The Exceptional Release
L O G I S T I C S O F F I C E R A S S O C I AT I O N Enhancing the military logistics profession since 1982
F A L L 2009
EXECUTIVE BOARD President Col Doug Cato president@loanational.org
Features 2009 LOA National Conference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
Vice President Col (ret) Robert Hamm vicepres@loanational.org Treasurer Lt Col Terry Dyess treasurer@loanational.org
Joint Logistics at the Tip of the Spear By Col Sal Nodjomian . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14 Impacts of Joint Logistics on Unique Deployed “War-Terminating” Teams By Lt Col Randall Gilhart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18 Chaplain in Yellow Ribbon Symphony By Chaplain (Lt Col) Craig H. Rogers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
Information Officer Ms. Cathy Snyder InfoOfficer@loanational.org
Joint Logistics from the J-4’s Perspective By LtGen Kathleen Gainey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
Membership Development Maj Jeff Martin membership@loanational.org
AFFOR A4—A Logistics PhD Thesis Experience By Lt Col Chuck Nesemeier . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36
Chapter Support Lt Col Jeff King chaptersupport@loanational.org
Expeditionary Theater Opening: Future Coalition Operations By Maj Robert Gomez . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46
Executive Senior Advisor Lt Gen Loren M. Reno Mr. Garry Richey
Crawling, Walking, and Running By Col Bob Helgeson, Lt Col David M. Koch and Ms. Katy Stuck . . . . . . . . . . . . . . . . . . . . . . . . .50
Webmaster/Website Maj JD DuVall webmaster@loanational.org www.loanational.org
THE EXCEPTIONAL RELEASE Editor Col Dennis Daley editor@loanational.org Assistant Editor Col (ret) Mary H. Parker assteditor@loanational.org
Loggies Deployed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
I’m in Charge– Now What? By Col H. Brent Baker, Sr. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
The 317TH Airlift Group Loggies, By Maj Deedrick Reese . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48
WR-ALC Joint Mission Readiness: From Missiles to Medicine By Ms. Lisa Mathews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54 Propelling the Air Force through an Interconnected Environment By 1Lt Cassandra Espy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .58 56th Security Forces Squadron: Battlefield Airmen…Combat Airpower with a Hooah! By Lt Col Bill Clark . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62 Program Element Monitors, By Lt Col Tom Sadlo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .66 What I’ve Been Thinking About, By Mr. Lance Kaplan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .68 No Maintenance Badge… No Problem …for a Deployed Depot Engineer By Capt Michael Molesworth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .70 Prepping the Joint Logistics Environment, By Capt Darrin Lienhardt . . . . . . . . . . . . . . . . . . . . . . .74 Influencing Change through AFSO21, By 2LT Matt Larson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .82
LOA Executive Director ER Managing Editor/Publisher Marta Hannon marta@loanational.org
Supporting the “Ultimate” Weapon System...with Subsistence By Col Tammy E. Farrow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .84
ER Worldwide Staff Lt Col Eugene K. Carter, 76 MXG/CD Maj Richard L. Fletcher, 305 AMXS/CC Ms. Donna Parry, AF/A4/7PE Lt Col Paul Pethel, 19 EMS/CC
Control of Joint Logistics, By Lt Col Kristina M. O’Brien . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .90
Graphic Design MMagination LLC – Atlanta, GA www.mmagination.com LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 113 - Fall 2009
Air Force Reserves: No Longer One Weekend A Month By Lt Col Darryl Frazier . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .86
Flying Crew Chiefs–Ops Perspective: Worth Their Weight in Gold! By Lt Col Keith Thibodeaux . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .94 Focus on a President: An Interview with Capt Redahlia Person . . . . . . . . . . . . . . . . . . . . . . . . . . .96 Table of Contents Continued on Page 2..
On the Cover: Petty Officer 2nd Class Justin Strong, Navy Patrol Squadron 10 aviation structural mechanic, replaces a hydraulic line on a P-3C Orion, in Southwest Asia. Petty Officer Strong teamed with MSgt Michael Ormerod and SSgt Andrew Teigen, 379th Expeditionary Maintenance Squadron aircraft structural maintainers, on this short-notice repair and their joint effort ensured the aircraft's mission readiness. (USAF photo by SSgt Robert Barney)
President’s LOG(istics) LOA Members, Summer has been steady for the LOA National Board and our Conference Chairmen (Lt Col John Kubinec and Maj Greg Lowe) have been hard at work securing speakers for our National Conference, but more on that shortly.
ER: PRESIDENT’S LOG(ISTICS)
I wanted to let our membership know that our Vice President, Colonel Bob Hamm, has retired from active duty and transitioned to civilian life. He’ll continue to be our LOA National Vice President, as military retirement does not change his status in LOA. Bob’s done some great work for LOA the past year and we appreciate his continued support.
Col Doug Cato
On the membership front, we’ve added 179 new members since the fall of 2008 including 37 new civilian members and 81 logistics readiness officers. While we feel we’ll meet our annual military membership targets for 2009, but we need some help with our civilian membership goal; we are currently 31 short of the target. Please get the word out to our civilian partners that they are an integral part of our logistics business and we value their participation. The National Board convened at the Omni Hotel, Ft Worth, Texas, the site of the 2011 National Conference, on the weekend of 15-16 Aug 09. We conducted a financial summit to review the past financial records, conference expenses, and solidify our future budget plan. I’d like to report that LOA is in sound financial shape and we’ve placed business rules to ensure future viability. Also, the Omni management hosted a tour of the newly opened hotel and we toured the convention center. Additionally, we reviewed our National Board open action items and the 2009 LOA National Conference agenda and speaker line-up. This year’s National Conference with the theme of “Connecting with the Joint Logistics Environment” will be a huge success with an impressive set of main stage speakers to include the Chairman of the Joint Chiefs of Staff, Adm Mullen. Some of our other main stage speakers include the USTRANSCOM Commander, Gen McNabb, the Joint Staff/J4, LTG Gainey, and the AF/A4/7, Lt Gen Reno. We have a fantastic hotel and convention facility, along with a spectacular TABLE OF CONTENTS (Continued from page 1) food line-up, so you won’t go hungry during these captivating presentations. Be sure and register now at www.loanational.org and look for the conference tab, oh, and don’t forget to make your hotel reservations at the same time.
In Every Issue
President’s LOG(istics) . . . . . . . . . . . . . . .2 Editor’s Debrief . . . . . . . . . . . . . . . . . . . . .3 From the E-Ring . . . . . . . . . . . . . . . . . . . . .4 SES Speaks . . . . . . . . . . . . . . . . . . . . . . . .5 Perspectives . . . . . . . . . . . . . . . . . . . . . . .6 AFSO Crosstalk . . . . . . . . . . . . . . . . . . . .75 CGO Corner . . . . . . . . . . . . . . . . . . . . . . .98 Chapter Crosstalk . . . . . . . . . . . . . . . . .100 Milestones . . . . . . . . . . . . . . . . . . . . . . .104
Because of the location of the conference, Las Vegas, Nevada and the fact our conference hotel has a casino; I’d request everyone’s support in being a “wingman” for the other participants. We are a responsible, professional organization and we are Air Force ambassadors to the City of Las Vegas and everyone we come in contact with during our stay. We can say we’ve never had an incident at any of our conferences. We want to ensure all our members present a professional image to the public, since we will be highly visible in those blue uniforms. Just a friendly reminder, we should change out of our uniform at the end of the conference day. This promises to be the largest conference ever for LOA and we are all looking forward to the great speakers, mentoring, and the opportunity to catch-up with friends. V/R,
COL DOUG CATO, PRESIDENT LOA NATIONAL AND YOUR LOA NATIONAL BOARD.
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Editor’s Debrief This ER edition is dedicated to joint logistics.
Today, operations in
Afghanistan and Iraq are totally immersed with joint operations and hence joint logistics. However, that hasn’t always been the case. Following communication shortfalls between the Services in the failed 1980 Desert-One Iranian hostage rescue and the 1983 invasion of Grenada, military leaders Col Dennis Daley
Col (ret) Mary Parker, 412 AMXS/MXAD
determined a need to drastically focus the Services on joint operations. On 1 October 1986 President Ronald Reagan raised US military joint operations
to an unprecedented level by signing the Goldwater-Nichols Department of Defense Reorganization Act of 1986. And did it ever! Note as you read the different articles in this ER how joint logistics has filtered down to the lowest levels of the Air Force. Early on, jointness was strictly a senior level issue for only Admirals and Generals to debate at the Army & Navy Club on a Friday evening in DC. Not anymore! Lt Col
Lt Col Gene Carter, 76 MXG/CD
Bill Clark’s article on deployed suppliers and Ms. Lisa Mathew’s feature on WR-ALC supporting joint warfighters illustrate the integration of jointness at the working end of our Air Force. Likewise, Col Sal Nodjomian’s review of his year as the Mission Support Group Commander at Joint Base Balad also reveals the seamless nature of joint operations today. Senator Barry Goldwater would be proud. Our winter edition will be important. Lt Gen Loren Reno, THE Logistician, requested that we dedicate an edition to compliance, e.g., “Back to the Basics.” This is absolutely a critical topic that we must discuss at all levels. Please think about contributing to this edition with an article related to maintenance discipline.
Maj Rich Fletcher, 305 AMX/CC
General Reno is specifically looking for proactive approaches that build a compliance culture. Here’s your chance to contribute to an important discussion that we all are trying to get our arms around. Finally, there is the LOA Conference just over the horizon. Now, I know many of you are anxiously awaiting the agenda to hear the list of speakers the executive leaders lined up for the conference (one of the keynote speakers is Lieutenant General Kathleen Gainey, the J-4 Director for Logistics on the Joint Staff, who has an outstanding article in this edition).
Some of you may be awaiting Vegas for other “touristy”
reasons. On the other hand, I’m sure ALL of you are traveling to Las Vegas to be there for the announcement of the annual ER Exceptional Writers selections in three categories: civilian, company grade
Lt Col Paul Pethel, 19 EMS/CC
officer and field grade officer. See ya’ at the conference! V/R,
COL DENNIS DALEY AND YOUR ER WORLDWIDE TEAM. Ms. Donna Parry (ret), AF/A4/7PE
From the E-Ring JOINT…SERVING
EACH OTHER AND TOGETHER
If you think we’re becoming more joint, I agree with you…I see it in a lot of places. Observe that our new Chief Master Sergeant of the Air Force, CMSAF Roy, came to his position from being the Senior Enlisted Advisor for the Pacific Command…a joint command. Lt. Gen. Loren M. Reno
Most of you are aware of our commitment to and need for the F-35 (Joint Strike Fighter), and some know the tentacles our core competency of Agile Combat Support has reaching to the other Services…again, parts of the joint environment. We are looking to the new Defense Personal Property System (DPS) to manage our PCS household goods shipments. It is a joint system that the AF uses, but the program office is in TRANSCOM. DPS is deployed right now and is serving nearly 30% of our PCSing Airmen. I will quickly add that it hasn’t gained all the functionality we need it to have, but we’re working that growth
E-RING
to-the-nation mission taskings aren’t in lieu of anything…they are vital to why we’re fighting in Southwest Asia. I see in each JET
ER: FROM
Many of you have served in Joint Expeditionary Taskings (JET) in the AOR, and most of us have sent some of our folks to JETs.
THE
with TRANSCOM…as demanding customers.
This is the heart of the joint environment. We rightly purged “in lieu of” terminology from our lexicons because these importantan opportunity to become a better, more versatile Airman. When I fast-forward the experience our Airmen get in the JET domain to when they will become field grade and general officers, I see a huge benefit to their understanding logistics on the battlefield and warfighter support. Add to that their network of joint “battle buddies” and “shipmates” that will help them in years to come. If you were to follow me around, you’d see that some of my closest peers wear different color uniforms. Others who wear the AF uniform have significant joint experience. One such officer is a munitions and maintenance officer…a graduate of the (joint) Industrial College of the Armed Forces…is working on the Air Staff with peers of the other Services…served as the chief of plans and programs, host nation support and contracting division, US Central Command. What a background, what great effectiveness, what a big-picture leader! These are some of the more obvious aspects of the joint environment. None, however, is clearer than what happened in the dark of night on two occasions in the recent months. A day or two after each logistics Airman fell on the battlefield; their remains were returned to Dover AFB where I was called on to welcome them home. What a somber occasion. The first was with the Secretary of Defense, the second with our AF Chief of Staff and his wife. In both of these cases, our fallen Airmen returned home with fallen soldiers…together in service, together in sacrifice, together arriving home. Joint is serving each other and together, and, I have to add, doing our jobs with precision and a reliability on which our joint partners can depend…that’s my view.
—LT GEN LOREN RENO DEPUTY CHIEF OF STAFF FOR LOGISTICS, INSTALLATIONS AND MISSION SUPPORT, HEADQUARTERS U.S. AIR FORCE, WASHINGTON, D.C.
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SES Speaks Mr. William H. Budden, a member of the Senior Executive Service, is Deputy Commander, Defense Distribution Center responsible for global storage and distribution network holding inventory valued in excess of $98 billion through fixed and deployable infrastructure and expeditionary personnel. DDC operates 25 worldwide distribution depots in 7 countries and 13 states with approximately 10,000 civilian, military, reservists, and contractors. First, I want to thank the Exceptional Release for the opportunity to provide an “SES” view of the joint environment. Why is my view relevant…I have in my 33+ year career held positions from squadron Mr. William H. Budden to Center and HAF to SAF across AFSCs and multiple civilian series. I have also held multiple positions in U.S. Transportation Command (USTRANSCOM) and two SES positions at the Defense Logistics Agency (DLA)…Executive Director, Strategic Programs and my current Deputy Commander, Defense Distribution Center (DDC). My bottom line up front is that combined Military Service and Joint experiences provide opportunities to shape leader competencies. These competencies are required to meet mission needs now and in the future. From my perspective, military service experience shapes the capability to detect a problem early, ability to react effectively and efficiently, possess a huge respect for limited resources and risk tolerance. Joint education and experience shape the capability to adopt strategies that promote collaborative action among network partners and the value of deploying technologies that enable intelligent adjustment to major environmental changes. The right mix of these competencies and experience are crucial to building critical skills to meet career (SES) leadership challenges. Just how exciting can joint assignments be…DLA is DOD’s combat logistics support agency, providing nearly 5.2 million products, hundreds of services, and worldwide storage and distribution. DLA is a large complex, $35 billion global logistics service enterprise. We support nearly 1,600 weapon systems through eight supply chains from fuel to medical supplies; subsistence; clothing and textiles; construction; aviation, land, and maritime parts DDC provides global response capability to support military services and Warfighters through fixed and deployable infrastructure and expeditionary personnel. DDC operates 25 worldwide distribution depots in 7 countries and 13 states with approximately 10,000 civilian, military, reservists, and contractors. These professional logisticians operate approximately 52 million square feet of covered storage, holding inventory valued in excess of $98 billion and supported by unsurpassed logistics information management. If that is not enough we have an emerging capability to meet non-linear, asymmetric warfare requirements…the Defense Distribution Expeditionary Depot (DDED). DDED provides theater distribution expertise and material visibility in a manner similar to an existing depot,but in a dynamically scalable and readily deployable and re-deployable manner capable of responding to highly mobile combat forces Now that I have described, arguably, the most exciting organization in DoD--the DDC, I need to refocus on my views of the joint environment. I believe that there are seven leadership dimensions required to be highly effective in either the military service or joint environment. I also believe that these dimensions can only be thoroughly developed through experience in both environments: vision, reality, ethics, courage, tolerance (when warranted), personal responsibility and accountability. The joint environment provides significant opportunity to solve complex problems with highly experienced colleagues working diverse national level Warfighter issues. For example, in the distribution arena DDC is just slightly smaller than FedEx and DHL, but I would put our professional logisticians against any public or private sector work force anytime. My last thought…always enrich joint relationships and always focus on people! Mr. William H. Budden, a member of the Senior Executive Service, is Deputy Commander, Defense Distribution Center responsible for global storage and distribution network holding inventory valued in excess of $98 billion through fixed and deployable infrastructure and expeditionary personnel. DDC operates 25 worldwide distribution depots in 7 countries and 13 states with approximately 10,000 civilian, military, reservists, and contractors. Prior to this assignment he was the executive director of Strategic Programs Directorate (J-39), Defense Logistics Agency. J-39 is responsible for all implementation, planning and programming, coordination, cross military service coordination and collaboration, execution monitoring, communication, training and on-site assistance actions resulting from the BRAC 2005 Supply & Storage decisions impacting the Department of Defense. K EXCEPTIONAL RELEASE
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Perspectives
ER: PERSPECTIVES
IN STEP WITH MAJOR GENERAL RONALD R. LADNIER Maj. Gen. Ronald R. "Ron" Ladnier is Commander, 17th Air Force and U.S. Air Forces Africa, Ramstein Air Base, Germany. The command serves as the Air Component to U.S Africa Command and has responsibility for all Air Force activities in the Africa theater spanning 53 countries, 11 million square miles and more than 900 million people.
A Botswana Defense Force member shares a handshake in the local custom with AFRICOM Maj Gen Ronald Ladnier during his senior leader engagement visit to Botswana June 9. (Photo by Maj Paula Kurtz)
ER: What can you tell us about 17th Air Force?
MAJ GEN LADNIER: Seventeenth Air Force reactivated as the air component to US Africa Command on 1 October 2008. Our ramp-up has been very aggressive going from about 10 people last June to around 240 today. Yet, all along, we were planning, commanding and controlling our Air Force throughout the huge continent of Africa. Supporting the President’s recent trip to Ghana is just one example. Our mission is focused on building partnership capacity. . . helping Africans help themselves. Our approach is one of sustained engagement. We want to send 10 people constantly over several years as opposed to waiting until a crisis develops and then sending 10,000 people all at once. And our long-term strategy is one of partnership with all US government agencies, international organizations and even NGOs if required. ER: How does logistics play a role for 17th Air Force in Africa?
MAJ GEN LADNIER: When you consider that an air flight from Frankfurt, Germany to Johannesburg, South Africa is about the same distance as a flight from Frankfurt to Los Angeles, you quickly get an appreciation for our first logistics challenge—the incredible distances involved. Add to that the lack of a robust
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infrastructure in most places, the lack of road and rail alternatives, and the lack of commercial alternatives for spares and other needs, one can see the continent is tough to operate in! If you need it, you should probably bring it. Regardless of our individual specialty, we all study logistics when operating in Africa. ER: In the July 2009 edition of the Air Force Magazine (“Engagement Africa”) you stated that in addition to meeting specific engagement taskings, 17AF is “trying to sustain the engagement” with a broader long term support strategy as opposed to reacting to specific African taskings. How will maintainers, transporters and suppliers contribute in this new sustainment strategy in Africa?
MAJ GEN LADNIER: Logistics represents the US Air Force’s “asymmetric advantage” and expertise that we can share with African air forces. Too many countries in Africa purchase a new weapon system without possessing the depth or investing in logistics or maintenance to support it. While some countries still keep C-47s flying, others have entire wings of modern fighters grounded due to either NMC-Maintenance or NMC-Supply. By teaming with SAF/IA and others, we plan for engagement events in maintenance and logistics to complement their acquisition programs. We send teams to demonstrate how to do an
2009
engine change; we send C-130 tech manuals and then maintainers to teach their proper use; logistics planners work with African readiness brigades on how to deploy quickly; and we work with air forces on supply chain management. Maturing logistics enables African air forces to be more successful and that process requires continuous improvement. ER: Is it true that 17th Air Force has no permanently assigned aircraft? Wings?
MAJ GEN LADNIER: It is true! This is an exciting venture that requires us to “lease” capabilities as we need them and not “own” them when demand is less than normal. This definitely places a premium on good planning to nail down the resources needed for an operation and then requesting those resources through Africa Command and the JCS. It is definitely a lean model that we are still ironing out. But I am impressed daily with the unique solutions that our Airmen come up with. I’m impressed with the productive partnerships that are formed with other units and our successes to date. Third AF and the 86 AW are just a couple of examples of those partnerships. It’s an “air” thing: swinging assets across boundaries to the highest priorities and for the most success. This is exactly the direction we need to go in when our resources are stretched and we need to get the most out of them. ER: What do you consider should be our top priority in logistics?
MAJ GEN LADNIER: Our number one challenge in logistics is the lack of enterprise-wide visibility. Any enduring solution for combat forces must be a joint solution. Yet we have too many systems that don’t share data or provide a joint picture. In the CDDOC [CENTCOM Deployment and Distribution Operations Center], I watched as the units shipped unneeded parts from Baghdad to Kuwait only to find out that another unit back in Baghdad needed those parts. I watched as units moved troops to staging bases waiting for transportation an average of 4 days because they couldn’t see the air schedule. I also watched as units ordered more supplies than needed because they did not know where their first order was in the system. We worked on and improved all of these issues but our biggest shortfall was the lack of enterprise-wide visibility. ER: Do you have any examples where logistics has played a successful key role?
MAJ GEN LADNIER: I have dozens but here’s a quick and simple one. From my vantage point in the Air Force CAT [Crisis Action Team] during Hurricane Katrina, I watched all three services move medical assets to Louisiana. However, a 25-bed
Air Force medical unit arrived, was set up and evacuated the last 2,672 patients out of New Orleans before a more capable 500bed Army unit or the most capable USS Comfort arrived. The Air Force medical unit was trained, equipped and supplied to move quickly. Speed and flexibility has a size all its own. ER: Are there any techniques that are useful to optimize logistics processes?
MAJ GEN LADNIER: You must be as efficient as possible in order to be as effective as possible. One only has to watch a NASCAR pit crew to appreciate this. . . 8 seconds or less. . . no wasted motion. . .the right tools. . . the right training. . . constant improvement. Of course I am talking about lean process improvement. Here’s an example from the Tanker Airlift Control Center. DLA was shipping items by truck past McGuire AFB and Dover AFB to Charleston AFB. We then—incredibly—tasked an aircraft from McGuire or Dover to fly to Charleston, upload the cargo, and then fly back over Dover and McGuire enroute to the CENTCOM AOR. After looking at that process, we changed our ports to McGuire for OEF and Dover or OIF. DLA now ships items by truck to McGuire or Dover. We fly aircraft from those bases and Charleston in the shortest direction to the AOR. We estimate we save about $40 million a year and days in transit time for each shipment. Efficiency and effectiveness are not mutually exclusive. We must look across organizational boundaries to make the process as efficient and as effective as possible. ER: What assignments in your career development provided you the skills and background required to be the 17AF Commander?
MAJ GEN LADNIER: An incredibly rewarding—and instructional—assignment was as the director of the CDDOC in Kuwait. You quickly see the value of all services with all modes of transportation and all sources of supplies working towards an optimized, joint solution. You see the value of commercial, government and military partnerships. And you see the value of logistics to every successful operation. We need all that and more in Africa. ER: What advice would you give an officer or NCO in logistics? Never stop learning! Things are changing so much in logistics throughout the world that if you go a week without learning something new, you’re falling behind. Read every professional magazine you can; take every course you can; talk to your friends in other specialties; and study companies like Dell, FedEx and Coca-Cola. Never stop learning. K
EXCEPTIONAL RELEASE
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Fellow Loggie s, The 2009 Logi stics Officer Ass ociation (LOA) the Rio Hotel in National Confe sunny Las Vega rence will be he s, Nevada from theme is “Con ld at 12-15 October necting with the Joint Logi 2009. This ye Chief, “Let ther ar ’s st ic e be no doubt, s Environmen America’s Air Fo t.” To quote ou any way necess rc r e is ‘All In’—re ary to win toda ady to contribut y’s fight—even tomorrow.” Th e in as we prepare is year ’s confer for the challeng ence will provid logistics curren es of e a venue to re tly support the flect on how A Joint fight, and provide even m ir Fo rce ex pl ore effective su ore new and in pport in the fu novative ways ence provides ture. Equally to an opportunity important, this for the mentors our logistics pr conferhip and profes ofessionals. sional developm ent of The 2008 LOA Conference was a fantastic conf ticians from ac erence, drawin ross the Air Fo g nearly 1,400 rce, as well as defense manuf logis, senior execut acturing compa iv es from many nies. anniversary of This year ’s co top LOA, now with nference marks nearly 3,500 m it spaces alread the 27th embers, and w y sold in the In ith more than 11 dustry Partner be another grea 0 exhibHall, the 2009 t success. conference prom ises to Speakers curren tly scheduled to speak include: of the Joint C Admiral Micha hiefs of Staff; el Mullen, Cha Gen Donald H Duncan McNab irman offman, Comm b, Commande an de r, r, AFMC; Gen U STRANSCOM of Staff for Logi eral ; Lt Gen Loren stics, Installatio Reno, Deputy ns, and Mission miss the year ’s Chief Support; just to largest gatherin name a few. S g of influential o don’t air and space Specifics, to in lo gistics professi clude registratio onals. n, conference National Websi agenda and m te, http://www.lo ore can be foun anational.org/. on to your fello d LOA So be sure to w logistics prof pass this inform essionals. O Travel Regulat ation ne key thing to no ions, DoD civi te, IAW Joint Fe lian employee may attend an de s an ral d participate in d/or uniformed conferences lik Service membe other meetings e rs the LOA Natio of recognized nal Conferenc professional or competency at e, and ganizations, to Government ex maintain profes pense (includin availability of fu sional g TDY expens nds and the em es), subject to ployee’s/membe the r’s work respon I look forward sibilities. to seeing each and every one of you there. V/R,
M aj G en R ob er t H . M cM ah on , U S A F
2009 LOA National Conference Agenda
Sunday 11 October 1600 – 1800 Registration Open Monday 12 October 0730 – 1800 Registration Open 0700 – Golf buses depart Rio 0830 – Golf Shotgun Start 1800 – Icebreaker –“Fiesta at the Pool” - Rio Pool Tuesday 13 October 0700 – 1800 Registration Open 0700 – Breakfast – Miranda Rooms 0800 – Opening Ceremony & Welcome Remarks 0815 – Chief Loggie View – Lt Gen Loren Reno 0900 – Industry Partner Hall Opens 0900 – Joint Logistics - LTG Kathleen Gainey, JCS J4 1000 – Break – Industry Partner Hall 1030 – Breakouts: Joint Agencies 1130 – Lunch – Industry Partner Hall 1130 – Lunch – Stars and Bars 1130 – Lunch – Group CC Forum 1130 – Lunch – Squadron CC Forum 1300 – Strategic View – Adm Michael Mullen, CJCS 1400 – Defense Logistics Agency - VADM Alan Thompson 1500 – Break – Industry Partner Hall 1530 – Loggie War Stories- (Panel) 1530 – Industry Partner Hall closed until 1800 1800 – LOA Loggie Reception – Industry Partner Hall Wednesday 14 October 0700 – 1800 Registration Open 0700 – Breakfast– Miranda Rooms 0800 – Roll Call 0815 – Joint Readiness – Dr Samuel Kleinman, DUSD Readiness 0900 – Emerging Logistics Challenges - Brig Gen Frederick Martin, AFRICOM OPLOG 0900 – Industry Partner Hall Open
Wednesday 14 October (Continued) 1015 – Breakouts: Unique Missions in the Joint World 1130 – Industry Partner Hall Closes for Lunch 1130 – Lunch – Keynote: Dr Paul Needham. Open to all attendees & exhibitors. 1315 – Industry Partner Hall Reopens 1345 – Breakouts: Logistic Leadership and Education 1445 – Break - Industry Partner Hall 1515 – Global Logistics – Gen Duncan McNabb, USTRANSCOM 1615 – Chapter photos - Industry Partner Hall 1700 – Industry Partner Hall Closes Thursday 15 October 0700 – 1800 Registration Open 0700 – Breakfast– Miranda Rooms 0800 – Roll Call/Admin 0815 – AF Combat Support - TBD 0915 – A Warfighter’s Perspective – Capt Stewart, AFSOC 0900 – Industry Partner Hall Opens 0945 – Break - Industry Partner Hall 1015 – The Nuclear Way Ahead – Maj Gen Donald Alston, AF/A10 1100 – Leadership Panel – TBD 1200 – Lunch – Industry Partner Hall 1200 – Chapter Presidents Meeting/Luncheon 1330 – Break Outs – Force Development 1500 – Industry Partner Hall temporarily closes 1700 – Industry Partner Hall reopens 1700 – Senior Officer (06-up) Tour Industry Partner Hall 1800 – Banquet Reception – Industry Partner Hall 1900 – Annual Awards Banquet – Keynote: Gen Donald Hoffman, Commander, AFMC 1900 – Industry Partner Hall Closes Permanently
Note: This Agenda is Subject to change.
2009 LOA National Conference Industry Partner Hall Floorplan Please Visit our Industry Partners in the LOA 2009 Industry Partner Exhibit Hall A4I/eLog21 AAI Corporation Advanced Testing Technologies, Inc Aerowing Air Force Global Logistics Support Center Air Force Institute Of Technology Air Force Logistics Management Agency American Military University Applied Research Laboratory Aviall Services Inc BAE Systems Battelle Boeing CDO Technologies, Inc Chromalloy CribMaster/WinWare, Inc CSC Defense Logistics Agency DRS Technologies Dynamics Research Corporation ESS Expeditionary Combat Support System GE Aviation Global Ground Support, LLC Honeywell Aerospace IAS IBM Corporation ICF International IDZ Technologies Inc. IFS Aerospace and Defense InfoTrust Group Inc. Institute for Defense and Business Institute of Defense Studies and Education/WSU Intergraph ITT Corporation Joint ALC - OC Joint ALC - OO Joint ALC - WR Kennon Aircraft Covers KLSS Lockheed Martin LORD Corporation MainStream GS LLC Military Freight Haulers Military Logistics Forum Moog Inc. NDIA Nordam Northrop Grumman Corporation Parker Aerospace
Pratt & Whitney PTC Raytheon Rolls Royce SAP Public Services Savi Technology, a Lockheed Martin Co Shuert Industries Simpler Consulting LP Snap-on Tools Standard Aero
Stanley Works/Mac Tools/Vidmar SupplyCore Inc. Teradyne Timken Aftermarket Solutions Tracewell Systems Ume Voice, Inc - The Boom USAA UT - Center for Executive Education W. L. Gore & Associates, Inc.
Thanks to Our 2009 Conference Sponsors! Please be sure to visit their booths in the Industry Partner Hall! Platinum Sponsor Lockheed Martin Aeronautics Gold Sponsor GE Aviation Silver Sponsors Battelle Deloitte Services, LP EADS, North America Raytheon Bronze Sponsors Pratt and Whitney CSC
Thank You 2009 LOA Scholarship Donors ($500 and up)
Corporate Contributors ATTI The Boeing Company Booz Allen Hamilton CSC Honeywell Aerospace
Internet Café Sponsor Standard Aero Ice Breaker Sponsor Accenture Loggie Reception Sponsor Boeing Company Online Registration Sponsor Honeywell Aerospace Golf Tournament Sponsor Honeywell Aerospace
Pratt and Whitney Raytheon WBB Consulting
Individual Contributors Col (ret) Robert Drewitt Lt Col (ret) Russ Hall Col (ret) Joanne Flanigan
Conference Guide Sponsor Honeywell Aerospace Break Sponsor Pratt and Whitney We still have sponsorships available. If your company would like to increase exposure – Contact Marta Hannon today at marta@loanational.org
All Scholarship Donations are tax deductible – donate today! Contact Marta Hannon at marta@loanational.org
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Joint Logistics at the Tip of the Spear By Col Sal Nodjomian
“My logisticians are a humorless lot ... they know if my campaign fails, they are the first ones I will slay.” - Alexander the Great The importance Alexander the Great placed on logistics in battle over 2,300 years ago has not been lessened by time. Rather, it may be argued that in today’s form of warfare, the contributions of logisticians and the art of logistics is as great as ever. I recently completed a tour of duty as the 332nd Expeditionary Mission Support Group Commander (EMSG/CC) at Joint Base Balad (JBB), Iraq, where I witnessed 21st century combat logistics at its absolute finest. JBB is located approximately 45 miles north of Baghdad in the Sunni Triangle region, which was considered the power base of Saddam Hussein. JBB serves as the home for the 332nd Air Expeditionary Wing (AEW), which is composed of nine groups including the 407th, 447th and 506th Air Expeditionary Groups, located respectively at Ali Base, Sather Air Base and Kirkuk Regional Air Base, and numerous detachments throughout the country. JBB also includes (what was formerly) Logistics Support 14
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Area Anaconda, the largest Army supply center in Iraq. The US Army’s 3rd Sustainment Command (Expeditionary) is responsible for operating the supply center and provides logistics and distribution management for much of central and northern Iraq. As the only wing in Iraq, the logistical demands on the 332 AEW are daunting, as support must be provided to more than 8,000 Airmen in various locations throughout the country. JBB remains the Air Force’s busiest combat operation, executing thousands of annual sorties and moving hundreds of thousands of tons of cargo and passengers. In addition to the Airmen that call JBB “home”, the Air Force has the responsibility of providing base support to the installation’s entire population, which numbers approximately 26,500 (military, civilian, and contractors). Today, the majority of our efforts are directed towards supporting the stabilization and reconstruction phase of Operation IRAQI FREEDOM and ensuring the successful execution of responsible withdrawal.
JOINT LOGISTICS JUST LOOKS EASY
“Logistics must be simple—everyone thinks they’re an expert.” - Anonymous 2009
complex operation with As the 332 EMSG/CC, I just 113 personnel, imbedtook great satisfaction in ded in the Deployment meeting (and often exceedand Distribution Flight of ing) our customers’ expectathe ELRS. It can certaintions. We often joked that ly be argued that the folks we made the difficult look worked harder (6 days per easy and the impossible seem week, 12 hours per day is routine, but in reality, there the standard schedule), was significant truth in that but extra effort alone was statement. The axiom was not nearly enough to true across the entire group, Cargo Grid Yard in low visibility conditions. (Photo explain the workload difwhether it involved the civil courtesy of Col Sal Nodojaman) ferential. Additionally, engineers, the communicathe mobility aircraft tors, the force support ground times at JBB are half or less than half the time of peace [Expeditionary Force Support Squadron (EFSS)] professionals, time operating bases. or the logisticians. For the purposes of this article, I’ll briefly elaborate on how the men and women of the 332nd The aerial port has to be innovative to meet these tight turn Expeditionary Logistics Readiness Squadron (ELRS) made times. For example, the ELRS pre-stages cargo 3-hours prior to logistics look simple. any airlift mission and ramp teams stand by their Materiel RECEPTION PROCESS: Before an Airman even steps foot on Handling Equipment (MHE) ready to go once the aircraft parkJBB, 332 ELRS (and 332 EFSS) professionals are tracking his or ing spot is identified. To meet the demands of customers in the her movement and working arrival and reception requirements. field and to minimize ground convoys, the ELRS manages an During our time at JBB, the 332 AEW made significant strides extensive commercial tender program which allows pre-screened in consolidating the base reception process under the Installation cargo requiring movement to be “bid on” by commercial venDeployment Officer (IDO). With so many organizations dors. Additionally, commercial tenders such as FedEx, UPS, and involved in the base reception process and magnified by the con- DHL often bid and move cargo as the aircraft de-positions to its stant churn of the AEF cycle, it was imperative to have a single final destination. These carriers are paid a per pound rate; and agency orchestrate the overall effort. The 332 ELRS, through this frees up “grey tail” airlift for other missions while reducing the IDO, was incredibly effective in bringing organizations the wear and tear on stretched mobility assets. To reduce logistogether and streamlining the processes, which ultimately expe- tics convoys on IED-laden Iraqi roads, the ELRS has five geodited the reception, staging, onward movement, and integration graphically separated aerial port detachments located at Forward of personnel into deployed units. As we all know, senior leaders Operating Bases (FOB) around Central and Northern Iraq. The must have credible information on when they are receiving aerial port detachments perform as “mini” air mobility squadrons, forces for employment and training; this is even more imperative complete with transient alert, aerospace ground equipment, in a combat environment. We were successful in making the vehicle maintenance, and aerial port functions. They are key to IDO concept look simple — our centralized control facilitated keeping open the air bridge at these sister service FOBs and crudecentralized execution by various functional experts. The true cial in minimizing ground conveyance of certain cargo. The value and most tangible benefit of these improvements was a details and the complexity of cargo movement are not routinely 35% reduction in overall reception processing time (from wheels seen by our customers, but the benefit of having the right part, at the right place, at the right time is enjoyed by all. on the ramp to head on the pillow) for our deploying Airman.
PORT OPERATIONS: Another example of 332 ELRS warriors
TACTICAL VEHICLE MAINTENANCE: Unlike most “tradition-
making the difficult look easy occurred daily on our strategic cargo ramps. JBB serves as Iraq’s strategic hub for the majority of inbound and outbound aerial cargo (for all services). As such, one would expect to find a fully manned Aerial Port Squadron (APS) performing this mission (approximately 450 personnel based on most CONUS APS units). However, we managed this
al” Logistics Readiness Squadrons, the 332 ELRS maintains over 120 Mine Resistant Ambush Protected (MRAP) and UpArmored High Mobility Multipurpose Wheeled Vehicles (HMMWV, aka HUMVEE) which enable Security Forces (SF)
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members to conduct patrols outside the wire. Many of our mechanics received only basic pre-deployment education and training on these systems and have had to rely on ingenuity and robust on-the-job training. This became and even greater challenge because the MRAP were accelerated into service without the proper sustainment/maintenance tail. Despite these obstacles and demands, our deployed ELRS Airmen have developed eight life saving improvements making the MRAP more operational and effective. Their efforts have been recognized by the Joint Program Office, but more importantly, have kept our SF Airmen safe on every single combat patrol. They may never know how hard our vehicle maintainers worked to provide them that level of protection, but that’s just part of making logistics look simple.
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MSgt. Alfredo Reyes, 332nd Expeditionary Logistics Readiness Squadron superintendent of supply operations, briefs Iraqi Col. Saad Abdul Baky Mohamed, from the Ministry of Interior Department of General Supply. The purpose of the MoI visit to 332nd ELRS was to increase understanding of materiel-management practices. (USAF photo by SrA Elizabeth Rissmiller)
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“Logistics...as vital to military success as daily food is to daily work.” - Captain A.T. Mahan Despite the numerous accolades and successes of the 332 ELRS, the unit was faced with quite a few challenges as well. Some of the challenges, such as searing heat (nearly 130 degrees in the summer) and blowing dust (often less than a quarter of a mile visibility) were outside of our control. Other challenges were driven by the mission and the infrastructure; an example of this was split ramp operations. At JBB, ELRS manages aerial port operations at three separate airfield areas separated by nearly 2-miles, which reduces our overall efficiency. In order to minimize the impact on our limited assets (personnel as well as equipment), we devised a robust communications system to ensure ramp teams are being efficiently used on the flightline. A third challenge faced by our logisticians (no different than any deployed location) is the seemingly endless turnover of personnel driven by the AEF
cycle. In addition to new Airmen arriving every 120- or 179days, a large portion of the unit (especially in the aerial port) is comprised of members from the Air National Guard and Air Reserve. Although all members of our total force are outstanding contributors, there are inherent challenges in integrating Airmen that have varying degrees of expertise, leadership skills, and knowledge of the deployed environment. None of these challenges were by any means insurmountable…in fact, just the opposite. By working through these, and other joint logistics challenges, the 332 ELRS was recognized with the 2008 National Defense Transportation Association Award (Military Category). Most importantly, our vast array of customers enjoyed an unprecedented level of logistical support that was vital to combat effectiveness and mission accomplishment. Unless any of these customers read this article, they’ll continue thinking that logistics at JBB was easy. About the Author: Colonel Sal Nodjomian is a career Civil Engineer and is currently serving as the Senior Military Assistant to the Assistant Secretary of the Air Force for Installations, the Environment, and Logistics.
Prior to
assuming his current position, Col Nodjomian was the Commander, 332nd Expeditionary Mission Support Group, Joint Base Balad, from 26 Jun 08 - 30 Jun 09. His group was comprised of four squadrons with 1,100 active duty, Air National Guard, and Air Reserve personnel assigned during each Air Expeditionary Force rotation. As commander, he was responsible for providing communications, services, civil engineering, force protection, personnel accountability, and Joint Base Balad - critical cargo load being loaded onto Material Handling Equipment (MHE). (Photo courtesy of Col Sal Nodojaman)
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logistics readiness support to the DoD’s busiest single runway operation.
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Impacts of Joint Logistics on Unique Deployed “War-Terminating” Teams By Lt Col Randall Gilhart This article is designed to both further enlighten and enliven discussion amongst the professionals of LOA by focusing on a completely different, unique set of logistics and operational concerns (really one and the same for the purposes of this overview), for a unit I was personally associated with during my most recent SWA deployment. I feel discussion of this type of unit is as timely and relevant as any that tries to exemplify our service branch’s newest expeditionary deployment types to high ops tempo organizations for undetermined lengths of time (regular 18-hours per day for 15months). This latest trend for our Expeditionary Air Force is of course the filling of “routine,” non-unit, deployment taskings with individuals or very small groups of personnel from the same home station/parent unit. Some of these billets are better known formally as joint expeditionary taskings (JET) in support of our sister services where their forces are not as robust as DoD would like – particularly the United States Army’s (USA) civil affairs branch over the last three years.
Whether Joint service taskings (like JET), or even individual/service-unique training team levies, they all are formed around a specific mission set or sets or, in Joint service terms, as lines of operation (LOO). They all have a wide range of official and unofficial titles and terms for these many teams such as: embedded training team (ETT), medical training team (MTT), transportation training team (TTT), police technical advisory team (PTAT), etc. As I said in the opening, I’d like to take just a brief moment of your time to discuss only one particular Joint-service ground combat team, one not tied to any particular technical discipline or set of disciplines in the sense of a direct one-to-one or many-to-one correspondence with the term “logistics” as we use it in the Air Force; rather, a team whose mission is centered on three major LOOs for Afghanistan as set out by NATO/ISAF HQ. These LOOs were also agreed to by the UN and the greater international community and just happen to closely mirror DoD’s warfare doctrine for waging a traditional counterinsurgency (COIN) fight. This team’s LOOs include: 1) establishment/fostering/maintenance of province-wide (U.S. “state”-equivalent) security, 2) strengthening,
Above: Paktya Provincial Governor Ramatullah Rahmat and Lt Col Gilhart conduct a fact-finding agriculture and economic development shura with District leaders and tribal elders from Dand wa Patan District in Northeastern Paktya 2.5km inside the border with Pakistan DURING an enemy indirect fire attack. 11 in-bound rounds were taken that day – 18 Aug 07. Informal Joint-Afghan and PRT Gardez SOP was that discussions would continue even through the shooting war. (Photo Courtesy Lt Col Randall Gilhart)
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Team Photo PRT Gardez – at conclusion of grueling 96-hr pre-deployment certifying mission rehearsal exercise/‘MRE. (Photo Courtesy Lt Col Randall Gilhart)
and where absent, helping to establish good governance on provincial/district (U.S. “county”-equivalent) levels and 3) assisting in reconstruction (really construction in most instances) and developing economies on both a provincial and regional (multiprovince) scope…as well as being unofficially expanded at the time of our rotation out in March 2008 to include for the provision: that of “rule of law”. (Insert 4 photo here on Provincial Governor meeting) As you may have guessed by now, I had the distinct honor and privilege to command a provincial reconstruction team (PRT) from 1 Jan 07 to 26 Mar 08 while deployed to Forward Operating Base (FOB) Gardez in the East-central Pashtun region of Afghanistan. For those familiar with that geographic area, at the time we had two provinces, Paktya and Logar, comprised collectively of twenty-one separate districts in our area of operations, AO-Gladiator. When transitioning to a successor U.S. PRT in Paktya during Mar-Apr 08, we simultaneously were tasked to run what the Army calls a “left seat/right seat” turnover of the reins in Logar to the Czech Republic – their first-ever foray into sponsoring an individual PRT as a stand-alone effort! The PRTs are unique in that the main charter for this Joint-service team was not to perform technical or organizational training across our multi-disciplined (~19+ military occupational specialties and Air Force specialty codes) crew, but rather to mentor, partner with and guide the equivalent of two “4th world” provinces into the 21st century. This mission was further challenged by proceeding at a pace and scope constrained by Afghan cultural, religious and ethnic/tribal standards, as well as by fiscal and political restrictions imposed by all manner of “HHQs” (NATO, ISAF, EU, CENTCOM, the international community, individual donor nations, etc.).
I’ll attempt to force myself, yet likely fail, to remain dispassionate about these particularly diverse, dynamic and beyond-beliefcomplicated JET taskings. However, I professionally believe: 1) these billets are the most difficult and demanding lieutenant colonel command and more junior officer and enlisted ones in the USAF today, and 2) in concert with establishing greater physical security on the ground via the OIF “surge” in Iraq and now again today on a smaller scale (yet still vital) via the OEF security force “troop surge” in Afghanistan, PRTs have proven to be (and will continue to prove) they are the “war-terminating”/longer-term “hold” strategy vehicle / medium in both countries and regions. While the PRTs have not earned quite as much fanfare in our domestic/U.S. media as they have overseas in our coalition partners’ countries, they nonetheless serve as the pivotal cogs in our Nation’s “exit strategies” for both the OIF and OEF conflicts. This became clearer to me every day that led up to combat skills training following our in-country commanders’ pre-deployment site survey team TDY to Afghanistan in Nov 06, through CST and the 12-months of the deployment—and still rests with me today. Not much was commonly known of PRTs back in the Aug 06 timeframe when I volunteered to command one. After all, only 6 other USAF lieutenant colonels from several diverse backgrounds, still deployed downrange, had ever been selected by AFPC and AFCENT commanders to serve as U.S. PRT commanders in Afghanistan at that time. 6 x Navy commanders (hand-picked by the Chief of Naval Operations) and 6 x Air Force lieutenant colonels provide the 12 “JET” PRT commander billets in Afghanistan. Each of the OIF PRT leadership billets in Iraq is traditionally filled by a seasoned diplomat from the State Department (DOS). Continued on next page...
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I was exceedingly fortunate as the top level of responsibility of our PRT as a U.S. Joint military-civilian interagency/governmental ground combat team ended up being composed of a highly experienced senior leadership, or “quad-fecta” if you will, cadre of experts – or as I liked to refer to the four of us as the “Loya Jirga”, or grand council of the PRT. My personal partners, teammates and counterparts included: a DoS political advisor (POLAD) , a United States Agency for International Development (USAID) contracted-development advisor (DEVAD) (non-diplomatic/sub-set, internal to DoS) and a United States Department of Agriculture advisor (AGAD) who coordinated through USDA and State chains at the U.S. Embassy in Kabul with reach-back to the CONUS for unique support. The area in Afghanistan we were serving had an approximately 85-95% agrarian-based economy. The main body of the PRT was comprised of 30x USAF active duty professionals (455 AEW & 755 AEG OPCON/ADCON chain of command) out of Bagram Airfield (BAF); 1x U.S. Army (USA) active duty officer, 11x USA Reserve Command (USARC) reservists (falling under the USA Civil Affairs Psychological Operations Corps (USACAPOC); 2x USA Corps of Engineer (USACE) civil engineering/hydrology/dam operation/fisheries experts (USACE’s AED HQ Kabul and with liaison authority to FOB Salerno/Brigade HQ in neighboring Khowst Province); 42x USA National Guardsmen from the 29th ID’s 1/158th INF BN with soldiers primarily from Arizona, Hawaii and California. They formed our highly proficient/daynight skilled security force (SECFOR) and brought two chains of command with them…the Arizona State Adjutant General and the active duty U.S. Army chain in-country. To cap things off, we had an additional ~14x Afghan National interpreter corps (central contractor chain of command out of BAF), radio station operators and cultural advisors (local hires under PRT contract). Roughly ~103 personnel comprised our team. I wanted to provide that “quick”/snapshot-at-a-glance of my former command’s internal interrelationship structure for those not familiar with the PRT construct to illustrate how difficult it could be to get things done administratively (if not logistically across several, separate, Army equipment accounts) in a timely manner. It also allows you to take that next leap of faith/engendering a further appreciation by the readers of this article on how difficult external command relationships and coordination responsibilities turned out to be. Suffice it to say, we had to establish, build, rebuild, re-scope, re-determine (the necessity for) or just plain maintain relationships with no less than 50 external organizations – most of which we dealt with on a daily basis – and, of all of those agencies, no more than 15 were DoD-related!
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We’ve established what a PRT is, its LOOs/strategic national mission and high-power cadre of experts tasked to staff it – all of which point out the criticality of its ability to reliably get outside the wire on a daily basis to perform our missions of interacting with Afghan governmental representatives and non-governmental, international and private organizations to coordinate reconstruction and economic development in two provinces, all while providing convoy support to our interagency civilians and ensuring my PRT civil engineering project quality control teams ensured the quality of our 35+ private-contractor reconstruction and development projects. This neglects to mention our most vital task, to tie the Afghan general populace to its central, provincial and district governmental leaders via attendance at shuras (“town hall” meetings or “fire-side chat” vehicles) held in the district centers and remote individual villages alike. Now we can narrow the focus to one of the most common impacts on any operation, that of logistics in the more traditional sense. These of course include supply procedures/discipline, crew-served weapons management, weapons maintenance, special purpose vehicle maintenance, fleet management/health of the fleet, Joint CANN policy for ground combat vehicles, availability and quality of repair facilities, numbers of trained personnel, shift work, and in-transit or total asset visibility. We of course had to address all of these concerns early in the tour and throughout the duration; however, we also had other contributing influences impacting the reliability of our fleet early in the tour. Such was the case with potential abuse of our tactical vehicles caused by excessive rates of speed/inability to miss potholes, or attempting to keep up with Afghan National Security Forces in their unarmored Ford Ranger 4 x 4 pick-ups over severely “wash-boarded” or “scalloped” unimproved roads. As you could well imagine, in terms of overcoming general logistics challenges for the PRT (they were many and varied), our staff of 9 “logisticians” (1x 14-year USAR Major quartermaster; 1x 22-year USAF MSgt food services superintendent; 1x USAF TSgt and 2x USAF SSgt special purpose vehicle mechanics; 2x USAF SSgt supply technicians—1 on FOB Gardez and 1 at BAF as my logistics support LNO—1x USAF SSgt and 1x USAF SrA food service technician) were all kept exceedingly busy 24/7 for 12 months straight. We could not afford a moment wasted on “recreational maintenance” or “recreation” in any of the other logistics disciplines. Following the Army’s mission, enemy, terrain, troops and equipment, time available for operations and preparation/plans, and civil concerns (or the “METT-TC” model) for troop leading/mission
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PRT Gardez routine transiting of famed K-G Pass en route to PostSecurity Operation Regional ‘Super Shura.’ NOTE: 11,000 Russians held the K-G Pass for ONLY 11 days during their 10 year occupation! Now you know why!” (Photo Courtesy Lt Col Randall Gilhart)
analysis planning, without a doubt the single-most daunting and dangerous “logistics” hurdle we overcame was the naturally-occurring “tyranny of ruggedness!” The extreme mountainous terrain and high-altitude winter season climatology of Afghanistan cannot be adequately explained here—it can only be experienced and survived in-person! A country the size of Texas with terrain that is some of the most difficult to traverse anywhere in the world…yet our SECFOR platoon, mounted-mobile vehicle mechanics/drivers and mission/convoy commanders were forced to deal with it dayin and day-out – this was done even in pure snow and ice…AMBER or RED road OR weather conditions for MEDEVAC aircraft. We simply could not afford the luxury of ceasing the PRT’s allimportant governance/reconstruction mission for days or a week to outlast the inclement weather conditions, nor could our Army maneuver unit/Provincial Security Force/FOB-mayor battalions (we had two different co-located BNs across the year we were at
Gardez – the first, the 508th Special Troops BN (STB) and the 4/73rd Cavalry Squadron, both of the 4th BDE combat team (BCT), 82d ABN DIV) halt their all-important security patrol/engagement missions. MEDEVAC helicopter availability across the AO, due to weather, remained an important issue for us as commanders, but it did not prove a pacing critical mission accomplishment factor. Each Commander individually assessed pushing out their convoy missions – weighing the importance of any given mission against the safety of the convoys’ members and vehicles/equipment in our charge every morning for some ~4 months of winter. Personal physical assessments of road conditions were conducted on the spot by respective commanders – in the vernacular, “the enemy won’t be present in great numbers during the winter to affect the populace, however WE (the Coalition Force) will be!” On balance, the vast majority of the time I made the decision to push our multiple convoys out the gate (we “generated” over ~700 separate convoys/900+ individual missions across the 10½ viable months of operation for the PRT (deducting three weeks lost due to observance of Ramadan and every seventh day (Friday) utilized as a “down” ½ maintenance and ½ training day weekly as it is the Islamic worship day). East-central and Northern Afghanistan crossing well into the Northwest Frontier Province area of Pakistan, collectively known as the “greater ‘Pashtunistan’ tribal area,” really has a moon-like landscape. It is a world unlike anything seen here in the West – although the Rocky Mountains in parts, with exceedingly narrow or rocky roads, but with zero guard rails springs to mind! Unimproved dirt/“hanging-powder chalked walls” of dust that you can barely see through (when dry in the summer) and flooded mud-packed roads one to two feet deep in “clown shoe clay” (perennially in the spring) that masqueraded as near-impossible-to-navigate goat paths are the norm. Our PRT’s FOB was located in Gardez City, Paktya’s provincial capital, at an altitude of ~7,700 feet to where we’d climb up to 14,500+ feet in altitude regularly operating in the famed Khowst-Gardez/“K-G” (or Seti Kandau) Pass area of the Zadran Arc) – by the way, PT testing upon my return to Hawaii turned out to be an absolute cinch for some reason! Beyond the physical terrain and climatology of the region itself, a close runner-up/co-conspiring factor in our vehicle break rates was the simple physical weight of our vehicles (10 to 15% constant break rate between Apr-Nov 07 with spikes for up-armored
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vehicles on the toughest terrain/longest duration missions rising to 50%!). “Repeat/recur” rates were not tracked, but were “empirically evident” to this aircraft maintenance officer and my deputy so they were worked quite diligently by our vehicle maintainers and communications experts in the S6 shop for ground communications. Whether the M1114 or M1151 variants of the High Mobility Multi-purpose Wheeled Vehicles (HMMWVs) or the Light Medium Tactical Vehicle (LMTV) 2½-ton truck, each weighing well in excess of 16,500lbs+, we were forced to attempt to lighten each vehicle to just the barest of life-saving necessities (extra gas cans and a spare tire each alternating, every other vehicle, were jettisoned) in a nearly vain effort to reduce wear and tear on frames, suspensions, tires, coolant systems and drive trains (in particular halfshafts, radiators/hoses, power steering unit drive belts, transmissions and literally un-drivable blown tires) were our highest break rate/pacing items). Additionally, we were quite fortunate to have suffered only one vehicle roll-over the entire duration we were in-country. No one was injured of our 5 SECFOR soldiers as, each to a man, was harnessed in and the four in the vehicle quickly grabbed and pulled the turret gunner’s legs, saving him from drowning while submerged and inverted in some 2 to 3 feet of water! The incident occurred on day 3 during a night mission in near-zero visibility, with limited IR/NVG capability at that time inside the PRT while augmenting the FOB’s/maneuver BN’s immediate response force (IRF) responding to a dire call for assistance by coalition force troops-in-contact (TIC) in Zormat District (the District that had spawned 8 of the “pre-9/11” Taliban government’s most senior leaders). Recovery of the vehicle asset to FMC status was another truly heroic story. The availability of lower/lesser assemblies and individual parts designated for other broken victors and an extreme operational tempo (attempting to push 3 to 4 individual convoys, if not doubled-up missions for each of two convoys daily), thus encouraged accomplishment of only preventive maintenance and shorter duration/less-complex/less time-consuming fixes for the remainder of the fleet. Some 175 to 185 days were ultimately needed
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to finally receive all parts and dedicate 2 of our 3 vehicle mechanics (rarely done!) while they received help by several “shade-tree savvy” augmentees from around the PRT to restore that vehicle to serviceable condition. This only occurred once the turret was rebuilt, the mud was shoveled out of the interior and the fish were removed from the glove box…then and only then did the vehicle almost magically leap by itself back into commission! In that same vein of cooperative spirit amongst workforces (internal & external), our interaction with the 508th STB through the Aug 07 timeframe proved a textbook example of joint operations in a deployed setting. Cursory use of, and training, on the functionality of the Army’s Unit Level Logistics System-Ground (ULLS-G) and later the Standard Army Maintenance System-Enhanced (SAMS-E) vehicle fleet parts supply ordering/tracking software applications at Fort Bragg NC during CST did not adequately prepare our vehicle maintainers or supply personnel to fully utilize all functions of those critical electronic utilities. The BN vehicle maintenance officer for the 508th, a chief warrant officer, took our USAF maintainers under
2009
USAF TSgt Kendrick Ouzts (PRT Gardez’s NCOIC of vehicle maintenance) and USACAPOC (USAR) SSG Anthony Savage (PRT Gardez’s CMOC NCO) ‘set-up’ USAF MSgts James Wright (PRT Gardez’s S6) and Ed Chamberlin (PRT Gardez’s S4) for a ‘maintenance-easy’ LMTV front tire change task. (Photo Courtesy Lt Col Randall Gilhart)
his wing in the spirit of “jointness”…and really self-preservation…and imparted much Army-maintenance/supply system wisdom while lending daily invaluable support to our NCO corps!
This engendered both a feeling and actual practice (more often than not) of a “single integrated maintenance operation.” Although two distinct Army command vehicle fleets, the FOB’s respective maneuver battalion and the PRT (ours had no less than three subsets—see above for my personnel/unit “chains of command” discussion), these two overall fleets’ “marked-for” paperwork for parts and “TNB” parts simply never materialized as issues on our FOB. CANNing, as a rule and a policy, for aiding in vehicle fleet management/health in the Army generally was frowned upon – perhaps in greater numbered fleets such as vehicles, than an Air Force AMU might face individually; it was thought that CANNing might cause loss of oversight of parts and a reduction of visibility on a single victor being out of commission – basically masking a problem rather than shedding light on it. This was just an example of two services’ different approaches on how to deal with their respective supply systems. Likewise, our respective maintenance shops’ tools never became an area of contention for the two units. Comingling, or worse, straight out missing/stolen items, like – hypothetically speaking – an installed whip antenna perhaps being “uninstalled” at 0200L did not occur with any regular frequency. After all, I am attempting to tell a true story here and not spin a tale of some kind of U.S. joint-force “Shangri-la at 8,000 feet! My S4, the 14-year Major quartermaster, my executive officer (XO), an 18-year USA chemical corps/civil affairs officer and I often shared concerns both with dropped supply orders out of the system and a seeming inability to establish visibility of parts in the Army’s supply system traveling from “factory/depot to foxhole/destination.” In our region, if not theater, they basically had to adopt a “when the part arrives, the part arrives” mindset.
My Army S4 would routinely remind me that in talking of a replacement part for a HMMWV and ITV/TAV in the same breath, I wasn’t dealing with a MICAPd part destined for an alert USAF aircraft at the end of a runway with the part’s known origin being out of a CONUS depot or commercial supplier under DLA-Richmond’s watchful eye. Those assurances weren’t too reassuring. “Manual ITV/TAV” gained only at BAF once vehicle parts/anything arrived was not a good enough standard back then, and likely requires improvement over time still to this day. This was apparently a clash of service cultures to be sure for us, but I acquiesced and slowly adapted to it because there was no time to fight an operational fight for ITV/TAV while my focus as commander had to be on fighting the greater strategic COIN fight/carrying out the PRT’s main mission. Conversely, in post-deployment de-brief attestations by our USAF vehicle maintainers, they indicated our service’s need for a “like” single automated system for parts ordering and tracking, similar to the Army’s SAMS-E variety. Although not in competition here with our sister service, I call this one a “near-draw.” Air Force ITV/TAV for parts tracking in my experience has matured much more quickly than the Army’s, but perhaps it’s because the Air Force demands to know by tail number and serial number and by GEOLOC where a specific part is in the logistics pipeline at any given time. The Army, as a fielded fighting force, and perhaps as a culture in general, clearly embodied a more hands-off approach regarding delivery of individual uparmored vehicle parts. However, I had a counter to the lack of ITV/TAV as well. This is where my BAF logistics liaison NCO (one permanently geographically separated supply technician/SSgt) came in. He ensured everything we ordered and received immediately got routed/shipped to/from PRT Gardez. Logistics, in very close concert with our available SECFOR soldiers for adequate ground assault convoy (GAC) escort, again proved to be our two most vital enablers for reliable movement outside the wire – rotary wing air assault assets on the transport side of the house were, at that time, too few to rely on to do maneuver routinely through AO Gladiator, although I too was lucky enough to lead 6 helicopter air assault missions into the remotest regions of our two provinces. On the fleet management side of the house, eventually many of our supply woes and tribulations became moot, as between Oct and Dec 07, the PRT’s entire 3½ to 5-year old fleet of 20x M1114 HMMWVs were rotated to BAF and the Army Materiel
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JOINT LOGISTICS OF
E R : I M PA C T S
Command-run (that other “AMC”) depot facility for swap-out with better upgraded and, more importantly, brand new M1151 HMMWV variants. Coupled with our “saner driving” stipulations for the previous fleet and the newness of these vehicles, our FMC rate shot to over 92% to 95% for the remainder of our tour – Jan-Mar 08 and our break rate fell from ~15% to below ~5%. I can offer one last caveat here; to make any part more resilient, increase relative ease of maintainability and reduce the MTBF, we generally modify or make that individual part what? Generally the part or its next higher assembly will be reengineered for greatest ruggedness in the lab by increasing its gauge/diameter/thickness/ resistance…or in plain words, the part ends up HEAVIER than its predecessor! Hearken immediately back to the second greatest concern we had after terrain, which was the physical weight of the HMMWVs themselves as they literally “hit” the road, and if everything on the -1151 had been “robusted,” it might likely fail at the same rate (or sooner!) given the terrain and youthful vehicle drivers constantly rotating in! The only drawback to the fleet swap-out (and I know it’s nitpicky) was the severely regimented timetable that our replacement fleet would be available in. Meaning, if you didn’t get to BAF logistically – by laying on a detailed and specific combat logistics patrol (CLP) for turn in of your old vehicles and for taking receipt of your new ones, you’d be left out of the rotation of new victors for old! This was troublesome as it was a choice for longer term vehicle fleet health posed against preparing the 1114s for turn-in (removing key electronics, etc.) and placing temporarily on hold accomplishment of our strategic national mission on a daily basis. We worked through this with the AMC CWO OIC, contractor folks (to include Raytheon comms involvement – install/XFER of new CREW Duke system) prior to any visit to BAF to dovetail all of these diverse and competing efforts into our monthly (or every 5 to 6-week!) FOB “MWR,” store/“BX,” $25,000 stock replenishment CLPs for the Army, Navy (electronic warfare officer alternated with USAF every 90 to 120-days) and our Air Force permanent party stationed at FOB Gardez. PRT Gardez “ran the store” for all! The final logistics challenges we faced included not being given the most modern/highest quality vehicle maintenance bay space or quality of garage bay tools with which to work on our aging M1114 fleet when we first arrived. Most of our inherited shop tools, torches and other items came from previous PRTs and a handful of “drug deals” done with counterparts or friends from OIF/Iraq, their respective home stations and depot areas outside of Afghanistan altogether! While we routinely and formally ordered what we needed through approved channels, the long lead time for procurement and delivery overland via Pakistan conspired to
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force us to make S4-level “mutually-beneficial exchanges of goods and ideas” (i.e., drug deals of our own) to improve the quality of tools available to us. These exchanges took place both on our FOB and during our opportune visits to BAF. On a very positive note, as one of the PRT’s primary missions of building Afghan initial capability/follow-on capacity on a provincial scope, we often capitalized on the talent sets of many local Afghan National workers, who were always eager to assist the coalition by holding steady employment. Our FOB of ~400 coalition military personnel at that time employed all types of laborers from crane operators, food service/cooks, janitorial workers, barbers…all the way to skilled craftsmen such as carpenters. One unique talent set the PRT tapped and built upon was “Johnny,” an Afghan youth, who was always of vital assistance in our vehicle maintenance bay working on our fleet of vehicles. He truly was a gifted worker whom we relied on to assist our USAF maintenance professionals. We “promoted” him by increased pay for his technical acumen and spot-on due diligence to accomplish the job correctly the first time. He was proof every day that our confidence in Afghanistan and its leaders to make a course correction from 30+ years of war to a more sustainable way of life was indeed possible – if not probable. We simply lacked enough trained maintainers beyond our three assigned to expand this program any further since we always attempted to place one vehicle maintainer on every convoy mission. NOTE: remember too that one out of three maintainers was on CONUS leave for 15 days (really away from FOB for 30 days in Afghanistan due to flight and opportune GAC or CLP mission availability) for three months out of the 12 we were deployed downrange. Additionally, for the same reasons I could afford zero pass authorizations during our year—as “3 to 10-day passes” were proven to turn into 11 to 30 days—based on seasonal transportation assets in-country. In conclusion, I’d like to advise the comments or tone of this article should in no way be taken as meant to demean any of the magnificent and truly monumental contributions of all other Coalition Force, United States or DoD technical training teams to date because they face many of the same burdens and challenges [logistics/enemy] that a PRT might on a daily basis, but I offer this article’s content simply to provide my thoughts as an LRO and aircraft maintainer via a non-technical/career fieldcentric perspective. I merely espouse, that, if: 1) establishment and maintenance of provincial-wide physical/border security (through its resident people and adequately trained and equipped national security forces), 2) good governance as-compelled through force of “PRT will”
2009
(perhaps leading to a reduction of endemic government corruption to a local socially-acceptable level), 3) establishing a host (tens) of fundamental government-driven and private organization-sponsored economic endeavors to provide for basic services (garbage collection/mass transit/much improved medical care, introduction of alternative cash crops in-place of growing either opium or hashish) and finally, 4) arriving at a nationally-agreedto set of precepts to ensure rule of law accompanying a tolerably less-harsh tribal justice system remain OUR-collective laundrylist of items to accomplish prior to NATO’s/ISAF’s/the coalition forces’ collective decision to disengage from Afghanistan (i.e., in a “military sense” of exclamation), I too kind of find it a far simpler path to gravitate toward embracing the more “technical” type of training team concept as both more familiar and soothing concept for us in the Air Force. Albeit, the “physical teaching of a person to fish (tech-training) so that he or she may feed their family for a lifetime” doesn’t (in and of itself) always tackle the imperative questions to be asked: i.e., the “5-Ws” of who – what – where – when – why, and how. Therefore, no matter the difficulty entailed in conceptualizing it, PRTs and their more sweeping 4 or 5 point LOOs among all our other critical teams contributing to the ultimate strategic/coalition military force presence drawdown and even eventual departure concept for Afghanistan, the others (even collectively) cannot be termed our “war-terminating” areas of primacy. The PRTs on the other hand arguably must sit at the zenith of all DoD “training teams.” With a strategic-national level of both recognition and importance, they quietly and effectively go about their business today conducting operations in a “semi-permissive” environment [i.e., “outside the wire” daily IN COMBAT] in Afghanistan. Back to the “fish analogy” folks for just a minute, to conclude drawing the distinction of roles and missions, PRTs – are helping to mentor provincial, district, local and tribal leaders, judiciaries, security forces, contractors and in our case 865,000 Afghan civilians by describing a fish for the first time, delineating types of fish and how they might be better utilized (de-boning and sharing mixed cooking recipes), recommending potential of fish for incorporation into brand new industries and indicating when it’s consumed by humans, stipulating that fish are generally better for your heart and cardiovascular system (with caveats such as mercury or other heavy metal poisoning – such as mortar shrapnel – could cause health risks). Just as in the Air Force on a flight line ramp filled with fighters, ISR UAVs, or any other USAF airframe clear up to the VC25As, with tail numbers 28000/29000, when designated “Air Force One” under the care of the 89th Airlift Wing: good – basic – fundamental – logistics tied to tech order
(T.O.)/maintenance instruction discipline, adherence to safety standards and reliance upon their Airmen’s top-notch technical training, we realized higher vehicle fleet availability rates carried on the backs of our maintainers by a combination of high fix rates locally coupled with lower break/“repeat/recur” rates. This combined, proved absolutely VITAL to the success of our mission for 12-months. Often, when I could not afford to give all the latitude desired by my S4 as he requested re: reductions in the total number of convoys/missions, this community understood! However, our vaunted maintainers – no really ALL of our logistics pros – to include our communications and “services” folks toiling out of the exact-assigned AFSCs working in a cold and dark, unfamiliar, Joint-world – as well all the way up the chain – proved to be the backbone of PRT Gardez. We all placed our lives…literally…in their hands every single day! Along with our magnificent SECFOR infantry soldier platoon, our “loggies” ensured our convoys rolled daily in all weather ranging from 95 degrees Fahrenheit at altitude to -30 degrees PLUS blowing wind, snow and sleet ensuring each vehicle always had operable pedal AND emergency/parking brakes to stop those 16,000 pound trucks from toppling off 1,200 foot straight-down chasms and landing on sparse pine trees below – something like putting a star on top of a fir tree at Yuletide – but averting what would have been a VERY unhappy “landing” for its five occupants! I for one extend my personal thanks to our SECFOR and our PRT’s sharp-shootin’, trouble-shooter, loggies – of all types – as our PRT was able to pursue its literal, strategic war-terminating, mission unfettered by Joint logistics concerns. We were only enabled to do so because of their diligent, 24/7, work in overcoming those gigantic hurdles on a routine basis on behalf of a grateful set of nations and really our entire world. About the Author: Lt Col Randall Gilhart is currently the Director of Operations for the Education Support Squadron at Air University’s General Carl A. “Tooey” Spaatz Center for Officer Education at Maxwell AFB AL where he directs a 64-person winglevel A-staff supporting 4,000 permanent party military, civilian and contractor personnel and their dependents. He is a 19-year senior logistics readiness/aircraft maintenance officer. He is a lifetime member of the National LOA and first joined back in 1998. Special thanks to TSgt Kendrick Ouzts, PRT Gardez’s NCOIC of vehicle maintenance, for his assistance with this article.
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K
Capt Michael Boswell, Installation Deployment Officer deployed from Whiteman AFB briefs arrivals. (Photo courtesy of 379 AEW)
The Yellow Ribbon Symphony lain, strongly and boldly talked to all of the Air Reserve chaplains.
By Chaplain (Lt Col) Craig H. Rogers A great summer tradition I enjoy every year with my family is the outdoor experience of the Utah Symphony. It is held during the holidays of summer and is orchestrated with fireworks throughout the concert. I am amazed at the work and preparation it takes to
He presented a “Yellow Ribbon Program,” which is designed to have closer chaplain connections with all personnel that are going, serving and returning from the fast-paced world of deployments in the AOR.
provide such outstanding music interwoven with the “ah’s” of the
After receiving this challenge, I soon found my way to fulfill my
fireworks. Every instrument has its individual part to make up the
rotation of service in the AOR. I was assigned to the 379th Air
whole of the experience. Each musician has to be prepared to step
Expeditionary Wing in Southwest Asia and reported to Chaplain
up and do their part with precision timing.
(Lt Col) Ronald Harvell. He presented me with a challenge to find
I want to focus on a different kind of symphony. This one takes place 24-hours-a-day in the desert sands in a country in Southwest Asia, which is a part of the Area of Responsibility (AOR)
a way to make a connection with those who travel though the base and watch for those suffering from the stresses of war. I was excited to get started and to try to develop what I called the “Yellow Ribbon” outreach on the base. I rolled up my sleeves and went to
Traditionally in the US, yellow ribbons have taken on the symbol for friendship and someone reaching out to show they really do care. At a recent Air Reserve national conference held at Robins AFB, Chaplain (Col) Donald Smith, Air Force Reserve Command chap-
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work. I quickly found out that I had many team players in-place and ready for action to make this happen. There were team players in the 379th Expeditionary Logistics Readiness Squadron’s (ELRS) 2009
Deployment and Distribution Flight; 379th Expeditionary Force Support Squadron’s Personnel Support for Contingency Operations office; and the 8th Expeditionary Air Mobility Squadron’s Passenger Terminal. The main directors of this effort were the logisticians from the 379 ELRS.
herself, “this is a quiet night, only two people.” SMSgt Lewis explained, “As the two service members came forward, they were immediately processed. Our two ’E-leaves,’ as they are commonly called, are rushed through the processing to get them on their way home to their loved ones. As the dis-
It was like being in a finely tuned symphony. The major parts
traught, and sometimes confused, service members fill out the
of this symphony are different Air Force specialties and
mandatory paperwork and sift through the PERSCO lockers for
squadrons. They all trained hard in separate career fields and
the civilian clothes they must wear to fly home, SrA Bruce
different locations. They all came together in a small space to
noticed a reflective belt shining through the haze and the dust,
bring about an amazing result. Each individual player had an
and soon realized help had arrived -- their Chaplain.”
important role; each provided a crucial note that must be played at the right time with the right attitude. The chaplain also played a part on the “symphony” team.
Chaplains have been a phenomenal asset and vital link in the PERSCO Reception Control Center (RCC) process, daily operations and mission readiness. Their unwavering calm and confi-
SMSgt Mary Lewis, who knows first-hand how the deployed team
dent presence is priceless whether providing spiritual guidance,
effectively performs its mission, recounted an example of the sym-
prayer, lending a helping hand in preparing personnel for pro-
phony in action. “This is a prime example of what we do,” she
cessing, or when interacting with members who are involved in
said. “SrA Lakiesha Bruce commonly begins her in-processing
a stressful situation or crisis.
briefings with ‘Good Morning everyone, welcome to the 379 AEW, I am Senior Airman Bruce, your PERSCO [Personnel Support for Contingency Operations] representative. The local time is 0230, and the temperature is a balmy 98 degrees. Before we go any further, is there anyone here on Emergency Leave?’ [That particular night,] two people raise their hands. “Wow,” Airman Bruce said to
The crew at the Aerial Port of Debarkation (APOD) makes every effort to keep the passengers in good spirits. Having a chaplain present during the process has a positive impact. Chaplains greet passengers, help hand out water, and provide an overall warm welcome to weary passengers. The chaplains make every passenger feel as if this is their home-away-from-home (even if only for a few days).
Chaplain Craig Rogers (author) deployed from 419th FW Hill AFB, greets arriving troops. (Photo courtesy of 379 AEW)
This
hospitality
opens the door for members to share their concerns or to seek the Chaplian’s counseling. This is a symphony of individual parts that make up the whole to bring about a successful result. When things seem just a little out of tune, it is our logistics personnel
who
consult
with the other squadrons to keep things running smoothly.
They
ensure
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arrangements are made to get thousands of troops from Point-A to Point-B in an expeditious manner.
Their work continues around
the clock at a high pace. Their main focus is to keep troops, equipment and supplies moving to and from strategic locations to bring about the success of the operations. As I have wit-
ER: CHAPLAIN
IN
YELLOW RIBBON SYMPHONY
nessed this movement of troops and ministered to them on the way, I have seen what I want to call a true “Yellow Ribbon” service to all who come through the RCC. My deployment to the AOR has left me with a lasting impression of all the hard work that goes into sending each and every warrior into the fight. This effort is possible because it was
TSgt Amy Paskoff deployed from Tinker AFB, assists with new arrivals. (Photo courtesy of 379 AEW)
built on the thousands of hours training required for each individual specialty.
Our
location to serve and others are on their way down range to serve
logisticians, 1LT Sommer Rangel and Capt Michael Boswell,
in another area of the fight. Regardless of the assignment, all
take charge once the personnel are on the ground. The “loggies”
are shown “Yellow Ribbon” care throughout their processing.
make things happen for those who are entering or returning from
Throughout each day and night the performance plays on as
the battle front. As each member plays their part, the combined
orchestrated--a flawless symphony of care--a priceless movement
team renders results that are amazing. Some will stay in this
in the today’s fight. As a Wing Chaplain of the 419th Fighter Wing at Hill AFB, I am forever changed and proud to serve with such professionals.
Their
dedication and the “extra mile” of care for the people created an atmosphere of hospitality to all.
It was
truly a privilege to play my part in this great concert. About
the
Author:
Chaplain (Lt Col) Craig H. Rogers is deployed as the 379th Air Expeditionary Chaplain.
1st Lt Somer Rangel , Assistant Installation Deployment Officer, deployed from Maxwell AFB, briefs arrivals. (Photo courtesy of 379 AEW)
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He is perma-
nently
assigned
418th
Fighter
as
the Wing
Chaplain at Hill AFB.
K
Joint Logistics from the J-4’s Perspective DJ4 ROLES
AND RESPONSIBILITIES First, thank you for the opportunity to share my thoughts with you for the Exceptional Release. I have spoken to several local LOA chapters and I am looking forward to attending my first Logistics Officer Association Annual Conference this fall. My primary role is that of an adviser to the Chairman of the Joint Chiefs for the entire spectrum of joint logistics which includes what many think of as traditional logistics roles in maintenance, supply, and distribution, but also the broader reach of the medical, engineering, and contingency contracting fields. I review cross-functional requirements and provide the Chairman my best military advice and an awareness of the joint logistics environment. As an advocate for the joint logistician and an integrator within the joint logistics community, I look at the joint logistics requirements of the Combatant Commanders (COCOMs) and the Chairman and then provide support and input to the COCOMs, Services, Office of the Secretary of Defense (OSD), Joint Staff, multinational community, other government agencies and key leaders. As the integrator for the community, I bring together all of the logistics “voices”--OSD, Services, COCOMs and our international and interagency partners into a singularly focused enterprise. Finally, I work with the Services, functional COCOMs and agencies to streamline defense logistics and improve interoperability and effectiveness. My unwavering objective is meeting the joint Warfighter’s needs.
Lieutenant General Kathleen Gainey is the Director for Logistics, J-4, the Joint Staff. She will be a keynote speaker at the Logistics Officers Association Annual Conference in October at Las Vegas Nevada.
FOCUS AREAS During the development of my 2009-2010 guidance, I established enduring Joint Staff J-4 themes that represent the core work we do on the Joint Staff. From these themes, I published the following priorities: supporting the Chairman’s strategic priority to reset, reconstitute, and revitalize the Armed Forces; continuing efforts to make logistics community operate from a common end-to-end framework and measurement system; continuing to improve the support and care to our wounded, injured and ill service members and their families; providing strategic alignment and communication across the Joint Logistics Environment (JLE); improving inter- and intra-theater distribution management; and delivering tools and processes that enable improved visibility and better decision making thought the JLE. J O I N T S T A F F, J 4 M A J O R T H E M E S :
Designing and providing joint logistics strategic direction
Ensuring delivery of capabilities-based logistics
Enabling effective execution of joint logistics plans and operations
Improving the supply chain process
Creating a logistics landscape based on integrated knowledge
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There is another component to my priorities and it involves the fact that, as the JCS J-4, I am able to see across the COCOM and evaluate what is working in some areas and what is not working in other areas. In 2008, the JCS J-4 embarked on an effort to focus the JLE on an end-state achieved through several overarching priorities. Before we developed the priorities, we had to determine, as a group, what end-state we were trying to achieve. We needed to know where we are going before we charted our path. After extensive dialogue among stakeholders, we determined that our end-state is to provide the Joint Force Commander maximum flexibility to achieve a mission. We call it “freedom of action.” We also decided to call this FA L L
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new vision for the JLE our “Joint Logistics Compass”. (Insert Compass Drawing) We believe our Compass will align the community and point us in the right direction. In addition, the planks of the bridge will allow us to bridge the gap that currently exists and is preventing us from fully supporting the Joint Warfighter. We clearly have not achieved our Freedom of Action end-state yet, and over the next two to three years, the JLE will continue to focus on the three initiatives that were taken on. These initiatives were developed through the same process of partnering with the Services, COCOMs and other government agencies. The initiatives, we call them planks—as in the planks of the bridge—will guide and focus the JLE towards a common future state. In the first plank, we will strive to develop a common end-to-end Defense Supply Chain (DSC) framework and measurement system. This initiative addresses the processes, technologies, organizational cultures and decision authority structures that reinforce optimization of the supply chain. In the current state, optimization of individual components degrades logistics overall performance and ability to get required resources to the right place at the right time—measured at point of consumption. There is no owner or responsible entity for the end-to-end supply chain with commensurate decision-making authority that can impact fiscal and process changes that will ultimately optimize end-to-end performance from the Warfighter’s perspective. We allow ourselves to be driven by what we can measure and what portion of the segment we control. This sub-component mentality and independent authority Continued on next page...
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ER: JOINT LOGISTICS
FROM THE
J-4’S PERSPECTIVE
structure has resulted in disagreement on the consensus definition of “start/source” and “end/point of consumption” of the end-toend supply chain. I lived this as the Commander of the Defense Distribution Center (DDC), which is part of the Defense Logistics Agency. We were great at fulfilling customer demands by processing requisitions quickly. Often, we filled them well ahead of required delivery dates. So, my metrics at DDC looked great. The only problem was the Warfighter in the hot, dusty desert in Operation IRAQI FREEDOM (OIF) had no ability to sort and store these items at the rate I was sending them. Our wartime doctrine of flowing loose items fast had not caught up with our peacetime practices of delivering dedicated shipments aggregated for individual supply points at major installations. As a result, their metrics were terrible because we transferred the burden of aggregating parts and supplies to them. We need to have a holistic approach to the DSC so that each step optimizes the whole process and we understand the second and third order impacts if we change a variable. In the center plank, we will recruit, develop and sustain logisticians that can effectively work in a joint, interagency and multinational environment. When I was a Captain, I never had to think about multinational or interagency partners. No longer! Now, our logistics officers work hand-in-glove with State Department-led Provincial Reconstruction Teams in Iraq and Afghanistan and with our coalition partners throughout the CENTCOM AOR. We have already made great strides in this effort with the newly established Center for Joint and Strategic Logistics at National Defense University. Joint logistics has been taught for years at our Service schools, but there has never been a mechanism to holistically standardize logistics training throughout DoD, or take on broad education and research initiatives for joint logistics. I am very excited about the potential to make a real difference in the community with this effort, and to get us all speaking in the same language, and for it to have the same meaning! The third plank is an initiative to incorporate life cycle management as a key decision factor throughout acquisition and sustainment processes. This initiative addresses the significant sustainment cost to the Services, given that weapon systems are often in service longer than the originally designed life cycle. Currently, during the design and early acquisition phase, cost trade-offs among mission performance, development time and life cycle sustainment are made. Given that life cycle costs are often deferred and not considered as part of the “cost of acquisition,” sustainment may be the cost that is “traded-off” to facilitate approval of acquisition. In order to mitigate that short-coming, this initiative takes an interdependent approach to life cycle management from the earliest stages of acquisition through the sustainment processes across the Services, industrial base and consumer communities. Another key component to this initiative is our role in supporting and championing the models that are used in developing key performance parameters for the availability, reliability and ownership cost need for our new weapon systems to meet Joint and Service requirements. I think we can better support the Services in this area and, ultimately, drive effectiveness with efficiency as a byproduct and not the starting point.
JLE CHANGING In evaluating Joint Logistics in 2029, we need to look at how we have changed in a very short period of time. We used to say that combat service support forces (logistics, medical, personnel) and non-combatants such as contractors and DoD civilians would not be exposed to combat—they would operate in the rear. In today’s operational environment, there is no rear area—the battlefield is non-linear and non-contiguous and our enemy knows no bounds; he will target soft areas and lines of communication. At one time, we could study the enemy. He was predictable and easily identifiable, and now that is not the case. Now, with irregular warfare more prominent, we have had to adjust how we fight and how we support the Warfighter. We are in a protracted war where persistent conflict is becoming the “new normal.” This will require DoD to look at force structure adjustments needed to give the Warfighter a sustained force. The wide range of combat operations is driving Defense Logistics to change in a rapid manner. As a result, I believe Joint Logistics will be much broader than what we see it today. It is abundantly clear that we need to inculcate flexibility, interdependence and creativity into our community to solve tomorrow’s problems. The advent of Provincial Reconstruction Teams and operations such as humanitarian relief are creating an environment where Defense Logistics must be synchronized with our multinational, interagency, non-governmental and United Nations partners. The writing is on the wall—Joint Logistics of the future will include all of
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these partner organizations in a much broader logistics network and will require flexible processes that enable such a network. Within the United States, I believe we will see a government logistics process, or possibly a matrixed organization, that integrates interagency logistics and allows us, as a nation, to easily interoperate with our partners.
INTERAGENCY LOGISTICS The notion of interagency logistics is a fairly recent concept but an age old problem. There has been very little written about how interagency logistics should look and operate so we are basically starting from scratch. If you were to Google “Interagency Logistics,” you would get very little, if anything, on the subject. In JCS J-4, we have a division focused on developing a campaign plan for engaging our interagency partners in an effort to build relationships, link processes and map out a way forward. An early challenge for us has been determining how other agencies are organized and finding the right level at which to engage. The traditional DoD hierarchy does not translate easily to some of the other agencies, so we have been spending time getting to know the other agencies and how they are organized. We need to establish agreements and understanding with the right organizations within these various agencies that we can build a relationship with that will ultimately drive the development of future capability. We are still in this fact-finding mode but we are also already seeing the fruits of our efforts in the calls we are receiving from external agencies. I am enthusiastic about this initiative and believe this is an area where we can make a significant impact on the future of joint logistics in a short period of time. This is vital because an effective program will be a critical part of the future logistical solutions and options for the warfighting commander. I see a time where we will use logistics as part of soft or smart power where it has not played before.
JOINT LOGISTICIANS Developing Joint Logisticians is one of my top priorities. We have spent a lot of time, partnering with academia and industry, to fully address this question. I look for an individual who has held a range of logistics assignments within their Service and graduated from the Service and DoD schools that exposes them, at an early age, to the concepts and interdependence on joint logistics. The notion of a “range of logistics assignments” encompasses jobs across a wide range of missions, weapon systems, tactical and strategic assignments. Joint Logistics really levels the playing field with regard to logistics in that a joint logistician has to be a mile wide in knowledge and have the ability to gain depth quickly. In JCS J4, my top Mine Resistant Ambush Protected (MRAP) Action Officer was a Navy Supply Officer. My Maintenance Division Chief is an Air Force Maintenance Officer on his first assignment. Now, he worries about Resetting the Services—an effort that is primarily focused on the Army and Marines. The point is—we need Joint Logisticians who are effective communicators and team-players with an understanding of logistics well beyond their respective Service to include Defense, multinational and interagency logistics. We are getting there—but we still have a way to go.
AIR FORCE & JOINT LOGISTICS Air Force officers, NCOs and Airmen are engaged and serving with distinction around the globe in pivotal roles in some of the most OPTEMPO-stressed career fields. They are in direct support of Joint Logistics whether it is on a Provincial Reconstruction Team, truck convoy missions, Joint Contracting Command – Iraq/Afghanistan, Defense Logistics Agency, COCOM staffs or right here on the Joint Staff. OEF and OIF have changed forever the level of Joint Logistics participation for all services in an expeditionary or garrison environment. As engaged as the Air Force is, there are always opportunities to do more and I know Lt Gen Reno and Maj Gen McMahon are weighing and pursuing those opportunities vigorously. So I am very pleased with Air Force’s level of participation. The theme for this year’s LOA Conference is a testimony to this commitment and I am eager to continue to work with the Air Force in continuing this progress. K
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ht Lt Col Mike d Misawa; left to rig rs from McChord an de an mm Co s at OTS, but S ate LR The current ly were they roomm on t No . on cks Ja L. Col Gary Nigro was the 586 “Nitro” Nigro and Lt Salem while Lt Col Al Ali at /CC RS EL the 386 Lt Col Jackson was as Doscher) (Photo by SSgt Thom n. fja Ari at ELRS/CC
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LOGGIES DEPLOYED
When the US Navy needed help to fly a co undisclosed mbat mission location in th at an e AOR, the 37 Expeditionary 9th Maintenance S quadron help them get airb ed orne. A Nav y P-3 was gi week ETIC on ven a 6 a hydraulic lin e from Navy and turned to supply the Fabricatio n flight for assi MSgt Micha st ance. el Ormerod (116 MXS, Arizona) and P ho enix, SSgt Andrew Teigen (119 M North Dakota) XS , Fa rgo, work with AM 2 Justin Stro Squadron Te ng (Patrol n, Brunswick, Maine) to re newly fabricat install the ed hydraulic line. (USAF ph Robert Barney ot o by SSgt )
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raulic line to ricate a complicated hyd Teigen meticulously fab gt SS and l day for the d ica ero typ r Orm MSgt le. It is just anothe weeks ahead of schedu six P-3 Joint and vy our Na ting US a por repair ce Group, sup expeditionary Maintenan th 379 the of rs ine y) mainta SSgt Robert Barne AOR. (USAF photo by Coalition partners in the
SSgt Gary Kirk mainta ins a watch Udeid Air B ful eye as ase, Qatar. refuel supe (Photo by S rvisor while rA Adrian W deployed to . Vargo) Al
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LOGGIES DEPLOYED eye while a mainkeeps a watchful ez tin ar z-M ale nz the engine. SSgt Pablo Go is raised next to tenance platform rian Vargo) (Photo by SrA Ad
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TSgt Glenn Bull perform ing 60 day lu (Photo by SrA be while depl Adrian W. Va oyed to Al U rgo) deid Air Bas e, Qatar.
AFFOR A4—A Logistics PhD Thesis Experience By Lt Col Chuck Nesemeier For many years, I recognized it was time for me to deploy in support of the Global War on Terrorism. I reflected on the many different jobs I had, the challenges I faced, and the accomplishments that I was proud of. Although I took pride in many contributions I made to the Warfighter, I couldn’t help but ask myself, “Was there something available out there that would broaden my logistics skills and afford me the opportunity to learn about our nation’s other services’ agile combat support environment as well?” Then, serendipitously, the perfect job opportunity presented itself, and I was excited to seize the chance to deploy to the Air Force Forces (AFFOR) AF Logistics (A4) Directorate at Al Udeid Air Base, Qatar. I learned a great deal about logistics readiness processes that I had not seen or been a part of in over 10 years. I gained a better appreciation how this particular AF directorate assists our nation’s other services. Although AFFOR’s mission primarily focuses on execution and management of Air Force assets and resources supporting the Air Component Commander’s and Commander Air Force Forces’ intent and objectives, it often requires assigned directorates to work in a joint environment. My experience at AFCENT A4 has educated me on two facts that I did not anticipate while preparing to deploy to serve in the position as the Deputy Director of AFFOR A4: 1) the AFFOR A4 mission entails interacting with and supporting our
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inter-service and Coalition partners on a daily basis; and 2) it is very important for a 21A (Aircraft Maintenance) and 21R (Logistics Readiness) field grade officer to have some general knowledge of each other’s core expertise.
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The A4 advises the Combined Forces Air Component Commander (CFACC), Commander Air Forces, and AFCENT A4 on logistics matters concerning aircraft maintenance, munitions, fuels, supply, transportation, and logistics plans supporting an array of full spectrum operations in the US Central Command (CENTCOM) area of responsibility (AOR). AFFOR A4 executes CENTCOM and AFCENT policies and provides expeditionary and enduring agile combat logistics support to Operation ENDURING FREEDOM (OEF), Operation IRAQI FREEDOM (OIF), and Horn of Africa combatants. The AFFOR A4 directorate is led by a Colonel and consists of two divisions: the Logistics Operations Division and the Deployments and Distribution Division. Each Division is authorized a Major billet, a 21A4 for the Logistics Operations Division and a 21R4 for the Deployments and Distribution Division. As you will see when I breakdown the organizational structure of the AFFOR A4 staff, it is imperative for our 21A4 Maintenance Officer and 21R4 Logistics
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Officer Division Chiefs to have some general knowledge of each other’s career field key competencies.
L O G I S T I C S O P E R AT I O N S The Logistics Operations (Log Ops) Division focuses on supporting aircraft in the AOR and consists of four branches: Munitions, Aircraft Maintenance, Supply, and Fuels Management. The Munitions “Ammo” team oversees 14 AOR munitions stock record accounts (valued at $2.6M), 300+ personnel, and all munitions handling equipment. It routinely coordinates with AFFOR Operations (A3) for munitions positioning and works closely with theater weapons managers. “Ammo” serves as the AOR focal point for war reserve munitions issues. The Aircraft Maintenance Branch acts as the key liaison between the AOR bases, Coalition, AFFOR A4 comprises of two divisions and AFCENT A4M. The branch’s mission includes monitoring, collecting, and interForce Materiel Command’s Global Logistics Supply Centers at preting aircraft and ground control system status for over 620 airLangley and Scott AFBs. Their most time consuming task is to craft (52 different types of weapon systems) at over 30 different monitor all supply parts for Not Mission Capable (NMC) airlocations. The Aircraft Maintenance Branch is tasked with craft. They also coordinate equipment accountability, distribucrafting the CFACC daily aircraft summary briefings as well as tion, and reporting. The Supply Branch also monitors the tasking major command headquarters for aircraft/equipment weapons, and mobility and chemical warfare gear at the three replacements, coordinating maintenance team recovery moveexpeditionary theater distribution centers. ments, and managing time compliance technical orders. For these branches to perform their mission efficiently, it is vital for their assigned members to exercise effective teamwork with D E P L O Y M E N T S A N D D I S T R I B U T I O N members of the Supply, Fuels Management, and Transportation The Deployments and Distribution Division focuses on moving resources required to support the Warfighters and consists of four Branches. branches: Air Transportation, Traffic Management, Vehicle The Log Ops division chief is responsible for two key compeManagement, and Logistics Plans. The Air Trans team validates tencies (fuels and supply) that are not included in a 21A’s core USAF airlift requirements, as all AOR movement requests from tasks. The AFFOR A4 Fuels Management Branch primarily AF components flow through this branch, and it works to expefocuses on storing and distributing over 65 million gallons of jet dite cargo on Air Force airlifters and contracted aircraft. fuel monthly, receiving and issuing vehicle gas for the two hubs Additionally, CENTCOM tasked CENTAF to serve as the execwithin the AOR, and coordinating movement of 400-gallon utive agent to standardize all Aerial ports in the AOR to include cryogenics tanks throughout the AOR. It serves as the Defense sister services. Energy Support Center’s liaison for re-supply deliveries via rail car, tank truck, host nation, etc., and are responsible for submit- The experts assigned within this branch accomplish quarterly ting all intra-theater airlift transportation requests to move liq- staff assistance visits after conducting quarterly aerial port conferences within the AOR. It also manages pallet and net assets uid oxygen and nitrogen from AOR hub to users. throughout the AOR. The Traffic Management Branch further The Supply Branch serves as the AOR’s supply functional manager, coordinating between AOR bases, AFCENT, and the Air Continued on next page...
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provides oversight of passenger and cargo movement throughout the theater. They are the final authority on policy interpretation for the AOR, to include intra-theater movements, Worldwide Express and channel cargo movement, and routinely process “green sheet” (method used to prioritize USAF cargo) shipments received from the Supply and Aircraft Maintenance Branches. Likewise, they perform staff assistance visits as required to ascertain compliance and provide reports for corrective action. In their transportation account management function, they manage the CENTAF transportation account codes to ship cargo in and out of the AOR and provide guidance on proper use of appropriate codes as it relates to cargo movement. The Vehicle Management Branch monitors the daily use of over 8,000+ vehicle and equipment items (valued at $720M) within the AOR, providing oversight for parts distribution and disposition. They interact with 19 locations daily to assist with problems involving shipping, warranty, and depot level repair. They direct the movement of mission handling equipment around the theater to meet vehicle authorization requirements, mission changes, and swap out of vehicles as required. As subject matter experts for On-Line Vehicle Interactive
Management System (OLVIMS) and Automated Fleet Information System, they provide guidance on loading/repairing both systems and collect monthly/quarterly major command reporting data for all AOR locations and War Reserve Materiel (WRM) sites. Additionally, they monitor daily vehicle mission essential rates and provide resolutions as required. Logistics Plans Branch primarily serves as AFFOR’s point of contact for deployment receptions, onward movement, and redeployment of all Air Force Personnel. As such, the branch manages AFCENT’s redeployment “single ticket” requests [origination to destination management of strategic and theater airlift requirements to reduce the workload for deploying and redeploying units with properly coded ULNs] and provides any required coordination between the AOR and the Tactical Airlift Control Center (TACC), monitoring movement and intervening when necessary. It is the AOR focal point for Joint Operations Plans and Execution System (JOPES) records and Time-Phased Force Deployment Data (TPFDD) validation requirements. Log Plans also acts as the in-theater liaison for AFCENT WRM (valued at $5B) at five different locations. It processes approximately 75 WRM requests per month, to include
A4 Air Transportation team serves as aerial port executive agent. (USAF photo)
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Visitor (DV) airlift within the AFCENT AOR and is used for the majority of the AFCENT DV moves in theater. With it NMC, the AOR “white-jet” capability was reduced 33%. The remaining “whitejet” fleet was comprised of C-21s, which cannot carry over 6-7 passengers, so parties greater than that had AFFOR A4 manages Mine Resistant Ambush Protected (MRAP) vehicle distribution and delivery. to be transported on (USAF photo) C-130s thereby reducing the daily AOR airA4 lift capability. As a result, our Supply and Transportation SUPPORTING INTER-SERVICE AND branches rapidly communicated and coordinated the need to “green sheet” the pilot’s windscreen plus associated parts in an C O A L I T I O N PA R T N E R S As I settled in to my A4 job, I came to believe that the AFFOR effort to fix this crucial Navy asset three days earlier than prostaff does not just support Air Force units, but inter-service and jected. Coalition ones as well. As the Deputy Combined Forces Air AFFOR A4 also sent our Log Ops Division Chief on a site surComponent Commander, Major General Douglas L. Raaberg vey to assess a forward location in Afghanistan, as a possible spent 13 months leading the air campaign for OEF, OIF and HH-60 Forward Operating Base (FOB) to facilitate future medCombined Joint Task Force Horn of Africa. Maj Gen Raaberg’s ical and casualty evacuation operations. Her findings concluded philosophy pertaining to joint logistics was communication—up, that while the USMC did not anticipate any issues supporting down, and across organizations—was essential for success because the jet fuel resupply and additional munitions storage requirethe root cause of many problems is a failure to communicate ment, there was no formal support agreement in place for the effectively. When I had an opportunity to ask Maj Gen Raaberg Marine Corps and United Kingdom to support the expeditionary how this perspective correlated to AFFOR Logistics he stated, “I flying squadron and accompanying support personnel with food, counted on our A4 staff to provide me accurate status briefs on billeting, communications, power generators, etc. This same all US and Coalition weapon systems. It’s integral to the daily division chief was invited by the Combined Air Operations Air Tasking Order (ATO); I wouldn’t approve it until I underCenter US Navy Liaison Officer to participate in a site visit onstood the impact to our fleet’s health. More importantly, board the USS Ronald Reagan as the aircraft carrier came into throughout the ATO execution period the A4 team gave us the region to swap-out with the USS Eisenhower. While on the incredible insight into the Joint and Coalition posture to visit, she explained what type of aircraft status we required and fight…yes, it is that dynamic!” While I was assigned to AFFOR what time we needed it by to ensure the CFACC’s daily aircraft A4, we brought this approach of improved communications to summary was accurate. One of the agenda items the USS our work ethic and built upon the foundation of the experience Ronald Reagan’s maintenance experts had for our division chief of our field grade officers and senior non-commissioned officers was how to more efficiently transfer mission critical parts for like with their broad logistics backgrounds. weapon systems from the aircraft carrier to AOR main operating An example of this improved communications occurred in the bases and vice versa. Because of her experience in Log Ops, she spring of 2009. We had a US Navy C-20 (controlled by the Air was able to train the Navy maintainers on how to fill out and Mobility Division within the Combined Air Operations Center) NMC at Ramstein AB. This C-20 is vital for Distinguished Continued on next page... Harvest Falcon and power generating equipment. Other key processes of the Log Plans Branch include serving as lead for expeditionary site plans and surveys and base openings and closures. The final competency of this branch entails managing cross-functional issues, such as host nation, international and inter-service support agreements.
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competencies. Former Director of AFFOR Logistics, Colonel Bryan Glynn, spent 12 months advising the CFACC and AFCENT A4 on logistics matters from 2008-2009. His 27 years of airAnother example craft maintenance, of AFFOR A4 transportation coming through for traffic managea different service ment, and vehicle occurred during US management expeForces expansion Log Plans processes AOR WRM requests to include Harvest Falcon Packages. (USAF photo) rience proved to into Afghanistan, be invaluable when CENTCOM while executing Joint Logistics (J4) had to address a hot issue to improve the life agile combat logistics support to AOR combatants. When asked support for the Marines at a particular FOB. The delivery of rewhat was his key to success to effectively provide critical expelocatable buildings (RBL) and construction of housing camps ditionary support, he replied, “Our logistics officers and senior could not meet the initial operational capability timeline. The non-commissioned officers had to break their traditional career US Forces Commander-Afghanistan called upon AFCENT to field stovepipes and sufficiently work together as a team to see if they could immediately support delivering one Harvest accomplish the agile combat support mission proactively. Falcon package (billeting, laundry, showers & latrines, kitchen, Working as the AFFOR A4 has literally been a PhD thesis for a power, etc.) as an interim solution until the RBLs were installed. career, as I routinely executed functions that I have not seen since I was a captain serving as a transportation officer and logisLOG PLANS PROCESSES AOR WRM tics planner.”
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submit intra-theater airlift requests, so that Navy Central Command and the CENTCOM Deployment & Distribution Operations Center could validate and track movement.
REQUESTS TO INCLUDE
H A RV E S T FA L C O N
PA C K A G E S A couple of months earlier, AFCENT received a similar request for several shower and latrine packages at a different FOB. Once these critical requests were approved, the Air Transportation Branch did a fantastic job validating and prioritizing the airlift requirements associated with the tasked packages, and provided exceptional oversight of the cargo movement throughout the theater. Certainly, none of the examples I presented here are new or unique. On the contrary—they have been executed in previous wars and contingencies by many others. I have merely tried to bring my experience as a logistics officer who toiled in a war fighting headquarters at the Air Force level, and to offer a succinct, integrated overview of how Air Force Logistics supports the other services and Coalition partners. I further emphasized, based on my observations, how important it is for our 21X field grade officers to have a general understanding of each other’s 40
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In summary, the A4 staff is a broad, multi-disciplined organization that provides oversight and operational planning, not only for the Air Operations Center and deployed AF units, but to other US government agencies and Coalition partners as well. By sharing my experience, I hope that other logistics officers will understand the importance of having a good understanding of all logistics career field key processes and better prepare themselves for future expeditionary support assignments and challenges. About the Author: Lt Col Chuck Nesemeier is currently deployed serving as the Deputy Director of Logistics, Air Force Forces Headquarters, where he assists the Director in leading agile combat logistics support to OEF, OIF, and Horn of Africa combatants sustaining an array of full spectrum operations. He is a senior qualified aircraft maintenance and logistics readiness officer permanently assigned to the 436th Maintenance Group, where he serves as the deputy group commander. K
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I’m in Charge– Now What? A Practical Guide for New Commanders By Col H. Brent Baker, Sr. You are a brand-new, first time commander and you will soon be taking charge. Have you really stopped to reflect on this huge responsibility? In today’s fast paced Air Force, we are so immersed in the day-to-day grind of our current tasks that we rarely have time to stop, pause and reflect on our up-coming assignment. As you prepare to take command of an organization, it’s imperative you do just that…take time to reflect on this exciting opportunity and unique responsibility. The purpose of this discussion is to help prepare first time commanders with reflections from my experience as a five-time commander. My recommendations come from “lessons learned” along the way and mistakes I’ve made. I realize now how ill-prepared I was to take charge when I became a commander for the first time. In those days, we didn’t have commander’s training courses or even a Commander Selection Board…we were offered the job and just jumped right in - probably not the best way to enter command! While it wasn’t always easy, I made it through successfully and want to pass along a few practical suggestions. Hopefully, you will find a few pearls of wisdom to add to your commander’s tool bag.
R E C O M M E N D AT I O N 1 :
H AV E A T R A N S I T I O N P L A N . I offer this suggestion right up front as I believe it’s crucial to your success. It also sets the pace and standard for your entire tenure. I hate to use sports analogies, but it works here! It’s like having a great lead-off batter who gets you off to a good start. Take some time to determine exactly what you want to know about your new unit right up front. There are so many things to ask, including: who directly reports to you; what serious personnel issues are ongoing; when is your next ORI/UCI; do you have a solid PT program; do you have a strategic plan with a mission, vision and motto; what meetings will you attend or host; what classified documents do you need to review; when can you get out to see all of your work centers; when is your first TDY? These are just a few examples! Retired Major General Perry Smith’s book Taking Charge really brings home the importance of a great transition plan; I have used his strategy for every new job I’ve assumed. If you build a solid transition plan, it will let your people know you are organized and will 42
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immerse you in the unit immediately. A word of caution: be careful not to overwhelm your future staff with requests…they are still dong their daily tasks as well--but definitely reach out with a thoughtful set of questions, as a sensible transition plan is critical to a good start.
R E C O M M E N D AT I O N 2 : B E B R I E F AT T H E C H A N G E O F C O M M A N D . Remember the CoC is the first time your entire unit will get a chance to see you and form their first impression. There is some disagreement as to who the ceremony is really for, the outgoing commander or the in-coming commander. I’ve always thought the CoC is for the out-going commander, giving him or her time to thank everyone and reflect on the unit’s accomplishments. You don’t want to up-stage the out-going commander. I’m amazed when an in-coming commander uses the CoC to outline a five-step plan to improve the organization…or detail the changes they will make without having spent a single day in the unit! Here is my formula for the best CoC: thank the senior leadership for having the faith to hire you; thank all the folks who got you to this point; thank the team that organized the ceremony; and let the unit know how excited and honored you are to take command. Your expecta-
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CSAF Gen. Norton Schwartz addresses Airmen during a visit to Osan AB. (USAF photo by SSgt Brian Ferguson)
tions, goals, personality and strategic plan are best left to your first commander’s call. As an add-on to this recommendation, remember to never criticize the out-going leadership, no matter the forum. You may be tempted to let the last administration really have it…and your criticism may even be accurate and justified. But it is in bad taste to criticize the last commander or leadership team and hopefully, you’ll get the same respect when your time comes to an end.
the plan and keep track of its progress. So many strategic plans are written and placed on the shelf, never to be used again. I’ve always used my unit’s strategic plan to guide the direction of the unit. A quarterly “how goes it” review of the plan will keep the unit focused on the things that are important to you and the senior leadership. Without a plan, your days will be controlled by email, meetings and crisis events; months can go by with little real direction or growth.
R E C O M M E N D AT I O N 3 : D E V E L O P A S T R AT E G I C P L A N . Your time as a commander will fly by faster than any
R E C O M M E N D AT I O N 4 : AV O I D T H E “ B I G B R O O M ” ( A K A S W E E P I N G C H A N G E S ) T A C T I C . Once you begin to
other job, so it’s critical you control your unit’s destiny…and your own. As you start developing your transition plan, take time to conduct a senior leader off-site to develop your unit’s strategic plan and vision. Expand the group to as large as you can accommodate…more people involved in the off-site translates to more “buy in” to the plan you develop. Once you have codified your strategic plan, brief it to your entire organization. I’ve always used a commander’s call to share the strategic plan with the unit, being careful to let everyone know this is “our plan” developed by the leadership team. Once developed, use
settle into command, you will undoubtedly want to make some changes, which is acceptable and even expected. Be careful not to make these changes too early! Obviously a serious issue (like a lack of a safety culture or something immoral/illegal) should be changed immediately. But changes meant to improve the organization require careful consideration. It takes time to understand the organization and its workings, relationships, dynamics and personalities. You may even believe you really understand how
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it all works, only to recognize later you didn’t. Also, don’t forget that your leadership team is not brand new, and many people who helped make the current rules, decisions and procedures are still in the unit. I recommend making changes gradually. If you developed a sound strategic plan, people will not be surprised by change, and hopefully they will help develop the new way ahead.
routinely get me for some “wandering around time.” I often had no idea where we were going, but it was great to get out and visit new places and see new people. Don’t think of this time away from your desk as a nuisance--think of the time in the office as a nuisance that keeps you from being out with your people.
R E C O M M E N D AT I O N 5 : M A K E L E A D E R S H I P A T E A M S P O R T . All too often the commander feels he or she must
bowl in his office. I once asked him if his fish died. He said his fish hadn’t died, but rather he kept the fish bowl on his desk to remind himself that he’s in the fishbowl now--people are always watching him. This is so true! I tie that story to “be positive” because it’s important to understand that as a commander, you can no longer have a bad day. Trust me, you will have bad days, but you cannot allow your people to see you have bad days or have bad reactions to the responsibilities of command. Your organization will take their lead from your response to an event. That’s why I know it’s so important to be positive…find a constructive way to handle even the most difficult situations. When I was a wing commander, we lost our base chaplain to an untimely stroke. Now we couldn’t make this devastating loss positive, but we did focus on taking care of his family and the base. We responded extremely well as a community and even received many positive comments for our handling of this tragedy. It would have been easy to focus on the negative side of the situation, but we decided this was an opportunity to illustrate just how wonderful and caring our AF family is.
make every decision and control all the authority. While the commander always retains full responsibility, that doesn’t mean decision authority can’t be shared with the key leaders. I believe this is the best way to lead. I was once the “number two” for a commander who required I come to him for every single decision, even very minor decisions. After awhile, I began to wonder what purpose I served. Don’t be afraid to allow your leadership team to make decisions. If you have articulated your vision, beliefs and plan for the unit, your leadership team will be able to make decisions within the spirit of your guidance, while keeping you informed along the way. This leadership style will make your organization much more agile and, at the same time, you will be mentoring and training your subordinates along the way. Obviously, there are key decisions reserved for the commander (discipline, major decisions) and allowing your team to understand and know the difference is a great learning opportunity as well. Empowering your key staff takes guts and is a little risky--you have to know your people well enough not to hand decision making authority to someone who makes poor decisions or is inexperienced, but I feel the rewards and results outweigh the risks.
R E C O M M E N D AT I O N 6 : G E T O U T F R O M B E H I N D T H AT D E S K . This technique is also referred to as Leadership by Wandering Around! In today’s highly technical environment, we could all remain chained to our desk as we fight the never ending flow of emails. This will not work as a commander! You must have your footprints all over your area of responsibility to be effective. You need to know where every work center is located, every work schedule operating and what every work center is responsible for. It takes energy to be a commander. And getting out to visit your people doesn’t just mean those on day shift! As the Mission Support Group Commander, I had people working 24 hours, 7 days a week. I made it a point to visit all my work centers at a variety of times. In fact, I often learned more by visiting these shops at all hours than I did during the day when the “regular crew chief” was present. One way to make this happen is to have your executive officer or secretary block time on your calendar so you will actually treat work center visits as appointments. Another way to ensure this happens is to have a great Chief. My Command Chief at Edwards AFB would 44
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R E C O M M E N D AT I O N 7 : B E P O S I T I V E – P E O P L E A R E W A T C H I N G Y O U . A good friend of mine keeps an empty fish
R E C O M M E N D AT I O N 8 : W R I T E D A I LY “ T H A N K Y O U ” N O T E S . This is a little tip I learned from watching members of the spouse’s group. Have you ever noticed how they always write thank-you notes to each other, even for something they were being thanked for? This is a great practice to emulate. Every day, make time to write a personal note to someone who has really performed well that day. In my mind, you get no credit for “form letters” written by your staff. A personal, handwritten note means so much to your people. I have had people come up to me years after I left a job and tell me they still had my handwritten note…years later! It’s also interesting to note that a very common issue in almost every AF Chief of Staff Climate Survey is “lack of recognition or feedback from my organization.” I have always been confused by this statistic as we have so many programs to recognize our people; to me, it boils down to the fact that we don’t say “thank you” enough. Recommendation 9: Be Yourself. This is what got you to your position. When we assume a leadership position, we often find ourselves with new challenges and new roles; and I believe we tend to want to change ourselves. This can be a critical mistake! During my first command, I struggled with the idea of playing basketball for my squadron’s intramural team. I have played bas-
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ketball my whole life; in fact it’s a big part of my identity and it’s what I love to do. I couldn’t decide if I should play on my team since I was “the boss.” But after thinking about it, I decided it would be silly not to play. I understood my role was a little different, that I couldn’t take over, act foolish on the court or get technical fouls, but that good, clean competition was healthy. That decision to continue playing basketball was one of the best decisions I made while in command. I got to know so many unit members and their families; they got to know me and realize I’m a normal person. My point is don’t change who you are just because you are the commander, be yourself. One final thought…trust your instincts. Most of the time, your instincts will be correct.
R E C O M M E N D AT I O N 1 0 : G E T R E A D Y F O R T O U G H D E C I S I O N S – T H E Y A R E C O M I N G . I underestimated the weight of making decisions that impact people’s lives. Shortly after taking command I was faced with a very difficult decision involving a drug allegation against one of my best people. Everyone advised me to take action against this member--and I mean everyone. I had concurring recommendations from the wing commander, my boss, OSI, SFS and JAG. But I wasn’t convinced the accusation was true and it surely didn’t match what I knew about the individual. The decision was gutwrenching, I was buckling under its weight and the easy course would have been to prefer charges and protect myself; however, in the end I decided not to. To this day, and probably forever, I will not know whether my instincts were correct, but I am at peace with my decision. Remember, you will have a large group of advisors, and while there are very few instances when you should deviate from the advice of the JAG, there may come a time. It’s also important to remember you will rarely have all the information or the “perfect” information. At some point, you have to review everything that’s available and make the call--that’s what being a commander is all about. I hope you’ve found this information useful. These may be my top 10 recommendations, but there are hundreds more I could have listed. Notice that the majority of my suggestions involve people skills...I’m convinced the best commanders are the ones who possess people skills. In fact, a Carnegie Foundation study found that success is based about 15 percent on what you know and 85 percent on people skills. Keep that in mind! I wish you the very best in command…enjoy every minute as your time will fly by. About the Author: Colonel H. Brent Baker, Sr., is the Director of Logistics, Headquarters Pacific Air Forces, Hickam Air Force Base, Hawaii. He is dual-hatted as the Director of Logistics for Joint Task Force 519 and is responsible for campaign logistics support for all military forces assigned to the task force. K
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Expeditionary Theater Opening: Future Coalition Operations Expeditionary Challenges
By Maj Robert Gomez With the expansion of hybrid-threats throughout the world,, shrinking budgets and resource availability challenge U.S. and Coalition Forces ongoing efforts to meet these threats. Operations will range from direct military action to humanitarian and relief operations, while sustaining engagement in the global commons. The distant theaters and areas of operations will not only present operational challenges but also present varied sustainment challenges. How will the U.S. and its Coalition partners meet these theater sustainment challenges?
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The ETO Concept will be a coordinated and integrated effort focused on reducing duplication of support tasks between U.S., Coalition Forces, and other agencies when operating in the same geographic area. Each organization and its respective capabilities will add value to support the ongoing activities. The end state for ETO will be a matrix of capabilities used to support operations by taking advantage of both organic and non-organic assets supporting the area of operations. By executing the ETO concept, the U.S. and Coalition Forces will be able to develop a broad set of capabilities to project and sustain operations around the globe. The ETO concept will center its efforts on the synchronization of assets within the theater of operations. Key to this synchronization effort will be the integration of six functional areas:
Insert current pic here with Caption: Current sustainment efforts at times have been ad hoc and disjointed not maximizing all theater capabilities.
Current sustainment Use of sea based assets constructs are very intricate and expensive to Strategic lift (air bridge operations) maintain. The U.S. and Identifying the joint enabling area Coalition Forces must look forward to envision Logistics supply chain management how the strategic landCurrent sustainment efforts at times have been ad hoc and disjointed Interoperability and C2 scape will evolve with not maximizing all theater capabilities. the introduction of new Logistics support requirements and technologies further embracing the concept of transformation in their By integrating these functional areas, operational planners will have logistical efforts. The Expeditionary Theater Opening (ETO) con- visibility over the various assets in the theater of operations, and cept is one of the newest initiatives that the Department of Defense more importantly, the opportunity to consolidate the use of all is developing. Expeditionary operations is central to the capability resources. No longer will U.S. and Coalition Forces have to mainof the U.S. and its allies to project military power over extended tain separate and extended lines of communications. They will now lines of communication into distant operational areas to accomplish be able to take advantage of assets that are organic to the operational theater. This action will result in greater unity of effort, a specific set of objectives. How does ETO fit into the picture? enterprise level visibility of assets, and a more rapid/precise response to the warfighter’s needs. Additionally, it will aid in establishing
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cooperation between the Host Nation and Coalition Forces to facilitate theater operations, reduce the logistical foot print of military forces, support local area economies, and aid infrastructure development.
W H AT F U T U R E LOGISTICIANS SHOULD LOOK TO Proposed ETO execution construct. To be successful, the ETO concept will require a logistician with an expanded skill set. This new skill set will require new types of training that prepare logisticians for complex conditions in order to counter the unexpected. This new training must include how to operate in a decentralized manner, understanding of small unit dynamics, and civil military operations to ensure the versatility of the logistician. Building on cultural knowledge and language skills instead of simply focusing on how
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service logistics operate will be one of the cornerstones of this new logistician. The Expeditionary Theater Opening concept will establish and develop a fully coordinated theater support system with a multinational approach to operations providing support and sustainment for expeditionary forces at lower cost and impact than current operations. About the Author: Major Robert Gomez is a Solutions Analyst at United States Joint Forces Command in Suffolk, Va and supports the development of matures and integrated transitional solutions that provide an integrated Joint Training Environment that enables efficient and effective training of joint warfighters and provides flexibility in responding to the demands of the rapidly changing Joint Operational Environment. K
The 317th Airlift Group Loggies 2,000 Days and Counting!
Major John Clark (386th MXS/CC) and 1Lt Danielle Kreger (Blue AMU OIC) at Ali Al Salem Air Base, Kuwait
By Maj Deedrick Reese This past July 4th marked the 2,000th consecutive day that the 317th Airlift Group has been deployed in support of the War on Terror. That is the equivalent of 5.5 consecutive years and, had it not been for a short 6-month relief, the number of days deployed would date back to the original 9/11 tasking. Col Bernard E. Mater, 317th Airlift Group Commander noted that this was a significant milestone, and "marked another great historical footnote in the 317th’s storied history...from World War II to now Afghanistan, Iraq, and Africa, the 317th continues to answer the nation’s call to freedom. And, we have been able to sustain the Ops Tempo in large part through the unyielding dedication and professionalism of our logistics officers.” During this historic run, there have been a number of officers who have deployed in leadership positions to various locations spanning several contingencies across five continents in support of Operations ENDURING FREEDOM and IRAQI FREEDOM, Africa Command, Southern Command, and Combined Joint Task Force HORN OF AFRICA. Fortunately, some are repeat deployers. 1Lt Danielle Kreger, the current Blue AMU OIC at Salem, is on her second deployment. With her experience, the logistics tempo of
Capt Mellissa Handzel, Operations Officer, Bagram Air Base, Afghanistan
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managing maintenance recovery teams, surges, and the daily ATO are now second nature to her. She is not the only 317th logistics officer currently at Salem. Major John Clark is the deployed 386th Maintenance Squadron Commander. Major Clark’s squadron performs traditional EMS as well as some CMS maintenance functions. One of the more recent deployment taskings for the group is the Senior Scout mission supporting Southern Command as well as OEF. Captain Mellissa Handzel led one of the recent OEF Senior Scout deployments to Afghanistan. Captain Handzel showcased her logistical/total force expertise in the planning and coordination of this mission which combined efforts with the 169th Air National Guard unit from Salt Lake City, UT.. Preparation for this deployment included an extensive aircraft modification to accommodate the 169th’s mission.All phases of this deployment were executed flawlessly.
Capt Antwan Johnson, Blue AMU OIC, Ali Al Salem Air Base, Kuwait
Leading the logistics planning and deployment efforts for the 317th AG’s “first” Africa Command tasking was 2Lt Fernando Rolon. This 120-day deployment operated out of Ramstein Air Base, Germany and supported airlift requirements throughout the Pan Sahel region of Africa. Lt Rolon provided solutions to the logistical constraints of supporting a mission covering a vast region. Planning and coordinating maintenance recovery teams and distributing aircraft parts and equipment through a continent with limited transportation infrastructure was an immense logistical challenge. Lt Rolon persevered through these logistical trials and tribulations. He was key to the continuing success of the new combatant command. Another one of our exceptional officers is a 6F-Finance Officer. Captain Antwan Johnson is our career broadening officer who within one year of his arrival deployed for the first time to Ali Al Salem as the Blue AMU OIC. Just like Lt Kreger, he mastered the daily mission taskings and produced outstanding results for the 386th AEW.
2Lt Fernando Rolon, Ramstein Air Base Germany in support of Africa Command
Lastly, I had the great opportunity to deploy to Al Udeid Air Base, Qatar as the 379th AMXS Operations Officer. This is one of AFCENT’s most diverse bases with airframes including the B-1, KC135, RC-135, JSTARS, and C-130 variants. In this environment, logistical requirements such as fleet management, aircraft parts, airfield resource management, and coordination with coalition and joint partners become challenging. As with all of our deploymentswe find that the challenges were very taxing, but rewarding at the same time. There is no question this “high ops tempo” war has turnedinto ops normal for not only the 317th, but every unit in the Air Force. I’m proud to serve side-by-side with the 317th’s professional loggies everyday, and look forward to seeing you out there as well!
Maj Deedrick Reese, Operations Officer, Al Udeid Air Base, Qatar
About the Author: Maj Deedrick Reese is the 317 AMXS Maintenance Operations Officer assigned to Dyess AFB.
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Crawling, Walking, and Running The Evolutionary Steps Towards Repair Network Integration By Col Bob Helgeson, Lt Col David M. Koch and Ms. Katy Stuck Expeditionary Logistics for the 21st Century (eLog21) is the Air Force’s strategy to transform our supply chain operations. It is an overarching effort to ensure the warfighter receives the right part at the right place at the right time. An enabling strategy to eLog21 is the Air Force Maintenance for the 21st Century (AFMx21) which is working to unify and focus the transformation efforts within the maintenance community and is consistent with the eLog21 strategy and approach. As the largest customer and supplier to the Air Force Global Logistics Support Center (AFGLSC), the Air Force repair network is integral to the operation of the overall Air Force supply chain. The repair network is substantial and spans over 46,000 maintainers, 100 sites around the world, and a $14B budget. Today there is no single process owner ensuring the activities of the enterprise are integrated and marching toward Air Force priorities. Repair Network Integration (RNI) is the eLog21 and AFMx21 initiative focused on integrating the Air Force’s maintenance repair network by creating a repair enterprise with one single process owner to provide a repair enterprise approach consistent with the eLog21 approach. 50
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Today, Air Force logistics is supported by a maintenance structure originally designed for a 1950s and 60s Cold War maintenance concept that supported forward garrisoned forces conducting autonomous repair operations. This maintenance structure is no longer suited to the military strategies and environmental realties of today’s Air Force where we employ our forces differently and where we have experienced significant advances in technology. Instead, today’s National Defense Strategy emphasizes expeditionary operations against unexpected threats. In contrast to Cold War maintenance operations, the Air Force currently conducts large scale, simultaneous contingency operations from areas with few well developed bases. We no longer operate with a “take everything” mentality – all the Services now share limited inter-theater lift and are capped on the number of personnel allowed for a given operation. After two decades of continual combat operations, the Air Force has largely abandoned the practice of deploying intermediate maintenance packages and has utilized reach back maintenance and repair in support of forward operating locations. In fact, the Department of Defense has recently directed the Services to minimize the footprint of maintenance capabilities employed in any Area of Operation.i Accordingly, the Air Force must transform to a
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structure which is expeditionary, which does not require large infrastructure to support flying wing maintenance activities and which minimizes the footprint of maintenance capacities in areas of operation. RNI will produce standardized, repeatable processes that will enable the Air Force maintenance community to be responsive, flexible and predictive in providing efficient and effective support to the warfighter. RNI will establish a repair enterprise network comprised of repair networks and repair nodes managed at an Air Force-wide enterprise level with command and control to manage and redistribute intermediate and depot level repair work. The Air Force began streamlining supply operations almost a decade ago when we moved away from each base “managing” parts. The Air Force first moved towards Regional Supply Squadrons (RSSs), then to Logistics Support Centers (LSCs). The next logical step was the creation of the AFGLSC in 2007 which provided a one-stop shop for all Air Force supply. In addition to taking an enterprise view of supply, the Air Force embarked on consolidating weapon system sustainment funding and requirements through the Centralized Asset Management (CAM) initiative. CAM allows quick Air Force action to resolve real-world sustainment issues that otherwise would have been difficult to solve. Case in point: CAM realigned $155M to support the Predator/Reaper/DCGS surge in the AOR in response to the SECDEF’s top priority programs directly supporting the warfighter. Additionally, CAM was able to source $92M to support the stand-up of the MC-12 in the AOR, providing a new ISR capability for the warfighter. Before CAM, quick action would have been much more difficult to accomplish as the execution dollars would have been held by each MAJCOM, vice one central location with the responsibility and authority to respond to a crisis. In fact, CAM returned $550 million to the Air Force in FY08 and reduced the lines of accounting from 42,000 to 2,000. By taking this same “enterprise” or Air Force-wide approach to nonmission generating maintenance activities, the Air Force will be able to more efficiently produce capability to the joint environment. To understand how joint logistics is aided by RNI, it is important to understand how a joint capability is produced. A joint capability, such as air interdiction on the battlefield, can be produced in many ways. It can be produced by Air Force, Navy, or Marine Corps fighter aircraft. For illustration purposes, if the F-16 is chosen to provide the capability, several prerequisites are necessary to launch a mission; specifically, mission ready crews, available aircraft, and skilled maintainers are critical to produce a mission. The repair network is key to producing two of the three pieces of this equation. First, the repair network supports the Weapon System Program Managers by ensuring aircraft are available to support the mission and support the aircrew training. In addition, the repair network supports the AFGLSC as the repair source for over half of the parts issued within the Air Force supply system.
RNI is proceeding through a four-phased approach to implementation. During Phase 1, Proof of Concept, Air Force Materiel Command (AFMC) will be validating 4 of 8 identified key management concepts for the repair network on three weapon systems/commodities, to include: F101 engine, B-1 weapon system, and the Low Altitude Navigation & Targeting Infrared for Night (LANTIRN) pods. The four key management processes that RNI will test and validate in Phase 1 include: Phase Capability and Capacity formulas, requirements aggregation and prioritization, workload planning and allocation, and network performance and oversight. As RNI proceeds through phases two to four, the final four core processes and more weapon systems with additional complexity will be added to the network. Validated by CORONA Fall 2008 and approved by Chief of Staff of the Air Force (CSAF), RNI Phase 1 began in January 2009 under AF/A4L and AFMC/A4 leadership as an analytical approach to developing repair network management. AFMC/A4 quickly assembled an RNI team to lead the way. By the first week of March 2009, the Validation Plan had been vetted with all MAJCOMs and the ANG, all comments/concerns were addressed, Phase 1 methodology substantiated, and stakeholder briefings to inform and gain input from key stakeholders were well underway. With a compilation of over 50 Air Force-wide subject matter experts from various backgrounds and career fields, a robust Phase 1 team was built and ready to begin building the network. The team began the Phase 1 endeavor by examining existing Air Force initiatives to help develop a complementary and non-contradicting proof of concept approach to managing the Air Force repair network. These included all those initiatives under the eLog21 umbrella, the RAND Logistics Enterprise Analysis studies, and AFMx21 activities. With existing Air Force activities in mind, the RNI Phase 1 Team gained approval to build a Phase 1 network management structure around three candidate systems: the B-1 aircraft, the F101 engine, and LANTIRN pods. Using these three candidates as the foundation, the team baselined the Phase 1 existing repair network’s shape and size, developed further details of Supply Chain Operational Reference Model (SCOR) and Expeditionary Combat System Support (ECSS) blueprinting models for the RNI core management processes mentioned above, built and refined decision tree analysis tools to help determine what was in and out of the Phase 1 repair network, identified business rules and measures of efficiency and effectiveness, and developed a Phase 1 repair network command and control architecture. The Repair Network command and control will include activities such as computing network capability and capacity, planning and allocating workload and ensuring proper repair network management and oversight. Once these tasks were completed and vector checked through the AF/A4, AFMC/A4, and ACC/A4l, the RNI team transitioned into the next, and final, portion of Phase 1 – testing and evaluation. Continued on next page...
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ER: CRAWLING, WALKING,
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Currently, the RNI team is testing and evaluating the RNI core management processes through both simulation and live testing. The goal of this test and evaluation period is to validate RNI core management processes and tools. The team will use real field data to analyze the repair network’s ability to rationalize repair requirements against the capability and capacity within the repair network and measure how well the network allocates and redistributes workload against a series of test scenarios. An ongoing priority throughout Phase 1 has been the evolution and development of a single repair network requirements repository in order to help provide more accurate overall workload forecasting. This repository of funded prioritized repair requirements aligns RNI requirements with AFMC’s Centralized Asset Management (CAM) division requirements. The database will capture both Depot Level Reparable and Material Support Dollars (MSD) aggregated, prioritized repair requirements. Once complete, this repository will enhance today’s requirements gathering process by being the first system to aggregate all Air Force repair requirements and thus provide a more accurate forecast of anticipated tasks. The result will be a repair network that is better positioned to plan and allocate repair network resources against future workload requirements and more responsive to repair customer needs. To provide an idea of the future repair network tiered construction, there will be three distinct components: the repair enterprise, repair networks, and repair nodes. Repair Enterprise management will oversee all Air Force maintenance activities and provide guidance to the networks in order to optimize enterprise efficiency. It will also provide us the ability to reduce NonMission Generation energy towards Mission Generation (flight-line) activities. Repair networks, currently comprised of the B-1, LANTIRN pods, and F101 engines, will be comprised of associated nodes or repair activities subordinate to and supportive of the Repair Enterprise. Repair nodes, individual shops, or set of shops, that support the repair network, are the foundation of the Repair Network. After all, it is at the repair node level where wrenches are turned and items are repaired and returned to the repair network enterprise’s primary customers, the AFGLSC, WSM, PM, and DLA, or where whole aircraft are returned to the MAJCOM (i.e. phase or ISO inspections). As important as describing what the Repair Network, Phase 1 and subsequent phases, will be, it is equally important to explain what RNI is not. Many may have heard of Repair Enterprise for the 21st Century (RE21). RNI has adopted some of the RE21 concepts and started with some of its commodities, but RNI is not simply RE21 renamed. RNI is a management construct over the entire Air Force maintenance enterprise. Where RE21 was built to centralize and create efficiencies, RNI was established to manage to the most efficient and effective maintenance network
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with or without centralization or realignment. It is also important to note that RNI Phase 1 is not an implementation or prototype project; it is the proof of concept for adopted, developed, and refined core management processes and tools that will be employed in future RNI Phases. Additionally, RNI is not a reorganization effort aimed at creating manpower surpluses, but rather a deliberate and methodical process driven effort to develop and refine repair network core management processes such as capability and capacity, shaping and sizing, and requirements gathering to create a more efficient, effective and responsive Air Force maintenance repair enterprise. RNI is working toward an end state system characterized as flexible, affordable, and responsive. Enterprise capability and capacity will be balanced with enterprise requirements. Active management of a repair network that is focused on Air Force priorities, vice local priorities, will enable us to better meet weapon system availability targets and better serve the AFGLSC with commodity repair. An enterprise repair network will have a life cycle focus and better enable the planning, programming, and budgeting process to better serve both the Air Force and its joint partners. After the current test and evaluation phase is complete, the Phase 1 team will complete development of the RNI Phase 2 Project Plan, and begin the process for Phase 2 implementation. Phase 2 is expected to begin in November 2009 with RNI achieving full operational capability by 2018. About the Authors: Col Bob Helgeson has over twenty years of experience in wholesale, retail and joint logistics in both logistics readiness and aircraft maintenance career fields. Col Helgeson has served in numerous contingency and joint logistics positions to include deployed operations in Somalia during Operation RESTORE HOPE, Operation SOUTHERN WATCH, Operation ENDURING FREEDOM and Operation Iraqi FREEDOM. He recently returned from a year tour of duty serving on the MultiNational Force-Iraq CJ4 Plans staff and is currently Chief, Repair Network Implementation Program, Depot Operations Division, HQ AFMC Directorate of Logistics (A4) at Wright-Patterson AFB. Lt Col David M. Koch is the Chief, Logistics Strategic Initiatives Branch, Logistics Plans and Integration Division, Directorate of Logistics at Headquarters United States Air Force at the Pentagon. Lt Col Koch is responsible for the Air Force Maintenance for the 21st Century effort with the vision of transforming current maintenance organizations and processes in the Air Force into two integrated networks, a mission generation network and a supporting repair network. Ms. Katy Stuck, Deloitte Consulting, LLP - Ms. Stuck is currently assigned to AF/A4LX serving as the RNI Change Management Lead. i
Department of Defense Directive 4151.18, “Maintenance of Military Materiel” (March 2004)K
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mission ready
Our Air men and women have the skill and the guts to complete their mission. But will they have the equipment? They will with the help of Honeywell. Our defense logistics partnership programs use proven technologies to solve the emerging challenges of global logistics and suport. With over sixty years of military system technologies and service, Honeywell is delivering service, reliability, and survivability enhancements to extend the useful lives of C-130, C-5, B1 and B2, the MQ9 Reaper, F-15, F-22, and F-35 aircraft. With continuous process improvements from Six Sigma LEAN, condition-based maintenance for equipment and vehicles, standardization, asset visibility & tracking, and the right people in the right jobs – Honeywell helps you stay mission ready for the changing battlespace.
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WR-ALC Joint Mission Readiness: From Missiles to Medicine By Ms. Lisa Mathews Two units at Warner Robins Air Logistics Center have teamed up with the Navy and Army to contribute to joint readiness. The 575th Combat Sustainment Squadron Front L-R: SSgt Amanda Winters; SrA Bobby White, Jr.; SSgt Stephanie Cadet, Capt Tereca Benton Rear L-R: (CBSS), part of the 542d Combat SSgt Levi Johnson; SSgt Philip Corry; Ms. Denise Manning; SrA Shafah Green; TSgt Aubrey Holt; SrA Jason Sustainment Wing, works with the U.S. Navy Stobaugh. (Photo courtesy of Ms Sherri Luck) to provide sustainment support for the AIM9X missile. The 78th Medical Group’s 2004. The AIM-9X is a launch-and-leave air combat missile that Medical Logistics Flight provides acquisition services to the uses passive infrared sensors for acquisition and tracking. It can be National Guard for homeland defense and provides 3,800 cubic feet employed in both near beyond-visual-range and within visual range of climate-controlled storage. arenas. It uses an extremely agile thrust vector controlled airframe.
J O I N T N AV Y A N D A I R F O R C E A I M - 9 X A I R TO-AIR MISSILES Working hand-in-hand with the Navy, as the executive service, the Sidewinder AIM-9X program provides the U.S. and coalition fighter pilots air superiority. The joint team includes personnel from Robins Air Force Base, Ga., Eglin Air Force Base, Fla., Patuxent River Naval Air Station, Md., and Raytheon Missile Systems, Tucson, Ariz. Air Force Lt. Col. Chuck Angus leads the AIM-9X IPT consisting of a sustainment engineer, an equipment specialist, a logistics analyst, item manager, and a Reliability Asset Monitoring/Tactical Munitions Record System support specialist. {did not think this was relevant to the story} “We have a great relationship on this program,” explained Angus. “I lead the AIM-9X team, not a service team. Although we report cost, schedule, and performance aspects through the Navy Program Executive Office chain, the Air Force is equally informed and a stakeholder in all programmatic decisions.” The AIM-9X is the newest member of the AIM-9 Sidewinder shortrange, air-to-air missile family. It passed operational evaluation in November 2003 and was approved for full-rate production in May
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The digital design architecture of the AIM-9X provides growth capability to ensure air superiority in the future. The AIM-9X is currently deployed on the F-15 C/D, F-16 C/D, FA-18 C/D/E/F, and will be integrated on the F-15E, F-22, and the Joint Strike Fighter.
S TA R T- U P I S S U E S The program was not without start-up issues. In 2008, there was a software deficiency which created a safety of flight issue for analog F-16s. The 575 CBSS worked with the Navy, Raytheon, and their software professionals to get a solution underway. Additionally, when pilots were reporting no-pass results on missiles, the joint Air Force/Navy AIM-9X IPT team worked a solution. The missiles were downloaded and taken to the missile shop to be tested. During shop testing, the missiles passed the Common Munitions Bit/Reprogramming Equipment (CMBRE) test set and returned to service with no ability to duplicate the failure issue. When tested in the field, the pilots continued to report in-flight failures. Further investigation led to the discovery that the software used on the CMBRE tester did not take into consideration the same temperature and flight loads as were occurring during flight. “While we had the effort going on to fix the safety of flight software issue, we also worked with Raytheon and the Navy to create a software 2009
upgrade for use with the CMBRE, which would fix the could not duplicate test issue,” Ferrel said. Prior to the Department of Defense data storage device mandate, new software upgrades were provided to the customers through the Electronic Software Distribution System (ESDS). The customer downloaded the software on to a device that plugged into the Universal Serial Bus (USB) port of a computer, then downloaded for use on the CMBRE, and finally uploaded into the missile. To overcome the situation, the 575 CBSS developed cards with the software upgrades on them and priority mailed the cards to each of the organizations that were affected by the flight restriction.
J O I N T C O L L A B O R AT I O N … C O M M U N I C AT I O N ACROSS SERVICES IS CRITICAL Joint collaboration and trust is integral to the success of the program. Robert “Butch” Ferrel, System Support Manager for the 575 CBSS AIM-9X Integrated Product Team, described a typical repair process working through the system. A report of failure is filed with the equipment specialist at WR-ALC, Mr. Louis Siano. Siano reviews the material and decides if the item can be repaired on station, or if it should be sent to Raytheon for their engineers to analyze. If is sent to Raytheon, he requests a deficiency report from the field unit, and they are given the disposition to have the item shipped to Raytheon’s plant in Arizona. Ferrel explained that the Air Force keeps parts on hand at the Raytheon plant. Should Raytheon need to use one of the government parts, the WR-ALC office contacts Mr. Jeffrey Sassone, the USN Assistant Program Manager for Logistics at Patuxent River, to authorize the contractor to use the government part. According to Ferrel, when this occurs the data is tracked so that the contractor replaces the government part. Once the repair is complete, the item is shipped back to the field unit. The entire process is monitored by Ferrel and his team at WR-ALC. The 575 CBSS team worked with Raytheon and the Navy to determine when ships would be close to a port so that Air Force units nearby could be inspected in the same timeframe. In one case, they coordinated to have the Raytheon people on hand when a ship landed at port near Kadena Air Force Base in Japan. Timing and logistics was of great importance during that process, Ferrel said. Mike Stalworth, 575 CBSS Director, and “Butch” Ferrel are the USAF’s direct link to the Sidewinder community,” Angus said. “Their team maintains focus on our No. 1 priority, sustaining the fielded AIM-9X weapon system. The Sidewinder System Support
Manager addresses all aspects of sustainment support. I rely on their expertise to ensure we maintain USAF Sidewinder readiness for our Combat Air Forces today, and properly prepare for Integrated Logistics Support in the future.” On a daily basis, the WR-ALC team speaks with the Navy team at Patuxent River, and each week with all of the government groups involved including logistics, test, acquisition and sustainment participating, and discussing issues with the program. Additionally, each Thursday, a telecom between the Navy and Air Force sustainment groups takes place with the Raytheon players. “Everyone knows what’s going on in the program,” Ferrel said. “They know the issues.” He said he has heard of programs which are joined across services that do not focus their attention to their respective service. Ferrel recalled the first time he met with his Navy contact. “I told Jeff (Sassone), ‘I know your responsibility is to the Navy,’ and he stopped me right there and said, ‘No, my responsibility is to the Navy and the Air Force’,” Ferrel said. “AIM-9X is truly a joint program with all aspects of the program focused on firstclass support to the warfighter,” said Angus. “My team at Robins is an integral component to our support structure.”
7 8 T H M E D I C A L G R O U P A P P LY I N G A F S O 2 1 TO WA R E H O U S I N G AIM-9X missiles is not the only example of joint support to our warfighters. The 78th Medical Group demonstrates similar joint mission effectiveness with Air and Army National Guard. The Medical Logistics Flight of the 78th Medical Group has the sole responsibility to provide medical materiel support services for regional military units. To this end, it maintains over sixty customer accounts on and around Robins Air Force Base as well as Dobbins Air Reserve Base. Not unlike its off-base counterpart, the flight members receive requests, research items, place orders, receive deliveries, deliver stock, and then do it all over again. In addition to clinic support acquisition and distribution activities, the Airmen manage Biological Warfare Chemical Warfare (BWCW), first aid kits for deployers, medical War Reserve Materiel (WRM), Home Station Medical Response packages (HSMR), Shelf Life Extension Program, Quality Assurance data, Defense Reutilization Marketing Office (DRMO), Reverse Distribution (credit returns program for pharmaceuticals) and other military programs. To store the WRM and HSMR assemblies, the MLF assumed the 8,000 square foot medical logistics warehouse facility would suffice. How was it then that in the summer of 2007, this didn’t
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warehouse for the first time, the newly assigned Medical Logistics Flight Commander, Capt Tereca V. Benton, , did not fully comprehend
TO
the magnitude of the storage problem. Within days of her arrival and being notified of the tri-
ER: WR-ALC JOINT MISSION READINESS: FROM MISSILES
MEDICINE
seem to be the case? In fact, walking into the
ennial Health Services inspection in conjunction with accreditation only six short weeks away, a team coming in to “6S” her warehouse was just about the best news she’d heard all day! The decision to 6S the warehouse was made before Capt Benton arrived.
She noted, “I
thought the event facilitators said ‘success’ not ‘6S’ and I thought “they” were going to do the cleaning up. If you could have seen the shape this warehouse was in. You could barely see the floor much less get around in it.” 6S is the foundation for Lean implementation which provides almost immediate improvements and aids buy-in for process and culture change. 6S stands for sort, straighten, shine, standardize, sustain, and safety.
Capt Benton was the
process owner for the event and though this was her first encounter with AFSO21, she quickly became a champion for change.
Front foreground: Capt Tereca Benton. Front L-R: Mr. Steve Taylor; SrA Shafah Green; SrA Bobby White, Jr.; Ms. Denise Manning; SrA Jason Stobaugh. Rear L-R: Mr. John Ahlvin; SrA Michael Brown; TSgt Aubrey Holt; Mr. Phil Johnson, SSgt Philip Corry. (Photo courtesy of Ms Sherri Luck)
The success of the event was a priority from the group-level down to the flight level. It was crucial to the success of the team to provide the flexibility to work when and how they needed to support a diverse customer base. Prior to the event, the available floor space was 340 square feet (recall
781st Joint Task Force (JTF). The availability of close reach back capability would be pivotal in a crisis situation.” The medical element assigned to support the CERFP is composed of three Med units in GA.
the capacity was 8,000 square feet), making it virtually impossi-
This particular CERFP was one of 17 of its kind nation-wide,
ble to drive down the center and out either door without first
responsible for eight southeastern states providing immediate
moving several items around exerting great effort and time.
response capability to the governor including incident site search
Right around the time the warehouse team was getting geared up for its event, SSgt Michelle Sheppard, Medical Logistician, from the 116th Medical Group called for help. She needed support
of damaged buildings, rescue of trapped casualties, decontamination, medical triage, and initial treatment to stabilize patients for transport to higher echelon medical facilities.
for a new program called Georgia-CERFP (Chemical, Biological,
What began as an AFSO21 Lean application in the medical
Radiological, Nuclear, and high-yield Explosive [CBRNE]
logistics warehouse became the answer to a question about where
Enhanced Response Force Package). The GA-CERFP has sev-
the 781JTF would store their climate-controlled medical
eral units stationed all over the state. If an emergency occurs
materiel for immediate deployment. Of greater consequence, the
anywhere within the southeast, Georgia’s CERFP would respond
men and women of these units enjoyed the benefit of relying on
rapidly to provide support for local agencies. SSgt Sheppard
one another for continued support beyond the typical customer
explained, “The part of the CERFP medical requirement coming
service business relationship.
to Robins AFB would be part of a larger package owned by the 56
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With less than 5 percent of the warehouse floor clear to walk on and around, the team approached the event with a “junk drawer” mentality. “We basically opened the warehouse doors and dumped everything out,” Benton said. For the exception of refrigeration and rolling shelves bolted to the floor, every movable item in the building was removed either by hand or forklift. Once everything was out of the building, the first S (sort) officially began. Nothing went back in unless it had a permanent and purposeful place to improve the overall flow of the incoming and outgoing requirements. The team processed over 8,000 pounds of material for disposition to DRMO. At the end of the event, they blew their event goals out of the water by freeing up 2,400 square feet of floor space, increasing their capacity by almost 700 percent.
small event to help out a sister service has turned into a great long-term partnership,” stated SSgt Sheppard. “We know we can count on the 78 MDG loggies to step up and support the CERFP mission and that means a lot.” Even though the partnership with 78 MDG and 781 JTF is still relatively new, AFSO21 allowed for greater efficiency and effectiveness by using one of the simplest elements of Lean methodology. “The key to 78 MDG’s success is their willingness to focus on the voice of the customer and not settle for small gains on the road to improvement,” said Sherri Luck, Center AFSO21 Lead. “This positive attitude is part of the reason why the Group is one of the Lean leaders within the Air Force Medical Service,” Luck said.
When the CERFP requireAnother benefit from the ment increased by more event was a $19,000 cost than 200 percent, the 78 savings for shelving previMDG team took on the The WR-ALC AIM-9X Integrated Product Team stands by a static display of an AIMously ordered. “Because of challenge, as noted by 9X missile. L to R: Butch Ferrel, System Support Manager; James Thomas, Logistics the 6S event, it was discovCapt Phil Plourde, 781JTF Analyst; Deborah Clark, Item Manager; Louis Siano, Equipment Specialist; Scott ered that tri-wall containers CBRNE Medical Plans & Bennett, Sustainment Engineer. (Photo courtesy of Ms Sherri Luck) already on hand could be Operations Officer. “Not used and that the additional only did I come back asking for more space, I actually asked for shelving was not needed,” Benton said. “It was not a huge a specific area in the warehouse near the door for ease of conamount of money, but still a savings for the government and venience for us. Because of their improved flow, they were able every bit counts.” Visual aids were also placed throughout the to give me exactly what I needed,” Plourde said. The 78 MDG’s warehouse to provide instantaneous visual cues of where everycollaboration with the Georgia National Guard on the CERFP thing belongs and to highlight abnormal conditions. is a perfect example of why Lean should not be viewed as just a Since the initial event, the logistics warehouse team grew closer tool for improving production. Lean can work in any environas Wingmen with an even greater sense of pride in their work ment if people involved stay true to the process. area. They continued to maintain their initial gains and made Bottom line, from AIM-9X air-to-air missiles to medical waremultiple incremental improvements. In fact, the flight just housing, WR-ALC provides quality support to our joint recently completed their second 6S pass for the warehouse. warfighters. Gracing the front of the work area is a floor mural with the Logistics Bulldog and motto, “Whatever it takes!” guarding the About the Author: Ms. Lisa Mathews is a program management warehouse. Each of the flight’s team members signed the mural. analyst in Warner Robins Air Logistic Center's Plans and The Bulldog is just a symbol of the pride and professionalism Programs Transformation Office. She is responsible for ALC that is evident to every customer who comes in the door. strategic communications to support major transformation initia-
For the Guard, they not only saw, but experienced the benefits of Team Robins dedication. “Something that started out as a
tives.
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By 1Lt Cassandra Espy Within a mile long building which is located almost exactly in the geographic center of the United States, there is a photographic display that is reminiscent of a doting grandparent’s framed images of adored grandchildren. If you pause in front of any one of the framed pictures, a passerby in the hallway may offer a story to accompany one of the many photos. However, these aren’t pictures typically hanging in your living room; they aren’t pictures of aircraft; they aren’t even of people. Located in the heart of America at Tinker Air Force Base, this is a hallway in the Oklahoma City Air Logistics Center, where the proud military and civilian Airmen that work to support the massive fleet of aircraft engines are likely to hand you a bumper sticker that says, “I produce the Sound of Freedom.” More specifically, you might run into a member of the 76th Propulsion Maintenance Group, or even the 546th Propulsion Maintenance Squadron. They may sound a lot like proud parents as you stroll down the hallway leading to the industrial part of building 3001, but after all, their framed collection of aircraft engine photos reads like the Who’s Who of Air Superiority and Global Warfare Capability, and nobody understands better than the maintainers from the 546th. They are responsible for the only heavy maintenance shop for the F108 engine--the power behind the KC-135R and the Navy’s E-6.
Propelling the Air Force through an Interconnected Environment
Peel back the hanger doors to the massive Air Logistics Center and you will find a powerful array of engines coupled with a dedicated team of mechanics who are committed to providing propulsion clout to not only the active duty Air Force, Air Force Reserves, and Air National Guard, but to joint aircraft and the aircraft of our coalition partners as well. A keystone in the warfare effort, engines from the 546th are continually in the midst of missions that span the globe. As Squadron Director Larry Mullinax points out, “546th employees take the utmost pride in serving the mission downrange in that their production efforts are being counted upon by the Warfighter.” The 546th handles both scheduled depot maintenance and special repair maintenance on a huge multitude of engines. “Many of the engines that we receive from the field have suffered from damage that is beyond the repair capability of the field in the way of manpower, equipment, or expertise” says squadron fixer Tom Leinneweber. “That’s where our experienced and highly-skilled mechanics come into play.” Cranking out an astounding 142 engines for FY09, the 546th team members are proud to supply the sound of freedom— the roar of a well-maintained jet engine. The F110 engine is one commonly seen in the 546th. For the past 15 years, these safe and highly reliable engines have had an unmatched record of excellence in allowing F-16s to execute missions around the world. Aboard the F-16,
Above: Tinker workers keep producing engines and aircraft through the night to meet the war fighters’ needs. (USAF photo by Margo Wright))
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this powerful F110 engine is the muscle behind the mission to provide integration and synchronization with coalition ground forces, aiding in the protection of key infrastructure, and the deterrence and disruption of terrorist activities. “It’s really an exciting opportunity to work in an environment like this,” says Col Evan Miller, the 76th Propulsion Maintenance Group Commander. Though not on the front lines, “our contributions enable countless missions to launch ontime and every maintainer in the Group understands our role in the fight.” Personnel of the 546th also provide superb depot-level engine support for one of the workhorse engines of the USAF—the KC-135R’s F108100. Powered by these mighty engines, our KC-135R fleet offloads millions of pounds of fuel to a myriad of aircraft each year. Most of the aircraft in our military’s inventory rely heavily on tankers to bring them to, through, and from the battle.
John Gee, a toolmaker with the 547th Propulsion Maintenance Squadron, prepares a vertical turning center machine to bore the inside diameter on a fixture that holds aircraft parts. (USAF photo by Ron Mullan)
The 546th not only provides support functions and world-class maintenance for Air Force engines, but also, in a unique partnership with the Navy, performs an important function by maintaining, overhauling, and supporting the E-6’s engines. Commonly referred to as the ‘Looking Glass,’ this modified Navy 707 is USSTRATCOM’s airborne strategic command post, relying on the F108-200 engine for propulsion power. The 546th team is proud to make providing maintenance support for F108-200 engine a top priority. The E-6 provides NORAD a means of obtaining time-sensitive communication with ballistic missile submarine fleets across the globe. One of the biggest successes that the 546th has currently experienced in data integration is its work on the E-6’s on-engine cartridge replacement. Utilizing direct-assists from Air Force engineers in addition to the expertise provided by 546th mechanics, replacement of faulty labyrinth seals with abradable cartridges can now be conducted on wing, a capability with far-reaching effects. In the past, changing out this critical engine component would require the engine to be removed from the aircraft and sent to the depot for disassembly and overhaul. With the Warfighter at the center of focus, engineers and mechanics collaborated to design a work package that mitigated engine removal altogether. The seal can now be replaced in the field and on the aircraft which significantly reduces aircraft down-time and facilitates the aircraft’s war-readiness and posture to fight. As the array of engine photographs in the hallway of the Air Logistics Center suggests, all of the experts in the Center stay focused to support multiple weapon systems in the Air Force’s lethal aircraft inventory. The propulsion team at Tinker plays a huge role in maintaining some of our military’s most critical engines--but not just US aircraft engines. Allied countries such as Greece and Egypt are supported by this depot propulsion maintenance facility as well. Every member of the team is committed to providing the Warfighter with the engines they need to support the transportation, protection, and operations of Soldiers, Sailors, Airmen and Marines across the globe. From the heartland of America, these dedicated maintainers work tirelessly to enable thousands of missions everyday. Propulsion maintenance is a serious business that everyone can appreciate. When forces around the world are relying on your product for power and the safety of both aircraft and personnel, being less than perfect just isn’t an option.
Mike Kraus, a machinist with the 547th Propulsion Maintenance Squadron, makes adjustments on a five-axis milling machine prior to working on a F119 intermediate compressor. (USAF photo by Ron Mullan)
About the Author: 1Lt Cassandra Espy is an Aircraft Maintenance Officer currently serving as Deputy Director, 546th Propulsion Maintenance Squadron, Oklahoma City Air Logistics Center, Tinker AFB, OK. K
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Last Point Read devices, being used at Luke AFB, use RFID to monitor tools and other mobile assets as they move through the facility providing a high level of accountability. (USAF photo courtesy of Luke AFB)
56th Security Forces Squadron: Supporting the Warfighter with RFID Technology By Matthew F. Owen
Inventory and supply asset management are demanding logistics processes that are made even tougher during war. Many commercial resources exist to help the retail and wholesale logistics industry streamline and cut costs. One resource is Radio Frequency Identification (RFID). Today, RFID is playing a critical role by enhancing inventory management at the 56th Security Forces Squadron warehouse at Luke AFB. With an established bar code method of tracking inventory, the 56 SFS was selected by headquarters to implement a pilot program using RFID technology. In 2003, the 56 SFS warehouse began using barcodes to manage the flow of product into and out of both the supply section and mobility section. The mobility section stored the 463L aircraft pallets containing the critical deployment equipment items that a Security Forces deployment team would need to survive in a bare base environment for five days. These pallets include items such as combat weapons, night-vision goggles, ammunition, and shelf-life items such as food and water. The pallets must be ready to ship in 24 hours. The supply section includes office supplies, police duty gear,
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holsters, second-chance vests, and ATV’s even items as mundane as pens, pencils, and paper. The cost of these items range anywhere from items valued at a few dollars to a single item valued at $250,000; therefore, it is important to have accurate tracking data. With the barcode system, a batch scanning product was used to input the data into an independent database for tracking. While this system helped to manage the flow of product, it did not provide a complete solution for some of the other inventory management challenges. Challenges such as: Security and accountability issues Tracking routine maintenance and calibration schedules Reducing labor costs Improving internal and headquarter-level visibility One of the outcomes of a Lean event held in June 2008 included streamlining the inventory management processes in order to provide knowledge-enabled logistics support to the Warfighter. The DoD currently recognizes RFID technology as a transformational technology that facilitates automated visibility and assessment management.
2009
The 56 SFS consulted with American Barcode and RFID (AB&R) since Luke AFB had an established business relationship with them as a systems integrator in other areas of the base. “Luke AFB already had proven processes in inventory management, so it wasn’t necessary to re-invent the wheel,” states Mike Moss, sales consultant with AB&R. His recommended RFID solution was the CribMaster Accu-Port and CribMaster Last-Point-Read Tracking Module. Each device is available in a full suite of inventory management solutions driven by CribMaster software. The Accu-Port allows an authorized employee to enter a secured location with their RFID badge and exit with their item without o entering employee codes or scanning their badges. The Accu-Port reads passive RFID labels or tags applied to the inventory with three RFID readers mounted in the walls on the Accu-Port. Any item that has a label attached will be read and the transaction recorded with CribMaster software as it passes through the “portal”. The RFID recognizes the individual wearing the device and tracks the inventory and the personnel accountable with real time quality monitoring. Since the 56 SFS required a higher level of accountability, the squadron installed the Last-Point-Read (LPR) Tracking Module. The LPR devices were placed strategically at choke points and/or exit areas in the warehouse. The LPR device continually emits a radio frequency that searches for a RFID tag. When a RFID tag comes in range of the LPR, it captures data from the tag and stores the information as history to CribMaster’s Oracle database. Simply stated, the LPR can determine where the product was last seen, who had it, and in what direction it was going. Since the January 2009 implementation date, not only has CribMaster provided increased security and accountability, but also provided: Improved scheduling in preventative maintenance, calibration, and shelf-life items Improved asset tracking Ability to link information across all authorized command structures
Survival pallets in the 56th Security Forces Squadron warehouse at Luke AFB. (USAF photo courtesy of Luke AFB)
ATV storage in the 56th Security Forces Squadron warehouse at Luke AFB. (USAF photo courtesy of Luke AFB)
Now just 6 months into the CribMaster and RFID process, what are the next steps? The next step includes gathering and evaluating the data for six months to one year to determine cost savings and potential efficiencies. With the help of CribMaster and by leveraging RFID to the fullest extent possible, it will be possible for us to improve the ability to deliver the right material, at the right place, at the right time, and in the right condition to the Warfighter. About the Author: Matthew F. Owen, YA-02, DAF is the 56th Security Forces Squadron, Luke AFB, AZ. Resource Advisor. matthewf.owen@luke.af.mil K
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The 56th Security Forces Squadron warehouse at Luke AFB. (USAF photo courtesy of Luke AFB)
Battlefield Airmen… Combat Airpower with a Hooah!
Tallil, Speicher and Joint Base Balad. They will carry a big load as units ramp up for the Responsible Drawdown phase of OIF. During his six-month tour, Lt Havko says his team has supported over 60 units from 12 different FOBs. The Army is not the only supported service. First Lieutenant Jessica West, deployed from Seymour Johnson AFB, leads an RPAT supporting Marines at Al Taqaddum. “This is a great opportunity to learn about the other services,”says Lt. West. “We’re doing an Army mission, working with Army assets, yet our primary customer is a Marine.” At Camp Taji, the RPAT led by 1Lt Victoria Smith, deployed from the 49th MMS at Holloman AFB, works in conjunction with Multi-National Security Transition Command-Iraq (MNSTC-I) to help equip Iraqi Security Forces. So far, her team has worked the lateral transfer of over 7,000 M1114 HMMWVs to the Government of Iraq. “Watching a HMMWV transition into a blue and white Iraqi Police vehicle and then drive out the gate, you know there’s an immediate impact for your customer,” said Lt. Smith. RPATs are not the only JET assignments for LROs.
LROs Filling the JET Mission in Iraq By Lt Col Bill Clark Rows and rows of MRAPs, Bradley Fighting Vehicles, M1113 Armored Personnel Carriers, Up Armored HMMWVs, an occasional M1 Abrams Tank, not something typically scene at a normal Air Force base or even at a deployed Air Expeditionary Group. For Logistics Readiness Officers (LROs) filling Joint Expeditionary Taskings (JET) like 1Lt Andrew Havko assigned to the 732nd Expeditionary Logistics Readiness Squadron (ELRS) in Iraq, it is just another day at the office. First Lieutenant Havko, deployed from the 437 LRS at Charleston AFB, is the OIC of one of the Army’s six Redistribution Property Assistance Teams (RPATs) at Forward Operating Base (FOB) Speicher. The RPATs work for 1st Theater Sustainment Command’s Task Force 586 and the 402nd Army Field Support Brigade to retrograde and redistribute Class VII assets from all over Iraq. In Air Force terms that means lots and lots of big wheeled and tracked vehicles, and the radios, Blue Force Trackers, and other components that go in them. In total, approximately 55 Airmen are assigned to six different RPATs located at Capt Liberty, Camp Taji, Al Taqaddum,
MOBILE REDISTRIBUTION TEAMS In addition to the RPATs, four Mobile Redistribution Teams (MRT) work under
MRAPs are prepped to be loaded on convoys at a RPAT yard.
the TF 586. These small teams consisting of 7-8 Airmen, led by a LRO, travel throughout Iraq to assist redeploying units. Unlike the RPATs, which are primarily fixed teams that handle large end items, the MRTs concentrate on excess serviceable parts, supplies and smaller equipment items. In addition, MRTs look for and recover any mis-placed, or mis-used, 463L pallets. These teams are often on road missions that last up to two weeks at a time. In addition to the MRTs , a 3-person MRT advanced team led by Capt Jeffery Vass, from HQ AFMC/A4R Supply Chain Management Branch, ensure living and work areas are set-up prior to the MRT’s arrival. They also act as MRT “ambassadors” to potential customers by briefing MRT capabilities at various conference and meetings. “We may find ourselves talking to anyone from the G4 offices at Division level down to the Company level at the FOBs,” says Capt Vass.. One MRT, led by Capt William Glenn, from HQ 3AF/A4R, in particular is playing a big role in a DoD sponsored pilot program aimed at reducing the number of containers in the Multi-National Division – Baghdad area. This MRT deployed to Camp Liberty in April 2009 and processed over 180 shipping containers, recovered over $15 million dollars in serviceable assets, and collected over 2,800 463L pallets. Captain Glenn regularly interacts with a multitude of different units on the Victory Base Complex, which includes 5 major FOBs. Captain Glenn stated, “We are providing turn-in support for all of the VBC garrison and MND’s 27 Joint Security Stations, and several MND-B owned FOBs outside of VBC.” In addition to supporting Army units the MRTs support Marine units. Just like the RPATs, many of
complete responsibility for the Army’s C-23 Sherpa and rotary wing operations. At Camp Bucca, the MCT is the lifeline of the FOB. They work directly with supported Army units MOVEMENT CONTROL and their Army HQ to TEAMS NEVER STOP determine proper sched“We Never Stop” is the motto of the Army’s uling and priority for 49th Transportation Battalion, and the convoys. “We have a Airmen’s assigned to the battalion’s MCTs direct and visible have taken it to heart. The Air Force proimpact on units engaged The 732 ELRS HQ staff; from left to right, 1Lt BrandonSanders, Major Mike vides six MCTs at Camp Bucca, Camp in combat; if we don’t Jones, Lt Col Bill Clark, CMSgt Rich Gornal, 1st Sgt Russell Howard. (Photo Scania, FOB Speicher, Sather Air Base and ship it, they don’t have courtesy Lt Col Bill Clark) two at Joint Base Balad.. These MCTs, led the required equipment by LROs, perform various missions, but they and sustainment,” says POL…NOT JUST BIG all have one goal…keep the logistics MCT leader 1Lt Katie McDowell, who is G R E E N T R U C K S pipeline flowing at full capacity. At Scania, deployed from the Seymour Johnson AFB. Without fuel, everyone becomes a pedestrithe 37th MCT manages over 600 vehicles an, and a serious issue in a combat zone. per day as they move supplies, equipment A D V I S I N G A N D T R A I N I N G The LRO’s deployed as the team leaders of and people in and out of Iraq. They deal F O R T H E F U T U R E the Army’s 3rd Expeditionary Sustainment exclusively with convoys. At Joint Base Balad and Sather AB, the mission is differ- Some of the most interesting and most chal- Command (3rd ESC) at Joint Base Balad ent. These MCTs focus primarily on air lenging JET positions can be found on the make sure that does not happen. During movements. Managing a 16-person MCT Logistics Military Advisory Teams (LMATs). the most recent rotation, the team led by and over 90 contractors, Capt Corey LROs assigned to the various LMAT teams Maj William Wenzel, deployed from the 37 Walters and his MCT at Balad work hand- across Iraq work hand-in-hand with the Iraqi LRS at Lackland AFB, and Capt Benito in-hand with the 332 ELRS to manage fixed Army to instruct and advise them in better Zubiate, deployed from the 1 LRS at wing movements. Additionally, they have ways to manage base operations and base Langley AFB, completed 21 visits to 11 difoperating support. These ferent POL sites. Their mission was simple: teams work for the Joint ensure the quality of over 535 million galHeadquarters Army Advisory lons of fuel supporting Army combat operaTraining Team and are collo- tions in Iraq. These LROs and the NCOs cated on Iraqi installations attached to the team are the Army’s subject across Iraq. These teams are matter experts on POL. “Air Force personon call 24-hours a day, are nel filling this tasking bring a different orgaoften one-deep positions, and nizational culture to the job. Whereas the on a 365-day rotation. Often Army is more of layered organization, we these LROs advise senior would attempt to solve issues at the lowest Iraqi officers. For example, levels,” said Maj Wenzel. In addition to Capt Henry Moon, deployed helping provide the Army with clean, dry from the 319 LRS at Grand fuel, these experts developed a method to Forks AFB, spent his year on help the Iraqi government more accurately the LMAT team advising the validate fuel inventories at a bulk fuel site, Iraqi Deputy Base making it harder for dishonest contractors Commander during the base to forge fuel inventories. transition from the Marines Chief Gornal and RPAT OIC 1Lt Jessica West prep retrograde equipto full Iraqi Army control. Continued on next page... the assets recovered by the MRTs are redistributed to not only units in Iraq, but also to units in Afghanistan. RPATs and MRTs only scratch the surface of JET support taskings supported by LROs. Movement Control Teams (MCTs) are another.
ment for shipment at Al Taqaddum AB. (Photo courtesy Lt Col Bill Clark)
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E R : B AT T L E F I E L D A I R M E N … C O M B AT A I R P O W E R
WITH A
HOOAH!
AIRMEN WORKING FOR AIRMEN While all of the 732nd ELRS JET Airmen are under the tactical control of another service, they fall under the administrative control and operational control of the 732nd. This includes managing leaves and passes, awards programs, evaluations, quality of life items, and UCMJ actions. The five-person command staff of the 732 ELRS enforces the Air Forces policy of “every Airman works for another Airman.” As the 732 ELRS Operations Officer, Major Mike Jones’, an LRO deployed from the Robins AFB, responsibilities include “the movement of JET Airmen into and out of Iraq, as well as perform battlefield circulation visits to check on quality of life issues and ensure our Airmen are being employed in the proper jobs and functions.” . The 732 ELRS has Airmen assigned to over 20 different locations in Iraq. Getting out putting eyes on those locations is a high priority for the squadron. “We try to see every Airman at least once every 45-60 days,” stated the 732nd Chief Enlisted Manager, CMSgt Rich Gornal, deployed from Mountain Home AFB. Additionally, the staff coordinates training and equipment requirements, maintains a running dialogue with the leadership of the various Army units, and coordinates on completed and emerging missions. Although the missions LROs performs as JET Airman are varied and often completely different from their previous jobs, one thing is certain: they all gain unique experience. For the vast majority of these officers, this will not be the last time they will work hand-in-hand with another service. As the Responsible Drawdown phase begins in Iraq, Capt Vass of the MRT advanced team says, “I have a better understanding of the vast components it takes to maintain combat operations as well as things to consider for exit strategies.” Perhaps the most important lesson for these LROs is not only how to be a better joint logistics partner, but also how to be a better officer. Lieutenant Havko from the FOB Speicher MCT says it best, “My ELRS, Task Force, and Battalion Headquarters are all located on other bases. While they provide great support, as a detached unit we have to be fairly self-sufficient. That means a great deal of independence, and responsibility. Because of this, I’ve learned a lot about myself as a leader.”
Col Dennis Daley, Commander 436MXG, Dover AFB discusses next course of action for Major Maintenance Steering Group-3, following the 105th Airlift Wing MSG-3 Validation/Verification outbrief. (NYANG Photo by TSgt Michael O'Halloran)
About the Author: Lt Col Bill Clark is a career logistician and is currently the Commander, 732nd Expeditionary Logistics Squadron at Joint Base Balad, Iraq.
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Col Phillip Frederick, 732 AEG Dep/CC visits with LMAT JET Airmen at Habbaniyah. (Photo courtesy Lt Col Bill Clark)
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Program Element Monitors: Requirements and Capabilities... Enabling the Warfighter By Lt Col Tom Sadlo Have you ever wondered where your unit gets the money it needs to perform its mission? Do you know who is responsible for advocating and defending your funding requirements and how much lead time they need? This article addresses these topics as well as some of the processes involved in providing funds to you, the Warfighter. It will show how critical your role is in understanding your funding requirements and connecting them with warfighting capabilities. Most of you are familiar with your organization’s execution plan; that is, the plan the comptroller community asks for each year to determine how much you can expect to spend during the following fiscal year (FY). By the time you read this article your unit will have submitted its plan through its chain to the MAJCOM and will now be anticipating how much will be allocated for the FY. One shortfall of the execution plan is that it sets a cap on what your unit can budget to. It is a downward driven task which is based on the current FY’s initial budget (not what was actually executed or required). It also does not provide the opportunity for your unit to identify how much funding it requires to perform the mission during the next FY, which may prevent every aspect of your mission from being accomplished. This may then impede the capabilities provided to the Air Force and the joint community. Each organization provides a capability or several capabilities to the Air Force and indirectly to the joint community. Without knowing what the true operational requirement your organization or program has and the impact this has on warfighting capabilities, higher head-
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quarters’ (MAJCOMs and Air Staff) ability to effectively defend and advocate for the funds you require will be impaired. The impact of this will not be realized until after the FY is executed. Since no commander will purposely permit their unit to fail; they take educated risks during the execution year by allocating funds to where they are needed the most. The funds you receive are considered execution year funds. The majority of this money is Operations and Maintenance (O&M or 3400) money. O&M funds have the most flexibility in how they are used in the execution year and as a result, one source of funds may be used to fund a higher priority program (operation) which includes new starts or initiatives. As a result some operations or capabilities may be reduced or terminated depending on their impact on the mission. But what does that mean to you? You may be saying, “So what?” This “so what” question is the main question the Air Staff’s Program Element Monitors (PEMs) must answer when they present a program element’s (PE) requirement to their respective “panel”. For example the Logistics Panel, specifically the Panel Chair and POC (pronounced “POKE”) must understand what the funds are used for…what capabilities the program or unit provides the Warfighter. When the requirement can be tied to a joint warfighting capability it has the potential to be easier for the PEM and the Panel to defend it up the chain. In the case of funds, the chain is the Air Force Corporate Structure (AFCS). This structure is comprised of the AF Group (group of Colonels, or civilian equivalents, chaired by a Brigadier General),
2009
AF Board (group of Brigadier and Major Generals, or civilian equivalents, chaired by a Major General), and the AF Council (the Air Staff’s 2-letters – DCSs, chaired by the AF Vice Chief of Staff). Each Panel monitors PEs associated with their functionality. The Logistics Panel focuses on Agile Combat Support related logistics programs and advocates these to the AF Group and AF Board. Each Panel’s Chair has several PEMs who monitor anywhere from one PE to two dozen PEs. The PEMs work closely with the Air Staff’s functional community, who in turn work with their MAJCOM counter parts. The PEMs also work with the MAJCOMs’ programming community to ensure they know what is going on through the corporate process. The PEMs have no control over how the funds are executed, but how the funds are executed will impact future year programming. This is one area where having the answer to the “so what” question is essential. If a requirement can clearly be tied to a capability and the amount of funding provided in the past can show an impact on that capability and mission accomplishment, then the PEM is better situated to defend the PE to the Panel. The PEM must understand and be able to communicate what impact a 10 to 20% cut to the program funds will do to the Warfighter’s ability to carry out the mission. The PEM must also understand the opposite…what will additional funding do for a capability. As you can see the funds you are executing were programmed two years ago. The PEMs and Panels advocated for your programs to the best of their ability based on the information they had available to them at that time. After the programming is approved by the AFCS, the Secretary of the Air Force (SECAF) and the Chief of Staff of the Air Force (CSAF) submit it as the AF budget to Office of the Secretary of Defense (OSD) who then submits it to Office of Management and Budget (OMB) where it becomes part of the President’s Budget submission to Congress. Once Congress approves the budget it submits it back to the President for signature into law (authorizations and appropriations). Once the appropriated funds are made available to the AF, SAF/FM distributes the funds to the MAJCOMs who distribute them to the Wings, etc. At each level some funds may be held back (“taxed”) or realigned to meet the respective commander’s mission priorities. This is another situation where the answer to the “so what” question is important. When a program’s capabilities can clearly be articulated it is easier for the program’s advocate (Sq Commander,
MAJCOM functional, AF Program Manager) to communicate the impact the realignment of funds (whether reducing or adding) will have on the Warfighter. So what does this mean to you? As you go about your duties, think about the capability your mission brings to the Warfighter. Learn how to communicate it in a way that ties that capability to a funding requirement. Ask your customers how a reduction in your services will impact their mission; also ask what services they need more of and why. By doing this, they will help you answer the “so what” question, which will help you provide a better capability to them. If you have a new way of doing the mission that may be more efficient, you need to tie the new capability to a funding requirement and communicate that up the chain of command so the respective MAJCOM functional representative and programmers can advocate getting a funding line in the budget (both in the execution year which will require other programs to have their funds realigned and in the out years, to ensure continued funding). In these times of austere funding, new policies and ways of executing the mission, as well as normal duties need to be captured and communicated to the PEMs so they can advocate these through the AFCS. By getting involved early; communicating the capabilities your organization provides to your MAJCOM’s functionals and programmers; the PEMs will be better prepared to ensure you, our Warfighters, have the proper equipment and materiel to fly, fight and win…in air, space, cyberspace, and on the ground. About the Author: Lt Col Tom Sadlo is Chief, Logistics Readiness Programs Branch in the Weapon System Readiness Division, Directorate of Resource Integration, DCS, Logistics, Installations and Mission Support, Headquarters Air Force, Washington DC. He leads 4 Program Element Monitors (PEMs) in Planning, Programming, Budgeting, and Execution process of 45 Program Elements valued at over $17.4B over the FYDP. He has commanded a LSS, MOS, MXS, LRS, and ELRS. He is now attending Air War College. K
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What I’ve Been Thinking About… white papers, concept papers, road maps, CONOPS, and campaign plans.
By Mr. Lance Kaplan Since the fall of the Berlin Wall, since the fall of Communism, since Desert Storm, since 9-11-01, for that matter since Hannibal…some event in time with great historical significance has changed the essence of logistics. Military logistics has always been and will always be about the concepts of development, acquisition, storage, movement and maintenance. I’ve been reading a lot of research papers on the subject of logistics. The paper topics of Advanced Logistics Readiness Officers Course (ALROC) papers cover a wide variety of current and future logistic challenges. Why is it that all research papers include some variation of a sentence that reads, “Focused logistics must be built on a synergistic integrated transformational lean enterprise?” Can anyone tell me what that means? By the way, Webster defines transformation as, “a change of variables in which new variables are substituted for each original variable.” Is that really what we are doing to military logistics? I now have over 160 research papers written by well-meaning students of logistics that identify important problems, research processes, compare business models, use the newest logistics buzz words, and with few exceptions, solve little. I’m not surprised. ALROC logistics research papers are a microcosm of a larger community of academic research on logistics that include studies,
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Logistics professionals are not shy about pontificating what they see as revolutionary and transformational concepts. The profession has a knack of hiding old ways of doing business in a fancy new wrapping with borrowed business processes and terminology. Business models, and the lexicon of such, are fine for the Toyotas and GMs of the world who measure success in profit (Toyota lost 6.9 billion this year and you know about GM). For the military, success is measured in deterrence during peace and beating the other guy in war. The big picture emphasis for the military logistician should be on results not processes.
IT’S ALL ABOUT PROCESS In a process oriented profession, has any logistics process fundamentally changed? You know, it’s still all about planning and executing the movement and maintenance of forces. We seem to have become process oriented addicts, but I hope we don’t overlook being a results oriented military. In order to ensure we remain process oriented military logisticians, supporting lexicons and CONOPS with road maps have become critical to accomplish what we previously accomplished under a different process. For example, is there a rea-
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son for the term “end-to-end”? What happened to “factory to foxhole”? Shouldn’t military logisticians recognize that in order to support national strategy and operational objectives all that’s required is actionable logistics? What makes logistics actionable is the time proven triad of money, manpower and training (yes, in that order). I am not certain, but I do not think I can Lean or Six-Sigma the enemy into capitulating; although, if I have enough black belts…maybe I can. The concept of Air Force Smart Ops 21, the desire to institutionalize continuous improvement, is a good thing. But, continuous improvement does not necessarily mean continuous transformation. Let us see if we can get rid of some of the “Buzz Words” and say what we mean. Identify problems, and then use common sense, straight talk, and simplicity to solve them. Don’t get caught up in process for process’ sake.
IT’S ALL ABOUT
THE
ENTERPRISE
This comes as no shock. It has always been about using all elements of national power to attain strategic goals and operational objectives. It remains a constant to form and maintain continuous and habitual relationships between DoD, interagency and non-government organizations. This has been referred to as coordinating and integrating the actions of our DIME (diplomatic, information, military and economic) elements of national power throughout execution. Nothing new here, except the non-military term “enterprise”. Again from Webster, enterprise is “a unit of economic organization or activity especially a business organization” (that doesn’t sound very military). In military history, the “enterprise” was used to outfit and sustain armies in the Civil War and two world wars. That enterprise was called mobilization. Possibly the best example of integrated enterprise logistics was the planning and execution of Operation Overlord and the sustainment of the push inland.
Is it possible to leverage the required capabilities of the enterprise without mobilizing? Doing so may be more beneficial to the enterprise than the military. In the past it was the business enterprise that borrowed processes from the military. Veterans became the captains of industry, bringing with them what they learned about discipline and organization. Today the military uses business models. The only true transformation we have done is taken a military model of logistics and replaced it with a business model of logistics. Not what I consider positive transformation. The next time you are in a convoy or security assistance role ask yourself what business model it fits into. So what do young Air Force logisticians have to deal with today? Besides the stress of deployments, we have inundated our logisticians with power point slides that tout new and improved processes and constantly changing terminology: Agile Logistics, Lean Logistics, Focused Logistics, End-to-End, Door-to-Door, Factory-to-Foxhole, Cradle-to-Grave, Warehouse-to-Warfighter, even Lust-to-Dust. I have seen white papers reach version six and seven; changing terminology with little impact on concept. Pick a name and stick to it. Don’t let the process drive the art of logistics. Finally, tell young logisticians what you want them to do (that is a leadership thing and a rant for another time). ***ALROC is a master’s level course used to create highly skilled Logistic Readiness Officers grounded in the tenets of Agile Combat Support: Readying the Force, Preparing the Battlespace, Positioning the Force, Employing and Sustaining the Force, and Recovering the Force. The Course produces a cadre of officers schooled in Air Expeditionary Force (AEF) demands providing advanced logistics expertise to the warfighter.
Col Steven Winters (center), the 30th Space Wing vice commander at Vandenberg AFB, along with Maj Manuel Perez (left), the 30th LRS commander, and TSgt Forrest Chambers, the 30th LRS surface cargo noncommissioned officer in charge, discuss the changes to be made to the cargo area of Building 5500. With the help of the Vandenberg's AFSO21 Century team, the 30th LRS will receive a month-long makeover to increase the overall efficiency of the cargo area. (USAF photo by A1C Steve Bauer)
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About the Author: Mr. Lance Kaplan is an instructor at the Air Force Expeditionary Center. He provides instruction for the Advanced Logistics Readiness Officers Course, Advanced Air Mobility Operations Course, Contingency Response Field Training Unit, and COMAFFOR Senior Staff Course. K
No Maintenance Badge… No Problem …for a Deployed Depot Engineer a little wet, and I am at the halfway point into my deployment,
By Capt Michael Molesworth In a deployed environment, it doesn’t take long to see the tremendous impact logistics has on the success or failure in supporting the theater combat strategy.
As a military engineer, opportunities to
deploy in my core AFSC are rare. Fortunately, I just happened to be in the right place at the right time to get assigned as an
there is one thing I have learned and can offer to the other logistically-challenged professionals out there. No matter what badge and rank you wear and no matter what you do day-in and day-out, you are a vital link in providing critical combat support in today’s operational environment.
AFCENT Depot Liaison Engineer (DLE) in support of Coalition air
Maintaining our global logistical advantage is not an easy task; we
campaigns in Afghanistan, Iraq and the Horn of Africa. Not only
are by no means perfect at it. As more of us “logistically ignorant
have I seen the world’s best logistical system in action, but also I
folks” become aware of our own contributions and the vital role we
have been given the opportunity to make a few contributions of my
play, the logistical challenges we still face today will begin to dimin-
own.
ish to the point where they are no longer challenges at all, but
What does an engineer know about being a logistician? Upon my arrival here, I would have said, “Absolutely nothing! I am just here to help the maintainers fix broken aircraft.” Now that my feet are
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rather our strengths. The Global Logistics Support Center (GLSC) recently stood up as a part of eLog21 (Expeditionary Logistics for the 21st Century), the Air Force-wide transformation campaign to improve our ability to meet new and evolving logistics needs. Back
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home, many of my friends and neighbors are finding their current positions in the ALC are being transitioned under GLSC. Most of them never considered themselves as loggies, but here they are now on the forefront of the USAF’s logistics transformation initiative.
However,
logisticians are not just confined to the Air Logistics Centers (ALCs) or DLA, they are everywhere.
COMING TOGETHER I never considered myself a “loggie.”
Now that I am
deployed and I have seen the world’s best logistics system in action, I realized that I DO play an integral role in supporting today’s critical combat logistics support operations. Bulkhead damage on a C-130. (Photo courtesy of Capt Michael Molesworth)
As a deployed engineer, my primary responsibility is to facilitate the expedient repair of aircraft or support equipment and to get it back into the fight. Although I am qualified
hours the part was milled and installed. Our aircraft was ready
to design and approve temporary Air Battle Damage Repairs
for flight. Thanks in large part, to our logistical ability to deliv-
(ABDR), our logistical capabilities currently allow us to perform
er and maintain tooling and equipment that you don’t see every
permanent depot-level maintenance in most instances.
day in a deployed environment, we were adequately equipped to do some of these repairs that normally require extensive depot
Sending an aircraft home for repair or imposing strict flight lim-
involvement.
itations for a temporary repair is the maintenance group’s worst nightmare. For instance, when one of our deployed C-130s had a severe bulkhead failure, we were faced with our very own nightmare. Supply confirmed what we feared most… there were no replacements parts in the AOR and stateside replacement materials would be long and coming. Armed with that piece of information, we determined our next course of action. We could recommend a one-time flight home, or get creative and try to fix it here. ative.
AIRMEN
A N D M E TA L It should come as no surprise to anyone that in today’s highly networked and interconnected battlespace, fundamentally we still rely on boots and bombs to dissuade the enemy. In my short time here, I have seen the fluidity in which we are able to get soldiers in, support them, and get them out.
We got cre-
Getting our soldiers into and out-of the
I took our metals
fight is often a critical yet unappreciat-
technician Airmen on a
ed aspect of combat operations.
scavenger hunt through
given day, I can look outside and see a
our small amount of stock
never ending stream of PAX busses
material. We flat-out got
going-to or coming-from the flight line,
lucky. We found some bar
picking up or dropping off their usually
stock aluminum.
After a
weary soldiers at an awaiting C-130 or
quick call to the System
C-17. I can only imagine the coordina-
Program Office (SPO) and
tion required between the Air Mobility
to the depot, we received
Division (AMD) and one of their sever-
approval to proceed and we
al aerial ports, transportation, and base
were in business. I quickly pulled up the part data, and within a couple of
Any
support activities. Soldiers load onto a C-17 for a mission into combat zone. (Photo courtesy of Capt Michael Molesworth)
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Not only does it require the soldiers and their equipment to be in the right place at the right time, but it also requires their airlift assets are in place and in top operating condition. That is asking a lot especially when you consider that Presidents Nixon and Ford were in office when the bulk of our aircraft were built.
Just imagine keeping a 1975 Pontiac
wagon (wood paneling and all) in a good enough condition to use it as your daily driver on that 6-
ER: NO MAINTENANCE BADGE… NO PROBLEM
hour round trip from Las Vegas to Los Angeles and back. This is what we ask our maintainers to do each and every day, often in 120°F heat and with limited resources. Of course, a little logistical help can go a long way in making this job easier. Case in point… recently an EC-130H returned from Flap damage on EC-130H. (Photo courtesy of Capt Michael Molesworth)
a mission with some fairly extensive trailing edge flap damage. Not even considering the possibility of a replacement of such a large item, I immediately
began to think of all the work involved with designing a
WE’RE
ALL
LOGGIES
I’ve been a logistician my whole Air Force career, I just didn’t
Temporary repair and coordinating with the depot and aircraft
know it. I’ll bet that neither the A-10 pilots flying a Close Air
SPO back home. This was going to require some serious sheet
Support missions nor the EC-130H crews flying electronic attack
metal/metals technician assistance and a lot of hours out on a
missions protecting convoys thought of themselves as logisticians
hot flight line.
either. Still, in a unique way they did contribute to the suc-
Instead, our Expeditionary Aircraft Maintenance Squadron
cessful logistical support of our in-theater fighting forces.
promptly swapped a flap from a less critical airframe to replace
Whether I am back home working with contractors to procure
the damaged one. A week later, after traveling buy truck and air
new A-10 wings, or I am deployed in the desert trying to fix an
from the US, supply worked their magic and delivered a new
aircraft cooling issue or troubleshoot a wiring problem, I have
flap. I would never have imagined an item that large could be
been continually providing essential logistical support to main-
delivered to a combat zone so quickly. A repair that would nor-
tain and enhance our forces in some way, shape, or form.
mally have required substantial effort on our part, or even depot level assistance, was accomplished painlessly thanks to these key
The challenges that you face when you are deployed provide an
logistical elements, preventing extensive down time for key air
opportunity to really think about, and witness, how your indi-
assets.
vidual contributions impact day-to-day operations. It may take a trip to the desert fixing aircraft on a 140 degree ramp, to real-
In the end, there were a lot of people that contributed to the fix
ize your role in supporting logistics operations, but it doesn’t
in numerous ways. From DLA back home, to the schedulers and
have to. No matter your AFSC or rank, if you reflect upon your
coordinators at AMD, and the pilots, navigators, and flight
individual contributions, even if they may seem far removed
crews, they all play a key and essential role in maintaining our
from in-theater operations, you might just see that you are a vital
global logistics footprint and keeping our aircraft available for
link in the worlds’ best logistical system and someday, someone
the daily Air Tasking Order. In a combat environment, this is
might even call you a Loggie.
where it all comes together. About the Author: Capt Michael Molesworth; AFCENT Depot Liaison Engineering Officer Deployed Location, Southwest Asia.
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Prepping the Joint Logistics Environment By Capt Darrin Lienhardt Today’s asymmetric war on terror requires that all services work together to combat our enemies and protect our nation’s freedoms; this teamwork is called working in a joint environment. For most service members, this unique and rewarding experience usually only comes when they deploy to the AOR. However, for the men and women of the 354th Logistics Readiness Squadron (LRS), working in a joint environment is part of their daily routine. Nestled just 20 miles east of Fairbanks, Alaska is the site of one of the biggest joint training environments within the Department of Defense. Surrounded by thousands of miles of barren land that encompasses rolling hills, mountains, forests, and rivers; Eielson AFB provides the perfect backdrop for aircrew and support personnel to practice joint combat training prior to
executing their real-world taskings in the combat AOR. The history of RED FLAG-Alaska (RF-A) began at Clark AB, Republic of the Philippines in 1976 when PACAF developed what was then called Cope Thunder (CT) exercises as a way to increase combat effectiveness and decrease combat losses. It was discovered during the Vietnam War that US fighter losses were most prevalent during the first eight to ten sorties. After that point, losses dropped dramatically as aircrew experience levels rose. CT provided that high threat, high pressure experience of their first eight to ten sorties in an environment that closely simulated actual war, therefore increasing their chances of survival in combat environments. On June 17, 1991 CT came to Eielson AFB and on March 31, 2006 then Chief of Staff of the US Air Force, General T. Michael Moseley, announced CT exercises held in Alaska would be renamed and enhanced to provide complementary training on the same level as the current RED FLAG exercises held at Nellis AFB and thus RF-A was born.
Staff Sgt. Termar Watson, 132nd Logistic Readiness Squadron, Des Moines Air National Guard, Iowa, works alongside Staff Sgt. Michael Iggiotti, not shown, French Air Force, to refuel several French Dassault M2000 Mirage during RED FLAG-Alaska 9-2 April 22, 2009, Eielson Air Force Base, Alaska. (U.S. Air Force Photo/Senior Airman Jonathan Snyder)
As with all great endeavors, it’s the hard work of support personnel working behind the scenes that ensure the overall success. This couldn’t be more true at Eielson AFB where the men and women of the 354 LRS work hand-in-hand with their sister services and multi-national allies to ensure deploying forces are bed-downed, aircraft are fueled, vital aircraft parts are available, vehicles are serviceable and ready for use, and when the exercise comes to an end, the redeployments of those forces are accomplished in a safe and timely manner. Months prior to the start of any RF-A exercise, all the players come together to meet at a planning conference to discuss how the exercise will be conducted. Time is set aside for operators go over the intricacies of flight operations; e.g., radio frequencies, munitions requirements, airspace, etc. For the logistics support function, this conference is a crucial time to educate the deploying units on what is required for a successful exercise. The 354 LRS sends experts from Logistics Plans, POL, Supply, and the Vehicle Operations flights that brief the upcoming requirements and identify any limiting factors that may affect the overall success of the exercise. The first step in this mammoth process is to arrange the movement of the deployed units personnel and cargo. Although this function is the responsibility of the deploying unit, the logistics planner is available to answer questions and provide advice throughout the course of the preparation period. Once units land, the 354 LRS Reception Function kicks into high gear and is the first face they see. Vehicle Operators provide the Material Handling Equipment (MHE) necessary to quickly move cargo to their new work centers, bus routes are implemented, members are in-processed and introduced to their new living quarters, and their jets receive fuel. RF-A exercises are designed to simulate a real-world deployed location which requires units to deploy all the support equipment and personnel necessary to conduct operations. Under this scenario the deployed support personnel work closely with supply experts from the 354 LRS to process critical Mission Capable (MICAP) spare parts requirements; while deployed POL personnel are integrated into the flight to accomplish the overall wing mission. For RF-A 09-1/2 (20 Apr – 1 May 09 and 12-26 Jun 09); USMC POL personnel, working closely with Eielson Airmen, performed a 42-point daily, weekly, and monthly inspection on 19 R-11/10 & R-12 flightline servicing vehicles, which directly contributed to the issuing of 6.7M gallons of jet fuel to 1376 aircraft with zero mission delays due to fuels support. Overcoming differences in terminology and in some cases procedures; Airmen and Marines displayed the
professionalism and subject matter expertise that’s expected from today’s American military professional. As deployed aircraft and the Eielson Aggressors begin to stream across the Alaskan sky heading to far away airspace to practice bomb runs and air-to-air combat maneuvers, logistics planners immediately get back to work to design the redeployment of forces. Working with their sister service counterparts, these experts develop the sequence of events and timeline that will guide the flow of cargo and passengers. They will ensure that the joint inspection is accomplished; load plans are accurate and will oversee the physical loading of the aircraft. For the log planner there is no quiet time, no lull in operational tempo; if they are not working directly with an ongoing exercise then they are planning and assisting the units for the next exercise. Working in a joint environment provides many benefits to all parties involved. Not only does it prepare members for combat operations, but it also provides the opportunity to learn new ways of conducting business and what to expect when they get to their deployed location in the AOR. RF-A provides an insight into what our sister service and multi-national partners bring to the fight and how they approach the mission. In addition, working in a joint environment gives all parties the chance to show how good they are at what they do. Competition breeds excellence and Airmen, Soldiers, Sailors, and Marines are proud of what they do and are eager to show it to their counterparts. The success of RF-A can be directly contributed to the 354th Logistics Readiness Squadron. Their outstanding support, direction, and leadership has made RF-A a huge success. Named “Best in PACAF” two years in a row and scoring an amazing 98.7% compliance rate during their 2009 Logistics Standardization and Evaluation Team (LSET) inspection—the highest rate ever awarded; is a testament to their abilities! About the Author: Captain Darrin Lienhardt is the Materiel Management Flight Commander, 354th Logistics Readiness Squadron. Captain Lienhardt is a prior enlisted aircraft mechanic and has served a total of 22 years. He returned home in late Mar 09 from a year long deployment to Iraq where he served as an advisor to the Iraqi Air Force. Working directly with Iraqi, US Army and Navy personnel, Captain Lienhardt understands the importance of joint operations and our necessity as a nation to work as a cohesive team. Significant contributor to this article was 2Lt Kimberly Curtis, OIC Customer Service Section, 354th Logistics Readiness Squadron. K
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AFSO21 Crosstalk GETTING MAINTAINERS TRAINED IS NO SMALL FEET AT SEYMOUR JOHNSON AFB
E R : A F S O 2 1 C R O S S TA L K
Submitted by 2dLt Matthew Getts (matthew.getts@seymourjohnson.af.mil) In May of 2009, 11 members of the 4th Maintenance Group met to improve and streamline the process of getting a maintainer, who is new to the F-15E, enough preliminary training to be able to start On-the-Job Training. Prior to this event, maintainers were underutilized, as they waited an average of 89-days for Initial Maintenance The training table, 4MXG, SJAFB. (USAF photo) Orientation (IMO). The solution was implementing the FEET program (Fire Extinguisher/Egress Training). This training package is now readily available, and once taken, the maintainers are productive within an average of 13 days after arriving on-station. Another concern was the growing IMO class backlog, measured by those waiting more than 60-days for training. Utilizing a myriad of AFSO21 tools, the team was able to set-up trigger points, increase the effectiveness in scheduling, and standardize training manager processes; which resulted in reducing the IMO backlog from 62 personnel to zero.
C-5 MSG-3…DOVER GOES DEPOT Submitted by MSgt Ken Jones (Kenneth.Jones4@dover.af.mil) C-5 isochronal scheduled maintenance is receiving a major facelift, transforming the isochronal inspection employing the Maintenance Steering Group (MSG-3) philosophy. The MSG-3 initiative focuses on preventive maintenance extending the depot cycle from 5 or 7 years to 9 years, by adding more tasks to 460-day isochronal inspections. The plan will require Dover’s High Velocity Regionalized Isochronal (HVRISO) to complete depot level structural repairs and landing gear refurbishment-adding over four thousand scheduled tasks, many of which are depot tasks and will be completed at base-level for the first time. Stewart Air National Guard Base recently conducted their MSG-3 planning for their minor ISOs. Representatives from Stewart joined forces with Team Dover during the RIE to build Dover’s “swim lane” and value stream map. The prototype MSG-3 at Dover for a C-5 major MSG-3 inspection is scheduled for August 2009. 76
TSgt Matthew Ende of the 436 MXS at Dover AFB identifies some key tasks on the MSG-3 "swim lane" during a recent RIE. Dover AFB is working to transition its current Isochronal inspection process to the new MSG-3 inspection process. (USAF photo)
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THREE-TIERED 6S MANAGEMENT AT 436 MXG DOVER AFB Submitted by MSgt Ken Jones (Kenneth.Jones4@dover.af.mil) The 436th Maintenance Group developed a 3-tiered 6S review process. Thirtyeight 6S boards, located throughout the MXG complex, are reviewed weekly by section supervisors, monthly by squadron commanders and quarterly by Group leaders. This three-tiered approach encourages involvement at all levels and displays “follow-up” from senior leaders. The audit checklist consists of items graded on a “compliant/non-compliant” scale. Because the checklist is used in both the production and administrative areas, there is also a nonapplicable option. The photo illustrates Dover’s 6S board. The upper left window contains a cleaning plan designed by each section to fit their specific needs. The upper right window is home to three 6S audit sheets. The bottom left window displays an action plan. The bottom right window displays a spider chart of the most current quarterly audit score as well as the running trend for that specific section. The highest quarterly score from each of the categories (production and administrative) receives a pizza party compliments of their leadership.
There are 38 6S boards across the 436th MXG. All with the same goal. the pursuit of sustained perfection. (USAF photo)
HAVE GUN, WILL TRAVEL Submitted by Maj Mike Allison, Maj Chad Holt, TSgt Eddy Rogers, 355th Aircraft Maintenance Squadron, Davis-Monthan AFB, AZ A cross-functional maintenance team analyzed the current removal and installation process for the GAU-8 gun system and determined this procedure required 187 steps and more than 120 hours to complete. During a Rapid Improvement Event (RIE), value stream mapping concluded that only 14 steps and 11 hours were value added-91% of this process was wasteful. Applying a few simple LEAN principles, such as work sequencing and waste reduction, our RIE developed a predictable process that anticipated demand and response between suppliers and customers. When completed, the future removal and SSgt Brian Marchand (left) and SrA James Richardson begin the enhanced removal and installation process will consist of 86 steps and a mere 38 installation process for the GAU-8 gun system at Davis-Monthan AFB, AZ. (USAF photo) hours--a dramatic 54% reduction in steps and an amazing 68% reduction in maintenance downtime. When extrapolated across the A-10 fleet, this single RIE has the potential to reduce Davis-Monthan’s flightline weapons personnel man-hours by approximately 75,000 and boost aircraft availability across the fleet by as much as 1.1% per year.
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DLA CUSTOMER RELATIONSHIP OFFICE, TINKER AFB (JOINT RIE IMPROVES ENGINE SUPPLY CHAIN) Submitted by Teri Gary (teri.gary@tinker.af.mil)
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The Air Force, DLA Supply Center Richmond and General Electric participated in a RIE focused on the F110 and TF34 engines which was hosted by OC-ALC. The RIE was designed to improve the connection between the aviation demand chain and the GE supply chain by analyzing current support structures and their capabilities while investigating ways to engage the supplier sooner when increased requirements are imminent. The team concluded GE should be involved in the forecasting/collaboration process earlier so they can advance-release materials pending contract award, thus reducing delivery lead times. The future state process that was developed during the RIE is scheduled for presentation to government and contractor Joint Steering Groups and Corporate Boards.
DSCR Green Belt facilitates discussion on process data.
CHARLESTON’S ARIAL PORT SQUADRON IS “CUSTOMER FOCUSED” Submitted by Mr. Jon Kidder, 437 APS MICAP Voice of the customer (VOC) is a key input for the setting of appropriate specifications for the new or improved product, service or process. In other words, it’s a highly useful “springboard” for product or process innovation. The 437th Aerial Port Squadron (APS) at Charleston AFB views VOC as an essential ingredient to assure success in our customer’s eyes and considers the heart of our Lean transformation efforts. A great example of this is illustrated in our recent MICAP Rapid Improvement Event (RIE) that analyzed and improved MICAP procedures. Cross-cutting Team Charleston MICAP Rapid Improvement TeamMembers. (USAF photo) This RIE not only affected multiple squadrons from the 437AW (APS, LRS, AMXS) but, it also focused attention on what’s important to the customer by inviting participation from TACC (GLSC, XOCL, and XOGS). By considering VOC, the team assured the new process ideally met everyone’s needs…with great results. These results are projected to reduce total annual MICAP parts processing time at Charleston by 50-60 days! Also, the future state process should ensure TACC gets the “right” information when it needs it. Next up, we’re planning to take a detailed look at ramp procedures and working MOG requirements. To focus attention on value targets, we again will consider VOC the engine that drives our improvement effort by inviting loadmasters to help assure success in our customer’s eyes.
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AFSO21: LEAN, MEAN, MAINTAINING MACHINES AT SEYMOUR JOHNSON AFB Submitted by 2dLt Matthew Getts (matthew.getts@seymourjohnson.af.mil) In any Air Force organization, awareness is essential for AFSO21 to fully take root and become an effectively used model of continuous process improvement. Many Airmen, both young and old, are unaware of the program or have misconceptions of AFSO21. Since Feb 09, the 4th Maintenance Group has launched an aggressive training program intended to spread awareness and to increase exposure to the great benefits of the program. On monthly training days, a one-hour class is taught by a trained facilitator to any interested Airman, regardless of rank or background. The training focuses on several key areas: Why Lt Matthew Getts provides initial AFSO21 training to 4 MXG newcomers. (USAF photo) we need AFSO21; LEAN concepts and principles; commonly used tools and practices; examples of successful AFSO21 events; and how each Airman can be proactive and make a difference. Furthermore, the 4th MXG ensures that every inbound member receives this training by incorporating it into Initial Maintenance Training (see FEET article). K
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Influencing Change through AFSO21 By 2LT Matt Larson As a brand new LT, you often wonder how you, with such limited experience, can help affect meaningful change. I’m not talking about the change that was your idea, and you “spearheaded” to crunch numbers--I’m talking about change that actually outlasts your tenure in that job. Enter stage left….AFSO21.
New pneumatic drills were procured to expedite panel install/removal on the F-16 canopy as a result of our AFSO21 event to replace the conventional speed handle reducing workload and install/removal time. (Photo by SMSgt Lisa Coleman)
Our AFSO21 event uncovered a new T.O. change for an newly approved structural inspection. The new inspection is less intrusive, and takes less time to accomplish cutting precious time out of the 36M Egress inspection. (Photo by SMSgt Lisa Coleman)
Before I was asked to be a part of this AFSO21 Value Stream Analysis (VSA), it seemed like the idea was just common sense. If it takes less time, money, or effort…then it’s obviously a good idea. However, we all know there is more to decision-making than that, so add feasibility, morale effects, support at all levels, a few bright Airmen, and throw some money towards implementation…and voila, you have the ingredients for a successful AFSO21 event. The event I volunteered for was dealing with something outside my comfort zone, which in the end proved to be a good thing. As a fairly new LT in the Equipment Maintenance Squadron (EMS), I didn’t know that much about the Component Maintenance Squadron (CMS) or the Egress section. I remembered from tech school that they deal with the ejection seats, and that was the extent of my knowledge…but not for long. The objective was to take a look at, and map out, the 36-month ejection seat and canopy inspection. The previous standard was a 3-day turn time scheduled with other bundled maintenance actions, and we were challenged to get it down to a 2-day turn time. At first, I was quite skeptical, but as the team leader I selected various ranks, career fields, and subject matter experts to help us dig into our AFSO21 event. At the start of the VSA we had 18 Airmen ranging from A1C to 2LT, and civilians in career fields ranging from life support to analysis. This helped me realize the magnitude of what we were about to participate in--considering our supervisors willingly committed $15K worth of man-hours to investigate this small process in our realm of maintenance practices.
Without going into too many mundane details, our week consisted of the following: mapping out the current state of the 36-month inspection; envisioning a limitless unbounded perfect world scenario; and then compromising to a future state where unnecessary steps were cut out and fresh ideas were introduced/implemented. The group dynamics flowed exactly as our “Team Building” model [Forming, Storming, Norming, & Performing] from ASBC described…even with the spirited discussion, we all felt good about what we had accomplished. You can’t make any progress until people argue just a bit, because then you know they actually care about what is being discussed. Throughout the week we took short field trips around base to put eyes-on various parts of the process, we were educated by our SMEs, and looked for future opportunities to change this inspection process/location to improve it. By using AFSO21’s guiding methods, we were able to stay on track; identify waste and the root causes behind it; plan for a better way to do things; put some money behind our decisions to help make things easier, faster, or more efficient; and created a plan for implementation/follow-up with appropriate POCs to ensure our work was not for naught. We also managed to shorten the Egress inspection time down to just about 2-days. At our out-brief, the Colonel never said anything was a bad idea, which is a key to creativity; made “just do it” decisions on the spot to put our plans into 82
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motion; and funded several items for Egress to help them do their job more easily. The fact that decisions were made right then and there in front of the Airmen was one of the most powerful things I’ve ever seen in my short AF career. In the last 5 minutes of that out-brief, 18 Airmen realized that their ideas and suggestions were heard, and they can affect change. One of the biggest complaints I’ve heard from young Airmen is that there are so many things that could be done better…if only their supervisor wouldn’t say “that’s just the way we do it here at...AFB.” AFSO21 is about a change of mindset. It starts at the top, and I can tell you that our upper leadership is fully engaged. But the objective is to get our young Airmen--with all their great ideas--on board to ensure that the AF recognizes those processes that need revision now and in the future. The AF will always try to save money, and manpower will always be short. Everyone will stay busy, and mission requirements will continue to rise as we continue to fly, fight, and win. AFSO21 is one of the answers to helping us achieve lethal combat sustainability at all times. It is important at war, but even more important for those working at home station supporting the mission with limited personnel. This AFSO21 event was not only educational for me as a maintenance officer, but opened my team’s eyes to things that can be fixed in their workplaces. Not every process needs an AFSO21 event; just needs a good idea and optimistic support up and down the chain of command. In the end, once all items were implemented, we saved the AF $149K each year. Was the $15K of manpower investment worth it for the week…absolutely. But more importantly, we planted that seed in all involved to ask the “5 WHYs,” and challenge existing procedures to help develop better ways to do things in the AF. About the Author: 2LT Matt Larson is the OIC of Maintenance Flight for 20 EMS responsible for Phase Inspections, the CANN dock, Wheel & Tire Shop, Transient Aircraft Section, and Crash Recovery. Shaw AFB, SC. K
Supporting the “Ultimate” Weapon System... with Subsistence
By Col Tammy E. Farrow WARNING – this is not an article about logistical support for aircraft, communications equipment, vehicles, or even missiles.
This is an article about logisticians supporting
America’s “Ultimate” Weapons System…the Warfighter…Soldiers, Marines, Sailors and Airmen. One of the most used military quotes, attributed to Napoleon Bonaparte, is "an army marches on its stomach." In the 21st century, this quote remains a relevant fact and challenge for logisticians.
At the Defense Supply Center Philadelphia (DSCP), the
Subsistence Supply Chain provides subsistence for all services in the Department of Defense - Army, Navy, Marine Corps and Air Force.
What is 'subsistence'? Subsistence
(Class I for you supply types) is beverage and food... from bottled water to fresh fruit and vegetables to steak to ice cream to military rations, such as Meals, Ready-To-Eat (MREs). All of us are familiar with the "chow hall" or Dining Facilities (DFACs) on military installations all over the world. Subsistence is bought and delivered to these military dining facilities through the DSCP Subsistence Prime Vendor program. These Prime Vendors are commercial food-service distributors that provide food to restaurants and grocery stores. DSCP works with 50 Prime Vendors all over the world to source and deliver food to military locations. All food items must comply with food safety and handling regulations as
COL John C. Smith, US Army Veterinary Corps is DSCP’s focal point for food safety, food defense, and quality assurance issues including the DOD Hazardous Food and Drug Recall Program. (Photo courtesy DSCP)
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directed by the Food and Drug Administration and the
special mission -- providing hot holiday meals to the Warfighter.
Department of Agriculture.
This Prime Vendor arrangement
An example of this type of mission occurred during the 2008
gives local dining facility managers greater flexibility in menus
holiday season. DSCP Subsistence provided 190,472 pounds of
and product selection, reduced spoilage and 24 to 48-hours lead
beef rib eye steak, 199,319 pounds of smoked whole turkey,
time for delivery. Currently, in Afghanistan and Iraq, there are
35,184 pounds of shrimp, 70,564 cans of cranberry sauce, 29,645
100 DFACs and 167 Mobile Kitchen Trailer sites serving
pounds of corn, and 29,932 assorted pies to troops in Iraq and
deployed troops hot meals every day.
Afghanistan.
What if your deployed location is an aircraft carrier in the
It's a massive logistical undertaking that is as
important to the mission and morale as bombs and bullets.
Mediterranean Sea? Once again, DSCP Subsistence, through
DSCP not only provides subsistence for our nation's Warfighters
the Subsistence Prime Vendor Program, ensures food can be
but also for people in great need when disaster strikes.
stocked aboard ship before getting underway.
Later in the
teams with other government agencies to provide humanitarian
deployment, the same Subsistence Prime Vendor arrangement
assistance and disaster relief here at home. During the 2008 hur-
provides for restocking non-perishable food and perishable food
ricane season, DSCP Subsistence provided over 30.5 million
during 6-month deployments. The Navy utilizes its Combat
meals (MREs and commercial meals) to support the victims of
Logistics Force (CLF) fleet of ships to shuttle numerous supply
Hurricanes Gustav and Ike.
commodities including Subsistence to deployed ships providing the same type of food troops enjoy on land. If a ship does visit a port of call, food can be restocked on-shore, also utilizing the Subsistence Prime Vendor relationship.
Through DSCP
Subsistence's efforts, while Navy ships are at sea -- Navy galleys (kitchens) are open 24/7 and bake fresh bread everyday for Sailors. What if your mission requires you to be in a remote location
DSCP
No matter what the Warfighter's service or duty station, DSCP Subsistence provides great food, great quality, great variety, ontime delivery, all over the world. As the Commander of the Defense Supply Center Philadelphia, Brigadier General Gustave F. Perna, USA says, "We provide the best product for the Warfighter and best value for the Service." Now that’s logistics!! About the Author: Col Tammy E. Farrow, USAF, Chief of Staff, Defense Supply Center Philadelphia, DSN 444-2303, COMM
such as a Forward Operating Base in Afghanistan or Iraq? DSCP
(215) 737-2303. Col Farrow a dual qualified officer as a mainte-
Subsistence contracts with industry experts to provide Military
nance officer and Logistics Readiness Officer.
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Rations as a hot meal alternative that are tailored, transportable, tasty, and timely.
MREs come in 24 varieties
including vegetarian, kosher, and cold-weather MREs all totaling about 1,250 calories each. First Strike Rations (FSRs) are new military rations developed for troops in the first 72-hours of deployment. Each ration is the equivalent of 3 meals with more carbohydrates, less packaging, and no preparation required.
Unitized Group Rations
(UGRs) is a third military ration option. Unlike MREs or FSRs that are packaged with one serving for one individual, UGRs are military rations for small military units of approximately 18 to 50 troops in remote locations with field kitchens. UGRs are packaged with self-heating technology, serving trays and utensils. Every Warfighter has experienced a holiday away from home.
Six months in advance, DSCP
Subsistence begins the logistics planning for a very
LCDR Paul DeMeyer, US Navy Supply Corps is DSCP’s Collective Customer Division Chief responsible for supporting the Services with Operational Rations, Produce, Food Service and Field Feeding Equipment. (Photo courtesy DSCP)
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Capt Bass displays the American Flag from the flight deck of a C130 in South West Asia. (Photo courtesy Capt Cynthia Bass)
Air Force Reserves: No Longer One Weekend A Month By Lt Col Darryl Frazier “It was hard to miss coaching my sons during baseball season, but it was worth the sacrifice,” said former college standout baseball player, Major Phil Tobin. Major Tobin is the Flight Commander for the Gold Aircraft Maintenance Unit at the Air Force Reserve’s 315th Maintenance Group (MXG) and a Network Service Manager for AT&T. He voluntarily deployed to Incirlik AB, Turkey, with less than two weeks notice when an active duty officer had to drop out….and only 3 days before his sons’ baseball season started. But this is just standard business for the 315th Maintenance Group, a reserve associate to the 437th Maintenance Group at Charleston Air Force Base, South Carolina. The first home of the C-17 Globemaster III, Charleston maintains 56 of the Air Force’s premier airlifters and is host to the largest reserve associate/active duty unit of its type. The 315 MXG has been a vital element in Charleston’s organizational structure since the first days of the C-17 program and
Capt Adams stands in front of the SC state flag on a bunker in Balad. (Photo courtesy Capt Taylor Adams)
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they continue to provide maintenance support today for the Global War on Terror (GWOT) operations. According to the group’s commander, Col James P. Joyce, “All of our officers have performed voluntary service in direct support of the GWOT and about 80% have been selected for deployments.” Capt Cindy Bass, a Program Manager for Schneider Logistics, and the Maintenance Flight Commander for the 315 MXS, had only been in the unit for 7 months when she volunteered for a deployment to Al Udeid AB, Qatar. While initially tasked to deploy as the 8th Expeditionary Air Mobility Squadron (EAMS) Flight Commander, she became the Operations Officer over the entire squadron and was responsible for all “back shop” support for six different air frames. (ERart-pics5 – Capt Bass and deployed maintainers stand on the flight line at Al Udeid) “I could not have asked for any better opportunity,” said Capt Bass. After 6 years on active duty between Schriever AFB, Ellsworth AFB, and McChord AFB, she joined the reserve unit at Charleston to be closer to her family in Columbia, SC. “This experience confirmed what a great decision it was for me to join the reserves after leaving active duty.” (ERart-pics3 - Capt Bass displays the American Flag from the flight deck of a C-130 in South West Asia) The reserve program is certainly no longer a 1-weekend a month/2-week a year program for a great number of citizen airmen. The average associate support member spends approximately 90 - 100 days per year on military duty in some status. “The amazing thing to me is that for the 803,245 man-days our folks have performed since the Terrorist Attacks of 9/11, not one has been anything other than voluntary,” said Col Joyce.
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Selected officers and enlisted members of the 315 MXG were mobilized immediately following 9/11 and many have performed additional active duty man-days at home station, as well as, at deployment locations throughout the AOR. Until very recently, the group regularly maintained at least 200 maintainers on active duty in some status supporting the mission. Major Kevin Eubanks was in the midst of deployment preparation when doctors discovered a growth on his daughter’s throat. Many tests were conducted to identify the growth, but a tumor could not be ruled out. His daughter underwent a last-minute operation to remove the growth which, thankfully, turned out to be non-cancerous. With the strong support of his wife and immediate family, as well as that of his 315th family, Kevin completed preparations and deployed to Al Udeid AB on schedule. As Chief of the Logistics Operations Division, Logistics Directorate, in the CENTAF’s deployed headquarters Combined Air and Space Operations Center (CAOC), Major Eubanks briefed the Combined Forces Air Component Commander (CFACC) daily on the aircraft maintenance status of over 500 US and Coalition aircraft spread throughout 22 AOR locations. His briefings served a vital role in the senior leadership team’s ability to develop combat plans and because of this Kevin was recognized with numerous awards for exceptional job performance.
Major Cade Gibson, 315th Maintenance Squadron Operations Officer and Assistant Solicitor for Newberry County, returned from his voluntary deployment to the 8th EAMS with a “whole new respect for human life.” Major Gibson’s personal involvement and direct coordination with the deployed Aeromedical Evacuation Squadron helped save the eyesight of a young Marine expeditiously returned to a medical facility to remove shrapnel from his face following the detonation of an Improvised Explosive Device.
Capt Bass and deployed maintainers stand on the flight line at Al Udeid. (Photo courtesy Capt Cynthia Bass)
“I owe a lot of thanks to God and all of those who supported my family and me during my deployment….and I am ready to go again, whenever needed,” said Major Eubanks. While originally slotted to deploy as a maintenance officer in the 8th EAMS, Major Eubanks was only informed of his “promotion” to the CAOC at the last minute. “That makes Kevin’s exceptional performance that much more meaningful,” said 315th Maintenance Squadron Commander, Lt Col Matt Grubb, who himself provided “backfill” support for the 437th Maintenance Group on several occasions. Lt Col Grubb, a Boeing Structural Production Supervisor at the corporation’s Macon, GA facility, performed several different positions for the 437 MXG. “I was just glad to help wherever our active duty hosts needed me-that’s what we train and prepare for in the 315 MXG,” added Lt Col Grubb. Lt Col Grubb’s outstanding job was recognized by his selection as the 315 AW nominee for the AMC Reserve Associate Maintenance Officer of the Year.
According to Major Gibson, “My part was very small in saving the eyesight of that Marine, but sacrifices big and small are a common occurrence for the officer corps of the 315 MXG.” When asked if he would do it again, Major Gibson quickly responded, “Absolutely.” In his civilian job, Major Gibson serves as the victim’s rights attorney for sexual assault crimes committed against women of his district. He notes that his reserve experiences are not just a part-time job, but usually “the most enjoyable part of my week.” He adds, “The folks of this unit are not just co-workers, but close friends as well.” Major Chris Hobbs, Operations Officer for the 315th Maintenance Operations Squadron, spent the last year “deployed” to United States Air Forces Central at Shaw AFB, SC, assigned to the Operations Directorate as their Air Advisory Continued on next page...
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ER: AIR FORCE RESERVES: NO LONGER ONE WEEKEND A MONTH
and Training Division’s logistics subject matter expert. “I could never have learned this much about joint operations without this deployment,” said Major Hobbs. He went on to say that, “This has been a great opportunity for me to step out of my normal role as a reserve maintenance officer.”
Capt Adams enjoys the first snowfall in Balad in an estimated 50 years. (Photo courtesy Capt Taylor Adams)
Prior to his most recent experiences at USAFCENT, Major Hobbs deployed twice in direct support of OEF/OIF operations. As one of the 315 MXG’s first officers to deploy following the 9/11 attacks in 2001, Major Hobbs led the initial maintenance capability stand-up with the 496th Air Base Squadron at Moron AB, Spain, and the 726th Air Mobility Squadron at Rhein Mein AB, Germany. He helped sustain the air mobility hub and spoke concept that supported the constant C-5, C-17 and C141 airflow in and out of Afghanistan during the early days of the war. In a second TDY, Major Hobbs initiated reserve officer deployments to the 8th EAMS, helping sustain OIF operations “downrange”. According to Maj Hobbs, “Although I missed my family and friends when I was away, I wouldn’t trade the experience for anything.” Major Hobbs also went an extra mile by putting his deployment experiences together into a briefing for his fellow 315 MXG officers. The briefing became a significant element of the group’s innovative Reserve Officer/Senior NCO Professional Development program. “It was the greatest life experience of my career,” exclaimed Capt Taylor Adams, 315 MXG’s Gold AMU Assistant Flight Commander and Automation Consultant for McNaughtonMcKay Electric Co. Capt Adams recently returned from a deployment to Balad Air Base, Iraq, where he shared in some of the most “bizarre experiences” of his career, such as the region’s “first snowfall in over 50 years.” He was commended for his “exceptional performance” through his selection as the 315 AW’s 2008 Junior Officer of the Year and AMC’s Reserve Associate Officer of the Year. (ERart-pics1 – Capt Adams enjoys the first snowfall in Balad in an estimated 50 years) Capt. Adams was served as the Commander of the 721st Air Mobility Operations Group Detachment 5. While at Balad, Capt. Adams oversaw 30 combat maintainers who ensured the safe launch of about 1,000 C-17 & C-5 missions, transporting 60,000 tons of cargo and 59,000 passengers – many of whom were wounded troops. He noted that he has “never grown so much professionally in such a short amount of time.” “It’s a whole different ballgame when you are there on the
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ground directing your small piece of the war and everything is running as smoothly as it does at home, even with the enemy shooting at you,” said Capt Adams. He hardly ever discusses his successful deployment, though, without noting the strong support group he had at home. His wife managed their two young children and a 60 hour a week job which, at times, was “likely more stressful than being in Iraq,” he added. Fortunately, she always had someone from the base, her civilian job or Capt Adams’ civilian employer calling to check on her, as well as, their family helping when they could. (ERart-pics2 – Capt Adams stands in front of the SC state flag on a bunker in Balad) When it comes to support from their civilian employers, the officers of the 315 MXG all shared terrific experiences, as well. “As manufacturer of this great air frame, the C-17, Boeing is very good about supporting my reserve association,” said Lt Col Grubb. “AT&T kept in touch with me during my deployment and ensured that I stayed in the loop on all important company happenings,” touted Major Tobin. Col Joyce commented, “As with all significant accomplishments in life, success only comes when everyone works towards the same goal.” This has certainly been the case with the deployment experiences of the group’s officers. All of the interviewed officers agreed that the “family environment and team work approach” of the 315 MXG provided for the perfect reserve experience. According to Col Joyce, “It’s all about supporting the mission.” About the Author: Lt Col Darryl Frazier, is the 315th Maintenance Group Deputy Commander at Charleston AFB SC. Lt Col Frazier has been a member of the 315 MXG since 1994 and associated with the C-17 program since 1991. Prior to that, he spent 8 years on active duty as an Aircraft Maintenance Officer at
2009
CONTROL OF JOINT LOGISTICS
command boundaries and joint operating areas. The JLE consists of
By Lt Col Kristina M. O’Brien In today’s expeditionary environment, Air Force logisticians often find themselves working side by side with joint, multinational (MN) and interagency partners. As the security environment continues to become more complex, logisticians, especially those working at the operational level, will be challenged with working and making decisions in a volatile, uncertain and ambiguous environment. Simultaneously, they will be coordinating with a variety of supporting partners providing different capabilities. As our focus becomes more joint, it is important Air Force logisticians understand the basic concepts behind the control of joint logistics and recent joint doctrinal changes driving efficient and effective use of limited logistic resources and capabilities within a theater of operation, or across theaters. This article will explain the joint logistics environment, describe the two logistics control options outlined in Joint Publication (JP) 4-0, Joint Logistics, and provide some examples for using these logistic control options in the future.
three components: the stakeholders (the Services, Defense Logistics Agency [DLA], United States Joint Forces Command as a force provider, and United States Transportation Command); the domains in which it exists (air, land, sea and space); and the policies, rules and processes that govern their planning and execution. Existing at the strategic, operational, and tactical levels of war, the JLE is a complex set of moving parts that require careful coordination between stakeholders, an appreciation for the domains and the operational boundaries between warfighters, and careful integration of the processes used to provide logistics support to assure unity of effort. In today’s complex operating environment, we operate with forces from other nations, with interagency, and other governmental and non-governmental organizations (NGO).
For logistics to
work efficiently and effectively, the logistic capabilities of all these organizations, as applicable, must be integrated, as they are all key stakeholders within the JLE. As mentioned above, integrating MN, interagency and other capabilities to achieve efficient and effective logistics may be difficult.
THE JOINT LOGISTICS ENVIRONMENT The Joint Logistics Environment (JLE) is a subset of the operational environment, an environment in which the US Armed Forces conduct simultaneous operations across multiple geographic combatant
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Coordinating and integrating processes under unity of command is critical for unity of effort.. Unity of effort is the coordination and cooperation toward common objectives, even if the participants are not necessarily part of the same Service, nation or organization. For
2009
logisticians, unity of effort includes the synchronization and inte-
Understanding how AF logistical capabilities support the mission
gration of logistic capabilities focused on the commander’s
help assure joint priorities are being observed and help attain
intent, and is extremely critical. To achieve unity of effort, logis-
unity of effort.
ticians must develop a clear understanding of how joint, MN, and interagency logistical processes work; know the roles and
CONTROL
responsibilities of the providers executing tasks in those process-
On paper this may sound simple, but how do logisticians actual-
es; and integrate the processes for the efficient delivery of logis-
ly integrate and potentially control all these disparate logistic
tic capabilities…not an easily accomplished task!
efforts to drive unity of effort?
In addition to unity of effort, achieving JLE-wide visibility is very important, as it helps assure joint priorities are being met and provides authoritative information enabling quick decisions. JLE-wide visibility assures access to logistic processes, resources, and requirements to gain the knowledge necessary to make effective decisions. Visibility enables the logistician to answer the
OF
JOINT LOGISTICS According to JP 4-0, the
Combatant Commander (CCDR) may elect to control logistics through his J-4 staff or through a subordinate logistics command. Regardless of the structure, the goal is to share information, providing visibility over available capabilities across the Services and other providers, then fuse and integrate these capabilities to drive unity of effort.
plaguing questions: “Where is it?” “How will it get there?” and
The J-4 staff, or often a subordinate joint force J-4 organization,
“When will it get there?”
is the CCDR’s primary staff organization responsible for inte-
Although much of the JLE discussion appears to involve the joint logistician and their role in coordinating and integrating various logistics capabilities, it is important AF logisticians understand the JLE and the goal to achieve unity of effort and visibility as well. Air Force logisticians working at the tactical or operational level within a theater provide logistic capabilities
grating logistics planning and execution in support of joint operations. This staff can support a wide range of operations, and may be expanded or tailored to provide support as required. For example, when movement control is a mission focus, the Joint Deployment Distribution Operations Center (JDDOC), a component of the staff, may be augmented with additional personnel
to the JLE—think transportation and convoy support, as well as Continued on next page...
information through information systems or other means.
A joint Army and Air Force team loads a 10-ton pallet aboard a C-130 Hercules aircraft at Bagram Airfield, Afghanistan. (U.S. Air Force photo/Staff Sgt. Michael B. Keller)
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to support the operation. If
supply
support
is
required, additional augmentation
from
DLA
could be requested to support the effort, or a robust operational
contracting
capability could be established, depending on the location and mission. A fusion cell may even be created to synchronize and integrate the multiple
JOINT LOGISTICS
the Services, MN, and
OF
and therefore,
ER: CONTROL
capabilities provided by
important AF logisticians
interagency partners, and to help realize unity of effort. Air Force logisticians may support the J-4 staff in a variety of ways, it is
Mexican army Gen. Guillermo Galván, right, secretary of national defense, is escorted down a line of troops for inspection during a full honors arrival ceremony welcoming him to the Pentagon July 30, 2009. (DoD photo by Mass Communication Specialist 1st Class Molly A. Burgess, U.S. Navy/Released)
realize how their specific capabilities support the overall mission.
In addition to using the J-4 staff to control logistics, the CCDR
ferent circumstances to maximize effectiveness, efficiency, and
may control joint logistics through a subordinate logistic organ-
unity of command. Their redefinition also includes researching
ization or command established to support a specific mission or
when to establish a joint logistics command could be most effec-
operation. In most circumstances, the logistics headquarters of a
tive, and the recommended chain of command alignment and
Service component will serve as the organization or command’s
structure.
headquarters, and will be augmented with joint, agency and
The concept of using an Army Theater Support Command
Service capabilities as needed to support the mission. This orga-
(TSC) as the base organization for a subordinate joint logistics
nizational option will generally be used for major or complex
command is also being explored. If used in this capacity, the
operations. Examples include a major theater redeployment or
TSC’s authorities must be specifically outlined by the CCDR,
large humanitarian relief effort. When exercising this option, as
and it would be augmented with the required joint, agency and
well as the staff option, the CCDR must specify the organiza-
Service capabilities to better integrate and control logistics. As
tion’s control and authorities, as well as outline it’s relationship
an example, the command could be established to coordinate
with the Service components.
and control the redeployment of large numbers of forces and
Currently, United States Joint Forces Command continues to
equipment from Iraq.
redefine logistics control.
This redefinition includes recom-
As another example, a joint logistics command could be estab-
mending the development of additional doctrine to further out-
lished to lead logistics support for a humanitarian relief operation
line the subordinate joint logistics command outlined above, and
after a typhoon causes devastating flooding in South East Asia.
recommending how the command could be organized under dif-
The command, established from the existing Service organization
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best aligned to coordinate and control logistic support, would be augmented with additional capabilities as needed; operational contract support and distribution could both be critical capabilities. The command would coordinate and control Service resources and capabilities to best support the operation, and could also coordinate and integrate the capabilities provided by our MN partners, as well as other government agencies (OGAs) and NGOs. Although these organizations do not fit within the command structure, eliciting cooperation to leverage their skills will enhance overall mission effectiveness and efficiency and could be very important to overall mission accomplishment. The opportunity for the Air Force to serve as the baseline organization for a joint logistics command is minimal. Why? The AF does not have an organization at the operational level to coordinate and control logistics, but AF logisticians should be prepared to provide support to a command in a variety of ways.
Logisticians already assigned to Air Force organizations within the theater, at
either the operational or tactical level, could present capabilities and tasked to augment the joint logistics command. Using the humanitarian mission described above as an example, AF loggies may be vital for coordinating distribution efforts, to include supporting an augmented JDDOC function, and supporting a variety of other capabilities. In today’s ever-changing operational environment, logisticians are challenged with supporting the mission while coordinating and synchronizing limited logistic resources and capabilities across the JLE. To aid in their ability to efficiently and effectively use these capabilities, CCDRs may choose to control logistics through an augmented J-4 staff or through a subordinate logistics command. No matter what the mission or theater of operation, Air Force logisticians will play an important role in supporting either of the control functions. In addition, they must be prepared to integrate and fuse capabilities provided by the Services, agencies and interagency partners, and also incorporate MN, OGA and NGO capabilities to achieve unity of effort Reference JP 4-0, Joint Logistics, 18 July 2008, for additional information on controlling joint logistics. About the Author: Lt Col Kristina M. O’Brien is the Chief, Strategy Branch, Knowledge Based Logistics Division, Joint Logistics Directorate J-4, The Joint Staff. She is the J-4 lead for Joint Logistics Education, as well as Joint Logistics Command and Control. K
The Exceptional Release A Professional Military Journal written by logisticians for logisticians The purpose of the Logistics Officer Association (LOA) is to enhance the military logistics profession. LOA provides an open forum to promote quality logistics support and logistic officer professional development. Policy on Written Submissions: The editor invites articles and other contributions on issues that support LOA’s purpose. Direct manuscripts, letters and other communications to: marta@loanational.org and editor@loanational.org. Deadlines: The 15th day of January, April, July, and October. Story Format: Double-spaced, typed and electronically submitted to marta@loanational.org. Photos & Graphics: Send individual electronic files (hi-res JPG, TIFF or EPS with type as outlines for ads) along with stories (as separate text files) and include cutlines/captions. All photos and ads should be at least 300 dpi or greater resolution. Submitter data: Should be typed at the end of the story file. Information included should be: Rank; full name; service; home mailing address; business name and address; business phone (DSN and commercial); email; three to five sentence biographical sketch; and a photo (as a separate file – see photos and graphics above). Editorial Policy: The editors reserve the right to edit all submissions for length, clarity and libel. All submissions become the property of LOA. Advertisement Formats: Each ad must be sent as a composite hi-res (300 dpi or greater) EPS file with fonts saved as outlines. Fullpage ads with bleeds should allow at least 3/8” bleeds. Ad rates visit: http://www.loanational.org/exceptional-release/advertising-rates.php Advertising Contact: Ms Marta Hannon, Managing Editor PO Box 2264 – Arlington, VA 22202 – email: marta@loanational.org – Phone 405-701-5457 Subscriptions: The ER is published quarterly and is available via membership in the Logistics Officer Association at the annual rate of $25. Access membership forms on the website at www.loanational.org.
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Flying Crew Chiefs– Ops Perspective: Worth Their Weight in Gold!
Ensures C-17 aircraft are prepared for flight; services engine oil, fuel, hydraulic systems, and aircraft tires and struts,
Accompanies/provides enroute maintenance support for flight crews as FCC during off-station missions,
Performs C-17 launch & recovery, ground handling, towing, and jacking operations on assigned/transient aircraft.
For example, on Sept 23, 2007 during an OEF contingency mission, Reach 6168 and crew downloaded 70K pounds of critical cargo, prepared the C-17A for departure, and began the Before Starting Engines checklist. This mission was on course for the perfect airland contingency mission: deliver precious GWOT cargo to the COCOM, quick turn and head back to Ramstein for more cargo. On this particular day the aircraft computers told the crew, while engines were running, it was Not Mission Capable—translation: Reach 6168 could not takeoff. Furthermore, the aircraft parameters indicated it was airborne when in fact, Reach 6168 was firmly on the ground taxiing to the number one takeoff position.
This does not even come close to the great work the FCCs perform. They in fact do so much more! The FCC is a vital member of the crew who gives the mission that extra confidence of success. In the no fail mobility world, the FCC is our best insurance to ensure mission execution!
Enter the Flying Crew Chief or affectionately referred to as “Chief!” The FCC is always on headset just in case something pops up. Immediately our FCC, TSgt Gabe Baca, was troubleshooting the problem and recommended we call our Boeing support team back at Dover AFB for an analysis and engineering disposition. In less than
By Lt Col Keith Thibodeaux The Duty Description on a 2009 Flying Crew Chief (FCC) Enlisted Performance Report job description read:
Above: SSgt Robert Paradis verifies the Upper and Lower Rudder bolts are secured with cotter pins prior to mission launch. (USAF photo)
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5 minutes, Justin Greener, Boeing Field Engineer, was relaying an analysis and probable cause to our FCC: bad right main gear proximity sensor. With the new C-17A technology, most systems are compartmentalized into plug and play boxes. As such, this particular bad sensor was swapped with another less critical sensor and the aircraft was returned to full functioning status. Objective achieved! Reach 6168 was able to depart a combat Area of Responsibility solely for the fact there was a FCC on board the aircraft—the mission continued. Unfortunately, there is no empirical data that compares mission success versus presence of a FCC as a crew member. However, if you ask any aircraft commander; each will always opt for having a FCC on board.
ing correct information, and time repairing the aircraft as prep items can be accomplished prior to a maintenance repair team’s arrival.
TSgt Mark Girty verifies the Anti-Skid system on aircraft properly after a major wiring harness change prior to mission launch.
FCCs do not just check the oil upon landing. They are valuable members of the team. Often, the success of a quick turn through the system depends on the FCC performing refueling operations while the crew downloads, uploads, and prepares the aircraft for departure. Many times if there are not maintenance functions to perform, you will find the FCC helping in whatever capacity he can to expedite the mission: from guarding the door, and helping passengers off the aircraft to assisting loadmasters with the cargo. The FCC is an indispensible member of the team and contributes to moving the mission!
The FCC is THE systems expert. He/she has the After troubleshooting the Aerial Delivery System Controller (ADSC), SSgt Robert knowledge, experience, We live in a no-fail Paradis completes an operational checkout of the cargo doors system during quickand trouble shooting tools turn. mobility world, where to thoroughly assess a malmoving the mission is function and provide guidparamount. When misance as to the disposition. Sometimes, as good as FCCs are, not sions can travel through the system on schedule we achieve all maintenance problems can be fixed. When this happens, the mobility perfection. The FCC is a vital piece to keeping minor FCC goes into specialist mode and becomes the on-scene com- maintenance problems that would otherwise cripple the aircraft mander (so to speak). They pass correct malfunction codes and from impeding the mission. FCCs are worth their weight in required part numbers directly to Air Mobility Command’s 618 gold! TACC/XOCL for faster processing. Better to have a systems About the Author: Lt Col Keith Thibodeaux was the Commander expert performing this function than untrained crew members. of the 3rd Airlift Squadron at Dover AFB and is the current 437th In total, regardless if the FCC could fix the problem or not, they Deputy Operations Group Commander, Charleston AFB. K save TIME. Time discovering the root cause problem, time pass-
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Focus on a President An Interview with Capt Redahlia Person Red in the desert at Ali Al Salem AB, Kuwait improving local relations by meeting a very friendly camel. (USAF photo Dover AFB)
Have you participated in any AFSO21 projects? If so, describe. I was the team leader for a Rapid Improvement Event to improve the process for the inspection of our Liquid Oxygen (LOX) Carts. The team found that we were over inspecting our LOX carts and eliminated 8 steps from the inspection process, shaving 120 hours off the total inspection process, and returned 4 maintainers back to the flightline. We also “6s-ed� the LOX barn to clearly define areas for: serviceable, non-serviceable, needs to be filled, thereby reducing the number of emergency fills. What leadership roles have you played in your local Dover LOA Chapter? I have served as Vice President and President of the chapter over the last year and a half, coordinating numerous meetings and events. What activities or projects has your LOA chapter completed lately? Each quarter we try to do a community service event, a social activity, and a Lean Trip. To date we have sorted food for the local food bank, spent a weekend working with Habitat for Humanity, and social events included a Chapter BBQ and FGO vs. CGO volleyball game. We have visited numerous local businesses such as a Wal-Mart distribution center, Harley-Davidson and BMW Production lines, as well as the Delta Engine Overhaul Production Line to see how these organizations used tools, such as Theory of Constraints and Lean Process, to streamline the organization and increase production. Have you deployed recently? If so, please elaborate. Red checking out Harley motorcycle during LOA Chapter Harley-Davidson Factory Tour in York, PA. (USAF photo Dover AFB)
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Between Jan - Jun 2008, I deployed to Ali Al Salem Air Base, Kuwait as a Maintenance Squadron Operations Officer to support
2009
a unit of 12 C-130s. While there, I was amazed at how effectively the Air Force used intra-airlift to not only transport supplies for the other branches, but to move our Warfighters in and out of the Area of Responsibility. Unlike fighter units, where the aircraft and people deploy as a unit, at Ali Al Salem, the aircraft and the maintainers came from 4 different MAJCOMs. It was great to see firsthand how a group of 250 people can come together to achieve a mission effectiveness rate of 98% during our rotation. Our next ER Winter edition has a theme of “Back to Basics” referencing maintenance discipline. As you complete your assignment in the 436 AMXS, what lessons learned do you have relative to maintenance discipline? I learned maintenance discipline has to be enforced at all levels, not just supervision. It first comes from the A1C doing an inspection correctly, and having the confidence to ask for help. It comes from the supervisor following up on the work of their subordinates...”trust but verify”. All maintainers, Airmen, NCOs, SNCOs, and officers need to do their part, look out for one another, and stop bad maintenance practices when you see it. When you give people the support they need to get the job done right, the first time, it increases the overall effectiveness of the unit.
VITAL STATISTICS Name:
Capt Redahlia Person
Hometown:
Raleigh, North Carolina
LOA Chapter: Airbridge LOA Chapter, Dover AFB College:
Howard University
Degree:
B.A. in History - 2003
Professional Military Education: Squadron Officer School - 2009 Aero Space Basic Course - 2004 Aircraft Maintenance and Munitions Officer Course - 2003
As you transfer to AFPC as a Maintenance Assignments Officer, what are your goals for that next step in your career? My first goal is to continue to the best job I can in my current assignment. I am a true believer that this is how I made it through Force Shaping and was selectively hired to my new position. Eventually, after leaving AFPC, I would like to go
Red as the President of Dover’s LOA Chapter on a AFSO 21 trip to the BMW plant in South Carolina. (USAF photo Dover AFB)
on a 365-day deployment as a Maintenance Operations Officer. What do you do in your free time? Right now my free times involves working on my Masters, but I love to watch movies and travel. I understand you LOVE the Pittsburgh Steelers…they’re your team. Do you think the mighty Steelers will get #7 this year? If the Steelers play like they did last year, I am sure they will repeat their victory from the 2008 season and add a 7th Super Bowl title to their record. GO STEELERS!!!! K
Capt Person reenlisting SrA Kinney on C-130 TDY at Ali Al Salem AB, Kuwait. (USAF photo Dover AFB)
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CGO Corner LET’S GO
TO THE
HOP
As I write this article, in the midst of the summer heat, I have decided to discuss a cooler topic—a vacation (of sorts) from the usual career-oriented dialogue we normally have each quarter. Do you long to travel to exotic places such as Tokyo, Singapore, Korea, Germany, Australia, Italy, or perhaps just travel from Travis AFB to San Antonio—your home town in Big Texas? Better yet, do you want to travel and still watch the budget? If any of these scenarios sound good, then I would like to re-familiarize or introduce you to the DoD’s Space Available Travel Program, commonly referred to as “Space A,” or “taking a hop.”
Capt Ernest Cage
ER: CGO CORNER
Before I go into detail about what you need to know to fly Space A, let’s talk about some of the benefits the program offers. First, Space A is exclusively all about you! The DoD has directed that military cargo aircraft be utilized to the fullest extent possible. Think of Space A as your very own commercial airline “for the military—by the military.” Second, and in my mind most importantly, it is inexpensive to fly Space A! Let’s do a comparison. A family of five needs to get to California from Andersen AFB, Guam. The average “conservative” commercial rate per ticket is $1,029. Multiply that by five and you can buy your kid his first car and put gas in it for an entire year! Did I mention that price was only one-way? On the other hand, if you opt to fly Space A, your total cost on most flights will be about $ 3.55 per person for a meal and that’s optional—you are welcome to bring your own snacks. As they say on the Master Card credit card commercials—Space A travel is “priceless.” Another perk of flying Space A is the security and peace of mind that comes with utilizing a military passenger terminal and flying some of the best maintained jets in the world. While I can’t guarantee you that all flights will depart exactly as scheduled 100% of the time, you can be assured that your kids will be safe in Air Force facilities. So what does it take to fly Space A? Surprisingly—depending on where you want to go—very little. In fact, for most destinations all you need are the same documents you would take on a commercial flight. The documents required to fly to most destinations include:
ACTIVE DUTY MEMBERS
Valid military ID card Leave authorization – uniformed members must be on leave prior to signing up for Space A Passport (for certain countries)
M I L I TA RY D E P E N D E N T S
Valid military ID card for travelers over 10 years of age Proof or citizenship (birth certificate or passport) to return to the US Mainland. Passport/Visa (to enter certain countries)
Now that you know what you need to fly Space A, the most obvious question is how do I sign-up? Well it is actually quite simple. Most passenger terminals offer three methods. 1.) Sign-up in person at the Passenger Service Counter. 2.) Fax in a completed AMC Form 140 to your local passenger terminal. This form can be found online very easily by using any major internet search engine such as Google or MSN. 3.) Visit your local passenger terminal online. Many Air Force Base websites have a link to the passenger terminal where you can find a plethora of information about the entire Space A process—to include baggage weight allowances and prohibited items. I highly recommend reviewing it prior to signing-up. The key to a successful Space A experience is proper planning. Give yourself plenty of time to travel in the event there are unexpected delays. Plan your route and know what amenities and accommodations each military terminal along your route has to offer. Please beware that not all locations offer the same services. Always have a “Plan B”—this includes having enough funds on-hand to purchase commercial airfare if necessary. Finally, keep a great attitude—you and your family will be fine. My challenge to each of you is to take the plunge and make it a family adventure—travel Space A! While there are never any
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guarantees, Space A is still the safest, most affordable, and friendliest ride in town. If you are willing to put a little work into planning your trip, quite literally—the world is at your fingertips. See you at the “hop!” Capt “Nest” Cage is a Logistics Readiness Officer currently serving as Executive Officer to the Commander, 76th Maintenance Wing, Tinker AFB, OK. Nest has been a staff writer for the Exceptional Release since 2006. He also currently serves as the President of the Crossroads Chapter. K
* * H E L P WA N T E D * * W E
A R E L O O K I N G F O R A PA S S I O N AT E
G O O D W R I T E R A N D WA N T TO H E L P S H A P E T H E L O G I S T I C S
INTERESTED
CGO CGO
T O J O I N T H E S T A F F.
IF
YOU’RE A
C O M M U N I T Y — T H E N W E WA N T Y O U !
APPLICANTS SHOULD SUBMIT A WRITING SAMPLE AND SQUADRON COMMANDER ENDORSE-
MENT LETTER TO
COL DENNIS DALEY
AT E D I T O R @ L O A N AT I O N A L . O R G
Col (ret) Ron Valine A message from Alison Valine, Ron’s daughter: My dad, Ron Valine, was in a serious car racing accident on Saturday, May 2, 2009. He was doing his qualifying rounds at Blackhawk Farms Raceway in South Beloit, IL (near Rockford, IL). As he was coming out of a turn, a wild turkey flew up on his right side and hit him right in the head. We presume he was knocked unconscious immediately because there was no sign of him trying to brake or avoid the wall...which he did. He hit the wall, did a 180 and hit the wall again. He was airlifted to the hospital in Rockford and has been in a coma since the accident. Other than the major brain injury and a bruise on his right cheek, you would think he was just sleeping. No other injuries occurred during the accident. Although at this point, we'd take him having every bone in his body broken in lieu of the coma and brain injury. We are taking every day as it comes and receiving every little, tiny movement as a gift. We can only hope that as time goes on that these little movements increase in the size of the movement and the frequency. Please think of him and pray for him daily and check back for updates. May God Bless you all for your continued love and support! – Alison
For updates on Ron please visit the website Alison created for Ron: http://www.caringbridge.org/visit/ronvaline
RON- WE
SEND OUR LOVE AND PRAYERS WISHING YOU CONTINUED PROGRESS TOWARD RECOVERY.
– THE
MEN AND WOMEN OF
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Chapter Crosstalk BLACKJACK CHAPTER UPDATE, NELLIS AFB, NV Submitted by Capt Kylene Ruth LOA 2009 – LAS VEGAS! It was a banner year for the Blackjack Chapter. Our senior leaders agreed to form a consolidated chapter with members from both Nellis and Creech AFBs. This exciting change enabled huge growth. Our local membership jumped 78% with monthly meeting participation booming from 12 to 21 people. We hosted three General Officers and one SES for mentorship sessions and awarded our first annual scholarship. Finally, we built and maintained a CoP located at: https://afkm.wpafb.af.mil/ASPs/CoP/ OpenCoP.asp?Filter=AC-LG-02-49. I would like to say thank you to all the local members for such a successful year. I know they will continue to grow LOA in the Las Vegas area. We look forward to seeing you in October at the RIO!
MOUNT VERNON CHAPTER - FORT BELVOIR, VA E R : C H A P T E R C R O S S TA L K
Submitted by Col Rich Schwing A group of 25 logistics officers from all Services and Civilians as well, got an indepth look at logistical challenges faced by Union and Confederate forces in the Civil War, during a recent staff ride to the Civil War battlefield at Manassas, Va. Sponsored by the Mount Vernon Chapter of the Logistics Officer Association, the May 15 staff ride focused on the First Battle of Bull Run, July 21, 1861.
Mount Vernon LOA Members at Bull Run Battlefield
A staff ride, traditionally an Army-centric leadership tool, uses a historical battle to achieve specific leadership objectives. Participants gain understanding of both the tactical fight and its application to present-day operations. The staff ride was led by Dr. Stephen Carney, from the Army Center of Military History. Carney has conducted 170 staff rides for various groups during his time at the center. Future Chapter activities include a briefing from the ExxonMobil VP of Engineering, another Staff Ride in the Fall, and trips to Smithsonian Museum facilities.
WASATCH WARRIOR CHAPTER - HILL AFB, UT Submitted by Maj Rich Boatman Since our last update we have been privileged to have some great speakers, host our annual golf tournament, and hand out some substantial scholarship cash. The first of our speakers was Brig Gen Thomas, Commander, Nuclear Weapons Center who framed the importance of what we do against the backdrop of recent events. The following month Brig Gen Busch, Commander, Defense Supply Center Richmond gave members a joint logistics perspective while educating everyone on DLA’s mission and organization. Our annual golf tournament saw 100+ participants and community/industry sponsors raise $4.8K for our scholarship fund. Thanks to Capt Joe Hyun and his committee for pulling it together. We elected new chapter officers. Congratulations to Capt Claudio Covacci (President), Ms. Joan Farnum (Civilian VP) and Capt John Groff (Treasurer) on your election.
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During our annual scholarship awards luncheon, we were honored to have former shuttle commander and vice president ATK Space Launch Systems, Charlie Precourt as our guest speaker. Mr. Precourt shared a logistics perspective of space flight while helping to hand out a record $5,500 in scholarships. Our scholarship winners were: SrA Andre Adorno-$1500, TSgt Kevin B Swann-$1250, SSgt Samuel Aldrich/SSgt Patrick B Meade-$1000 each and SrA Christopher D. Collins-$750.00. This luncheon wouldn’t have been possible without Lt Marc Meier’s committee. We also bid farewell to a staunch supporter of our chapter, Maj Gen Kathie Close. Thank you Gen Close for your mentorship and active support of our chapter.
RAZORBACK CHAPTER - LITTLE ROCK AFB, AR Submitted by Maj Tsoukatos Recently, the Razorback Chapter was fortunate enough to have a luncheon with Maj Gen Gregory Feest, the 19 AF/CC. The general shared some unique logistics insights from his AF experiences, including his current position as a NAF commander, and as the former AETC/A4/7. He took questions from the chapter, and discussed a variety of topics from loggie deployments, to UAV pilot training and its impact to the AF.
Little Rock LOA members posing with Maj Gen Feest in the “Prop” Room. From left to right: Maj Monnat, Maj Hansen, Lt Col McDonald, Col Hair, 1st Lt Kwarteng, Maj Kelley, 2d Lt Eubanks, Lt Col Haar, Maj Gen Feest (19 AF/CC), Col Weld, Maj Tsoukatos, Maj Robertson, Col Wilhite, Col Hyde (314 AW/CC)
We are also planning a professional development trip to Pine Bluff Arsenal. Pine Bluff is one of only six Army installations that stores and disposes some of the nation’s original chemical weapons. We look forward to a behind the scenes look at their logistics and materiel management processes.
NATIONAL CAPITAL REGION CHAPTER – WASHINGTON, DC Submitted by Lt Col Chris Erlewine The spring and summer of 2009 offered many great opportunities for National Capital Region Chapter members. Our highlight of the quarter began when the chapter chose the Honor Flight network for its community outreach efforts. The Honor Flight Network is a non-profit organization dedicated to transporting America’s veterans to Washington, D.C. to visit those memorials dedicated to honor their service and sacrifices. Our LOA members volunteer their time working in a hospitality tent and escorting veterans around the WWII Memorial grounds. Volunteering is a memorable experience and a fitting tribute to honor the sacrifices of our veterans. The chapter also elected new leadership: Lt Col Christine Erlewine (president), Ms. Lynn Arias (vice president), Maj Jason Branch (Chief Financial Officer), and Lt Col Dan Wuchenich (Chief Information Officer). We are fortunate to have outstanding senior leaders in our chapter. We bid fond farewell to Brig Gen Art Cameron as our Continued on next page... NCR Chapter members volunteer their time to work an Honor Flight event at the World War II Memorial.
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senior advisor but congratulate him on his retirement from the Air Force! We also welcome the leadership of Maj Gen Bob McMahon as our new senior advisor. The highlight of our membership education efforts was a chapter meeting that featured Mr Charlie Maguire from ExxonMobil as the guest speaker. Mr Maguire gave a presentation on the oil industry. He spoke about the world energy market, and talked about the factors behind the prices of fuel at the pump with crude oil cost accounting for the majority of fluctuations. He also spoke of the origin of oil used by the US, energy security, and the 2008 Hurricane response. It was a great presentation, enjoyed by all in attendance.
KITTY HAWK CHAPTER - SEYMOUR JOHNSON AFB, NC Submitted by 1Lt Jose O. Burgos
E R : C H A P T E R C R O S S TA L K
This month the Kitty Hawk Chapter got a chance to see one of our nation’s most successful businesses and gain knowledge from the Marines. The month started off with a visit from Marine Corps Capt Mike Malone and ended it with a visit to the Mount Olive Pickle factory. We had the distinct pleasure of hosting Marine Corps Captain Mike Malone at our monthly LOA luncheon in May. Capt Malone is part of a Marine Corps aviation maintenance team that inspects several Marine and Navy aircraft installations on the East Coast. He shared views on the processes, organizational structure, and ways of doing business in the Marine Corps. As Air Force loggies we were able to get insight and learn about other ways of managing logistics in a different military branch and environment. It was more than beneficial to have Capt Malone come and share his experiences as well as take him on a tour of our facilities and flightline. We also experienced a different side of logistics from the civilian sector. Mount Olive Pickles has been in business since the 1920’s and has now become our Nation’s #1 pickle producing company, surpassing Vlasic Pickles for the first time this past year. Mount Olive Pickles produces over 130 million pounds of pickles a year and we were excited to see just how they perfected the pickle process. We were able to watch the entire production process from receiving tons of cucumbers a day, to cutting, slicing, fermenting and the final packing of each jar of pickles. Each jar is packed by hand and individually labeled and inspected. Such a feat would not be possible without a steady processes and reliable and timely logistics. As a group we took away valuable knowledge on how the civilian sector monitors and responds to trends, shortfalls, and demands. We thank Capt Malone and all of the hard workers at the Mount Olive Pickle Factory for a great tour.
AIR BRIDGE CHAPTER - DOVER AFB, DE Submitted by Maj Ronald Betts It has truly been a busy quarter for the members of the Air Bridge Chapter at Dover AFB, Delaware. This quarter we sent members of the chapter to visit a BMW plant, took a look at some high velocity initiatives used by Delta Airlines, and even visited an F-22 production plant. Additionally, we had several members of our Chapter participate in a
Dover LOA members show off tail flashes they made to be given away to departing members of our MXG.
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Habitat for Humanity house build in downtown Dover, and we look forward to participating again in the near future. Finally, 12 members of our Chapter attended a tour of the Industrial College of the Armed Forces. LtCol Patrick Kumashiro, an ICAF instructor, provided a very thorough tour of the facility and the National Defense University at large. The focus of this visit was Supply Chain Management and integrated logistics systems. To top off the night, the group attended a Washington Nationals game versus the San Diego Padres. Finally, the Chapter gathered to make Dover tail flashes to be given away to departing members of our MXG. It was an employment of Lean processes at its finest! The final large event for the Chapter this quarter was the election and transfer to a new cadre of Chapter officers and the development of our goals for the upcoming year. It appears that this year will be just as jam-packed with development and social events as last year was. We are also making arrangements for the LOA Conference in October and look forward to what that event surely has in store for all of us!
LANGLEY CHAPTER – LANGLEY AFB, VA Submitted by Maj Anthony “AJ” Mims The Langley chapter has had two recent professional development opportunities. In June, we hosted Lt Gen Loren Reno, AF/A4/7, at a well-attended luncheon. Lt Gen Reno shared his top priorities, and stressed the need for us to perform our mission as logisticians with precision and reliability. Additionally, during the question and answer session, he did some “rumor control” concerning possible logistics officer career field mergers, and shared his thoughts on how the ARC contributes to the fight. In July, 13 chapter and family members had the opportunity to participate in a professional development visit to the USS Harry S. Truman, CVN-75. This “float- Lt Gen Reno addresses Langley LOA members at a well-attended luncheon. ing city”, based in Norfolk, is home to 3000 sailors in the ship’s company, and an additional 2000 when the Carrier Air Wing is embarked. The chapter visited the bridge, the hangar deck, flight deck and several other spaces, including the Truman Room. The Truman Room is dedicated to the ship’s namesake, and includes articles such as the President’s handwritten order to the Secretary of War to drop the atomic bomb, and the announcement recognizing the state of Israel. The pride and professionalism of our Navy brothers and sisters was very evident, and the crew embraces the “buck stops here” ethos. Members were also briefed on the underway replenishment process and other differences in how the Navy sustains operations at sea. Future chapter activities include conducting a local LOA scholarship competition, and hosting the new 735th SCMG commander at an upcoming meeting. K
Langley LOA members visit the USS Harry S. Truman.
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the AMC/A4R job when I get back in October...looking forward to a bit cooler weather!
Milestones COL HENRY “HANK” PANDES
WRITES:
MAJ UDUAK UDOAKA
Recently left Hanscom AFB, MA to take command at DCMA, Sunnyvale (Lockheed Martin). Good to be back in California.
COL MICHAEL PELLETIER
WRITES:
Recently moved to Robins AFB to take command of the 116th Maintenance Group (JSTARS) in the AF’’s only blended AD/ANG wing (116th Air Control Wing). Prior to taking command of the 116 MXG I enjoyed two fantastic years at the OCALC as the B-1 System Prog.
COL HERBERT PHILLIPS
WRITES:
Just took command of the 76th Commodities Maintenance Group at Tinker AFB after my 1 yr tour as the MXG/CC “at a base in Southwest Asia”. What a great tour...our Airmen are focused, well-trained, and perform admirably under some pretty harsh conditions.
LT COL WILLIAM CLARK
WRITES:
ER: MILESTONES
Relinquished command of the 4th LRS at Seymour Johnson and I’m now the Commander of the 732 ELRS at Joint Base Balad, Iraq.
COL FRANKLIN DOLCATER
WRITES:
After two years of running the B-1/B-52 PDM effort at Tinker I find myself at Edwards with the challenge of leading the 912th AMXS in support of a ton of test programs. If there is an aircraft maintenance heaven, this has to be it. I’’ve been blessed to have the opportunity to work with great people taking care of eight different weapons systems (T-38, F-16, C-17, C-130, KC-135, B1, B-52, and B-2) in 55 different configurations!
MAJ WILLIAM VILLEGAS II
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I completed an Air Staff tour in May and recently assumed command of the AF’’s only Vehicle Readiness Squadron at the 435 ABW, Ramstein AB Germany. Great to be back among our Combat Convoy Airmen and superb vehicle maintainers!
COL JOSEPH CODISPOTI
WRITES:
I retired on 13 May after 28+ wonderful years serving as an Air Force logistics officer. I am continuing my service as the Air Force logistics account manager for SRA International. I’ve been blessed with so many great associations with Air Force logisticians throughout the years and I look forward to keeping them active and vital in the years to come.
LT COL STEVE PETTERS
WRITES:
Finished ICAF...and man does my head hurt! PCS’’d 4 long miles back to the Pentagon where I’’m working as a Senior Analyst/SNACKO in OSD (P&R). If you’’re in the building look me up! stephen.petters@osd.mil
LT COL DENNIS DABNEY
WRITES:
I finished up my Air Staff and AF Legislative Liaison tour (3 great years) at the Pentagon and will attend Naval War College this summer. If you are up in Newport, RI drop me a line and we will have lobster and chowder waiting!
MAJ TRACE STEYAERT
WRITES:
Just finished and exciting year of AFIT. Next stop is at Whiteman AFB, Missouri to be the 509th Logistics Readiness Commander.
MR WILLIAM CLARK
WRITES:
Fellow loggies/friends…I quickly PCSed on 28 May 09 from the 982 MXS located at Sheppard AFB to take command of the 420 MUN at RAF Welford UK. This is the largest munitions stockpile is USAFE and happy to be a part of the mission. Our focus areas are agile combat support and global attack. For the former, we maintain serviceability of prepositioned munitions materiel handling equipment, conventional munitions stockpile, and capability to receive/beddown War Reserve Materiel munitions. And for the latter, we receive, bed-down and provide munitions to UTCs deployed to RAF Fairford in support of bomber units IAW operational plans and NATO taskings. Michelle and I are enjoying the warm UK weather and command is awesome. It is a wonderful feeling to know you are positively impacting the personnel and squadron. Onward and upward.
After returning to Wright-Patterson AFB from Al Asad AB, Iraq and spending 7 months in the ASC Acquisition Center of Excellence, I’m moving to the 303 AESG as the Deputy Chief of Acquisition Logistics.
COL PHILLIP FREDERICK
Have a submission for Milestones/On the Move? Simply log in to your LOA account and click on “Submit On The Move.”
WRITES:
Currently over at Joint Base Balad, but will be moving over to
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MAJ JOHN JOHNSON
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Moved 35 paces down the hall to take command of the 27th Aircraft Maintenance Squadron. We support MC-130W, AC130H and MQ-1 aircraft now with CV-22, MQ-9 and MC-130J aircraft on the way.
MAJ ANDY LEVIEN
WRITES:
After being the Dover LOA Chapter President for 2 years, the Air Force has moved me to WPAFB to get a MS in Logistics from AFIT.
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