MLF 9.1 Who's Who (February 2015)

Capability Deliverer Lieutenant General John F. Thompson Commander Air Force Life Cycle Management Center

2015

U.S. Air Force Life Cycle Management Center

U.S. Air Force Life Cycle Management Center

Capability Deliverer

Q& A

Build for Tomorrow, Meet Warfighter Needs, Conserve Taxpayer Dollars

Lieutenant General John F. Thompson Commander Air Force Life Cycle Management Center Wright-Patterson Air Force Base, Ohio Lieutenant General John F. Thompson is commander, Air Force Life Cycle Management Center, Wright-Patterson Air Force Base, Ohio. The organization is the single center responsible for total life cycle management covering all aircraft, engines, munitions and electronic systems.

Thompson entered the Air Force in 1984 as a graduate of the U.S. Air Force Academy. He has served in a variety of scientific, acquisition and logistics-oriented capacities, including staff assignments at Air Force Systems Command, Air Force Materiel Command and in the office of the Assistant Secretary of the Air Force for Acquisition.

The general has been chief of the Commodities Division, Ogden Air Logistics Center, Utah, and chief of the Air Vehicle Division, C-17 System Program Office, Wright-Patterson AFB. He also served as director of propulsion, Oklahoma City ALC, Okla., and chief of staff, Air Force Materiel Command, Wright-Patterson AFB. He has commanded the 327th Aircraft Sustainment Wing, Tinker AFB, and the 303rd Aeronautical Systems Wing, Wright-Patterson AFB, where he served as Air Force Program Executive Officer for Intelligence, Surveillance and Reconnaissance. Thompson has also served as Air Force Program Executive Officer for Strategic Systems, Deputy Program Executive Officer for the F-35 Joint Strike Fighter Program, and as KC-46 Program Director.

Prior to assuming his current position, Thompson was Program Executive Officer for Tankers, Tanker Directorate, Air Force Life Cycle Management Center, Wright-Patterson AFB. His awards and decorations include: 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 with two oak leaf clusters; Air Force Achievement Medal; Air Force Outstanding Unit Award; and the Air Force Organizational Excellence Award with four oak leaf clusters.

In 1990, he was recognized with the Secretary of the Air Force Leadership Award.

Q: Let’s start with an overview of the center, its size, budget, number of programs under management, etc. www.MLF-kmi.com

A: The Air Force Life Cycle Management Center (AFLCMC) is one of six centers reporting to Air Force Materiel Command. While AFLCMC is headquartered at Wright-Patterson Air Force Base, Ohio, the center spans nine major operating locations in the United States and dozens of satellite offices worldwide that are responsible for the “cradle to grave” life cycle of thousands of weapon systems.

Although the center is made up of just 4 percent (26,000 people) of total Air Force personnel, we’re responsible for delivering 100 percent of its non-space warfighting capabilities and executing nearly 30 percent ($48 billion) of the Air Force’s entire budget. In fact, if we were eligible for consideration, we’d be number six on the Fortune 500 list among some pretty big corporate players.

Q: With several months under your belt here at AFLCMC, have you fully established your commander’s guidance and been able to get out and see a good part of the command?

A: As of January 2015, I have visited six of our nine major operating locations, and I have six more trips already planned in the first half of 2015. In my travels throughout the center, I have been continuously impressed by the dedication, hard work and pride our total force team demonstrates day in and day out supporting the warfighter.

U.S. Air Force Life Cycle Management Center | MLF 9.1 | 1

U.S. Air Force Life Cycle Management Center Since I assumed command, AFLCMC’s fundamental mission has not changed. My goal for the upcoming year is to stay the course on our objectives, accelerate initiatives and avoid pitfalls that may derail our efforts. We will continue to execute the mission, and we will get better at it; we must in today’s budgetary environment. We must also build for tomorrow, meet the warfighters’ needs and conserve taxpayer dollars.

To achieve that, my objectives for 2015 are to: (1) Deliver cost-effective solutions, (2) Deliver affordable and effective product support, (3) Launch high-confidence sustainable programs, (4) Standardize and continuously improve center processes, (5) Develop and place the right person at the right time, and (6) Assure a safe, secure, sustainable and quality work environment.

Finally, we must continue to build partnerships with industry and other centers to be the agile life cycle force that this country needs us to be.

AFLCMC delivers 100 percent of the Air Force’s non-space warfighting capabilities and executes nearly 30 percent—about 48 billion— of the Air Force’s entire budget. [Photo courtesy of U.S. Air Force]

Q: What are the biggest challenges the center faces, and how are they being addressed?

A: Our biggest challenge is successfully executing nearly 3,000 programs with resource constraints and budgetary instability.

Standardizing our processes and analyzing what things should cost will help to mitigate budget challenges, but it will be tough to resource all programs. The Air Force’s top acquisition priorities continue to be the F-35 Lightning II joint strike fighter, KC-46 Pegasus tanker and long-range strike bomber.

Q: Looking through the other end of the prism, what are some success stories that highlight the center’s capabilities?

A: In spite of resource and budget constraints, our dedicated and professional AFLCMC workforce produced many success stories throughout the last year. I’ll take time to highlight a couple examples from across the enterprise.

One ongoing effort that highlights AFLCMC’s capabilities is the center’s involvement in developing a transport isolation system to enable safe aeromedical evacuation of DoD patients in C-130 and C-17 aircraft. The transport isolation system is part of the United States’ comprehensive Ebola response efforts in West Africa. We were given a month and a half to ensure the system was safe to fly on Air Force aircraft. The AFLCMC workforce pulled together to collect and analyze test data that saved precious time.

We had to determine if using the system onboard would impact the structural integrity of the aircraft, and whether the system would be safe for patients and aircrews, and we did just that. Just this month, we issued a “safe-to-fly” assessment for initial operational capability of the system, allowing the execution of missions in-country.

Another example has been our role in fielding remotely piloted aircraft or RPAs. Currently, there are more than 340 USAF RPAs 2 | MLF 9.1 | U.S. Air Force Life Cycle Management Center

used in training and operations around the world. The MQ-1 RPA provides persistent ISR (intelligence, surveillance, reconnaissance), target acquisition and strike capability against critical time-sensitive targets; the MQ-9 performs find, fix, track, target, engage and assess missions; and the Global Hawk provides continuous, high-altitude long-endurance, all-weather, day/night, wide-area reconnaissance and surveillance. Collectively, RPAs just passed 2.4 million hours of flight time. The AFLCMC enterprise contributed to the design, development and evolution of these remotely piloted aircraft. And we’re posturing for the future, as RPAs and even autonomy are growth industries.

A final example effort that highlights AFLCMC’s capabilities is our direct involvement in the Afghanistan train and equip mission. In 2014, AFLCMC was heavily involved in the Light Air Support acquisition process for 20 A-29 Super Tucano aircraft in preparation for the Afghanistan pilot and maintenance training mission. The A-29 is a light air support training aircraft that will be used to train 30 Afghan pilots and 90 Afghan maintainers as part of a requirement from the International Security Assistance Force to conduct training outside of Afghanistan. AFLCMC’s multifaceted support of this training mission includes planning and acquisition of training for USAF air advisors, ground training for Afghan pilots, and on-the-job training for Afghan aircraft maintainers. AFLCMC accepted the first three aircraft and ground training devices within the past quarter and worked closely with Air Education and Training Command (AETC) to accomplish onsite activation of the Afghanistan pilot and maintenance training at Moody AFB, Ga. We are currently planning the transition of the A-29 to Afghanistan beginning in 2016 to include managing the acquisition of all required training and operational munitions.

Q: It seems that with the work that AFLCMC manages, it would be a target for cyber intrusion. How much of a concern is that, and www.MLF-kmi.com

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U.S. Air Force Life CycleLife Management Center Center U.S. Air Force Cycle Management Headquarters

Lt. Gen. John F. Thompson Commander

Col. Teresa A. Quick Vice Commander

Chief Master Sgt. Doreen L. Losacco Command Chief

Patsy Reeves Executive Director

Thomas M. Zerba Director of Staff

Ralph Garcia Propulsion

Brig. Gen. T. Glenn Davis Mobilization Assistant

Col. Justin Smith Guard Advisor

Brig. Gen. Shaun Morris AF Security and Cooperation

John Artuso Acquisition Directorate

Lt. Col. Ronjon Annaballi Program Development & Integration Directorate

Col. Ray Lindsay Logistics Directorate

2015

PEO

Col. Gregory McNew Agile Combat Support

Steven D. Wert Battle Management

Robert Shofner Business & Enterprise Systems

Maj. Gen. Craig S. Olson C3I & Networks

Brig Gen. Eric T. Fick Fighters and Bombers

Col. Michael Schmidt ISR/SOF

Brig. Gen. Duke Z. Richardson Tanker

Kevin W. Buckley Mobility

Brig. Gen. Daryl J. Hauck Strategic Systems

Maj. Gen. Scott W. Jansson Armament

Directorates and Support

Eric Dilworth Personnel Directorate

Jorge Gonzalez Engineering Directorate

Col. David Peeler Finance Directorate

Gavin Ketchen Acting Director Intelligence Directorate

Thomas Robinson Contracting Directorate

Lynn Eviston Plans & Programs Directorate

Col. James Peavy Safety

Joan Cole Small Business

Lt. Col. Robert Dietrick Inspector General

Col. Dawn Hankins Staff Judge Advocate

Col. John M. Devillier 88 ABW Commander

Col. Michael A. Vogel 66 ABG Commander

U.S. Air Force Life Cycle Management Center what are the challenges with staying ahead of the bad guys?

A: Cyberspace is unfolding as the newest frontier for conflict. Part of the challenge is that cyber is always evolving. As a result, the United States needs weapon systems geared for that fight, and AFLCMC plays a prominent role.

Q: How do you see the center harnessing the synergies of the industrial community with the qualities of the organic workforce to drive efficiencies and productivity?

A: AFLCMC is supporting the Air Force of today and building the Air Force of tomorrow. We must continue to deliver capabilities at reduced cost, drive cost-effective execution, create greater agility in our resourceconstrained environment, build stronger industry partnerships and continue to build The AFMC restructure that culminated in a five, and now six, center construct also enabled the Air Force’s Senior Acquisition Executive for tomorrow. In addition, we must con- to streamline the PEO structure for a more optimal portfolio alignment. The benefits from the new construct have been described as tinue to support our industrial base, taking “significant” and allowed the centers to standardize and institutionalize their processes. [Photo courtesy of U.S. Air Force] the innovation and creativity that industry Q: Are you optimized with the structure of 10 PEOs? Do you see provides us, and allowing our organic workforce to run with those benefits to either decreasing the number or adding an office? innovations so that we have the edge to meet the future needs of our warfighters.

A: The AFMC restructure that culminated in a five, and now six, center construct also enabled the Air Force’s Senior Acquisition Q: You’ve spent the last several years working tanker programs. Are Executive (SAE) to streamline the PEO structure for a more optimal you satisfied with the KC-46 progress and getting it ever closer to portfolio alignment. The benefits from the new construct are signifiin-service? cant as we standardize and institutionalize our processes.

A: The KC-46 remains a top acquisition priority in the Air Force.

Q: Has the level of Foreign Military Sales been fairly constant over Acquiring the KC-46 provides a 20th-century aerial refueling capathe past year or so? Which direction do you see it trending? bility and allows us to retire an aging tanker fleet. It is truly the sixth generation of tankers. It will have significant refueling capacity, A: Yes, our Foreign Military Sales (FMS) have been fairly constant improved efficiency, and increased cargo and aeromedical evacuaover the past year or so in terms of dollars, as we have supported tion capacities. In addition to being more capable, the KC-46 will our FMS partners. We support over 100 countries with 2,757 cases have higher mission-capable rates and less maintenance downtime, valued at $152 billion and we look forward to continuing to build on further assuring our nation’s global reach. our FMS successes going forward.

The U.S. Air Force and Boeing successfully completed the first flight of the KC-46 tanker test program on December 28, 2014. The Q: Any closing thoughts? plane, a Boeing 767-2C variant, took off from Paine Field, Wash., at 9:29 a.m. (PST) and landed three hours and 32 minutes later at A: Right now, across the globe, U.S. air forces, sister services and Boeing Field. Following FAA certification flights, the 767-2C aircraft partner air forces are engaged with enemy forces. They are rescuing will undergo additional finishing work at the Boeing facility, such as the helpless, keeping vigilant watch 24/7, providing humanitarian installing the refueling boom and other military specific equipment, aid and defending freedom around the world. All of those airmen are to missionize for the KC-46 requirements. depending upon weapons systems that were developed, contracted The second development aircraft (EMD #2) will be a full-up for and supported day in and day out by people here at AFLCMC. KC-46 and is expected to fly for the first time later this year, upon Every aircraft, munition, radar, business IT system, jet engine and successful completion of manufacturing and check-out.

ISR system counts on the men and women assigned to AFLCMC, I, like many of the Air Force leadership, remain “cautiously regardless of their role. optimistic” Boeing will deliver the first 18 KC-46As, fully certified Although we still face challenges with budget reductions and to deliver fuel, in August 2017. The program has one flight under sequestration, we are committed to continuous improvement and its belt and will ramp-up flight testing through the summer, leading supporting and building the capabilities of the Air Force for today to the event-based Milestone C review which kickstarts the low-rate and tomorrow. O initial production.

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U.S. Air Force Life Cycle Management Center

By Peter Buxbaum, MLF Correspondent Public-private partnerships (PPPs), as used by the U.S. military, are all about organic capabilities. Historically, these partnerships have promoted the utilization of facilities and equipment, technology infusion and collaboration with industry partners. In the Air Force, PPPs have allowed the Air Logistics complexes to play a major role in the sustainment of major weapon systems such as the C-17, F-22 and F-35 aircraft and the F117, F119 and F135 engines.

Public-private partnerships are an important aspect of the Air Force’s sustainment strategy. The concept may a get a boost this year with the award of an enterprise performance-based logistics contract to Honeywell, which will combine a number of contracts under one umbrella for the sustainment of 17 separate platforms, a number unheard of to this point.

A pending Air Force contract, the Space and Missile Systems Center’s (SMC) Consolidated Air Force Satellite Control Network (AFSCN) Modifications, Maintenance and Operations (CAMMO), takes public-private partnerships to a different level by seeking to develop an organic Air Force software capability through a PPP. CAMMO also involves an effort to consolidate the activities currently being performed under several contracts. “The acquisition will combine contracted services for network operations, maintenance and sustainment into a single contract vehicle,” said Bruno Mediate, Air Force SMC CAMMO project manager. “This integration of related www.MLF-kmi.com

logistics support for auxiliary power units.

AFSCN weapon system services enables The remaining 40 percent of partnerships a prime CAMMO contractor to optimize were implemented as business development resources in order to provide the required initiatives.” services to support operations of over 170 “PPPs have benefited the Air Force national security and civil satellites.” through reductions in total program costs “PPP is a concept that can be implethrough integrated development and test mented through a wide array of contractual efforts, shared resources and increased effivehicles and collaborative programs,” said ciencies by sharing best practices, joint Shannon Wagner, lead analyst for publicimprovements and reduced investments in private partnering at the Air Force Susduplicative capabilities,” said Wagner. tainment Center. “From performance-based CAMMO, which is currently in the logistics arrangements such as the C-17, request for proposal development phase, F-22 and F-35, to our private partners’ includes a requirement to establish a publicongoing DoD contracts, the utilization of private partnership between a prime contracPPPs is vital when it comes to developing tor and the Ogden Air Logistics Complex’s cost-effective and war-winning capabilities 309th Software Maintenance Group (OO[for] our warfighters. Public-private partnerALC’s 309 SMXG). “CAMMO’s ships are a critical initiative public-private partnership in the Department of Defense requirement is explicitly for and Air Force workload susthe software maintenance tainment systems. PPP is one of two major AFSCN subof the Air Force’s strategic system configuration items,” cornerstones for depot mainsaid Mediate, “the Electronic tenance.”

Schedule Dissemination “PPPs are invaluable version 3.0 subsystem softacross the Air Force enterware and the Remote Block prise,” added Misty Goss, Change subsystem software. an analyst at the Ogden Air Bruno Mediate Both of these software conLogistics Complex. “The figuration items received a Ogden Air Logistics Complex core determination which identifies organic currently has partnership agreements with depot maintenance capability requirements 24 companies and [is] partnered on 43 for designated systems.” workloads. Sixty percent of the partnerships For ESD version 3.0 and RBC subsysprovide performance-based logistics support tem software, this requires establishing an for major weapon systems such as C-17, organic software maintenance capability.

F-22, F-35, unmanned aircraft systems and U.S. Air Force Life Cycle Management Center | MLF 9.1 | 7

U.S. Air Force Life Cycle Management Center the Navy, and Secondary Power Logistics As a result, these were selected for a publicSolutions with the Air Force—that it is proprivate partnership to initiate organic depot posing to expand into a 10-year, enterpriserepair capability. Congressional legislation level contract. “Essentially, it is a 10-year, required the development of the organic performance-based logistics contract that software maintenance capability. U.S. law will span across 17 different aircraft platalso requires a minimum of 50 percent of all forms and across multiple depots for the depot maintenance workload across the Air Air Force, Navy and Army,” said Heath PatForce to be performed organically. rick, vice president for defense aftermarket “CAMMO’s public-private partnership Americas at Honeywell Defense and Space. requirement intends to leverage the invest“Basically, this program would be a large ment made by the Air Force on the Satellite enterprise PBL, like our existing PBLs with Control Network Contract, which is the the Navy and Air Force on steroids.” current AFSCN sustainment contract,” said The Honeywell proposal is for an end-toMediate. “This contract had previously estabend management system focused on driving lished a public-private partnership requirekey metrics within sustainment processes, ment between OO-ALC’s 309 SMXG and the such as safety, quality delivery and productivcurrent SCNC prime contractor, Honeywell ity. “We will identify specific projects where Technology Solutions Inc., for both ESD we can save money with make versus buy and RBC software maintenance. There is decisions,” said Patrick. “There are also areas a cadre of 309 SMXG government personwhere we can go in and help the government nel working under a direct sales partnering reduce costs by improving logistics program agreement with Honeywell on ESD 3.0 softmanagement, demand planware. The goal is to continue ning, kitting and other logisto grow organic capability for tics processes in maintaining both ESD 3.0 and RBC softa depot.” ware maintenance in the comPatrick anticipates the ing years.” firm-fixed-price proposal “CAMMO represents a will reduce the governchange that we have been seement’s spending on spare ing over the last few years,” parts inventory by 75 percent said Mark Greyson, the and lower back orders by as CAMMO capture manager at much as 100 percent. HonLockheed Martin, a potenMark Greyson eywell’s Air Force program tial bidder on the contract. closed 2014 with record per“We have been exposed to formance results, including these types of public-private reducing back orders down partnerships on a number of to zero, according to Patrick. contracts, including at the The concept of the entercorporate level, and we have prise PBL was the result of found they have been good discussions among Honpartnerships for us.” eywell, its armed services Last year, Lockheed Marcustomers, and the Defense tin and the U.S. Air Force Logistics Agency (DLA) over Sustainment Center signed a a period of years. DLA took partnership agreement that Heath Patrick the lead on the program and establishes a common frameissued Honeywell a solework and pre-negotiated source request for proposal last year, to terms and conditions for long-term partnerwhich Honeywell recently responded. ship work efforts. With that public-private The Air Force and the Air Force Susagreement, Lockheed Martin is enabled to tainment Center are constantly looking for immediately execute specific implementainnovative ways to improve the partnering tion agreements with the Air Force Sustainconcept, according to Wagner. “PPP stanment Center (AFSC) and their air logistics dardization and enterprise partnerships are complexes (ALCs), reducing costs and allowtwo of the ways the AFSC has improved ing for faster implementation of agreements.

PPPs,” she said. “Standardization in the Honeywell Defense and Space has two PPP process enables opportunities for the shining-star performance-based logistics air logistics complexes to accommodate or programs—Total Logistics Solutions with 8 | MLF 9.1 | U.S. Air Force Life Cycle Management Center

sustain additional Department of Defense workloads in an expedited manner.”

Historically, the development of an AFSC PPP took anywhere from 12 to 16 months.

The new standardized process has reduced the development and implementation by eight to 10 months. “Time saved due to the standardization is invaluable when working with private partners that are on contract to deliver war-winning capabilities to the warfighters on schedule,” said Wagner.

The AFSC has also implemented an enterprise strategy for PPP management and process improvement with the establishment of an AFSC PPP Team, a group that includes PPP and legal experts from AFSC and all three ALCs as well as functional subjectmatter experts. “The AFSC PPP team meets regularly to negotiate enterprise partnership agreements, share best practices and develop innovative solutions for the PPP process and sustainment issues,” said Wagner.

“The trend has been that more and more of these sustainment programs have public-private partnership requirements,” said Greyson. “It is clear that the government wants to ensure that it retains, and in some cases acquires, organic sustainment capabilities. As the government folks who will work on CAMMO progress along their careers and move to acquisitions and program manager roles, they will have better insight into software processes and how contractors work because they were embedded in contractor work groups. That builds a good understanding for partnerships going forward. We like this collaboration with the government and we are really committed to it.”

“With the nature of today’s threats to national security and the challenges of sustaining military readiness during this period of budgetary decline, PPPs will continue to be a viable means for workload sustainment in the future,” said Wagner. “The AFSC will continue to fine-tune and make improvements to the PPP process in a manner in which cost-savings and war-winning capabilities will not be diminished.”

As far as CAMMO is concerned, the SMC anticipates issuing the CAMMO RFP in the first quarter of calendar year 2015, followed by a contract award decision 10 to 12 months the after RFP release. 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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U.S. Air Force Life Cycle Management Center

Preparing to recapitalize and eventually replace the Minuteman III. The Air Force is preparing to acquire a replacement for the MM III intercontinental ballistic missile system (ICBM) that replaces the entire flight system, retains the silo basing mode while recapitalizing the infrastructure and implements a new weapon system command and control (WSC2) system. The overarching focus of the modifications and replacements is geared toward minimizing associated maintenance/logistics impacts.

The new weapon system will use the existing Mk12A and Mk21 reentry vehicles in the single and multiple RV configurations. The remainder of the missile stack will be replaced.

The government is exploring options to renovate the launch control centers (LCC) and launch facilities (LF) to “like new� condition by having them undergo selective modernization and receive enhanced security features. The government is also exploring options to reduce/streamline the current LCC/LF architecture. In addition, a new WSC2 system will be implemented to increase flexibility and reduce life cycle costs while maintaining stringent nuclear surety and cybersecurity requirements. Support equipment may also be modified or replaced to accommodate the revised weapon system (e.g., C2, power, environmental, transportation and handling equipment).

To this end, the Air Force Life Cycle Management Center (AFLCMC) has released a request for information intended to gather information and feedback from potential sources as a part of market research for an MM III (ground-based strategic deterrent (GBSD) system).

GBSD affordability, flexibility and adaptability over a 50-year life cycle will require a number of system-level features, including: the capacity to incorporate new technologies, manage complex infrastructure scheduling, accommodate flexible deployment strategies, and leverage system and program commonality/collaboration with other strategic platforms. To address this, the Air Force hopes to implement a modular systems architecture within the

constraints of nuclear surety. Modularity as a key feature at all levels of the GBSD system architecture.

The objective of the GBSD program strategy is to deliver a full weapon system capability that meets or exceeds the requirements beginning delivery in the fiscal year 2027 time frame and completing deployment by the end of the FY34 time frame.

Infrastructure Restoration and Modernization ICBM MM III facilities were built approximately 50-plus years ago and, in large part, no significant assessment has been conducted to validate the health and viability of the facilities necessary to meet mission needs, now through 2075. The infrastructure restoration and modernization (security enhancements) is designed to re-baseline the launch and control facilities to MM III standards while modifying these sites to accommodate the GBSD Flight and WSC2 ground equipment.

A first step is to identify methods to evaluate earth-buried facility infrastructure to determine replacement/refurbishment actions. A thorough investigation of the existing 50-year-old MM III launch and control facilities will be conducted to ensure the restoration effort addresses both known and unknown mission issues. The restoration and modernization effort will be compatible with the current MM III and GBSD requirements.

AFLCMC is considering using contract support for conducting a thorough assessment in the near-term (beginning in FY16). The actual restoration and modernization project will be executed beginning in approximately 2022.

Weapon System Command & Control and Ground The ICBM WSC2 architecture is increasingly difficult to sustain due to an industrial base which has advanced beyond the technologies and architecture currently employed. This hinders the efforts to modify or modernize the current WSC2 system seeking to employ new operational, maintenance and security concepts. The GBSD acquisition program will focus on approaches to modernize the messaging system, protocols, terminal equipment and operating system while addressing risk throughout all phases of implementation to a multilayer network. A modernized WSC2 and ground equipment upgrades will facilitate a flexible construct to monitor, direct and, if authorized, execute forces. Networks will be expanded beyond the existing transport method in a distributed-type network that allocates weapon system data to appropriate users. In addition, new integrated command centers will provide a single hub necessary to capture missile complex activities and critical weapon system statuses and serve as a platform to execute forces. O

The Air Force Life Cycle Management Center is managing the Minuteman III system and infrastructure. The new ground-based strategic deterrent system will build on that foundation.

[Photo courtesy of U.S. Air Force]

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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.

U.S. Air Force Life Cycle Management Center | MLF 9.1 | 9

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