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Special Pull-out supplement Air Force Air Logistics Complexes

Air Lifter

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Gen. Paul J. Selva

September 2013 Volume 7, Issue 8

Commander Air Mobility Command Exclusive Interview with ALC Commanders: Maj. Gen. H. Brent Baker Sr. Brig. Gen. Donald E. “Gene� Kirkland Brig. Gen. Cedric George

Reducing MRO Expenses O Contractor Logistics Support Afghanistan Logistics

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MILITARY LOGISTICS FORUM Features

September 2013 Volume 7, Issue 8

Cover / Q&A

Air Force Air Logistics Complexes Special Pull-Out Supplement Exclusive interviews with

15 Major General H. Brent Baker Sr. Commander Ogden Air Logistics Complex

Brigadier General Donald E. “Gene” Kirkland Commander Oklahoma City Air Logistics Complex

Brigadier General Cedric George Commander Warner Robins Air Logistics Complex

6

8

21

Contractor logistics support was one of the earliest and is still one of the most valuable arrangements for motivating private firms to sustain military assets effectively and efficiently.

By Henry Canaday

Thinking both short- and longterm on aircraft maintenance.

Sequestration and budget constraints are driving further analysis of maintenance methods and procedures in a search for lower costs and increased efficiencies.

By Henry Canaday

U.S. military agencies charged with managing the drawdown from Afghanistan are faced with a tangle of complexities, a situation far more challenging than the similar process that took place at the end of the Iraq conflict. Managing transportations costs while managing the supply of an engaged force requires skill.

By Peter Buxbaum

Contractor Logistics Support

Departments

How Much Private Sector Reliance

Afghanistan Logistics

Industry Interview

2 Editor’s Perspective 4 Log ops/people 12 Supply Chain 23 Resource Center

Shelley Lavender

Vice President and General Manager, Integrated Logistics The Boeing Company

24

Your single-source solution for material and services. www.SupplyCore.com

General Paul J. Selva Commander Air Mobility Command

“When I travel around to our active, Guard and Reserve units, I tell everyone my first priority is mission. We will do whatever is needed to meet mission requirements and to position ourselves to meet future missions.”

- Gen. Paul J. Selva

EDITOR’S PERSPECTIVE

Military Logistics Forum Volume 7, Issue 8 • September 2013

Publication of Record for the Military Logistics Community Editorial

Editor-In-Chief Jeff McKaughan jeffm@kmimediagroup.com Managing Editor Harrison Donnelly harrisond@kmimediagroup.com Online Editorial Manager Laura Davis laurad@kmimediagroup.com Copy Editor Sean Carmichael seanc@kmimediagroup.com Correspondents Heather Baldwin • Christian Bourge Peter Buxbaum • Henry Canaday Cheryl Gerber • Hank Hogan • Marc Selinger Karen Thuermer

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Within the U.S. DoD supply chain, what are the inventory levels for Klimov TV3-117VM powerplants, Perm Motors transmissions, pitot tubes, cockpit gauges or virtually any parts found on the Russian-built Mi-17? I can’t exactly answer that question either, but it appears that DoD holds about $2.6 million in Mi-17compatiable spare parts.

The Non-Standard Rotary Wing Aircraft Project Management Office (NSRWA PMO) appears to have strayed from processes and procedures in its quest to procure spare parts and then did not adequately administer and manage the overhaul contract on five Pakistani Mi-17 helicopters. The PMO spent about $8.1 million on the parts and contract. Of that amount, perhaps as much as $4.5 Jeffrey D. McKaughan Editor-IN-CHIEF million were spent on parts that were, based on historical data, unnecessary.

Additionally, the aforementioned $2.6 million was spent on parts DoD already owned—a good question would be, although they owned the parts, did they have a system in place to tell everyone they owned these parts and did they know where the parts were?

Nevertheless, about $7.1 million is fundamentally gone from the cookie jar and there is nothing tangible—no spare parts inventory and no rebuilt Mi-17s to fly around.

The contracting officer, working under a misunderstood aspect of the Federal Acquisition Regulations, violated those regulations and failed to follow accepted norms when vetting a contract, especially in a deployed environment and when dealing with foreign contractors and subcontractors.

As with most everything, once the dust of the investigation settles, there will be new training required, new procedures to follow and hopes that some of the misallocated funds will be recovered. And, as with everything, there is no single point of failure that if corrected would make everything better.

Action items have gone out to Army PEO Aviation, Army Contracting Command-Redstone, the Assistant Secretary of the Army for Acquisition, Logistics and Technology, and Army Materiel Command. Responses are anticipated by the end of September.

The Mi-17 is a workhorse and a valuable logistics tool for U.S. operations, and one that fits into the Afghans’ operations and comfort zone.

Despite our efforts to complicate the process, the helicopter is robust and easily maintained. We need to stop wasting money, but we also should not over-engineer solutions.

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LOG OPS

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Multiple Award Solar Technology Contracts The U.S. Army Corps of Engineers, Engineering and Support Center, Huntsville, working with the Army Energy Initiatives Task Force (EITF), recently awarded multiple award task order contracts (MATOC) to a group of 22 qualified solar technology contractors.

Solar is the second of four technologies being awarded under the $7 billion Renewable and Alternative Energy Power Production for DoD Installations MATOC. The first, geothermal, was awarded May 3. The remaining technologies—wind and biomass—will be awarded on a staggered schedule by the end of the calendar year.

The contractors that are qualified through this process will be able to compete for future projects within their approved technology area for any renewable energy task order issued under the MATOC by the Army or DoD. “The MATOC represents a major step forward in the procurement of renewable energy for the Army and the other services that will significantly reduce timelines by streamlining acquisition processes. Utilizing the MATOC in this way will assist the EITF in meeting the Army’s goal for one gigawatt renewable energy by 2025 as well

as additional congressional mandates,” said John Lushetsky, EITF’s executive director.

This MATOC will be used to procure reliable, locally generated, renewable and alternative energy for DoD installations through power purchase agreements (PPA). The $7 billion capacity will be expended for PPAs to procure energy during a period of up to 30 years from renewable energy generation systems that are designed, financed, constructed, operated and maintained by contractors using private sector financing.

The companies awarded contracts are: • • • • • • • •

Acciona Energy North America Corporation, Chicago, Ill. Apex Wind Energy Holdings LLC, Charlottesville, Va. Borrego Solar, San Diego, Calif.

Cobra Industrial Services Inc., Houston, Texas Dominion Energy Inc., Richmond, Va. Element Power US LLC, Portland, Ore. Emerald Infrastructure, San Antonio, Texas Enel Green Power North America, Andover, Mass.

• • • • • • • • • • • • • •

Energy Matters LLC, Arlington, Va. Gehrlicher Solar America Corporation, Springfield, N.J. Johnson Controls Government Systems, Milwaukee, Wis. Lend Lease, Nashville, Tenn.

LTC Federal LLC, Detroit, Mich.

New Generation Power, Chicago, Ill. NRG Energy Inc., Princeton, N.J. Photon Finance LLC – SunPower, Mountain View, Calif.

Siemens Government Technologies Inc., Arlington, Va. Silverado Power LLC, San Francisco, Calif.

Solar Power Ventures, Arlington, Va. Standard Solar Inc., Rockville, Md. Sunpower Corporation, Richmond, Calif.

Washington Gas Energy Systems Inc., McLean, Va.

These contracts will place the Army one step closer to meeting its congressionally mandated energy goal of 25 percent production and consumption of energy from renewable sources by 2025 and improving installation energy security and sustainability.

PEOPLE

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deputy chief of staff for fleet ordnance and supply/fleet supply officer, N41, U.S. Fleet Forces Command, Norfolk, Va.

Rear Adm. Vincent L. Griffith

Rear Admiral (lower half) Vincent L. Griffith, who has been selected for promotion to rear admiral, will be assigned as commander, Naval Supply Systems Command Global Logistics Support, San Diego, Calif. Griffith previously served as

4 | MLF 7.8

Brig. Gen. Jacqueline D. Van Ovost

Brigadier General Jacqueline D. Van Ovost, vice commander, U.S.

Air Force Expeditionary Center, Air Mobility Command, Travis Air Force Base, Calif., has been assigned to deputy director, Politico-Military Affairs (Europe), J-5, Joint Staff, Pentagon, Washington, D.C. Captain John P. Polowczyk, who has been selected for promotion to rear admiral (lower half), will be assigned as deputy chief of staff for fleet ordnance and supply/fleet supply officer, N41, U.S. Fleet Forces Command, Norfolk, Va. Polowczyk

previously served as comptroller, U.S. Fleet Forces Command, Norfolk.

Captain Paul J. Verrastro, who has been selected for promotion to rear admiral (lower half), will be assigned as director, Logistics Programs and Operations Division, N41, Office of the Chief of Naval Operations, Washington, D.C. Verrastro previously served as commanding officer, Naval Supply Systems Command, Fleet Logistics Center, Pearl Harbor, Hawaii.

Brian E. Chappel

Brian E. Chappel has been appointed vice president and program manager for the Northrop Grumman Corporation F-35 Lightning II program.

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Contractor Logistics Support CLS represents effective and efficient options for the military.

Contractor logistics support (CLS) was one of the earliest and is still one of the most valuable arrangements for motivating private firms to sustain military assets effectively and efficiently. Sometimes considered “PBL-Lite,” CLSs pay private firms for delivering products or services according to very specific measures, or maintaining military assets at very specific levels.

The approach has paid off in many ways, including cost savings and asset availability, compared with the old transaction-based support contracts.

However, CLS veterans caution that there are some real challenges in making this contract method work. Data access is crucial to a smart and very attractive bid. Government customers should be wary of lowball bidders that will seek expensive change orders after securing contracts. “Industry offers some innovative solutions that help save money,” summarized John Hayward, vice president of AAI Logistics & Technical Services. “All of our CLSs have saved money in the 20 to 25 percent range.”

Hayward said CLS enables AAI to more efficiently do both repairs and management of the supply chain. And it allows the firm to provide support either in person or as an on-call service, whichever is “the right level of support for the need.”

CLS also enables AAI to give the government availability in excess of requirements.

Hayward said contracts usually require 95 or 96 percent availability. “We have run about 99 percent and have produced some long runs at 100 percent.” In addition, an AAI CLS may increase the actual capability of the system that it supports.

Hayward illustrates these general points with three specific AAI CLSs. The first is for the Air Force’s Tactical Meteorological Observation System, or TMOS. AAI provides both on-call and in-person support, manages the supply chain, repairs parts, and purchases replacement and spare parts. One TMOS station has run over a year at 100 percent availability, and the entire CLS has reduced Air Force costs by 27 percent.

6 | MLF 7.8

AAI also has a CLS for sustaining the training system for the C-17 at 12 sites, one in Australia, for the Air Force. There are about 150 devices at the dozen sites and availability is typically above 99 percent, as high as 99.8 percent. At the same time, Defense Department costs have been cut 27 percent.

Finally, AAI has a CLS for a highway-driving simulator for the Department of Transportation. This CLS includes sustainment, maintenance and modifications. Availability has been maintained at 99 percent, and AAI’s approach to sustainment has enabled DoT to double the number of experiments it performs with the simulator.

In all three cases, Hayward noted, AAI was not the OEM of the equipment it supports through CLS. So one major challenge has been access to data when AAI proposes a CLS for another OEM’s system. “The data is often not available or it is limited,” Hayward explained. “So it is a challenge in how to price it. What sort of business model should we use? Should we provide in-person or oncall support?” Hayward said that when the government competes a CLS it should make sure it gets good data rights from the system’s OEM. The AAI exec would also like to see the government make CLS more like full performance-based logistics (PBL) contracts.

“Make CLS more expansive; it should cover more, everything from soup to nuts.” And he thinks CLS could fruitfully be applied to more defense systems and platforms.

Now vice president services and support solutions at Elbit Systems of America, Kurt Huff helped start PBLs at Naval Inventory Control Point Philadelphia. His Elbit unit, M7 Aerospace, performs CLS on military versions of civilian aircraft: the C-20 Gulfstream, C-23 Sherpa, C-26 Metroliner and UC-35 Cessna Citation. “The customer comes back from a mission, parks the aircraft on the line, and we have six hours to get it ready for the next mission, do maintenance checks, gas and clean it,” Huff summarized. “It’s like a PBL.” The M7 exec said the big distinction is that in a PBL the contractor is responsible for

By Henry Canaday, MLF Correspondent managing obsolescence by finding replacement parts or new parts.

For military versions of civilian models, CLS is not complicated. Huff said it is mostly making sure the supply chain is robust. M7 has been able to keep mission-capable rates (MCR) for the Navy in Qatar at 96 percent across the board.

“The big benefit to the government is cost,” Huff stressed. “We do it cheaply. We have incentive to do it cheaply and our profit margin is thin.”

One key to private sector economy is that CLS requires mostly mechanics, and highly trained, experienced civilian mechanics are easy to find in the right locations. “We do not have to train then and then have them leave as they do in the military,” Huff noted. He estimated that M7 probably has 30 to 40 percent fewer mechanics than the services would for the same jobs because it is using experienced people who know the aircraft. And with MCR at 96 percent, performance is as good as or better than the services would achieve.

Huff acknowledged that some private firms win CLS contracts with low-ball bids and then go back afterwards to ask for more money. “We don’t,” he stressed. Huff points to a CLS on the UC-35 and C-26 for the Navy in Hawaii where, after winning the contract, M7 had to add a sixth person to its original staff “on our own nickel.”

Huff said there are really two kinds of CLSs for military versions of civilian aircraft. In one kind, the government owns the inventory. In these cases, private firms know the headcounts required and know compensation rates, generally from union agreements. Although private firms will need substantially fewer people than the government, due to their ability to hire experienced mechanics, likely bidders will each need about same headcounts. “So you are just bidding overhead, profit and G&A [general and administrative expense]. That means a very thin profit margin.”

This first situation is thus very good for the government, but it can be tough for the CLS firm. www.MLF-kmi.com

The second situation arises when the contractor owns the part inventory. Private firms can minimize this inventory, while the government tends to buy too much. So here, smart contractors can win bids, make a profit and serve the government well, all at the same time.

“It is tricky to find out how many parts will be needed per flight hour,” Huff said.

“The government does not share that data.”

He said M7 spent six weeks estimating part requirements for one recent bid and still does not know if it has estimated accurately.

Huff believes this sort of CLS approach could work well for land vehicles as well as aircraft, “especially land vehicles that are not complex.” He noted that Bradley fighting vehicles have engines and transmissions similar to those widely used in commercial fleets, so this requirement is met. “As the Army and Marine Corps downsize, there is an opportunity to apply CLS to land vehicles.”

Huff distinguishes this type of CLS, on military versions of civilian platforms, from supporting purely military aircraft and other assets. Here the choices are support at the platform level, or support below that, for system, subsystem or components.

For platform level CLS, Huff said prime contractors may need high profit margins to compensate for risks posed by subcontractor equipment for which the prime does not have intellectual property or data. “I don’t know if that means it costs more or less than government management,” he acknowledged. “The jury is out on costs.” But Huff is confident that CLS, even at the platform level, does

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improve availability. “Say you go from 70 percent MCR to 86 percent MCR. That is like getting 15 percent more aircraft.”

Jerry King is the owner-founder of King Aerospace, which has done CLS for military customers for two decades. King said one benefit is that CLS often comes with a fixed price for multiple years, giving some predictability to budgets.

Another benefit is that private companies are in a better position to increase or decrease headcounts as conditions change. “For military or civil servants, it is more expensive to do that,” King observed.

But CLS only really works for customers when the contractor takes ownership of performance. King recalls his firm took over a poorly performing CLS for the Air Force and got MCR up to 99 percent. It helped that the family-owned King Aerospace did not need to meet short-term profit goals, as some publicly traded firms may have to do.

King urges defense customers to compete CLS contracts and make sure awards go to firms with a record of meeting both stated and unstated expectations. Like Huff, he said there is some gamesmanship in CLS bidding. Some firms will exclude a cost item in bidding, even though they know it will be necessary, and then will seek a change order after winning to recover the expense.

Another CLS challenge is that government and military staff are stretched so thin, they have difficulty auditing all the requirements of contracts. “Often you find one contractor is supervising other contractors, and that is not very good,” said King. A related

problem is that there is so much rotation of government or military staff that the contractor is the only expert and audits itself.

Maximizing CLS potential requires metric goals that are a “stretch but reachable,” King advised. “And make sure you fully disclose expectations, so you do not get change orders.”

David Dober manages Chromalloy’s work on CF6-50C2 engines as a subcontractor to Northrop Grumman on the KC-10 Extender. The company overhauls more than 200 engines plus 75 auxiliary power units.

Northrop’s metric commitments to the Air Force flow down to Chromalloy. In fact, “our metrics are a little tighter than the government’s for Northrop,” Dober said.

Dober’s unit must turn the engines around in less than 75 days, and it is doing turns under 65 days now. The engines must come out of overhaul with a specified exhaust gas temperate margin, which Chromalloy approximately doubles. Dober said the arrangement clearly saves the government money and delivers a good product.

On challenges, Dober said that if a firm is just starting a CLS, “they better have the right management set up and the right processes set up. You better be efficient before you start because the government will expect efficiency from day one.” O

For more information, contact Editor-in-Chief Jeff McKaughan at jeffm@kmimediagroup.com or search our online archives for related stories at www.mlf-kmi.com.

MLF 7.8 | 7

How Much Private Sector Reliance Thinking both short term and long on aircraft maintenance.

By Henry Canaday, MLF Correspondent

budget reductions have reduced the funding below that needed to fully meet this critical requirement in fiscal year 2013. “This has caused the reset deferment of some FY13 aircraft until FY14.” The deferment has not had an immediate impact on Army aviation readiness yet.

Nitti said that, so far, the only adjustments made for sequestration have been reset production quantities. “There has been no change in the scope of reset and AMCOM will never compromise in the area of quality.”

AMCOM has exploited industry best practices and partnerships and begun several new initiatives to reduce the cost of the aviation reset program. The newly awarded Army aviation field maintenance (AFM) contract is one of those initiatives. “The AFM contract is a cost-plusincentive-fee contract that is designed to incentivize civilian contractors to reduce operating cost and completion times while maintaining quality,” Nitti explained. “AMCOM is also working test programs to use commercial off-the-shelf automation tools to more efficiently and cost-effectively manage workload and supply stocks.”

To date, the only adjustments made by private contractors for AMCOM are those related to reset production quantities. Again, Nitti emphasized, “there has been no change in the scope of reset.”

AMCOM has not directly requested that contractors modify their maintenance-support structure. But the composition and size of a contractor’s workforce is determined by each contractor, based on actual workload, maintenance requirements and other factors.

Aviation Maintenance Nitti said that, due to declining budgets and reduced FY13 workload, contractors have begun to significantly The largest portion of aviation maintenance reduce their workforce in most locations. spending at the U.S. Army Aviation and Missile Col. Donald Nitti For its own part, AMCOM is consolidating operaCommand (AMCOM) at Redstone Arsenal, Ala., is for tions and reducing its maintenance footprint through the reset and repair of Army aircraft returning from the closing of off-post maintenance locations. It is concentrating its Afghanistan, explained Colonel Donald Nitti, director of AMCOM’s operations at Army installations as a cost-saving initiative.

Field Support and Readiness Directorate. Nitti said the sequestration The budget-sequestration pressures that have been sending shock waves throughout the federal government are, in a sense, just an intensification of something that has been going on for a while in sustainment of defense assets. For more than a decade, maintenance managers for Navy and Army aircraft have been looking for ways to economize.

Most of these efforts have involved increased reliance on the private sector, through contractor logistics support, performance-based logistics (PBL), public-private partnerships (PPPs) or other arrangements. Overall, these new maintenance tactics have both improved performance and saved money. So it makes sense to take them further to save more money, and that is generally what private firms recommend under sequestration pressures.

But general answers are not enough; many specific questions must be answered. What arrangements with private firms work best? How important are very high availability metrics in light of budget pressures? Where can PBL approaches be extended, at what level and over how long a term?

How can the government’s own formidable maintenance resources, in facilities and labor, be exploited without creating new resources?

Most important, how do defense planners address these big long-term questions even as they struggle with intense short-term challenges?

8 | MLF 7.8

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“It’s no secret that the cost of operating jet aircraft is tied to keepNavy aviation is facing the same kind of pressures. Due to furing engines in service for a very long time and extending the time loughs following the sequester, the Navy’s fleet readiness centers saw between overhauls, whether this is a fixed interval or on condition,” significantly reduced overtime, elimination of overnight shifts and Buongiorno noted. “The longer you can give a customer between reduction in contractor support, explained spokesman Gary Younger. overhauls, the lower your life cycle cost will be. We have been seeing “This had a significant adverse impact on Naval and Marine Corps this pressure for years.” aircraft, engine and component production,” Younger said.

But controlling maintenance costs requires a long-term planning Fleet readiness managers and supervisors are still assessing the horizon, and Buongiorno is seeing some pressure to merely save impact of the furloughs and determining which and how much of the money in the short term, sometimes by deferring maintenance. “This maintenance, repair and overhaul work can be recovered. But Younger is a hot button for me. It may be an act of necessity, something you stressed that curtailing furloughs does not by itself automatically have to do to get through the short term. But it is always a bad thing mean that the centers’ production will revert to previous rates. “We are to do. It never costs less to do maintenance tomorrow. We know that working hard with employees, unions and industry partners to keep from personal experience and it also true in aircraft maintenance. Yet open lines of communication.” we are seeing more pressure to do it when local budget are affected.”

Shelley Lavender, vice president and general manager, integrated Ultimately, the only way to maintain availability under reduced logistics at Boeing, said one key is seeking optimum readiness, rather budgets is to get more efficient, one way or another, Buongiorno than maximum readiness, in tight budget environments. Sustainstressed. Efficiency can come through more effective contract strucment programs should be configured according to funding available tures. For example, some defense customers still buy parts individually and mission needs, both of which may change dramatically over time. and need staff to forecast needs and to cut purchase orders. Pratt in Lavender also argued that saving money comes from two sources. turn must have staff to process all these individual orders. All of that The first is improving productivity, which is output per unit of labor adds up to substantial administrative expense. or other factor of production. The second source is innovation, which Alternatively, under material-management programs, Pratt guaralters the way the defense customer approaches sustainment. Boeing’s antees a fixed price for the parts necessary to maintain engines. This experience in maintenance and support of commercial aircraft enables PBL-like program not only simplifies contract administration, but it to help defense innovate new approaches. takes advantages of scale in stocking parts. Pratt, with worldwide fleets One promising innovation is better modeling and simulation of engines, can size its stocks to match the needs of many customers, of aircraft maintenance. Lavender said this improves forecasting maintenance demand, maintenance planning and managing the rather than buy the extra parts that individual customers would need to be safe. supply chain. She also believes contracts and other “Lots of customers do their own forecasting and terms should motivate investment in both productivity buy parts they don’t need,” Buongiorno explaind. “We improvement and innovations. as the OEM can aggregate demand over our entire cusMark Buongiorno, director of domestic aftermartomer base. We have 30 military customers. So we can ket business development at Pratt & Whitney, said reduce administrative burdens and the cost of invenbudget pressure has “absolutely increased” on aviation tory by only providing what they need to do overhauls.” maintenance. But Buongiorno has been seeing, and Pratt sees a lot of interest from foreign militaries Pratt has been reacting to, these kinds of pressures for in these material-management programs and thinks at least the last seven years. there are opportunities for U.S. defense customers to Pratt has been addressing budget pressures with exploit them as well. However, U.S defense purchase of tools like life extension for its engines. For example, Mark Buongiorno parts is often more complicated than it is abroad, with it has increased the depot interval for the F100 engine the Defense Logistics Agency and various commands on F-15s and F-16s from 3,000 hours to 6,000 or 7,000 involved. hours. Life extension started with the F100 but has been extended to Buongiorno also urges defense maintenance managers to take other engines, such as the F117 on the C-17, and has taken the form of full advantage of existing resources, whether public or private, when improved exhaust gas temperature margins and time-on-wing.

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MLF 7.8 | 9

planning support capabilities. Especially under severe budget pressures, maintenance capacity must be rationalized, while duplicate or redundant facilities are eliminated and certainly not freshly built.

Buongiorno said more maintenance contracts should be written with metrics and incentives for both sides, industry and government, to continuously improve efficiency and reduce costs. Merely giving private firms incentives or a fixed price will not work, he said. Both sides must collaborate to reduce costs.

If not, the government may drive costs up or simply let them drift higher. The contractor will then lose money and the next bid will be a lot higher. “There is no free lunch,” he noted.

Properly structured contracts Maintenance teams felt the pinch of sequestration as furloughs impacted the number of man hours available per week. [Photo courtesy of DoD] and shared incentives to innovate maintenance. Operators are able to make fact-based decisions about are especially important in PPPs, such as Pratt has at Oklahoma City maintenance, aircraft utilization and fleet performance using these and Jacksonville, two big U.S. propulsion depots. The firm also applies tools.” Using these tools, most aircraft daily maintenance can be done this partnership approach around the world with military customers, as planned maintenance. And by using Sikorsky’s advanced health seeking to exploit each partner’s special strengths. For example, one usage monitoring system and other data sources, preventive maintedepot in northern Europe was highly capable, but lacked forecasting nance can be performed. and planning staff due to budget cuts. Pratt supplied the latter capabiliMitchell said Sikorsky’s S-92 commercial helicopter fleet has been ties as part of its material-management solutions. supported with these tools for many years. “Operators are able to Buongiorno acknowledged that none of his cost-savings ideas are maximize aircraft usage while allowing maintenance to be performed brand new. They have been around for a while. But both Pratt and its proactively as a lower-cost planned event. Our S-92 aircraft are flying military customers have acquired valuable experience in executing hundreds of hours per month, with aircraft availability in the mid-90s these ideas and learned lessons in how to make them work better. percent range, based on continual monitoring of the fleet’s health.”

Perhaps most important, budget pressures may finally prod defense Mitchell said performance-based contracts can align customer managers to adopt these approaches more widely. “Maybe desperation needs to each contract’s statement of work. Incentives and penalties will be the mother of invention.” are tied to key performance factors to ensure common goals and alignSikorsky has been notified of reductions in aircraft flying hours ment are achieved. “Industry is very good at finding ways to optimize caused by budget reductions, said George Mitchell, vice president–milbusiness systems, personnel, tools and daily management to achieve itary customer support for Sikorsky Aerospace Services. “The defense the desired end state. Developing new entrepreneurial programs is budget uncertainty has caused a lack of clear direction for our industry what we do best.” He thinks developing PPPs and collaborating in solvand a slowdown in contracting,” Mitchell observed. “Reductions in ing complex budget issues offer the best opportunities to save money flying hours have diminished consumption of parts and the need for and increase support. line maintenance.”

To save the government cost over five-year contracts, Sikorsky But Mitchell said there are ways to maintain availability and reliis actively talking about PBL programs, fleet-management systems, ability under reduced maintenance budgets. He said PPPs, PBLs and expanded depot partnerships and a DLA corporate contract. It is also total assurance programs can provide firm fixed-price contracts with executing existing long-term contracts to ensure continued support key contract performance metrics to ensure fill rates and aircraft and partnering and expanding internationally. “We have proven longavailability with lower cost to taxpayers. “We have demonstrated yearterm contracts that have saved our customers millions of dollars over over-year cost reduction, reliability improvements and lean repair the life of the program,” Mitchell noted. “Expanding these approaches turnaround times on major U.S. government fleets. These programs to other Sikorsky platforms and customer locations is a way to lower provide the government with hard savings, while maintaining high cost and sustain high operating tempo, without sacrificing product aircraft up-time. We believe this is the way to save money and continue quality and safety.” O to achieve mission objectives.”

Mitchell also believes there are ways to defer maintenance spending without degrading availability and reliability. Sikorsky has developed comprehensive analytic tools and fleet-management systems For more information, contact Editor-in-Chief Jeff McKaughan at jeffm@kmimediagroup.com or search our online archives for related stories that optimize fleet utilization and control cost. “These tools focus on at www.mlf-kmi.com. maximizing aircraft availability while minimizing aircraft unplanned 10 | MLF 7.8

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Logistics

KNOW-HOW

When it comes to logistics, we know how to deliver integrated solutions that increase efďŹ ciency, ensure operational readiness and improve services.

DynCorp International has been providing base operations, supply chain management and infrastructure support worldwide for more than 60 years. Whether it’s fleets, formations or functions, our global logistics capabilities help our government, military and commercial customers reduce costs and achieve new levels of performance and productivity at home and around the globe.

DynCorp International provides our customers with unique, tailored logistics solutions for an ever-changing world.

www.dyn-intl.com

SUPPLY CHAIN

Compiled by KMI Media Group staff

Apache NIU Overhaul and Upgrade Cobham has been awarded a contract by the Defense Logistics Agency worth up to $7.1 million to overhaul and upgrade nitrogen inerting units (NIUs) for the AH-64 Apache helicopter.

In September 2012, Cobham received a five-year indefinite delivery, indefinite quantity contract valued at some $15 million to manufacture on-board inert gas generation system (OBIGGS) NIUs for the AH-64s. The OBIGGS fulfills a critical aircraft safety system role by displacing fuel tank vapors with inert nitrogen gas, reducing the risk of explosion. More than 1,500 Apache helicopters with Cobham NIUs have been delivered worldwide.

Cobham Life Support president Kelly Coffield said: “This award reflects Cobham’s unrivaled decades of experience in the design, development, delivery and support of fuel tank inerting systems, ranging from depot repair to equipping and training customers to fully maintaining products at their own facilities.”

Heavy Duty Floor/Surface Matting PortaFloor Max is a heavy-duty, modular flooring and expeditionary surface system that can support over 80,000 psf (557 psi). Connor Sport Court International (CSCI), the world’s largest producer of modular flooring, recently introduced the pre-engineered PortaFloor Max system as an all-purpose, all-weather, indoor-outdoor flooring system that is lighter, faster to install and more eco-friendly than cement, wood, AM2 matting, or aggregate material.

The U.S.-made interlocking panel system is engineered for quick and easy assembly and disassembly with no need for tools or specialized skills. Each 18-by-18-by-2-inch panel weighs less than 7 pounds and features interlocking edges similar to a jigsaw puzzle that enable a crew of four to install up to 1,000 square feet in less than 10 minutes. Each lightweight panel is molded from recycled polypropylene with a patented honeycomb grid that enables PortaFloor Max to support an extraordinary 80,000+ psf.

Military uses for this durable, deployable, removable and reusable surface system include flooring warehouses, hangars, tents, shelters and other support facilities, along with open-air training, maintenance, MWR recreational facilities, helipads, assembly grounds, access roadbeds, and outdoor storage areas requiring stable ground matting.

PortaFloor Max is manufactured under rigorous ISO 9001 and 14001 standards and passed a battery of ASTM and other grueling development testing. The new system withstood load-bearing evaluations by the Army and is now in use at Fort Bragg, N.C., and Schofield Barracks, Hawaii.

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Army Ground Combat Systems Engineering and Logistical Analyses Wyle has been awarded a task order worth $39.9 million to provide engineering and logistical analyses to improve the reliability of U.S. Army ground combat systems, tactical wheeled vehicles, associated subsystems and related test equipment and infrastructure while lowering life cycle costs.

Under the award from the Defense Technical Information Center’s Reliability Information Analysis Center, Wyle will provide support to the Program Executive Office for Combat Support and Combaat Service Support and the Program Executive Office for Ground Combat Systems, both located at the U.S. Army TACOM Life Cycle Management Command in Warren, Mich.

Wyle will conduct detailed quantitative investigations and analyses of maintenance practices, as well as logistics structured reliability and maintainability engineering to refine and improve sustainability initiatives.

“Wyle experts have extensive experience in test and evaluation systems engineering, information technology, life cycle management, life sciences research, science and mission integration, testing services, and design and construction of advanced test equipment,” said Dan Gensch, Wyle’s reliability engineering sector manager.

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SUPPLY CHAIN

Compiled by KMI Media Group staff

AFCAP Task Order in Qatar The U.S. Air Force has awarded DynCorp International (DI) a new task order under the Air Force Contract Augmentation Program III (AFCAP) to provide installation services at Al Udeid Air Base, Qatar.

“We are proud to be able to expand our extensive work in the AFCAP program to provide installation service support in Qatar,” said George Krivo, senior vice president, DynLogistics.

As part of the task order, DI will provide personnel, vehicles, tools and equipment necessary to support installation services for the 379th

Innovative and Responsive Logistics Support

Expeditionary Force Support Squadron, 379th Expeditionary Medical Group and Hospital Aseptic Maintenance Services. DI team members will support operations in fitness centers, lounges, community activity centers, media centers, learning resource centers, theaters and lodging areas, and provide maintenance, custodial services, management and linen exchange services.

The competitively-awarded task order has a one-year base period with two one-year options and a total contract value of $20.4 million, if all options are exercised.

Are You a Qualified C-5 Flight Engineer?

Science Applications International Corporation has been awarded a prime contract by the U.S. Marine Corps Logistics Command (LOGCOM) to provide innovative and responsive logistics support to meet the evolving mission needs of the warfighter.

LOGCOM provides worldwide integrated logistics/ supply chain and distribution management; maintenance management; and strategic prepositioning capability in support of the operating forces and other supported units.

Under the contract, SAIC will provide logistics support in several task areas, including: program management and operations; information/technology specialized support; training support; program support; transportation/supply support; and maintenance and logistics technical data. SAIC is one of 19 contractors eligible to compete for task orders under the unrestricted category.

“The logistics services SAIC and our team offer through this contract vehicle will improve LOGCOM’s ability to meet the emerging needs of the Marines during this key transition period,” said SAIC Senior Vice President and Group General Manager Larry Hill.

The Air Force Reserve has a critical need for flight engineers to serve on C-5 Galaxy cargo planes with the 439th Airlift Wing at Westover Air Reserve Base, Mass.

To fill these positions, the Air Force Reserve will consider applicants who are: experienced Air Force flight engineers; experienced civilian flight engineers willing to join the Air Force Reserve; or current and former airmen with Air Force Specialty Codes beginning with 2A.

ARL Explores 3-D Printing New technology being developed by research engineers at the U.S. Army Research Laboratory (ARL) and Purdue University will soon help just about any soldier deployed in far-off locations to immediately spot and fix damaged aircraft and ground vehicle parts.

Researchers found that combining the general purpose, finite-element analysis software Abaqus with Python, an open-source code used to optimize logical structures such as topologically interlocked structures, improves energy absorption and dissipation, productivity and lowers maintenance costs.

The combination of Abaqus and Python provides an automated process for auto-generation of the www.MLF-kmi.com

geometries, models, materials assignments and code execution, said Ed Habtour, a research engineer with ARL’s Vehicle Technology Directorate at Aberdeen Proving Ground, Md. He said the code is developed to assist designers with tools to model the new generation of 3-D additive manufactured and TISs structures.

“The benefit for the soldier is an aftereffect,” Habtour said. “The TIS would provide an excellent energy absorption and dissipation mechanism for future vehicles using additive manufacturing. Subsequently, the soldier can print these structures in the field using additive

manufacturing by simply downloading the model generated by the designer/vendor.”

“Sometime in the near future, soldiers would be able to fabricate and repair these segmented structures very easily in the front lines or forward operating bases; so instead of moving damaged ground or air vehicles to a main base camp for repair, an in-field repair approach would essentially mean vehicles would be fixed and accessible to warfighters much faster at lower costs,” said Habtour. “We want to change the conventional thinking by taking advantage of exciting materials and manipulating the structure based on the principle of segmentation and assembly.”

MLF 7.8 | 13

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Air Maintainers Maj. Gen. H. Brent Baker Sr. Commander Ogden Air Logistics Complex

Brig. Gen. Donald E. “Gene� Kirkland Commander Oklahoma City Air Logistics Complex

Brig. Gen. Cedric George

Commander Warner Robins Air Logistics Complex

2013

Air Logistics Complexes

Air Logistics Complexes

Q& A

Air Maintainers

Sustaining the Air Fleet for Maximum Operational Readiness

In November 2011, the Air Force Materiel Command announced a commandwide reorganization designed to reduce costs, layers of redundant staff and generate operating efficiencies. The command would see the number of centers reduced from 12 to five.

The reorganization established the Air Force Sustainment Center, headquartered at Tinker Air Force Base, Oklahoma City, Okla.

Within AFSC are the three air logistics complexes, which were renamed complexes from centers in July 2012.

In this special supplement, Military Logistics Forum talked with the commanders of each complex on their mission and outlook for the future.

Major General H. Brent Baker Sr. Commander Ogden Air Logistics Complex

Brigadier General Donald E. “Gene” Kirkland Commander Oklahoma City Air Logistics Complex

Brigadier General Cedric George Commander Warner Robins Air Logistics Complex

Major General H. Brent Baker Sr. is the commander, Ogden Air Logistics Complex, Hill Air Force Base, Utah. He is responsible for cost, schedule and quality of depot repair, overhaul and modification of the A-10, C-130, F-16, F-22, F-35 and T-38 aircraft, the Minuteman intercontinental ballistic missile system, and a wide range of commodities.

These include landing gear, wheels and brakes, rocket motors, air munitions and guided bombs, photonics equipment, training devices, software, electronics, avionics, instruments, hydraulics, power systems, and other aerospace-related components.

His responsibilities extend to maintenance

Brigadier General Donald E. “Gene” Kirkland is the commander, Oklahoma City Air Logistics Complex, Tinker Air Force Base, Okla. As the commander, he serves a 9,100 personnel team responsible for $3 billion in revenue. The complex performs programmed depot maintenance on the KC-135, B-1B, B-52 and E-3 aircraft; expanded phase maintenance on the Navy E-6 aircraft; and maintenance, repair and overhaul of F100, F101, F108, F110, F117, F118, F119 and TF33 engines for the Air Force, Navy and foreign military sales. Additionally, he is responsible for the maintenance, repair

Brigadier General Cedric D. George is the commander, Warner Robins Air Logistics Complex, Robins Air Force Base, Ga. The WR-ALC performs programmed depot maintenance on all variants of the F-15, C-5, C-130, C-17 and special operations forces aircraft. George leads more than 8,400 employees in the restoration of equipment to serviceable condition through structural and component repair, manufacture and modification; avionic and airborne electronics weapons system repair, manufacture, modification, calibration and certification; and software development and

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operations at remote sites in Japan, Arizona, Colorado, Nebraska, Texas and California, and ICBM wings located in Wyoming, North Dakota and Montana.

Baker entered the Air Force in 1979 as an enlisted member and was commissioned in 1985 through officer training school after graduation from Southern Illinois University. He has had numerous assignments, such as the director of logistics, Headquarters Pacific Air Forces, Joint Base Pearl Harbor-Hickam; chief, materiel management flight, 8th Supply Squadron, Kunsan Air Base, South Korea, and headquarters staff positions, including chief, supply policy and procedures, Headquarters Air Combat Command, Langley AFB, Va. Baker also served as a presidential fuels flight officer at Joint Base Andrews, Md., and as the commander, 18th Mission Support Group, Kadena Air Base, Japan. He served both as the vice commander and commander, 95th Air Base Wing, Edwards AFB, Calif. Before his present assignment, he served as the commander, Air Force Global Logistics Support Center at Scott AFB, Ill. His major awards and decorations include: Legion of Merit with three oak leaf clusters; Defense Meritorious Service Medal with one oak leaf cluster; Meritorious Service Medal with six oak leaf clusters; Air Force Commendation Medal with two oak leaf clusters; Air Force Achievement Medal with oak leaf cluster; Joint Meritorious Unit Award; Air Force Outstanding Unit Award with two oak leaf clusters; Air Force Organizational Excellence Award with three oak leaf clusters; Air Force Good Conduct Medal with oak leaf cluster; Air Force Recognition Award with oak leaf cluster; National Defense Service Medal with bronze star device; and Humanitarian Service Medal.

Q: How has the complex adjusted to the reorganization that took place last year and with the budget tightening that has taken place?

A: It has been a dynamic year, that’s for certain. A complete major command reorganization, budget cuts, sequestration and furloughs are just a few of the major issues we were confronted with this year.

However, we are still doing well, which speaks to the unyielding spirit and dedication of our amazing team.

I also have to give a huge amount of credit to the detailed preparation and planning that went into standing up the Air Force Sustainment Center [AFSC] just 12 short months ago.

Our complex has worked closely with the AFSC to implement a ‘system’ for depot maintenance, which is entitled The AFSC Way. Complex goals and objectives mirror AFSC’s, making the transition almost seamless.

I’m not saying there haven’t been significant challenges along the way, but, by and large, mission impact has been minimal and aircraft and commodity production has actually improved. Prior to the furlough we were 50,000 hours over production, with a 99 percent on-time aircraft delivery rate, and running $126 million

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The focus of the air logistics complexes is, and always has been, on the warfighters while improving processes and efficiently utilizing resources. [Photos courtesy of U.S. Air Force]

under budget. We have accomplished all of this while improving on our quality and safety rates.

We are very proud of the significant savings we are realizing, contributing to national debt reduction and increasing the buying power of our customers. Our folks are taking a hard look at processes in an effort to save money and still provide the quality products our customers expect.

Q: What are the major elements of your commander’s guidance? How can you drive more efficiency from the processes and workforce?

A: One of the first things I do as a commander is brief the team on my expectations and what I believe are the key challenges that we must overcome to ensure a successful organization.

I am a strong proponent of having a vision for the organization and making sure everyone understands where we are going as a team.

First, living the Air Force core values and making sure we never do anything to disrespect ourselves or others. Without a solid foundation of core values, the rest of the job and even

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Air Logistics Complexes

AIR FORCE SUSTAINMENT Center

Lt. Gen. Bruce A. Litchfield Commander

Ross E. Marshall Executive Director

2013

OGDEN Air Logistics Complex

Maj. Gen. H. Brent Baker Sr. Commander

Herman Raiff Vice Director

Col. Ronald E. Jolly, Sr. Deputy Commander for Maintenance

Col. Jeffery P. Meserve Commander 309th Aircraft Maintenance Group

Richard D. Buhl Director 309th Commodities Maintenance Group

Sherel L. Hardy Director 309th Electronics Maintenance Group

Dr. David S. Hansen Director 309th Maintenance Support Group

Col. Andrew D. Healy Commander 309th Missile Maintenance Group

Karl G. Rogers Director 309th Software Maintenance Group

Col. Robert S. Lepper Commander 309th Aerospace Maintenance and Regeneration Group (Located at DavisMonthan AFB, Ariz.)

Brig. Gen. Edward P. Yarish Mobilization Assistant to the Commander

Col. John C. Kubinec Vice Commander

Chief Master Sgt. Kevin Vegas Command Chief

Oklahoma City Air Logistics Complex

Warner Robins Air Logistics Complex

Brig. Gen. Donald E. Kirkland Commander

Kevin O’Conner Deputy Commander

Col. Linda Hurry Deputy Commander for Maintenance

Brig. Gen. Cedric George Commander

Doug Keene Vice Director

Col. Roger Johnson Deputy Commander for Maintenance

Col. Gerald R. McCray Commander 76th Aircraft Maintenance Group

Col. Leigh E. Method Commander 76th Commodities Maintenance Group

Gary Krebsbach Director 76th Maintenance Support Group

Col. Timothy Molnar Commander 402nd Aircraft Maintenance Group

Ellen Griffith Director 402nd Commodities Maintenance Group

Col. Theresa Humphrey Commander 402nd Electronics Maintenance Group

Col. Stephen D. Petters Commander 76th Propulsion Maintenance Group Commander

Michael Jennings Director 76th Software Maintenance Group

Joe Harrison Director 402nd Maintenance Support Group

Wayne Osborn Director 402nd Software Maintenance Group

Air Logistics Complexes

success can seem hollow. I expect everyone to be a part of the team. As the old saying goes, ‘There is no ‘I’ in teamwork’; we all work together to meet our goals.

I expect everyone to lead by example, always, and I’m not talking about just the boss or supervisors ... everyone has a responsibility to do the right thing and give 100 percent at all times. This includes showing initiative. I make sure everyone understands our focus is on the warfighter, process improvement and efficient utilization of all of our resources. And, as with everything, communication is the key to success.

Another element is fixing our processes and not just the issue of the day. This ‘leadership model’ drives efficiencies and processes improvements.

Finally, to ensure we function as a team, I empower my people to make improvements at the lowest level. Not only does this facilitate buy-in, but I believe it also instills a sense of pride in the workforce by enabling them to make a difference, and this empowerment gives them the initiative to perform to their highest potential.

To remind us of our leadership responsibility, we have four key complex themes we use as a guide: • • • •

How do you know you’ve had a good day?

Using the power of good to great.

Always live Yoda’s guidance—‘Try not, do!’

Win today’s and tomorrow’s wars.

Q: What are the challenges of managing some of the newer aircraft coming into the fleet as well as a number of mature platforms?

A: Regardless of aircraft age, there are many common challenges like recruitment, training and retention of people, facility utilization, engineering, technical order management, supply chain management, unknown and potentially catastrophic issues, and the list goes on and on.

Some challenges seem to be universal and timeless. However, fifth-generation aircraft, like the F-22 and F-35, present some unique challenges not associated with or found in legacy platforms.

First, personnel and physical security requirements are far more stringent on the newer platforms. Secondly, the unique requirements for low observable [LO] maintenance and repair present unique challenges due to the precise nature of applying LO covering and coatings, and the high volume of LO work associated with these weapons systems. We’ve developing a new competency of highly skilled artisans to complete the LO work.

Additionally, numerous new weapons systems are managed under a public-private partnership with industry, so there is a contractual relationship between the depot and private industry that requires both parties to work together to achieve production goals.

In the case of the F-35 and F-22, engineering, supply chain management and IT systems are administered by the contractor, not the government, and day-to-day operations are governed by

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implementation agreements between both parties. These unique relationships can create conflicts between the contractors and the government, but it is in the best interest of both parties to work towards common production goals.

Legacy aircraft have their own unique challenges like metal fatigue, aging and obsolescent systems, obsolescent parts, and vanishing vendors to provide parts/systems, and they are very expensive to maintain.

Q: How do you communicate and partner with industry to establish best maintenance practices and generate efficiencies throughout the process?

A: Partnerships are vitally important to our ability to support the warfighter.

In the last few years, partnerships have taken on a new and exciting role and both parties now look for win-win situations.

The complex continuously takes steps to effectively communicate depot needs and we work cooperatively with industry partners to develop processes and ensure a successful partnership environment.

We consistently use an integrated team approach by immersing our partners in the processes here at Hill or by sending our folks to review procedures at their commercial facilities. We take a collaborative approach by jointly sharing maintenance practices and cultivating the whole team concept.

Quarterly program reviews are conducted between the complex, our industry partners and the program offices allowing us to share lessons learned and develop future roadmaps.

We’ve maintained AS9100 and AS 9110 certification, as well as other aerospace standards. We also benchmark with our privatepublic partners to import all best practices.

Q: In this new era, do you see the use of outside contractors as an increasing or decreasing trend?

A: I believe public-private partnerships will be the new norm.

Due to shrinking workloads across all of DoD, and budgetary constraints, we all need to work together to continue to meet warfighter needs while providing the ‘art of the possible’ when it comes to best cost. This includes collaboration with DoD as well as private industry to successfully accomplish the depot maintenance mission.

Q: What is the degree of cooperation between the commands and workforces of the three ALCs? A: Cooperation between the complexes has greatly improved since the stand-up of AFSC and coordination happens on a daily basis.

In my estimation, collaboration is now at its highest levels ever. We are now all working with a standard set of goals [and] metrics, and most importantly, we have a common system to drive consistent and repeatable processes—The AFSC Way— which keeps our entire team focused on the same end point: support to the warfighter. O

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and overhaul of a myriad of Air Force and Navy airborne accessory components, and the development and sustainment of a diverse portfolio of mission critical software.

Kirkland entered the Air Force in 1988 through officer training school. He is a career aircraft and munitions maintenance officer, and has served on the J4 logistics staffs at United States Central Command and the Joint Staff. Prior to his current position, he was executive officer to the Chief of Staff of the Air Force.

His major awards and decoration include: Legion of Merit with two oak leaf clusters; Bronze Star Medal; Defense Meritorious Service Medal with oak leaf cluster; Meritorious Service Medal with two oak leaf clusters; Joint Service Commendation Medal; and Air Force Commendation Medal with oak leaf cluster Q: What changes has the complex seen since the reorganization? Has it fundamentally altered any of the actual work that was and is being done here?

A: The core mission of the maintenance complex did not change as a result of reorganization. However, the change to AFMC’s 5 Center organization has generated new approaches to cost-effective readiness and how we operate across the Air Force Sustainment Center.

Almost immediately, we saw improved integration of the supply chain with our maintenance processes, as well as standardization of processes and philosophies across AFSC’s three depots. Importantly, we’ve continued our close relationship with the system program offices in AFMC’s Life Cycle Management Center.

Collectively, we’re seeing success in increasing the speed and quality of depot maintenance while reducing costs. The reorganization has not altered any current or projected strategic workload at Oklahoma City, like the KC-46A tanker or F135 engine.

Q: You have talked about a culture of continuous process improvement. How has this impacted your efforts to become more efficient and effective during difficult budget times?

A: Oklahoma City Air Logistics Complex [OC-ALC], like all of the Air Force Sustainment Center, has standardized production machine processes using more scientific methods utilizing specific fundamental production principles to reduce work-in-progress, which allows for less infrastructure, fewer resource requirements and lower costs, while creating capacity for additional workload.

We have incorporated a rigorous performance review at the enterprise level. Our production machines provide a framework to increase throughput and decrease required flow days, all while focusing on ‘art of the possible’ goals.

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New approaches to cost-effective readiness resulted in almost immediate improvements to supply chain integration as well as a standardization of processes. [Photos courtesy of U.S. Air Force]

Almost every area has seen improvements, but certain production lines like KC-135 programmed depot maintenance and F108 engine overhaul have already seen dramatic increases in speed, quality and safety. We’ve seen similar successes in commodities maintenance and software maintenance; we’re actively working to populate lessons learned across the remainder of OC-ALC to further advance cost-effectiveness readiness.

A key enabler is an emerging organizational culture in which all OC-ALC personnel work to identify and eliminate production constraints. Current budget realities make use of CPI and Lean more important than ever, but fundamentally, this is just a smarter way of doing business. We understand that the production capacities of the depots will determine the size of the force that can be effectively sustained.

Q: Have the budget issues created any maintenance backlogs? Are you seeing a corresponding decrease in workload coming in?

Air Logistics Complexes | MLF 7.8 | 7

Air Logistics Complexes

A: The furlough period and associated restriction on using targeted overtime have reduced the overall opportunity for our workforce to perform the depot-level maintenance they do so well.

In general, though, furloughs will naturally result in slightly longer timeframes to accomplish scheduled maintenance, and will temporarily disrupt the efficiency of our production machines.

Q: One of the aircraft you look after is the KC-135. What are the specific challenges to managing an aging airframe?

A: There are significant challenges to managing the overhaul and sustainment of an aircraft like the KC-135 that was designed over 60 years ago. These include the supply chain shortages that all weapon systems eventually experience at the upper end of their lifespan.

Obsolete parts, older manufacturing methods and use of outdated materials require extra effort to find or develop sources and may require special production runs.

Accessibility to some major structural pieces is extremely difficult, time-consuming and can generate additional work on the jet.

That said, our teammates in the 448th Supply Chain Management Wing and the Defense Logistics Agency do a tremendous job working with industry partners to keep us supplied with the necessary parts, and at the pace required to feed our accelerated depot maintenance line.

➦

The presence of dissimilar metals with the mixing of older materials with newer metals drives additional corrosion potential on top of the age of the aircraft. Corrosion control programs and structural integrity programs run by the KC-135 program office give us direction in how to best attack corrosion and structural issues.

Another issue in the case of the KC-135 is some hand-drilled items on the original aircraft which introduces variability between jets. We work closely with cognizant engineers to develop costeffective alternate repairs. Where supply gaps exist, our 76th Commodities Maintenance Group is tremendously skilled at converting engineers’ designs and locally manufacturing flightworthy parts to sustain our programmed depot maintenance.

Q: With your history with tankers, has it been decided if you will be maintaining the KC-46?

A: An October 2011 Depot Source of Repair [DSOR] decided KC-46A programmed depot maintenance will be accomplished organically at Oklahoma City. Our OC-ALC team is already working with all stakeholders to ensure that world-class facilities, workforce and processes are in place to induct the first KC-46A in 2018.

It’s an exciting time at OC-ALC as the KC-46A will bring with it different maintenance concepts, but we also know we can apply more than 50 years of experience maintaining the KC-135 to the design of our future KC-46 operation. O

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sustainment of operational flight programs, test program sets, and automatic test equipment. He is also responsible for providing a ready source of critical item maintenance and repair by supporting peacetime maintenance requirements, meeting wartime emergency demands, and accomplishing expeditionary aircraft maintenance and repair.

George entered the Air Force in 1987 as a graduate of Norwich University’s ROTC program. He is a fully qualified maintenance commander and a Level III senior acquisition professional, with a wide array of leadership experiences in Air Force and joint programs. His commands include the 49th Aircraft Maintenance Squadron at Holloman AFB, N.M.; 35th Maintenance Group at Misawa AB, Japan; and 11th Wing at Bolling AFB, Washington, D.C. He has also served as the director of Pacific Air Forces Air Force Smart Operations 21, Hickam AB, Hawaii, and special assistant to the Vice Chief of Staff, Headquarters U.S. Air Force, Washington, D.C. Prior to his current position, he was commander, 76th Maintenance Wing, Tinker AFB, Okla.

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His major awards and decorations include: Legion of Merit with one oak leaf cluster; Air Force Meritorious Service Medal with four oak leaf clusters; Joint Service Commendation Medal; Air Force Commendation Medal with oak leaf cluster; Air Force Achievement Medal with oak leaf cluster; Air Force Organizational Excellence Award with oak leaf cluster; Air Force Outstanding Unit with oak leaf cluster; Air Force Longevity Service with three oak leaf clusters; and Armed Forces Expeditionary Medal.

Q: Has being reorganized as a complex changed the type or amount of work that you are tasked to handle?

A: The simple answer to that question is ‘no.’ However, this is one of those rare and happy instances where a ‘no’ is a huge positive. And the explanation for that gives me the chance to share some good news and striking success stories of which we are most proud.

First and foremost, it has been amazing and gratifying to take part in the implementation of the Air Force Sustainment Center structure. This structure integrated supply

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Air Logistics Complexes

chain, life cycle management, and maintenance processes into one planning construct for the enterprise; established enterprise-level performance reviews where everyone is measured against the same baseline; established a new Requirements Review Depot Determination process which addresses variability of planned to actual funded orders; and created an environment where 12 separate programmed depot maintenance [PDM] lines operate within a standardized tool set and battle rhythm—The AFSC Way. While synchronizing all the parts was quite an undertaking, it has been fascinating to witness firsthand the bringing together of seemingly separate factions into one single enterprise. As we have progressed in The AFSC Way, I’ve been pleased to see our team’s growing awareness that our mission coincides with the work of our fellow complexes— that our Robins team is a big part of an even bigger team. We approach things the same way. We share the same goals. We utilize the same resources and methodologies. We work the same way. And it’s all for a unified cause. We truly are one team united in a worldwide mission to support our nation’s warfighters.

All in all, we are poised, ready and rolling as an integral part of AFSC and Air Force Materiel Command, and we remain committed to our vital mission—giving the highest possible caliber of support for our brave warfighters.

Q: Do you still work with and partner with industry? What are some examples of that partnership?

A: Yes, Robins has a strong history of utilizing public-private partnerships [PPP], and we remain strong proponents of those relationships. Our complex is actively engaged in several public-private partnerships. We have a long-standing partnership with Boeing providing C-17 programmed depot maintenance support.

We also provide backshop support for Northrop Grumman on the Joint STARS program. Joint STARS was one of the first PPPs at WR-ALC to combine the capabilities of the organic depot with the strengths of the private sector.

A direct sales partnership between WR-ALC and Lockheed Martin allows sustainment of the F-22 weapon system. And WR-ALC and Northrop Grumman are engaged in a workshare PPP agreement to perform various avionics workload.

Given our success in partnering with companies in the aerospace community, we’re steadfastly looking to continue that trend. Not only are we aggressively seeking growth in both the C-17 and Joint STARS partnerships, we are also pursuing additional partnerships. For instance, we want to partner with industry for manufacturing and metal bond support in support of various weapon systems.

Q: The Warner Robins annual requirements symposium for 2013 has been canceled. How will you go about communicating with your industry partners about your needs for the coming year?

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The air logistics complexes have a long history of partnering and working with industrial partners to maximize best practices to support the warfighter. [Photos courtesy of U.S. Air Force]

A: The requirements symposium provided a unique opportunity for face-to-face interactions with potential industry partners on mission requirement opportunities not only for our complex, but also for the 78th Air Base Wing, Robins Air Force Base Life Cycle Management Center Systems Program Offices, and supply chain management organizations. Even though that specific forum is canceled

Air Logistics Complexes | MLF 7.8 | 9

Air Logistics Complexes

for this year, the complex is always open to communicating and sharing ideas with potential industry partners for depot workload to support mission requirements.

We currently have approximately 30 partnership agreements [PAs] with private industry, seven of which were signed this fiscal year, with eight more in the negotiation phase. Through the negotiation process of the PA, we have daily communication with private industry.

Again, the complex is seriously committed to pursuing public-private partnerships to enhance depot capabilities, to provide long-term sustainment and/or modernization support, and to leverage existing relationships. We encourage all that are interested to contact WR-ALC/OBP to discuss potential partnership opportunities.

Q: Much of the C-5, C-17 and C-130 transport fleet passes through your hangar doors. These airframes have seen a tremendous number of flight hours over the past decade.

What are the challenges of keeping pace with the maintenance of these three workhorses?

A: We are very proud to sustain our Air Force’s airlift fleet here at Robins AFB. For decades of American history—and quite noticeably during the past 20 years—these aircraft have been doing the vast majority of the heavy lifting throughout the world delivering global reach. Through our long association and outstanding maintenance work, Robins has won a hard-earned reputation as the airlift complex of choice. It’s a moniker in which we take great pride. And that proud standing serves to bolster our diligent efforts in our airlifter work. Robins wants to keep them flying for decades to come.

When you ask about keeping pace, you’re hitting on one of the biggest challenges of modern times. We’ve been at war for a dozen consecutive years now, the longest era of nonstop warfare in our nation’s history. As a complex charged with maintaining the weapon systems in the fight, it goes without saying that the pace has been incredible on our aircraft and people.

Regardless of pace, each of our weapon systems brings their own unique challenges to our robust maintenance mission. The C-17 fleet has a wide variety of modifications we perform and, as a result, each aircraft that enters our hangars has a different work package. Our C-130 fleet is very diverse as well, with more than 20 variations of the Hercules spending time in our hangars. The giant C-5 presents plenty of unique sustainment problems due to its sheer size alone.

We install new, life-extending modifications to preserve the Galaxy fleet.

Across the fleet, there are several challenges that span all the weapons systems we maintain and affect all of our lines, including the F-15 fighter. All of these challenges center on supportability to the mechanic—from engineering a replacement part that is no longer manufactured, to keeping stock levels that are within our resource-constrained environment.

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The major challenges common to C-5, C-17 and C-130 aircraft are predominantly centered on parts availability issues. As the aircraft become older, we encounter needs for parts that don’t have a lot of historical usage, thus making the items hard to find for our DLA partners. We also see older parts become more scarce because vendors have either gone out of business or lost interest in producing low volumes of parts. Fortunately, our CMXG [commodities maintenance group] has a tremendous capability to manufacture many of the parts needed to support these aircraft.

On a daily basis, we manufacture parts that are not available from industry within the timeframe needed to support our PDM lines.

Our commodities group performs repair/overhaul on structural components for all of the aircraft sent our way.

We also perform propeller overhaul on C-130s and repair many of the major F-15 structural items to support the F-15 PDM line here at Robins.

Q: Are there tangible examples of how you have generated time and cost savings throughout the maintenance processes and the various groups at Warner Robins?

A: There are nearly limitless examples of where we have achieved time and cost savings across the complex. We are constantly on the lookout for areas where we can improve our efficiency, and we put a lot of effort into making sure we are as cost effective as possible, especially in our current fiscally constrained environment.

Since the majority of our cost is in our manpower and supply chain, these are the areas where we place a majority of our focus. Some of our initiatives that have resulted in noticeable savings involve ensuring we have all of the spare parts and equipment that we plan to use before we begin work in a particular area. This may seem obvious, but it involves a very deep level of planning to ensure that all requirements are identified early in the process and that everything is made available to the mechanic before he or she asks for it. This enables the mechanic to remain at their work station longer and, therefore, allows them to accomplish more meaningful work every day.

Again, the difficulty lies in the sheer volume, variety of work and unpredictable workload that we accomplish every day. It takes tremendous amounts of discipline and planning in order to achieve the positive results that we have been seeing.

Another cost saver we employ is something I mentioned earlier. Our 402nd CMXG manufactures parts for DLA when other sources are nonexistent or when existing sources can’t provide parts when needed.

For example, CMXG recently provided a request for quote on two F-15 items—wing pins and bushings. In both instances, DLA requested immediate support to manufacture the parts as a gap buy in order to avoid grounding of aircraft during the interim period prior to contract award. O

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Air Lifter

Q& A

DoD’s Lead Worldwide Air Mobility Provider

General Paul J. Selva Commander Air Mobility Command

General Paul J. Selva is commander, Air Mobility Command, Scott Air Force Base, Ill. Air Mobility Command’s mission is to provide rapid, global mobility and sustainment for America’s armed forces. The command also plays a crucial role in providing humanitarian support at home and around the world. The men and women of AMC—active duty, Air National Guard, Air Force Reserve and civilians—provide airlift, aerial refueling, special air mission and aeromedical evacuation.

Selva graduated from the U.S. Air Force Academy in 1980, and completed undergraduate pilot training at Reese AFB, Texas.

He has held numerous staff positions and has commanded at the squadron, group, wing and headquarters levels. Prior to his current assignment Selva was the vice commander, Pacific Air Forces, Joint Base Pearl Harbor-Hickam, Hawaii.

He is a command pilot with more than 3,100 hours in the C-5, C-17A, C-141B, KC-10, KC-135A and T-37.

His major awards and decorations include: Defense Distinguished Service Medal; Distinguished Service Medal; Defense Superior Service Medal; Legion of Merit with two oak leaf clusters; Defense Meritorious Service Medal; Meritorious Service Medal with three oak leaf clusters; Air Force Commendation Medal; Air Force Achievement Medal; Joint Meritorious Unit Award; Combat Readiness Medal with two oak leaf clusters; National Defense Service Medal with bronze star; Armed Forces Expeditionary Medal with two bronze stars; Southwest Asia Service Medal with bronze star; Global War on Terrorism Service Medal; and Armed Forces Service Medal.

Q: I’d like to start with the short-term and long-term impact of sequestration on AMC. In the near term, furloughs are a visible reaction to short-term goals, but how is AMC positioning its portfolio to manage the longer-term effects of the budgetary constraints?

A: You are exactly right; the furlough of our civilian airmen is the most visible manifestation of the sequester. www.MLF-kmi.com

I am pleased we were able to curtail the furlough to six days.

The furlough has impacted morale and productivity across all of government. Civilians are an integral part of our institution and fill important positions throughout our Air Force. Secretary Fanning likely put it best when he said, ‘Furloughs made it obvious to everyone just how integral and important civilian airmen are to what we do every day.’

As you suggest, the prospect of significant budget reductions means Air Mobility Command had to develop a set of options to redistribute our resources to reduce our capacity across time while minimizing the risk to our ability to support wartime requirements.

We placed particular emphasis on the replacement of our aging tanker fleet and on the near- to mid-term modifications that are necessary to increase the efficiency of our fleets while also addressing the readiness needs of what will very likely be a smaller force. If we are forced to reduce the size of our airlift and tanker fleet, we must be able to address the modernization and sustainment needs associated with operating around the world every day.

Q: Within the past three years, your position was named the core function lead integrator for the Air Force’s Rapid Global Mobility portfolio. How has that helped shape and guide Air MLF 7.8 | 15

Force investments and the pay dividends to the Mobility Air Forces?

A: As you are aware, Air Mobility Command has been the lead command for the Mobility Air Forces [MAF] since 1998, standardizing processes for airlift, aeromedical evacuation and air refueling across all of the Air Force’s major commands. The core function lead integrator role added the responsibility to plan and program for those capabilities as part of the larger rapid global mobility portfolio.

The lead integrator function is a natural extension of the lead command role and brings a consistent, congruent voice to the planning, programming and operational execution of the global mobility mission.

Q: What adjustments has AMC made—and will be making—to fulfill its mission tasking as it relates to the pivot to Asia? [as it relates to basing or people and assets, number of flight hours, maintenance and support services, etc.]

Air Mobility Command is the lead command for the Mobility Air Forces and is the only command capable of rapidly moving large force numbers globally. [Photo courtesy of U.S. Air Force/by Senior Airman Courtney Richardson]

A: I came to AMC headquarters straight from my previous job as vice commander of Pacific Air Forces [PACAF]. So it’s interesting to view the Pacific through this lens here at AMC as well as from the PACAF perspective.

As the mission in the Pacific theater evolves, it’s important that AMC here at Scott Air Force Base continues to engage with PACAF and works through U.S. Transportation Command to understand Pacific Command’s [PACOM] future requirements.

The 515th Air Mobility Operations Wing at Joint Base Pearl Harbor Hickam is AMC’s theater representative. The folks there are working within the AMC Requirements and Planning Council to upgrade logistics capabilities and adjust AMC’s en route support structure in response to PACOM’s evolving requirements. AMC en route support is provided by military and civilian personnel as well as contracted capability. We routinely review and adjust our deployed en route support capability to address combatant command [COCOM] needs.

Evolving COCOM requirements can be manifested in changing support structures, or more nuanced changes to operational and exercise requirements.

Here’s one example of global reach in support of the pivot to Asia: To support U.S. Pacific Command priorities, mobility airmen from AMC and PACAF recently participated in Exercise Talisman Sabre demonstrating the U.S. military’s ability to quickly move combat forces over strategic distances.

Mobility airmen accomplished a five-ship strategic air drop moving Army paratroopers from Alaska to Australia non-stop, with air refueling support, air dropping them into the exercise scenario on time and on target. This field training exercise demonstrated combined and joint interoperability with our Australian partners. It also exercised our command and control relations between the Combined Task Force in the joint operations area, PACAF’s 613th Air Operations Center, and Air Mobility 16 | MLF 7.8

Command’s Tanker Airlift Control Center [618th Air Operations Center].

Q: With fleet and manpower numbers, budget and other factors, are the Mobility Air Forces as deployable and expeditionary as they were in recent years, as much as they need to be now, and can you maintain that capability based on the look-ahead forecasts?

A: When I travel around to our active, Guard and Reserve units, I tell everyone my first priority is mission. We will do whatever is needed to meet mission requirements and to position ourselves to meet future missions.

Mobility is our middle name and we will always maintain our rapid, deployable, expeditionary capabilities. We are feeling some of the effects of reduced resources, but the need for our services remains vital—the warfighter is crippled without mobility air forces. We will meet our obligation to keep our global deployment skills sharp.

As wartime requirements draw down, we keep our skills up by increasing our focus on optimizing training opportunities with the various combatant commands we support. Improved exercise scenarios that are mutually beneficial and pack in more training objectives are helping to mitigate the overall reduction in realworld experience we have had because of so many non-stop years of fighting wars.

Partner nation access is another aspect of global mobility.

And we have to continue to engage with partners around the globe through exercises, and build partnership capacity with tools like our mobility support advisor squadrons that travel to friendly nations. They meet face-to-face to advise and train with host-nation personnel, providing military-to-military contact opportunities in some of our more remote locations to improve www.MLF-kmi.com

cooperation, access and friendly-nation capability.

Q: The Afghanistan drawdown is requiring a coordinated, multi-modal effort to move people and equipment out of country. What will be the major challenges to the air portion of the mission as it intensifies?

A: I think the most significant AMC challenge to emerge during the retrograde operation from Afghanistan will be managing the flow of airlift to give U.S. Transportation Command and U.S. Central Command the option and flexibility to shift from politically fragile land routes to a set of multi-modal air or surface routes in order to keep the flow of personnel and equipment moving.

U.S. Transportation Command has developed a series of multi-modal routes that use airlift to move equipment from The Air Force recently completed a capability planning and analysis study looking at a future strategic airlifter, a notional C-X. Possible initial requirements in the mid-2020 range with production in the mid-2030s. [Photo courtesy of DoD] Afghanistan to surface ports in the region.

These multi-modal routes maximize the A: The Air Force Life Cycle and Management Center recently comvelocity of retrograde movement and save significant transporpleted a capability planning and analysis [CP&A] effort for AMC on tation costs by optimizing the use of air and sea lift to transport a future strategic airlifter [C-X]. Long range strategic planning for equipment back to home station. These multi-modal routes are C-X envisions defining initial requirements in the mid-2020s with a great example of the partnership between military and comproduction beginning in the mid-2030s. mercial air lift linked with commercial sealift providers. As the The CP&A examined and compared several design conmanager of the Defense Transportation System, U.S. Transporcepts—tube and wing, blended wing body, and airships. The effort tation Command brings this kind of synergy to complex moveexamined and compared several factors for these three design ment challenges. concepts—range, speed, payload capacity, operational and support It is USTRANSCOM’s intent to maximize surface routes, risks, and costs. for those materials able to move on the ground. However, for materials that must be air transported, USTRANSCOM develQ: How interested is AMC in more novel transportation options oped guidance to balance the various ground distribution routes like airships or unmanned platforms? Do you foresee either with and air options for outbound routes. AMC has positioned airlift a viable military role down the road? assets in the Central Command AOR. Working hand-in-glove with AFCENT, 18th Air Force—AMC’s operational command— A: Our immediate focus is limited to monitoring commercial stands ready to support increased retrograde operations when development of novel transportation options. The AMC Future necessary.

Concepts Office continuously examines novel transportation options that could improve rapid global mobility to support the Q: Knowing that the decision on a future tactical airlifter is warfighter. based on lift requirements from all of the services, is there a Over the last several years we have examined several novel timetable and capabilities project underway to look at a C-130 options in collaboration with USTRANSCOM, the Air Staff, the replacement?

Office of the Secretary of Defense, Air Force Research Laboratory, other services and industry. That collaboration includes an ongoA: AMC is continuously examining total airlift fleet requireing examination of airships and unmanned platforms that might ments based upon evolving customer needs and fiscal budgetary have viable military roles. constraints.

Specifically, in the near to mid term, we are examining an Q: AMC must be looking forward to the KC-46 coming online. investment strategy for the C-130H fleet, considering avionics What is being done now to prepare for the new tanker and to keep system modifications that would extend the life cycle of the the KC-135 doing the job until replaced?

H-model. Part of that investment strategy is examining a continuing procurement of the C-130J. A: The KC-46A program begins the replacement of our aging KC-135 fleet which has been a leader in air refueling for more than Q: Same question but with an eye on a new strategic airlifter. five decades. But even the 179 planned KC-46s will not replace all What are your thoughts on timing and capabilities?

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of the KC-135s, so we will continue to invest in fleet modifications and will continue to rely on our KC-135 aircraft to meet air refueling demands for decades to come.

Our KC-135 modernization efforts address critical airspace access and major obsolescence issues. As an example, the current Block 45 program is replacing obsolescent analog systems with digital systems that include a new integrated digital flight director/autopilot and an electronic engine instrument display. Our upcoming automatic dependent surveillance-broadcast transponder upgrade will upgrade the KC-135 to the new Federal Aviation Administration standard as air traffic control transforms from ground-based to satellite-based systems.

It is certainly worth emphasizing that our maintainers do an outstanding job in maintaining and sustaining the 52-year-old KC-135. In addition, the KC-135 System Program Office has several initiatives in progress to improve aircraft availability. These items continue to yield significant gains across the fleet and help us keep the KC-135 mission-ready to meet challenges through 2040. The newest modification is the Block 45 Communications, Navigation, Surveillance/Air Traffic Management upgrade that improves safety and addresses critical obsolescence and issues with the aircraft.

Additionally, the KC-135 Aircraft Structural Integrity Program takes a proactive approach to stay ahead of corrosion on the aging fleet. The ASIP program includes 10 initiatives, to include teardown analysis of three KC-135s. This initiative exposes hidden

portions of the airframe to help identify future target areas for corrosion control inspections. A 2013 audit conducted by the Air Force Corrosion Control Prevention Office rated the KC-135 ASIP program as ‘Green,’ meaning our current initiatives are working to keep the KC-135 viable until at least 2040. These programs, along with other current and future initiatives such as improved fuel bladders, will ensure the KC-135 will be a viable air-refueling asset for the long haul.

AMC is excited to begin fielding KC-46A aircraft in early 2016.

Tankers underwrite our nation’s ability to project power rapidly and they fulfill multiple roles, from aerial refueling to airlift to aeromedical evacuation, not only for our airmen, but for our joint and coalition partners. Compared to the KC-135, the KC-46A will have more refueling capacity, improved efficiency, and increased capabilities for cargo and aeromedical evacuation. To ensure a fully sustainable aircraft upon delivery, an AMC team of experts is working a number of KC-46A sustainment activities. These activities include main operating base site activations, provisioning spare parts, flight and maintenance technical order development, determining support equipment needs, as well as aircrew and maintenance training systems development. All of these activities will enable a mission-ready aircraft on day one.

The Air Force recently announced the preferred bases for KC-46 training and initial main operating bases. Our next step is to conduct an environmental impact assessment. Our preferred bases are Altus AFB, Okla., as the formal training unit and

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MLF 7.8 | 19

MANAGING YOUR MATERIALS

WHEN PEACE OF MIND IS AN

ABSOLUTE REQUIREMENT

McConnell AFB, Kansas, and Pease ANGB, N.H., as the first two main operating bases for the KC-46.

The Air Force Tanker Program Executive Officer has also authorized the establishment of a KC-46 Sustainment Feasibility Demonstration Executive Steering Committee and Working Group. The group will address the maintainability and sustainment roadmap for the new tanker. Teams from across the enterprise are reviewing facility, equipment and parts requirements to ensure we have a capable and viable platform for many years to come. We are excited about the capability the KC-46 will bring to our air refueling fleet.

Q: How have operational issues affected your use of simulators and other training devices to keep skills current?

A: Our units use simulators to execute aircrew formal training, complete currency events and maintain aircrew readiness to the maximum extent possible. MAF aircrew training and currency events are accomplished through flight events, simulator events and ground training. Our crews have used simulators to accomplish a large portion of their required training events for many years. The current fiscal environment, combined with contingency operations and reduced flying hour program funding, make continued use of simulators and investment in future simulator capabilities absolutely vital to the success of the mission.

Q: I understand that you recently created a chief learning officer position. What was the drive behind this, what are the results you want it to deliver and is this part of a large effort to educate future Air Force transportation officers?

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A: We are the most capable Air Force in history, not because of our airplanes but because of our people. We need to ensure whenever the call comes in, we’re ready. Mobility force readiness and effectiveness depends on airmen who are intellectually fit, life-long learners.

To meet this challenge, AMC established a chief learning officer position responsible for transforming AMC into a learning organization while leveraging modern learning techniques to better equip our airmen with the next generation of war fighting skills. Our objective is to assess the training needs of our force and deliver tailored learning tools, across all MAF mission areas to our airmen at the point of need, using the most cost-effective combination of technology and learning methods.

It almost goes without saying, people have differing views of learning. For example, what does learning mean to a 55-yearold? To me, it always meant going to class, lots of reading and homework—what many consider traditional methods of learning. But advancements in technology, accessibility and learning techniques have shifted that old paradigm into something different.

As a command, we have to adapt. Today’s learning environment is far more dynamic that the brick and mortar classroom environment I grew up in. Given the vast array of teaching and learning tools available through live, virtual and constructive training, we must examine the opportunities that exist in a connected world. Integrating modern learning techniques into all facets of AMC’s training programs is essential to our long-term success. O www.MLF-kmi.com

Afghanistan Logistics

Mastering forward logistics during a drawdown and looking at options to reduce transportation costs.

By Peter Buxbaum, MLF Correspondent

U.S. military agencies charged with managing the drawdown from Afghanistan are faced with a tangle of complexities, a situation far more challenging than the similar process that took place at the end of the Iraq conflict. In Iraq, vehicles that were headed home to the States could simply be driven across the border to Kuwait, where the U.S. military had staging, preparation and shipping facilities. The same vehicles being removed from Afghanistan must be trucked through Pakistan to the port of Karachi, a process complicated by touchy U.S.-Pakistan relations, or north to rail facilities in former Soviet republics for shipment to ports in eastern and central Europe. Particularly sensitive equipment, in some cases massively heavy vehicles like MRAPs, sometimes has to be airlifted out of the country, an expensive proposition.

Related to the costs and complexities of the Afghanistan drawdown is the decision to leave some equipment behind, either to be destroyed or sold or donated to other countries. The cost associated with transporting equipment out of Afghanistan creates an incentive, especially in these budget-constrained times, to leave more equipment behind. The decision not to remove all of the equipment and how to dispose of equipment not leaving Afghanistan triggers even more complexity.

On top of all that, there are still equipment and supplies coming into Afghanistan to sustain the shrinking U.S. and NATO presences in that country. “Supplies into the country are coordinated with movements out of the country to the greatest extent possible,” said Army Colonel James Utley, chief of the East Division, U.S. Transportation Command’s Operations Directorate, “although we are not moving a lot by surface transportation into the country.

We are carrying primarily food supplies via the Northern Distribution Network,” the route that takes cargo through the former Soviet republics. “Units carrying critical sensitive equipment inbound has pretty much dried up.”

“To reduce cost and leverage throughout, we are taking advantage of opportunities to use empty backhaul flights to load materiel and ship it out of Afghanistan,” said Army Brigadier General Francisco Espaillat, executive director of operations in DLA Logistics www.MLF-kmi.com

“It would be advantageous to fly them to a Operations. “But we still have a requirement regional port and ship them out from there, to supply the forces with fuel, food, repair parts but there is a finite amount of airlift and not and other commodities like medical supplies. a lot of space at area ports to stage the equipWe stay very close to the warfighter as part of ment.” our deliberative planning efforts.”

Another problem is raised by the issue DLA has personnel assigned to Central of just who owns the equipment. “Some Command headquarters in Kuwait as well of it is U.S. equipment that was loaned to as 190 DLA military and civilian employees other nations that now want to keep it,” said in Afghanistan. Espaillat is currently servFletcher. “This raises the question of whether ing a six-month deployment as the director it is in U.S. interests to give or sell the equipof CENTCOM’s Deployment & Distribution ment to the country that has been using it. If Operations Center in Kuwait. so, we may be the ones to ship the equipment “Afghanistan is one of the most difficult out of the country.” places in the world to get to,” said Major Gen“The armed services are the ones making eral (Ret.) Charles Fletcher, a NATO logistics the decisions to bring out a certain amount senior mentor and a senior vice president at of equipment and leave other equipment in Alion Science & Technology. “In the north, it place, whether for destruction or to be deshas some of highest mountains in the world, ignated as excess defense articles,” said Utley. and it has deserts in the south. There are over “Excess defense articles have to be approved 30 nations in the alliance fighting in Afghanifor sale to the other countries. We may or may stan and many of them have a different view not play a role in moving that equipment. on how rapidly they want to get out of the Typically we do not. Usually the country that country.” buys the equipment is responsible for moving “We still have product going into Afghaniit.” Transfers of equipment to other countries stan, but the volume has dropped off considerhave yet to begin. ably,” said Tim Smith, government program TRANSCOM is the end-to-end distribution manager for Stanley Vidmar, a maker of storprocess owner for the Department of Defense age cabinets for tools, supplies and bulk items. and manages all strategic transportation for “They are winding down, but they are not all of DoD. “We have several partners we getting out of Afghanistan completely. There work with,” said Utley. “The Defense Logistics will be a small contingency for the foreseeable Agency is one primary partner. They procure future.” supplies going into theater and we move The continued in-flow of equipment adds them into theater through the a degree of complexity to the Defense Transportation Sysproblem, noted Fletcher, but tem.” The defense transportathe drawdown itself is enortion system consists of both mously complicated. “You organic military assets and don’t want commanders on the capabilities as well as those ground who are in the process provided by commercial proof building up Afghan forces viders. focused on all the requireIt’s DLA’s job to screen ments of moving equipment equipment for reutilizaout,” he said. “Additional peotion within DoD, federal civil ple had to be put in country to agencies, and state and local manage this process in coorCol. James Utley governments. “Every effort is dination and cooperation with made to reutilize materiel back to the military all the other needs in theater.” services first and foremost,” said Espaillat. “We In his position as a NATO senior mentor, also see what opportunities there are to use Fletcher has been involved in months-long materiel as part of the Foreign Military Sales discussions on the coordination of outbound program. If it is determined equipment is no shipments. “A large problem involves flylonger usable, it is demilitarized in theater ing out high-priority equipment,” he said.

MLF 7.8 | 21

to remove the equipment using the same proand removed from the inventory. That saves cess but on a more condensed timeline. If the billions in transportation costs as we don’t equipment is severely damaged or broken, the have to bring the material back to the U.S. for decision is made whether to send it home for disposal.” repair or to destroy it because it’s not worth There are two buckets of equipment that the cost of transportation.” are getting shipped back from Afghanistan: For equipment that is identified for transunit equipment and theater-provided equipport, a decision of how it will be removed from ment. “Unit cargo is brought into theater by Afghanistan is made. “Instead of driving equipthe unit and it goes back with the unit to the ment to Kuwait, as was done from Iraq, some home station,” Utley explained. “The theaterof it is trucked or railed across 26 countries to provided equipment, things like big trucks ports in Eastern Europe or Russia,” said Smith. that the units acquire in theater, is considered “Some sensitive equipment such as MRAPs retrograde and goes through a somewhat difoften is flown out of the country.” Smith was ferent process.” referring to one option, the northern distribu“In the first place, units decide which of tion route, which brings equipment in and out their equipment they want to take back,” said of Afghanistan through neighboring former Smith. “They may designate 90 percent of the Soviet republics like Kazakhstan, Uzbekistan equipment to be shipped back because the rest and Azerbaijan to ports on the Baltic Sea. is a maintenance nightmare. The unit sends “We generally move sensitive equipment its proposal to headquarters and headquarters out by air,” said Utley. “The equipment is flown sends it to division for approval. They may out of Bagram Air Force Base in Afghanistan to actually cut down on the equipment to be Dubai or other locations. shipped back based in need.

Other equipment is Eventually, the Department of trucked from Afghanistan to the Army OKs the plan.”

Pakistan, where it is loaded on The heavy equipment board vessels in Karachi. considered to be retrograde is Delivery of materiel is facilnot owned by units but by itated through DLA Distributhe theater command. “Units tion’s 25 distribution centers that need the equipment reqworldwide. “DLA Distribution uisition it and then turn it is responsible for all receipt, back when they are finished storing and issuing of it,” said with it,” said Utley. “Units that Maj. Gen. (Ret.) Espaillat. “DLA uses our strawant to ship equipment out Charles Fletcher tegic alliances with U.S. Transsubmit a requirement 120 days portation Command to deliver to customer in advance to the U.S. Central Command.” destinations. DLA Disposition Services is also That request is analyzed through the Joint responsible for demilitarizing and disposing of Operation Planning and Execution System scrap no longer required by the military forces.

(JOPES), an electronic information system It is also responsible for disposing of materiel that is used to monitor, plan and execute for coalition partners.” mobilization, deployment, employment and The starting point for trying to figure sustainment activities associated with joint out what equipment goes and what stays, operations. JOPES provides users with access according to Fletcher, is whether the U.S. to joint operations planning policies, procemilitary needs the equipment and whether the dures and reporting structures that are supAfghan military can use it and maintain it. “We ported by communications and automated equipped the Afghan army and security forces data processing systems. with HMMWVs,” he said. “Some HMMWVs “CENTCOM uses JOPES to validate the could logically be left behind particularly those requirement,” said Utley, “and we at TRANSoriginal HMMWVs that were not up-armored.

COM analyze its transportation feasibility. We They might be of value to the Afghans but plan the movement through transportation less so to us. Other equipment like powermode and port of embarkation. We can usugeneration equipment and lighting equipment ally accommodate unit requests unless it is we will also probably want to leave behind.” last-minute.”

Some damaged or otherwise useless items Retrograde goes through a more expedited could be sold as scrap. “There are scrap bro10-day process. “The equipment is returned kers and dealers in that part of the world that to yards in Afghanistan where sensitive items will want to pick that up,” said Fletcher. “But such as radios are removed,” said Utley. “Army some damaged equipment, such as those that Materiel Command identifies the requirement 22 | MLF 7.8

have been hit by IEDs or projectiles, can’t be sold because we don’t want anyone looking at the effects of what a projectile or an IED has on our vehicles.”

Once a decision for scrapping is made, DLA Disposition Services gets involved. “DLA Disposition Services operates four disposal sites throughout the area of responsibility,” said Espaillat, “and provides mobile disposal teams that deploy to forward operating bases, thereby decreasing the amount of times materiel is touched and reducing the volume of transportation requirements in Afghanistan.”

Beyond donating excess equipment to Afghanistan, there is also the possibility of selling equipment to other countries. Coalition forces have expressed interest in acquiring some of the equipment the U.S. may be leaving behind, according to Fletcher.

“In the first place, the U.S. military is going to see whether the equipment is of use to the military, to government agencies, or even if it could meet non-government requirements,” said Fletcher. “If it is not needed, it could be a good candidate for a foreign military sale. At that point, the State Department gets involved to analyze the political implications of selling the equipment to a particular recipient nation.”

Today’s budget constraints create an incentive to leave more equipment behind, according to Fletcher.

“In previous years, additional funds were given to the services to pay for the additional requirement of operating in Afghanistan,” he said. “With the recent budget cuts, the services might have to pay for some of the transportation costs out of Afghanistan from elsewhere in their own budgets.”

Fletcher believes the process is going as well as can be expected, given budgetary constraints. “In the past there may have been more discretionary funding to support the process,” he said. “These days you have to go through the narrow confines of the military budget and there is not much money coming in from our coalition partners because most of them are in worse economic shape than we are.

“This is a top priority for many people,” Fletcher added. “Everyone understands the future implications for readiness of not bringing equipment out. This issue is consuming a lot of energy both here and in Europe.” O For more information, contact Editor-in-Chief Jeff McKaughan at jeffm@kmimediagroup.com or search our online archives for related stories at www.mlf-kmi.com.

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MLF 7.8 | 23

INDUSTRY INTERVIEW Military Logistics Forum Shelley Lavender Vice President and General Manager, Integrated Logistics The Boeing Company Shelley Lavender leads Boeing’s Integrated Logistics division, part of the company’s Global Services and Support business.

Integrated Logistics provides comprehensive sustainment services and products for domestic and international military customers. Lavender has served in engineering, supplier management and program management roles, including leading the F/A-18E/F Super Hornet program. She most recently led the global strike portfolio of production tactical aircraft and attack helicopter programs.

Q: How would you describe Boeing’s position within the DoD logistics enterprise?

A: Boeing possesses a wealth of experience from a large number and broad range of aircraft sustainment programs. We have been part of the expansion from traditional, transactional-type programs to those that are integrated and performance-based. Our customer base includes the Army, Navy, Marines, Air Force and the Defense Logistics Agency, as well as military organizations around the globe, so we are able to build on a broad portfolio and many lessons learned as we work with those customers to structure affordable, effective sustainment programs.

Q: What are the keys to successful sustainment programs in today’s environment?

A: The main element is recognizing that there isn’t a cookie-cutter approach for every sustainment program and every customer.

Each program needs to be structured around a unique formula that includes factors such as business models, partnerships and varying levels of support. The key is to get that formula right. We recognize that the goal of sustainment programs often is not maximum readiness, but almost always is optimized readiness. Optimized readiness recognizes there is a balance between aircraft availability and customer funding levels, and that is especially important in the environment in which we operate today. It’s about working with the customer to understand their CONOPS and mission, and tailoring a sustainment program to achieve their needs.

24 | MLF 7.8

Q: So affordability is paramount in today’s sustainment programs?

A: It is, but in a broader way than perhaps we viewed it in the past. We think about affordability in two dimensions. The first dimension is the more traditional view: reducing our cost to the customer by continued improvements in productivity. The second dimension, however, pulls on innovation to find new sustainment solutions that enable our customers’ business transformation in how they do work, and in the end save customers’ money. I feel good about the level of innovation we can bring to our customers, not only through the deep experience we have in developing and executing sustainment programs, but through the broad skills and extraordinary technical depth that exist across Boeing. Every day we are finding new ways to leverage the expertise and technologies that exist within our commercial airplanes services organization onto our military programs and we are actively working to share innovations among both areas. We call it ‘One Boeing’ and it is a key strength we can bring to our military and commercial customers.

Q: What types of innovation are you working on in the sustainment area?

A: We are seeing some game-changing applications in the information technology and modeling and simulation areas. This is allowing significant advances in maintenance planning, demand forecasting and supply-chain integration. But while we typically think of innovation coming from technology areas, we need to work hard to understand our customers’ missions and business practices to provide nontraditional business-model

innovation. We need to find new structures for doing business that allow collaboration between the military organizations and industry, that include long-term strategic investments to drive the two dimensions of affordability I mentioned previously, and that incentivize both the military and its industry partner to achieve the desired outcome. In many ways it comes down to two things: innovative people and collaborative customer relationships.

Q: Can you talk about partnerships, both within industry and with your customers?

A: Definitely, because they are key. It is clear that we need to bring to our customers bestof-industry solutions to satisfy their needs, and we can do that only through strong industry collaboration. That collaboration is even more important between our customers and industry. If you step back and look at the environment in which we are operating, you quickly are struck by the magnitude of the challenges both the military and industry face. In many ways, there is not precedence nor are there processes for navigating these waters. That makes communication and partnership with our customers of utmost importance. Trust, transparency and open, honest dialogue have to make up the foundation of how we work together.

We are in the process of having frank dialogue with some of our customers. While we have been part of very successful sustainment programs, some have been less than successful and we have learned some tough lessons. Because of the latter, we are working hard to re-earn our right to partner on the sustainment of certain platforms. But we are drawing on lessons learned from all our programs to build on strengths and structure offerings that provide true savings and optimized readiness.

Part of being a good partner is basic execution and delivering on promises. But the other part is listening … listening with innovation in mind to understand needs and to provide unique solutions. That’s how we will provide our warfighters with the support they need in the dynamic times that are ahead. O www.MLF-kmi.com

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