)

issues for all MQ-1B and MQ-9A combat operations. While there are maintenance personnel assigned in theater to maintain aircraft and personnel at each stateside location to maintain GCSs, the WOC Maintenance Controller plays an overarching role, monitoring the process as a whole, rather than just one element or location. The primary goal of the WOC Maintenance Controller is to maintain situational awareness of all maintenance and logistical concerns affecting theater operations and find swift, sound solutions to prevent and/or minimize downtime. With the ability to see worldwide operations in real time, the WOC Maintenance Controller can personally work each issue to ensure maximized mission effectiveness and minimize the loss of real-time intelligence, surveillance, and reconnaissance to the Warfighter.

DEBRIEF One of the toughest challenges in any logistical system involves information…getting the right piece of information, to the right people, at the right time. The average MQ-9A CAP flies for about 14 hours, while the typical MQ-1B sortie lasts approximately 22 hours, and may be flown by up to seven different crews scattered throughout the AOR and the United States. Ensuring that each crew’s discrepancies make it to both the UAS maintainers in the AOR as well as stateside GCS maintainers is a daunting task. The solution was a unique program called Skynet, which was developed to communicate debrief discrepancies from the MCE crews to the LRE maintainers in theater. Skynet operates on SIPRNET and can be seen near real time by multiple users around the globe. Another challenge applicable to UAS maintenance is the Integrated Maintenance Data System (IMDS). It does not allow an aircraft in flight to be debriefed, yet AFI 21-101 mandates that each air crew be debriefed at the conclusion of their sortie. To address this issue, maintainers from the 432d Wing teamed with both ACC/A4 personnel and maintainers from the 9 RW at Beale AFB, California,

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who were facing similar issues debriefing the RQ-4 Global Hawk. This UAS team developed requirements for incorporation of UAS-unique solutions into both IMDS and the future Expeditionary Combat Support System (ECSS). Future software should overcome the challenges by allowing a sortie segment to be debriefed while still flying, and allowing information to be visible to multiple units and operating locations at the same time.

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The MQ-9A specifically faces some challenging logistics requirements, due to the early fielding (two years ahead of schedule) and employment of the weapons system to the AOR. The MQ-9A essentially skipped the standard formal familiarization period and Operational Test and Evaluation (OT&E), and thus has very limited technical orders and support equipment. This drives a heavy reliance upon depot and field service representatives to sustain the aircraft. Support equipment is also limited, which poses challenges and problems when opening up new MQ-9A operating locations.

Executing MQ-1B and MQ-9A missions from the deployed perspective has many similarities to other weapons systems’ deployed “ D E P L O Y E D I N P L A C E ” O P E R A T I O N S operations. The required sorties are printed on the Air Tasking Because we are an Air Expeditionary Wing, nearly all wing perOrder (ATO). The aircraft must be launched, recovered, repaired, sonnel are “DPX”-coded or “deployed in place,” meaning wing refueled and loaded for members are fulfilling a the next mission. wartime role in place and Therefore, maintedeploy as enablers in the AEF nance and communiconstruct for UAS operations. cations personnel and For example, GCS techniequipment must be cians work 24/7 shifts at forward deployed. Creech AFB, Nevada, to Similar to other Low cover CAPs worldwide. Density High Demand Maintenance Operations weapons systems, we Center (MOC) and WOC continually replace controllers track and oversee The “generation” of a Predator. A generation ourselves in the AOR, UAS missions, and up-chanhere means putting airplanes in boxes, along with with approximately nel critical information to the all normal equipment packing. (Photo courtesy of Maj Matt Wynn) 20% of our maintain432 AEW Commander. ers forward deployed; Furthermore, stateside schedhowever, there are also some significant differences in UAS oper- ulers and analysts provide key information to sustain the entire ations from most standard airframes. fleet and individual operations at each deployed location. Finally, two active duty and two contractor aircraft maintenance units Communications-related challenges play a huge role, including provide qualified mechanics to the war effort, and support test both satellite and local requirements. For instance, the 432d and evaluation, training, and weapons school sorties to train airMaintenance Group monitors the availability of satellite frequencrews and develop further tactics and capabilities at home station. cies and polarities to support CAPs in the AOR. Additionally, new site stand-up includes a comprehensive communications and Secretary Gates described the nation’s appetite for Intelligence, infrastructure site survey prior to aircraft arrival. Furthermore, a Surveillance, and Reconnaissance (ISR) as insatiable. He has unique organizational structure exists in UAS operations. challenged the Air Force to provide 50 MQ-1B/MQ-9A CAPs Communications technicians serve in a separate section of by 2011. In order to meet this increased support to the Aircraft Maintenance Units under the 432d Aircraft Maintenance Warfighter, the 432d Wing and 432d Air Expeditionary Wing Squadron and 432d Expeditionary Maintenance Squadron. logistics and communications professionals will continue to hone and evolve our unique organizations. Unlike most airframes, approximately 85% of the MQ-1/9 fleet is forward deployed to the AOR. It is standard practice for these About the Authors: Maj Andy Ruth is Commander of the 432d aircraft to be delivered directly from the factory to the theater Aircraft Maintenance Squadron at Creech AFB. for combat operations. Particularly for the MQ-9A, this has creMaj Matt Wynn is Commander of the 432d Maintenance Squadron ated an aircraft availability problem at Creech AFB, Nevada. As at Creech AFB. the number of MQ-9A CAPs has increased, the demand for training and testing, while simultaneously performing combat Capt Kristy Mix is currently serving an AEF rotation as a Wing operations, has also increased. The demand in the AOR leaves Operations Center Maintenance Controller with the 432d Air fewer assets at home station, and requires creative scheduling to Expeditionary Wing at Creech AFB. She is also the Operations Officer for the 4th Maintenance Operations Squadron at Seymour meet all stateside customers’ needs. Johnson AFB. 56

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Today, as demands on the warfighter increase, Boeing is delivering innovative customer solutions to ensure total readiness. For airlifters, fighters, rotorcraft, tankers, weapons, bombers, satellites and network systems. Boeing brings together an unmatched breadth of expertise for total life-cycle sustainment. Itâ&#x20AC;&#x2122;s a commitment of unequivocal support for the warfighter, now and in the future. Jeffrey Foor Tactical Aircraft Product Support

Journey to the Center of the CRF By Capt Jeremy C. Jacobson Many of us have been there or at least heard the stories about how challenging parts support can be in the Area of Responsibility (AOR). The Global Logistic Supply Center (GLSC) is working feverishly to source your part, but you’re racing against the clock to support the 24/7/365 Air Tasking Order (ATO) that never stops or takes a “down day.” All you know is that you need support now to generate a sortie to “gas it, move it, find it, fix it, or kill it” in the words of the 379th Air Expeditionary Wing Commander, Brigadier General Michael Moeller. For warfighters in the AFCENT AOR, it may not take as long as you might expect because of the Centralized Repair Facilities (CRF) embedded in the 379th Expeditionary Maintenance Group (EMXG) at Al Udeid AB, in Southwest Asia. Al Udeid Air Base, often referred to as “the Deid,” has three key ingredients which make it a critical enabler of combat sustainment. First, it is centrally located in the AOR and colocated with one of the largest aerial ports in the theater. Second, although there are no hangars for flightline use, “the Deid” has incredibly robust maintenance capabilities due to its outstanding backshop facilities and equipment. Third, and most important, they are manned by highly skilled and motivated maintenance professionals from over 69 different bases, including active duty, Guard and Reserve. The six CRFs perform two-level maintenance and calibration on over 18,000 assets per year directly supporting five Air Expeditionary Wings, as well as our Joint and Coalition partners across the theater. As Major Todd W. Andre, the 379th Expeditionary Maintenance Squadron (EMXS) Commander stated, “our goal is to attain theaterwide MICAP prevention and logistics footprint reduction by leveraging our robust and diverse maintenance capabilities to provide the highest quality, most reliable and timely products we can.” Simply put, the CRFs in the 379 EMXG are major partners in ensuring combat sustainment support throughout the AOR. In total, the CRFs support 314 different customers spread over 10 countries and 3 continents; although their primary focus is on timely, reliable support to the AOR, they have contributed an annual cost savings of $60 million by cutting approximately $10 million in transportation costs and $50 million in exchange costs. In the words of Colonel Carl A. Buhler, the 379th Expeditionary Maintenance Group Commander, “I’m not sure how many maintainers and loggies are aware of the unique capabilities that exist in the 379 EMXG through our CRFs. I’m proud of how the CRFs have grown to increase capacity and capability for the entire AOR; the 6 CRFs, as well as three additional theater wide maintenance centers, play a major role in supporting the execution of the ATO for each of our Air Expeditionary Wings.”

TSgt Joaquin Tenoiro installing pucks on a KC-135 brake stator in the Brake CRF. (Photo courtesy of Capt Jeremy Jacobson)

WHEEL

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TIRE CRF

Al Udeid’s heavy aircraft wheel and tire CRF is solely responsible for rebuilding C-130, E-8, KC/RC-135, and B-1B nose and main wheels and tires for AFCENT. The CRF performs traditional wheel and tire maintenance, just like other wheel and tire shops throughout the Air Force. The process begins once the wheel and tire assembly is received from the CRF supply center and is finished when the completed assembly is turned back to the supply system, on average a 3-day turnaround. Once released to the supply system, it can be distributed to one of the supply kits in the AOR. On average, the wheel and tire CRF produces 1,500 assets per year.

C-130 ENGINE/PROPELLER CRF You may not know that squadrons deploying to the AFCENT AOR with 2LM repairable T56-A-15/7 engines and 54H60-91/117 propellers receive most of their support from the CRF at “the Deid.” Recently, Al Udeid’s workload increased with the transfer and consolidation of the CRF at Ramstein Air Base into the CRF at Al Udeid. Primarily engines are inducted into the CRF to fix major engine discrepancies, such as reduction gearbox and turbine changes, SrA Roger Sheets performing confidence check of ITA3 before testing components in the F-15E Avionics CRF. (Photo courtesy of Capt Jeremy Jacobson)

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PMEL CRF

A1C Nicholas Podvasnik inspecting a C-130 main landing gear wheel bearing in the wheel and tire CRF. (Photo courtesy of Capt Jeremy Jacobson)

The PMEL CRF is the only military PMEL in the entire AOR. It is comprised of highly qualified personnel from 10 bases around the world. PMEL technicians provide calibration and repair actions on over 15,000 items for 300-plus work centers located at 31 bases in 10 countries and on 3 different continents. The support provided by the “combat PMELians” also includes equipment items for our joint and coalition partners. The average 2.5 day turnaround time is nearly twice as fast as most labs back in the states, which allows the CRF to maintain an average equipment availability rate of 96% for the entire theater.

RC/KC-135 BRAKE CRF

or to perform dash 15 isochronal work card inspections. Each engine take about 8 days to complete, which includes a complete operational check out on the AOR’s only C-130 engine test cell. Propellers are usually inducted into the CRF for hub and blade leaks. Typically, they are disassembled for individual component analysis and inspection, and the hub/blade assemblies and pump housings are pressure checked to determine serviceability. All remaining components are then removed, cleaned, inspected, and repaired/replaced as necessary. The valve housing assembly is then inspected for damage/wear and resistance tolerances per specifications in the technical data. After the components are verified as serviceable, the propeller is reassembled and operationally checked to ensure exceptional quality and performance. The entire process takes 4 days. Together the engine and propeller CRF produced 71 assets this year.

AV I O N I C S C R F F-15Es operating in the AFCENT AOR provide armed over-watch for coalition forces in Afghanistan and are the sole customer of the Avionics CRF. Currently, technicians from RA Lakenheath, Mountain Home, and Seymour Johnson AFBs deploy to the CRF at Al Udeid to repair and bench check 34 of the 42 different avionics Line Replaceable Units (LRUs), such as the Heads up Display, the Multi- Purpose Display, radar system components, and electronic warfare system components. The Avionics CRF typically produces 900 LRUs per year.

PAT I E N T T H E R A P E U T I C L I Q U I D O X Y G E N C R F The PT LOX CRF resides within the Electrical-Environmental section and stores, repairs, purges, and services patient therapeutic liquid oxygen (PT LOX) converters for Al Udeid, Bagram, and Balad in support of aero medical intra- and inter-theater evacuation missions for the AFCENT AOR. On average, 22 PT LOX converters are deployed across the theater providing 176 hours of oxygen for 44 patients. Over the past 12 months, the PT LOX CRF has produced 2,100 serviceable assets and supported over 500 medevac missions, resulting in the movement of more than 9,665 patients from the AOR.

The RC-135 and KC-135 brake CRF performs intermediate level repairs on steel and carbon fiber brakes by leveraging support from three work centers within the 379 EMXS. Collectively, they support three bases and multiple aircraft types throughout the AOR. Performing this maintenance at “the Deid,” shaves off 15 to 20 days from the average repair cycle time, while also saving transportation costs. Most of the maintenance on the steel brakes centers on repairing or replacing rotors, stators, and pressure/baking plates, whereas the carbon brakes are primarily inducted into the CRF for cracked heat shields. Every brake inducted into the CRF repair cycle is torn down, inspected by non-destructive inspection methods, completely overhauled with freshly painted components, and functionally tested with a hydraulic test stand. The CRF produces an average of 332 serviceable brakes each year. The CRFs at Al Udeid have unique capabilities, strategically positioned in the AOR to provide front-line maintainers the fastest and most efficient source of parts available and have proven to be a critical enabler of combat airpower. As Major Joe Gardenhour, the 379th Expeditionary Aircraft Maintenance Squadron Commander stated, “without the timely assets the CRFs provide we would be unable to sustain the incredibly high operational tempo associated with meeting the ATO.” He goes on to say, “their central location cuts about four days off our MICAP processing time by shortening the transportation time…this helps reduce our CANN actions while sustaining our aircraft availability.” So, if you’re in the AOR and need a part listed above, keep the CRFs at the Deid in your cross-check. About the author: Capt Jeremy Jacobson is currently deployed from the 23rd Aircraft Maintenance Squadron, Moody Air Force Base, Georgia, and is working in the 379th Expeditionary Maintenance Squadron as the Operations Officer. Capt Jacobson is directly responsible for the maintenance production of 415 personnel spread across 9 flights & 30 work centers in USAFCENT's largest and most diverse EMXS. He is charged with maintenance oversight of AFCENT’s centralized repair facilities including the AOR's only precision measurement & equipment laboratory to support generation of combat airpower for OEF, OIF, & CJTF-HOA. K

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The Journey to the Phoenix Trophy By Capt James “Bubba” May “And the winner of the Department of Defense’s Phoenix Trophy, recognizing the best Field Level Maintenance Organization in the DoD, goes to…the 1st Special Operations Maintenance Group, Hurlburt Field,” as announced by Mr. John Johns, Assistant Deputy Undersecretary of Defense for Maintenance Policy and Programs, at the Secretary of Defense’s DoD annual maintenance symposium banquet. The symposium was held in Denver, Colorado, and attended by the DoD’s best of the best field level and depot level maintenance organizations from across the services, which had been recognized as the best by winning the highest awards possible for maintenance in their respective services. For the 1 SOMXG, we (because it truly was a family effort) won the cov- The coveted Phoenix Trophy eted 2008 Clements McMullen Memorial Daedalian Weapon System Maintenance Trophy and set the stage for our invitation to the symposium and eventual award of the Phoenix Trophy. For those of you who don’t know, Hurlburt Field is tucked away on the Emerald Coast of Florida’s panhandle. Sugar white beaches, mild winters and a community teaming with some of the military’s biggest fans and supporters provide the perfect setting for training and sustaining Air Force Special Operations Air Commandos. The 1 SOMXG conducts flight line and back shop maintenance of various aircraft, to include the AC-130U “Big Spooky”, AC-130H “Spectre” gunships, the MC-130H “Combat Talon IIs”, MC-130P “Combat Shadow” and the newly fielded CV-22 “Osprey.” In doing so we accomplish global special operations taskings as the Air Force component to US Special Operations Command (SOCOM). The 1 SOW and its Air Commando maintainers have provided unprecedented, uninterrupted support to the Global War on Terror in two major theatres of operation and nine undisclosed locations around the globe. Despite an ever increasing ops tempo, bed down of two new weapons platforms and a staggering $336 million dollar modification program, the 1 SOMXG deployed 1,322 maintainers

and rotated 23 aircraft to ensure a no fail “top cover” capability to America’s ground forces and special tactics teams. We generated 3,206 combat sorties, flying 13,703 hours over hostile territories, destroying over 280 vehicles, enemy strongholds and tunnels, capturing or killing over 2,800 enemy combatants, to include 11 HVTs, and delivering over 19,000 passengers to battle field positions across the theatre. AFSOC warriors were there in one of the largest recorded operations in the Iraqi theatre, in which some 220 enemy combatants were eliminated, while countless American and Coalition forces on the ground were protected and scored an overwhelming victory. All the while back at the ranch, commando maintainers were cranking out 4,246 training sorties, compiling 13,913 hours, which resulted in 3,111 combat ready aircrews. The unwavering commitment of these commando maintainers ensured that all 26K+ flying hours were accident free. The 1 SOMXG also displayed over the horizon vision by implementing several lean initiatives to include revamping of the maintenance complex’s training program producing a savings of over 98K hours for the year and supporting 65 on- and off-station training and exercise commitments. It also implemented one of the first active duty Maintenance Resource Management courses, which has been used to train over 1,000 personnel since its inception. For these and other numerous accomplishments, the 1 Special Operations Maintenance Group was chosen from a very elite group of maintenance organizations as the Secretary of Defense Phoenix Trophy winner. About the Author: Capt James “Bubba” May is the Operations Officer for the 1 Special Operations Maintenance Squadron. K

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Commando Logistics – At the Tip of the Spear By Lt Col Rene M. Leon and Maj Harry L. Seibert

An MC-130P Combat Shadow refuels two MH-53 Pave Lows during an airpower demonstration over Hurlburt Field, FL. (USAF photo)

Air Commandos from Hurlburt Field were among the first military responders to the terrorist attacks in New York City and the Pentagon on September 11, 2001. Redirected from a training mission in Nashville, NC, MH-53 PAVE LOW helicopters shuttled Federal Emergency Management Agency search and rescue teams to the Pentagon and near “Ground Zero” in New York City. They even utilized the USS Intrepid, a floating museum in New York harbor, as a landing zone for operations.

conditions. As OEF and OIF stabilized and follow-on forces brought more robust bases, supporting special operations missions retained a relatively higher level of risk. Flying into hot landing zones, and remote and unimproved runways in blacked-out conditions have taken their toll on special mission aircraft. Since 9/11, at least ten special operations aircraft have been lost in the CENTCOM AOR and several more have sustained significant battle damage. In 2002, MSgt Frederick Bishop and his maintenance recovery team of mechanics repaired and recovered an MH-53 helicopter, which had conducted an emergency landing in Afghanistan. After two MH-47 Chinook helicopters transported three rotor blades to the recovery site, he led his team of seven through a combat zone with only the tools they could carry on their backs. Though the helicopter had more damage than expected, his team overcame all obstacles and repaired the helicopter within five hours. They had to accomplish this feat in total darkness in order to minimize their signature to enemy forces in the area.

This quick response and innovation are hallmarks of special operations forces. The ability to respond so quickly is sustained by a dedicated, professional and innovative team of Air Commando maintainers and logisticians. Since it was established in 1990, Air Force Special Operations Command has almost doubled in size and has been in continuous combat operations overseas. Originally comprised of one wing, the 16th Special Operations Wing (redesignated to the 1st Special Operations Wing in November 2006) and two Special Operations Groups, the command stood-up a second wing, the 27th Special Operations Wing at Cannon AFB in October During the early stages of OIF, 2007. As the Air Component to US Special Operations Command (USSOCOM), Air Commandos A maintenance recovery team from the 1st Expeditionary Special have conducted operations on Operations Helicopter Maintenance Squadron stand by their damaged MHevery continent, and commando 53 in OIF. (USAF photo) maintainers and logisticians have generated and sustained special operations aircraft wherever they flew. Supporting Special Operations forces around the world brings a confluence of circumstances that make being an Air Commando unique. Special Operations missions often require living in and operating out of extremely austere

AFSOC maintainers were called on to fix two MC-130H Combat Talon IIs that each blew a main landing gear tire conducting a blacked-out assault landing on a remote airfield. MSgt Mulhauser picked six maintainers (TSgt to A1C) based on their ability to work without supervision. Arriving at the recovery site (around 0230L); MSgt Mulhauser scuttled his initial plan because of the distance (approximately 1,500 yards) between the disabled aircraft. Due to being behind enemy lines, his Continued on next page...

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ER: COMMANDO LOGISTICS

plan was to leave the aircraft behind if they were not fixed before sunrise. He divided his six maintainers into two teams. When they reached their aircraft, one crew discovered that the brake had overheated, melted the seals and was leaking. They quickly replaced the tire and brake. Despite several setbacks, the maintenance crews completed the repairs in 90 minutes (all by flashlight), which was half the normal time under ideal conditions, and 30 minutes before sunrise. All personnel departed the enemy airstrip at approximately 0430L. During departure, despite the aircraft coming under attack by rocket propelled grenades--the aircraft returned to base without further damage.

Senior Airman Jeffery Tessendorf washes debris off the underside of an MH-53 Pave Low helicopter in Iraq. The Pave Low must be thoroughly cleaned before customs can conduct an inspection to allow the aircraft to be shipped out. (USAF photo)

AC-130H “Spectre” and AC-130U “Spooky” gunships have also been an integral part of OEF and OIF, participating in many of the major battles and missions to include Operation ANACONDA, both battles for Fallujah and supporting the rescue operation for Pvt Jessica Lynch. Flying only at night, these deadly platforms are some of the most highly sought-after aircraft in any fight. Both bring a suite of sensors to “find, fix, and track” targets as well as a WWII-era 40mm and a 105mm cannon to engage and destroy the enemy. The Spooky also brings a 25mm Gatling gun to the fight. The lethal combination of sensors, weaponry, and extended loiter time make the gunships one of the most feared weapons in battle today. There are many examples of US Navy SEALS and Army and Air Force Special Forces who’ve been saved by a gunship overhead. Their precision has allowed crews to engage and destroy enemy combatants within a mere ten meters of friendly forces. And, like aircraft maintainers across the Air Force, Hurlburt’s maintainers understand the solemn obligation they have to the crews and to the forces they protect and continuously work to ensure every gunship in the AOR can respond effectively when called upon. With only 17 Spookys and eight Spectres in the entire Air Force, keeping both fleets “at the ready” is a daunting task. Both aircraft are under a robust modification program to keep their capabilities relevant. Other challenges include availability of parts. While HQ AFSOC continues to work to sustain such a small fleet, in some cases, there are still only enough parts to equip the aircraft in the inventory, i.e., no spares. Prior to depot input, these parts are removed from the aircraft in order to establish a “spare.” Due to the limited quantity of SOF-specific parts, often times the

unit is forced to deploy with only a partial Mission Readiness Spares Package (MRSP). One of the main reasons SOF is able to survive in the field given its light support package is its force activity designator. When a part must be shipped, SOF units typically get priority over other requisitions. A low density fleet breeds challenges, especially when the aircraft are taken down for home station checks (HSC), rainbow fitting inspections, and depot requirements like Center Wing Box upgrades. Every effort must be made to minimize the impact each will have on the mission. The pro super and maintenance supervision are in constant contact with the operations squadron to coordinate on the appropriate time to schedule the aircraft for maintenance and not hinder the unit’s support for combat requirements. Special operations forces typically deploy light and lean because the nature of their job. They historically have not been viewed or resourced as a constant force on the battle field. This has not been the case with the deployments in Iraq and Afghanistan. Since just August of 2006, AFSOC’s small fleet of aircraft has flown over 12,500 sorties and almost 32,000 combat hours supporting OEF and OIF. The 15th Special Operations Squadron alone, flying MC-130H Combat Talon II aircraft, has moved 14,700,000 lbs of cargo, over 19,500 Special Operators and airdropped 1,330,000 lbs of war materiel over difficult Afghanistan terrain. Due to our constant presence, the units have streamlined their deployment manning. The support earned from the hostbase AEF allows us to deploy with only 60% of our required UTC manpower. In many cases, we are only one-deep in 7-levels on a shift.Even as the 1 SOW is called to support USSOCOM around the world, it still fulfills conventional Air Force AEF taskings. On average, the 1st Special Operations Logistics Readiness Squadron fills about 21% of the AEF taskings assigned to the 1 SOW. This

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includes logistic planners, vehicle maintainers, supply personnel, transportation specialists, POL personnel, and logistic readiness officers. Of course, like the rest of the Air Force, convoy operators have been nothing less than amazing. A team from Hurlburt has been on the roads in Iraq almost non-stop since OIF began. In 2008, SrA Bellin was traveling from Camp Taqaddum, Iraq to Convoy Support Center Scania as Lead Vehicle Commander when his M915 truck encountered an Improvised Explosive Device (IED). The detonation was a direct hit on the passenger side of the vehicle where SrA Bellin was sitting. The IED shredded the front tire and punched several holes throughout the engine and body of the vehicle and a large fragment from the IED blast shattered the window and leaving a 3-inch diameter indentation. With the vehicle badly damaged and on the verge of breaking down in the kill zone, SrA Bellin and his driver managed to keep the vehicle moving three more miles past contact. His actions ensured the entire convoy exited the kill zone before his vehicle failed as a result of the damage and despite his injuries; he was able to complete the mission. As Air Commandos continue to support overseas contingency operations, they also continue to innovate and adapt. In September of 2008, the venerable MH-53 PAVE LOW, in service since Vietnam, made its final flight before retirement. Fitting

to its heritage, the last flight of the PAVE LOW was not a ferry flight to the bone yard, but a six-ship combat mission supporting special operations forces in Iraq. Crew Chiefs were onboard and were called on when one of the aircraft experienced a rotor system problem at one of the interim stops, ensuring that the last PAVE LOW mission was a success. Even as Commando Logisticians close out one chapter, they are meeting new challenges head-on. In March, 2009, the transformational capabilities of the CV-22 reached its Initial Operational Capability (IOC) milestone. As with any new weapon system, many challenges still exist to get the system into the fight. But, even before IOC, commando maintainers showed they could deploy the CV-22s when they participated in Operation FLINTLOCK, a joint/combined exercise in Mali, Africa, in November 2008. SrA Bellin stands next to his damaged vehicle. (USAF photo)

Certainly, the maintainers and logisticians who are at the “Tip of the Spear” and call themselves Air Commandos do not hold a monopoly on courage or dedication to duty. Rather, being an Air Commando brings with it a unique blend of circumstances and opportunities. When you combine the mission to support our nation’s Special Forces with the fact that prosecuting current operations relies heavily on those Special Forces and the broad effects they apply, more often than not you get opportunities to highlight the courage and dedication that every Airman has inside. Our Commando maintainers and logisticians will continue to carry the fight to the enemy both in the AOR and elsewhere around the globe. Most of the locations and missions will never be known to the public, which is exactly how it should be. But never doubt that our Airmen, as an integral part of those “quiet professionals” will be there to ensure those missions are a success… “Any time, any place!” About the Authors: Lt Col Rene M. Leon is currently the Commander of the 1st Special Operations Aircraft Maintenance Squadron, Hurlburt Field, FL.

Malian troops secure the landing zone as an AFSOC CV-22 Osprey lands during Exercise FLINT LOCK. (USAF photo)

Maj Harry L. Seibert is currently the Commander of the 1st Special Operations Maintenance Squadron, Eglin AFB, FL.

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Afghan Maintainers review maintenance paperwork. (Photo courtesy CSTC-A Mentors)

Building an Afghan Air Force

By Lt Col Steve “Gun Runner” Petters

So my UDM in the Pentagon, another hapless O-5 with this as an additional duty, shows up at my Dilbertesque cubicle with that dreaded “sorry, but you’ve been tasked…and you leave in a week” look that all UDMs quickly master. Destination: Kabul, Afghanistan, for a 180-day (plus 3 months of Combat Skills Training at Ft. Riley, Kansas) to work as the mentor for the Afghan National Army (ANA) General Officer charged with feeding the ANA. Ironically, neither the length of the TDY nor the assignment on the other end turned out as advertised. Almost a year later I completed my road trip, having served as the J-4/8 lead for the Combined Airpower Task Force (CAPTF), Afghanistan. CAPTF (recently designated the 438th Air Expeditionary Wing) was created in May of 2007 and tasked to rebuild the Afghan National Army Air Corps (ANAAC). Truthfully, there was precious little Air Corps to rebuild thanks to years of neglect after the Soviet departure, not to mention the fact that a whole lot of USAF iron fell during the fall and winter of 2001/2002. After the Taliban retreated,

NATO forces more or less forgot about ANAAC, which at that point had withered to about 10 flyable Mi-17/Mi-35 helicopters and a couple of An-26 and An-32 transport aircraft. In the fall of 2006 USAFCENT/CC decided that this was the perfect opportunity for the Air Force to step up and take on this mission; thus, CAPTF was born. Its tasking was simple…get these guys into the air supporting their national security responsibilities as quickly as possible. Sounds like a straightforward task…but nothing is straightforward in a landlocked, impoverished nation ravaged by hundreds of years of war and tribal conflict. Here’s just some of what we found from a logistics/resourcing perspective. Bottom line, there was no aviation logistics in the ANAAC in 2007. The last real parts shipment was brought by the Russians, when they were called Soviets. Integrated supply chain? Heck, we neither supplied nor chained. What few “parts” were on the shelf were almost all unserviceable by our standards as they had no “passports” (Former Soviet Union [FSU] aircraft parts come with documentation that contains their entire maintenance history since production…no passports means not serviceable), and many of the parts had been pulled off aircraft wreckage. In fact, during my first month in theater, Afghan loggies actually pulled an engine from a crash site, blew some air through it, installed it on an aircraft and cranked it up before they were finally talked out of flight testing the

SUMMER 2009

thing. As these were FSU aircraft there was no depot in country for parts overhaul, and no parts supplier within 1,000 miles. Even fuel was an issue…many times we’d get a call in the J-4 shop that Afghan pilots had flown to a remote base and needed fuel, but they hadn’t coordinated for the fuel before departure from home station and had no way to pay for the stuff anyway. More than once Maj Rick Perron, my deputy J-4, personally talked the deployed base fuel suppliers into servicing an ANAAC aircraft, based solely on his good looks and promise to do better next time. Aircraft maintenance was a mixed bag. Tech data was hopelessly out of date, with the majority of it not being updated since the Soviets left in 1989. For FSU aircraft the tech data is specific to an airframe, so emergency action kind of work had not been accomplished in almost 20 years. Tools were in bad shape, and although we were able to get them the same quality tools we are used to using, we ran into problems with maintainers not wanting to use the new stuff—they were worried they’d be physically beaten if they lost or broke a new tool. Did I mention that understanding the culture is critical? Test equipment hadn’t been calibrated for years, and while there was some backshop maintenance capability it came via sheer genius and skill—not with proper equipment and support. On a positive note, ANAAC maintainers were the best bailing wire and speed tape mechanics I’ve ever seen. Desperation had been the mother of a hundred different workarounds that somehow managed to keep what aircraft they had flyable. It helped that most of their maintainers were in their forties, and had been maintaining these aircraft for many, many years. (Insert pic 2 Afgan mainatiners and TOs) Of course the beauty of the CAPTF mission is that we can’t solve these issues for the Afghans—we need to teach them how to fish for themselves. In practice this often meant three steps forward followed by two back as we set up a sustainable logistics system. Culture is the key here. Remember almost all of the Air Corps members had served under Soviet control, and their inclination was to implement Russian discipline in every process. Hence it would take multiple signatures, ending in a single Lt Col equivalent to get a part issued. Even filling duty positions had cultural overtones…if a commander was from the Pashtu tribe, then his deputy had to be from a different tribe. Made a difficult situation that much more painful. Fortunately into the breach ran some true American heroes. Out at the Kabul Afghanistan International Airport (KAIA) USAF, USN and USA loggies and maintainers worked tirelessly to mentor the ANAAC on how we do business. At this point there were in essence two CAPTF organizations—a

group of mentors at KAIA who worked six days a week (Friday off per Islamic tradition) beside their Afghan equivalents, and a second group located on Camp Eggers in Kabul, who were tasked to provide policy, support, and whatever the ANAAC needed to get off the ground again. I served with this second group, as the J-4/8 (Logistics, Budget, and Acquisition) during my tour. Our number one job was figuring out a way to sustain the current fleet and the larger fleet we hoped to acquire. Fortunately for us, Major General Jay Lindell (ex USAFE J-4) was the CAPTF Commanding General during this time, and he took a personal interest in all things logistics. In October 2007 he declared that CAPTF’s number one priority for the next six months would be developing some sort of logistics sustainment system (LSS)…and tasked my shop to make this happen. So what do you do when you have no logistics/maintenance system really in place, and you need to put it all together? Here’s what we did: We went back to basics. I worked the maintenance half, and Rick Perron (21R by background) took the logistics/sustainment piece. We re-read the critical AFIs that underpin what we do in the USAF, and extracted those parts of programs that made sense to include in the Afghan LSS. On the maintenance side, safety and tool control--yes. SPRAM and Performance Based Management, not so much. From a logistics perspective we worked on supply basics at field level, i.e. how to stock and issue a part; then we truncated the supply chain at the depot level, as FSU parts sources have to be certified by the manufacturer—and none of those were going to be Afghan anytime soon. Training courses would be huge for both maintenance and logistics, as the first new Air Corps members in decades began to arrive. Second, we quickly realized that given the relatively small number of mentors and staff folks assigned, and the difficulties of working parts supply for these particular aircraft, we needed help to make this happen. So we wrote a statement of work for an LSS and went about trying to find a contractor who could work this for us. Harder than it may sound since all CAPTF funding must be executed through the Foreign Military Sales process, and there is an extremely small number of U.S. contractors who have the wherewithal to work with FSU parts sources and operate in Afghanistan, and have folks in country by 1 March 2008. Fortunately, through some contracting creativity from the guys at NavAir, and good fortune, we were able to meet that goal, and the first DynCorp personnel arrive at the end of February.

Author holding old radar tube in Afghan parts storage facility. (Photo courtesy Lt Col Steve Petters) EXCEPTIONAL RELEASE

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Building an Air Corps is tough. There is no recipe to tell you how it should be done—it’s a pick up game for all, done while at war. What follows are my “lessons learned” during this deployment in what turned out to be the best year of my career––bar none.

Lesson Two: Take every opportunity to improve yourself…training, work assignments, professional organizations, broadening opportunities.

By the end of my first month with CAPTF I was the J4 (Logistics) and J-8 From notification until the day I (Resourcing: combireturned home, little on this advennation of finance ture went “as told.” A couple of and acquisition). examples should illustrate this This was a classic New AN-32 just arrived at Kabul Afghanistan International Airport. Record setting point. aircraft procurement went from task to ramp in a little over two months! (Photo courcase of “be careful tesy Lt Col Steve Petters) what you ask for”, as After reporting to Ft. Riley for CST I went from no job the Army made a great effort to hook us up with the person we’d be replacing in theater. Warning to 18 hours-a-day worth of job in a matter of days. Why? During flags popped up almost immediately as nobody seemed to know the course of a very ordinary career I’d learned sufficient logiswho I was replacing or what I’d be doing. The first time I made tics (yup I know I’m a maintainer, but you can’t maintain unless contact with someone in my command chain the e-mail back to you can sustain, so I’d picked up enough of that log stuff to be me was crystal clear: “What do you think you’ll be doing over dangerous), money/budgeting (did eight months programming in here?” It’s not like I was bored in the Pentagon and had decided the Pentagon), and acquisition (Level 2 certified in acquisition to visit Kabul in the summer. What I would later find out is that logistics as a career broadener a millennium ago). Had no idea my deployed position was invalid--unfortunately cancelling this that these skills would come back to help on a deployment—but invalid tasking was a bridge too far…so I’m a combat trained turned out I was the only guy in the organization who had done killer (.50 cal qualified!!) standing in Kabul with no job. What this stuff. Yes, you need to learn your job, but don’t let that stop to do? I hitchhiked my way from Camp Phoenix to Camp Eggers you from taking advantage of the opportunities out there to as I’d heard through the grapevine that there was an organization make yourself better. Don’t get an advanced degree because it standing up to rebuild the Afghan Air Corps. Sure enough will or won’t appear in front of some promotion board, or take an office in your local LOA chapter for a free trip to a conferCAPTF was ramping up. ence, or throw your name in the hat for a broadening assignment What did I do for CAPTF? At first, I did anything that needed because you don’t like your boss —do it because it gives you doing. Need to design a building layout for the new inbounds? I another tool to use in the fight…and we maintainers love more got it. Need to procure/move/assemble 22 desks in two days in tools. Kabul? I’m on it—just don’t ask how they got there. Not enough computer/phone lines? I’ll work a deal with a comm guy I met at Lesson Three: I can do it unless prohibited or I can’t do it the chow hall…just happy to be part of the solution. About two unless directed…know when to apply each.

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AFGHAN AIR FORCE

Lesson One: Flexibility is the key to airpower…and a successful deployment.

weeks after arrival, I noticed that my boss, an Army O-6, had put up an organizational chart with everyone’s name and job. Next to my name he’d written “Mr. Fixit.” In an eighteen year career that was the highest compliment I’d ever received, especially coming from a green-suiter. It didn’t say I was the best or brightest, or that I’d won some sort of beauty contest. It said that I was willing to do whatever, whenever, to make the mission happen.

I spent a lot of my career working around nukes. That line of work frowns on creativity, self-realization, and going your own way. You simply can’t do anything you’re not directed to do. You must follow tech data to the letter, you must obey safety warnings—these are the cost of doing business. (Insert pic 7) There are, however, a whole lot of other situations where you need to use your judgment and creativity to get the mission

SUMMER 2009

and said “nice job Gun Runner…now done. Six weeks after landing PUSH IT UP.” At first I was a bit in Kabul I got a call from my angry, thinking of how hard we had boss. The tasking was simworked to get the job done so far. ple…”Petters--get some addiThen I realized he was right…that tional iron on the ramp most of us “settle” for what is comyesterday!” Specifically, how fortable when we don’t sense a chalabout rounding up some An-32 lenge, and that really it’s not the transport aircraft so the Afghan circumstances that limit us…it’s us Army can get folks to the fight? that limits us. While it’s probably not How does one exactly find AnThe Rose House on Camp Eggers—Home of the Combined possible to go full throttle 100% of 32 transport aircraft for sale? Airpower Task Force(Photo courtesy of Lt Col Steve Petters) the time, it is possible to get there a Google seemed a bit of a reach, lot more than we are willing to admit. so I made a call to NATO contracting folks, who told two friends, who knew a guy, and before Lesson Five: Be ready for the “tap” on your shoulder. you know it I’m in a Kiev, Ukraine hotel bar with a certified arms dealer working out contracting details on the back of the Winston Churchill, a hero of mine, said “To every man there proverbial cocktail napkin. With a lot of help from the folks at comes in his lifetime that special moment when he is figurativeNavAir (Tried USAF and USN, but at the end of the day I ly tapped on the shoulder and offered the chance to do a very needed guys who were able to think outside the box and in the special thing, unique to him and fitted to his talents…what a FMS world, the Navy comes to play) we set a record for the tragedy if that moment finds him unprepared or unqualified for fastest aircraft procurement anyone had ever seen—zero to first the work which could be his finest hour.” In our line of work we plane on the ramp in an unprecedented two months. As a team have no idea when that tap will come…it might be as a 2nd Lt, we’d decided that our only rule was that we would not do any- or GS-5 when we uncover something we know is not right and thing illegal—everything else was negotiable…and although we must choose to expose some ugliness in making the right call. It ruffled some feathers in the “bureaucratic hordes”, we did what could come as a mid-level officer or GS-11 when we are asked needed to be done to make the mission happen. to lead organizations that are resource constrained and still must Lesson Four: PUSH IT UP…you have gears you haven’t used yet. Just after completion of the AN-32 deal, where we moved mountains and set acquisitions records, we had a staff meeting at Camp Eggers. I out briefed what had happened thus far, and some good news on a couple of other sustainment fronts. Expecting a nice pat on the head for my team, I was a set back a bit when Major General Lindell looked me square in the eyes

accomplish the mission. Or it can happen when we’re more senior in rank, closer to the end of our career than the beginning, and are asked to deploy to exotic locales to do new things in new ways to help win a war. We must be ready at any time by having gathered our personal “tools” and having learned all that we could, by keeping our personal and professional lives in order so that we are physically, emotionally, and mentally ready to answer that tap and step into “our finest hour.” I’ll leave you with one last thought as you head out on your deployment. In peacetime poorly performing logistics processes drive waste/costs—in wartime poorly performing logistics processes cost lives. Neither should be tolerated, but in war the failures stay with you forever.

Afghan President Hamid Karzai inspects newly arrived ANAAC Aircraft (Photo courtesy of Lt Col Steve Petters)

Lt Col Steve “Gun Runner” Petters is a career aircraft/munitions maintenance officer with assignments at Wing, Depot, Air Staff level, and previously served as the National LOA Treasurer. He’s currently attending the Industrial College of the Armed Forces, and after graduation will head back to the Pentagon to the Office of the Secretary of Defense. Feel free to contact him at stephen.petters@us.af.mil K

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Logisticians in the World of “JET” By Lt Col Steven Foss

In the last two and a half years, approximately 1,600 logisticians from across the Air Force have answered the call to support the war fighter in ways few imagined prior to 9/11. While the traditional role for logisticians is to support the flying mission, we’re now being called on to support ground commanders in a number of varied missions throughout the AOR. In the past, these taskings were known as “ILO” missions, but have recently been re-named Joint Expeditionary Taskings (JET)…the mission is still the same-Airmen providing superior logistics support to the war fighter. Those who have deployed on a JET mission understand the broad and varied nature of the business, carried out in forward operating bases large and small. However, one thing is constant; the experience of working with the Army during combat skills training. The main focus of combat skills training (CST) is to transition Airmen from their traditional role at home station to performing effectively in operations “outside the wire.” To facilitate this new mission, Airmen receive a comprehensive list of training events designed to improve our ability to shoot, move, communicate and treat on the battlefield. During CST, Airmen are introduced to crew served weapons such as the M-2, M240B, and M249 machine guns, as well as the Mark 19 grenade launcher. Training is also provided on the M-16/M-4 rifles, to include marksmanship and reflexive fires, as well as proficiency training with the M9 pistol. These basic skills are introduced with the intent for Airmen to apply that training during convoy operations outside the wire. Logisticians are expected to perform convoy operations on a routine basis. To help facilitate that expectation, Airmen are given instruction during CST on how to plan and execute a convoy safely and effectively. All the members in a convoy are expected to perform as a team. As such, the roles of the convoy commander, driver, gunner, and passengers are defined and practiced to precision. Airmen are also taught how to safely navigate a given route, understand local threats, and how to quickly react if threats emerge. During a convoy operation, the ability to communicate effectively is essential for basic survival. During CST, Airmen are taught how

to operate a series of vehicle based and handheld radios. In addition, Airmen are introduced to sophisticated tracking devices which allow members in a given convoy to quickly determine their location, safe routes, as well as friendly forces. The ability to communicate effectively cannot be overstated and this skill is stressed over and over again during CST. Another essential skill taught at CST is how to provide basic medical care. This course, referred to as Combat Life Saver, is a comprehensive three day class on how to provide immediate first aid to a wingman if necessary. This course is roundly praised by Airmen and is essentially an advanced version of self aid buddy care. Here Airmen are taught how to start an IV on a patient, how to apply the elements in the Individual First Aid Kit, and how to treat and care for others while under simulated combat stress. Again, the basic elements of combat skills training are how to effectively shoot, move, communicate, and treat on the battlefield. As a logistician, understanding and applying these principles will go a long way toward keeping you and your wingman safe as you travel outside the wire. There is another key aspect to combat skills training which many logisticians experience and cannot be overlooked; namely advisor training and how to communicate effectively with members of the Afghan and Iraqi army and police. A prime example is the advisor and cultural awareness training logisticians receive as Embedded Training Team (ETT) members at Ft. Riley, Kansas. Broadly speaking, JET Airmen receive basic instruction and training on cultural awareness at the various U.S. Army power projection platforms; however, instructors build on cultural awareness and take it to the next level. At Ft. Riley, ETTs receive approximately 2 weeks of cultural awareness training based on their projected location in the AOR. This additional training gives the ETT member a firm foundation on the culture and readies them for their upcoming role of instructing and mentoring Iraqi and Afghan officers and enlisted personnel. As a JET Airmen, serving as a Logistics Command ETT mentor in Afghanistan is a prime example of the dynamic role we often fill in the AOR. In this role, ETTs mentor Afghan National Army logis-

Above: Lt Garey and two Afghan National Police walk the perimeter of the School where the Humanitarian Aid Drop and Medical Treatment Facilities were set up during Operation Avalanche. (Photo courtesy of Lt Col Steven Foss)

ticians on the principals of supply, transportation, and logistics plans. In addition you’ll draw from your professional military education experience as you help Afghans apply leadership and management principles to the art and practice of logistics, tactical planning, and leading an emerging workforce. In Afghanistan, Logistics Command is part of the Afghan National Army and is primarily responsible for storage and distribution of supplies and materiel for the Ministry of Defense. Logistics Command is comprised of a G-Staff which develops overall policy for the organization. Here, Air Force mentors work side-by-side with their Afghan counterparts on how to best apply logistics to the situation at hand. Below the G-Staff level, there are several agencies that carry out logistics disciplines throughout the country. In each of these agencies there are Air Force ETTs which mentor and advise Afghan leaders on optimum methods of implementing logistics. The Central Supply Depot (CSD) is the Afghan national depot and is located in Kabul. The majority of supplies and equipment used by the Afghan Army in the field is receipted, stored, and issued from this main depot in the capital. JET Airmen with a supply background are ideally suited to mentor the ANA in this organization.

to a stock control function or a global supply chain management organization. However, manual paperwork and documentation are the primary tools used by the ANA to fill supply requests, and this continues to be a limiting factor in their development of a “modern” logistics agency. Another key challenge is developing a robust stock control function that can link a seamless due-in process with Ministerial acquisition agencies. A logistician with a regional supply background can bring a valuable level of experience to help the ANA move their logistics processes to the next level. Forward Support Depots (FSD) are located at several key ANA sites across the country. These depots are the first line of support for the ground commanders. If the required materiel is unavailable at the FSD, a supply request is then forwarded to the LSOC to be filled. These are only a few examples of locations where logisticians can serve in order to help the host-nation government build a complex logistics infrastructure. In Afghanistan and Iraq, there are many logisticians who are also mentoring each and every day at the Brigade and Battalion level; each position presents its own set of challenges and rewarding experiences.

I had the privilege of mentoring the ANA Colonel in charge of the Central Supply Depot. Our team consisted of AF loggies interacting local children demonstrating communication skills required five Air Force logisticians with a varied with local populace. (Photo courtesy of Lt Col Steven Foss) background in supply and transportation. I can say that I truly enjoyed the The Central Movement Agency is responsible for transporting sup- challenge of helping build and improve the Afghan logistics system. plies and equipment to the four Forward Support Depots across I will admit that some days were very frustrating, but as a whole it Afghanistan. This unit centers its focus on convoy operations and was encouraging to see steady, yet sometimes slow, progress at Logistics Command and the CSD. In addition, I will always rememis a good fit for someone with experience in vehicle operations. ber the Afghans we worked with on a daily basis at the depot. We The Central Workshop is the primary repair facility for the ANA. were given the opportunity to get to know a large number of Afghan At the workshop, Afghans repair a broad cross section of equipment officers and NCOs, their backgrounds, and struggles as they went to include vehicles, tanks, weapons, and a myriad of general end through life in Afghanistan. That deployment, as a JET Airman, items. It is simply amazing what the average Afghan can repair from turned into a life experience that one simply cannot receive on a norscratch at the workshop. Any Air Force logistician can certainly mal AEF deployment or at home station. If you want to get out of take advantage of their background and find the challenge of menyour comfort zone, experience another culture, and make a difference toring the ANA in this functional area a very rewarding endeavor. in a logistics system that is very different from our own, I would highThe Class III Depot is responsible for providing fuel to the ANA. ly recommend you take up the challenge and serve as a JET Airman. This agency continues to become more robust over time and it issues a wide spectrum of products, from firewood to diesel fuel. An Airman with a POL background will find the Class III Depot a rewarding place to work while serving a tour in Afghanistan. The Logistics Support Operations Center (LSOC) is the focal point for supply requisitions to converge from the field and, under ideal conditions, be filled by the materiel agencies at the national level. The LSOC is a management level agency and is somewhat similar

About the Author: Lt Col Steven Foss is the 602d TRG (P) Deputy Commander at Keesler AFB, MS. His current duties include ADCON oversight over JET Airmen attending combat skills training at U.S. Army power projection platforms. Lt Col Foss is a core logistician, serving primarily in supply and ground transportation duties. He attended combat skills training at Ft. Riley, Kansas and served as an Embedded Training Team member in Afghanistan from April 2007April 2008. K

Better Support to the Warfighter: It’s Not Business as Usual for the AF Supply Chain By CMSgt Don Landon, Mr. Ken Norgard, Mr. Burt Foutz, & Mr. Michael Lee

tainer goes to the shelf looking for a part, the correct part is there, every time, anywhere in the world.”

In November 2008 the Air Force accelerated the Air Force Global Logistics Support Center’s (AFGLSC) development by appointing Major General Gary T. McCoy as its first GO level commander. This acceleration demonstrates the urgency to revamp and improve the AF supply chain to meet increasing demands created by aging systems and high tempo missions around the world. Moreover, it demonstrates Air Force senior leadership’s commitment to improving support to the warfighter.

Immediately, Gen McCoy increased the focus of weaving interoperability across the supply chain with the primary mission of (1) planning for each reparable and consumable part in terms of inventory mass and velocity - needed to meet weapon system availability targets established by the Warfighter and documented in Aircraft

Gen McCoy states, “the AFGLSC is responsible for managing the Air Force supply chain. We deliver spare parts and will eventually have responsibility for other classes of supplies such as equipment, vehicles, fuel, clothing and munitions…but what we actually deliver is combat capability. We are a global Air Force. Put simply, our job is to know who needs what, where they need it and how much they need. Our job is to anticipate, forecast, plan and deliver. We need to move from a reactive philosophy, where we wait for customer requirements, toward predictive logistics, where we are delivering assets to the point of need before they are requested. For example, when an aircraft main72

SUMMER 2009

The REAL McCoy: General McCoy shares his vision of the AFGLSC’s involvement in the Air Force Supply Chain Management core function role.

Availability Improvement Plans (AAIPs); (2) implementing a sourcing plan that eliminates gaps between demand and supply; and (3) by removing constraints preventing the proper execution of the demand/supply plans.

ing a two week period with zero MICAPs. This is unprecedented and a clear example of the early benefits already being achieved by the AFGLSC working in close partnership with the customer.

T H E P A S T: S E G M E N T E D S U P P LY CHAIN MODEL The legacy Air Force supply enterprise was a segmented supply chain model – operating in a base-centric philosophy, where each unit was focused on being self-sufficient. In the fragmented silo approach, it was not uncommon for units to compete for the same limited resources - which didn’t always align with Air Force priorities. Ultimately, the unhealthy culture of competition (1) sub-optimized the AF supply chain, (2) created excessive waste in supply chain processes, and (3) limited Warfighter combat capability. Finally, the fragmented operating model severely limited enterprise level visibility of the AF supply chain and created disparate pockets of information, limiting senior leadership’s ability to access real-time supply chain information.

The Segmented Supply Chain model created duplication of effort, competition for limited resources, and fragmented functional alignment.

Through its new authority, the AFGLSC aligns resources to support Air Force priorities and provide a single point of contact for customers to resolve immediate logistics issues at the point of execution. The AFGLSC has the responsibility to optimize resources across the enterprise, minimizing duplication of effort and standardizing processes. Specifically, the AFGLSC interfaces with Lead Command weapons system support teams, Weapon System Supply Chain Managers and System Program Managers to prioritize distribution and repair for constrained resources to best meet total force mission needs.

As the primary integrator for Air Force supply chain management, the AFGLSC fosters cooperation and synchronizes logistics with its partners to deliver exceptional combat capability to the Warfighter. A holistic approach guarantees improved asset utilization, better standardization of processes to anticipate needs, consistent parts flow, and predictable resource support for the Warfighter across multiple missions.

The AFGLSC goal is to build THE premier Supply Chain Management capability for the Air Force by synchronizing the logistics enterprise for better asset delivery to the Warfighter.

T H E F U T U R E : S I N G L E S O U R C E S U P P LY CHAIN MODEL The evolution to an integrated global philosophy, where a single supply chain manager balances global priorities to make the best decision for the Air Force, is the catalyst for the stand up of the AFGLSC. While the AFGLSC has only been in existence since 28 March 2008, we have already started to see a positive impact at the operational level. Senior logisticians have affirmed we are on the right track. The commander of the 436th Maintenance Group, which is a unit with a regionalized isochronal inspection facility and a flight line full of the oldest strategic airlifters in the Air Force, recently shared that he had experienced 6 days dur-

Single Source Supply Chain Model Graphic Realizing the Benefits Achieving Interoperability To enable interoperability, the AFGLSC has combined the supply chain planning and execution functions that were being accomplished at various levels such as Headquarters Air Force Continued on next page...

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WARFIGHTER TO THE

ER: BETTER SUPPORT

F U S I N G S U P P LY C H A I N D ATA

Materiel Command (AFMC) and the Air Logistics Centers (ALC) into a single organization. Contractor weapons system support activities are being aligned with the AFGLSC planning and execution processes. In addition, contractor commodity level support to the Warfighter is being integrated with the enterprise supply chain plan. Finally, the AFGLSC manages and directs the interoperability and execution of the supply plan, which is tied to enterprise level AAIP and Aircraft Availability (AA) targets. Key goals and Focus Areas: Working closely with customers, academia, supply chain experts, and world-class supply chain management organizations, the AFGLSC is focused and committed to enhancing support to the war fighter by achieving the following goals: Optimizing support to the Warfighter: Establish “single face” to the war fighter/customer for supply chain support, achieve enterprise targets through effective resource allocation, and conduct proactive monitoring/adjustment of the supply chain Exercising Enterprise Supply Chain Command and Control: Establish and exercise enterprise-focused control of inventory, data, and assets throughout the supply chain, and evolve Combat Support C2 Capability Establish a Single Air Force Supply Chain Owner: Establish single owner and focal point for AF Supply Chain activities and establish AF Supply Chain Management process ownership. Improving Air Force Supply Chain processes: Optimizing the planning, sourcing, delivery, and return processes. Pursuing and Implementing Enabling Technology: Optimize enabling processes and technology, implement break-through support technology, and establish environment for AFGLSC dispersed structure. Developing a professional, certified workforce resourced to execute a premier Supply Chain enterprise: Develop competency based workforce, deploy standardized state-of-the-art tools, prepare AEF ready-to-deploy Airmen, create a productive (mental/physical) working environment, and institute AFGLSC culture.

A vital enabler to achieve these goals requires AFGLSC establishing a capability to fuse supply chain data in real time from multiple sources to enable global supply chain command and control (C2), enterprise planning and proactive strategy and integration within the AFGLSC and across our customer and supplier base. As a result, Air Force leadership and the AFGLSC are working on a fused enterprise C2 capability that will respond decisively and rapidly to meet the global demands placed on AFGLSC Information Fusion our expeditionary combat support Model provides system. This function is executed by comprehensive, real-time the AFGLSC’s operations wing, information from factory to whose role is to provide agile combat flightline. capability and steady state CONUS based enterprise network to “get the force to the fight, allow the force to win the fight, and to prepare the force for the next fight.” INSERT: Better Supporting the War fighter Graphic Within the operations wing, the Supply Chain Command and Control Center (SCC2C) - in conjunction with the Defense Logistics Agency (DLA) and United States Transportation Command (USTRANSCOM) Fusion Centers - will provide total asset and in-transit visibility over the supply network, enabling near real-time operational supply chain support decisions, and provide customers near real-time requisition tracking information. The real-time collaboration and fusion between these organizations will eventually enable the various activities within the AFGLSC to work with system program offices and lead commands at the strategic level, as well as the Warfighter and repair network managers at the tactical level, to improve AA across the Air Force.

ENHANCING CUSTOMER SUPPORT Implementing Customer Relationship Management (CRM) techniques, another vital enabler, addresses the customer-facing side of supply chain management. In response, the AFGLSC has undertaken several initiatives to improve customer satisfaction and Warfighter support. Even though AFGLSC does not own the sources of supply or the process, we are still the advocate for the Warfighter/customer to the other components of the supply chain. Specifically, to enhance and streamline customer support, the AFGLSC set up a tiered service structure for all customers. The first tier is a web-based “self service” tool that allows Warfighters

SUMMER 2009

to input requisitions via a web front-end, get requisition status, and track assets to delivery. The second tier includes a move to weapons system-based teams that focus on ensuring proper support for a particular weapon system such as the F-15, F-16, C130, C-17, etc. These teams are accessible to Warfighters operating these systems on a 24/7/365 basis via email or direct phone call. The most visible part of what these teams do is working high-priority requisitions for grounded aircraft; however, the most important task they perform is analyzing demand patterns and pushing stock to the best locations in order to minimize emergency requisitions. The third tier, for all other customers who may not know where to call, the AFGLSC toll-free hotline (877-439-4572) is answered by a knowledgeable supply chain representative who can direct calls to the proper action office. Furthermore, the SCC2C, the focal point for the third tier and integrating the operational view across the entire AFGLSC, provides tactical support to the Warfighter by tracking the status of stock out conditions, transportation link performance, etc. The SCC2C is the AFGLSC Commander’s node for bringing the full weight of the revamped Air Force supply chain to work alongside its logistics partners to provide exceptional combat capability to the Warfighter.

F-15E MICAPs Reduced from 100 to 14: The number of MICAPs for the F-15E fleet at Seymour-Johnson AFB dropped from 100 to 14 in less than a year. B-1B MICAPs Over 30 Days Old Reduced from 32 to 0: The number of MICAPs over 30 days old for the B-1B fleet dropped from 32 to zero over a two year period.

T H E WAY A H E A D While the original implementation time line targeted fully operational status for 2013, the AFGLSC is working hard to move to a full stand-up by 2011. The intent is to maximize the benefit of having a single enterprise wide Supply Chain Management organization guiding “factory to flight line” processes for as many supply classes as possible. In addition to our daily commitment to provide superior supply chain support to customers throughout the world, we must also determine how best to bring in new classes of supply under the AFGLSC umbrella as we move toward becoming the premier supply chain management organization. About the Authors: CMSgt Don Landon – Chief Landon has served 20 years as a materiel management (supply) specialist with assignments in SAC, AFSPC, USAFE, PACAF, DLA, AMC and AFMC. He is currently assigned as AFGLSC Superintendent.

SEEING THE BENEFITS Earlier we shared an example of how the AFGLSC is improving Warfighter combat capability. But that was not the only positive impact of the newly formed AFGLSC. Below are some additional illustrations:

Mr. Ken Norgard – Mr. Norgard is a career logistician. He served 16 years as AFGLSC Timeline – Aggressively moving from stand-up to fully operational. an aircraft maintenance officer with assignments in ACC, AMC, and PACAF. He is currently assigned to the AFGLSC in the Successful 15-Day C-5 Regionalized ISO Inspections: The Commander’s Action Group.

AFGLSC is partnering with AMC to synchronize C-5 supply chain with major aircraft inspections to reduce flow from over 30 days to 15 days on average. This translates to increased aircraft availability to support Warfighter requirements.

AMC Off-Station Repair Time Reduced to 35.3 Hours on Average: When an aircraft breaks while flying off-station missions, it is critical the aircraft gets fixed as quickly as possible to keep cargo flowing. The AFGLSC works daily with the Tanker Airlift Control Center (TACC) to accelerate parts delivery to the point of need…that velocity makes a difference in increasing aircraft availability.

Mr. Burt Foutz – Mr. Foutz has seven years of third party logistics management experience working for a private logistics company. He is currently assigned to the Commander’s Action Group as the AFGLSC Public Affairs Liaison. Mr. Michael Lee – Mr. Lee is a former political speechwriter and economist. He is currently assigned to the AFGLSC Plans, Programs and Logistics (XP) Office serving as the AFGLSC Change Management Lead. K

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Using Continuous Process Improvement for Aircraft Availability and Munitions Support:

Team members breakdown current state processes

Journey through Air Force Smart Operations for the 21st Century (AFSO21) Implementation and the 20th Maintenance Group (20 MXG) By Col Robert A. Hopkins, 2nd LT Elizabeth Fines, and MSgt Nicolas Iorga Today’s Air Force is constantly streamlining and adjusting to a smarter way of doing business. The principle of continuous process improvement (CPI) allows the 20 MXG at Shaw Air Force Base to constantly improve through our main focus areas of “People, Planes, and Processes.” By incorporating CPI as part of daily culture we are able to improve how we conduct maintenance. Our improvements involve Airmen at every level: the newest Airman 1st Class providing input and a fresh set of eyes during a Rapid Improvement Event (RIE), the maintenance Major who might be leading an event, the medical Lieutenant providing the “outside the maintenance box” thinking, or the unit working to implement the changes suggested in the outbriefs.

THE JOURNEY The ultimate goal is increased aircraft availability and improved munitions support. The journey to get there has taken the group through a series of events tailored to this cause. The method of improvement is eliminating waste, better space utilization, and streamlining processes throughout the group.

During the last two years, the 20 MXG has conducted 48 events on a variety of processes ranging from aircraft engine maintenance, maintenance training, munitions reconciliation, to aircraft scheduling and aircraft parking shelter layout. Each of these events has provided us better time management, saved money, recapitalized space, and/or cut waste.

M X G E N T E R P R I S E VA L U E S T R E A M A N A LY S I S (EVSA) For the EVSA, seven officers and ten senior NCOs set out to improve aircraft availability and munitions support through a weeklong event at Shaw AFB. The overall goal of the event was to establish the AFSO21 foundation and agenda for Fiscal Year 09 (FY09). Before the team members sat down to discuss the event, an in-depth tour was taken of the entire MXG. All of the team loaded on a bus and stopped at many of the work centers throughout the MXG to open their eyes to what was going on in the group. For instance, in the munitions storage area the team toured offices, production bays, bomb building areas and storage structures. This gave the team insight into each work center and allowed the work centers to get a fresh set of eyes on their processes to see where improvements could be made. From there, the team facilitators led a discussion on suppliers, inputs, process, outputs, and

SUMMER 2009

customers. They then broke down the current states involved for munitions support and aircraft availability to determine valuable RIEs, 6S visual management/workcenter layouts, “Just Do It” Events and other VSAs. This EVSA helped MXG senior leadership identify targeted areas of improvement and gained the critical buy-in required to follow up with additional RIEs and projects throughout the group.

process, the team was able to discover wasted time and/or effort, enabling them to develop a plan to eliminate inefficiencies. “I didn’t realize the amount of time and manpower going into a task until it was broken down step by step,” said Airman First Class Aimee Melvin, 20th Equipment Maintenance Squadron (EMS) Munitions Flight. Munitions carts in use by flightline weapons Airmen (USAF photo)

C A N N I B A L I Z AT I O N (CANN) DOCK

Part of the solution utilizes newly purchased munitions carts which cut down the number of trips munitions personnel make to and from the flightline, saving approximately 5,940 gallons of fuel per year -- about $19,000 in savings. Additionally, the use of the carts and process improvements implemented by the team will save an estimated additional $131,000 in man-hours.

An area of interest identified in the EVSA was the issue of Finally, to ensure an enduring process, having a CANN aircraft takan operating instruction was drafted to ing too long to bring back on Airman Napky adds his brainstorming ideas to the Affinity diastandardize the procedures between the status. The documentation gram(USAF photo) flightline and munitions storage area. was found to be in disarray “It's a more efficient way of doing busiand the performance of the ness and definitely saves man-hours aircraft after CANN was in question. We assembled a team and and fuel,” said MSgt Thomas Childress, 20 EMS Conventional mapped out each step of the process to identify the root cause. Maintenance Assistant NCOIn Charge. Several areas of waste were identified to include aircraft forms documentation, parts acquisition, tracking and personnel utilized M A I N T E N A N C E T R A I N I N G for aircraft rebuild. After performing root cause analysis on sevTwelve Airmen assigned to the 20 MXG reviewed the process of eral key processes it was decided that instead of continuing to training aircraft maintainers; each of the Airmen was chosen to have one CANN manager and multiple organizations working participate from different levels in their training to give a broad the aircraft, the answer was to build a CANN dock in proximiperspective. A VSA was performed to breakdown the training ty to the phase dock. process and was looked at from the time that an Airman arrives Assigning the right personnel within this dock would create at Shaw until he/she is fully qualified. standard work while eliminating the confusion and misplaced parts occurring in the process. After structuring the CANN dock and sustaining operations, the benefits were realized. One hundred percent Due In FromMaintenance accountability and a reduction of delayed discrepancies reduced the CANN rebuild process by 70%.

M U N I T I O N S R E C O N C I L I AT I O N A week long RIE was held to improve and standardize the munitions reconciliation process between the munitions flight and weapons crews on the flightline. By analyzing the current

Then the team zeroed in on in-processing an Airman, on-thejob training, and the career development course. Twenty steps were identified as unnecessary or redundant; these steps were adding an average of 67 days to upgrade training. As the team probed every step involved in these processes, a recurring theme surfaced. Supervisors had lost focus on their responsibilities of training Airmen. Many of the time consuming steps added overtime and replaced supervisor accountability, adding no value to training.

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Eliminating excessive reviews and approvals previously implemented saved an average of over $80,000 in manhours per year. Eliminating reviews, along with other recommendations now being implemented across the group, will produce better trained Airmen in a more effective, cost efficient and timely manner while encouraging better supervisor involvement in the training of their Airmen. MSgt Deborah Comstock, 20th Maintenance Operation Squadron (MOS) Training Management Section Chief, guided the team in reaching its goal as the VSA Team Lead. She stated "the recent AFSO21 event on training Airmen allowed us to break down the process we use to train Airmen into smaller increments to allow for streamline improvements. The AFSO21 program allowed us to change our upgrade training process and ultimately increase aircraft availability.”

Team members evaluate current process map (USAF photo)

$736,000 dollars and approximately $18,400 dollars a year would be saved by eliminating excess paper.

MAINTENANCE SCHEDULING Another area of concern for the MXG was the ineffectiveness of the aircraft maintenance schedule. The current schedule was not standardized and bundled maintenance tasks needed to be improved. The objective of the VSA was to increase aircraft availability and improve fleet health as well as reduce aircraft downtime by maximizing maintenance opportunities. The team of Airmen, comprised of different career fields throughout the maintenance and operations community, had the goal of providing inputs to “lean” the maintenance scheduling process and produce a beneficial outcome. The team analyzed the current processes by breaking it down into individual steps. As a result, they discovered wasted time and effort such as excessive document reviews and ineffective meetings. They then developed an action plan to eliminate those inefficiencies.

“The AFSO21 event on the Maintenance Scheduling Process was not only an excellent opportunity to improve a major process for the Maintenance Group, it was also a chance to witness how that process affects the entire base. We were able to gain a better understanding of the strings that bind us and how to cut those strings through communication between ops and maintenance. After a week of working together, we produced an excellent product which will assist us in becoming a more efficient fighting force and take at least a little bit off our already heavy workload,” said Capt Christopher Todaro, 20th Operations Support Squadron.

F U E L TA N K B U I L D - U P ( F T B U )

“It was easier for everyone to see the amount of time and manpower involved in the maintenance schedule process once it was broken down step by step,” said MSgt Lena English, 20 MOS. By the end of the week, the Airmen had operations running smarter, faster and cheaper. This future process would increase accuracy during initial schedule development, decrease the amount of touch time occurring during the review process of the maintenance schedule and maximize the long range schedule forecast.

Five Airmen from the 20 MXG plus one Airman from the 20 Mission Support Group came together to improve war reserve materiel FTBU procedures and to layout the area to foster continuous improvement. The team was able to make drastic improvements by cutting wasted time found when they were going through the steps in the FTBU process. They decided to restructure the FTBU layout by dividing the maintenance area into substations and moving each sub-assembly closer to each work station. In addition, employing work carts to provide point of use parts reduced 40% of maintainer travel to and from operational stock.

The anticipated results would reduce rework of the maintenance schedule and improve bundled maintenance opportunities. This would produce an annual man-hour savings of approximately

In the current state process, maintainers built two 370 gallon tanks in 12 hours. After implementing the event action plan the team can now build eight 370 gallon tanks in the same amount of time.

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TF34 ENGINE MAINTENANCE

PROPULSION FLIGHT 6S

Most recently, the 20 MXG completed an AFSO21 event to streamline the inspection process for a TF34 engine. Ten Airmen were brought together from across the group to standardize training and quality practices to reduce turn-time for the engine. The scope took them from when the engine arrives at the loading dock to when it is completed and put on the ready line.

Particularly in the propulsion flight, teams performed 6S in their TF34/F110 maintenance areas as part of their maintenance RIE, where 36 cabinets were eliminated creating 30% more usable work space. Also during the event, touch time was reduced by an average of 880 man-hours for the TF34 engine and an average of 196 man-hours for the F110 engine. In addition, the team was able to reduce flow days for both engines as well.

The facilitators lead a root cause analysis to help identify what the issues were for the current state of operations. The team discovered that even though there was a good flow for the engine tear down and build, the recent high turnover of personnel had drastically affected their standard work.

For the TF34 engines, flow time went from an average of 29.2 days to 27.7 and the F110 flow days went from 10 to 5. Quality Assurance (QA) rates also improved from 80% pass rate to 86.7% for the TF34 engine, where the F110 engine went from an 85% pass rate to 100% pass rate.

While no steps were eliminated in the future state process, by evaluating all the steps the team was able to find areas to reduce touch time on the engine from approximately 15% and flow time from approximately 10%. These reductions ultimately produce an average savings of 59.6 manhours for each engine processed. They also set up a training program with visual aides to ensure standard work practices would not be compromised or lost due to personnel Spaghetti diagram of travel during current build-up process (USAF photo) changes.

W O R K C E N T E R L AY O U T S Utilizing the AFSO21 6S tool, workcenter layouts played a key role in process improvements throughout the group. Numerous events were conducted to make our workcenters more efficient and effectively utilize space. One of the most utilized changes that have come out of many events for a workcenter is to move tools and Technical Orders (TO) to the point of maintenance. This change reduces maintainer travel time, allowing them to stay focused on each task resulting in higher quality maintenance. It also decreases man-hours required for maintenance, allowing for quality training and more personal time. Lastly, effective space utilization creates equipment organization and standard work.

EGRESS MAINTENANCE 6S

In the egress maintenance facility, 6S and visual management tools were used to recapitalize 400 square feet of floor space and increase efficiency of canopy/seat maintenance by 20%. Four seat tables were combined into 2, and utilizing both ends of the tables, they are still able to work four seats at a time. Also by moving all tools, TOs and benchstock items to the seat/canopy point of maintenance personnel travel times were reduced 30%. During this event, it was also recognized that a larger explosive storage room was needed. Since we saved so much space in the new layout a new room was able to be constructed, increasing storage capacity 400%.

A I R C R A F T S H E LT E R S 6 S Recently constructed aircraft shelters have provided another opportunity to instill AFSO21 principles in our effort to streamline the aircraft maintenance process. We placed air conditioned/heated crew shacks at the end of each set of shelters to accommodate the needs of the maintainers. They will be equipped with two IMDS terminals, printers, LAN lines and phones. This will eliminate the need to make trips back and

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ER: USING CONTINUOUS PROCESS IMPROVEMENT

forth to the Aircraft Maintenance Unit (AMU) office to conduct business. To further eliminate travel time of maintainers, all fuel tanks will be moved from the tank farm and placed within the shelters. Another great idea was to install electrical outlets in the shelters, eliminating the need for Aerospace Ground Equipment (AGE) to power up test sets or power tools. Permanently locating high-use equipment in the shelter area and providing outlet power, wait time for an outside support unit was reduced and manpower freed up. All of these great ideas came from utilizing AFSO21 principles that can be used at any location and any situation.

ARMAMENT 6S

The best layout for the Armament Flight meant moving equipment to smarter locations, making an easily read labeling system to identify stations, and getting rid of waste, i.e. unnecessary equipment/supplies and extra steps in the owner’s process.

20 EMS Armament flight work center before 6S layout. (Photo 20 MXG)

Perhaps the most significant change was moving the Tool Accountability System, benchstock, and TOs from support directly to the work floor, thus bringing it closer to the point of maintenance and freeing up the users time spent going back and forth. In addition, status boards were added to help supervisors and Airmen keep up to date with inspections coming dueUltimately, personnel travel was reduced by about 41% on all processes and about 5,000 pounds of excess equipment was recycled.

20 EMS Armament flight work center after 6S layout. (Photo 20 MXG)

Seven team members from the 20 MXG came together to improve the workcenter layout in the 20 EMS armament flight. The scope the team covered was from when alternate mission equipment or the F-16’s gun was brought to the flight through its completion when it is delivered back to the flightline. Current state diagrams were made for the different steps in the inspection process as a piece of equipment followed through the workcenter. By breaking down this process, team members were able to see step by step what went into the inspections and where waste of extra movement could be removed and tool availability could be improved. After the team decided on the best layout for the area utilized, the inspection process was diagramed once again to show the smoother flow of the operation.

SSgt Christopher Evans, 20 EMS armament flight, had this to say, “AFSO21 empowers and gives a voice to Airmen to make changes in his/her workcenter.” SSgt Evans further added, "It brings new and fresh ideas to processes that are broken or need improvement. In order to keep up with the changing Air Force, we have to evaluate the way we do business and change accordingly.”

NOSE DOCK 6S Ten Airmen from the MXG and one from the medical group, who provided fresh eyes and a new perspective, set out to organize and standardize the nose dock storage area for the AMU. After following the 6S principles of sort, straighten, shine, standardize, sustain, and safety the team was able to recapitalize

SUMMER 2009

around 3,000 square feet. They also implemented visual management techniques, helping to save inventory time in each of the three docks. Normally, an inventory of the area was taking two Airmen 2 hours to complete, but now with the easily read location markers and standardized layout it only takes one Airman 45 minutes to complete the inspection with an annual man-hour savings of $6,240.

to constantly improve maintenance practices while adhering to standards. We have turned CPI into more than just a process of improvement; it is a way of thinking and operating. Focused efforts toward the three most important concepts of the 20 MXG’s mission of “People, Planes, and Processes” allows us to foster a culture of teamwork, challenge the conventional ways of thinking and accepting ideas from every level. With well over $4M in cost avoidance and 400K man-hours saved, our teams of AFSO21 facilitators are well on their way to breaking down barriers and instituting cultural change to meet the needs of today’s Air Force.

Disorganization before 6S layout (Photo 20 MXG)

A / C PA R K I N G RAMP 6S An 8-member team jumped into the 6S of the equipment stored on the Shaw AFB aircraft parking ramp. The goal was to make AGE and other support equipment more readily available and cut out time wasted calling and waiting on deliveries.

They were able to identify key areas of waste to About the Authors: Col Visual management tools used to help organize new nose dock layout (Photo 20 MXG) include flagging down an Robert A. Hopkins, expediter to call for the USAF, Commander 20 equipment, locating and MXG Shaw AFB, SC; 20 MXG 527 Killian Ave (Bldg 1205) then delivering the equipment needed to the waiting Airman. Shaw AFB, 29152, 803-895-2005 Visual management tools were implemented to designate parking 2nd LT Elizabeth Fines, USAF, 20 MXG 527 Killian Ave (Bldg for the different types of equipment utilized on the flightline. By adding the designated parking there will be an average savings of 1,440 man-hours used for delivery and additional monetary savings of about $2,160 a year in fuel savings based on the eliminated step of delivering equipment from the AGE storage yard to the flightline.

CONCLUSION

1205) Shaw AFB, 29152, 803-895-1037. Lt. Fines is currently the AFSO21 Director for the 20 MXG; previously she was the 20 EMS Munitions Flight Commander. MSgt Nicolas Iorga, USAF, 20 MXG 527 Killian Ave (BLDG 1205) Shaw AFB, 29152, 803-895-1037. MSgt Iorga is currently the AFSO21 Superintendant for the 20 MXG; previously he was a Munitions Superintendant for the 20 EMS Munitions Flight.

Living and breathing a culture of CPI has allowed the 20 MXG

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MRAP Movements at Team Charleston By Maj Jason Engle Improvised explosive devices (IEDs) are the weapon of choice for the enemy combatants in Iraq and Afghanistan. In order to combat this threat, the Secretary of Defense (SECDEF) approved the purchase of approximately 15,000 Mine Resistant Ambush Protected (MRAP) vehicles for use by each of the military services. With these purchases, the SECDEF identified MRAPs as the #1 cargo movement priority destined to warfighters in OIF and OEF. This national priority culminates in Charleston, SC where diverse manufacturers of MRAPs such as British Aerospace (York, Pennsylvania), Force Protection (Ladson, South Carolina), Oshkosh Truck Corporation (Oshkosh, Wisconsin), Navistar International Military Group (West Point, Mississippi), and General Dynamics Land Systems (Anniston, Alabama) ship vehicles to the Space and Naval Warfare (SPAWAR) Systems Center. SPAWAR’s mission is to outfit the vehicles with a full complement of communications, computers, command and control, intelligence, surveillance and reconnaissance (C4ISR) equipment. This article provides insight of the MRAP movement workload, the MRAP airlift process, and the movement of life saving MRAP trainers by Team Charleston. The first MRAP movements began in July 2007 via Air Mobility Command (AMC) airlift. The Airmen of the 437th Aerial Port Squadron (APS) moved an average of 155 MRAPs per month. The number of airlifted MRAPs airlifted peaked with 413 in December 2007. With an advantage of direct delivery from Charleston to Iraq or Afghanistan, airlift is the most expeditious mode of transport available to the Department of Defense (DoD), but airlift is expensive, ranging up to $223,000 per vehicle. By December 2007, U.S. Transportation Command (USTRANSCOM) delivered 1,378 MRAPs by airlift to meet the U.S. Central Command’s (USCENTCOM) most critical needs. At this point, sealift had an opportunity to demonstrate its capability. The 841st Transportation Seaport Battalion, a subordinate unit of the Military Surface Deployment Distribution Command (SDDC) carried over 100 MRAPS in November 2007 on their first commercial cargo ship. Sealift travel 82

time from Charleston to Kuwait can range from 22 to 30 days and lowers the transportation cost to $18,000 per vehicle. In March 2009, SDDC loaded the 10,000th MRAP destined for the CENTCOM AOR onto the vessel New York Alliance. By the end of March 2009, the 437 APS loaded the 3,740th MRAP destined for Iraq and Afghanistan. Before all those MRAPs get loaded onto an aircraft or vessel, each vehicle must go through certain cargo preparation processes. While there are similarities between the processes, this article focuses on the airlift preparation process. After the C4ISR integration at SPAWAR, personnel deliver airlift-bound MRAPs to the 437 APS on Charleston AFB. A civilian team contracted by the DoD Joint Program Office (JPO), receive the MRAPs, in-check the vehicles and prepare all the paperwork for airlift. The team uses an in-ground “weigh in motion” (WIM) scale, which automatically weighs, scans and calculates the center of gravity, axle weights and dimensions required for creating an aircraft load plan. With prior USTRANSCOM coordination and approval, the MRAPs do not require a formal joint inspection (in line with LEAN processes) cutting 45 minutes per vehicle in preparation time. The MRAPs are treated and processed under the same process as channel airlift cargo with their appropriate Shippers Declaration of Dangerous Goods form. Once processed, the MRAPs are transported to the ready line and await movement on dedicated contingency missions to the AOR. The missions are planned and scheduled by 618 TACC/XOP and include a mix of C-17, C-5, and AN-124 (Antonov) airframes. A majority of the MRAP airlift movements are on Volga-Dnepr AN124s, which AMC contracts through a Russian aircraft company with offices in the U.S. Another smaller Russian-based company, Polet Cargo Airlines, also supplies AN-124s for MRAP movements. Both companies are subcontracted through American-flag carriers Atlas Air and Lynden Air Cargo as part of the military’s Civil Reserve Airlift Fleet. AMC uses AN-124s primarily because the aircraft can carry more MRAPs—up to six—than any of the other aircraft available to AMC. For added security, the Joint Program Office coordinates for two couriers to accompany the MRAPs when mov-

SUMMER 2009

ing on AN-124s. Typically, MRAPs selected for airlift weigh anywhere from 32,000 lbs to over 50,000 lbs, and each mission carries from 2 to 6 MRAPs each, depending on the airframe. Once the aircraft arrive at Charleston AFB, the Ramp Services load team drives the MRAP onto the aircraft and secures the vehicle to the aircraft floor using a variety of chains and devices to prevent in-flight movement.

437 APS airmen load the first MRAP Egress Trainer onto a C-5 aircraft. This trainer is the first of its kind designed to train soldiers how to escape from a MRAP following a roll over. (USAF photo)

Since mid-2008, the Traffic Management Flight in the 437 APS has moved over 360 MRAPs by surface to support CONUS-based training requirements. Over the road costs for trucking MRAPs range from $2,300 to $16,000 depending on the destination. In order to load the MRAPs on their trucks, the carriers must use removable gooseneck trailers for direct upload from the ground and provide protective services (satellite surveillance equipment and dual drivers). Additionally, if the MRAP is traveling OCONUS, the manufacturer is required to provide a blank RFID tag, which is loaded by the JPO at the 437th APS (same as for OCONUS airlift). When loading these large vehicles, safety is always a top priority. A September 2008 MRAP safety review published for a DoD safety forum identified 122 mishaps from 1 November 2007 to 20 September 2008. Sixty three, or 51%, of the mishaps were rollover or tip-over related. To help provide better training to the MRAP operators and reduce the safety mishaps, the Airmen of the 437 APS expedited the first 3 of 23 MRAP Egress Trainers to the AOR. Typically, a user is responsible to prepare the cargo for shipment; however, due to the criticality of the trainers, the 437 APS jumped in and readied the trainers for airlift to ensure expedited movement. Air Freight Flight personnel initiated the airlift certification (normally completed by the user prior to arriving at the airlift port) with the engineers of the Air Transportability Test Loading Agency at Wright-Patterson AFB for this first-ever airlift. Each trainer weighed up to 35,000 lbs, and the 437 APS prepared the trainers using a large overhead crane to manually place and adjust 12 pieces of shoring under the trainers to distribute the weight across 4-pallet trains. After loading the three egress trainers onto 437 APS airmen loading an MRAP vehicle onto a C-17 heading to OIF. This is a C-5, the AMC one of the 3,600 MRAP vehicles the 437 Standardization and APS has airlifted to OIF and OEF. Evaluation Loadmaster (USAF photo by TSgt Jeromy Cross) lauded the incredibly difficult builds and noted the even weight distribution which allowed the 4-pallet trains to load smoothly on the C-5 with no problems.

MRAP movements, both airlift and sealift, and takes great pride in supporting the warfighter in the USCENTCOM AOR. What drives this pride? After talking to anyone who performs convoy duties in either Iraq or Afghanistan, it does not take long to discover the importance of the MRAPS. MRAPS allow Soldiers, Sailors, Marines, and Airmen to walk away from deadly IED attacks. At a recent celebration marking the delivery of the 10,000th MRAP, one Army Captain noted that despite the damaged vehicles, one of which was flipped over, everyone walked away. The men and women of the 437 APS take great pride and comfort knowing they had a significant role in saving lives. Team Charleston is projected to stay busy supporting the Afghanistan surge and the urgent movement of rapidly developed new equipment. The Airmen of the 437 APS expect the MRAP mission to continue and are eager to support the vehicle movements, the movement of the remaining egress trainers, and the future fielding of MRAP All-Terrain-Vehicles (M-ATVs). The members of Team Charleston will continue to launch the SECDEF’s #1 priority to USCENTCOM, whether by aircraft or vessel, until all the vehicles are in the hands of the warfighters. After all, we need to ensure all the troops are equipped with the best protection against the enemy’s weapon of choice—IEDs. About the author: Major Jason Engle, is the Operations Officer for the 437 APS. His duties include leading and overseeing all aerial port operations at Charleston AFB, SC to include the airlift and surface movement of MRAP vehicles. K

Team Charleston continues to be the hub for all

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WR-ALC Provides Herculean Efforts to Support the Warfighter By Ms. Lisa Mathews

Richard Rogers points to a barrel nut as Justin Cason stands by. Cason discovered cracked barrel nuts on a C-130 that was at WR-ALC for PDM. (WR-ALC Photo)

The men and women at Warner Robins Air Logistics Center (WRALC) are always at the ready to provide the country’s Warfighters with the capabilities they need, when they need them. In some cases, the center even determines needs before the Warfighter is aware of them. The 402nd Aircraft Maintenance Group (AMXG) of the 402nd Maintenance Wing (MXW) at WR-ALC provides Programmed Depot Maintenance (PDM) for the C-5, C-130 and F-15, as well as modifications to the C-17 in a partnership arrangement with Boeing. The 402 MXW works closely with the 330th Aircraft Sustainment Wing, which provides logistical support for the C-5, C17, C-130, E-8, F-15, SOF/CSAR, U-2, Predator/Reaper, and Global Hawk fleets. Together these two wings are taking extraordinary efforts to meet the challenge of providing needed capability to the Warfighter. The extent of these efforts is evident within the 560th Aircraft Maintenance Squadron and the 330th Aircraft Sustainment Squadron which are responsible for the PDM and modifications of the C-130, the versatile workhorse of the USAF.

RESPONDING

TO THE

UNEXPECTED––C-130

FLEET GROUNDED BY DAMAGED BARREL NUTS On March 1st, Justin Cason, a mechanic on the C-130 PDM line, discovered five barrel nuts cracked on one aircraft’s upper wing attach points. Each wing has 13 barrel nuts on top and 13 barrel nuts on the bottom where the outer wing and center wing join together. Cason notified his supervisor, Ricky Rogers, of his discovery, who in turn notified on-site aircraft engineers. Once the engineers inspected the aircraft, they determined it was a possible flight 84

hazard and notified the System Program Office (SPO) for further action. “We did some research, and decided that the urgency was high and we needed to do a one-time inspection of the entire fleet to see how many of these ‘suspect’ barrel nuts were out there,” said 1st Lt. Chris Jerome, lead C-130 Depot Support Engineer, 330th Aircraft Sustainment Group (ACSG). On March 4th, a Time Compliance Technical Order (TCTO) was issued, prohibiting all C-130s from being flown until they were inspected and their barrel nuts replaced, if needed. “We issued the inspection and set up a 24-hour helpline,” Jerome said. “The only way to truly, 100-percent repair the aircraft was to replace the ‘suspect’ barrel nuts with good barrel nuts. We did an inventory search of our supply system and found that we had many barrel nuts. But the supply system doesn’t discriminate between what we call the ‘suspect’ nut and the good nut. They were the same stock number,” Jerome said. “That’s really where our logistics folks were able to help us. They were able to go out and put their hands on the actual numbers and determine which ones they had in their stock. Unfortunately, they had a bunch of ‘suspect’ nuts which we didn’t want to put on the aircraft.” The search was on for other sources of supply for the barrel nuts. “Once we were able to find these sources of supply not in our typical supply system, the logistics folks shipped them to the areas that needed them the most – specifically to the various areas of responsibility across the world where we were conducting combat or humanitarian operations. Those were our first-priority aircraft to get done,” the lieutenant explained. “Air Mobility Command (AMC) is the lead command for C-130 operations, so it’s responsible for get-

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ting with the other commands and determining who has top priority,” Jerome added. “Once AMC hashes out who gets what, they turn that over to the logistics folks, who actually execute and make sure people get the products they need when they need them.”

SPO and 402 MXW personnel also continued work on a number of longterm programs they manage in support of our nation’s Warfighters, including the Combat Loss Replacement Program (CLR) and the Center Wing Box (CWB) Replacement Program. The CLR program involves 33 modifications to 12 C-130H2 aircraft. The ‘wing-to-wing and nose-to-tail’ modifications include much of the same equipment that is on the Air Force Special Operations Command (AFSOC) Talon II. After the work is complete, the aircraft is designated a MC-130W model.

Through research, logisticians were able to trace the suspect nuts to a single manufacturer. The Warner Robins Air Logistics Center’s 402 AMXG performs the mainteThe replacement nuts were nance work for the Combat Loss Replacement and Center Wing Box produced by other manufacturReplacement programs on C-130 aircraft. The system program offices within ers who have successfully made the 330 ASW manage these programs. (WR-ALC Photo) barrel nuts in the past. “The manufacturers halted all other production and spun up to make the replacement barrel nuts Scot Pirc, 572nd Aircraft Sustainment Squadron Program Manager, because it was that important,” Jerome said. “Senior leaders at the said the program began in 2003. “After flushing out the requirehighest level – inside and outside of DoD – made it that high of a ments through AFSOC, the program was funded for three aircraft priority.” in January 2004,” Pirc said. “We were on contract with an engineering firm in May, and the first aircraft was inducted in October.” “We’re making sure we are diligent for having multiple sources of CLR is a true public-private partnership. The program office is the supply for common components – fasteners, ties, those type things program integrator. A contractor, TCS Design and Management, – across airframes. We don’t want to stovepipe our supply system provides the engineering drawings and engineering and logistics where one supplier fails, and we’re left with strategic problems,” services. The 402 AMXG installs the modifications. “It’s a constant Jerome said. “Making sure we have alternate means of supply for hands-on process,” said Pirc. “We stay in daily contact with the 402 things that are deemed critical … that’s one of the things logistiMXW and the contractor. Both have stood up beautifully to the cians look really hard at – identifying single points of failure and challenge. As of March 2009, eight aircraft have been fielded, and eliminating those, or at least developing processes that minimize the the final four are on the modification line. risk of single points of failure.” Jerome said while multiple manufacturers for parts are preferable, when only one manufacturer is Part of the success in fielding the MC-130W is due to changes WRavailable, auditing processes are put in place to help avoid problems. ALC employees have welcomed in the workplace. “Using critical “We’re obviously not going to sample every single part, but through chain process management and Air Force Smart Operations for the statistical sampling and by having controlled processes, you can 21st Century tools, we reduced the flow-time in the cockpit by identify a batch problem. If you identify a bad batch, then you can about 29 percent and the overall flow-days from the first aircraft to start over,” he explained. the fourth aircraft by about 39 percent,” said David Griffin, C-130 Production Flight Chief with the 560 AMXS. While the SPO was busy ensuring that C-130s in the field were being inspected and repaired, teams in the 402 MXW were busy “The MC-130W is providing Special Operations Forces (SOF) with completing the inspections of 33 aircraft undergoing depot repair at a combat capability well beyond original expectations,” added John the center. Eight mechanics led by Richard Rogers and Scott Townsend, deputy chief of the Mobility Requirements Division of Scarborough completed all the inspections within 24 hours of the Headquarters AFSOC. “The partnership between WR-ALC and TCTO being issued. private industry, and the build-to-budget approach used by the acquisition team resulted in the fielding of an MC-130 variant in only three years. “The aircraft provides almost 8,000 pounds more E N S U R I N G M I S S I O N C A PA B I L I T Y T H R O U G H lift capability than the MC-130H,” Townsend explained. “It will A I R C R A F T M O D I F I C AT I O N P R O G R A M S But, while they worked to fix the cracked barrel nuts problem, the Continued on next page...

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WARFIGHTER THE

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ER: WR-ALC PROVIDES HERCULEAN EFFORTS

to beat its 90-days in the fixture. In 2007, we did one airplane; in 2008, we did five; in 2009, we’re doing 16; and in 2010 and 2011, we’re doing 22, before dropping off,” Griffin said. “(But) The program is scheduled to go until 2047. We will be replacing the whole C-130 Air Force fleet and some other – possibly Coast Guard – aircraft center wing boxes as well.”

pick up the role as principle, long-range mobility platform for AFSOC while the MC130H is in depot for its CWB replacement. With its secondary capability as an airborne tanker, it is becoming the first choice for in-flight refueling support of our CV-22 community.”

Meanwhile, the CWB program, which is also being accomplished at WR-ALC, is replacing the center wing box portion of the C-130 wing. This project began in November 2006 to A new center wing box is lowered to be installed on a C-130 aircraft.(WR-ALC Photo) ensure the viability of the C“The management of 130 Hercules fleet through 2030 and beyond. “As many people know, the C-130 is the combat AFSOC C-130s into CWB replacement is the greatest challenge workhorse right now; it’s used as a gunship, cargo hauler, troop to MC-130H Talon II and AC-130U Gunship aircraft availabilhauler and weapons hauler,” Griffin said. “Its short-field takeoff ity. Based on SOF commitments throughout the world, homeand landing capabilities and various mission roles cause it to go station training requirements and a low-density, high-demand through quite extensive flying in very hostile environments, posture, the AFSOC C-130 fleet simply cannot accomplish its which are causing fatigue cracks, corrosion and stress around the mission without CWB replacement,” said Maj Steve Martin, chief of the Fixed Wing Section at AFSOC. “Both the 402 center wing box where the wing attaches to the fuselage.” MXW and 330 ASW have been crucial to minimizing aircraft Two types of center wing boxes are in use – a standard C-130 downtime. The 560 AMXS agreed to combine PDM and CWB box having an approximate 38,000-equivalent baseline hour life replacement, which minimizes aircraft downtime for major mainspan, and an enhanced service life wing box, which is being tenance. The 330 ACSG has developed a fleet management tool installed in AFSOC aircraft and has a possible 60,000- to in Automated Inspection Repair Corrosion and Aircraft Tasking. 90,000-equivalent baseline hour life span. “We’ve got four fieldWith this tool, we can tell the remaining service life by unit and ed aircraft,” Griffin said. “Three are Talons, and one is a speedtail number, and manage a unit's flying hour program/SOF comline HC-130N tanker aircraft.” The speedline aircraft are mitments. The 580th Aircraft Sustainment Group is pivotal in brought in only for the CWB replacement; no other maintesustaining the specialized equipment on our SOF C-130 fleet and nance was performed. The others scenario had CWB replaceadvocating throughout AFMC and HAF for SOF platforms,” ment, as well as a complete PDM overhaul. The combo CWB Martin said. “We look forward to continuing our work with WRreplacement and PDM overhaul has only been performed on ALC with the mutual goal of quickly returning the gunship – AFSOC aircraft, Griffin said. and all SOF C-130s – to the mission of supporting our troops “The CWB replacement consists of some very critical alignments throughout the world,” he said. and fixture work where laser optics are used to locate the box prior to removal for reference points for the new box when it is installed,” he said. “Temperature changes and movement of structures are very critical in keeping on track with the box replacement while the aircraft is in the fixture. “The fixture is our critical path, with 22 aircraft being the peak load in 2010. We have six fixtures set up,” he explained. He added that “fixture time is targeted for 90-days, and with six fixtures, that would make it possible to work 24 aircraft in a year. Right now our peak is 22; but having a 90-day flow would give us a buffer in case the workload grows. We have our first speedline aircraft that’s going

Whether it is long-range, planned modification programs or quick turnaround emergency work, the men and women of WRALC stand ready to provide Warfighters what they need to accomplish their mission. About the Author: Ms. Lisa Mathews is a program management analyst in the Warner Robins Air Logistics Center's Plans and Programs Transformation Office. She is responsible for ALC strategic communications to support major transformation initiatives.

SUMMER 2009

BONE 911 OC-ALC Depot Field Team Does the “Deid”

By Capt Ahave Brown and Capt Ernest “Nest” Cage They are the 911 force supporting one of the Nation’s most potent war machines. The men and women that make up the Air Force’s B-1B Lancer Depot Field Team (DFT) capability are a highly skilled group of professional maintainers, engineers, program managers, and flight test pilots who highlight the vital role America’s Air Logistics Centers play in support of combat flying operations. Based out of Tinker Air Force Base’s Oklahoma City Air Logistics Center (OCALC), this group of professionals works tirelessly to perform life cycle sustainment functions ranging from extensive programmed depot maintenance to strategic parts sourcing. The men and women of OC-ALC have a special relationship with the B-1. Each year, thirteen of these war birds--nick named “BONEs”-make their way through the hangars of the 76th Maintenance Wing’s 565th Aircraft Maintenance Squadron (AMXS), rolling out in just over four months in like new condition. Every B-1 in the Air Force’s inventory passes through Tinker on a six year cycle. During times of conflict the men and women of OC-ALC stand ready to support maintenance operations across the globe at a moment’s notice. This skilled cadre, made up of predominately civilian Airmen, provide an in-depth level of knowledge that has proven itself on numerous occasions. Working side by side with uniformed Airmen in the field, DFT personnel augment the force by providing years of aircraft specific knowledge, enhancing field operations by decreasing maintenance downtime in the area of combat. A recent example of the OC-ALC DFT in action occurred in June of 2008 when Colonel Carl “Ferris” Buhler, Commander of the 379th Expeditionary Maintenance Group, Al Udeid Air Base, Qatar, sent a 911 distress call to the B-1 System Program Office. Col

Buhler needed immediate assistance in resolving a critical safety of flight issue that had caused a B-1B to be grounded for 45 days. The Ellsworth Air Force Base jet suffered from a recurring Bleed Air System anomaly which left the 379th Expeditionary Aircraft Maintenance Squadron’s (EAMXS) most seasoned mechanics at a loss for answers. Immediately upon receiving the Unprogrammed Depot Level Maintenance request, OC-ALC’s DFT jumped into action. Engineers from the Center’s 553rd Aircraft Sustainment Squadron began scouring engineering drawings and communicating with 379 EAMXS maintainers via telecon. Mr. Jim Hopkins, B-1 Production Flight Chief with the 553rd, explains, “We have really looked at our internal process here at the System Program Office. By using AFSO21 principles, we have leaned the DFT deployment process from over a month to just a few days. When the Warfighter calls, we know their counting on us to get back in the fight and we take this role very seriously.” Once it was determined that the DFT would need to mobilize in order to put hands and eyes on the problem, the proverbial “bat phone” rang in the ready room of the 76th Maintenance Wing’s 565th AMXS. As luck would have it, veteran B-1 mechanics Mr. Joel Canaga and Mr. Craig Baumann, had previously gone through deployment training and preparation for another potential DFT recovery mission. In less than 24 hours they were wheels up and enroute to the AOR. According to Mr. Baumann, “I went home during lunch to pack a bag and by that afternoon was on a plane headed to Qatar! I was so excited to actually be heading to the front lines!” Upon arrival, the team hit the ground at full speed, seamlessly integrating into the EAMXS as if they had been part of the squadron from day one. According Mr. Canaga, “We were eager to get to work

on the jet. Even after flying for over twenty hours I was pumped up and ready to start trouble shooting [it]!” After being debriefed by crew chiefs, the team went to work. Getting the jet back in the fight as quickly as possible was the team’s only concern. The team’s extensive knowledge of the jet’s nuances allowed them to avert hours of searching through stacks of tech data. The team was able to hone in on avenues that are not usually addressed during normal field maintenance practices. Mr. Baumann explains, “I have worked on [that jet] before. I know all the little quirks, all the secrets the jet has...It felt really good to see her war ready and loaded with bombs.” Satisfied with the repairs, Col Buhler released the jet from impound status, returning it to the fight and thus averting a 33-hour home station tail swap that would have cost the Air Force $1.6 million dollars and mission critical crews from state side. On the aircraft’s first sortie after the repair it flew 11.9 hours, dropping 9,500 pounds of ordnance on enemy forces. The jet landed mission capable with only positive comments from the flight crew. With their tasking complete the team could have hopped on the next rotator and returned to the comforts of Oklahoma. But, according to Mr. Baumann, “There was more work that needed to be done and we had time left on our orders, so we agreed to stay on to support the war fighter… it was just the right thing to do. Truthfully, I wish we could have stayed longer.” Outfitted in coveralls and oily boots, it was hard to tell that Mr. Canaga and Mr. Baumann were actually civilians. They supported around-the-clock operations including pre-flight inspections which enabled countless on-time departures. The team also assisted with the replacement of two engines enabling a 12-hour quick turn on a job that could have taken much longer. Additionally, they attended and participated in post-flight debriefs providing vital information to maintainers and aircrews on enhanced in-flight troubleshooting techniques. Another notable accomplishment was the DFT’s aggressive efforts to clear up a backlog of delayed maintenance discrepancies on not just one jet but the entire squadron of six B-1s. Their efforts were pivotal in increasing the 379th Air Expeditionary Wing’s B-1 mission

Mr. Joel Canaga and Mr. Craig Baumann, 76th Maintenance Wing, 565th AMXS veteran B-1B mechanics take a few moments to pose for a picture while working on a jet. (OC-ALC Photo)

capable rate by 22 percent, greatly enhancing the bomber capability available to the Combatant Commander – a capability responsible for 60 percent of the ordnance dropped in the AOR. During their stay with the 379th, the DFT received many accolades including being lauded by the AFCENT Commander, Lieutenant General Gary North, and coined by Colonel Buhler. They were also recently awarded the Headquarters Air Force Materiel Command’s Outstanding Depot Maintenance Team of the Quarter Award for their efforts. However, according to Joel Canaga, “It was a total team effort from the engineers at the SPO back at Tinker to the great maintainers on the ground. We really felt welcome and feel honored to have had an opportunity to see the B-1 in action.” Colonel Buhler praised the team stating, “I'm very happy with the depot level field team support...across the board! I've needed teams at Al Udeid on several occasions, and each time the professionals from the ALC have gotten the jet back into the fight...they're timely, responsive, and energetic. In fact, on every occasion they've stepped up beyond the statement of work to tow jets, wing walk, and to assist in troubleshooting other aircraft. They get an A+ from me!” Mr. Baumann sums it up best, “I’ve been doing this job for 11 years and I still get goose bumps when I see those wheels roll up. What we do is bigger than us…it is all about the warfighter…those brave men and women who strap in and blast off into the blue – man, what a ride it must be!” OC-ALC’s Depot Field Teams stand ready to support, anytime and anywhere the need may arise…America’s ALC Bomber 911 support force stands mission ready! About the Authors: Captain Ahave Brown is an Aircraft Maintenance Officer currently assigned to the 76th Aircraft Maintenance Group, 76th Maintenance Wing, Oklahoma City Air Logistics Center (OCALC). He may be reached at ahave.brown@tinker.af.mil

Brig Gen Litchfield, Commander, 76th Maintenance Wing presents Mr. Canaga and Mr. Baumann with AFMC’s Outstanding Depot Maintenance Team Award for their efforts in Qatar. (OC-ALC Photo)

Captain Ernest “Nest” Cage, is a Logistics Readiness Officer currently serving as Executive Officer to Commander, 76th Maintenance Wing, OC-ALC. He also currently serves as President of the Tinker Crossroads Chapter and has been staff writer for the ER’s CGO Corner since 2006. He may be reached at ernest.cage@tinker.af.mil

DLA Support Teams take Warfighter Support to the Front Lines By Capt Rob Williams History has taught us the importance of Logistics to fighting and winning wars. Modern warfare echoes the fact—the better equipped and sustained forces have far greater chances of mission accomplishment than ill-equipped and unsustained forces. Since it’s inception in 1961, the Defense Logistics Agency has played a key role in sustaining the efforts of our nation’s warfighters with a behind the scenes approach. In recent times, however, DLA is present on the front lines by way of DLA Support Teams (DSTs). The DSTs provide on-site wholesale customer support to the deployed service components and coalition forces, and enables reachback to DLA’s vast materiel and service resources. Moreover, DSTs focus DLA’s resources to expedite delivery of critical supplies and provide technical assistance to the warfighter on virtually all classes of supply. This article focuses on the role DSTs play in sustaining the force and highlights DLA’s mission as the “the source behind the force.”

D L A S U P P O R T O R G A N I Z AT I O N A L A L I G N M E N T AND FUNCTION In understanding the Defense Logistics Agency Support Teams’ (DST) role, it is important to understand how they are organized and function. DSTs in Afghanistan, Kuwait, and Iraq are assigned to DLA Central (DLA-C) headquartered at MacDill Air Force Base, Florida. DLA-C is CENTCOM Headquarters’ link to DLA. DLA-C is the primary contact for disseminating, coordinating, and tracking warfighter issues among all DLA activities in the CENTCOM AOR. Consequently, DLA-C provides on-site customer support, service component contingency planning, trained IRTs (initial response teams) and DSTs at the request of CENTCOM. Thus, the DLA-C commander is assigned to DLA headquarters, but is operationally controlled by CENTCOM. DSTs provide DLA liaison officers and functional experts under the command of the DST Commander. DSTs are tactically controlled according to geographic location: DST-Afghanistan—tactically controlled by United States Forces Afghanistan (USFOR-A); DSTKuwait—tactically controlled by U.S. Army Central (ARCENT); and finally, DST-Iraq—tactically controlled by Multi National Force Iraq (MNF-I). In addition to DSTs, each Service Component tactically controls its designated Warfighter Support Representative, who are embedded within close proximity to the units they support to assist the customer with all aspects of logistics support by expediting repair parts and tracking shipments. DLA also established forward operating support elements for reutilization and marketing, fuels, and storage within the CENTCOM AOR. These organizations report directly to the DLA-C. The Defense Reutilization and Marketing Service—Southwest Asia (DRMS-SWA) manages and performs disposal functions to include hazardous waste disposal required in theater. Defense Reutilization and Marketing Offices (DRMO) have been established throughout the CENTCOM AOR as well. They receive unserviceable and excess materiel from operational units and DoD contractors. DRMOs then take action to reutilize, demilitarize, destroy and/or sell this property. With the volume of DoD materiel in theater, DRMS-SWA’s role is critical to the continued sustainment of forces and will become even more critical as large numbers of forces redeploy from Iraq in the next few years.

Of the nine classes of supply pertinent to the military—from food (Class I) to fuel (Class III) to building materials (Class IV) to repair parts (Class IX) – DLA manages the contracts that bring eight of those supply classes into the combat zone. These critical sustainment items are essential to our forces’ day-to-day operations within the Area of Responsibility (AOR). The actions required to keep these items readily available takes place unbeknownst to the recipients. In maintaining this level of support, DLA deploys 150 personnel (Active Duty, Guard, Reservist, and DoD-Civilians) into the Central Command (CENTCOM) AOR on a sixmonth rotational basis. These men and women serve as a crucial conduit between the warfighters in theater and the DLA network Airmen receive parts for a B-1B Lancer receiving maintenance at an air base in worldwide and comprise the DST. Southwest Asia. (USAF photo by TSgt Michael Boquette) 90

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The Defense Energy Support Center—Middle-East (DESCME) serves as liaison between DLA, the service components, the Defense Fuel Region, and the theatre Joint Petroleum Office.

The Defense Distribution Depot Kuwait, Southwest Asia (DDKS) provides in-theater support for high demand stock that is needed to support military units in the CENTCOM AOR. By placing stock close to the customer, they provide faster delivery at a lower cost. This increases theater readiness for all the services. Now that I’ve explained the organizational structure and function of the DLA Support Teams and other DLA activities forward, I’ll now provide some instances in which these men and women have provided value-added support to our warfighters.

VA L U E A D D E D S U P P O R T

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EMALL and FEDLOG (Federal Logistics Data) to assist in parts procurement actions. Air Force Technical Sergeant Gabriel Wathan stated, “It was rewarding to be an Air Force member working for DLA in the deployed environment. Everyone should get to know their local DLA representative. During my time in Kuwait I was able to help facilitate everything from the movement of HESCO barriers from DDKS to Afghanistan down to getting ABU stripes to the Air Force customer.” Finally, Vera Rhyne, (retired Major, USAR)r, deployed as a member of DST – Kosovo, DST – Kuwait, and is scheduled to deploy later this year to DST-Iraq. She states: “I love serving my country and fellow services’ members. It is where the rubber meets the road in the service that DLA provides 24/7, 365 days a year everywhere. It is life fulfilling and an unspeakable joy when that service member has the right item at the right time at the right price in the right place every time.”

DLA’s forward presence in the form of support teams facilitates reach-back and sustains daily operations. DSTs serve as both DLA’s voice of the customer on the ground as well as the voice of the customer to DLA Central. DSTs focus DLA on critical issues and assets and assist in rapidly shifting focus to meet the needs These patriots personify DLA’s mission as of the customers. For example, the source behind the force. Their efforts the effort to refurbish and and expertise were vital in providing the repair High Mobility customers what was needed to keep up Multipurpose Wheeled the fight. Vehicles within the AOR was enabled by members of DSTCONCLUSION Kuwait. DST members were Joint Vision 2020 vectored U.S. armed present at the inception of this forces to capabilities based upon speed, initiative and “greased the precision, lethality, and information wheels” to get the parts to the A1C Curtis McCord checks in aircraft parts and supplies at Joint Base dominance. Focused Logistics is a critical vehicle mechanics for repair. Balad, Iraq. The 332nd Expeditionary Logistics Readiness Squadron’s requirement to project and sustain forces. Additionally, DSTs utilize and Receiving Flight Service Center Airmen process approximately 350 airDLA has initiated numerous actions in enable parts sharing within the craft parts a week, including broken parts and replacements, which they pursuit of the objectives of this vision. ship to recipients across the base. (USAF photo by A1C Jason Epley) theater wherever possible, mitiDLA’s utilization of DSTs within the gating stock-out situations by CENTCOM AOR is directly linked to facilitating lateral parts shipments between services. Furthermore, the concept of Force-centric Logistics and is paying huge dividends DSTs were on the cutting edge of parts/equipment procurement for to the efforts in Iraq and Afghanistan. The men, women, activethe safety modifications of the MRAP (Mine Resistant Ambush duty, guard, reserve and civilian personnel who make up DSTs take Protected) vehicles. In the words of DSCR employee Richard great pride in their work. These proud patriots deploy for six months Adams, “DST personnel are an asset in the field to bridge the gap at a time and voluntarily place themselves side-by-side with the between DLA and the warfighter.” Mr. Adams is extremely proud of warfighters they support to increase the level of support DLA prohis time deployed with a DST in which the impact of the service he vides. The role they play in sustaining our forces highlights DLA’s provided was seen and felt daily. Mr. Adams and the members of role as the source behind our country’s force within the CENTCOM DST-Iraq skillfully implemented a plan to get ahead of customer AOR. demands by working together with ground forces to determine when and at what interval certain parts would be changed to requisition About the Author: Captain Rob Williams is a USAF Logistics Career them lead time ahead. Broadening Officer assigned to the Defense Logistics Agency, Defense DSCR employee Moses Williams deployed as a member of DSTIraq, as well, and states, “the hours were long and the conditions were tough, but I honestly felt good about the job I was doing day in and day out to truly support the warfighter, not only by phone or by email but face-to-face—very rewarding”. Mr. Williams’ team organized training sessions to educate customers on the use of DOD

Supply Center Richmond, since July 2008. He is currently assigned to the Air Force Customer Operations Division as Chief, Fusion Operations Cell. He has served on both base and MAJCOM levels in an array of Logistics Readiness Officer positions. Captain Williams is president of the James River Chapter of LOA. K

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Combat Safety Investigation Board DO’S and DON’TS By Lt Col Dave Pastore When I was first presented with the opportunity to attend the Air Force Safety Center’s traveling Safety Investigation Board (SIB) President’s Course, I could not have realistically envisioned that in less than a year’s time I would be getting the nod to deploy on short notice to investigate an aircraft mishap in the AOR. After all, I was a simple Loggie and would likely never get the opportunity to lead an investigation of any significance, or so I thought. The call came at the proverbial 5 PM on a Friday and I quickly found myself in the midst of a veritable email avalanche as I quickly tried to get my bearings, collect info on my team and work our transit to the forward location. Fortunately, the expert AMC Safety Staff proved to be an invaluable source of information and assistance during all phases of the investigation and was particularly helpful in plugging into the safety channels for contacts along our route of travel. This brings me to one of our first challenges; getting there. Certainly the Air Force has had to investigate mishaps in some pretty remote terrain, but there are some unique challenges associated with downrange locations such as Afghanistan. First, there is the issue of how to get there and what to bring. Since AMC convened our board, we were fortunate SSgts John Thomas (left) and Edward Carmack survey the damage as SSgt Michael Hull moves the truck closer to the wreckage of a C-5 Galaxy that crashed at Dover Air Force Base, Del., in 2006. (U.S. Air Force photo/Doug Curran)

enough to be able to tap into the extensive talent and resources of the 618th Tanker Airlift Control Center (TACC). One of my first calls was to the fine folks at XOCL to learn what airlift was moving (where and when). Those of you who’ve worked getting Maintenance Recovery Teams to points around the globe or even have traveled Space Available, know how challenging getting from one place to the other can be. Which aircraft are moving and when? Who owns the mission and will they take passengers? Once you arrive at that location, how will you get downrange from there? If you can’t get all the way there, what’s the next best stop? Do you take a chance and fly into an “off the beaten path” location because the next leg looks to line up well or do you stick with a location with more traffic, even if it means a potentially later arrival? If it’s the former, then what if the follow-on mission is delayed, cancels, or cannot accommodate your team after all? When is the next mission from that location and can you live with that delay?

You get the idea…look at your options and go with the one which provides the fastest arrival with the greatest likelihood of success…and give yourself a viable Plan B. TACC was extremely helpful in space blocking seats for us on the military legs, so

DO have your team’s names, ranks and socials handy. After much discussion, we opted to travel as quickly as we could to Al Udeid as its station workload forecasted the most missions downrange. Unfortunately, there were no easy military flights that synched-up with team members arriving from multiple CONUS units. Our best course was to rendezvous at a commercial airport on the east coast and fly the first legs on commercial aircraft into Doha. However, this presented other challenges.

DO understand the personal equipment requirements for your route of travel and downrange location. Travel to the forward location in Afghanistan required Individual Body Armor (IBA) and a firearm. But we soon learned from our AFCENT contacts that there is considerable sensitivity to travelling with combat gear in your checked luggage at certain civilian airports. We would have to go in without IBA and firearms and hand-receipt them from our jumping-off point at Al Udeid. Recognize that when you depart the AOR on your return leg, you will need to arrange for that gear to be shipped back to your jumping-off point in the event you’re routed out differently. DO contact XOCL and the TMO folks at the first location that does not require you to fly with IBA for assistance. After landing at Doha and taking ground transportation to Al Udeid, we learned that the C-17 mission we hoped would take us downrange did not materialize as planned. Fortunately our enterprising local safety office was able secure us passage on an Aussie C-130J. Another area you’ll have to consider is what accommodations are available for mixed gender teams. In our case, bed-space was at a premium--particularly female billets and we simply had to make do with the split logistics of having a portion of our team lodged at a separate part of the camp. This brings me to perhaps the most significant difference between a traditional stateside SIB and one at one at a forward location…resources. There are several AFI, Air Force Safety Center and informal sources you will reference during the course of your investigation which will direct and advise you how to conduct the investigation; some are mandatory while others are merely rules of the road. Some of the more useful guidance relates to the resources you will need in establishing your on-scene work center. Many SIBs convene at the mishap aircraft’s owning base where you are almost certainly assured the very best support that wing has to offer. One could make a logical argument that if the mishap location drives you to convene at another base within the same com-

mand, you are likely to receive the same level of support as this is a point of pride with many Wing Safety offices and Wing leadership is determined to support the SIB. While operating in the AOR, DO be prepared for your relative priority level and resource access to drop in direct proportion to the austerity of the location. I had a pretty good feeling going in that I probably would not get the numbers of computers, NIPR/SIPR drops, phones, faxes and office supplies the AFI said I was entitled to.

DO be prepared to deviate from the accepted support requirements list. My first indication that our presence was not the gleaming ray of sunshine I presumed it would be to our hosts was upon arrival when I was asked when we were leaving, as I was pulling my gear off the baggage pallet. Hearing that question repeated nearly every time we were introduced to someone else made it clear that our hosts had many other issues on their minds and were quite ready for us to move on. The bottom-line is you represent your command, the safety community and the convening authority…you stay as long as required. Resources will likely be a challenge. These locations typically will not have an abundance of surplus equipment. DO try to be gracious and patient as you work through the logistics, but also

DON’T be afraid to express your concerns if the supporting agencies haven’t prioritized your requirements appropriately. I recognized that we perhaps might not be the communication folks’ #1 priority at that moment in light of the repeated rocket attacks and threat to our perimeter. But I would have expected they would know who we were and would work to establish basic comm within 24 hrs of our first requests, if not during the three or four days it took us to arrive. If you you’re not being supported to a reasonable standard, DO speak to someone senior in the chain of command. We had a phone within an hour and LAN connectivity shortly after; just in time to contact stateside support prior to the civilian contractors breaking for the weekend. Time permitting, DO make contact with the forward location and determine what resources they can provide and what you may need to bring yourselves. We were simply not able to do so in our case, but fortunately anticipated the need to bring our own laptops. In fairness to our hosts, I would later discover the relatively small staff was juggling a change of command, the arrival of another specialized team and was being tasked to plan and prepare for a massive influx of personnel, aircraft and equipment to the region.

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Continued on next page...

DON’TS AND

E R : C O M B AT S A F E T Y I N V E S T I G AT I O N B O A R D D O ’ S

TSgt Shane Sweeney fires off pyrotechnic “screamers” to ward off birds nesting in an area near the flightline as Lt. Col. Charles Wallace watches at Bagram Airfield, Afghanistan. The seven-member team of safety experts here patrols hot spots around the airfield’s flightline to minimize the threat of bird strikes on the various aircraft taking off and landing. In addition to bird hazards, the safety experts also have to monitor and control jackals that are occasionally sited in the area. (USAF photo by SSgt Jason Lake)

Another challenge you may be presented with is that certain environments do not afford the luxury of leaving potential evidence inplace indefinitely. We did not actually arrive on scene until 8 days following the mishap (we were convened on day 3, left CONUS on day 5) and that location may simply need to move the aircraft to ensure continued Warfighter support. Your Interim Safety Board (ISB) liaison will provide you multiple photographs and has preserved as much evidence as possible. In our case, the aircraft had been moved and some cockpit switches were not as they were during the mishap but our ISB rep did well to preserve as much as he did. While certainly not ideal, we were able to reconstruct the scene via instrumentation data and witness testimony. If you are dealing with allied forces, recognize that different rules and procedures may also complicate your task. In our case, we wanted to take photos from a certain angle which violated a certain ally’s flightline photo policy. DO follow the proper coordination channels to receive approval. Some final points to make regarding differences you may experience on a combat SIB: you will have a considerable number of folks seeking your input and assistance in the aircraft recovery

whose primary interest may not necessarily align with yours. DO assist with aircraft recovery as you are able. DON’T allow yourself to become the lead Maintenance Recovery Team element at the expense of determining the cause of the mishap or preserving non-privileged evidence for a potential follow-on Aircraft Incident Board. DO tap that talented pool of experts for any and all support you need to determine the cause of the incident. Finally, DON’T allow yourself to be pulled into conversations, no matter how well-meaning, that will result in disclosure of privileged information to individuals who have not signed a non-disclosure form. As I reflect on the experience, I consider myself immensely fortunate to have been given this opportunity and although the task at times seemed daunting, it was well worth all the long hours and effort. Many thanks to my team members: Maj Darryn Bryant, Capt Camille Chigi, CMSgt Thomas Powner, SMSgt Lisa Pugh and TSgt Thomas Pollard. About the Author: Lt Col Dave Pastore is an Aircraft Maintenance Officer currently serving with the 605th AMXS at McGuire AFB, NJ. K

SUMMER 2009

Give Them the Recognition They Deser ve! Do you know someone who always goes above and beyond? Nominate those deserving individuals for a National Award! NOMINATIONS ARE DUE 1 AUGUST. M I C H A E L E . Z E T T L E R L I F E T I M E A C H I E V E M E N T A W A R D - This award recognizes members of the Logistics Officer Association who have demonstrated sustained superior leadership in service to this organization. The nominees for this award will have at least 20 years of service in a logistics related career and also at least 10 years of membership in the LOA. G E O R G E T. B A B B I T T A W A R D - This award recognizes the two LOA National members who made the greatest contributions to the furthering of LOA Nationalâ&#x20AC;&#x2122;s goals and objectives. M A RY L . S A U N D E R S C H A P T E R D I S T I N G U I S H E D S E R V I C E A W A R D - This award recognizes the three LOA National members who made the greatest contributions in support of their local LOA Chapter activities. D O N A L D J . W E T E K A M C H A P T E R O F T H E Y E A R A W A R D - This award recognizes the chapter (large category) which displayed outstanding support of LOA National objectives, innovation of programs for their local membership, and community involvement. J A M E S L . H A S S C H A P T E R O F T H E Y E A R A W A R D - This award recognizes the chapter (small category) which displayed outstanding support of LOA National objectives, innovation of programs for their local membership, and community involvement. All nominations are due by 1 August 2009 and should be sent via e-mail to InfoOfficer@loanational.org. Chapter leadership should refer to https://www.loanational.org/about/guidance.php for specific guidance on award nominations.

Unfamiliar Engagement

By 1Lt Kevin Manis Recently, the 388th Fighter Wing from Hill AFB, Utah deployed to Pakistan in support of Exercise Falcon Talon. The objectives were to strengthen military-to-military relationships, improve combined air operations, ensure interoperability of forces, equipment & training, exercise U.S. capability to deploy in support of contingency operations, and enhance joint capability in the fight in the Global War on Terrorism. When 229 Airmen descended upon Shahbaz Air Base, Pakistan it culminated months of planning and marked only the second time the USAF had participated in an exercise within Pakistan. While deploying to the middle-east for joint exercises with allied nations is not uncommon, this particular exercise had significant diplomatic importance. After Iraq and Afghanistan this exercise was the top priority for CENTCOM and AFCENT commanders. The USAF exercise participants comprised professionals from 20 different bases across the United States. The 388th Fighter Wing deployed 6 F-16s, pilots from the 34th Fighter Squadron, and Maintainers from the 388th Maintenance Group. I deployed as the OIC of the 34 Aircraft Maintenance Unit along with 89 other

Airman representing the 388 MXG. The Pakistan Air Force (PAF) participants included 4 squadrons flying F-16s, Mirage IIIs, Mirage Vs, and F-7s (MiG-21s). While USAF personnel engaged with PAF personnel on all levels throughout the exercise, our primary interaction was with maintainers from the 11th Arrows Squadron with whom we shared a maintenance facility. Coincidentally, they also flew F-16s which would prove important as Iâ&#x20AC;&#x2122;ll explain later. The planning for this exercise was extensive. At around the 120day mark our Operations and Maintenance project officers along with our Logistics Planners began coordinating with AFCENT planners on the exercise specifics. Since we would be operating from a bare base we conducted two site surveys. Typically when we go TDY for exercises such as Red Flag or Green Flag we can obtain some degree of support from the host unit in the form of support equipment or tools. This exercise however was much different. We had to plan for the worst in terms of bringing the equipment and spare parts necessary to sustain our aircraft for the duration of the exercise. This meant thinking of how we would handle every possible scenario both enroute and at the exercise location.

Above: MSgt Phil Rooney, 388 MOS Lead Quality Assurance (QA) Inspector explains Personnel Evaluation & Quality Verification Inspection Procedures to PAF QA personnel (USAF photo).

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Enroute to Pakistan, we traveled through Lajes Field, Portugal and Sigonella NAS, Italy. As with most major aircraft movements, we built an ESTA (Expeditionary Site Transition Assistance) team consisting of a mix of maintenance specialists capable of fixing any aircraft discrepancies we may experience along the way. The transit went smoothly, and we even had the chance to see Sicily for a day. As soon as we hit the ground at Shahbaz AB, we were met by our ADVON (Advanced Echelon) team lead and Maintenance NCOIC, SMSgt Robert Block. He and his five-person team arrived four days prior and worked tirelessly setting up the flight line area and Hardened Aircraft Shelters (HASs) from which we would operate. With all aircraft and people in-place, it was time to start the exercise. Regardless of the level of planning there will inevitably be challenges to overcome. This was the case on day 1 of flying. We planned to fly 2 go’s for a total of 8 sorties per day with a 2.5-3 hour turn time between the 1st and 2nd go. Upon receipt of the flying schedule our Production Supervisor pointed out that we only had a 30 minute turn time. Upon speaking with my PAF Maintenance Officer counterpart from the 11th Arrows Squadron, we learned the PAF typically performs quick turn inspections whereas we do thru-flight inspections. Quick turns are an abbreviated version of thru-flights and do not take nearly as long to perform. In the end, we were able to negotiate a 1.5 hour turn time which was less than we planned for but considering the configuration we were flying was executable. Another challenge was shipping parts to Shahbaz AB. Leading up to the exercise the big question was how long it would take to get something through customs in Pakistan. Well, we found out after the first few days of flying when a canopy actuator failed on one of our jets. At the time, canopy actuators were hard to get at home station so our only option was to CANN the part from an aircraft at Hill AFB and ship it commercially. Fortunately for us this happened early in the exercise giving us an opportunity to test the process. In the meantime, we had an NMC aircraft and only 5 FMC aircraft to support the flying schedule. The obvious question was did the maintainers from the 11th Arrows squadron bring a canopy actuator we could borrow until ours arrived? We have Block 40 F-16s; they fly Block 15s. After confirming with our Egress technicians that the actuators were interchangeable, I again approached my PAF counterpart to ask if they had one we could borrow. To our surprise they did and were willing to let us borrow

it. We installed the PAF’s actuator and were able to fix our aircraft. The actuator sent from home station arrived 6 days later and we returned the PAF’s borrowed actuator. These are just two examples of how we were able to overcome challenges during the exercise by working closely with our PAF allies fulfilling the objectives of ensuring interoperability of forces and enhancing joint capability. (Pic 1) The PAF maintenance personnel were motivated to engage our maintainers. Almost all spoke English clearly so language was not a barrier. They came armed and ready with both professional and personal questions. Typical conversations began with a work related question but would eventually diverge to more casual topics. They were very interested in how USAF personnel viewed them. I specifically recall an encounter with a PAF gentleman who was the equivalent of our Flight line Production Supervisor. I was in the 11th Arrows Squadron Maintenance Officer’s office one morning before the first go of the day when he walked in. He greeted me warmly and asked what I thought thus far about the people of Pakistan. I replied by saying that I found the Pakistani’s I’ve met to be very pleasant people. When I said that his face lit up and he smiled from ear-to-ear. He replied by saying that he wished people would not judge the people of Pakistan by what they see on TV. The PAF was also eager to share their heritage. Following the first week of flying, we had the opportunity to experience local Pakistani culture when the PAF held their annual Basant Festival. The Basant Festival is a traditional event ushering in springtime. During the festival there was a parade in which each squadron built what is equivalent to a float, and entered the parade to the sound of local Pakistani music. We also participated in a tradition known as kite fighting and enjoyed customary Pakistani food. The festival gave us an opportunity to interact with PAF personnel in a more social setting. From a maintenance perspective the exercise was a resounding success. We were able to support all scheduled sorties with a 95.9% FMC rate operating from a bare base environment while working alongside a key GWOT ally. In the end, we learned valuable lessons both personally and professionally about our PAF allies which will undoubtedly strengthen our relationship with Pakistan. About the Author: 1Lt Kevin Manis is the 34 AMU Assistant OIC for the 388th Aircraft Maintenance Squadron, Hill AFB, Utah. K

Above: 34th Fighter Squadron Pilots and 34 AMU maintenance personnel participate in traditional Pakistani dance during the Basant Festival. (USAF photo) EXCEPTIONAL RELEASE

Airmen from the 380th Expeditionary Maintenance Group walk out to the flightline as a U-2 Dragonlady stands ready in a hangar. The 380th Air Expeditionary Wing flies refueling and reconnaissance missions 24/7 in support of Operations Iraqi and Enduring Freedom and Joint Task Force Horn of Africa. (USAF photo by SA Brian Ellis)

Deployed Maintenance and Leadership – A CGO’s Perspective By Capt Jason Troutman A year ago, I had just completed my first job as a maintenance officer which was to take over the support flight and get acquainted with maintenance. Prior to that, I was an acquisitions officer who had never seen a flightline. I am now completing a 4-month deployment as an AMU OIC. My point is… you never know where the Air Force will take you. As a new maintenance officer on my first combat deployment, I've gained a new perspective, shaped both by my own experiences and those of my fellow AMU OICs in the 380th Expeditionary Aircraft Maintenance Squadron. My hope is that by reading this article, other young logistics officers might learn something from my experiences that will help prepare them for their first deployment. An AMU OIC's first task is to understand the mission, which is always ultimately about the controlled application of violence. An AMU OIC must know the unit’s mission so they can determine their role and execute it effectively. The 380thAir Expeditionary Wing's mission is to provide the USCENTCOM Commander with key information superiority and global mobility capabilities for daily combat operations in Iraq, Afghanistan, and the Horn of Africa. Our wing commander’s intent identifies three mutually dependent priorities: fly the Air Tasking Order (ATO), manage the AEF transition, and maintain good order and discipline. These mission areas are supported by specific objectives, goals, and key tasks. But in essence, this detailed plan boils down to one prime directive: put a jet in the air on time for every line on the schedule and maintain the rest of the fleet. Long-term fleet health must be balanced with sortie generation to ensure we can sustain the demands of combat airpower in subsequent AEFs. Thorough troubleshooting and quali-

ty repairs are key to keeping the jets ready and ensuring the missions are effective. It’s a tall order, but the maintainers of the 380th have been doing a marvelous job--boasting an historic 97 percent mission effectiveness rate. Each of the four Aircraft Maintenance Units in the 380th AMXS contributed distinct abilities while operating under divergent constraints. The KC-10 Extender AMU passes 40 million pounds of fuel every month to 2,500 fighters, transports, and other mission aircraft, thereby increasing their operating range and granting them both access and loiter time over the AOR. The Extender OIC has a full size squadron of aircraft to monitor while managing continuous personnel turnover. New maintainers arrive from Travis and Beale AFBs in small crews every 3 weeks. The constant influx of new personnel is good in that the AMU never stagnates, but it is a challenge to form a cohesive team and ensure everyone is on the same page. Add to that the heavy daily tasking from the Combined Air Operations Center (CAOC) and you have a highly dynamic working environment. Dragon AMU collects varied intelligence data in flights over the AOR. The U-2 is not only the wing’s most venerated airframe, but is also easily the most versatile. There are multiple sensor and communication configurations that can be adjusted to match specific mission requirements defined by the CFACC. The Dragon OIC has a well established contractor team that accomplishes periodic phase inspections on site, avoiding the need for frequent tail swaps. The 380th EMXG hosts the only in-theater U-2 phase program and supports the U-2s in both CENTCOM and EUCOM. Contractor specialists also maintain the U-2’s sensor and communications pods. The pivotal role of Dragon AMU’s contractors alter the character of the unit in ways that require the OIC to adapt new motivation-

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al techniques. It is a complex situation to lead such a diverse unit, but the composite nature of the Dragon team affords expertise and flexibility that are second to none. Hawk AMU tends the RQ-4 Global Hawk aircraft and launch/recovery element, providing autonomous sensor coverage over the AOR. The RQ-4 is the newest aircraft on the ramp and represents the leading edge of technology. The drawback to its youth is the lack of robust technical orders and maintainers with system experience. This drives the OIC to rely on expert technical advice from deployed contractor representatives. He also has the benefit of a cadre of permanent party personnel who are assigned to the 380th for a year at a time. They provide stability within the unit and help pass critical lessons learned from one rotation to the next as they make their way up the learning curve. The HAWK OIC has also helped bed down and integrate a Navy Global Hawk which brings new maritime reconnaissance capabilities to CENTAF’s portfolio of airpower options.

ed it would be, but it is also windy, dusty, and at times unpredictable. Clausewitz wasn’t kidding about the friction of war. It doesn’t matter how well our Airman are trained--no one can turn a wrench as well as they can back home when they are in scorching heat or blinding winds. The mental fatigue is driven by the work cycle. Twelve hours a day, six days a week isn’t too bad for the first month, but after a while, it can take a real toll. Individual work cycles are driven by the ATO and vary from one AMU to the next, but the days eventually blend together making it difficult to keep everyone situationally aware and vigilant. Logistics leadership in a deployed operating zone is much different from leadership at home station. At home, the big push is to generate aircraft availability and at times to achieve lean savings “for the warfighter”. Training is focused on being constantly ready for deployment. Once you cross the pond, it’s time to transition your mindset and employ that training and those availability hours to get sorties in the air on time. Mission accomplishment equates to sortie generation, and anything that detracts from that all-consuming goal is to be eliminated, including complacency. That demands creativity and a willingness to adapt tactics based on situational and human factors. Fortunately, as a young OIC, I’ve been afforded the flexibility to respond to those demands as I see fit.

Sentry AMU maintains the E-3 Airborne Warning and Control System aircraft, which provides command and control and airspace management over the AOR. Our operators use the communications systems to direct refueling actions and coordinate fire support for troops in contact with the enemy on the ground. There are only a few Sentry aircraft on the tarmac and the small fleet dynamics pres- The bottom line from a CGO perspective is that you could be tasked to deploy with little notice so ent certain challenges in terms of supply you must make yourself as ready as you and aircraft availability. As the Sentry can now. You need to be prepared to AMU OIC, one of the factors I consider to hit the ground running from the be in my favor is the traditional AEF rotamoment you arrive. If you haven’t tion for personnel. This ensures 4 straight cracked open AFI 21-101 in the last months with no personnel turnover and six months, then you’re already behind allows my maintainers to rapidly adapt to the power curve. But knowing the regs, desert operations. We’re also able to develas important as they are, is simply not op a rapport with the pilots and mission enough. You need to be ready to lead crews, which accelerates the process for An Airman from the 380th Air Expeditionary Wing tows an E-3 and inspire your troops, to lay out your troubleshooting and helps them preserve Sentry. (Photo by Capt. Martin Gerst) vision and get them to buy in. They’ll uncharacteristically high mission capabiliknow more about that aircraft than ty rates. Moreover, we leverage the experiyou ever will, but they still look to you ence of the previous rotation during our for leadership. You can’t prepare for week of overlap with them. every possible contingency but you Implementation of our Commander’s need to be ready for the task and able intent varies widely in each AMU based to adapt. Your Airmen deserve nothing on the circumstances explained above. As less. a CGO, operating within the existing About the Author: Captain Jason constraints still permits me significant latTroutman was the Officer in Charge of itude in determining how I will accomthe E-3 Sentry AMU in the 380th SA William Brigham from the 380th Expeditionary Aircraft plish the mission and allows me to begin Maintenance Squadron marshals out a KC-10. This is one of Expeditionary Aircraft Maintenance to develop my own command style. Some the procedures for the maintenance personnel to perform durSquadron during AEF 7/8. His home of the common challenges that all four ing the takeoff of an aircraft to ensure the safety of the crew, station is Tinker AFB, OK where he is OICs face are environmental and mental other personnel on the flight line and other aircraft in the area. the Maintenance Flight Commander for fatigue. The desert is hot, just as I expect(USAF photo by TSgt Christopher Campbell) the 552nd Maintenance Squadron.

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Focus on a LOA CGO Leader An Interview with Capt Bernie Beigh What is your current duty title and responsibilities at Warner Robins Air Logistics Center? My current duty title is Executive Officer for the 330th Aircraft Sustainment Wing (ASW). My duties include not only providing executive support to the Wing Commander and Vice Director of the Wing, but providing a wide-range of support to over 1,600 acquisition professionals throughout the Wing. These Warfighters provide capabilities to sustain the entire C-5, C-17, C-130, E-8, F-15, SOF/CSAR, U-2, Predator/Reaper, and Global Hawk fleets. Additionally, I coordinate and advise 60+ wing staff members on requirements, operations, process improvement, financial, and personnel issues. What are your long term professional goals and objectives? My long term professional goals and objectives are to serve my country and Air Force honorably and make my family and friends proud. As an acquisition and logistics officer, my dream job is to be an ACAT I Program Manager (Group CC) someday. We are a nation at war. The theme of this ER is “Loggies at War”. How is your organization contributing to the war effort? Although the 330 ASW is not as physically close to the fight as some organizations, our contributions are realized in almost every element of today’s current AOR operations. Our sustainment efforts support tactical and strategic mobility, fighter, C2ISR, and SOF/CSAR missions around the world. Because of the sustainment and logistics expertise demonstrated on a daily basis by the men and women of the 330 ASW, Warfighters around the globe have reliable, sustainable, and maintainable weapon systems to accomplish their missions effectively and safely. 330 ASW supports over 3,000 aircraft and 345 programs representing 27 MDSs supporting 65 countries and 10 MAJCOMs with a $9.3B+ annual budget. Our Wing vision says it all: People committed to integrity and excellence providing unrivaled vigilance, reach and power Have you deployed? If so, please elaborate.

Capt Beigh in the T-10 Hush House at Robins

As an officer in the Logistics Career Broadening Program, I

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VITAL STATISTICS Name:

Capt Bernie E. Beigh (pronounced “Beek”)

Hometown:

Orlando, Florida

was exempt until my training was completed. The program did provide the right mix of skills to make me a stronger Warfighter wherever I may be assigned.

LOA Chapter: Middle Georgia Chapter, Robins AFB College:

Duke University and University of Phoenix

Degree:

2000 BS Degree in Mechanical Engineering

What would you like to tell your peers about an assignment in a depot?

2004 Master’s Degree in Business Administration Professional Military Education: Squadron Officer School, Acquisition Professional Development Program (APDP) Level I and Level II Program Management & Life Cycle Logistics Certificates Assignments:

Luke AFB, Wright-Patterson AFB, Robins AFB

Significant Awards: Air Force Commendation Medal with One Oak Leaf Cluster; National Defense Service Medal; Global War on Terrorism Service Medal; Top Third Graduate Award, Squadron Officer School Class 05-G; Chief of Staff Flight Award, Squadron Officer School Class 05-G; AETC Maintenance Effectiveness Award, 56th Logistics Support Squadron; IPT of the Year, B-2 Training Systems, Simulator Systems Group Current Duty:

Executive Officer, 330th Aircraft Sustainment Wing, Warner Robins Air Logistics Center

Family:

Capt Kay Beigh, my beautiful wife, who serves as the 78th Force Support Squadron Operations Officer at Warner Robins Air Logistics Center, my adorable 2-yr old daughter Kalison and another child due for arrival in July 09.

I would like my peers to know it is very beneficial to be assigned to a depot at least once in your career. I have a greater appreciation and higher level of respect for the people that sustain our aircraft and the challenges they face. A depot assignment also provides an opportunity for growth, as it challenges officers to lead and work within the dynamics of a large civilian operated organization. What event or activities are you associated with your local LOA chapter? During my 3 years at Warner Robins ALC, I have been active in LOA in both my attendance at local events and planning professional development activities. During 2006 and 2007, I served as the Professional Development Chair for the local LOA Chapter. I also attended the 2007 LOA Convention in San Antonio.

How can we make LOA better? The best way to get people involved in LOA is to continue to provide valuable professional development opportunities and have local leadership (Sqd/Grp/Wg) highly encouraging participation in LOA events. Do you plan to attend the LOA Conference in Las Vegas this year? What do you think the CGOs would benefit from at this year’s LOA conference? No, I’ll be in the process of PCSing to DC (SAF/AQ) and awaiting the arrival of our second child due in July; I plan to stay home and focus on the family. Even though I will not be attending, I know the cross-talk and sharing of lessons learned across the enterprise with other professional logisticians will provide exponential payback. Everyone that can attend should certainly do so. K

Safety is number one at the Robins AFB Hush House.

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Control of Joint Logistics

By Lt Col Kristina M. Oâ&#x20AC;&#x2122;Brien In todayâ&#x20AC;&#x2122;s expeditionary environment, Air Force logisticians often find themselves working side by side with joint, multinational (MN) and interagency partners. As the security environment continues to become more complex, logisticians, especially those working at the operational level, will be challenged with working and making decisions in a volatile, uncertain and ambiguous environment. Simultaneously, they will be coordinating with a variety of supporting partners providing different capabilities. As our focus becomes more joint, it is important Air Force logisticians understand the basic concepts behind the control of joint logistics and recent joint doctrinal changes driving efficient and effective use of limited logistic resources and capabilities within a theater of operation, or across theaters. This article will explain the joint logistics environment, describe the two logistics control options outlined in Joint Publication (JP) 4-0 Joint Logistics, and provide some examples for using these logistic control options in the future.

THE JOINT LOGISTICS ENVIRONMENT The Joint Logistics Environment (JLE) is a subset of the operational environment, an environment in which the US Armed Forces conduct simultaneous operations across multiple geographic combatant

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command boundaries and joint operating areas. The JLE consists of three components: The stakeholders (the Services, Defense Logistics Agency [DLA], United States Joint Forces Command as a force provider, and United States Transportation Command); the domains in which it exists (air, land, sea and space); and the policies, rules and processes that govern their planning and execution. Existing at the strategic, operational, and tactical levels of war, the JLE is a complex set of moving parts that require careful coordination between stakeholders, appreciation for the domains and the operational boundaries between warfighters, and careful integration of the processes used to provide logistics support to assure unity of effort. In todayâ&#x20AC;&#x2122;s complex operating environment we operate with forces from other nations, and with interagency and other government and non-governmental organizations (NGO). For logistics to work efficiently and effectively, the logistic capabilities of all these organizations, as applicable, must be integrated, as they are all key stakeholders within the JLE. As mentioned above, integrating MN, interagency and other capabilities to achieve efficient and effective logistics may be difficult, but achieving unity of effort without unity of command is critical if processes are to be coordinated and integrated. Unity of effort is the coordination and cooperation toward common objectives, even if the participants are not necessarily part of the same Service, nation

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or organization. For logisticians, unity of effort includes the synchronization and integration of logistic capabilities focused on the commanders’ intent, and is extremely critical. To achieve unity of effort, logisticians must develop a clear understanding of how joint, MN, and interagency logistic processes work; know the roles and responsibilities of the providers executing tasks in those processes; and integrate the processes for the efficient delivery of logistic capabilities…not an easily accomplished task! In addition to unity of effort, achieving JLE-wide visibility is very important, as it helps assure joint priorities are being met and provides authoritative information that enables quick decision making. JLE-wide visibility is having assured access to logistic processes, resources, and requirements to gain the knowledge necessary to make effective decisions. Visibility enables the logistician to answer the questions that continually plague us: “Where is it?” “How will it get there?” and “When will it get there?” Although much of this discussion on the JLE appears to involve the joint logistician and their role in coordinating and integrating all these different logistic capabilities, it is important AF logisticians understand the JLE and the goal to achieve unity of effort and visibility as well. Air Force logisticians working at the tactical or operational level within a theater provide logistic capabilities to the JLE—think transportation and convoy support, as well as information through information systems or other means. Understanding how AF logistic capabilities support the mission will help assure joint priorities are being observed and help attain unity of effort.

mary staff organization responsible for integrating logistics planning and execution in support of joint operations. This staff can support a wide range of operations, and may be expanded or tailored to provide support as required. For example, when movement control is a mission focus, the Joint Deployment Distribution Operations Center (JDDOC), a component of the staff, may be augmented with additional personnel to support the operation. If supply support is required, additional augmentation from DLA could be requested to support the effort, or a robust operational contracting capability could be established, depending on the location and mission. A fusion cell may even be created to synchronize and integrate the multiple capabilities provided by the Services and MN and interagency partners, and to help realize unity of effort. Air Force logisticians may support the J-4 staff in a variety of ways, so again, it is important AF logisticians realize how their specific capabilities support the overall mission. In addition to using the J-4 staff to control logistics, the CCDR may control joint logistics through a subordinate logistic organization or command established to support a specific mission or operation. In most circumstances, the logistics headquarters of a Service component will serve as the organization or commands’ headquarters, and will be augmented with joint, agency and Service capabilities as needed to support the mission. This organizational option will generally be used for major or complex operations; examples include a major theater redeployment or large humanitarian relief effort. When exercising this option, Continued on next page...

CONTROL OF JOINT LOGISTICS On paper this may sound simple, but how do we actually go about integrating and potentially controlling all these disparate logistic efforts to drive unity of effort? According to JP 4-0, the Combatant Commander (CCDR) may elect to control logistics through his J-4 staff or through a subordinate logistics command. The goal is to share information, providing visibility of available capabilities across the Services and other providers, then to fuse and integrate these capabilities to drive unity of effort. The J-4 staff, or often a subordinate joint force J-4 organization, is the CCDR’s pri-

Capt Justin Allen plans out air operations with Iraqi Air Force 2nd Lt. Firas and Maj Muaamur Fuad at Camp Victory, Iraq. Maj Fuad and Lt Firas are part of 10 Iraqi air force officers receiving the first course of U.S. Joint Air Operations Planning. (USAF photo by SrA Jacqueline Romero)

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ciency and could be very important to overall mission accomplishment.

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as well as the staff option, the CCDR must specify the organizations’ control and authorities, as well as outline its’ relationship with the Service components.

The opportunity for the Air Force to serve as the baseline organization for a joint logistics command is minimal since the AF United States Joint does not have an organizaForces Command is curtion at the operational rently conducting work level to coordinate and to further describe logiscontrol logistics, but AF tics control. This work logisticians should be preincludes recommending pared to provide support the development of Airmen and Soldiers load into the back of a mine-resistant ambush-protected vehicle at Joint to a command in a variety additional doctrine to Base Balad, Iraq. The Airmen, undertake construction projects for the Army, while the of ways. Logisticians further outline the subSoldiers provide convoy security. (USAF photo by A1C Jason Epley) already assigned to Air ordinate joint logistics Force organizations within command outlined above, and recommending how the command could be organized the theater, at either the operational or tactical level, could presunder different circumstances to maximize effectiveness, effi- ent capabilities to the command, and AF logisticians could also ciency, and unity of command. Work also includes researching be tasked to augment the command. Using the humanitarian when establishing a joint logistics command could be most effec- mission described above as an example, AF loggies may be vital tive, and the recommended chain of command alignment and for coordinating distribution efforts, to include supporting an augmented JDDOC function, and supporting a variety of other structure. capabilities. The concept of using an Army Theater Support Command (TSC) as the base organization for a subordinate joint logistics In today’s ever-changing operational environment, logisticians command is also being explored. If used in this capacity, the are challenged with supporting the mission while coordinating TSC’s authorities must be specifically outlined by the CCDR, and synchronizing limited logistic resources and capabilities and it would be augmented with the required joint, agency and across the JLE. To aid in their ability to efficiently and effectively Service capabilities to better integrate and control logistics. As use these capabilities, CCDRs may choose to control logistics an example, the command could be established to coordinate through an augmented J-4 staff or through a subordinate logistics and control the redeployment of large numbers of forces and command. No matter what the mission or theater of operation, Air Force logisticians will play an important role in supporting equipment from Iraq. either of the control functions. In addition, they must be preAs another example, a joint logistics command could be estabpared to integrate and fuse capabilities provided by the Services, lished to lead logistics support for a humanitarian relief operaAgencies and interagency partners, and also incorporate MN, tion after a typhoon causes devastating flooding in South East OGA and NGO capabilities to achieve unity of effort: The Air Asia. The command, established from the existing Service Force logistician is certainly up to the task! organization best aligned to coordinate and control logistic support, would be augmented with additional capabilities as needed; Reference JP 4-0 Joint Logistics, 18 July 2008, for additional operational contract support and distribution could both be crit- information on controlling joint logistics. ical capabilities. The command would coordinate and control About the Author: Lt Col Kristina M. O’Brien is the Chief, Service resources and capabilities to best support the operation, Strategy Branch, Knowledge Based Logistics Division, Joint and could also coordinate and integrate the capabilities providLogistics Directorate J-4, The Joint Staff. She is the J-4 lead for ed by our MN partners, as well as other government agencies Joint Logistics Education, as well as Joint Logistics Command and (OGAs) and NGOs. Although these organizations do not fit Control. K within the command structure, eliciting cooperation to leverage their skills will enhance overall mission effectiveness and effi-

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Why LSEP Scoring Is Flawed And How to Fix It

By Lt Col Ray Briggs The Logistics Standardization Evaluation Program (LSEP) scoring found in chapter 8 of the current AFI 21-101 needs to change. The current practice of deducting 0.5% for safety violations such as Detected Safety Violations (DSV), Technical Data Violations (TDV), and Unsatisfactory Condition Reports (UCR) results in a bias for small units and unfairly burdens larger units for the same compliance performance. The more inspections that are accomplished, the more impact each safety violation has relative to the overall score. This has three detrimental effects: 1) Because the relative impact of each safety violation at large bases with a lot of inspections is greater; it is harder for a large flight line to achieve an “Excellent” than a small flight line, even with all things equal. 2) Monthly Maintenance Group roll-up grades are lower than individual squadron grades. 3) Squadron and Group quarterly roll-up grades are lower than monthly grades. This is easy enough to show, but we have to jump into the numbers. We’ll start with a small but relatively good flight line that is

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flirting around the “Excellent” level of 90%. They typically perform 200 inspections a month, with 20 assessment failures and just 1 safety violation each month. Their raw score would just be 20 / 200 converted to a percent, or 90%. The safety violation results in an additional 0.5% deduction, so this small unit scores 89.5%. Now move to a unit that is exactly twice as large, receiving 400 inspections a month. They are also flirting with the “Excellent” level with 40 assessment failures. However, since this unit is twice as large, they have twice the exposure to safety violations so there are two DSVs, TDVs, or UCRs. Their raw score would be the same as the small unit, of 40 / 400 converted to percent or 90%. However, their final score would be 90% - 0.5% * 2, or 89%. These units are performing at exactly the same level, yet the small unit scored an 89.5% and the medium unit scored 89%. Now triple the numbers from the small unit for a large unit with 600 assessments, 60 failures, and 3 safety violations. The final score for the large unit is now down to 88.5%. Is it fair that the smaller unit gets a break in the final analysis? Sure, safety violations are a big deal, but think of this in terms of being a good wingman. If an Airman in the small unit commits a safety violation, it is exactly the same as having another assessment failure. One assessment failure is worth 0.5% off the overall score,

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and one safety violation is also worth .5% off the score, or in other words, one to one. For small units that get less than 200 assessments, then an inspection failure has more impact on the overall score than a safety violation; i.e. one inspection failure is more than 0.5% off the final score. That skews the perspective of the importance of the safety violations. However, for the Airmen in the large unit, one safety violation is like getting 3 assessment failures, or three times the impact than that of the small unit for the same mistake. Neither case puts consistent, accurate emphasis on safety violations. Ok, so you don’t buy the argument that a single safety violation hits a large unit harder than a small unit (although mathematically, it’s true). Let’s try looking at this from squadron level. Most wings grade individual squadrons for monthly Quality Assurance performance using the LSEP grading criteria. Using a hypothetical Group composed of an EMS, CMS, and AMXS, each about the same size (not realistic, but this will help make the point), each squadron receives 200 inspections a month, with 20 assessment failures, and 1 safety violation. Therefore, each squadron is individually graded at 89.5%. However, when QA shows the MXG the combined score, they use 600 assessments, 60 failures, and 3 safety violations with a resulting overall MXG score of 88.5%. Stop right there! How can all squadrons be performing at 89.5%, but the Group is only at 88.5%? It gets worse when you start to roll things up for a quarterly analysis. Our hypothetical small squadron with 200 assessments, 20 failures, and 1 safety violation each month watches their monthly score go from 89.5% each month to a quarterly score of 88.5%. The Group roll-ups go from 88.5% each month (600 assessments, 60 failures, and 3 safety violations) to 85.5% at the

quarterly roll-up (1800 assessments,180 failures, and 9 safety violations), yet no single squadron scored below 89.5% each month. This erroneous math can easily send the wrong message. We went from flirting with an “Excellent” to a unit that is moving to the “concerned list” just by rolling up scores. There is a better way. If we define a safety violation as being 3, 4, or 5 times as bad as a single QA assessment failure, then we can make the math work the same way regardless of unit size or if we roll up numbers. Most people would probably also agree that DSVs and TDVs are almost always much greater threats than the average UCR. Start by defining a UCR as the same as 3 failed assessments and a DSV or TDV as the equivalent of 5 failed assessments. This does make the math a little more complicated, but in today’s world of computers it is easy for a MAJCOM analyst to send a spreadsheet to each unit and let them input their assessment numbers and out pops the final score. How many people pay attention to the math behind their PT scores? Most just let the AF Portal calculate the numbers and jump to the final score. What would a size-neutral LSEP scoring system look like? How about this: 1) Raw Score: (Assessments - Failures) / Assessments *100 2) UCR Deduction: 3 * UCRs / Assessments * 100 3) DSV/TDV Deduction: 5 * (TDVs + DSVs) / Assessments * 100 4) Final Score: Raw Score - UCR deduction - DSV/TDV deduction There you have it—a scoring methodology that is unbiased with respect to assessment size and has increased weighting on TDVs and DSVs over UCRs. As LSEP program undergoes its next iteration to become the Logistics Compliance Assessment Program (LCAP), perhaps we will find a way to correct this long standing oversight. About the Author: Lt Col Ray Briggs is the commander of the 736 AMXS at Dover AFB. The 736 AMXS undergoes its first LSEP at the end of April. Lt Col Briggs was just selected to be the Deputy Group Commander at Al Dhafra Air Base in the United Arab Emirates. K

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Don’t Count Out AETC: How Sheppard is Preparing You for the AOR Predator Weapons Loading Trainer Armament Apprentice Course. (Photo Courtesy of Sheppard AFB)

By Lt Col Shane A. Barrett and Capt Scott P. Schlegelmilch

The days of the index card inject are numbered. No longer will Exercise Evaluation Teams (EET) stop a PAR Team on a search to hand them a typed 3x5 index card stating two Airmen just stumbled upon a UXO. Soon there will be no index cards, and no stumbling. The PAR Team will spot a UXO in the grass or on the side of the road and react. Well, it will look like a UXO, and when lifted it will even feel like one too. In actuality it will be a training device produced by the 982d Maintenance Squadron from Sheppard Air Force Base, Texas. This is how we’re taking training support to the war fighters.

A WA R B Y A N Y O T H E R N A M E Though we have been asked to move away from calling it such, the Global War on Terrorism provided the initiative to relook at how we all do business and determine the possibility of doing it better. With the increase in funding came the increase of ideas and requests for new technology. America was at the cusp of a Technological Age and so there was much to choose from in ways of new technologies and products. The 982d Maintenance Squadron’s Trainer Development Flight sunk its share into reverse engineering, 3-D laser mapping, and fused deposition modeling machines. Since the arrival of these products, production within the shop has been operating non-stop 24/7/365, generating a 100% return on investment within 18 months! Recently, our most popular requests were for UXO and IED trainers. For the Air Force Reserve Command, we produced over 8,000 explosive ordinance trainers. These devices mimicked foreign ordinances and distributed across 13 AFRC locations ensuring their personnel were familiar with the types of UXOs and IEDs commonly found in the AOR as their deployment tempo increased. Similar trainers are in the works for the USAFE IG Team for use in their inspections and exercises. While the introduction of these new technologies has increased our production capabilities, we have not lost touch of our artisan her

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itage in which sometimes bigger does mean better. Additionally, Trainer Development Flight created the AC-130 Armament System Maintenance Trainer now located at Hurlburt Field, the UAS trainers at Nellis, and a KC-135 medical trainer at Sheppard to name just a few. Using legacy or crashed assets, these aircraft can be modified to the most current model/block eliminating the need to remove one from the operational inventory to turn into a trainer. While our primary focus is toward aircraft maintenance training, a quick walk around Sheppard will showcase an airfield lighting system trainer that saved roughly $300,000 via in-house production versus an outside contractor. Additionally, we created a plumbing booth trainer that is used by the US Navy that far surpasses any training available outside the gates. The ability to scan any object using a hand-held laser scanner and replicate the item using fused deposition modeling has endless applications. A visit to our display case holds an ear made for the hospital, a tooth made for the dental clinic, small planes on sticks for the pilots, miniature satellites for Space Command and so much more. Scanning an object into a computer program also provides our programmers the ability to utilize it for a computer based simulation or to insert into a PowerPoint presentation. The production capabilities of the 982d Maintenance Squadron are endless and summed up by our motto, “Can Do, Will Do.”

A N O T H E R L O O K AT T H AT N E W 3 - L E V E L The results of what we produce cannot always be shipped in a box. As a mainstay in the airmen development process, the 982d MXS end result lies within the 3-level graduates departing each day wearing their new specialty badges. The schoolhouses at Sheppard work very hard to graduate trained and qualified 3-level Airmen ready to hit the line at their first assignment as soon as they arrive. To assist in this daunting task, the Maintenance Squadron’s Instructional Technology Unit and Logistics Support Flight become intimately involved in the particulars of any given lesson plan.

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The Instructional Technology Unit comprises of a mix of computer programmers, aircraft maintainers, and graphic designers utilizing the most efficient, state of the art technology to enhance course insertions. Today’s Airmen are part of a generation unlike none before. Sometimes referred to as the “Millennials,” these Airmen cannot remember a time without the internet, Nintendo, cell phones, or cable TV. They respond positively to digital learning and are resourceful at using many different avenues for putting together a complete understanding of why something exists or how something works. These students struggle with antiquated methods of overhead projectors and lectures from the podium, spawning the mass utilization of computer based insertions. With the click and drag of a mouse a student can now rotate an F-16 360-degrees, or follow a 20mm round as it cycles through the firing process; they can learn flight characteristics of an HH-60 or watch Bernoulli’s Principle in action without ever leaving their desk. Return on investment is huge as we witnessed a significant reduction in washback rates and an increase in block exam scores. All accomplished while producing a product that is very easy to maintain and keep current with field requirements.

men and women. Though the process differs slightly for nonAETC units, a step-by-step list for both AETC and nonAETC customers can be found under the Trainer Development section of our Air Force Portal Homepage: AETC/82d Training Wing/982d Training Group/982d Maintenance Squadron. In short, we request you complete an AETC Form 375, and for non-AETC units, please staff your request Fused Deposition Modeling Machine. through 2AF/TOC office. (Photo Courtesy of Sheppard AFB) Please keep in mind that turntime from first contact to delivery of a trainer can be close to 12 months, depending on your requirements and our workload. To talk to someone in person before initiating a request, please call our Trainer Development Chief at DSN: 736-2978.

The men and women of the 982d Maintenance Squadron are one of the few units throughout the Air Force with the combined capabilities described above. From Trainer Development engineers and craftsmen to the computer programmers and graphic designers of the Instructional Technology Unit, it is likely you won’t find such support at your installation. We are dedicated to enhancing the training capabilities here at Sheppard, our detachments, and across DoD. As a logistics community, we pride ourselves in the ability to look away from the norm, outside of the box, and to develop ways to do business smarter, faster, and cheaper. Take a fresh look around your own unit, is there anything you do just because that’s the way it’s always been done? Is it the best way? If not, consider us. If you UXO & IED Trainers (Photo Courtesy of Sheppard AFB) want it, we can build it. 982…Red Wolves!

If you have ever touched a training device at Sheppard or at one of our many detachments, cleaning off your fingerprints was work of the Logistics Support Flight. Responsible for the acquisition, management, sustainment, and disposition of Sheppard’s 1,100-plus maintenance trainers, the Logistics Support Flight keep in constant contact with the acquisition community to ensure the training equipment maintains currency with its operational aircraft counterparts. Their dedication ensures students leave the classroom with training and familiarity with the equipment waiting for them at the next level. The combined efforts of the 982d Maintenance Squadron and the Sheppard schoolhouses produce 3and 7-level Airmen who are qualified, signed off, and ready to work. They were taught using the latest technology by instructors fresh from the operational environment. They passed the scrutiny of our Military Training Leaders, instructors and cadre, and are ready to go to work for you…a guarantee the 82d Training Wing put its reputation on.

Avionics Apprentice Course. (Photo Courtesy of Sheppard AFB)

HOW CAN I GET A TRAINER? If this article has peeked your interest in our capabilities, we are willing to offer our services you feel would best assist in training your

About the Authors: Lt Col Shane A. Barrett is the squadron commander for the 982d Maintenance Squadron, 82d Training Wing, Sheppard Air Force Base, Texas. He is the senior maintenance officer leading 250 military, civilian, and contractor personnel in four flights, managing a $74M on- and offequipment maintenance contract. Lt Col Barrett received his commission in 1994 and has held a variety of assignments between Hurlburt Field, Hill, Nellis, Mt Home, and now Sheppard.

Capt Scott P. Schlegelmilch is the maintenance operations officer for the 982d Maintenance Squadron. He received his commission in 2003 and is a dual qualified 21M/A. Sheppard Air Force Base is his second assignment following a tour at Misawa Air Base, Japan. K

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Leading Joint Expeditionary Airmen

On the Beat with Afghanistan’s Finest: 1st Lt Miguel Colon of 837 TRS/TOL prepares for a patrol with Afghan National Policemen in Kabul, Afghanistan. (Photo courtesy of Lt Col Mark Weber)

By Lt Col Mark Weber and Lt Col George Mitchell Whether you’ve been assigned to a JET (Joint Expeditionary Tasking) or you see the writing on the wall, life on the joint battlefield requires a different emphasis and approach than what you are used to on “Blue Suit” deployments. Our Airmen are doing great things at all levels (tactical and strategic) while working with the other U.S. forces, our allies and the Afghan National Security Forces (ANSF). For them to keep accomplishing the mission, as their leaders, you must understand new concepts and do things differently in order to survive. The 755th Air Expeditionary Group/Detachments (Dets) 1&2 consist of 500+ Airmen performing missions as Embedded Training Teams (ETT), Brigade Support Teams (BST) and Combat Support and Services (CSS) teams. ETTs are small units of joint personnel inserted into units of the Afghan National Security Forces (ANSF) to mentor and assist them until the Afghan unit matures to the point of being able to function on its own, under Afghan command. BSTs and CSSs provide support to U.S. Army combat units located in all five regions of Afghanistan. Airmen from multiple career fields provide sustainment capability to U.S. Army and Afghan National Security Operations. I learned two career-altering lessons from my time as the commander of these units. First, I learned how difficult it is for Airmen 110

to leave their families behind…from the pre-deployment Army training site, to the Forward Operating Base (FOB), and then to their eventual return home 240- 425 days down the road. Secondly, I gained a profound appreciation of the dynamic nature of war, the ever changing needs of the combatant commander, and the challenges faced by Airmen filling JET taskings to meet these needs. Commanding these Dets provided leadership challenges and a joint service vantage point truly unique from day-to-day AF operations. There can be an unfortunate stigma associated with JET. Airmen usually have a vague impression and understanding at the joint operational and tactical level of the mission they are embarking on, and often come in with the preconceived notion that they are performing another service's job. To many Airmen, JET equals Army. It takes a special leader to motivate people to fully support a mission outside their AFSC or Air Force experience. You need to continually focus on the changing nature of the role of Airmen on the ground; you must encourage them to embrace their evolving roles in this joint fight. This is a task that requires a caring, charismatic, visionary, disciplined, and honest leader who understands both the role their Airmen play, and also how to articulate it in a manner which elicits their full and wholehearted support. Leaders must continually challenge the notion that our Airmen are doing the Army’s job. We must remind our Airmen that we have

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all taken an oath “to support and defend the Constitution of the United States against all enemies, foreign and domestic.” We didn’t take an oath to fix or fly airplanes, balance budgets, drive vehicles, or manage warehouses. General Schwartz, our Chief of Staff, has stated unequivocally on many occasions, “We the Air Force are ‘All In’ when it comes to the joint fight—the AF will do what is necessary to defend our nation.” Air Force leaders need to support our Airmen and fight for them in the Joint arena. This is not something done via e-mail or over a phone line. For me, it meant literally walking across Camp Phoenix and all five regions of Afghanistan to ensure HQ Joint Task Force (JTF) Phoenix and others understood the issues our Airmen faced. Nothing is standard, so plan to explain to your counterparts from the other services, over and over and over again, how the Air Force presents its forces, what skill sets our Airmen bring to the fight, and most importantly, that the typical Airman does not have “basic soldiering skills.” Being a Leader is more than motivating and guiding our Airmen. We exist in a Joint Force, assembled to accomplish the combatant commander’s mission. We owe it to these Airmen to actively engage as ambassadors of the Air Force to our sister services and to provide more than what is traditionally considered Airpower. In this war, Airpower more often than not arrives in a truck driven by loggies for loggies; but it is still the most powerful fighting force on the planet. We must showcase the attributes our Airmen possess such as: flexibility, adaptability, and ingenuity. Every Joint Service Commander I encountered raved about their Airmen and they wanted more of them. It is a unique challenge to explain this to our Airmen – they are a smokin’ hot commodity. The best place to start is the mission and the unique attributes they bring to the table, focusing less on the Army and the quality of life they are experiencing while living and working inside that culture. Sharing and the transparency of information is vital to morale, survival and mission success of our Airmen. When representing our Airmen, it was imperative that our joint counterparts knew how the Air Force presented its forces and what we could provide for their mission so they could then use that information in mentoring the ANSF. In addition to explaining what we bring to the fight and how we can support our joint partners, another important aspect was for the Airmen to witness the support they were receiving from their own Air Force chain of command. It didn’t mean that the Airmen always liked the outcome of a situation, decision or policy, but they knew they definitely had the support of their leadership. There are additional things you, as the leader, can and should do to build credibility beyond emphasizing and proving to your Airmen that you fully understand their day-to-day mission and that you support them. One of the first challenges we all experienced was trying to understand the lingo. While AF vocabulary is unique, the

(L to R) Lt Col Mark Weber, Capt Jesse Dubberly, 1st Lt Miguel Colon, 2d Lt Gary Jaffe, 1st Lt Brian Schwartz and Capt Michael Davila (kneeling) pose after completing live-fire convoy training at Ft Riley Kansas. (Photo courtesy of Lt Col Mark Weber)

Joint vocabulary is equally distinctive and mostly derived from (one could say dominated by) the Army. Learn the lingo. General George Patton once said, “Gentlemen, the officer who doesn’t know his communication and supply as well as his tactics is totally useless.” You will want to know your Joint Staff functions, classes of supply, and sister service rank structure and organizational structures before you show up for training. They already know yours. Know the difference between a Battalion Support Team and a Combat Service and Support function before you arrive. Do you know what it means to sign for the Property Book? Understand that your ability to communicate and network establishes instant credibility with other services while the inability to communicate destroys it; however, it’s not enough for you to just understand--you must ensure your Airmen do as well. This starts at Combat Skills Training (CST). Take opportunities during your “team time” to discuss these things. You will have a lot of team time as your “hurry-up-and-wait” ability will be tested thoroughly and repeatedly during CST. You must encourage NCOs and CGOs to be proactive during their training downtime/team time. Understanding the lingo and maximizing you training time will lay the foundation for understanding the mission. As stated, a JET leader must first understand the mission. Not knowing the mission will lead you down the wrong path. Taking initiative and providing specificity when your leadership gives you a broad mission with little or vague guidance enables you to ensure your Airmen understand what’s at stake. Senior leaders will take notice of your initiative and will allow you some latitude. Simply put, when in doubt…figure it out. Your senior leaders will work with you to develop goals. You must do the same with your key subordinates, specifically the SNCOs. Allow those SNCOs to develop objectives and tasks. Even though this is a standard by-the-book practice in

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Lt Col Mark Weber and CMSGT Blair discuss convoy ROE during pre-brief. (Photo by SMSgt Curtis Kinnick)

the Air Force, it will be a culture change for most. We typically do this well at the strategic planning level and carry it out through implementation and do a decent job at missions and goals, but we are not as proficient at writing down the objectives and tasks as our sister services are. The Army has an expression that says “no plan survives first contact”. In Afghanistan you may plan on a white board or a Power Point slide or a stick drawing on dirt, but remember that nothing in Afghanistan will ever happen like you planned. It is critical that every member of every convoy know the plan and the back-up plan and the other back-up plan. It is imperative that multiple people know every job and every position. Captain John P. Laverdure once said, “Logistics planning – the wisdom to realize when working on plan A, you’ll run into conflicts in executing plan B and being properly prepared, and successfully executing plan E.” Work on this in CST…prepare, focus, adapt. Following through with these steps will motivate Airmen and help them embrace the mission, and most importantly, take ownership of its success. Preparation and flexibility are critical; whether you plan to be on the ground 6 months or 12 months you need to immediately start creating objectives and tasks to meet the mission. If you are an ETT or PRT (Provincial Reconstruction Team) Leader this process can start while you are at training with your team, but it requires constant communication with leadership and the teams already on the ground in-country to ensure you grasp the mission and current situation. This was the major area we all struggled with – what will we be doing and where are we going? You may find that your tasking will give you the “name” of the position you have been assigned against and absolutely nothing more. You may actually fill that position, but there is an excellent possibility that your position is no longer being used for what it was originally required to do since Request For Forces began years earlier. Unfortunately, this is standard operating procedure for a JET…get used to it. As it happened with many of us, you may arrive to find your position never existed and won’t exist during your tour and that senior leadership in coun-

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try is working to put you where you’re needed. For example, we had an officer arrive at Bagram Air Base, expecting to lead a team of 8 or 9 people mentoring supervisors and leaders at the Afghan National Army Central Maintenance Depot. By the time he arrived at the FOB he became the detachment commander for 250 Airmen in and around the city of Kabul. Another example is arriving in country, expecting to lead a joint force of 60 personnel running five national logistics warehouses spread throughout the country…only to find out that the warehouses are not constructed and the team has been dispersed “where needed” and the senior ranking officer would soon take over as detachment commander of all Airmen (500) working on BSTs and CSS teams throughout the country. Being flexible, taking advantage of everything that is taught in CST, and thinking outside the traditional lines of thought will enable a successful joint tour regardless of the final “job”. Take advantage of mentoring opportunities in the unique service environment, and remind your Airmen of the important force enabling mission of which they are a critical part. To survive and thrive in the joint environment follow this: form your team in CST, train hard, and learn all you can about the joint world. Be sure to stay in communication with the team you are scheduled to replace, plan diligently on how to most effectively and efficiently replace your predecessors, and always remember that no plan survives first contact. Joint service efforts will continue to be an important part of today’s Air Force, and JET is only one example of such pairings. Focus on leading your Airmen, helping them understand their mission, remain flexible, and enjoy the challenges presented to you. JET leadership is a whole new game, but the rules you already know will still serve you well. If someone brings you an issue, trust your gut and make sure the answer you get makes sense to you. Your selection for a leadership role in a JET tasking may have been based on your short tour return date, but your position as a leader has been based on your past experience and performance as an Air Force SNCO or Officer. Gone are the days where 90-120 day taskings are the norm. When Airmen return, we need to find ways to help them tell their unabridged story…uncut, unrated…to share their experiences with others. Many logisticians will benefit in the future. And one more thing--take the time to laugh…it will keep you from going insane. About the Authors: Lt Col Mark Weber, Aircraft Maintenance Officer, deployed for Operation Enduring Freedom as a 21R. He is currently assigned to Headquarters United States Air Force/A4LY as Chief, Mobility Air Forces/Special Operations Branch. Lt Col George Mitchell, Aircraft Maintenance Officer, deployed for Operation Enduring Freedom. He is currently assigned at Headquarters Air Mobility Command/A4MMP as Deputy Chief of Maintenance Policy.

SUMMER 2009

CGO Corner CLASS

ON THE

BEACH

I think we have all heard it a million times from our seniors – “enjoy every moment of your career, because it will fly by.” Indeed this morning as I hurriedly prepared for church, I found myself staring at my original and slightly faded second lieutenant BDUs hanging in the closet. For what was undoubtedly less than a few seconds, I stood there examining the now almost obsolete uniform as a myriad of emotions filled my mind. I thought of my first day on the job, my first deployment, and all the great times and friends I made during that tour at Scott AFB. It seems like only yesterday, but in fact it has been almost seven years – where did the time go?

Capt Ernest Cage

“Memory Lane” aside, the truth is that for most careerists, the Air Force adventure will culminate in a nondescript conference room, hangar, or club ballroom with congratulatory comments, the publishing of official orders, and the folding of Old Glory. The Air Force mission will continue on as new leaders take your place. Will you be ready for the second chapter of your life’s adventure, or will you be still trying to figure out “what’s next” on retirement day? The good news is that as a CGO you have time to prepare now to be financially fit and occupationally focused for life after the Blue.

PAY I T F O R WA R D While no one can say with any certainty what the economy will look like or how many more jobs will be lost, it is a fact that now is a good time to serve in the Air Force. Financial gains are an oxymoron when one talks about military pay, yet the stability and benefit packages we all enjoy are very reassuring during this time of fiscal turmoil and offer some great opportunities for the future. We have all heard the classic story of how small incremental investments over time can add up to several hundreds of thousands of dollars or even more during the course of a military career. They key is to start early putting away what you can. Financial freedom will play a major role in your post Air Force deescion making – whether to take a job you love or one that pays the mortgage. I will always remember witnessing a SNCO being denied approval for an out- processing checklist on the day of his retirement because he did not have the funds to settle a $300 club card debt. In the end, the Squadron Top 3 pitched in and saved the day, but what an embarrassing moment for the member and his entire family on what was suppose to be the culmination of an honorable career. Life happens, but a vital part of our society revolves around financial preparedness. Hold off on that new post OIF deployment big ticket present and instead pay forward on that cabin on the lake,

WHEN I GROW UP When I was kid I wanted more than anything else (so I though) to be an architect. That was, of course, until I figured out that I hated math. I still admire architecture and doodle on occasion, but as an adult I am equally enthusiastic about serving in the Air Force. However, I am always aware and even more so now after living through the first round of AF force shaping initiatives that it is impetrative to have a back-up plan. What would you do if you were asked to leave the Air Force tomorrow? More than likely, the answer would be, I don’t know or I would attempt to seek employment with a military contractor. The key imperative here is—what do you really want to do? The Air Force offers great resources to prepare you for a second career through the 100 percent tuition reimbursement program for master’s degrees and other certifications. Currently there is no mandate to get a degree in a specific field, so explore your options a little and make it count. Pursing a substantive program that interests you will pay huge dividends in the future. Additionally, your unique skills may even help you contribute to the Air Force dialogue as an informed expert. Other resources, such as small business ownership classes, are routinely offered by the base Airman and Family Readiness Center. Educational and certification classes may also be available at local college and universities in your area. Time does indeed fly when you are having fun. Plan and act now so that on your retirement day you can stand tall, salute smartly and walk away with no regrets and glowing optimism for the road ahead. Captain “Nest” Cage, is Executive Officer to the Commander 76th Maintenance Wing, Tinker AFB, OK. Nest has served as a staff writer for the Exceptional Release since 2006 and is currently President of the Tinker Crossroads Chapter. He can be reached at Ernest.Cage@tinker.af.mil K

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Maintaining the Home Front: Winning the War at Home By 1Lt Marcus McWilliams

1917 poster from the National Industrial Conservation Movement. Poster showing a crowd of workers measuring and outfitting a seated monumental man with uniform and supplies. (Photo courtesy of Library of Congress)

Logistics is the lifeline that sustains any war effort. But it isn’t just the sustainment that happens in the theater of operations. The hard work that is done at home station to sustain a war effort is equally as important as the work that happens in theater. For Operations ENDURING FREEDOM and IRAQI FREEDOM the high deployment tempo for Logistics Officers has brought the contributions we make in the AOR to the limelight. However, even though deployments offer a “badge of honor” for us 21X officers, we cannot ignore the importance of our ever-critical home station maintenance.

In 1942, President Roosevelt said that "there is one front and one battle where everyone in the United States—every man, woman, and child—is in action, and will be privileged to remain in action throughout this war. That front is right here at home, in our daily lives, and in our daily tasks." Roosevelt’s remarks mirror the artwork and ad campaigns during the early 1940s which show an impressive push for conservation and industrial production. People were encouraged and even expected to take a personal stake in the war. The Rosie the Riveter movement was only a small part of that picture. All around the nation citizens were urged to take part in civil defense and volunteer work. Society however is not static, and 60 years later much of the public is largely isolated from the economic and industrial impacts of our current wars. The home front returned to the forefront of America’s consciousness with the terrorist attacks of September 11th. Now, nearly eight years later, the battle is still very much alive for those of us in uniform that are not on the front lines.

1943 poster from the Works Projects Administration. Poster encouraging civilians to join civil defense squads, showing a man in uniform spraying a building. (Photo courtesy of Library of Congress)

From transporting cargo to the warfighters on the front lines to maintaining aircraft for deployments, airlift, or aircrew proficiency training, the logistics enterprise plays a vital role in sustaining our nation’s war efforts. So next time you find yourself thinking you’re “not doing enough” to keep this country safe, remember the importance that maintaining the home front plays in winning the war.

RESOURCES Library of Congress Online: On the Homefront, America during WWI and WWII. http://memory.loc.gov/learn/features/homefront/index.html

1943 poster from the Works Projects Administration. Poster encouraging citizen participation in salvage for the war effort, showing seaplanes and a man welding. (Photo courtesy of Library of Congress)

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About the Author: Lt McWilliams is a Logistics Readiness Officer for the 436 Mission Support Group at Dover AFB and is an active member of the LOA Airbridge Chapter. marcus.mcwilliams2@dover.af.mil

SUMMER 2009

Chapter CrossTalk C O N G R AT S CHAPTER

L O A’ S N E W E S T

MOUNT VERNON CHAPTER, FORT BELVOIR VA Submitted by Col Richard Schwing We are proud to announce the formation of LOA’s newest Chapter, the Mount Vernon Chapter, based at Fort Belvoir VA. We have built our chapter around a Joint theme and have developed the first-ever Joint Chapter Bylaws, whereby our Chapter leadership is drawn from all the Military Services and Civilians as well. Maj Randall Ackerman (Far Left), Maj Gen Art Morrill (Rt) and Col Rich Schwing

Our first meeting was in Feb 09, and was kicked off by long-time (Far Rt) of the new Mt Vernon Chapter receive a start up check from Brig Gen Art LOA supporter and DLA Vice Director Major General Art Cameron (Left) of the Capitol LOA Chapter. Morrill. More than 35 personnel from across DLA, DTRA, Army Materiel Command, and Defense Acquisition University (DAU) were in attendance to hear our guest speaker CAPT (sel) Ron Carr, DLA J-39, give a presentation on “Sustainment at Sea – the US Navy’s Underway Replenishment Process.” Our second meeting was in Apr 09 and was held at the DAU Campus, Fort Belvoir, where we heard a great DAU overview briefing by Mr. Joseph Johnson, Chief of Staff, and Mr Pat Dallosta from DAU. We completed planning for our May event, which will be a Staff Ride of the Civil War Battlefield in Manassas, VA, where we will examine the battle from a logistics perspective. This event was planned by Army COL Charlie Brown, DLA J-39, and will be hosted by Dr. Stephen Carney from the Army Center of Military History at Fort McNair. Our future events will include tours of the METRO railcar maintenance facility in Maryland, the WAL-MART Distribution Center in Petersburg VA, and briefings from across the services.

JAMES RIVER CHAPTER - DEFENSE SUPPLY CENTER RICHMOND, VA Submitted by Capt Robin S. Williams Greetings from DLA Richmond, VA. Recent chapter highlights include a visit to our center by the AF/A4/7, Lt Gen Loren M. Reno. General Reno paid a special visit to coin members of the Defense Supply Center Richmond (DSCR) team who worked the crucial barrel-nut acquisition to keep the C-130 fleet operating. Additionally, the chapter toured Cerro Fabricated Products; a forging company in Weyers Cave, VA and Danko-Arlington in Baltimore, MD a casting company. The tours were complete with detailed video instruction while en route to the sites and expert tour guides upon arrival. Members in attendance learned first hand of the challenges experienced by manufacturers of components for various DoD end items like the M-16 and Tow-missile launch tubes. We also learned the basic difference between forging and casting. Forging is a metal part that has been heated and pressed into a pre-determined shape between a set of forge dies. The produced parts possess exceptional strength and are extremely versatile in shape, size, and finished material. While, casting is the process of heating a variety of metal to the point of liquefaction and pouring it into sand molded shapes to allow it to cool and hold the desired form. The produced parts are exceptionally meticulous in craftsmanship and take on any shape or form desired.

Lt Gen Lorne Reno addresses the DSCR team

Needless-to-say the USAF could not put bombs on target without the skills and expertise of casting and foundry men and women. Both visits were extremely rewarding and value-added. Continued on next page...

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AIR BRIDGE CHAPTER - DOVER AFB, DE Submitted by 2d Lt. Allen J. Batiste

E R : C H A P T E R C R O S S TA L K

Several members of the Air Bridge Chapter at Dover AFB, DE volunteered their time to sort and prepare a 10,000 lbs of donated food to the Delaware Food Bank that is distributed to qualified soup kitchens, as well as homeless and residential shelters. The group also visited the Wal-Mart Distribution Center Smyrna, DE. The 24/7 facility operates in a 1 million square foot warehouse that can support over 80 different truck dock lanes to provide merchandise to Wal-Mart Stores in Delaware and Pennsylvania.

Dover LOA members volunteer at the Delaware Food Bank

The chapter also sponsored two guest speakers. The first was Dr. David S. Sorenson, a Professor of International Security Studies at the Air War College, Air University, who shared his thoughts on the topic of “Arabs A Cultural, Political, and Economic Perspective” to a full auditorium of not only LOA members, but other officers and SNCOs from around the Wing. We also held a luncheon in which Brig Gen Art Cameron, Director of Resource Integration, Logistics, Installations, and Mission Support, AF/A4/7P. He gave insight on the overall logistical outlook for the Air Force and the role that logistics officers play in it.

KANALOA CHAPTER - HICKAM AFB, HI Submitted by Mr. Keith Kenyon The Kanaloa Chapter hosted two distinguished logistics guests this past quarter—Mr. Michael Aimone, Assistant Deputy Chief of Staff for Logistics, Installations and Mission Support, HQ AF and Brigadier General Thomas J. Richardson, Director for Logistics, Engineering and Security Assistance, J-4, United States Pacific Command. Mr. Aimone took some time out of his busy schedule to visit with us led a very interesting open forum discussion, covering subjects that included current AF events, accountability, EAF logistics support issues, the nuclear enterprise, logistics processes, and weapons systems service life, among others. A very nice exchange of thoughts; most of us would have stayed two more hours, if we could. In March, Brig Gen Richardson moved our audience with a Power Point-free (hoo-ah!) overview of PACOM’s logistics make-up. His colorful brief was informative and he gave us an excellent angle on “Effectiveness and Efficiency.” We also wished fair skies to a couple great loggies as they retired from the Air Force this past month. Col Steve Wilson (PACAF/A4D) made his encore visit with the chapter to bid us farewell prior to heading for North Carolina to teach JROTC. We also said “aloha” to Maj David Schlosser (PACAF/A4RV) as he became a civilian and will stay in Hawaii to remain an active member of the chapter. We extend cheers to our partner chapters around the world! Aloha.

WOLFPACK CHAPTER, KUNSAN AB, KOREA Submitted by Capt Sean Bojanowski The Wolf Pack Chapter has been busy since the Ball dropped in the Big Apple. We deployed our Airmen to Red Flag, MOPPed up for three Pen Operation Exercise’s in a three month span and to top it off just finished with an Operation Readiness Inspection, in which the 8th Fighter Wing earned an “Excellent.” Amidst all exercises we still made time to get together for professional development. The LOA Chapter headed to the 8th Aircraft Maintenance Dock, where TSgt Scott Vensel discussed the Phase of an F-16. He discussed the Wolf Pack’s 400 hour F-16 phase inspection, and how the current class had streamlined the phase process. By focusing on zone inspections and reducing waste, the timeline was reduced from 10 days to 6, increasing aircraft availability for the Wolf Pack. In another outing the LOA Chapter headed to the 8th Logistics Readiness Squadron to the Vehicle Management Flight. Capt

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Bojanowski briefed the Chapter on the Materiel Control Section, where the element cut a 6-day process for ordering parts from the states to a 1-day process. This lean process, which put the Billing Officials in the same office as our ordering division cutting down time in our remote location and putting mission critical vehicles back on the flight line.

TSgt Vensel Scott explained the F-16 phase inspection process with Kunsan LOA members

Upcoming events include more cross-functional squadron tours. The LOA executive staff is putting the final touches for our local chapter scholarship. In June, the LOA Chapter will be serving a dinner to the Wolf Pack community at the Son Light Chapel. They say at the Wolf Pack, its 3 years rolled into 1 year. THEY ARE RIGHT!!!!!

LANGLEY CHAPTER - LANGLEY AFB, VA Submitted by Maj AJ Mims The Langley chapter been very active in the last few months. Chapter meetings have featured briefings on the officer assignment system and the officer promotion process. The chapter toured Fort Eustis, visiting Surface Deployment and Distribution Command Headquarters and the Army Transportation Museum, and had lunch with some of our Army counterparts. We toured the Langley MSA and had the pleasure of having an informal mentoring session with Brig Gen Judy Fedder, ACC/A4. We were also honored to host a breakfast with Maj Gen Robert McMahon, AF/A4L, who shared some insights into what issues Air Staff is working on our behalf, and stressed that LOA is a great forum for mentoring and cross-flow of ideas. Future events include a carrier tour and a luncheon with Lt Gen Loren Reno, AF/A4/7, along with election of officers for the next term.

SONORAN CHAPTER - LUKE AFB, AZ Submitted by Captain Kurt J. Umlauf Members of the Sonoran Logistics Officers Association recently visited Arizona State Universityâ&#x20AC;&#x2122;s Reserve Officer Training Corps Detachment 025 to participate in their career day. The career day provided an opportunity for Company Grade Officers assigned to Luke Air Force Base to share their experiences and information about their Air Force specialty to over 100 cadets. The Sonoran Chapter was well represented with officers briefing their experiences from the 21A, 21M, 21R, and 64P career fields respectively. The cadets appreciated hearing this information firsthand so they could make informed decisions when filling out their list of specialty preferences. Among the cadets was a former Luke munitions inspector SSgt Michael Schumacher. SSgt Schumacher earned a scholarship from the Sonoran Chapter in 2007 and was eventually selected to attend ASUâ&#x20AC;&#x2122;s ROTC detachment through the Scholarships for Outstanding Airman (SOAR) commissioning program.

RAINIER CHAPTER - MCCHORD AFB, WA Submitted by Capt Joe Balk The McChord Rainier Logistics Officer Association Chapter had an active spring consisting of outstanding tours and exceptional briefers. The Chapter toured the Directorate of Logistics at neighboring Ft Lewis to get an insight into Army logistics. Among the facilities toured were the Hazardous Material Control Center (HMCC), vehicle maintenance, small arms maintenance, supply Continued on next page...

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receiving, and the rail movement yard. They also received insightful deployment briefings from Colonel Frank Rechner (62 MSG/CC) and Colonel Joe Wiley (62 OG/CC). Each Commander discussed the importance of logistics functions supporting Operations Enduring and Iraqi Freedom. Lt Gen (ret) Leo Marquez joined the Chapter for a luncheon where the General gave his perspective/insight on the evolution and future of logistics in the Air Force.

McChord’s Rainier LOA Chapter with Lt Gen Leo Marquez at LOA Luncheon

E R : C H A P T E R C R O S S TA L K

Upcoming Events A tour of the Port of Tacoma and Boeing Company Logistics Center, fundraiser golf tournament, and LOA Conference in Las Vegas.

BLACKJACK CHAPTER - NELLIS/CREECH AFB, NV Submitted by Capt Kylene Ruth Greetings from Las Vegas! The Blackjack Chapter had the pleasure of hosting numerous senior leaders in the last few months. The Director of Logistics, Headquarters Air Combat Command Brigadier General Judith Fedder offered her perspectives on the future of CAF logistics and officer development. Additionally, the Commander, Ogden Air Logistics Center Major General Kathleen Close joined us for lunch and provided a snapshot of what Ogden ALC is doing to support the warfighter. Finally, the Deputy Director of Logistics, Headquarters Air Combat Command Ms. Ann Mitchell will be stopping by in May to provide an Expeditionary Combat Support System brief and join us for a social. Logistics mentorship at Nellis and Creech Air Force Bases is thriving! It will be an exciting Fall as we elect new executive board members and prepare for the convention. We look forward to seeing you in Las Vegas.

KITTY HAWK CHAPTER - SEYMOUR-JOHNSON AFB. NC. Submitted by Capt Katie Jett Brigadier General Judith Fedder, the ACC A4, made a special visit to Seymour Johnson to tour the 4 MXG and 4 LRS. She also attended our monthly LOA meeting and shed some light on our ever changing loggie career field. The highlight of General Fedder’s visit was her participation in our MPOY banquet. She was able to recognize the maintenance group’s best and her enthusiastic speech ended the banquet on an exceptional note. General Fedder’s visit isn’t the end to the Kitty Hawk Chapter plans this year. We are taking full advantage of our location and are planning on doing a cross logistics tour of 916 Air Refueling Wing on Seymour Johnson, visiting the Marine Corps Station at Cherry Point, NC, and making a short trip to Marietta, Georgia to visit the Lockheed F-22 plant. Our chapter is continually moving despite the constant AEF support!

RAPTOR CHAPTER — TYNDALL AFB, FL Submitted by Capt Seanna Less The southern LOA chapters want to send a warm “Hey Y’all” to everyone. The Raptor (Tyndall), Eglin, Hurlburt Field, Moody and Middle Georgia (Robins) LOA chapters combined efforts and planned and executed an awesome two day trip to the Warner Robins Air Logistics Center (WR-ALC). The trip kicked off with a LOA luncheon with Brigadier General Atkinson, 402d Maintenance Wing Commander, where Colonel Niemandsverdriet discussed the F-15 System Program Office function. The logisticians then went to the WR-ALC headquarters and 118

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Major General Peyer, WR-ALC Commander, welcomed everyone and discussed the importance and function of the ALC. A briefing on High Velocity Maintenance (HVM) was next on the agenda and everyone viewed the HVM wall that was highlighted in the winter 2008 issue of the “Exceptional Release” magazine. The Global Logistics Support Center, Table of Allowances, Defense Logistics Agency, and Installation Acquisition Transformation updates were also briefed. You may think everyone was tired after a solid day of traveling and touring, but not us loggies…a dinner at La Cabana, organized by the Middle Georgia LOA Chapter was a hit, and all 50 attendees ate, drank, socialized, but more importantly networked. The next day began bright and early with tours of Avionics, the 402d Software Maintenance Group, the 402d Electronics Maintenance Group, gyro shop, 402d Commodities Maintenance Group, and the C-130 engine prop shop. The highlight of the ALC tour was the eminent involvement of AFSO21 initiatives throughout all their functions. The afternoon consisted of tours of the 116 Air Combat Wing and Joint Surveillance Target Attack Radar System (JSTARS) aircraft and a question and answer session with JSTARS maintainers and operators.

The Raptor, Middle Georgia, Moody, Eglin, and Hurlburt Field LOA Chapters visit Robins AFB

Colonel Reed, 559th Aircraft Maintenance Squadron Commander, gives tour of C-5 Programmed Depot Maintenance

Everyone bid each other farewell and left pumped up and excited about planning future activities together. Finally, this tour would not come together as it did without the hard work of Ms. Sue Gruber, President of the Middle Georgia Chapter. Thank you for such a memorable experience.

ARC LIGHT CHAPTER - ANDERSEN AFB, GUAM. Submitted by Maj Chuck Payne The Pacific Air Force’s premier strategic air power base, Andersen Air Force Base Arc Light LOA Chapter hosted the Command’s Director of Logistics, Col Brent Baker Sr. Col Baker shared a few words of wisdom and his thoughts concerning PACAF’s strategic vision. He stated, “PACAF is focusing on four key areas readiness, processes, theater engagement and building a culture of ever day as a wingman day.” Readiness is the primary focus of Gen Chandler, COMPACAF. “We must be prepared for today’s fight, tomorrow’s fight and Joint fight at all times.” We need to enhance our plans to fix broken processes to enhance our readiness and save money. Additionally, we need to enhance communication with our friends and perceived adversaries in the Pacific area of responsibility. Finally, we need to continue to take care of our people by closely balancing the demands of our mission with the requirements we place on them. K

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Milestones COL (RET) JAMES HANNON

WRITES:

LT COL (RET) DENNIS CARR

Well after 33 years I’m finally hanging up my AF spurs as of 1 Aug. I’m honored to have served our great nation and look forward to many more years of serving… just in a little different way. No doubt Marta and I will continue to stay engaged with LOA and we look forward to seeing you all at the annual conferences. If you’re ever in Colorado Springs, please us a call!

LT COL PATRICK PATRICK MCEVOY

WRITES:

Finished an interesting and rewarding year in Iraq with the Coalition Air Force Training Team and am now in Misawa, Japan.

COL ALGENE FRYER

WRITES:

I left the Valley of the Sun this summer after turning over command of the 56 MXG at Luke AFB, AZ. I am now on the HQ AFMC/A4 staff at Wright Patterson AFB, OH.

ER: MILESTONES

MAJ JD DUVALL

WRITES:

I left the Valley of the Sun this summer after turning over command of the 56 MXG at Luke AFB, AZ. I am now on the HQ AFMC/A4 staff at Wright Patterson AFB, OH.

WRITES:

Retired from the AF in Nov 07, now working for HQ DLA at Ft Belvoir, VA as a Financial Analyst. Re-joined LOA after letting my membership slip for a couple of years. Good to be back!

COL STEVEN SHINKLE

WRITES:

I am the 2 MXG Commander but I will be retiring on 1 Aug after serving 32 years in our great Air Force. Caela, luke and I are headiing to Abilene, Texas, where I will be the JROTC instructor at Cooper H/S. This has been a great tour of duty! I have been blessed with many opportunities, worked with great Airmen and made many friends. I am proud to wear the uniform of the Air Force and serve this great nation. I will continue to be a member and support the LOA. It is a wonderful organization. For now I give my last active duty salute to the maintainers and loggies who keep the Air Force flying and to those who laid the foundation we carry forward today. K

The Exceptional Release

A Professional Military Journal written by logisticians for logisticians The purpose of the Logistics Officer Association (LOA) is to enhance the military logistics profession. LOA provides an open forum to promote quality logistics support and logistic officer professional development. Policy on Written Submissions: The editor invites articles and other contributions on issues that support LOA’s purpose. Direct manuscripts, letters and other communications to: marta@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 marta@loanational.org. Photos & Graphics: Send individual electronic files (hi-res JPG, TIFF or EPS with type as outlines for ads) along with stories (as separate text files) and include cutlines/captions. All photos and ads 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. Fullpage ads with bleeds should allow at least 3/8” bleeds. Ad rates visit: http://www.loanational.org/exceptional-release/advertising-rates.php Advertising Contact: Ms Marta Hannon, Managing Editor PO Box 2264 – Arlington, VA 22202 – email: marta@loanational.org – Phone 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.

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