LOA Exceptional Release Winter 2016

CHIEF

CHIEF

President’s LOG (ISTICS)

Dennis P. Dabney President,

Logistics Leaders,

As 2016 comes to close, I’d like to take a moment and reflect on this year of intense focus on leadership, innovation, velocity, and excellence, the four pillars of the Logistics Officer Association. This was a very successful year for LOA. Through a concerted effort by the LOA Executive Board, we were able to cut operating costs and give $4,000 to LOA and AOA chapters in the form of Chapter Rewards. The September Membership Drive generated a 7% overall growth in LOA and AOA membership and our New Graduate program for AT&L professionals has created an 18% growth over the past year. We were also able to award $11,000 in scholarships to civilian and enlisted professionals pursuing advanced academic degrees in logistics and acquisitions.

This year we also launched the Heritage Program. Our first project involves the placement of an Air Force Maintenance Technician statue at the Main Gate to Sheppard Air Force Base, the home of our Air Force Logistics Officers School. This statue will be a symbol of excellence and will preserve the distinguished history of Air Force logisticians. We ask for your assistance with this historic endeavor in the form of donations, either as a chapter or as individuals. Donations can be made on the LOA website, where you will find more info on sponsorship levels and recognition.

LOA

Dennis P. Dabney

In October, we held the 2016 Logistics Symposium in National Harbor, Maryland. Thanks to the tireless efforts of the Symposium Director, your LOA Executive Board, EventPower staff, countless volunteers and a very distinguished array of speakers, panelist and presenters, we executed a world-class event that promoted innovation, embodied excellence and provided a forum for educational and professional development. For those who were able to attend, please share what you learned to help us collaborate and solve logistics and acquisition challenges across the logistics enterprise.

Next year marks the 35th Anniversary of our founding organization, the Maintenance Officer Association. Today, the Logistics Officer Association and Acquisition Officer Association are shaping future Acquisition, Technology and Logistics leaders through professional development, education, and strategic engagement with industry and academia. Please stay tuned for information and events to commemorate this important milestone.

In closing, thanks to the LOA and AOA chapters for all of your hard work this year. Your leadership and dedication at the grassroots level fosters innovation, enables velocity and promotes excellence that is the foundation of the Logistics Officer Association. Finally, please enjoy the holiday season, take time to reflect and remember our members who are serving abroad.

Looking Forward,

Dennis P. Dabney President

Logistics Officer Association president@loanational.org

www.atloa.org

Facebook: “Logistics Officer Association”

Twitter: “@TeamLOA”

One Final Logistics Truth

Greetings Log Nation! It was great to see many of you at this year’s Logistics Officers Symposium in Washington, D.C. I thoroughly enjoyed the opportunity to meet you and hear your thoughts and share in your experiences of logistics operations in the field. The theme for this year’s symposium was a continuation of last year: L.I.V.E. (Leadership, Innovation, Velocity, Excellence). These characteristics embody the mindset that enables our Air Force to be the best in the world. This past year our Air Force accomplished some major milestones and our Airmen were on the forefront of significant world events. We declared Initial Operational Capability on the Joint Strike Fighter, supported relief efforts for Hurricane Matthew, and deployed worldwide supporting Combatant Commanders. As I reflect on these important accomplishments, it is clear that none of these could be achieved without

Lt Gen John B. Cooper, Deputy Chief of Staff for Logistics, Engineering, and Force Protection Headquarters U.S. Air Force, Washington, D.C.

Lt Gen John B. Cooper

embracing LOGTRUTH 6, “All good logistics work is done in process”.

LOGTRUTH 6: All good logistics work is done in process

For my final article in the LOGTRUTH series, I would like to dive deeper into what this LOGTRUTH means to the success of our mission. One of the reasons we are able to consistently answer our nation’s call is because of the tried and true processes we have established over the years. Processes are part of everything we do in the logistics community – aircraft launch procedures, deployment processing, and warehouse stocking all are accomplished through sound, documented processes. Everything we touch is part of a process, or “how we do business.” If you think back to tech school training, you started your career learning about these processes, your role, and how you provide oversight. It is important to understand how our processes are engineered so we can recognize when we are out of synch with those processes. We can then identify noncompliance, process gaps, or develop improvements to make us more efficient by better managing our resources – whether that includes people, time, equipment, money or a combination of the four.

Collectively, our continued focus on core logistics processes not only allows us to work efficiently, but enables more effective relationships with our Joint and Industry partners. When we are transparent and disciplined with how we do business, our partners clearly see what we bring to the fight and understand how we collectively support the Nation’s mission.

Let’s explore a few examples of LOGTRUTH 6 in action in the following vignettes.

LOGTRUTH 6 In Action: All Good Logistics Work is done in Process Mobility Machine/Deploy ment

The moment that an installation receives a warning order, the deployment control center (DCC) activates, triggering the stand-up of cargo and passenger deployment functions (CDF and PDF). Together the DCC, CDF and PDF manage the time-phased deployment of those resources. When these processes are not followed the result is often frustrated cargo and missed assembly complete times rippling into additional time and effort to maintain the deployment schedule.

Leveraging processes and technology from the F-35, the F-22 program is currently evaluating the F-35 canopy transparency coating technology in an effort to improve mean time between replacement of the F22 canopy. This is one example of how the two programs continue to learn from each other by leveraging process improvements and technologies where possible.

The WR-ALC depot, AFLCMC Program Office and DLA have significantly reduced C-130 flow times by transforming the way they conduct depot maintenance. The team examined their processes and streamlined their gate structure from 7 to 5 gates, reducing 90 maintenance days and the number of components routed to backshops. The improved process reduced delays and the team now delivers 92 percent of aircraft on-time or ahead of schedule, increasing Warfighter capacity.

Over a three week period, our conventional AMMO troops learn to conduct mass munitions assembly at the Air Force Combat Ammunition Center. They are organized into cohesive teams, draft employment plans to meet the assigned tasks, and then execute the production of 1,200 -1,300 bombs during IRON FLAG exercises.

The above examples illustrate how processes form the foundation of how we enable Warfighter’s success. That does not suggest there is no room for improvement. An important tenant of LOGTRUTH 6 is just that…continuous process improvement. Part of our responsibility to our community, the Warfighter, and the nation is to constantly seek ways to be more efficient while remaining effective. The C-130 depot example above highlights how a team can improve long

F-22 Skin Inspection

C-130 Depot Maintenance Mass Munitions Training

established processes. The team took a hard look at the depot processes and identified a need to change supply chain management. They examined supply inputs and proactively coordinated with all stakeholders in the process to ensure requirements (the bill of materials) were identified, available and in place prior to aircraft induction. In the end, efficiency and effectiveness were improved by a team who took a hard look at a process with an eye towards “how can we do this better.”

These same innovative processes are needed at the Enterprise level. AFMC’s War Reserve Materiel (WRM) Global Management Office (GMO) offset a Working Capital disconnect of $18.98M in FY16, and over $100M since the GMO standup, by improving how WRM is managed across the enterprise. The WRM GMO is currently developing a process methodology that provides standard guidance and clarification of the roles related to obtaining sustainment funding, manpower, and facilities for new capabilities entering the WRM program.

As I conclude this series, I believe each of these LOGTRUTHS captures the most important lessons learned over 70 years of American airpower. LOGTRUTHS are not so much a prescription for solving a problem, but a guide post for leaders when a problem is identified. They are a doctrinal starting point to build a solution. Wherever and however you support the Logistics Enterprise, use these LOGTRUTHS to shape how you tackle future challenges. While this is my last article on LOGTRUTHS, I want the conversation to continue. Share your experiences with your local LOA chapters and tweet your inputs to @AFCoopA4

Lastly, as the holiday season approaches, take some time to reflect on what you and your team have accomplished this year. Enjoy some well-deserved time off with your family and friends. Thanks for all you do every day for Air Force Logistics!

Lt Gen John B. Cooper, Deputy Chief of Staff for Logistics, Engineering, and Force Protection Headquarters U.S. Air Force, Washington, D.C.

Senior Leader’s Perspective

A Look to the Future: Multi Domain Logistics Command and Control (MDLC2)

"Logistic considerations belong not only in the highest echelons of military planning during the process of preparation for war and for specific wartime operations, but may well become the controlling element with relation to timing and successful operation."

A primary reason for you to be a member of LOA and to read the Exceptional Release is to remain current on initiatives that will change the way we operate as logisticians. It is extremely important to stay up to date with what our senior leaders in logistics have on their mind, where they invest their energy, and what the future of logistics will look like. This article is a window to where we are going…welcome to the discussion.

Over the past fifteen years our Air Force has seen a number of changes resulting in the centralization of many logistics functions. This trend towards a more centralized construct was made for both effectiveness and efficiency; and it has fundamentally changed how we operate as logisticians.

- United States Navy Admiral Oscar C. Badger, Commander of Western Pacific Naval Forces and Medal of Honor Recipient

Lt Gen Lee K. Levy II

With Lieutenant General Lee K. Levy II, Commander, Air Force Sustainment Center

know that we don’t have enough resources for each command to possess all that they need to shape, deter, seize the initiative, dominate, and stabilize multiple regional and global threats simultaneously.

We’ve seen great success from our willingness to evolve, but there is more that must be done for Air Force logistics to be the critical enabler to operations in tomorrow’s battlespace. Logistics support within the Air Force today is quite ‘theater-centric’, born from practice that has brought us great success in the past. Our joint forces are organized into warfighting commands, with each one focused on their Area of Responsibility (AOR). Our enterprise has been largely shaped with the view that each command owns the necessary and respective logistics resources to prepare for one major contingency with a single adversary in a single theater. We know this ‘one adversary at a time’ model will likely not be the reality in tomorrow’s strategic environment. With the increasing development of space and cyber threats, long-range strike capabilities, and advanced technologies that challenge our supremacy in air and space, tomorrow’s battlespace is becoming less regional and more global. We know that we don’t have enough resources for each command to possess all that they need to shape, deter, seize the initiative, dominate, and stabilize multiple regional and global threats simultaneously. As operations unfold, and the elastic band of logistics is stretched tighter, an Air Force Forces (AFFOR) depends on the “enterprise” to deliver the resources that are required to meet the needs of a Joint Task Force Commander (JTF/CC). The disconnect is that the “enterprise” doesn’t have the global awareness, the authorities, or the decision support tools that are required to prioritize requirements across multiple theaters and make rapid decisions to source and deliver resources at the speed of modern warfare. Any delay in the logistics process equals mission risk to the AFFOR and that risk is ultimately transferred to the JTF/CC.

In this dangerous world, time is not our friend. In our current ‘theater-centric mindset’ (figure 1)

we assume that we fight one adversary at a time in a single area of responsibility (AOR), that the AFFOR has all the required resources within the AOR, and that global assets will be channeled to that AOR if

We

necessary. If the Air Force does not fundamentally change our current mindset we will be handing unspecified and often unacceptable risk to the Joint Forces Commander (JFC). Our logistics mindset must change and change is hard...it challenges the status quo. To change from a model that is serving us well before it fails is what leaders do. As the professional logistics community, we have an obligation to take the necessary steps now to be the critical enabler for the AFFOR to meet the operational demands of the JFC tomorrow. This paradigm shift is called Multi-Domain Logistics Command and Control (MDLC2).

Imagine operating within an environment where seamless coordination of combat support and combat service support could be achieved through one primary focal point. Imagine an AFFOR team reaching back to “the enterprise” and only having to go to one focal point to get additional resources. Imagine if that focal point had awareness of all assets worldwide, and AFFORs could make value judgements based on real-time data, and commanders could prioritize resource allocations across multiple theaters, and the AFFOR could communicate accurate logistics risk assessments to the JTF/CC. This is the environment that we need to create for tomorrow.

Figure 1. Theater-centric Logistics Operations

MDLC2 brings awareness and the ability to engage at the right level with decision quality information to widen the gaps our adversaries are aiming to close.

In recent history, the US military has operated largely in an uncontested environment for logistics. We have become very efficient, but we lack resilience. As the strategic environment changes, the assumptions that underpin our past concepts of support will no longer be valid. Our adversary’s efforts are narrowing the technological margin and reducing our competitive advantage regarding our precision strike capabilities, Intelligence, Surveillance and Reconnaissance (ISR) and cyber space. MDLC2 brings awareness and the ability to engage at the right level with decision quality information to widen the gaps our adversaries are aiming to close.

The Joint Operating Environment 2035 white paper published by the Director of Joint Force Development in July of 2016 is instructive. Future security environments will likely be defined by overarching challenges such as contested norms and persistent disorder. These challenges typically involve competitors confronting the US and our allies on a number of fronts, to include credibly challenging the rules and agreements that define international order. A good example of this is China’s recent geostrategic ambitions, particularly within the South China Sea, with their recent efforts to turn former reefs into operational air fields. If we believe our resource environment will continue to be constrained, and we do, then we can’t just be a “little better” at what we already do. We have to fundamentally change the level of awareness and ability for commanders to engage with increased speed and agility. MDCL2 gives us the ability to dynamically plan and re-plan rapid theater-wide mission sustainment through global awareness along with the codified authorities to use that awareness to engage at the right levels and achieve the desired effects. We organize, train and equip as individual services, but we fight as a joint team. Joint Publication

MDCL2 gives us the ability to dynamically plan and re-plan rapid theater-wide mission sustainment through global awareness along with the codified authorities to use that awareness to engage at the right levels and achieve the desired effects.

4.0, Joint Logistics, tells us that our enemies, whoever they may be, will persistently attempt to shape, respond, and dominate in all six phases of warfare as a means to disrupt and undermine US interests abroad. All phases are directly impacted by an ability to effectively command and control logistics when and where the JFC needs it. This means that we can’t posture our concept of support to the supported commander in a “break glass in case of war” mindset because an adversary may not take discrete actions that trigger us to “switch over” to a wartime footing.

Yesterday’s logistics operations were often ad-hoc, with both elasticity and depth that could be used as a buffer to guard against strategic surprise and to shape our response to an adversary. This depth simply doesn’t exist today and it won’t exist in the future battlespace. Future engagements will likely be fought in highly contested environments where distributed operations will become the key to success. These fast-paced and dynamic environments will require a dramatic reduction in the amount of time we take to support the supported commander. It will be so fast that the integration of logisticians to the left of the demand signal will be vital. Logisticians with global awareness of logistics capabilities need to be in the planning cells as courses of action are being developed. Logistics assessments can be done rapidly with real-time data as plans evolve to provide better granularity of the logistics supportability of operational plans to the Commander, Air Force Forces (COMAFFOR).

MDLC2, depicted in Figure 2, will allow for global visibility of assets in permissive and non-permissive environments to maintain readiness, set theaters, sustain operations, and recover and reconstitute mission generation forces across the range of global military operations.

The JTF/CC will then be informed of the global logistics capability across the entire enterprise. MDLC2, depicted in Figure 2, will allow for global visibility of assets in permissive and nonpermissive environments to maintain readiness, set theaters, sustain operations, and recover and reconstitute mission generation forces across the range of global military operations. The construct will provide inter-theater and intra-theater coordination for logistics assets and will also provide complete enterprise level visibility for all classes of supply. Imagine operating in an environment where one

integrator provided complete coordination of assets and industry reach back.

MDLC2 is designed to synchronize sustainment to multiple COMAFFORs and Multi-Domain Operating Centers. As logisticians, you’ll be engaged in this fight in many different roles. You might be on a flightline, in a shop, a squadron, on an AFFOR staff, on the JTF staff or any number of places; but make no mistake you’ll be asked for your ability to achieve an effect and you’ll be expected to deliver.

Many of the key factors to your ability to achieve your mission will be from people and processes that are beyond your organization. Key leaders with accurate awareness of the global logistics posture and commanders with the authorities to act on decision-level information will be vital to our success.

Stay tuned into the evolving nature of logistics support in our Air Force. Think about the changing strategic and operational environments. We must continue to think about these concepts now, identify the risks and opportunities, and leverage evolving technologies to deliver 5th Generation logistics to a 5th Generation Air Force...and beyond. It is up to us to make this happen. Aim High Airmen!

About the Author:

Lieutenant General Lee K. Levy II is the Commander, Air Force Sustainment Center, Air Force Materiel Command, headquartered at Tinker Air Force Base, Oklahoma. As the

Figure 2. Logistics Numbered Air Force Operations utilizing MDLC2

AFSC Commander, he leads nearly 43,000 Total Force Airmen to deliver combat effects for the immediate and long-term requirements of component and combatant commanders in every area of responsibility. Serving as the Logistics Numbered Air Force, AFSC is the supporting command for the readiness of Logistics and Sustainment activities around the world. The Center comprises three Air Logistics Complexes, three Air Base Wings, two Supply Chain Wings, and 21 CONUS and OCONUS geographically separated operating locations. The AFSC has $16 billion in execution authority and $26 billion in assets providing logistics operations, supply chain management, supply chain operations, depot maintenance and modifications, as well as sustainment for the nuclear enterprise, joint and interagency operations and foreign military sales partners.

The LOA National Committee is initiating a 2017 call for articles on book reviews as well as any professional development topic.

The LOA National Committee would like to invite and encourage you to submit book reviews on books related to any professional development topic of your desire. Submit articles to editor@loanational.org

FOCUS ON A CHAPTER LEADER

Capt Ryan VanArtsdalen

Vital Statistics

Name: Capt Ryan VanArtsdalen

LOA Chapter: Lt Gen Leo Marquez

Position: LOA National Ambassador; Former Chapter President

Hometown: Hillsboro, OR

College(s): Embry-Riddle Aeronautical University

Degree(s): Master of Aeronautical Science

Commissioning Source: OTS

Family: Wife – Marissa

Children: Charlotte (3), Neal (2)

Professional Duty Title: Maintenance Flight Commander, 898th Munitions Squadron

ER: What do you like most about being a loggie?

Capt VanArtsdalen - The Air Force logistics profession has provided me early leadership opportunities and an experience nearly unmatched. As a young CGO, I have had the privilege to lead hundreds of Airmen and be responsible for billions of dollars in resources – something I enjoy and do not take lightly. The ability to serve others in a large capacity provides me a sense of duty and purpose. I enjoy sharing a vision, fostering an environment for success, and then watching Airmen achieve mission success.

ER: What was your biggest learning moment?

Capt VanArtsdalen - My biggest learning moment, and most pivotal point in my career, was when I was a Staff Sergeant applying for the LOA national enlisted scholarship. After submitting my application, Maj Kurt Umlauf, Luke AFB’s chapter president, invited me to a chapter luncheon and it changed my life forever. I listened to their stories and learned about the logistics officer profession. Soon after, I applied and was accepted to commission as a maintenance officer. That moment taught me that deliberate mentorship can be very effective.

ER: What are you most proud of in your time on active duty?

Capt VanArtsdalen - My most proud moment was when I was a Maintenance Flight Commander and Munitions

Accountable Systems Officer for a forward deployed, geographically separated NATO strike unit in Europe. Our efforts to accomplish the mission, build partnerships with host nations, and take care of our Airmen paid off when we received the best Nuclear Surety Inspection results for the entire Major Command in over seven years. Having accomplished this feat as a Lieutenant provided me early leadership experience and technical knowledge that has carried me to later positions as a nuclear oversight inspector on behalf the Joint Staff, Maintenance Flight Commander for the DoD’s largest protection level one stockpile, and next as a logistics career broadening officer.

ER: As a recognized leader in your local LOA Chapter, what activities/events are you most proud of?

Capt VanArtsdalen - My most proud moment for our chapter was when we received the 2016 Col (Ret) James L. Hass Small Chapter of the Year Award. It was also special because we received the award with our chapter mentor, Ms. Patricia Knighten, daughter of Lt Gen Leo Marquez, in attendance. The award captured the incredible year our chapter had with over 17 events, guest speakers, and tours on and off base. We initially set out to have people recognize Kirtland as a true beacon for logistics excellence, and I believe we achieved that goal.

ER: What trips and tours do you plan on taking with LOA?

Capt VanArtsdalen - The chapter plans to continue reaching out to the many mission partners and wings at Kirtland AFB. As we continue to grow the chapter, we will look for opportunities to visit new logistics and acquisitions operations around the base. We also have a large private sector in Albuquerque that has expressed interest in partnering with our chapter for visits and fundraising. The future looks bright for the Marquez chapter.

ER: Do you have any shout-outs?

Capt VanArtsdalen - To my wife, two kids, and many mentors throughout my life. Also, to my father and late grandfather, who were my first role models. They allowed me to work in their aircraft fabrication shop as a young boy and inspired me to become a third-generation Air Force logistician.

FOCUS ON A CGO

Capt Robert Drumm, Logistics Career Broadening Officer

IN THEIR OWN WORDS…

There’s no doubt about it… logistics is a dynamic profession. If one thing remains constant though, it is the need to be flexible and adaptable. This is true at home and abroad. Leave it to the Company Grade Officer (along with many other valued service members) to face that challenge with gusto and get the job done right the first time. It is not always the loggie with the most years in service that is called to the job either. It is time to throw them a bone by putting them in the spotlight. Take for example…Capt Robert Drumm

Capt Drumm is from Bloomsburg, PA, and graduated from Penn State with a Bachelors of Science degree in Kinesiology, and commissioned through the Air Force Reserve Officer

Training Corps. He also holds a Masters of Science in Exercise Science & Health Promotions

California University of Pennsylvania. He began his journey in the Air Force at Minot AFB, ND as the Vehicles and Equipment OIC. He is married to his Husband Saber Crossland.

Capt Robert Drumm, center, with parents after completing his 4th Marine Corp Marathon

The ER asked Capt Drumm to share his thoughts on being a leader…in his own words.

ER:Whathasbeenyourproudestmoment?

Captain Drumm - I’ve had a lot of proud moments over the course of my career. My proudest moments are when I’ve watched the enlisted troops I’ve served with succeed. That could be anywhere from them earning an “Excellent” on a tech op/logistics move during a DNSI or spending 16 hours under the careful watch of NAF IG inspectors and still earn an “Outstanding” which propelled your entire section of 50+ technicians to earn “Professional Team”. There is no better feeling to me then when your troops succeed. We all rise together and we all fall together.

ER:Howdoyoukeepyourleadershipskills honed?

Captain Drumm - I occasionally will read a book on leadership skills but I think I learn the most from daily interactions with my enlisted troops. Listening far more than I speak and hearing what they have to say on their careers and experiences is

where I believe I learned the most about leadership and how to change leadership styles given certain situations. When I was a brand new Lieutenant, I had to mediate a no contact order between a troop and his spouse. Things

Capt Drumm with friends, whale watching off the coast of California

Capt Drumm with his family visiting the Grand Canyon

did not go as I had thought they would, but I was better prepared because my NCOIC and I had discussed the “what ifs” prior to the whole situation. No book would have taught me how to act or what to say and do, but spending time with my SNCOs who have been in situations similar to that in their careers helped me understand what the best reaction was given the situation.

ER:Whatleadershipskills/traitsaremostimportanttologisticsofficers?

Captain Drumm - One of the most important skills/traits that I think logistics officers need to have is how to understand their Airmen. Every troop that we work with has a story, from some walk of life that may or may not be similar to ours. They are motivated to accomplish the mission for different reasons. As logistics officers, understanding these stories and motivations allows us as leaders to understand our troops and all strive towards the common goal of mission accomplishment.

ER:Whatareyourpersonalaspirations?

Captain Drumm - Run a sub 3:05 marathon so I can qualify for the Boston Marathon just once in my life. Do the best I can every day at work and at home

ER:Doyouhaveanyshoutouts?

Captain Drumm - To all the 2M0s, 2W0s, 2W2s and 21Ms I’ve had the privilege to serve with and who have helped make me the officer I am today. I wouldn’t be where I am without the mentorship and education from all of them.

Capt Drumm with Saber Crossland at a friend’s wedding

A Marine’s Story

of Aircraft Woes and How Augmented and Virtual Technology Can Help

By: Andrew Dingee, United States Marine Corps Veteran

I’ve had the honor to fly AV-8B Harriers for the United States Marine Corps for over 27 years. Along with this tremendous responsibility, I have been awarded with countless extra vacation days stuck in glamorous locations such as Bagram, Afghanistan and Beaufort, South Carolina. These “unplanned vacations” impacted my training but more importantly the war fighting capability of our squadron, wing and ultimately the United States of America. It was February and North Carolina’s weather was cool and dreary which is not conducive to dog fighting. With great anticipation, our squadron was approved to deploy for aerial combat training above the Florida Keys where the weather would not hinder our ability to train. Personally, I was looking forward to flying in clear blue skies over calm blue waters of the Atlantic Ocean in order to test our air combat skills against the best of the best. It would take two flights for us to get to our destination. Our first leg was a low level flight into Beaufort, South Carolina for gas and then a mid-afternoon arrival to the warm, humid air of South Florida. Departure from Cherry Point was standard and we finished our low-level flight and were cruising at 300 miles per hour to Beaufort for a new bag of gas. As we entered the standard aircraft carrier break at 350 knots and 800 feet above the ground, my aircraft shuddered, followed by a warning and multiple caution lights. I eased out of my 4 G turn and started analyzing what was failing on my aircraft. Then, more caution lights illuminated. Tower called and advised me smoke was trailing from my aircraft. Then silence, no warning or caution tones or radio calls. The cockpit went from sensory overload to complete

silence. I had no idea what was wrong with the aircraft. To fly a wounded aircraft in this condition (unable to determine the source of the failure) is similar to leaving the doctor’s office without knowing why you are still sick. It’s an uneasy feeling to say the least. I conducted the emergency procedure for the last known warning light and decided it was time to quickly land the aircraft, so I turned sharply toward the center of the airport and elected to land vertically. I completed my radio calls in the blind and configured the aircraft for landing. I thoroughly scanned for other aircrafts as I approached my vertical landing site and landed. I shut down the aircraft immediately and emergency personnel pulled me from my aircraft and rushed me to a safe location. Just another day in the Corps.

After a few deep breaths, now the difficult part began - troubleshooting. It was time to call the squadron maintenance department and verbally relay my best guess at what needed to be fixed. Over my career, I have seen numerous aircraft failures while away from my home base: failed generator, stuck pressure valve, smoke in the cockpit, false engine fire light, hydraulic failure and an engine failure (not ideal in a single engine aircraft). Maintenance personnel rely on an absolute perfect verbal description of the failure, possible fixes and type of local maintenance support at the current location in order to expedite the recovery process and return the asset back into the air. Furthermore, maintenance will be conducted on an unfamiliar ramp, with tired maintenance folks and possibly without the proper tools. What could go wrong?

Once the maintenance personnel arrived in Beaufort, they removed the aft access panel (pilots are not trained to conduct maintenance on aircraft) and the issue was identified. I had suffered a fire on the main bus panel in the rear of the aircraft shorting out numerous, if not hundreds, of electrical circuits including the warning and caution lights and radios. This is a unique failure to the AV-8B and relying solely on verbal descriptions allowed for wrong parts and wrong personnel to be on the first rescue team – two days lost. With the next phone call, we ordered the

base to pack the entire kitchen sink and threw in a highly trained technical avionics specialist. Unfortunately, the avionics specialist was working in a tight, hot and difficult area of the aircraft known as the “hell hole.” He was unable to access manuals while working and climbed in and out constantly in order to follow the printed procedures. At times, he was forced to work solely off memory and failed to follow procedures. We needed more parts and more precious time was lost. New parts arrived, along with rested personnel and another attempt. The specialist received an email from Boeing with a detailed electric diagram, and he used his greasy fingers to trace line after line in attempts to find them in the “hell hole.” In all, a total of eight days passed to fix the aft main bus panel and return myself along with my iron steed safely to the sky. During these eight days, a U.S. strategic asset was frozen on the ground unable to perform its’ primary mission – project U.S. power. This was not a single event or unfamiliar to any Armed Service. On any given weekend, the U.S. military will have several aircrafts stuck on the road, worldwide, needing to be repaired and exposed to the same human errors as in my situation: poor communication, poor procedural discipline and an austere environment.

Aviation Maintenance Gets a Virtual Makeover with Optech4D

Now, fast forward to 2016 and my outcome would be entirely different based on the advancements of augmented reality (AR) utilized by the maintenance crews, thanks to solutions provided by companies like Optech4D. Using the latest in wearable computing, Optech4D creates cutting-edge visualization software that supports operations, maintenance and health and safety –allowing workers to “visualize what matters” in the field.

In fact, AR solutions would have drastically improved the outcome from all of my 27 years of “unplanned vacations.” Here’s the difference: to work in the aft “hell hole” of an AV-8B is comparable to working under the kitchen sink. But with AR deployed to the tip of the spear, the

avionics specialist would have climbed into the space to examine the main bus panel with his AR glasses on. What the specialist saw would be transmitted live to the squadron’s maintenance headquarters where more experts would gather around to view the live images. Then, they would help diagnose the cause of the failure and a plan would be formulated within minutes, all done with a multitude of seasoned experts visually seeing the same picture – no more verbal communication errors and a drastic increase in the knowledge bank for assessing and improved decision making. Furthermore, a sister squadron located in Yuma, Arizona and a Boeing expert would be added into the video conference - adding in-depth expertise and yet again decreasing down time.

Next, the specialist begins the removal and replacement of the main aft bus panel. Normally, manuals and diagrams are sitting on the ramp exposed to sun, rain, poor lighting or located in an office 100 feet away. All of these conditions set the specialist up for failure and skipping procedural steps, not on purpose but because he is human. But with Optech4D’s AR technology, the entire system of manuals and diagrams are within his periphery, all while he works hands free. He doesn’t need to leave the “hell hole” wasting precious time, exposing his work to distractions and interruptions. Optech4D’s AR solutions give him the ability to look to his right, speak verbal commands, and then have access to wire diagrams or play animations to further increase the efficiency of repairing the aircraft.

A 70 percent decrease in human errors has been measured by the introduction of AR for maintenance crews. If my maintenance teams would’ve fielded AR technology in the “hell hole” of my aircraft, I would have completed aerial combat training and the U.S. Marine Corps combat power would have been restored within three days versus eight days. Can you afford your assets to be grounded because a tool that brings remote expertise, live collaboration videos and hands free maintenance hasn’t been deployed to the tip of the spear? Can the taxpayers afford for us not to deploy this asset to reduce maintenance down time?

Driving theAdoptionofAR andVR TechnologiesintheIndustry

While many associate virtual and augmented reality with video games and 3D consumer experiences, the truth is that these solutions are well suited for air force logistics enterprise. That’s because the work requires advanced technical training, experience and competency to ensure safe and efficient operations. Optech4D’s suite of visualization solutions opens up a new world of timeand-cost saving maintenance, repair and overhaul possibilities for the industry. The time has come for military operations to capitalize on this opportunity, as these technologies are here to stay and will continue to help solve challenges service men and women face in the field every day.

About the Author

Andrew Dingee graduated from the University of Illinois and is a 27 year veteran of the US Marines where he flew AV8Bs. During his tours, he received over a dozen awards for outstanding recognition with regards to leadership and outstanding performance. In 1999, he was hired at United Airlines and held a variety of safety leadership positions. For his accomplishments, he was nominated for the Flight Safety Foundation Brownlow award. As an accident investigator and incident reporting expert, he implemented changes to procedures that increased safety and efficiency to the world’s largest airline. In 2010, he successfully implemented aviation style checklists and procedures into the oil and gas industry that reduced risk and increased efficiency - saving hundreds of millions of dollars.

About Optech4D

Optech4D is driving the adoption of Augmented and Virtual Reality technologies across operations, maintenance, and health and safety. The company combines cutting-edge visualization software with the latest in wearable computing, including Smart Glasses and devices. Its immersive solutions empower field technicians to visualize what matters, resulting in greater learning retention and operational efficiency. For more information, visit www.optech4d.com.

Advanced Sortie Production Course: Helping to Build Wing-level Sortie Production Experts

A Synopsis By: Air Combat Command Maintenance Management Division (ACC/A4M)

An F-15E airstrike destroys a target while observed from an RQ-4. A soldier is medically evacuated from the AOR on a C-17. An F-16 hooks up to a KC-10 somewhere over the Pacific Ocean. Supplies are delivered by a C-5 after a major disaster. What do all of these things have in common? Successful employment of airpower by highly trained and proficient aviators.

To that end, how well professional maintainers and logisticians produce sorties is foundational to the United States Air Force’s ability to reach out and achieve desired effects, anywhere around the globe and on a moment’s notice. But, successful sortie production is far from accidental, so how successful is our Air Force at producing the sorties required? One measure of success is the annual flying hour program. As background, a unit’s flying hour program is based upon a number of sorties and hours needed in order to train a squadron’s aviators in their various mission sets. This requirement is balanced against the maintenance organization’s ability to produce sorties and hours to achieve effective sorties. The headquarters then allocates hours to the units to meet those requirements. However, the Air Force doesn’t produce home station sorties for the sole purpose of executing a flying hour program. In reality it’s about producing combat-ready aviators.

During a recent FY16 Flying Hour Program Review, Mr. Tom Martin, ACC/A3 Flight Management Branch, reminded the assembled ACC A3 and A4 staffs: “At the very beginning of fiscal year 2016, the Combat Air Forces (CAF) had over $300 million worth of flying hours that were not distributed to wings because the wings could not produce sufficient sorties to use the hours. Instead of distributing all the hours at the

beginning of the year and forcing wings to turn in un-executable hours through the year, we thought it better to just not push out the hours.” Even with this advance withhold of hours, CAF wings returned an additional $138 million worth of flying hours to Headquarters, Air Combat Command because of underexecution. Although there are many factors which contribute to under-execution, such as a unit’s unplanned participation in an Overseas Contingency Operation, Operation Noble Eagle support, and more, a large portion of these additional un-executed hours were due to sorties not being produced. As the Air Combat Command Director of Logistics, Engineering, and Force Protection, Maj Gen (sel) Carl Buhler emphasizes “a strategic problem facing the logistics community is our inability to tactically execute the sortie production mission.”

So what is the impact on Air Force readiness and aviators who need those sorties to gain qualification, proficiency, and currency in order to fly real-world missions? As stated by Lt Gen Mark Kelly, “[t]he number one problem our Air Force has today is we can’t produce the lines needed to train our aviators…for today’s fight and tomorrow’s high-end fight.” Additionally, General Buhler witnessed firsthand the impact this is having on combat capability. During his travels throughout ACC, a few quotes General Buhler has heard from aviators include: “if I write it up I won’t get a jet”…”spare jets are the exception, not the rule”…and ”wow, we’re up to 55% Combat Mission Ready in a combat coded squadron.” With a view to assist wings to produce sorties, several Major Commands (MAJCOMs) conduct various assessments of their assigned wings. In ACC, these assessments are called Sortie Production Assessments (SPAs) and have repeatedly shown common negative trends which detract from mission execution. According to Col Dave Belz, Air Combat Command Associate Director of Logistics, "A culture exists where 'just getting by' is now the norm. Rather, we should do more to scrutinize our processes and personnel utilization to get the most out of what we do have."

As Air Force maintainers and logisticians, we take pride in executing the mission at the highest levels; however, there are some in our profession who believe the problem is “we don’t have

____ resources.” True, today Air Force maintainers are 95% manned, but efforts are in work to address accessions, while leaders at every level need to work to retain the talented maintainers we have. Additionally, we know we don’t have all of the parts we need, but there are so many things that can be done, such as teaching system theory/fundamentals, enhancing troubleshooting, focusing on the ‘consumption chain,’ and training our maintainers.

Moving forward, we need to analyze the effective and efficient utilization of assigned people, examine and fix our processes, and look for every available way to execute the mission with the resources we have. This is how we will meet the requirement our service expects and demands from us.

So you may ask, “Where do I start?” You can start by asking the following. Who do I define as a sortie producer? Are my sortie production personnel effectively utilized? Are my sortie production processes streamlined to ensure there is no wasted effort? Are my flying schedules built to maximize quality training for aviators or to just complete the flying hour program? Do my turn times afford the opportunity to fix aircraft prior to second-go?

Are my training days laser-focused on training that directly impacts my ability to produce sorties?

As for training, this is one area requiring immediate attention. In ACC alone, as of midOctober of 2016, there were over 959,000 open training tasks for sortie producers at the wing-level. Plus, with maintenance accessions forecasted to increase over the next few years, this training burden will continue to grow if not countered. In ACC, the Commander of Air Combat Command (COMACC) directed monthly training days for FY17. This will help train our logisticians, munitions experts, and maintainers, which leads to better troubleshooting. In turn, better troubleshooting leads to fewer parts consumed, higher aircraft availability, and higher mission capable rates…ensuring our aviators are combat mission ready and on the path to proficiency.

Another area to assist with sortie production is by analyzing the major SPA trends and take action to address each across your organization. In ACC, simply put, sortie production woes are

driven by a confluence of many process failures, such as: improper utilization of manpower (officer and enlisted), lack of senior maintenance leaders on swing shift, fractured processes between logistics readiness squadrons and maintenance squadrons, inefficient scheduling, insufficient maintenance training, supply chain process issues, and the lack of consumption chain discipline. These culprits can decrease morale, cause mission degradation, and, importantly, negatively impact a wing’s ability to produce effective sorties.

To that end, the reality is we produce unit level logistics readiness officers, munitions officers, and maintenance officers who understand and execute daily mission requirements to positively impact sortie production. To address this reality, ACC with the support of the Air Force Logistics Board recognized the need to overcome field-level sortie production problems with advanced tactical level training. The answer? The Advanced Sortie Production Course was created at the Advanced Maintenance and Munitions Officer School (AMMOS). AMMOS instructors, along with 95 subject matter experts (including ACC SPA team members) began course development. The subject matter experts’ diverse background and experience base spanned multiple MAJCOMs and Air Force Specialty Codes.

In order for this course to meet the requirement, a focused approach was needed to develop advanced lessons. While shaping the curriculum, the course development team relied heavily on the SPA findings of units producing sorties for a wide range of aircraft, from fighters to airlift to ISR, including Active Duty, Reserve, and Guard units. By capturing SPA trends and translating those into actionable lesson plans, ASPC graduates will be able to help their organizations increase sortie production.

Many of the subject matter experts were on-hand and participated in teaching lessons for the inaugural course which started on 13 September 2016. For the ASPC curriculum of 102 lessons, the majority address the levers of change…people, processes, and resources. Additionally, 80 of the 102

lessons are new or heavily modified from previous curriculum. The staff also worked closely with the A3 community during lesson development to capture the operations perspective throughout the curriculum. Team Nellis also helped with course development, execution, contracting, and base support areas.

ASPC graduates will return to their wings as the “go-to” problem solvers for all aspects of sortie production. “ASPC focuses on perfecting the skills and tactics that logistics leaders employ, whether at home station producing sorties to ensure units are prepared for the next fight, or while deployed to an austere location to fulfill their tasking,” said Maj. Andrew Glindmeyer, AMMOS Director of Operations. “It’s critical that we build a cadre of leaders at this level that are adept at effectively utilizing the resources we have to solve those challenges.”

“I have high expectations that ASPC will deliver highly educated, humble, credible and approachable officers back to their respective wings with an advanced set of techniques and procedures which will assist them in solving sortie production issues through effective analysis and application of people, processes and resources,” said Lt Col Joe DePorter, AMMOS Commandant. “I couldn’t be more proud of the exceptional instructors and support staff, who have put in a tremendous amount of time and effort for more than six months in making the new ASPC a reality.”

To emphasize “why we’re here” to students, General Buhler begins the course by spending the entire first day teaching the effective use of people, processes, and resources as the levers of change. He describes, in detail, the readiness issues facing the Air Force, plus provides background of the issues he’s seen during the SPAs. General Buhler’s commitment to making this a

People, Process, and Resource – the three Levers of Change to assist leaders in positively impacting the Common Goal of “Sortie Production.”

Modified from the AFSC Leadership Model

world-class course is further enhanced by extraordinary support from the Commander of Air Combat Command. Gen “Hawk” Carlisle personally visited the inaugural class and spent two hours with the students during which he explained “sortie production is just as important as our Air Force core functions as it underpins everything. It’s right up there with air superiority, space superiority, etc.”

Following Gen Buhler’s lessons, Dr. Gary Orren from Harvard University’s John F. Kennedy School of Government, provides a two-day seminar on negotiation and persuasion, giving students a practical skillset to bring back to their wing and further their effectiveness. Student feedback for this seminar has been extremely positive: “Hands down the best leadership seminar I’ve participated in during my 21+ years in the Air Force!”…“This is the single most important material for ANY future job or career. The presentation by Dr. Orren was exquisite and on-point!”

Other highlights of the newly developed lessons include: in-depth discussions on Ready Aircrew Program and Combat Mission Ready, managing maintenance manpower, the science of troubleshooting, CAF and MAF flying/maintenance scheduling, the flying hour program, supply chain networks, consumption chain processes, logistics information systems, and training programs.

To ensure the course maintains its advanced level, students also undertake four in-class exams, eight exercises applying advanced concepts, three off-sites, and a CAPSTONE event which culminates previous exercises and lessons into a week-long critical thinking exercise.

Testimonials from the initial class demonstrate just how important this course is for the logistics community at large: “When we heard General Buhler speak about the focus on sortie production, how sortie production should be our number one priority at the wing, and the ways to fix it, it was really refreshing.”…“The Advanced Sortie Production Course is shaping up to be one of the best educational experiences I’ve had in the Air Force. I’m grateful for this opportunity to learn amongst the top maintenance officers in our command and in the Air Force. I’m looking forward to returning home and applying these new tools in shaping and producing combat capability.”…“The new ASPC curriculum is filled with actionable TTPs geared towards sortie production

and has been as intense as I thought it would be. It’s week three and I already have 24 action items on my to-do list.”

Although ACC is the lead for course development, the course spans all sortie producers across all MAJCOMs and is designed for 21A/M/R Captains and Majors with up to 16 students per class. In fact, the inaugural class demographic of sixteen officers is made up of thirteen 21As, one 21R, and two 21Ms, from Air Combat Command, Air Mobility Command, and Air Force Global Strike Command.

There are no AFSC or MAJCOM quotas, and the selection board consists of colonels from the MAJCOM staffs with competing officers and is hosted by ACC/A4 who chairs the selection board. If you have questions regarding the course and the nomination process please contact Lt Col Aaron Buck at aaron.buck@us.af.mil for more information.

Becoming a Better Trained Airman through Harvard Business School’s HBX CORe Program

By: Lt Col Laura Ramos

At the 2015 Logistics Officers Association Symposium, Lieutenant General John B. Cooper introduced core LOGTRUTHS or six loggie-mantras of what he cites as the most important logistics lessons Airmen have learned over 70+ years of American airpower. The third

LOGTRUTH is, “A better trained Airman is a more capable Airman.” In the Summer 2016 edition of the ER, Lt Gen Cooper wrote about what the Air Force logistics community recently initiated or needs to continue to do in order to strengthen the education, training, and experience of our Airmen and make them more adaptive learners, “I always tell my fellow Airmen that we never stop learning and I always look for opportunities to broaden my skills and strengthen my knowledge in order to become a more effective leader. In the course of seeking new ways to grow and expand my proficiencies, I came upon Harvard Business School’s (HBS) HBX Credential of Readiness (CORe) course. I applied and was accepted into the January 2016 cohort, completed the course three months later, and strongly recommend it to anyone interested in broadening and sharpening their logistics expertise, as well as for those who want to buildup their management and leadership skills.”

I came across CORe through a search of online certification courses. I applied for the program with no thought in mind on how it would help me as an Air Force Logistics Readiness Officer. Rather, I did it as a personal challenge and because I was curious. Also, from a professional standpoint, I saw it as an opportunity to expand my network and believed it would help me strengthen my resume.

While enrolled in the program, I realized that I could have easily related many of the concepts and business lessons I learned through CORe to my previous work as a squadron commander, staff officer and Air Logistics Center program manager. If I had been armed with the information I acquired through this program, I would have been much more prepared to fine-tune the various programs and projects I was assigned to lead; and also be in better position to explain and advocate to the Airmen why we are implementing certain processes or actions.

CORe is an online program created, designed and taught by the faculty at HBS. Launched in 2014, it was initially developed as a pre-MBA program for incoming HBS students and eventually offered to anyone who never formally studied business but wants to prepare for a business career or enroll in a business school. In essence, CORe is the school’s “primer on the fundamentals of business thinking. It's designed to introduce you to the language of business, which is really just another way of saying that it begins with the assumption that the concept of ‘business’ may be as unfamiliar to you as a foreign tongue.” Within the online program, CORe is divided into three

courses: Business Analytics, Economics for Managers, and Financial Accounting. Some of the fundamentals you will learn from CORe are: how to create and analyze financial statements; how to gather, interpret and make data-driven decisions; how to determine pricing strategies; learn the basics for developing a competitive strategy; and how to foresee and adapt to competition and change.

CORe is offered with multiple durations of study, from 8 to 18 weeks, and a cohort size ranging from 300 to 600 people from all over the world. The course modules are taught based on the HBS case study method, which is centered on three elements: “engaging in real-world problem solving, beginning with actual problems managers face rather than theory; active learning, in which a student is not given the chance to doze off as a lecturer drones on; and social learning, which allows students to learn from each other.

The case studies are presented in three-to five-minute videos, featuring small local business owners, as well as various leaders and executives from the private and public sector, such as the American Red Cross and Walt Disney Studios. After each video clip, students are expected to engage in discussions. There are also portions of the course where students need to answer multiple choice questions, create spreadsheets and graphs, and sometimes participate in a cold call, during which randomly selected students are given two minutes or less to respond to a question generated

Photo of a Harvard Business School (HBS) Classroom. The attendees of HBS Connext were divided into different case study groups and a member of the HBS faculty led us through a case study lesson. [Source: Lt Col Ramos]

by the video clip or the course content. In addition to engaging with your peers in the case studies, you are also assigned a weekly assignment that normally involves submitting an example of a business or news article relating to a discussion topic. Additionally, students must also complete a weekly module quiz before moving on to the next concept. In order to complete the course and earn the HBX CORe certificate, students need to complete the required course work and take a three-hour final exam at a local test center. A final grade of pass, honors, or high honors is determined by the amount of student participation in the discussions combined with module quiz grades and the final exam score.

At the time I enrolled, tuition was $1,800. It is now $1,950; however, HBS reduces the price to $700 for military members. There is no need to purchase or download books or additional material. Additionally, you are not expected or required to do any prerequisite work or reading. Everything is learned and obtained through the course lessons. Nevertheless, be prepared to commit many hours and to manage your time efficiently.

CORe is for serious and committed students, who are expected to be active learners, thinking through and solving real-world problems. There are deadlines for completing the quizzes, homework assignment, and the module lessons. Normally, you are given at least one week to complete each lesson; and you cannot skip or move on without completing the quiz. Some lessons are shorter or longer than others. Be prepared to dedicate anywhere from 10-20 hours per week. The final exam is three hours long and there are no scheduled breaks. Divided into three blocks, you simply go from one portion of the test to the next. After completing this rigorous program, my mind was exhausted. However, I attest that applying for the program, paying the $700 tuition cost, and dedicating the time to complete CORe was well worth it.

The layout of the CORe website is well designed and easy to navigate. The length of the case study and professor lecture videos are long enough to provide you with useful information and

insight, but not too long to lose the student’s attention. Also, the professors and the designers of the program have done a superb job in presenting the material in a simple manner and successfully managed to make the lessons non- intimidating for someone with a non-business background.

hbx-core-is-worth-it-2015-7.

I spoke to a couple of students in the program who had or are pursuing undergraduate or graduate business degrees and all said the concepts and information presented in CORe where by far much easier to understand than what was taught to them in their classes. Those with a non-business background, currently working in various corporations, have collectively said that the presentations they now see at work involving financial, marketing or strategic business plans are easier to

Screenshot of a CORe case study video. The topic was on the launch of the Kindle and how Penguin Random House found ways to stay competitive against e-books. Source: Feloni Richard, “Penguin Random House executives explain how they survived the rise of the e-book.” 2015. Retrieved September 26, 2016, from http://www.businessinsider.com/harvard-business-schools-

understand and having business knowledge allows them to take part in more meaningful and thoughtful discussions.

Currently, I work at the State Department and oversee the assignment and exchange of military personnel to this organization. The other day, my office deputy director gave me the following task:

1,) collect and anlayze data on the various military billets by surveying the military personnel who occupy these positions, as well as from the bureaus they are assigned to; 2.) perform a conjoint analysis and create a quality matrix;

3.) develop decisions points based on the results; and

4.) offer proposals to our State and DoD leaders on how we can better align the exchange program with the strategic objectives of both departments, as well as ensure we develop a quality program that helps strenthen the interagency relationship and fosters a robust and rewarding tour for the military officers. If she had asked me to do this prior to me completing CORe, I would not have been able to decipher what she had just said. However, because this was covered in the CORe material, the task to me was not as daunting as it sounded.

Moreover, I echo the sentiments of every other student who has written about CORe. The things that make this program most worthwhile are the people in the course, the high level of collaboration, and student engagement. Through various outlets and forums, the Secretary of the Air Force, Deborah Lee James, constantly promotes the need for greater diversity and inclusion in the Air Force and emphasized that, “diversity of background, experience, demographic, perspective, thought and even organization are essential to our ultimate success in an increasingly competitive and dynamic global environment.” CORe promotes and fosters this environment and corroborates Ms. James’ vision of success.

The cohorts are composed of students from all over the world, representing different age groups, races, ethnicities, education and career paths. There was a set of commonalities that united us, a desire to work hard, learn and succeed. In the class discussions, there was constant

engagement. People were freely sharing their thoughts and ideas. What impressed me the most about my peers was the fact that a majority have distinguished backgrounds; and yet, everyone carried themselves with great humility and always showed a huge amount of respect towards one another. People were always willing to step-in to provide clarity to any of the material without being condescending; and when someone was struggling in the course or with the material, words of encouragement and support were constantly shared.

CORe Demographic Infograph showing where the different students are from. Source: HBX Blog, “HBX CORe – It’s a Small World After All.” 2015. Retrieved September 26, 2016 from http://www.hbxblog.com/hbx-core-its-a-small-worldafter-all

The CORe staff and the students extended the opportunity to communicate and keep intouch by creating dedicated Facebook and LinkedIn groups; and we continue to communicate through these forums. Nowadays, there is less discussion about CORe. Today, it is not uncommon to find former students seeking advise or a critique of their business initiatives and program developments or see a request to test an app or website that their own startup or business created.

As a way to bring all of the CORe students together, HBS organized HBX Connext this past

May and invited everyone to Harvard University. We were afforded the opportunity to meet and network with students from different cohorts and we were told of the latest developments in store for Harvard’s online learning programs. The faculty divided the students and put together sessions to see what it is like to sit in a HBS class and to take part in a case study discussion. My class was assigned the New York Times Paywall; and asked to evaluate its design and success, as well as formulate stategic lessons that a leader in any organization can draw upon when confronted with digital change. We also had the opportunity to tour the campus, learn more about applying to the MBA program, and even had HBS career coaches review our resumes.

To reitorate, HBX CORe is an outstanding program and worth the investment. Not only does it help increase your knowledge, it also expands your opportunities. CORe is not equal to or replaces an MBA. However, having the CORe certificate, a pre-MBA equivalent of an HBS executive certificate, from one of the top and most selective universities in the world certainly has its appeal. Since completing the course, my network has significantly expanded across a broad array of industries and organizations. Aside from having contacts in the Air Force and the defense industry, I am now connected to people in the sports and entertainment industry; information technology and computer industry; biotechnology firms; human resources companies; various government department and agencies; and academia.

HBS representatives will tell you that the CORe certificate will not automatically get you hired. However, graduates of the program who were in the midst of a job search found that having it on their resume generated interest from prospective companies, resulted in more requests for job interviews, and noted that it helped serve as a conversation starter. Moreover, during one of the Connext sessions with business executives, members of the panel shared their thoughts when they saw CORe on someone’s resume. Taken from a CORe graduate’s summarized notes from the session, the speakers said they think of the following:

1. Desire. Hunger. Self-motivation. Bias to invest in oneself.

2. Lead and win potential.

Connext X Case Study class photo. Attendees came from all over the world: Norway, Australia, Japan, and different parts of the US, representing various career fields. In our class, we had a pastor, information technology, academia, and a member from the news media.

3. Talent in plain sight.

4. Risk takers because they had the confidence in an organization’s newly founded program and confidence in themselves to complete the program.

5. Real results. Hard work. Not superficial.

6. Aspiration.

You are probably wondering how CORe will help make you a better Air Force logistician. From a practical standpoint, logistics is a subset of business. While we differ from commercial industries in the fact that we do not operate for profit, we do share the same mindset of continuously seeking ways to improve operational performance and minimizing costs in order to maintain a competitive edge. We are constantly looking for ways to streamline the supply chain, improve management of our resources, and maintain inventory accountability, while decreasing overhead costs and saving taxpayer dollars.

Among other things, CORe will teach you accounting skills to help you monitor inventory and transportation costs, how to determine when to purchase or get rid of equipment, and make you more adept at identifying where an organization is efficient or wasteful in managing assets and resources. It will show you different ways to collect and analyze data points, like the supply chain data your unit sends to your MAJCOM, and teach you different methods to compile and develop information that can be transformed into an effective strategic course of action. You will learn the fundamentals of competition and pricing decisions; and basically put yourself in the mindset of a government contractor. Furthermore, by knowing the language of business, you are in a better position to scrutinize contract proposals, be more proficient at monitoring the support and services delivered by outside sources, and be more savvy in instituting and managing efficient logistics processes. Most importantly, the CORe professors and the case studies will teach you different ways to approach challenges or successfully develop and implement new ideas or solve problems by being aware of bias, change, competition and the environment surrounding your decisions, while being mindful of the impact of the plans you set in motion for your organization.

The CORe program taught me new skills and added a new approach to my problem solving techniques. I have become more versatile in finding ways to effectively do my work and learned new ways to focus my strategic vision. CORe has absolutely benefitted me. I am certain it will do the same for you and encourage you to apply to this Harvard University program.

About the Author:

Lieutenant Colonel Laura Ramos serves as Chief of the State-Defense Integration Division at the U.S. Department of State in Washington DC. She is primarily responsible for supporting the Department of State’s Senior Military Representative and directing the Strategic Engagement Branch and the State-Defense Exchange Branch within the International Security Operations office. Prior to assuming her duties at the State Department, Lt Col Ramos did back-to-back squadron commander tours first at Diego Garcia and followed by an assignment as the 23 Logistics Readiness Squadron Commander at Moody Air Force Base, GA.

Lessons Learned During “Lieutenantship”

By: Capt Jason Castleberry

Commissioning sources don’t prepare you for leadership, nor do they prepare you to deal with people. It doesn’t matter what path you took to your commissioning day because you only received part of the story… the basics. Commissioning sources establish the foundation upon which your leadership style is built. There are many facets of leadership. Most, if not all, have been talked or written about ad nauseam. Your commissioning source focused on the principles of leadership, followership and professionalism. We take classes on leadership, and we host lectures or professional development sessions on leadership. Many military leaders even go on after retirement to talk to large audiences on how to best lead people based on their career experiences. Leadership is one of the most important jobs we have to do as officers, and yet, in my opinion, we do a mediocre job at preparing new officers to lead. While this article is not an all-inclusive how-to manual on leadership, it will hopefully provide some insight into the world of leading people from the ground level.

Now, please don’t misunderstand my intentions in the previous statements. This is not to downgrade your education, your intelligence, nor your commissioning source. There is simply a limited amount of time and only so much one can learn in a classroom. True leadership is a lesson that must be learned through experience, making mistakes, and learning from them. Your commissioning source established the groundwork, and now it’s time to lead.

True leadership is a lesson that must be learned through experience, making mistakes, and learning from them.

This narrative is targeted specifically at Lieutenants to provide some guidance and reassurance from someone who recently experienced it. If you are a new Lieutenant, then welcome! You may have been thrown into a leadership role from your first day on active duty and you may be tallying up all the things that you weren’t taught about leadership. This article is for you. If you are an experienced officer of any grade, I hope you are able to garner a few pieces of information you might not have considered regarding leadership. At the very least, I hope that it rekindles your desire to lead and continue to improve yourself and your unit. I am by no means an expert on leadership; however, my passion to lead drives me to share what has worked for me.

Unlike our brethren in rated career fields, most logistics officers are expected to lead large amounts of Airmen from Day 1. Most of us are charged with immense responsibility starting on our first day in our first unit at our first assignment. No one tells you what to expect on your first day in the Air Force. Some may go straight into technical school while others report directly to their units. Regardless of your situation, one thing ties all of us together: we are all leaders. By the nature of our commission we are looked at to lead.

# 1 Don’t Be Afraid of Failure

All of us have heard the advice that we should look to our senior enlisted leaders for guidance and to ask questions of them to learn the job. While this is great advice, I think it to be incomplete. Often new officers know they should ask questions, but we just don’t know the right questions to ask. This could be for fear of asking a stupid question, not wanting to sound unintelligent, or just not knowing the right questions.

Be curious and ask questions anyway. Asking any question opens up the lines of communication and might lead to something more. While it may not be “the right question,” it opens up a dialogue that will lead to knowledge. Ask lots of questions, write down answers, and ultimately don’t be afraid to make mistakes. You will make lots of mistakes as a new leader. The

good news is that being a Lieutenant is the time to make mistakes, because people will just think “silly Lieutenants.” No one ever says “silly Majors,” so take advantage of this allowance while you can. It won’t last forever. Thomas Edison, in his search to create the lightbulb said, “I have not failed. I’ve just found 10,000 ways that won’t work.” The biggest mistake you can make as a new officer is to do nothing because you are afraid of failure. Make your mistakes, learn from them, then laugh it off and move along.

# 2 Be A Professional

“Lieutenantship” is a four-year-test in professionalism. You are not a maintenance officer, or a munitions officer, or a logistics officer. You made it through your commissioning source, and you are now in the profession of arms… you are a professional. You have chosen to serve your country. I once heard a leader explain that “how you do something is how you do everything,” and this always stuck with me. It’s a simple nugget of wisdom, and yet it truly is profound. If you put forth one shoddy product, carelessly complete one task, or complete one substandard inspection, this may be an indication of the level of work you are willing to accept of yourself. You do not want to be known as “that” Lieutenant. There is a reason the Air Force subscribes to “excellence in all we do,” and you should always pledge your best.

Notice that I said your best. This can be difficult in a unit where there are lots of Lieutenants and everyone is vying to be CGO of the Quarter or striving for the best additional duties. Compete with yourself and no one else. There are plenty of people who will rank you against your peers, but you do not have to be one of them. I have worked with plenty of officers who only believe their work is good enough if it is better than

Be seen. No one will follow a leader who hides in the back. This applies to everything from sitting in the back of the room at a promotion ceremony to being in the back of a formation run. Leaders lead from the front.

The biggest mistake you can make as a new officer is to do nothing because you are afraid of failure.

everyone else. This type of work ethic does nothing to help anyone out, nor does it allow for an organization to grow with new ideas. Set your own standards and work to exceed them. You can only be expected to do your best, so work toward that end. There is nothing to be gained from stepping over your peers. In nine years I’ve yet to meet a commander who is impressed with a Lieutenant who stepped on the heads of others to succeed. You are all peers and should respect each other and learn from one another.

Even as a Lieutenant, people are going to be looking to you for leadership, and all of them are going to be evaluating you on how well you perform. Be seen. No one will follow a leader who hides in the back. This applies to everything from sitting in the back of the room at a promotion ceremony to being in the back of a formation run. Leaders lead from the front. Many young Lieutenants think that they can skate by unseen and go unmissed; this is not the case. Never underestimate the power of your presence. Just being on the shop floor, or in the warehouse, or on the flightline sends a message. It shows you care, you are interested, and you are engaged in the mission and the people that make it happen.

That said, this can be a double-edged sword though. As a leader you are always in transmit, especially as a Lieutenant. You should always be thinking about the message that you want people to receive and compare that to what message you are transmitting. Is your hair pushing the boundaries of the Dress and Appearance standard? Are your sleeves pushed up in your ABUs? Are you always leaving work early without completing your tasks? If so, the message you are transmitting is that you don’t care, even though that may not be your intent. As you never know what impression you may or may not be making, always strive to make it a good one.

…there is no need to worry about the mission when you take care of the people

# 3 People First

If you take nothing else from this article, remember this saying: “People first; mission

always.” It sounds simple, but in my humble opinion this is the crux of officership. Now, you will have plenty of leaders who will make the case for “Mission first; people always,” and despite their best efforts I will always disagree. People are the foundation of the profession of arms, and without them our service would be nothing more than piles of equipment. Your biggest challenge as a leader will be to care for your people. Through deaths, births, divorce, and even danger, you have to be there to show them that you genuinely care about them and their families.

If you ask any General Officer what keeps them up at night, most will tell you that it is the Airmen under their command. In my few years of leading Airmen, I would have to agree. I have found there is no need to worry about the mission when you take care of the people. When the people don’t have to worry about their family’s medical care, their bills, or their health, then they can come to work with a clear mind and focus solely on moving the mission forward. For over nine years I’ve found this to be true every time.

As I said before, this is the most difficult part of the job to accomplish effectively; however, it is also the most rewarding. Done properly, this is what a former boss of mine called “intrusive leadership.” He said that to lead anyone you have to get “all up in their business and figure out what makes them tick.” Intrusive leadership is about knowing your people, what they do, and their challenges. “Every Airman has a story,” said former Air Force Chief of Staff General Mark A. Welsh, III. Knowing these things will help you learn how you can better serve them as their leader, which is the crux of servant leadership. Take the time to ask questions and learn what motivates your Airmen. It will pay huge dividends in your ability to lead them.

Intrusive leadership is best accomplished through what one of my former wing commanders referred to as “flesh-to-flesh leadership.” In his loud, thundering voice he would say, “You have to lead ferociously!” What he tried to instill in all his leaders was the willingness and drive to get involved in the lives of our Airmen. Get out, shake hands, and meet the people who work with you.

You cannot truly know people and take care of them if you are always behind the desk. Your first four years in the military should not be spent sitting behind a desk. You should be out there and getting your hands dirty. Ask your people what you can do to help, and then get in there and learn it. It’s the only way you will truly know what they do on a daily basis, and it will give you a greater appreciation for what they do. Our Airmen appreciate engaged leaders who care about what they do. They will be proud to show you.

As the Vehicle Maintenance Flight Commander, I walked out onto the shop floor one morning in coveralls and approached a group of my Airmen and said, “I’m ready to work. What are we working on? Give me something to do.” I was warily met by one of my Airmen who looked quite stunned to see me there. He then happily obliged and proceeded with a twenty minute briefing on what they were working on and what they were about to do. About half way through his impromptu presentation I realized that he wasn’t going to let me do any work. They weren’t going to let me touch anything. It took one of my SNCOs coming over to say, “The LT is going to change these rotors. Tell him what to do and don’t touch anything while he does it. Put him to work.” This may be what it takes for you to get your hands dirty sometimes, but doing the work is required to learn the job. Life as a Lieutenant is hectic, and most of the time you are likely to be scrambling around to learn the job. Regardless, this is no excuse for not knowing your Airmen and showing them that you care.

“The LT is going to change these rotors. Tell him what to do and don’t touch anything while he does it. Put him to work.” This may be what it takes for you to get your hands dirty sometimes, but doing the work is required to learn the job.

A word of caution when you’re with your Airmen: be genuine. Asking someone how his or her day is going then not actually caring about their answer impedes your ability to lead. Really mean it and look them in the eye when asking your Airmen how they are doing. When you show genuine care for others, they will reciprocate. By truly engaging in conversation with your Airmen,

you will be amazed at what you can learn from them. Listen to them. They know how to improve their jobs, and they know how to make what they do more efficient. They will identify problems and most often already have viable solutions, leaving you to just implement them.

Undoubtedly, no matter the level of your involvement with your Airmen, you will have those that screw up, make bad decisions, or make a good decision in the moment that turns out to have been a bad one looking back. In these situations where your Airmen need protecting, remember this: “he who defends everything defends nothing.” This was originally quoted to define a military strategy; however, I have most recently noted that it applies to leadership as well. You will be called on (or be morally obligated) to defend your Airmen when they make a mistake or a bad decision and you should be armed with the correct response. Be careful of who and what you fall on your sword for. There are people and situations that are very much worth fighting for and defending until the very end. Sometimes you might be the only hope for their defense. However, if you defend every situation and every person even though they may be wrong, you will quickly lose your influence to defend others. Pick and choose these battles carefully.

Lastly, hang around the smoke pit even if you don’t smoke. I know this seems like an unusual piece of advice, especially when talking about taking care of people. Why would I encourage hanging around smokers in today’s health conscious Air Force? The smoke pit is filled with more than just smokers; it’s filled with ideas. Airmen gather at the smoke pit, and often enact a gripe session regarding a policy, a process, a person, or even you. While the candor may change when you’re around, some of the best ideas I’ve seen or heard have come out of these gripe sessions. There is nothing wrong with taking 15 minutes to decompress about a situation, but to make it really productive you must take that griping and turn it into action. Again, listen to the Airmen when it comes to doing the job more efficiently,

Again, listen to the Airmen when it comes to doing the job more efficiently, cheaper and faster. They most often have the answers, but need you to implement those ideas.

cheaper and faster. They most often have the answers, but need you to implement those ideas.

Colin Powell said, “The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.” Leadership is a full contact sport. Some days will be filled with wins, while others are filled with losses. Some days you come home looking nicely pressed from an easy day, and others you come home dirty and worn down from the messy job of leading people. Personnel issues will wear on you; however, helping just one Airman every day will be the most rewarding part of your job as an officer. This commitment to failure, being a professional, and taking care of your people are not the only sure-fire ways to succeed in leadership, but they worked for me.

About the Author:

Capt Jason Castleberry is an Instructor of Political Science at the USAF Academy, Colorado Springs, where he teaches classes on American Government, Politics and National Security. His experience includes time assigned at an Aerial Port Squadron, a Logistics Readiness Squadron, the Numbered Air Force staff, and a Major Command staff. Prior to assuming his current position, he served as Executive Officer to the Commander, 521st Air Mobility Operations Wing, Ramstein AB.

Utilizing a Single Transportation Management and Tracking System Enterprise Wide

By: Maj Christopher Dupuis

THESIS: Implementing a single DoD distribution information system using Radio Frequency Identification (RFID) will greatly improve visibility to the customer, shipper and Warfighter and thus produce greater combat capability by streamlining the logistics information systems of all services.

INTRODUCTION: The framework established by the Joint Staff in 2012 in the Capstone Concept for Joint Operations: Joint Force 2020 to the Joint Concept for Logistics in 2015, promoted interoperability and synchronization of the global distribution network as a key to developing, implementing and executing Joint Logistics Enterprise (JLEnt) capabilities.

The key to success is, “Interoperability between units from different Services, other Agencies, and with our coalition/multi-national partners to the extent that is possible.

Interoperability itself is a function of some level of standardization of technologies, equipment, and procedures.”

Little progress has been made in the logistics distribution network throughout the Department of Defense (DoD) to provide interoperability and synergy to better foster Global Integrated Operations (GIO). Current distribution systems utilized within the Air Force (AF) and

DoD lack the ability to achieve modularity, interoperability, synergy, and a successful JLEnt while meeting the capability of Global Integrated Logistics.

While assigned to United Parcel Service (UPS) [with the AF Education with Industry (EWI) Program], I observed end-to-end product management and distribution in a single distribution Automated Information System (AIS). Based on my 11 years of experience in the Air Force, this system is a best practice that we can garner some lessons learned. The move to streamline the distribution system must not only occur within the AF but across the DoD. There is no set formula to quantify the success of moving to one system for end-to-end management and tracking; however, the problems of efficiently and effectively tracking supplies end-to-end in the military distribution system have not changed since the early 1990s during Operations Desert Shield and Desert Storm. DoD still uses multiple and difference systems across all services that make tracking and shipping supplies to the Warfighter difficult, fragmented, cumbersome and inefficient.

I contend the lessons and benefits gained through the use of a single system would streamline the JLEnt and allow for the interoperability needed for GIO. To demonstrate the current complexity of the joint distribution network, scenarios are provided to provide qualitative facts on the problem.

DoD SCENARIO: The following scenario describes an unresolved (AO June 2015) distribution system problem from Operation Inherent Resolve (OIR). During that operation, numerous distribution AISs were utilized, but with very limited abilities for the systems to intercommunicate. This made it impossible to provide accurate and updated data with regards to

managing and tracking cargo associated with aircraft sustainment parts and supplies integral to the Warfighter. Muwaffaq Salti Air Base (MSAB) was the hub for quick fighter support into Iraq for OIR. The Air Expeditionary Group (AEG) was 12 fighters strong when all jets were Fully Mission Capable. Due to many factors (operation tempo, weather conditions, aircraft Maintenance, Logistics Readiness Squadron practices, and a dysfunctional DoD distribution chain) having 9 operational fighters was a challenge for the AEG. When a plane was down for maintenance and parts, parts would be ordered to bring the aircraft back up. The following depicts the actual distribution process when parts were ordered. These steps varied based on the shipping origin and if it was shipped via military airlift or commercial carrier to the area of responsibility. Cargo ordered for MSAB was transiting Kuwait which is the scenario described below. Additionally, MSAB is an example but this process was occurring regardless of customer and cargo. Key challenges existed at each touch point; however the highlighted areas indicate where the majority of the challenges occurred.

These steps varied based on the shipping origin and if it was shipped via military airlift or commercial carrier to the area of responsibility.

Distribution Process

The following six points were the key challenges that the AOR encountered at each touch point in the process. All data was retained in the Combined Air Operations Center A4 Directorate, therefore actual numbers used are not available for this report.

• Cargo Movement Operations System (CMOS) provides updates throughout the process to ES-S but has a lag time

• Input errors from personnel at each touch point starting with the shipment origin

• Tracking was accomplished by paper placards on cargo resulting in mislabeled cargo and delayed shipments

• Transportation Control Numbers (TCNs) changed and the customer would not be notified nor system updated, ultimately affecting tracking. (Note: Cargo processing from CMOS should not change TCNs but it was occurring on less than 5% of shipments that Air Force Central Command Forces were tracking)

• Aggregated cargo would have a new parent TCN assigned. Each individual item retains its original TCN however once the items aggregated they moved on a parent TCN.

Proper documentation in GATES would not occur losing visibility of individual TCNs on that pallet. (Note: This occurred on ~25% of shipments that were being tracked by Air Force Central Command Forces)

• Commercial Shipments had one tracking number allowing tracking up until the delivery to the military then ITV would be lost due to one of the above 5 items or poor ordering practices by the organization ordering the supplies.

This scenario is simplified with the overall process becoming more convoluted with AF units assigned to the Army ordering supplies or cargo having to transient an Army Central Receiving and Shipping Point (CRSP). In a CRSP, cargo is consolidated and assigned a different TCN. The CRSP also utilizes a different method of managing and tracking, often on an Excel spreadsheet. This translates back to a lack of visibility where AF cargo appears to be lost in the distribution system. Within the scenario above, bullets 6,7,10, and 11 are steps where tracking and visibility were constantly affected and degraded. Each touch point where a new TCN was provided or information was entered into a different AIS are areas that could be improved to

provide better distribution tracking and management. Integrated RFID with a single DoD AIS would solve this issue eliminating data transfer and human interface issues.

Many IT systems are utilized to input, manage and track movement of cargo by transportation and supply experts require significant man hours to manage them. Integrated Data Environment/Global Transportation Network Convergence (IGC) is the single system for tracking but it does not eliminate the management of cargo with the other systems. Time could be better utilized if input, management and tracking of logistics movements were simplified. These inefficiencies can be resolved through a single system which incorporates non- service specific RFID technology. Even with a nonservice specific RFID technology, service members will still have multiple commercial carrier tracking systems unless an AIS was

Time could be better utilized if input, management and tracking of logistics movements were simplified. These inefficiencies can be resolved through a single system which incorporates nonservice specific RFID technology.

developed to pull data from those multiple sources. On average, Subject Matter Experts (SMEs) use five or more systems to track cargo out of the dozen systems they end up having to learn to meet Warfighter demands. Each queue in the distribution chain resulted in bottlenecks at transition points and possible TCN changes resulting in extended overall time it took for the customer to receive supplies and a loss of In-transit Visibility (ITV). To make problems worse, when issues or delays occurred, the commander would request parts to be ordered again. These actions impacted the transportation network, effecting stock levels, costing the tax payer additional dollars for a part not required, excess transportation costs, slowing deliveries, and adding effort where the work was not value added.

UPS SCS SCENARIO: United Parcel Service Supply Chain Solutions (UPS SCS) utilizes a single modular system for cargo. Cargo is managed end-to-end in the EMCON 2000 (E2K)

system. It is modular and based by function, but directly ties together enabling users to consistently see the same information as well as have the most up-to-date data. This system is not only utilized for tracking purposes, but also for billing, quoting, routing, planning, and many more functions. The flow of cargo movement follows the distribution process below.

UPS SCS Shipment Process Step Step AIS

1 Customer Contacts SCS for Quote E2K

2 UPS SCS Provides Quote E2K

3 Customer request cargo to be moved E2K

4 UPS SCS process shipment and provides Master Airway Bill E2K

5 UPS SCS generates a pick up if cargo is not dropped off at a Gateway E2K

6 UPS SCS Gateway updates cargo information prior to shipment E2K

7 Customer payment information updated and processed E2K

8 All movements, stops, transitions enroute are updated real time E2K

9 UPS SCS destination Gateway receives cargo and processes E2K

10 UPS SCS Gateway provides cargo status (customers or other issues) E2K

11 UPS SCS delivers to the customer E2K

12 Documentation and reconciliation completed following final delivery E2K

The UPS system requires no special customer skills. Any customer can figure out where their cargo or package is even if they are untrained through the online UPS website. Within the DoD, you have to be a trained expert to track packages and cargo, but even a trained individual still has difficulties. At UPS the entire process is tracked and managed in one system. Regardless of what business group an employee works under in UPS SCS, E2K is the system utilized for cargo operations. The utilization of one system not only provides synergy through the organization, but also allows maximizes economy of scale.

Like most supply chain and distribution companies, UPS SCS utilizes laser barcoded technology for tracking. UPS SCS did not invest in RFID when it was first developed because the price tag for cost per unit was too high. Due to the investment already made with barcoding,

they did not choose to move to RFID. The UPS network is automated allowing for multiple simultaneous quick scans throughout the process updating E2K with current information.

Commanders demand up-to-date information for supply and cargo affecting the Warfighter. With multiple systems, bad data, and convoluted distribution networks, Warfighters on the ground in need of combat capability to execute the mission and survive are adversely affected. RFID technology with the utilization of a single modular AIS will help solve the problem. The scenario demonstrated some of the multiple IT Systems utilized. The systems below are utilized to provide information for tracking. Most will be pulled into IGC for tracking however, the IGC is for tracking. This does not eliminate the use of multiple systems. The scenario above was based on minimal systems being utilized. As our Airmen work in the Joint world their process becomes more convoluted and more systems are utilized. This is just a snapshot of what systems can be utilized to track and find requirements:

As one may notice , they are not all AF but Joint and Army AISs. Our Airmen live and execute the mission in a joint environment. The days where an Airmen will only see an AF process or AIS are over. In a contingency environment cargo often flows through Army organizations, even when the AF unit falls directly under an AF structure. To meet the demands of Combatant Commanders, Airmen are learning, operating or having to work with personnel on these multiple systems. Imagine if there was one system, and if Economy of Force, or the British Principles of War, Concentration of Force and Economy of Effort, were put into practice for end-

to-end distribution. These practices would lead to increased efficiency and effectiveness across the armed services network. LTG Gus Pagonis, the logistics lead for Operation Desert Shield/Storm, wrote in his book Moving Mountains, “Good Logistics is Combat Power.”

Following Operation Desert Shield/Storm, the DoD decided it needed a better system to track shipments. The Global Transportation Network (GTN) was established, but by 2010, the system was reaching 5 million inquiries daily. As DoD moved into the 21st century, this system could not meet its demands. This caused USTRANSCOM to partner with the DLA and move forward with a contract to field the Integrated Data Environment/Global Transportation Network Convergence (IGC). IGC’s “function is to provide global visibility of assets in all classes of supply to the Warfighter . . . to optimize effectiveness and efficiency of the DoD logistics pipeline.” “IGC’s data warehouse means that instead of a user accessing 5 (or more) different systems to integrate information, there is now a single source.”

IGC is described as the system needed, but it must be implemented at all levels in the DoD. Additionally, it’s not a stand-alone system. It requires all legacy systems to provide data. As described in the initial scenario, a single source would provide great benefit to the Warfighter. This system exists on paper, but its functionality and usability at the Major Command (MAJCOM) seems minimal at best. Additionally, AF and DoD systems must be fully integrated into IGC with real time data to provide the capability as advertised. Interoperability is the key to GIO, and that currently does not exist. Through an informal poll and feedback discussion, most personnel in AFCENT, AFGSC, AMC and AFMC who work in the transportation field are aware of the IGC program.

This caused USTRANSCOM to partner with the DLA and move forward with a contract to field the Integrated Data Environment/Global Transportation Network Convergence (IGC).

The individuals who utilized the system gained program knowledge and were made aware of the program through peers and on-the-job training. There was an overwhelming distaste for the accuracy of information IGC provides. The distaste for accuracy stems from a lack of understanding on how the system operates and no formal training. IGC is only as good as the information in the legacy systems and it will always have a lag time based on the upload and information update rate within the legacy system. However, personnel still have to utilize many other legacy systems to manage and track shipments making IGC another tool to utilize. IGC accomplished nothing in the realm of reducing legacy systems enterprise wide and creating one stand-alone system for the DoD.

USTRANSCOM implemented IGC to only track cargo adding one more AIS for troops to utilize. In comparison, UPS SCS, searched for a single integrated management and tracking operating system. During the freight forwarding growth of UPS SCS, it purchased Menlo Freight Forwarding. Much of the value presented in the acquisition of Menlo was related to E2K’s ability to seamlessly integrate multiple functions and capabilities. Menlo built this program to optimize freight forwarding operations. UPS saw this as an advantage to purchase a single system that allowed UPS employees to input, track and manage all freight shipments in. A single system provides many advantages and cost savings. Operating one system allowed UPS employees to see real time data worldwide in one system. All employees in the business can view the data in one system regardless of their business unit and worldwide location. Further, with all information in one system operating live, there was no delay in gathering up-to- date information. The overall system was then integrated into the known UPS internet site which customers utilize at ease to track their shipments.

With the development or use of a single AIS, Passive RFID integration would help solve the challenges associated with interoperability and is an integral part of an AIS system.

With the development or use of a single AIS, Passive RFID integration would help solve the challenges associated with interoperability and is an integral part of an AIS system. This is an area that needs development within the DoD to allow for better ITV in our AISs. RFID has improved significantly since its inception along with significant reduction in costs. In the article, RFID: More Than Just a Better Barcode, Paul A. Myerson noted RFID technology has the ability to “collect data faster than barcodes, gives more information about products, and uses less labor.”

With this in mind, the DoD needs to readdress RFID and ensure the US DoD Supplies Passive RFID Information Guide and DFARS 252.211-7006 regulation are taught and understood by personnel who order parts and supplies, as well as our transportation personnel. Additionally, there should be a standard set of information associated with each tag regardless of customer/originator prior to the cargo entering the Defense Transportation System. Finally, the DoD should invest in what will enhance the JLEnt furthering GIO and reduce the manpower and financial drain associated through the utilization of dozens of legacy systems.

From the acquisition of a product by DLA to the retail side at a parts store, investing in RFID with the utilization of one modular distribution AIS would enhance efficiency and effectiveness of all organizations involved in storing, transporting, and issuing of parts and supplies to the customer. How is this possible? Myerson noted:

Distribution. RFID boosts efficiency, visibility, and accuracy in selection and distribution processes, and reduces distribution costs. It also has significant impact on cross-dock warehouses, where products from a supplier or manufacturing plant are distributed directly to a customer or retail chain with minimal to no handling or storage time in a cross-dock facility.

Retail. RFID aid in cycle counting and triggering replenishment from the store’s back end to the front end, especially on expensive items and simultaneous one shot scanning of goods at checkout.

Retailers such as Walmart and Macy’s have been doing item-level tagging, as opposed to cases and pallets for over five-years. “Building that complete chain of visibility lets users perform downstream inventory reconciliation, tracking products all the way to store shelves and stockrooms.” The day that supplies and parts are monitored through RFID technology will enable Airmen (or Service members) to have visibility on current quantity and item information. Shipping assets to customers while RFID provides updated shipment visibility in one AIS to the customer and shipper, will be the day when the AF and DoD achieve a synchronized integrated JLEnt.

VALUE CONSIDERATIONS: With reduced manning, a fast operation tempo and fluid environment, our Airmen need the best tools to accomplish the mission efficiently and effectively the first time. The current quantity of systems comes with a price tag associated with time and training cost. Each time an Airmen deploys, rotates to a new position, or changes a duty station equates to more dollars spent preparing the next person to understand this distribution web.

Every change comes with a price tag for what capability will exist, at what cost, and at what risk. However, investing in a single system for the end-to-end distribution process will allow efficiency and effectiveness. The current concept of multiple non-integrated capabilities

The day that supplies and parts are monitored through RFID technology will enable Airmen (or Service members) to have visibility on current quantity and item information.

goes against the Air and Space Tenant of synergistic effects. The limiting factor for most combat capability is the logistics that supports it. To create additional synergy, the service and DoD must improve capabilities and reduce risk. This is what will lead to successfully executing Globally Integrated Logistics

CAPABILITIES: A single Air Force (and DoD) distribution system that utilizes RFID technology will provide single AIS management, and accurate and real time visibility on shipments. RFID technology will not only improve the distribution process but also allow material managers to view information regarding product information such as shelf life, warehouse location, and accurate quantities. This will maximize technology while freeing up personnel to perform other tasks required to accomplish the mission.

As noted earlier, RFID capabilities presented to the commercial sector allow for visibility throughout the life cycle management process. Executing this under a single IT distribution system will create simplicity, a Principle of War. Simplicity “calls for avoiding unnecessary complexity in an organization, preparing, planning, and conducting operations.” A single system accomplishes this. Our military is operating at an increasingly demanding rate with low density of assets. Simplicity must be examined within our AIS to ensure the Warfighter can order, track, manage, and receive supplies in the most efficient and effective way. Lives are at stake when this does not happen.

RISK: There are a few significant risks associated with moving to a single system. First, the risk of executing a single system too fast and loading it with all support items versus only

A single Air Force (and DoD) distribution system that utilizes RFID technology will provide single AIS management, and accurate and real time visibility on shipments..

distribution items. This was seen in the failure of the Expeditionary Combat Support System (ECSS). The AF attempted to put to many different logistics process into one system while still needing to reconcile old data and correct accounting on the books. Also, there are lessons to be learned through DHL’s €345M write-off from the poor execution of a new distribution AIS.

Freight Forwarder Flexport stated “[it] is not so much an IT problem as a change-management issue . . . [many organizations] change everything at once and it’s almost impossible to pull off. Where [Flexport] has had the luxury of starting small and manually upgrading different parts of the system.” The risk of moving to one AIS can be through a phased modular approach by functions while maintaining contract support with the contract developer.

The largest risk an AIS will face (new or legacy) are cyber-attacks which is why Logistics

Ability to Survive and Operate (LogATSO) is a significant concern. It has been noted that “Cyber-attacks and cyber-espionage pose a greater potential danger to US national security than Al Qaeda and other militants that have dominated America's global focus since Sept. 11, 2001.”

Cyber Vision 2025 noted Air Force missions “are at risk from malicious insiders, insecure supply chains, and increasingly sophisticated adversaries as well as growing (often cyber) systems interdependencies.” With so many AIS our cyber teams must protect, the AF needs to go back to the basics Principles of War and Tenants of Air, Space and Cyberspace to ensure LogATSO.

The largest risk an AIS will face (new or legacy) are cyber-attacks which is why Logistics Ability to Survive and Operate (LogATSO) is a significant concern.

With the Principle of Economy of Force, resources should be focused on the main effort, allocating the least amount of resources to the secondary effort as possible. What is the secondary effort within the JLEnt AIS? One system would allow Economy of Force for preventing and detecting cyber-attacks. With the current construct resources and security must

be spread to cover the current number of systems. At the same time, there is a risk with protecting multiple systems, there are also risks with just one system. One system could provide the enemy with unlimited data or dismantle the distribution network AIS degrading, if not stopping, the flow of cargo and operations.

Security is another tenant. Air Force Doctrine Document -1 identifies security as the biggest threat on the ground. As our military moves into the cyber age, one can argue the use of a cyber-attack is the largest threat to us now. It affects personnel on the ground and all AIS the military operates. Unity of Effort can be applied to providing cybersecurity. If the cybersecurity workforce focused its efforts on a single distribution AIS, achieving greater security could occur rather than spreading its forces over dozens of similar systems.

Moving to a single system is risky, but the payoff in going back to the basics through applying our Tenants and Principles could pay dividends. To operate in the current environment, efficiency and effectiveness are key items that are lacking.

COST: With IGC being developed as a system of records versus a distribution system the cost is unknown to develop a new single DoD transportation system. TRANSCOM and DLA already invested in IGC development but continue to invest annually in upkeep. Over $30M was invested in FY15 alone. The Air Force should be cognizant not to execute another $1B failure like ECSS, but the focus should come from the DoD versus a service. Developing a DoD single transportation system that is a system of record for tracking and management, versus just tracking, and can be utilized by all tactical level units for inputs would allow the move of all legacy systems into retirement. The cost to do this would be significant upfront but the reduction of all the legacy systems should shore up a budget that could support one system. To fully integrate and meet multi-service requirements, this must not be a specific service. It should rather be an

investment by the DoD to reduce the overall overhead budget of maintaining legacy systems and provide the Warfighter better service.

Analysis for moving to a single AIS system:

Pros

• Reduced maintenance cost from multiple legacy systems

• Reduced service member training

• Reduced training cost

• Reduced manning

• Reduced knowledge risk

• Value added processes

• Cybersecurity Economy of Force

• Simplicity

• LogATSO Focus

• Time Efficiency

• Single point for management and tracking

• Economy of Force

• Economy of Effort

• Synergy/Synergistic Effects

• Concentration of Force

Cons

• Upfront development

• Single point of failure

• Executing too many items on one system

• Security Vulnerability

• OPSEC

• Lack of Synergy/Synergistic Effects

• Lack of Economy of Force

CONCLUSION: GIO of the future will demand interoperability and synchronization of the global distribution network. This is the key to developing and executing JLEnt capabilities. A single integrated AIS supported by the DoD versus independent services is the answer. However, until that time comes, integration within our service for efficiency and effectiveness is needed within the distribution network. A single AIS will bring the AF back-to-basics with the Principals of War and Tenants of Air, Space and Cyber Space, and help execute the mission moving forward. Civilian companies like UPS and FedEx are supported by generated revenue. Non-revenue

business functions not growing the business but increasing overhead and decreasing revenue are shed by the company. Even though the AF is not revenue driven, the same concepts and streamlining should apply to meet the demands in a fiscal and personnel constrained environment. Moving to a single system could help reduce cost and personnel strain by shedding the overhead associated with maintaining multiple legacy systems. Streamlining our focus to one AIS with the utilization of RFID can result in an efficient distribution system, streamlined budget and a concentration of mass for AIS security and the Warfighter.

General Welsh stated to Congress that, “the AF needs new planes, not old ones.”

What about the logistics tail that goes with it? In continuing with his comments on aircraft, he noted, “while they might be expensive, failing to push the strategic edge might put our nation at risk.” While this statement may have been focused on aircraft, our largest risks are in the cyber arena. The statement rings true for updating our AIS, specifically the AIS within the JLEnt supporting those aircraft. Commanders will continue to want just-in-time data, with accuracy from ordering, shipping and receiving cargo because it affects the Warfighter. To move forward, investing in a new single distribution AIS is the right answer. There is a reason why UPS is successful in moving and managing over 10K worldwide freight shipments daily; and just as the world saw with DHL, a distribution AIS can make or break an organization’s success.

About the Author:

Major Christopher Dupuis is the Executive Officer to the Director of Logistics, Engineering, and Force Protection, Headquarters Air Combat Command, Joint Base Langley-Eustis, Virginia.