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L ogistics O fficer A ssociation Professionals Shaping the Military Environment Executive Board President Col Tom Miller president@loanational.org Vice President Lt Col Kevin Sampels vicepres@loanational.org Chief Financial Officer Lt Col Jeff King treasurer@loanational.org Chief Information Officer Lt Col JD DuVall InfoOfficer@loanational.org Chief Operating Officer Ms. Krista Paternostro krista@loanational.org Membership Development Ms. Wendy Yonce membership@loanational.org Chapter Support Maj Camille LaDrew chaptersupport@loanational.org Executive Senior Advisor Lt Gen Judith Fedder Webmaster/Website Lt Col JD DuVall webmaster@loanational.org www.loanational.org T h e E x c ep t i o n a l Re l e a se Editor Lt Col Richard Fletcher editor@loanational.org Assistant Editor Col (ret) Mary H. Parker, 412 AMXS/MXAD assteditor@loanational.org ER Managing Editor/Publisher Marta Hannon marta@loanational.org ER Worldwide Staff Lt Col Michelle Hall, 43 LRS/CC Lt Col Paul Pethel, AFMC/A4US Maj James Dorn, AC SC Student Capt Timothy Dodson, 95 RS/LG Capt Dara Hobbs, AFSPC/A4RDX 1LT Scott Manno, OC -ALC/GKJLA Ms. Donna Parry, AF/A4/7PE Graphic Design MMagination LLC – Atlanta, GA www.mmagination.com LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 123 - Spring 2012
The Exceptional Release Spring 2012 - Contents FEATURES Special Section: A Tribute to Lieutenant General Leo Marquez, 1932-2011................. 11
The Accidental Logistician
By Colonel Tim Kirk................................................................................................. 12
A Tiger, a Pilot, and an Indian Chief
By Ms. Patricia Marquez-Knighten........................................................................... 16 industry partner
Focus on a LOA Industry Partner: CDO Technologies
By Ms. Mary Sanders...................................................................................................... 20 leadership
Focus on a CGO, First Lieutenant Jared Kleiman............................................................ 22 Focus on a LOA Chapter Leader, Captain Nicholas A. Lee.............................................. 24 21X Developmental Team Summary
By Lieutenant Colonel Christopher Holmes.................................................................. 30 EDUCATION
Preparing the Airmen that Get America to the Fight
By Mr. Rudy Becker........................................................................................................ 28 from the flightline
Merry Christmas from Guam
By Captain Francine Kwarteng....................................................................................... 32
Logistics Perspective: Nuclear Weapons-Related Materiel
By Captain Mieke D. Bruins........................................................................................... 34 expeditionary logistics
A View from the Top of Afghanistan
By Major Clifford N. Scruggs......................................................................................... 36
The Culture of Honduras and the Logistics Readiness Officer
By First Lieutenant Jennifer Reichle............................................................................... 40
AFGHANISTAN – Strategic Fuel Support Uncertainties Amid Political Quagmire
By Major Nick Moore.................................................................................................... 44 SUSTAINMENT
Technological Innovations in Organizations
By Colonel Bryan Harris................................................................................................ 48
Measuring Wing-Level Maintenance Performance
By Captain Steve Brown................................................................................................. 52
Mission Capable Replacement Metrics
By Captain Steven E. Trnka............................................................................................ 56
The Cost of Logistics: Sustaining Space A Travel
By Major John M. Klohr................................................................................................. 58 Continued on Page 2...
voices | President
President’s LOG(istics) Fellow Loggies, This edition of the Exceptional Release is a special one. First and foremost we recognize the passing of a great logistics leader who tirelessly worked both on active duty and after retirement to increase the effectiveness of Air Force logistics. Lt Gen Marquez elevated the recognition of our profession as the “jawbone” of America’s defense and we will always remember him. I would like to share with you a couple of thoughts about being a Joint Airman, many of which I learned from the great leaders I served with as the Maintenance Division Chief on the Joint Staff J4 and working extensively with the Army in Iraq and Afghanistan. When you go to serve in a joint organization do not check your Airmanship at Col Tom Miller the door. You must know your service and Air Force doctrine, not just logistics doctrine. Understand the command relationships within the air domain. Be able to discuss with your joint team members how the Combined Forces Air Component Commander applies airpower in the joint fight. As an Air Force officer, you will be asked Service-focused questions. If you have not given thought to Air Force doctrine, you will find the officers of other Services might know more than you do about it. Part II of your Airmanship is recognizing the strength of a true joint organization is that it weaves the attributes of Service cultures and competencies into a team that is greater than the sum of its parts. If that team does not come together, you are then part of a disparate organization with members from different Services. If that team does come together, you will understand why everyone talks about the potential of a joint Warfighting Table of Contents (Continued from Page 1) team. Airmen approach problem solving differently; agility and speed are hallmarks of airpower and Air Force logistics capaMajcom bilities. You will be valued by your joint boss for bringing skills Zero-Overpriced Program and knowledge to the table and benefit from being ready to By Ms. Julia Frisby............................................................................ 64 absorb the strengths of our joint partners. Finally, when you return from your joint assignment, you will view the Air Force a Mission Control Room: How the Warner Robins ALC Runs Operations little differently. You will transition quickly back into a familiar By Ms. Sherri Luck........................................................................... 66 culture that has shaped you for most of your professional career Global Mobility Command Authority but you will also bring back a joint perspective. At first you By Major Jason Okumura................................................................. 70 may not notice it, but you will find yourself asking questions about the broader impact of an initiative or particulars about Cocom/Joint Staff interactions with the other Services in the joint logistics enviLogistics Hub in the Homeland ronment. The beneficiaries will be the missions you direct and By Lieutenant Colonel Rich Fletcher............................................... 74 the people you lead after your joint experience.
Operational Contract Support: A Force Multiplier
Perspectives, Lt Gen Brooks L. Bash................................................... 8
Your LOA National Board is pursuing a number of initiatives to better meet the needs of our membership. Lt Col Stephanie Halcrow has structured a professional development program to compliment and support HAF A4L’s mission to develop the force. Col Dennis Dabney is shaping this year’s conference to meet the needs of our changing environment through training and education and syncing up other activities that will occur at the conference versus the need for multiple TDYs. By the printing of this article we will have had the first worldwide collaborative virtual meeting with the National Board and all nine regional directors from around the globe…online. That is a great deal of engagement by a volunteer team. What great leaders we have in LOA and what a privilege it is to serve with them.
By Lieutenant General (ret) Loren Reno.......................................... 26
V/R,
Chapter CrossTalk......................................................................... 81
Col Tom Miller, President LOA National
By Mr. Lee R. Tate........................................................................... 76
A Joint Force and Logistics Priority: Joint Petroleum Seminar
By Ms. Irene Smith........................................................................... 78 VOICES
President’s LOG(istics), Col Tom Miller, President LOA National..... 2 Meet Your LOA Regional Directors..................................................... 3
Editor’s Debrief, Lt Col Richard Fletcher........................................... 5 From the E-Ring, Lt Gen Judy Fedder............................................... 6
SES Speaks, Ms. Barbara A. Sisson .................................................... 7 Final Thoughts on Logistics and Service to the Nation
AFSO21 Chapter CrossTalk........................................................... 80
2 | The Exceptional Release | SPRING 2012
Tom And Your LOA National Board
voices | LOA regional directors
Meet Your LOA Regional Directors Last ER we told you the LOA National Executive Board had appointed nine new Regional Directors to serve as a liaison and conduit between the National Board and the local chapters within their respective regions. These nine LOA leaders were selected following an extensive nomination process within the local chapter community.
Region 3: North Central Region
With almost 80 local chapters around the globe, LOA is proud of its grassroots community and is pleased to see engagement and support for LOA by its local chapters, both small and large. However, with the strategic focus of the LOA organization broadening, the LOA National Board has endeavored to provide more visible and consistent support to local chapters by creating a new level of leadership and guidance.
Number of LOA Chapters within this region: 7
Please take a moment to read a brief profile of each of our new regional directors:
Region 1: Western Region Major Wendy Enderle
Ms. Jodie Johnson-Micks Current Position: Sr Logistics Analyst & Sr Technical Trainer for Lockheed Martin
Prior to being hired by Lockheed Martin, Jodie retired from the Air Force after a distinguished career and 27 years of faithful service. During her time in the Air Force, she served in a multitude of logistics capacities as an Air Transportation Specialist, Transportation Officer and Logistics Readiness Officer. She is an avid member of LOA, both as a member and past president.
Region 4: South Central Region Ms. Rebecca Westlake
Current Position: Commander of the 92nd Maintenance Operations Squadron at Fairchild Air Force Base, WA.
Current Position: Director, Non-Appropriated Fund (NAF) Transformation and Manager, NAF Financial Management Service Center, HQ Air Force Services Agency, San Antonio, TX.
Number of LOA Chapters within this region: 7
Number of LOA Chapters within this region: 8
Maj Enderle was commissioned through the Air Force Reserve Officer Training Corps at Washington State University in May 2000 as a Distinguished Graduate. Major Enderle has held a variety of jobs in maintenance, logistics, and protocol and has also been assigned to various jobs at squadron, group, wing, and depot levels. She has been involved with LOA since 2000 and is currently a member of the Fairchild Inland Empire Chapter. Prior to becoming the Western Regional Director, Major Enderle was the Tinker Crossroads Chapter President in 2009-2010.
Ms Westlake Ms. Westlake entered civil service with the Air Force in 1988. Her assignments have included four tours at WPAFB in Education and Training, Command War Reserve Material Officer, AF DLA Liaison and Chief of A4 Transformation. She has served at Osan AB twice as Chief of Logistics Programs for 7AF and Deputy Mission Support Group Commander. While at Headquarters AF she was Chief of Wholesale Logistics. She is a graduate of Air Command and Staff College in 1997 and Air War College in 2007. Prior to her current assignment she was deployed to the CENTCOM Deployment and Distribution Operations Center in Kuwait as the Chief of Analysis and Integration.
Region 2: Mountain Region Colonel Patrick T. Kumashiro Current Position: Commander of the 309th Aerospace Maintenance and Regeneration Group (309 AMARG), Davis-Monthan Air Force Base, AZ.
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Number of LOA Chapters within this region: 9 Colonel Kumashiro entered the Air Force in 1989 earning his commission as a graduate of Officer Training School. He has commanded three squadrons, served in a variety of aircraft maintenance, munitions, and logistics assignments at the squadron, wing, major command, Air Staff, and joint level. Additionally, Colonel Kumashiro has previously deployed as the 332 Expeditionary Maintenance Group Deputy Commander at Joint Base Balad, Iraq. Prior to his current assignment, Colonel Kumashiro was the Director, Supply Chain Management Program at the Industrial College of the Armed Forces, National Defense University. 3 | The Exceptional Release | SPRING 2012
VOICES | Story Name
Your LOA Regional Directors (Continued)
Region 5: North Eastern Region
Region 8: Pacific Region
Lieutenant Colonel Lawrence “Ley” Havird
Lt Col Tim Gillaspie
Current Position: Student, Naval War College
Current Position: Commander, 773th Logistics Readiness Squadron, 673th Air Base Wing, Joint Base Elmendorf Richardson, AK.
Number of LOA Chapters within this region: 7 Lt Col Havird is a 1990 graduate of the Virginia Military Institute where he received his commission under the ROTC program. Prior to his current assignment he was the Deputy Commander, 60th Maintenance Group, Travis AFB, CA
Number of LOA Chapters within this region: 8
Current Position: Chief of the Maintenance Division, Directorate of Logistics, Headquarters Air Force Special Operations Command.
Lt Col Gillaspie has had 10 assignments including 2 squadron commands. He has been a LOA Chapter President 3 times and LOA Chapter Vice President twice. He has also worked on the LOA National Conference Committee. The 773th Logistics Readiness Squadron provides deployment, personal property, passenger travel, freight, combat mobility, supply, and vehicle operations to 3 wings, 2 combat brigades, 140 tenant units, 19 geographically separated units, United States Alaska Command, United States Army Alaska, Alaska National Guard, and Eleventh Air Force.
Number of LOA Chapters within this region: 12
Region 9: AOR Region
Previous Experience: Colonel Smiedendorf is a career logistician with numerous assignments as an aircraft maintenance officer at the squadron, group, MAJCOM and Air Staff level along with a career broadening tour as a transportation officer in an aerial port squadron. He also served on the Secretary of the Air Force and Chief of Staff of the Air Force Executive Action Group as the Chief of Logistics. His aircraft experience has been with air mobility, special operations and bomber platforms. He commanded two maintenance squadrons at Fairchild AFB, WA and was Commander, 62nd Maintenance Group, McChord AFB, WA.
Mr. Jim Marsh
Region 6: South Eastern Region Colonel Tracy A. Smiedendorf
Region 7: European Region Colonel Marcus F. Novak Current Position: Chief, Nuclear Operations, Headquarters United States Air Forces in Europe, Ramstein Air Base, Germany Number of LOA Chapters within this region: 4 Colonel Novak entered the Air Force in 1986 as a graduate of the University of South Florida AFROTC program. Upon receiving his commission, he attended the Munitions Maintenance Officer Course and received his first assignment in Strategic Air Command. His assignments have included duties working in both aircraft and munitions maintenance. Colonel Novak has led maintenance actions during numerous contingency deployments and has served in various headquarter staff positions to include Headquarters United States Air Forces in Europe, Air Force Materiel Command, Air Force Personnel Center, Air Staff, and the Joint Staff. He has commanded three maintenance squadrons and a maintenance group. His weapons system experience includes F-15C/D/E, F-16C, and HH-60G aircraft. Colonel Novak also has Nuclear Command & Control and Nuclear Munitions Maintenance experience with a variety of delivery systems.
4 | The Exceptional Release | SPRING 2012
Current Position: Acquisition Logistics and Program Manager Number of LOA Chapters within this region: 5 Mr. Marsh is currently deployed to Kandahar, Afghanistan as the Blue Devil Airfield Operations Manager in his AF reserve service. He is a government civilian at Wright Patterson AFB serving in AFMC/A4DC as a Depot Source of Repair Manager. He is also a Major in the Air Force Reserves assigned to the 414th Fighter Squadron Seymour Johnson AFB, NC where he serves as the Operations officer for the 414th Fighter Squadron a Total Force Integration program with the 333rd Fighter Squadron. Mr. Marsh entered the military starting with the US Navy in 1989 and has served on 5 aircraft carriers. He is a 1997 graduate of Michigan State University’s ROTC program and a career aircraft maintainer. He has been deployed to Al Udeid serving as the CAOC’s executive officer and to Kandahar Air Field working on a joint JIEDO/ AFRL advanced ISR demonstration. He has served at the squadron, group and headquarters levels leading maintenance production and maintenance management operations. He is a lifetime member of the National Logistics Officers Association previous Vice President of the Wright Brothers LOA. K
voices | editor
EDITOR
Editor’s Debrief Fellow Loggies, By now you are well aware of the passing of Lt Gen Leo Marquez. A man of his stature requires no introduction; his legend is perhaps unmatched in the USAF logistics world. The mere fact the Air Force named a logistics award in his name should remind us all of the pioneering and legendary impacts he had on our logistics community. Gen Marquez was quoted in the September 1987 edition of the Exceptional Release:
“‘Cost effectiveness’ is a very useful and important way of looking at combat capability, especially in view of limited
national resources. But somewhere along the way, we forgot about ‘effectiveness’ by focusing on the cost. Somewhere the
Lt Col Richard Fletcher
distinction between ‘efficiency’ and ‘effectiveness’ got lost. We must refocus our vision to clearly see how we can be effective under the stress of battle.”
Truly a visionary...here we are, the collective logistics community, addressing the very same challenges Gen Marquez referred to 24+ years ago. Gen Marquez...thank you for your legacy--Logistics Airmen striving to meet combat capability as effective and efficient as possible.
As you delve into this edition of the ER, you will find a tribute to Gen Marquez from a number of authors. Lt Gen Fedder comments on the impact of Lt Gen Marquez on the Air Force and the logistics community. Colonel Tim Kirk authored “The Accidental Logistician.” This article gives us a
short biographical sketch of Gen Marquez and relates some of the challenges he confronted. Much of his article presented a condensed version of his thesis written while a student at the School of Advanced Air and Space Studies. Simply put...Col Kirk’s thesis, “The Marquez Way: The Hunt for the Wonderful One-Hoss Shay,” is an awesome paper that provides insight into the life of Gen Marquez, not just the General, but also the New
Mexico farmer, the father, and the pilot. The article can be accessed at the LOA website: https://www.loanational.org. The most emotional tribute is by Gen Marquez’ daughter, Patricia Marquez-Knighten. She shares more than just the maintenance officer we all know him by. She tells us about the joker, the father, and the human-side of “Cochise.” I encourage you to read all three articles.
Whether we realize it or not, we are joint Airmen. We are members of a distinct team of Americans who serve in our nation’s armed forces. In this edition of the ER, you will find a number of articles dedicated to highlighting the roles, responsibilities, and the impacts of our logistics profes-
sionals. Ms. Barbara Sisson, AETC A4/7, shares her thoughts on Airmen (civilians included) in the joint fight. Maj Moore describes the logistical and political challenges of sustaining the force in Afghanistan, while Maj Scruggs reminds us to expect the unexpected as a deployed Airman in
Afghanistan. Ms. Irene Smith from DLA shares some Joint Staff initiatives on Joint Petroleum, and Mr. Tate highlights the benefits and challenges
of Operational Contracting Support. “Logistics Hub in the Homeland” describes the USNORTHCOM intent to leverage the installations nearest an incident area to provide sustain to operational forces.
Finally, we have a number of articles focused on a variety of topics to include maintenance metrics, nuclear weapons-related materiel, Space A travel, and global mobility. As always, we have our focus articles on a Chapter Leader and a CGO. Both Airmen recently returned from deployments
fighting hand-in-hand with our joint partners.
Our next edition will focus on Space and Cyberspace logistics. Hope to see a few articles from our Space and Cyber loggies. Here’s to a new year... let’s keep Logistics the “Jawbone.”
V/R,
Fletch
Lt Col Richard Fletcher and your ER Worldwide Staff
5 | The Exceptional Release | SPRING 2012
VOICES | E-Ring
From the E-Ring Saying Goodbye to a Great Man, Great Leader, Great Logistician We have all served with Airmen who have made a difference…individual Airmen who have mentored, coached, counseled, and had a personal impact on how we developed professionally. We remember them. But there are also
Lt Gen Judy Fedder
those who made a difference to us as a collective group of Airmen and logistics professionals. Someone like Lieutenant General Leo Marquez. His passing reminds us of the power of one Airman to charge, change, and lead our Air Force by doing things that matter to individuals and to a community. We share the legacy that General Marquez leaves, and honor the impact he had on us in our annual Lt Gen Leo Marquez Award, recognizing base-level military and civil service aircraft, munitions, and missile maintenance personnel who perform hands-on maintenance or manage a maintenance function. His contribution to us and to the Air Force will have a long and lasting footprint. As a logistician, General Marquez culminated his 33 year Air Force career as the Deputy Chief of Staff for Logistics and Engineering, the predecessor position to the current Deputy Chief of Staff for Logistics, Installations, and Mission Support. While he is affectionately known as “The Godfather of Maintenance,” his ideas and programs significantly shaped logistics as a whole and defined combat logistics theories. His integrity, intellectual inquisitiveness and commitment not only to improvement, but also to the people are the basis for many of the processes and programs we have today. His vision was the foundation for “Reliability and Maintainability 2000” which involved several Rivet programs for improvements in acquisition, maintenance training, maintenance manpower, and long-range planning. He established the enduring mindset and training of combat munitions through the Air Force Combat Ammunition Center. AFCOMAC ensures a continuous pool of munitions professionals poised and ready for combat operations…IYAAYAS! He was, throughout his career, committed to improving how we did business and committed to preparing logisticians for combat – further entrenching his view that logistics is the “jawbone” of combat airpower. While we, as logisticians, looked up to him as an Air Force leader, he was also a committed family man and friend. Stella, his wife of 57 years, five children, three grandchildren, and a vast number of friends throughout the world, and in his home state of New Mexico saw him through different eyes. But like us, they saw his sense of humor, his drive, and his deep love of Airmen. The many attributes of General Marquez so poetically come together in the visible symbol that he fought for—the aircraft maintenance badge. As we say goodbye, let’s think of the badge as a symbol of his legacy to us—maintenance, people, and heart. It is a lasting tribute to his commitment to the profession of maintenance and the broader logistics community, and how he lived his life to serve his family, friends, and fellow Airmen. I ask that each of you who wear the maintenance and munitions badge or the logistics badge to appreciate the significance of the silver metal piece worn over your heart. It represents our profession as logisticians, and stands as a poignant reminder of a great man, great leader, great logistician—Lt Gen Leo Marquez. Lt Gen Judy Fedder Deputy Chief of Staff for Logistics, Installations and Mission Support Headquarters U.S. Air Force, Washington, D.C.
6 | The Exceptional Release | SPRING 2012
voices | SES
SES Speaks What’s Joint Got to Do With It? Over the past 32 years, I’ve had the privilege of serving in, or supporting every Service, multiple Combatant Commands and Federal Government Agencies as well as the private sector. This has given me a unique perspective on the joys and challenges of being Joint. It’s clear to me that the key to our success as an Air Force and as individual Airmen logisticians in this ever-changing world is not only our technical expertise, but also our ability to adapt and Ms. Barbara A. Sisson excel at every level no matter where or when we’re called to serve. So, what’s Joint got to do with it? Plenty! Today’s Airmen are valued members of the Joint team. Our unique core competencies of global reach and global strike, in addition to rapid mobility and airfield operations allow us to partner with our sister services to meet the needs of Combatant Commanders. We don’t even need to go back 30 years to find a time when it was rare for Airmen logisticians to serve in an expeditionary fashion alongside our sister service partners. Twenty-plus years of conflict have done what no legislation could…made Airmen more Joint. While tooting our own horn is not one of our strong suits, let’s celebrate the valiant efforts of our Airmen logisticians not just on the battlefield, but also in support of humanitarian operations in far-flung locations such as Haiti, Pakistan, and Japan. While two decades of experience brought the Services closer together operationally, the current fiscal challenges provide an unprecedented opportunity to refine and even transform strategic-level common support processes. Airman logisticians will surely be at the forefront of these efforts. As the contribution of logistics to Joint operations continues to evolve, the role of our government civilian logisticians has also grown. Deployed around the globe, you’ll find these Airmen providing critical skill sets to enable the fight. For example, civilian dispatchers daily bring their special mix of knowledge and expertise to bear in support of Air Mobility Command’s Tanker Airlift Control Center mission. We count on our government civilian logisticians to provide much needed continuity at OCONUS locations such as Japan and Korea--continuity that sustains the Joint mission. The point of reference for today’s Airmen logistician is a high operations tempo, expeditionary Air Force. As we draw down overseas, how will our Service maintain its “combat edge”? Will we continue to place a high priority on Jointness? Our Services have sometimes struggled with the transition to in-garrison operations from contingencies. Military and civilian Airmen logisticians will be called upon to continue to demonstrate adaptability, innovativeness, and versatility. When it “works”, the Joint environment is a beautiful thing. Being part of a focused, high performing Joint team can be more fun than a “barrel of monkeys.” As Airmen, we contribute our advanced technology and reliable, competent professionalism. Sailors bring their methodical yet inventive problem-solving approaches. Soldiers contribute their force of will, size and valuable historical lessons-learned, while Marines embody a fierce fighting force of nature and expeditionary confidence. Some of the greatest opportunities for the professional development of Airmen logisticians lie in the nexus of common Joint Service interests. What better way to realize true Airmen pride than by first-hand experience in our distinctive role and identity as Joint warriors. As Lt Gen David “Goldie” Goldfein (AFCENT/CC) reported to AF Senior leaders on the occasion of the cessation of air operations in Iraq, over the past 21 years, we’ve: Generated over 500,000 sorties [of ] top cover for the joint team…[We] elevated responsive Airpower to a new level…routinely arriving overhead in less than 9 minutes from the moment Joint Terminal Air Controllers called for fires…in countries larger than the great state of Texas. Mobility crews moved over 2 million short tons of cargo and 4.5 million passengers [often] as…the only secure means of resourcing the mission and mastered the art of life-saving aerial delivery. Our engineers opened 206 operating locations and then closed them all ahead of schedule. Ammo troops built, delivered, and loaded tens of thousands of munitions delivered with unprecedented precision and success. Every hour of every day and night our defenders stood guard, accumulating over 183,000 hours as our sentinels. All of this while our Airmen led convoys…negotiated with tribal leaders, trained and mentored their Iraqi counterparts, conducted maintenance on sister service vehicles, eliminated improvised explosive devices -- in essence, [Airmen] helped Iraq build a foundation for the future as we supported our joint and coalition partners. For those of you who still question, “What’s Joint got to do with it?” I rest my case. Ms. Barbara A. Sisson, a member of the Senior Executive Service, is the Director of Logistics, Installations and Mission Support, Headquarters Air Education and Training Command, Randolph Air Force Base, Texas. The directorate provides maintenance engineering, supply, transportation, contracting, civil engineering, and security forces support for 13 flying wings and training wings. The directorate also oversees plans and policies supporting integration of new weapons systems into the command inventory, including the F-22A, CV-22, C-130J, F-35 and TH-1H. She serves as Air Education and Training Command’s Acquisition Services Advocate.
7 | The Exceptional Release | SPRING 2012
VOICES | PERSPECTIVES
Perspectives Leading the Joint Logistics Enterprise In Step with Lt Gen Brooks L. Bash, Director for Logistics (J4), The Joint Staff ER: You recently took the reigns as the Director for Logistics. What is your vision for the Joint Logistics Enterprise? Lt Gen Bash: First, let me say that I believe the state of military logistics is healthy and logisticians are doing amazing things to support operations around the world. However, the logistics enterprise is strained as a result of Lt Gen Brooks L. Bash 10 years of war, and as we look forward to the remainder of 2012 and the years beyond, it is clear that we face a significant period of opportunity and challenge. The ever-changing environment, characterized by budget constraints and shifting world threats, requires strong logistics leadership, creative thinking, and determined use of all available resources to best support the Chairman of the JCS and the Joint Force Commanders. Our current J-4 vision is embodied in the 2012 Annual Guidance that steers the J-4 Directorate’s actions and informs the greater joint logistics enterprise ( JLEnt). The J-4 Mission Statement aligns with the Chairman’s new Strategic Direction for the Joint Forces and highlights four J-4 Focus Areas: 1. COCOM Advocacy: Support COCOMs’ development of strategy and tools 2. Readiness: Publish a logistics readiness assessment to guard against a “hollow force” 3. Joint Force 2020: Identify logistics capabilities for Joint Force 2020 4. Organization: Align J-4 resources & develop communication to maximize effectiveness ER: Perhaps many logisticians are unfamiliar with the Joint Concept for Logistics. Could you briefly explain the concept and what role do you see the services fulfilling? Lt Gen Bash: The Joint Concept for Logistics ( JCL) as approved by the CJCS provides a logistics vision to support joint forces operating in the Capstone Concept for Joint Operations. It further introduces an enterprise solution to integrate and synchronize DoD processes and capabilities with those of our interagency, multinational, non-governmental/private volunteer organizations and commercial partners. When fulfilled, the JCL will optimize support to the planning, execution, control and assessment of logistic operations in an increasingly complex global environment to ultimately enable the Joint Force Commander’s freedom of action. Services must remain flexible as we work to better integrate logistic processes, organizations and planning capabilities; develop rules, tools and authorities to exercise joint logistics; train logisticians in joint processes and operations; develop joint/expeditionary materiel management solutions; develop capabilities to manage and execute policy/processes; improve distribution capabilities and capacity; develop interoperable or integrated C2, logistics management & financial systems; improve visibility over requirements, assets and processes; and improve communication between logisticians ER: With recent events to include the departure of all US military forces from Iraq and Operation UNIFIED PROTECTOR (NATO conflicts in Libya), what do you see as the biggest challenge (s) for the Joint Logistics? Lt Gen Bash: Great question. Our logistics enterprise has done a magnificent job sustaining and redeploying our forces in Iraq; surging and sustaining forces in landlocked Afghanistan halfway around the world; and providing humanitarian relief across the globe in places like Japan, Turkey, and Libya while simultaneously executing the Iraq drawdown in an orderly, disciplined and accountable manner. This logistics effort is an absolute tribute to the men and women who comprise our joint logistics forces. Maintaining a world-class logistics capability in the midst of the current budget environment will be the biggest challenge. Certain logistics capabilities or force multipliers are, in my opinion, truly critical. These capabilities must be preserved within the constraints of any budget we face. The primary force multiplier to overcome these challenges is our people. The education and training of our people is essential. We may decrease the number of our people, but those people we do have must be properly trained and developed. We must not shortcut ourselves on this front to save some money because it’s the people that will help us avoid the hollow force we’ve seen in the past during post conflict drawdown. 8 | The Exceptional Release | SPRING 2012
PERSPECTIVES
Lt Gen Bash and other senior logistics leaders review MRAPs in the “holding” yard maintained by the 401st Army Field Sustainment Brigade at Bagram Airfield, Afghanistan. (Photo courtesy of COL Dave Gaffney, JS/J4)
ER: Do you foresee changes in development/educational opportunities for joint logistics officers? Lt Gen Bash: Absolutely. Within the logistics community, our senior leaders are committed to improving the developmental and educational opportunities available to our logisticians. Despite the fact that our men and women are likely the most experienced in history, we must be vigilant to sustain this battle-forged force and develop the highest-quality logistics professionals of the future. Quite frankly, investing in the professional development of our future men and women is an investment that cannot be deferred. We have established a Center for Joint & Strategic Logistics (CJSL) at the National Defense University to help us determine the changes necessary to enhance and shape the development of future logisticians. The CJSL has identified a core set of joint logistics learning outcomes that we believe represent what future logisticians need to know. The CJSL is engaged to identify education shortfalls based on course reviews and faculty engagements. A November 2010 Joint Logistics Education, Training and Exercises Study, conducted by the Undersecretary of Secretary of Defense for Acquisition, Technology & Logistics, recently assessed the state of joint logistics education and training in DoD. The results show the need for improvement. As part of that study, a survey was sent to Combatant Command branch chiefs and action officers to assess the effectiveness and efficiency of logistics education and training for Combatant Command personnel. The survey illuminated shortcomings in both joint logistics training – particularly with regard to Joint Operations Planning and Execution System ( JOPES) training and with participation in on-line logistics related training. Although more than 40 logisticsrelated training courses are currently available on the Joint Knowledge
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VOICES | PERSPECTIVES On-line website (http://jko.jfcom.mil/), only a third of respondents were familiar with the site and nearly half had never taken one. Clearly, changes in the development and education of future logisticians are necessary. We have formed a senior-level Logistics Development Council to guide those improvements and our Knowledge Based Logistics Division is using those learning outcomes as part of a comprehensive joint logistics education assessment framework to determine the effectiveness of today’s Joint Professional Military Education and logistics education programs. Bottom line: We must make an investment in our people now to realize and prepare the Joint Force of 2020. ER: What leadership and professional logistics traits and developmental opportunities should officers add to their tool boxes in order to succeed on a joint staff ? Lt Gen Bash: The very leadership and professional qualities that Lt Gen Leo Marquez recognized in his enduring and acclaimed award programs of the early 1980’s are equally useful today. The Lt Gen Leo Marquez awards recognize those superior leaders who enhance readiness, improve efficiency, and reduce waste while increasing morale and inspiring the Air Force logistics community. However, I also believe that the leadership demands on our current and future logistics leaders remain dynamic and require a far greater flexibility and a more comprehensive understanding of the joint operating environment to be successful. We should deliberately develop our young leaders by focusing efforts on the right education, training and experience at the right time in their careers. There are a host of opportunities such as joint task force and combatant command assignments that foster both staffing and war-fighting competencies while ensuring we continue to produce world-class leaders. There is an array 10 | The Exceptional Release | SPRING 2012
of advanced academic degree and experience broadening programs while Defense Acquisition University offers an abundance of coursework that can be completed on-line. My advice is to work through your commander to create a development program that best suits your needs based on where you are in your career. ER: What importance do you place on organizations like the Logistics Officers Association? Lt Gen Bash: Affiliation with organizations like LOA spurs camaraderie and espritde-corps while enhancing career-broadening opportunities and professional development. Additionally, LOA can play a crucial role promoting and shaping the education, professional development and operating environment of our various military disciplines. Whether you’re a member of Logistics Officers Association, The Airlift/Tanker Association, National Defense Transportation Association, National Defense Industrial Association or a member of another group, your professional relationships will pay big dividends in terms of networking, exposure to senior logistics leader opinions, professional periodicals and most importantly, an opportunity for you to contribute outside of your formal assignment. ER: What excites you about the future of Logistics in the Department of Defense?
Lt Gen Bash: We are facing an enormous opportunity - a silver lining - despite the financial constraints that face us. As our Chairman has recently stated, “We in the military are not being victimized in this budget issue. We clearly have a role to play solving the nation’s economic challenges.” So in this time of remarkable change (a new Secretary of Defense, Deputy Secretary of Defense, Chairman of the Joint Chiefs of Staff & Vice Chairman of the Joint Chiefs of Staff !), there is tremendous strategic potential to set in motion and a need for a joint logistics direction that will enhance both agility and responsiveness while providing unity of effort, visibility, and rapid/precise response. We have moved swiftly to get that framework in place via our J-4 strategic plan and priorities. The decisions we make today will clearly have impact for 10 years and beyond! Perhaps the thing I am most excited about is the quality of our young logisticians and the enormous opportunity that they have today to shape the future of joint logistics. Lt Gen Brooks L. Bash is the Director for Logistics, Joint Staff, the Pentagon, Washington, D.C. As the J4, he is responsible for integrating logistics planning and execution in support of joint operations to drive joint force readiness, maximize the Joint Force Commander’s freedom of action and advise the Chairman of the Joint Chiefs of Staff on logistics matters. K
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Lieutenant General Leo Marquez 1932-2011 A Tribute
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The Accidental Logistician By Colonel Tim Kirk General Leo Marquez’s story is one made only in America. Many remember Leo Marquez for his decades of service and his myriad contributions to Air Force logistics. Many know his name only from the award that carried it or as a distinguished guest speaker -- but perhaps few remember the man’s story and the remarkable essence of the leader he became. We honor his legacy here by remembering his story. Leo Marquez was born 27 January 1932 in rural central New Mexico. He grew up in a small farming village just outside of the tiny town of Belen on the east bank of the Rio Grande. His father was a school teacher, a mill worker and a plant laborer, but later became a farmer, saving up to buy a modest plot of land where the family lived and grew hay to sell on the local market. This farmland would form, hone, and polish Leo Marquez’s ideas on production, efficiency and innovation, as well as instill his tireless work ethic. Marquez spoke only Spanish until he went to public school at the age of six, where he quickly learned to read, write and speak English. The family farm did not have electricity until after he turned 16, and routine farm chores kept him busy during daylight hours, so as a youth he read almost exclusively by kerosene lamplight. Reading provided Marquez a window to the world and stoked his dreams. Even in his later years, he remembered looking up as he worked the fields, searching for the high-flying airplanes he’d read so much about. Farm life challenged him. He helped his father start a dairy business that expanded their resources significantly. By the time Marquez left home for college, the family farm had grown from 30 to 150 acres and from 4 to 200 dairy cows. His father later credited Leo for making their dairy cows profitable, and Marquez took great pride in this. While busy on the farm most days, he still found time for athletic pursuits. Bucking hay and milking cows made Marquez strong, and he proved it in the unlikely sport of boxing. At 5‘10” and 127 pounds, Marquez began competing in the Gnat-weight (133 pound) category. A little over a year later, he would defeat a renowned defending state champion with a surprise strategy. Marquez won the match in mere seconds and became the 1948 New Mexico state boxing champion in his weight class. 12 | The Exceptional Release | SPRING 2012
Marquez graduated from Belen High School in 1949 with an education well beyond book learning. He learned from boxing never to fear a challenge -- and knew how to use his mind to formulate a winning strategy. He learned from the scarcity of farm-life that a good farmer is a jack-of-alltrades: master of working the land, but also part-electrician, painter, carpenter, plumber, doctor, veterinarian, planner and logistician. Working with his father taught him to do things for himself rather than look to others for help -- qualities and lessons that would serve him well. Marquez received several small scholarships for academics, agriculture, and athletics, and worked to make ends meet at New Mexico A&M land grant college (now New Mexico State University) in Las Cruces. Flying fascinated him for years, and he saw an opportunity to pursue that dream by entering the Air Force Reserve Officer Training Corps on the campus. He graduated from New Retired Lt. Gen. Leo Marquez passed away Dec. 30, 2011, in Albuquerque, N.M., at age 79. He retired in Mexico A&M in spring of 1954, and in July 1987 as the deputy chief of staff for logistics and enmarried Stella Alvarez of Las Cruces. In gineering at Headquarters U.S. Air Force, Washington, November, he was commissioned as a second D.C. (U.S. Air Force photo) lieutenant in the US Air Force. Thus began a 33-year journey where Marquez would put undetermined condition. The official diagnosis his farming roots, athletic skill, and academic was hemorrhage of the gastrointestinal tract, knowledge to the test. but the site and cause of the bleeding was undetermined. Doctors theorized that preThus began a 33-year scription medication had somehow induced journey where Marquez the intestinal bleeding, but could not verify the cause. The key word in the diagnosis was would put his farming roots, “undetermined.” The non-negotiable medical athletic skill, and academic regulations of the time confined him to duties knowledge to the test. not including flying. Second Lieutenant Leo Marquez attended basic flight training, beginning with the Piper Cub and advancing to the T-6 Texan. The Air Force then sent him to pilot training at Greenville AFB, Mississippi, where he earned his wings in 1955 and logged 140 flight hours in T-28 and T-33 aircraft. Marquez attended the basic instructor‘s course at Craig AFB, Alabama, and in 1958 was selected for an assignment as a fighter interceptor pilot. In September 1958, he attended the interceptor pilot course at Moody AFB, Georgia, where he flew the F-86D Sabre. Upon graduation in 1959, he was assigned to the 525th Fighter-Interceptor Squadron at Bitburg Air Base, West Germany. 1961 was a fateful year. Marquez was hospitalized and received a blood transfusion for an
At the regional personnel office in Bitburg, the senior personnel officer negotiated his fate over the phone. “Can you make it to Chanute AFB, Illinois, by the 3rd of October,” the colonel asked. It was September 20th. “Yes, sir. I can make it.” Marquez saluted, drove home, and told Stella, “We’re leaving.” To his wife’s puzzled inquiry he replied, “We’re going to Chanute!” That didn’t help. “Where’s Chanute?” Marquez smiled, and began extolling the virtues of Rantoul, Illinois, as they hurriedly planned the sudden move. Marquez was on his way to becoming an aircraft maintenance officer. Then-Captain Marquez graduated from the Aircraft Maintenance Officers Course in the spring of 1962, and was assigned to the F-106
Special Section: Marquez tribute | 13 Delta Dart propulsion branch at McChord AFB, Washington. This launched a tough and thrilling season as he faced the challenges of the logistics field over decades. Marquez was on the flightline at Eielson AFB, Alaska with his jets and troops where they rode out the Great Alaska Earthquake of 1964. He survived a blistering bombardment followed by a Viet Cong ground attack at Bien Hoa Air Base during the Tet Offensive of 1968. He served as an exchange officer with the Canadian Forces Air Element where he personally briefed Prime Minister Pierre Trudeau. Marquez also regularly briefed the Commander, Tactical Air Command (TAC), General Robert Dixon on the F-111. He served on the Air Staff during the notorious “cut drills” of resource drawdowns in the late 1970s. Through it all, Marquez learned from respected logistics officers, NCOs and Senior NCOs, who became his mentors, heroes and inspiration. Marquez served as the Commander for Ogden Air Logistics Center (ALC) where he became known for his “Spruce Log” teambuilding initiative. He focused on process improvement and empowering changes at the lowest level, while encouraging pride in ownership of the logistics enterprise. Marquez learned from
General Creech (then Commander of TAC) the pride of a freshly painted base -- especially if they paint it themselves. However, there weren’t enough military troops to paint the base, and civilians couldn‘t be tasked with it because of union concerns. Marquez enlisted some 700 high school over-hires and provided them paint training. About 40 quit because the work was too hard, but those who remained proved to be skillful and resourceful. One day, Marquez stopped to talk to a painting crew he saw working late in the evening. The crews divided themselves into shifts because the painting equipment was rented on a daily basis, thus making maximum use of resources. This was emblematic of the pride of the
...he became known for his “Spruce Log” teambuilding initiative. He focused on process improvement and empowering changes at the lowest level, while encouraging pride in ownership of the logistics enterprise.
Ogden ALC workforce. They rallied behind Marquez’s leadership. The ALC’s performance would propel him to the highest level of Air Force logistics leadership on the Air Staff. On 1 August 1983, Marquez assumed new duties with a promotion to Lieutenant General. As the Deputy Chief of Staff for Logistics and Engineering, Lt Gen Marquez implemented a series of process improvements that would impact the Air Force for decades to come. Programs such as Rivet Workforce, Rivet Improve, Rivet Train, Rivet Mile, Future Look and Blue Two Visits together comprised his Reliability and Maintainability 2000 (R&M 2000) initiative. In the days of contentious media allegations of $600 toilet seats, $435 claw hammers and $7,600 coffee pots in the DOD, Marquez resolved to change the acquisition process in order to keep costs down while solving the parts problem. The R&M 2000 initiative, along with Marquez-directed improvements in munitions processes, changed the face of Air Force logistics. There is much more to tell about the Air Force Combat Ammunition Center’s story and the critical impact of Marquez’s initiative. As General Marquez‘s career drew to a close in 1987, he saw beyond contemporary logistics issues to future combat problems. His Endof-Tour Report notes his concerns over emerging realities of technology in combat. “I saw a basic need to look at the way we did things, to get a longrange view...by assessing what were going to be the changes brought about by new technologies… we tried to start changing them in the logistics infrastructure.” He was concerned about a sanctuary philosophy of operations that “would lead to logistics failure once subjected to very strong disruptive attacks.” Marquez believed that philosophy created risky dependencies on “very complex test equipment, secure electrical power and conditioned air for our big test stations and a requirement for – a lot more people forward.” He further lamented that the Air Force had become “basically unprepared to
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14 | Special Section: Marquez tribute cope with operating our bases under stress and under fire.” In another speech he said, “We have evolved into a ‘Fortress Bitburg’ support structure: the aerospace version of the Second World War’s Maginot Line.” Programs under Marquez’s leadership focused on agility through improved cross-functional training, specialized munitions training, and more expeditionary organizations. Marquez’s process improvements in logistics took hold, and results came to light, years after his retirement. In a comprehensive report, the Gulf War Airpower Survey, Gen Marquez was credited by-name for logistics success although he had long since retired. The survey noted that logistics personnel: Worked in 120-degree heat to meet critical mission takeoff times and to build up and deliver munitions to the flightline in support of Coalition air operations. They succeeded in the face of some of the most difficult conditions ever encountered by Air Force members… there were no known instances of missions cancelled because munitions were unavailable. This record was accomplished with zero significant safety accidents involving Air Force personnel.
While he focused on processes, his greatest impact was on his people. He loved logistics professionals and was proud to serve alongside them and to lead them. While he focused on processes, his greatest impact was on his people. He loved logistics professionals and was proud to serve alongside them and to lead them. Marquez even found himself in the Pentagon on 9/11, working on behalf of troops he cared for at Kirtland AFB. While his concern for the troops was renown, his greatest love was most evident in the lives of Stella, their five children, and three grandchildren. When I asked him if he had any regrets, he pounded the table saying, “I wanted to walk on the moon. The only regret in my whole Air Force career is that I never walked on the moon.” He had been close with several pilots who became Mercury astronauts, and he was certain he was up to that challenge as much as they were. Yet he emphasized that he had no regrets about being grounded and becoming a maintenance officer. He loved the Air Force 14 | The Exceptional Release | SPRING 2012
and was very proud to be a logistician. For him, it was far better than a walk on the moon. Marquez thought of himself as “the accidental logistician” because of his start as a pilot, but there was nothing accidental about the hard work that made Marquez‘s logistics career so fruitful and memorable. He had special appreciation for the largely thankless contributions of logistics troops and focused on taking care of them -- so they could take care of the mission. The Air Force and our community do well to remember, honor and emulate him.
About the author: Colonel Kirk graduated from the US Air Force Academy in 1993 and is an alumnus of the Air Force Institute of Technology, the School of Advanced Air and Space Studies, and the Air War College. He is an aircraft maintenance officer with field- and depot-level experience on A-10, C-5, F-15E, and F-16 aircraft, and has served as the commander of the 354th Aircraft Maintenance Squadron at Eielson AFB. He is now deployed as an Afghan Hand at Headquarters ISAF, Kabul, Afghanistan. His current home station assignment is as lead speechwriter for the Chairman of the Joint Chiefs of Staff. K
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A Tiger, a Pilot, and an Indian Chief By Ms. Patricia Marquez-Knighten In April of 2010, I accompanied my dad to the 2010 Lt Gen Leo Marquez Award banquet in Washington, D.C. at the Gaylord National Hotel & Convention Center. The chance to go with dad, or “grampa,” to something like that was always a highlight for his children and grandchildren. The evening was “Air Force” perfect, from the Chaplain’s blessing, the hard rock Air Force band, to Lt Gen Reno’s perfect hosting. Dad wore the same mess dress that he retired in, and he assured me that he was just as handsome, regardless of his temporarily hairless head. When the audience stood in ovation for him, I swelled with joy and quiet tears, as I saw the admiration and respect from the community to which he was so dedicated.
I could see in my dad’s eyes that he cared and was sincerely interested in this acquaintance, this Air Force “son.” The next morning, dad and I went out on the dock along the Potomac River. It was a beautiful spring morning, and we walked and talked, taking in the beautiful view of Washington, D.C. across the river. A jogger approached, and, recognizing my dad, asked to have a picture taken with him. He told us that he was in town from Alaska with other award winners. He was a former Marquez Award recipient but had not had a picture with my dad. I snapped the picture and watched a brief exchange between the two of them. My dad asked him questions about his current assignment, the base, the airplanes, and his work. I could see in my dad’s eyes that he cared and was sincerely interested in this acquaintance, this Air Force “son.” When they parted, I sensed a serene satisfaction within him. It was not that he had been stopped for the photo, I think that was not an infrequent event for him, but it was how truly pleased he was for the opportunity to relate to this Air Force officer. I felt so proud to be a legacy to a man so rich of heart. Maybe it touched me because I was just so pleased to be with my dad at this event. Maybe because it was a crisp and fresh spring day on the river. 16 | The Exceptional Release | SPRING 2012
Or maybe because I sensed that at 78 years old and fighting cancer a second time, my dad could be nearing the sunset of his life and I was simply cherishing every moment with him. Whatever the reason, the moment struck me so profoundly, and I knew I was truly blessed to have such an extraordinary man for a father. Like many lucky little girls, I looked up to my dad like he was a super hero. He was big, tall, strong, good natured and very fun. I admired him so much so that he could do or be anything in my eyes. He called me “Tiger” and I loved it! I loved it even more if he said I was “his” Tiger. I think it made me run faster, jump higher, play harder and laugh louder! When we were little, he was an Air Force pilot and mom would take us outside to wave at him as he flew over. We could never see in the cockpit, but we were sure he saw us, and I am pretty sure he was waving back. His call sign was “Cochise.” He took that name as the result of a joke that he started with his pilot training buddies—a story that exemplifies his witty humor. On Air Force forms, my dad’s name was always Leo NMI Marquez. He did not have a middle initial, so they made an acronym out of that fact, and gave him three middle initials “N-M-I” for “no middle initial.” When they were processing in for pilot training, his friend Norm Knuckles saw dad’s form and asked about the NMI. My dad told him that it stood for “New Mexico Indian.” I don’t know how
long he carried on with that line, but it earned him the call sign “Cochise,” in the name of the great “New Mexico Indian” Apache warrior. Back then, I didn’t know what a call sign was, but I heard my dad talk of being “Cochise,” the Apache Indian chief and great warrior. Already fascinated with American Indian stories, the more I heard him say this, the more I was enamored and amazed. I thought to myself, “His other name is Cochise, and he is a famous Indian chief warrior from New Mexico.” There was a picture in our home of the real Cochise in full Indian dress, an airplane in the picture, and the name ‘Leo Marquez’ under it, so I happily concluded it was true, he really WAS the REAL Cochise. Of course, he looked a little different than in the picture, but that was probably because he now had a military haircut. I did wonder how there was enough time to be an Indian Chief and fly airplanes for the Air Force. I suppose I just dreamed the way all children do, just as they believe Santa can bring gifts to every child in the world in one night. Besides, he was my dad, so he could do anything! It was not until years later that I realized what a call sign was and finally, it all made sense.
Dad was lucky too. He had a team of kids running up to him when he came home from work, screaming for him and eager to get the first hug. He was greeted with even greater excitement when he returned from a trip, and we all Patricia and Leo - Los Angeles Society of Logistics Engineers crowded around to see what was 1985
Special Section: Marquez tribute | 17 in the suitcase. It became a ritual of gift giving, and with so many kids and trips, he had to get resourceful. The gifts became “baby soaps,” coasters and shoe horns from hotel rooms. He made all of it seem like treasures. My childhood was the life of an Air Force Lieutenant and Captain who flew jets and lived in base housing surrounded by Air Force families. My beautiful mother, Stella, was essential to us being nurtured and comfortable, creating a loving home, time and time again as we moved from place to place. I was the second of five children; the first four of us were just over a year apart. The two oldest were girls and the next two were boys, and years later my younger sister was born. In early childhood, I remember our “Captain Marquez” house the best. We had long play days outside with neighborhood kids and my parents were often enjoying parties and gatherings with Air Force friends and families. Sometimes the parties were very funny, like the time we were eating dinner with our babysitter in the kitchen. All these “grownups” came hooting through our house wearing full body black leotards, grass skirts, bone jewelry and head dresses. They were costumes of the Tutsi African tribe, and they were dancing the famous Watusi dance of the 60s. Then they left the house in a line just like they came in, but the two at the end of the line stopped to kiss us goodbye—it was our parents! Or, on Halloween, after our trick-or-treat, my parents put on their trench coats, kissed us goodnight, and placed these giant cardboard Yogi and Boo-boo bear heads on their shoulders and off they went to have their Halloween fun. I guess those were normal things, weren’t they? The camaraderie and fellowship that my parents developed with their Air Force family was something special. I recall my dad reminiscing fondly about the friendships they made that
Patricia and Leo in 2010
lasted well beyond his Air Force career. My youngest sister would recall a completely different Air Force family experience. She was a small child when he pinned on his first star. She lived in much quieter neighborhoods and nicer, bigger base houses such as the “bricks” at Wright Patterson, the circle at Hill AFB, and Bolling AFB. When she was little, she always got the coveted spot on his shoulders or next to him in the front seat of the car. She was often at my dad’s office, and on international trips with my parents. It was quite a different, more glamorous and sophisticated life for her, but the extended Air Force family and camaraderie was no different. There may not have been dressing up in funny costumes but there were definitely gatherings and house parties with friends.
on Halloween, after our trick-or-treat, my parents put on their trench coats, kissed us goodnight, and placed these giant cardboard Yogi and Booboo bear heads on their shoulders and off they went to have their Halloween fun. When it came to getting the job done at home, my dad was practical and efficient. I learned that enthusiasm and creativity can make even the boring things fun—and are therefore, practical and efficient. He was often the one giving baths, reading the bedtime stories, getting us to bed, and making breakfast on weekends. He turned meals into childhood games. Our favorite was when he made colored pancakes, and we got to choose and even add the color! Or, how he made us believe that SPAM was the most amazing “thing” around, and that we were the luckiest kids to get these “Fat” Spam sandwiches. We were hypnotized by the stories and names he made up for things. I guess being an Indian Chief and a pilot gave him some unique reference points. Getting four kids under the age of 6 or 7 into bed is not always easy, but of course, he turned it into a game. Rather than persuading and threatening us to get ready for bed,
All of my family has numerous memories of him getting excited and singing while doing something like driving an old pickup truck or an old but shiny Cadillac; or, cooking one of his favorite dishes like Coq Au Vin or experimenting with some new, crazy cooking gadget. he would “march us to bed.” In the quick of the moment, he would stand us at attention, and give a series of orders: “Attench Hut! Get pajamas on, brush teeth, and report here in 5 minutes! March!” And, off we marched and then rushed to be back and ready for bed as fast as we possibly could. “Attench hut! Inspection!” He would look us over. “About face! Forward march! To bed!” Off we marched, knees high, into our rooms. We got to where we would beg to be “marched to bed.” He had us believing in the notion that someone had to be in charge. When we were off base or in new places, he would sometimes remark “look at all those civilians running around with no one in charge.” We didn’t know what he meant but figured it was something to note. When my parents left the house, he would point to my oldest sister and give the command, “You’re in Charge!” If he didn’t assign someone, we would eagerly ask, “Who’s in charge?” We have heard a few embarrassing stories of us walking into new places and looking around and exclaiming loudly that no one was in charge, or going about asking, “who is in charge?” It was years before I knew the meaning of charisma, but I saw it all the time growing up. My dad had a knack for motivating without force, and disarming any guards or pretense. He also had a knack for quickly recognizing the gifts, strengths and weaknesses in people. When we were getting into the teen years, our house was always full of kids. My parents welcomed our friends and with each of us having a friend or two over, it seemed there were always a dozen kids. He could recognize kids that needed to work, needed a pat on the back, or that they were loyal or smart. When there was a big chore to do, my dad saw free labor. I don’t know how he did it, but he sure could get a group of teenage kids motivated! There they
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18 | Special Section: Marquez tribute were, pitching in, cleaning the pool, carrying wood, painting something, or washing cars. He was also quick to reward or discipline them if it was deserved. He could get a carload of teenage girls giggling when he started singing as he drove us to our social activities. My sister and I would get so embarrassed when he switched off our “good music” stations and start singing his favorite songs like “Hang on Sloopy,” “Green, Green it’s Green They Say,” or “El Paso.” It enamored our friends and they remember it to this day. It was entertaining to watch him entertain himself. All of my family has numerous mem-
ories of him getting excited and singing while doing something like driving an old pickup truck or an old but shiny Cadillac; or, cooking one of his favorite dishes like Coq Au Vin or experimenting with some new, crazy cooking gadget.
I watched my dad establish rapport and connect with anyone and everyone…at work, life, or friends. It was always neat to go to work with my dad. I would choose a hangar over an office any day.
I remember going with him to the hangars at Ogden while he was the OO-ALC Commander. I don’t recall the reason we were at the hangars, but he was getting short updates and tours. In those days, there were designated areas where workers could smoke cigarettes in the hangar called “smoking circles”—a large circle painted on the floor with a lot of space around it. He stepped away from the professional folks, and joined a guy in the smoking circle. He didn’t regularly smoke, but he got a cigarette and light from the worker and started smoking and talking with him. The guy looked confused and nervous, but he responded and smoked with my dad. This got attention from the other workers and they started looking up. A few more of them left their work area and one at a time, moved towards the smoking circle and stepped up, lit a cigarette, and met my dad. It was obvious this was very unique. He told me that day how important each person in an organization is no matter what their rank or pay grade. Over the years I watched my dad establish rapport and connect with anyone and everyone…at work, life, or friends. It started to become more clear after being at the Marquez Award events, the LOA conferences, the MPOY’s, and Ammo Chief events, that it was this genuine interest he had for people, and their work, that had led to him being so loved and recognized. He was an avid reader, a lover of literature, news, the performing arts, and history. He did his best to share these interests with us. I think my brothers and sisters would agree that we did not always embrace these interests (until we were adults), but we are grateful for the times we did share them. Over the last 5 years particularly as he started slowing down a little, we looked forward to planning the opera or theatre season or which movie we would go to with him. I was not the avid reader that he was, and read as little history as possible. He used to give me a look of astonishment when I would ask or declare what I didn’t know. Eventually, he accepted it and would just help me learn. I could watch movies or read books and get a complete history lesson from him. I could ask him vocabulary, authors, history and he would spew the facts. I will miss picking his brain.
2007 MX Awards Banquet at Bolling Air Force Base (Photo Donna Parry, LOA)
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All of us in the family have stood with him in the Lincoln Memorial at one time or another while he got goose bumps reading the Gettysburg Address, and at different ages had different conversations regarding its significance. It was not planned, but at his burial on January 6, 2012, at the Santa Fe National Cemetery, his casket lay in front of a memorial wall on which the Gettysburg Address was engraved. From
Special Section: Marquez tribute | 19 my view he lay just below the words “Four Score and Seven Years” while military honors were given. That gives me goose bumps. He taught and trained me directly as a child and taught more by example as an adult. When I was away at college, he wrote letters (many of which I still have) with thoughts and advice I shared with my own daughter when she went to college. In context, now that I am a parent with a child in college, the idea that he sat down, took pen to paper and mailed it means even more to me. He wrote about how wonderful college is, what an opportunity to be entrenched in a learning environment where there was such expansive access to knowledge. He wrote, “Be a sponge. Do not be concerned about a major. Just study any subject that sparks your curiosity for the first couple of years.” If I did ask for advice, he would ask a few questions, share an experience for example, and tell me confidently that I would figure it out and make the right decision. If I was discouraged, he would give me a solid, reassuring look and say, “Remember, you’re my Tiger!” I share some of his quotes and wisdoms over the years, as I think they reflect his positive, constructive outlook: “Work is fun. If it’s not, then make it fun!” “Enthusiasm can be created, and it works!”
“Protestors have a right. It’s called freedom.”
“It will be your kindness, caring and manner with people that will be remembered.”
“Everyone deserves the benefit of the doubt at least once.”
“Don’t ever let anyone tell you that people of Spanish decent are disadvantaged. They discovered and conquered the new world and have a strong heritage of which you should be justly proud!” One day, in the 2002 timeframe, we were talking and got on the subject of his good health. I named all the things he had survived: the Alaskan earthquake, the Tet Offensive, cancer, and even, evacuating from the Pentagon on 9-11-2001. He got that familiar look of determined glee, rubbing his hands together like he was getting ready to dribble a basketball and he said, “I know God saved me for something great!” Great, I thought. He was already great! He had a successful career retiring as a Lt Gen in the US Air Force, was called an icon, and had an award in his name. After retirement, he was a hero in his home state, successfully leading the effort to get Kirtland AFB off the BRAC list, saving thousands of jobs in his home state. He chaired numerous boards, and had key successes in the aerospace business.
He had a family who loved being with him, put five kids through college, and had adoring granddaughters who were all convinced that they were beautiful because of his “goodlooking” genes. Even in their 70s, Leo and Stella were a gorgeous couple, turning heads and stealing the show at the formals. At 70, he Gen Marquez with a MX award winner at the 2007 banquet, Bolling Air Force still had the ambi- Base. (Photo Donna Parry, LOA) tion for a quest. As we spent much time wrapped around him, screaming, “Don’t leave together in the last 10 years, especially as he me daddy!” He peeled me off of him, telling slowed down, I was witness to him being even me to be a “brave tiger.” He handed me to the kinder to everyone; even more committed to guards who took me back to my mom. For the his Air Force and New Mexico community; next year, I prayed for him every night at bedeven more interested in people, arts, literature, time and, thankfully, he was back in 1969 for and history, and he was even more fun to be another 42 years. I was indeed a very lucky girl, with. I don’t think those characteristics were sharing so many years and experiences with my part of his quest to do something great, they special, larger than life, hero dad. At his retirewere just who he was. I value them and see ment, when all the festivities were over, he took them as great gifts and characteristics of a life us at night to the Vietnam Wall. We walked well lived: the “great” icing on a “great” cake. with him as he found the name of every friend, I feel that others who knew him well feel the and every man he lost. He wept and shared same way about his gifts of good character. stories as we all listened and walked with him. I was 10 years old at the peak of the Vietnam War. We moved to my mother’s hometown, Las Cruces, New Mexico, because my dad was going to Vietnam. The idea of life without him for a year was inconceivable and scary. The day of his departure was upon us. The whole extended family came to bid farewell at the Ft. Bliss Airport in El Paso, Texas. Dad was saying goodbye and hugging each of us, grandparents, aunts and uncles, cousins and friends. I got my big hug and went running off to play. All of a sudden I sensed the solemn silence. I looked out the window to the flight line and saw the big airplane and a line of soldiers in uniform, with packs on their backs, walking in single file to the airplane. I quickly scanned the terminal and did not see my dad, so he had to be one of the ones walking to the plane! It couldn’t be! It was too soon! There was only one thing to do—I had to get to my dad! I saw an opening between the legs of the guards at the door. Being fast and skinny, I frantically grabbed my opportunity, and squeezed between their legs faster than they could react. I ran onto the tarmac desperately looking for him. When I found him, I jumped up on him, hugging him tighter than ever, my legs and arms completely
He peeled me off of him, telling me to be a “brave tiger.” Finally, I am honored to have witnessed this soldier and warrior surrendering with grace and honor. When my dad knew he was not going to win the battle for his life, he did not put any more energy or effort into the fight. He was peaceful, quiet, and accepted the loving whispers of all of his loved ones. The early morning of December 30, 2011, I ran to his bedside, crying, and feeling as if I was that 10 year old girl fearing life without her daddy. Once I was hugging him, I knew there could be no loud and dramatic scenes. He had been so much, so much bigger than life itself. He deserved to feel nothing but our love, acceptance and gratitude for him as he moved out of the physical and into his spiritual body. Although it will take some time to fill the void from his physical absence, there are countless memories of this very dear man, which I will cherish with appreciation and wonder for all my days. K 19 | The Exceptional Release | SPRING 2012
industry partner | CDO Technologies
Focus on a LOA Industry Partner CDO Technologies: Enterprise Data Collection Layer Benefits the Warfighter By Ms. Mary Sanders Remote military locations offer seemingly insurmountable logistical challenges, especially where data is difficult to save and send to the decision-makers who need that data. All services across the DoD require logistical information to be transmitted from the field. Furthermore, disparate DoD logistics systems mean that hardware dedicated to one system may not be compatible with another system and information is stove piped and remains in just that one system. As a result, our military personnel had to switch between different hardware and various software interfaces to find the correct propeller blade or MRE, for example, while relying on intermittent or casually connected wireless networks. Charged with managing stockpiles of ammunition and explosives, vehicles, energy reserves, food and water; individuals relied on paper and pencil as well as their memories to find, record, and track data--a system that was time-consuming and highly prone to errors.
Additionally, decision-makers in the Nuclear Weapons-Related Materiel (NWRM) field require all individual NWRM items to be accounted for and managed by serial number. All shipments and receipts of NWRM are required to have a 100% report of shipment (REPSHIP) confirmation using auditable electronic interchange. A deadline not to exceed 2-hours for these notifications and acknowledgements is strictly enforced for CONUS and 8-hours for OCONUS locations. The web-based supply discrepancy report process is used to enhance tracking and generate automated email alerts. The shipping activity then has 24-hours to respond to the discrepancy report. As a minimum, all NWRM not tracked as part of the end item will undergo a 100% physical count by Unique Item Identifier (UII) at least semi-annually. Mr. Mark Reboulet, Flight Chief, 403 SCMS/ GUEA - Automatic Identification Technology Program Management Office (AIT PMO), is the mastermind behind an enterprise frame-
work that serves as a centralized, effortless data collection transformation layer. He recognized and acted upon the need for a global, integrated, real-time seamless logistics system that provides visibility of logistics resources, enhances management decision-making, and provides effective and efficient support to the Warfighter. Mr. Reboulet contracted with CDO Technologies, Inc. to develop the Enterprise Data Collection Layer (EDCL). EDCL is the backbone that supports our military logistics personnel as they track assets using mobile devices, whether at a stockroom shelf or inside an ammunition igloo. These events are sent to EDCL, which transforms, federates and routes supply chain events at the enterprise-level, and then disseminates the required or requested information to the end user. CDO and the AIT PMO are working with other branches of the DoD to expand the capabilities of EDCL to support joint operations.
CDO developed EDCL using a spiral approach to avoid technology resistance by using staged, steady implementation, and technology insertion over time rather than an immediate cutover. The first version of EDCL provided the mobile application solution. From there, capabilities were added to support fixed infrastructure solutions, management and reporting panels, and connectivity to a variety of systems and applications which support a variety of military materiel to include asset management, part-marking, combat ammunition Former US Army Chief of Staff General Dennis J. Reimer once claimed, “There will not be a revolution in military affairs unless supplies, maintethere is a revolution in military logistics.” The Joint Staff defines logistics as “the process of planning and executing the movenance, and NWRM. ment and sustainment of operating forces in the execution of a military strategy and operations.” The enterprise data
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Sanders collection environment consists of three primary components. The first component is used to manage mobile devices, deliver applications, and support data synchronization to the mobile application. The second is an Oracle database instance that stores all transactions. The third component acts as our Business Process Execution Language (BPEL) layer and provides support for collection of passive and active Radio Frequency Identification (RFID) data as well as provides a workflow engine to manage transactions. EDCL components manage the business rules and communications between Automated Data Capture (ADC) devices, networked systems, data, and processes, enabling real-time information and event management. An enterprise supply chain framework such as EDCL underpins much of what we characterize as revolutionary in military logistics because it leverages commercial-off-the-shelf (COTS) software, the best commercial business solutions blended with efficient military logistics processes, state of the art infrastructure and security capabilities, all on the DoD’s Global Information Grid (GIG). At the enterprise level, EDCL supports decision-makers by providing a DoD-wide view of impacts–providing total asset visibility as well as Positive Inventory Control (PIC). As we moved forward into production with our first version of EDCL, the Global Combat Support System–Air Force (GCSSAF) enclave was selected to host our framework. As the enterprise-wide GCSS-AF framework evolves, Mr. Reboulet and CDO envision the management of ADC as an integral component. The AIT architecture provides an effective transfer of data from ADC capabilities to legacy systems and subsequently any Enterprise Resource Planning (ERP) system. The architecture enables use of the full range of AIT including linear bar code, two-dimensional bar code, passive and active RFID, contact memory button as well as specific AIT hardware (wireless hand held terminals, printers, RFID portals, light stacks, and motion sensors). On any given day, more than 15,000 mobile devices (handhelds and laptops) are in use for asset tracking and inventory applications–and more than 500 of those devices are used concurrently. With EDCL, each user can successfully record and analyze supply chain data simultaneously with the confidence that each entry made is successfully logged into the EDCL Common Database schema, in the order in which they occurred. As an example, prior to EDCL, personnel had to manually check each ammunition canister for problems. Weapons could be rendered useless by harsh
environments and conditions if not properly stored and monitored. If one canister was bad, the whole batch was considered bad. Now, with on-site AIT connected to an enterprise system, there is a more efficient way to obtain data on the location and condition of specific equipment, ensuring a quicker, more accurate accounting of resources. Remotely collecting and storing data in real-time has freed up hours spent logging data and reduced the amount of manual data entry. Military personnel are also able to make more educated decisions about how to expedite requisitions as a result of better supply chain visibility.
Joint military personnel use wireless hand held terminals, printers, RFID portals, light stacks, & motion sensors to collect data at the edge. (Photo courtesy of CDO Technologies).
EDCL supports a common platform for business rule abstraction, ADC, and delivery of enterprise data from existing AIS systems to and from AIT-enabled mobile devices. EDCL’s service oriented architecture defines common services such as security and integrated data management, from both AIS and AIT-enabled devices while leveraging security services provided by GCSS. The following is a short discussion of the benefits gained by using EDCL: AIT used with EDCL is Hazards of Electromagnetic Radiation to Ordnance (HERO) tested for use with
AIT Device Management (mobile comput- all Air Force, Army, Navy, and Marine Corps ordnance ing, RFID readers, and sensory devices.): AIT items and support equipment, for all mission areas. (Photo taken by Alex Turvy, CDO Technologies) Device management enables the enterprise to manage all AIT devices from one central collected from AIT applications to backend location. EDCL provides the ability to push legacy AIS. capability, firmware, and configuration updates Security and Profile Management: Security to AIT devices within the EDCL framework. and profile management defines what EDCL Data Management: An Integrated Data capabilities can be accessed by AIT application Model (IDM) provides flexibility and support users. Each AIT application migrating into the for ADC from AIT-enabled devices to and EDCL architecture is able to consume a stanfrom AIS. By leveraging an IDM, the EDCL dardized set of security services. Applications architecture can perform abstract data man- are CAC-enabled for added security measures. agement, common services, and data transport from individual AIT applications. This further Reusable Business Logic and Component standardizes common services for consump- Abstraction: EDCL’s service oriented artion by AIT applications at the device level. chitecture provides the ability to abstract comAn IDM also standardizes data analysis, moni- ponents and business logic. CDO has defined and standardized business logic so the inditoring, and reporting capabilities. vidual integrator has a roadmap into EDCL Reference Data: Management of reference framework. Further abstraction of capabilities data is a critical process of an integrated data- allows the individual AIT application integrabase supporting multiple applications. To be tor to easily consume services, reduce mainteefficient, CDO manages: nance, and provide for faster development and Common reference data to minimize data integration of new capabilities. duplication while meeting the needs of each application integrator and imple- About the author: Ms. Sanders has held a Project Management Professional (PMP) certification mentation. since 2005, and has worked with the Air Force as Delivery of tailored reference data to mula Defense Contractor for over 20 years. She has tiple applications in support of disconmanaged projects for 15+ years. Ms. Sanders is curnected operations while reusing business rently working as Program Manager for a multilogic where applicable. year, multi-phased, multi-million dollar effort for Routing Rules: Business logic is incorporat- the Air Force Global Logistics Systems Center. K ed into EDCL to process and then route data
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leadership | focus on a cgo
Focus on a CGO
Above: 1st Lt Kleiman shows some school pride on the way home from his deployment. Lt Kleiman was en route from Manas Air Base on a 305th Air Mobility Wing C-17 Globemaster III, commanded by Lt. Col. Doug Hall, and about to touchdown at Joint Base McGuire-Dix-Lakehurst, N.J. Go Tigers! (Photo courtesy of Lt Kleiman)
In His Own Words... First Lieutenant Jared Kleiman There’s no doubt about it that logistics is a dynamic field. If one thing re-
mains a constant though … especially in regard to the joint world … it’s the need to be flexible and adaptable. Leave it to the company grade officer (along with many other valued service members) to face that challenge
with gusto and get the job done right the first time. It’s not always the “loggie” with the most years in service who is called to the job either. Take
for example, 1st Lt Jared Kleiman. Lt Kleiman was submitted by Major Ed Hogan, Commander, 305th Aerial Port Squadron.
Lt Kleiman began his adventures as a logistician after completing the Lo-
gistics Readiness Officer Technical School in December 2008. A graduate
of Clemson University, Lt Kleiman is assigned to Joint Base McGuire/
Dix/Lakehurst and will PCS to his second assignment at RAF Mildenhall, United Kingdom, in February 2012. He is currently the Cargo Operations Flight Commander for the 305th Aerial Port Squadron. Lt Kleiman recently returned from his first deployment where he served at Bagram 22 | The Exceptional Release | SPRING 2012
Airfield, Afghanistan. For his efforts, he earned the Joint Service Commendation Medal, Afghanistan Campaign Medal and the NATO Medal.
The ER asked Lt Kleiman to share his thoughts on being a leader … in his own words.
Lt Kleiman on the biggest lesson(s) learned while deployed: I was deployed to Bagram Airfield, Afghanistan, from February to September of 2011 and was embedded with the 313th Joint Movement Control Battalion ( JMCB) working as the Air Movement Operations OIC. Initially, I performed mission planning, scheduling and management for commercial short take-off/landing (STOL) aircraft. Due to mission requirements, I assumed the role of Air Advisor for 11 U.S. Army Movement Control Teams (MCT) and one USAF MCT while providing assistance to the JMCB for the aerial port operations associated with large troop movements, cargo movements and other various logistical issues. The “Air Cell” also coordinated support for training,
kleiman equipment and manpower issues within the JMCB. My biggest lesson learned from this experience was that you have to be motivated and able to adapt. I went in doing one job alongside six other Airmen and came out doing another job entirely. I was also the last Airman assigned to the battalion by the time I redeployed. Additionally, the demands and requirements on the Air Cell remained constant even as the taskings for Individual Augmentees (filled by Airmen) decreased, so the battalion had to bring Soldiers in to fill the gaps left behind by the dwindling number of Airmen. This obviously presented challenges, the biggest of which was training someone to do something completely different than what they normally do and in a very short amount of time. Lt Kleiman on being prepared for deployment: In order for CGOs to be better prepared for deployment, I would stress predeployers should be prepared for a wide range of responsibilities and types of jobs, especially as an LRO. It’s critical to find out all you can about your tasking before you leave home station. If possible, contact who you’re Receiving the Joint Service Commendation Medal from the 313th JMCB commander, LTC Mark Stimer, USA. (July 2011) (Photo by U.S. Army Capt. Dave Yarwood) replacing and start asking questions. This will help you understand what you’re getting into and let you focus your preparations. Also, a portable music lightly refers to the fact that you know enough about a lot of topics to be player, wet wipes and a sense of humor should be able to have that spur-of-the-moment, five-minute conversation with a standard issue. colleague. In our case, when it comes to being an LRO, it means being Lt Kleiman on his proudest moment(s): I’m most proud of my “wa- able to relate various topics or processes to another and then having the ter-cooler” education. It’s a term I became familiar with in college and solid foundation that’s necessary to be able to then go out, speak to the different pieces of the puzzle, and try to fit them together. Like the saying goes, an LRO is truly a “jack of all trades, master of none.” Embrace it. Lt Kleiman
1st Lt Kleiman, along with members of the 305th Aerial Port Squadron, gives a tour of the Freight Terminal, operations with both inbound and outbound cargo, and passenger movements to the visiting the Qatar Emiri Air Force during their visit to Joint Base McGuire-Dix-Lakehurst Friday, Jan. 6 2012. (U.S. Air Force photo by Wayne Russell/ Released)
on keeping leadership
skills honed: I try to keep them “honed” by using them. I don’t think there’s any substitute for experience. Sometimes you have the luxury to have a good SNCO to work with and pitch ideas at…other times you have to go it alone. Either way you eventually will have to choose a course of action and execute. With that, however, be open to constructive feedback from all angles and adjust fire if needed. I try to get involved with organizations outside of work such as LOA, the Air Force Association or Civil Air Patrol where I can use these same skills. K
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Leadership | focus on a chapter leader
Focus on a LOA Chapter Leader In Step with Captain Nicholas A. Lee ER: What do you like most about being a loggie?
What I like most are the wide array of mission sets that we are involved in as well as the joint nature of the work we execute daily. Logisticians are fortunate, by discipline, to view a big picture process from end-to-end and see just how our work fits in. It keeps job satisfaction high. ER: What was your biggest learning moment? I would have to say that biggest learning moment consisted of several different ones that I experienced during my 365 day deployment to Eastern Afghanistan where I was a member of an Embedded Training Team (ETT). We were a predominantly AF team, attached to the Marine Corps, working for the Army. That, combined with unique challenge of training foreign military personnel, was a continuous learning process!
Vital Statistics Name:
Capt Nicholas “Nick” A. Lee
LOA Chapter: Globemaster Chapter Hometown: Gunnison, Colorado College:
University of Northern Colorado
Degree: BA in Communication and Rhetoric Family: Wife, Emily Daughter, Ava, 6 years old Daughter, Olivia, 2 years old Son, Noah, due Feb 2012 Technical School:
December 2005
Duties/Current Duty: Air Terminal Ops Flight CC (Current)
Cargo Ops Flight CC
Air Freight Flight CC Logistics Embedded Training Team (Afghanistan) Fuels Management Flight CC Installation Deployment Officer Vehicle Operations Flight CC OIC, Vehicle Management Analysis ER: As a recognized leader in your local LOA Chapter, what activities/events are you most proud of ? I’m most proud of the opportunity we had to swap tours with the Middle Georgia LOA chapter at Robins AFB. It was a fantastic opportunity where we were able to give some of the Air Logistics Center (ALC) professionals a close look at our operation from the flightline perspective. Alternatively, they were able to provide the ALC perspective when we visited them at the ALC. While at Robins, we were fortunate enough to get an office call with Maj Gen McMahon, Commander, Warner Robins Air Logistics Center, who shared his efficiency focused initiatives and the successes the ALC team is having with respect to Col Tony Clavenna (437 MXG/CC) presents Capt Nick Lee the 437th Maintenance Group Senior clearing aircraft delivery backlogs and getting assets back Company Grade Officer of the Year trophy during an annual awards ceremony at Joint Base to the field. Charleston. (Photo taken by MSgt Shannon Wells) 24 | The Exceptional Release | SPRING 2012
Lee ER: What are you most proud of in your short time on active duty? While it may seem a little cheesy, I would have to say just being in the military. Less than 1% of our population wears the uniform at any one time and we do it during some very trying times for our nation. It’s a privilege to serve and one that I am very proud of. K
Right: Capt Nick Lee reviews a pallet identification tag for accuracy during a load preparation process in the 437th Aerial Port Squadron at Joint Base Charleston. (Photo taken by MSgt Tim Crowe)
IS OUR MIDDLE NAME. Terrence Warner | TSgt, USAF (Ret.) | Graduate, School of Security & Global Studies Our military roots run deep. From Eglin AFB to Afghanistan, AMU is dedicated to educating those who serve. With access to quality courses, unrivaled support, and a book grant for undergraduates, we stand behind our community— 60,000 military members strong.
Learn More at www.amuonline.com/ER-mag Art & Humanities | Business | Education | Management | Public Safety & Health | Science & Technology | Security & Global Studies
Some photos courtesy of the DoD.
MILITARY
VOICES
Final Thoughts on Logistics and Service to the Nation
Gen Reno visits with Veterans of World War II from a Savannah, Georgia Honor Flight, as they visit the World War II Memorial in Washington, DC. (USA photo Spc David M. Sharp)
By Lieutenant General (ret) Loren Reno Editor’s note: Lt Gen Loren Reno retired effective 1 February, 2012. His retirement ceremony was 5 December, 2011 following 38 years of honorable service. A former navigator, Gen Reno last served as the Deputy Chief of Staff for Logistics, Installations and Mission Support, Headquarters U.S. Air Force, Washington, D.C. and the ER staff received numerous requests from members to share his retirement speech with the membership. An excerpt of the speech is provided below. Sir thank you for your service, mentorship and leadership. We are in your debt. I want to acknowledge the person who will follow me in that to which I have dedicated my past 3 years. She is more than ready to take 26 | The Exceptional Release | SPRING 2012
on the responsibilities I have shared with those around me. Lt Gen Judy Fedder, warmest congratulations, and I’ll be praying for you as you lead and serve. In the spirit of brevity, let me say something about the importance of this logistics business to which some of us have devoted much, share just a couple of things that have always been on my mind, and then I’ll conclude with a request. First, logistics. It has been a great pleasure to work with and for senior leaders who understand the importance of logistics. That support has helped me lead a team that has done so much for so many in so many places. Alexander the Great said his logisticians were a humorless lot because they knew that if his campaign
failed they were the first ones he would slay. Eisenhower attributed success in “battles, campaigns and even wars” to logistics. Certainly we’re a part of the team, but it’s a diverse team that winds today. As our Chief and Secretary wrote to the Secretary of Defense in July 2009, “No one has greater value to our collective mission that another. We operate within a big tent where everyone contributes.” Logisticians and maintainers alongside our engineers, defenders, operators, acquisition pros, programmers, analysts, medics, lawyers, force support and the rest, and more than a few senior NCOs, bring us strength and readiness. I’m proud to be part of that team. Second, things on my mind. Since I first raised my right hand in Cincinnati, OH, the oath of
reno office has been on my mind. At every one of my promotions, each time I have re-enlisted an NCO, at the ceremonies of others…always. I said, “I solemnly swear that I will support and defend the Constitution of the United States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; that I take this obligation freely, without mental reservation or purpose of evasion; and that I will well and faithfully discharge the duties of the office upon which I am about to enter; so help me God.” On that summer day in 1973, I had no idea at all what the word “office” would come to mean, but I took that oath…I promised. Chief, I have kept that promise. Our core values are always on my mind: Integrity First, Service before Self, and Excellence in all we do. Even before Gen Fogelman codified them, my parents and brothers instilled them in me on that 8-acre farm at the edge of town. They remain part of what I am. And my life verse comes from the prophet Micah: “He hath shown thee, oh man, what is good, and what doeth the Lord require of thee; but to do justly, to love mercy, and to walk humbly with thy God.” This guidance memorandum has been the right chart for this navigator and the right tech order for this maintainer - timeless and clear, my heart’s prayer. Finally, here is my request. Would you please forgive me…if I forget to cover my heart and instead salute as the colors pass, the National Anthem sounds and taps is played. I’ll be
thinking of past bases, battles, and airmen and may forget the right protocol. And would you please forgive me…if my eyes wander to the side of the roadway when I pass Arlington and other cemeteries. Along with my eyes will go my mind and heart as I remember our fallen heroes and meeting them at Dover: Myers, Goodman, Helton, Berky, Campbell, Ginett, Buras, Johnson, Solesbee, Hamski, and Douville. And would you please forgive me…if I break lock in our conversation when I hear names like: Fye, Hines, Kemp, Pilla, Williams, Kelley, Frosty, Flowers, Schneider, and Le-Loria. I’ll be thinking about visiting them at Bethesda, presenting them their Purple Heart, watching them adjust their prosthesis or eye-patch, hearing them tell me how it happened, and seeing them overcome more than I could ever imagine. And would you please forgive Gen Reno delivers another powerful brief at the 2011 LOA Name…if I look admiringly at cleantional Conference in Ft. Worth. (LOA photo by Ms. Donna Parry) cut young men and women; fit and alert; and carrying themselves with pride, dignity, and humility. I’ll night shifts, in the heat and cold, and under or be thinking about our Airmen who are work- without the supervision of NCOs and officers. ing inside and outside the wire, on day and They are maintaining aircraft and ICBMs, guarding our nation’s most valuable weapons, restoring power, building airfields, and bases. They are driving convoys, working with their hands and minds, and far away from home during special family times preserving the freedoms our predecessors gave us. Would you please forgive me?
General MacArthur spoke of duty, honor, and country. I can’t do better than that. As Karen and I prepare to touch down one last time for some needed depot maintenance and then to generate more sorties in the next chapter of our lives, I find ringing in my heart something Ray Boltz put down to song 20+ years ago: “It’s an honor to serve, to join in the fight, to lift up my voice, to lay down my life, giving glory to God, seeking none in return. It’s an honor, an honor to serve.” Farewell and God-speed. K The service logistics chiefs came together at the Pentagon April 13 to sign the Joint Expeditionary Basing Working Group charter. Shown signing the charter are Rear Adm. Thomas Moore, Army Lt. Gen. Mitchell Stevenson, Lt. Gen. Loren Reno and Marine Brig. Gen. David Reist. (USA photo)
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education
Preparing the Airmen that Get America to the Fight Your Mobility Operations School in Action
Aircraft Maintenance Production Simulator in use in classroom (photo MSgt Scott P. Krzysik)
By Mr. Rudy Becker The USAF Expeditionary Center (EC), formerly known as the Air Mobility Warfare Center, was established in 1994 by General Ronald R. Fogleman as Air Mobility Command’s counterpart to Air Combat Command’s Air Warfare Center. Recognizing the respective roles of AETC to conduct Airman foundational training and the Major Command’s role to organize, train and equip for the Global Reach and Global Power missions, General Fogleman laid the groundwork for the end-to-end umbrella of advanced mobility training conducted by the Center’s Mobility Operation School (MOS) today. At every impact point in the mobility enterprise--units tasked to deploy equipment and personnel, aerial ports loading airplanes, maintenance control centers and command posts guiding the launch, Tanker Airlift Con28 | The Exceptional Release | SPRING 2012
trol Center (TACC) and global Air Mobility Divisions providing command and control, and contingency response teams providing reception at remote, often austere airfields--there is a complex network of professionals trained by the EC ensuring that it’s all done right. Their coordinated actions must be seamless and so must their training.
The prevailing theme you will find in MOS training is our focus on mirroring the mission environment in the classroom. “Mirroring the Mission Environment in the Classroom” The prevailing theme you will find in MOS training is our focus on mirroring the mission environment in the classroom. In our Installa-
tion Deployment Officer (IDO) Course, prospective IDOs find themselves in a virtual Deployment Control Center confronted with the challenges of deploying a wing to some austere location thousands of miles away. Likewise, in our Maintenance Production and Supervision Simulator, flightline expediters coordinate aircraft launches, respond to fuel spills and engine fires, or confront snowstorms and high winds. Simulation and scenario-based training abound to ensure graduating Airmen are promptly “mission ready,” whether deployed or fulfilling a role at home station. PowerPoint lectures are minimized by delivering knowledge-based material via on-line training before our Airmen ever arrive in the classroom. This blended learning strategy delivers the dual benefits of a “training-ready” student and reduced TDY-time in our high operations tempo world. Our goal is for every graduate to leave the Center and return to their duty station confident in their ability to accomplish their mission regardless of circumstances because they’ve already been there and done that at the EC. One graduate’s assessment summed it up,
becker “I learned more in 8 days at the Center than in 3 months driving around on the flightline!”
“Velocity in Training” In this environment of slim budgets and reduced manpower, every resource must be leveraged to get our mission done safely, efficiently, and most important, effectively. This includes the training environment. In 2006, for example, the Commander, Air Mobility Command, directed focus on airlift velocity enhancements, supporting one of the most challenging transformation efforts in AMC’s recent history. The MOS developed the Aerial Port Expeditor (APEX) Course for the C-5 and C-17 programs to support this effort in just 6 months. The agility offered by the EC allowed training to be developed and delivered rapidly through both on-line and Mobile Training Teams (MTT). Aerial porters loading aircraft without loadmasters to increase mission velocity resulted in a reduction of mobility aircraft downtime of 23% command-wide.
Aerial porters loading aircraft without loadmasters to increase mission velocity resulted in a reduction of mobility aircraft downtime of 23% command-wide. Mobile and On-line Training: Force Multipliers MTTs and on-line training proved to be force multipliers due to the ability to reach large numbers of Airmen close to home with dramatically lower costs in travel and improve quality of life.
Until recently, the Air Force suffered from erratic and inefficient deployment from home station due to inadequate training for Unit Deployment Managers (UDMs). After delivering an IDO course in 2009, the EC developed a comprehensive course in October 2010 to assist installation deployment officers across the Air Force by providing standardized training for all UDMs. The weeklong in-residence course is held 12 times per year, Screenshot of C-17 Aerial Port Expeditor Simulator during loading (Photo courtesy of TSgt John Haynes) training over 200 UDMs annually. Additionally, an MTT approach was again deployed to reach IDOs and UDMs worldwide. The UDM MTT was an ambitious project focused on providing training to over 85 active duty Air Force installations from every MAJCOM. Our mobile teams now reach over 600 UDM students annually. In May 2011, the MOS unveiled its UDM on-line course. This course is primarily intended as a prerequisite for in-residence and mobile training, but is also a valuable standScreenshot of IDO Simulation Showing virtual Deployment Conalone course for individuals waiting trol Center (Courtesy of Mr. Kent Denney) for formal training or as a refresher for core UDM knowledge. College of the Air Force (CCAF). Well known as the Air Force’s opportunity for Airmen to Mobile and on-line training is employed across earn degrees in their specialized occupation, the entire spectrum of our training, including CCAF granted over 33,000 college credits to maintenance, aerial port, C2 and contingency EC graduates in 2011. In a recent compliance response, and has resulted in well over $30M inspection of the Center, CCAF held up the in savings, not to mention more time at home EC as a benchmark, one of a kind institution for our Airmen. for their processes in delivering effective training. The Center was also first in the USAF to CCAF Credit! earn CCAF credit for on-line training. A significant bonus provided to our graduating Airmen is our affiliation with the Community So, whether you are a new “Port Dawg” working at the 305th Aerial Port Squadron, or a senior officer lined up to serve as Director of Mobility Forces for a disaster relief operation, the USAF Mobility Operations School stands determined to deliver the absolute best training you’ve ever received--your partner in getting America to the fight! About the author: Mr Rudy Becker is the Director, United States Air Force Mobility Operations School (MOS) at the USAF Expeditionary Center, Joint Base McGuire-Dix-Lakehurst, NJ. The MOS is the USAF Center of Excellence dedicated to preparing every graduate to perform their mission in the full range of mobility operations. He is a Command Pilot with over 4000 hours. K
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leadership
21X Developmental Team Summary By Lieutenant Colonel Christopher Holmes
Everyone who attended the last LOA Conference knows how much of the discussion centered around Force Development. A key part of the Force Development process is what happens at the Developmental Team (DT) meetings. Recently the 21R and 21A/M communities held their Fall DT meetings, and what follows is a summary of the discussion topics, highlights and major events.
Charter: Both DTs agreed to change the frequency of their DT meetings from three times per year to two. They will now meet in summer and fall. DTs also will invite a sitting Group Commander as a non-voting observer to help further the understanding of the DT process among Group Commanders and ensure a field representative is available for inputs as needed.
Career Field Health: 21Rs are overall manned at 103%. Field-grade officer manning is 72%, while company-grade manning is 143%. The concern is that there are more authorizations in the field-grade ranks than there are actual officers to fill those billets. The DT will have to pay close attention to fill-rates for authorizations to ensure key field-grade authorizations are filled. 21As are overall manned at 105%. Field-grade officer manning is at 81% and company-grade manning is at 130%. Like the 21Rs, 21As are experiencing a deficit in actual field-grade officer manning as compared to authorizations, and the 21A/M DT will also have to pay close attention to field-grade officer authorization fills. 21Ms are overall manned at 99%. Field-grade officer manning is at 70%, while company-grade manning is at 130%.
365-day ITDY analysis: For CY12, there are currently 49 ITDYs for 21Rs, which is 17 less than CY11.
Vectoring: All career fields provided vectors to officers graduating Intermediate Developmental Education (IDE) and Senior Developmental Education (SDE). All officers attending in-resident DE are assigned mentors to work with for post-graduation vectoring. Additionally, those officers in 1997 and 2002 year-groups received vectors as well.
Education with Industry (EWI): The DT considered Logistics Readiness officers for this 10-month program that offers a tour with civilian industry to better understand and 30 | The Exceptional Release | SPRING 2012
interpret Air Force logistics needs in industry terms. The 21Rs selected two officers to attend in CY12.
Acquisition & Logistic Experience Exchange Tour (ALEET): ALEET affords aircraft maintenance officers the opportunity to experience one tour in acquisition logistics, and acquisition officers the opportunity to experience “life on the flightline” in an operational aircraft maintenance unit. Officers chosen for this program receive Level I Life Cycle Logistics certification as well as Level I Program Management certification. The 21A/M DT evaluated officers who have 2 to 6 years Total Federal Commissioned Service by 1 January 2012 and who will have 2 years time-on-station by 31 July 2012. The DT selected six officers to participate in this program who will be assigned to an acquisition billet for three years after completing acquisitions technical training.
Air Force Institute of Technology (AFIT): DTs consider officers for advanced academic degrees in Logistics Management, Supply Chain Management or Transportation Management with AFIT’s Graduate School of Logistics. To be considered, officers must be fully qualified in their AFSC, and have between 2 and 10 years Total Federal Commissioned Service by 1 January 2012. The 21R DT boarded nine officers and selected six to pursue Masters’ degrees, and one officer to pursue a PhD. The 21A/M DT reviewed the records of five officers and selected three to pursue Masters’ degrees.
ALROC: The DT reviewed the revised Advanced Logistics Readiness Officer Course curriculum. The target year groups to attend the course will
holmes transition from 8-12 years commissioned service to 5-9 years beginning with CY12. The DT also previously approved transitioning ALROC to a more tactically-focused curriculum, which will serve to strengthen in-garrison and expeditionary skill sets. The shift offers a 54% increase in immediate payback at the squadron level as graduates can put the curriculum to use immediately. The DT scored 214 records and selected 15 primary attendees and 15 alternates for ALROC Class 2012B beginning in September 2012.
AMMOS: The 21A/M DT members reviewed the Advanced Maintenance Munitions Officers Course (AMMOC) course. The DT scored 252 records, selecting 11 primary attendees and 11 alternates for AMMOS Class 12B beginning in Fall 2012.
Logistics Career Broadening Program (LCBP): LCBP is a 2-year controlled tour at an Air Logistics Center or at Defense Logistics Agency to develop officers with wholesale logistics experience. DTs considered officers from the 2006-2008 year groups for this program. The 21Rs selected seven primary and seven alternate attendees, and the 21As selected eight primary and five alternates.
Regional Affairs Specialist (RAS): DTs also consider officers for this specialized program. RAS officers are traditional foreign area officers that specialize in a particular geographic region and learn a foreign language. Officers are selected at the 7-10 year point, undergo a 2-3 year training program, develop proficiency in a foreign language, and alternate assignments between their primary AFSC and RAS. Two 21Rs were selected as primaries for this program, with two alternates. Two 21As were also selected for this program.
Next DTs: 21R: 14-18 May 12 21A/M: 18-22 Jun 12 These DTs will select candidates for Squadron Command and Deputy Group Command, as well as prioritize candidates for IDE and SDE. Detailed minutes from the Fall DTs are available from MAJCOM DT representatives, and are also posted under “Officer DT Information” on AFPC’s Force Development portal website at: https://www.my.af.mil/ afpc2w20/MYXDP/UserPages/ContentPage.aspx?n=498.
Final Note: The HAF/A4L Force Development Office would like to remind officers to continually review their personnel data to ensure its correct and current, as incorrect or non-current data could result in officers not being considered for specialized programs such as those looked at above. More importantly, officers MUST update their Airman Development Plan (ADP), as that is their voice to the DT. ADPs should include an officer’s desire for assignments and locations, as well as any other information that might affect an assignment, such as progress towards correspondence PME or an Advanced Academic Degree. Finally, officers with questions or comments about the DT process are encouraged to contact their respective Group Commander and MAJCOM DT representative. About the author: Lt Col Christopher Holmes is currently the Chief, 21R Force Development in the Directorate of Logistics, Headquarters Air Force. Prior to his current assignment, he served as the Commander, 96th Logistics Readiness Squadron, Eglin AFB, FL. K
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from the flightline
Merry Christmas from Guam Air Force C-130 Sleighs Bring Christmas to Micronesia By Captain Kwarteng
Francine
2011 marked the 60th year of Operation Christmas Drop. Last February I was appointed as President of Operation Christmas Drop to continue this wonderful Andersen AFB tradition. Operation Christmas Drop is the longest continuous humanitarian airlift in US Air Force history. One week before Christmas in 1952, an aircrew from the 54th Weather Reconnaissance Squadron was returning home to Andersen AFB after a 12-hour storm-chasing sortie. The aircraft commander spotted 20 or more people gathered on the beach of Kap- Boeing B-50D-95-BO (S/N 48-096) in flight. (U.S. Air Force photo) ingamarangi (pronounced: in 2006 the program was returned to the 734th Ka-ping-uh-muh-rang-ee) Island waving at the plane. It was then, that Air Mobility Squadron as a “Team Andersen” the co-pilot came up with an idea to share a event, where it has remained a signature occalittle Christmas spirit with the islanders be- sion ever since. In concert with the 734 AMS, low. Quickly, the crew members each gath- the 374th Airlift Wing at Yokota AB, Japan has ered some items (candy, chewing gum, pencils, provided the aircraft and aircrew for Operation paper, cigarettes and their lunches) and placed Christmas Drop since 1987. The missions are them in an air sampling canister. The naviga- carried out under the US State Department’s tor then attached a makeshift parachute and Denton Program, permitting DOD to transdropped it to the islanders on the beach. As port privately donated humanitarian aid to forthe hours passed and they returned to Guam, eign countries using military transportation on the event took on a special meaning, and would a space-available basis. for several decades.
From humble beginnings sixty years ago in the cockpit of a WB-50 Operation Christmas Drop has become an annual event, aiding the Micronesian islanders. Requiring more structure and a desire to better align itself with their humanitarian mission, Operation Christmas Drop became a private organization in 1982 in accordance with Air Force regulations. In 1987, the 605th Military Airlift Support Squadron at Andersen AFB took over the organization. By 2003, the operation transferred to the 36th Wing at Andersen AFB. Finally, 32 | The Exceptional Release | SPRING 2012
Micronesia is comprised of thousands of small islands that span over 1,200 square miles in the western Pacific Ocean, southwest of Hawaii and to the northeast of Australia. The main islands in this sub region of Oceania are the Mariana Islands; Guam and the Northern Mariana Islands, Banaba, the Gilbert Islands, Nauru, Wake Island, The Marshall Islands, and the Caroline Islands; politically divided between Palau and the Federated States of Micronesia. In 1975, the Caroline and Marshall Islands signed a constitution for the Federated States of Micronesia in free association with
the United States. The Northern Marianas chose a separate status and voted to become a Commonwealth of the United States. Guam, the southernmost of the Marianas, remained an unincorporated United States territory with its own elected governor. The objective of the Operation Christmas Drop Organization is to provide humanitarian assistance to the people of Micronesia – and thanks to the region’s geography, it’s no easy task. They are responsible for the organization and direction of the overall logistical operations to include developing, initiating, and leading fund-raising programs to purchase boxes, parachutes, and supplies for the drop, hopefully raising local awareness of the cause in the process. Every year the Organization aims to have 100% donated supplies for the
Over the past 60 years, the organization has dropped 6,800 boxes and collected over $1M.
kwarteng drops, which include non-perishable goods, building materials, canned foods, clothes, fishing equipment, and tools. In the unlikely event of insufficient donations, funds raised throughout the year can be used to purchase supplies for the boxes. Over the past 60 years, the organization has dropped 6,800 boxes and collected over $1M. Operation Christmas Drop has had a tremendous and life-changing impact on thousands of Micronesian islanders that may not otherwise have access to the items dropped. The Photo of Micronesia (Photo Courtesy of Nationsonline.org)
2011 team started collecting donations in April 2011 with the theme “Connecting the Community to the Need”. Donations and fund-raising proceeds allowed the Operation Christmas Drop Organization to meet their goal of collecting over $10,000. Through a rigorous fund-raising program, Operation Christmas Drop sponsored a 5K walk/run at the University of Guam, a bake sale/gift wrap at the Base Exchange, and a Chamorro barbeque sale at the 4th of July Bash at Andersen AFB. Personnel in the Andersen AFB community gave what they could, ranging from event support and volunteering for the Organization itself, to the Andersen Elementary school children that painted boxes. “Children from Andersen Elementary School painted over 30 boxes that were filled with toys, clothing and goods for the drop. Every grade participated in decorating these boxes,” said SSgt Alexandre Montes. The 60th annual Operation Christmas Drop ran from 8 December to 22 December 2011. The support team from Andersen AFB with the aircraft and aircrew of the 374 AW reached about 56 islands in the Micronesian region dropped 62 boxes, each weighing 300lbs for a total drop weight of 18,600 pounds. Merry Christmas from Operation Christmas Drop and Micronesia!
Capt. John Fuccillo and Master Sgt. Sigrid Carrero-Perez, both from the 36th Airlift Squadron, Yokota Air Base, Japan, prepare to drop a package over a remote island near Chuuk Dec. 14. Over 600 pounds of donated goods will be dropped over the remote islands during Operation Christmas Drop. (USAF photo by SSgt Jamie Lessard)
About the author: Captain Francine Y. Kwarteng is a Logistics Readiness Officer assigned to the 734th Air Mobility Squadron, Andersen AFB. She is currently the OIC of Air Freight, and is the Operation Christmas Drop president as well as the social committee chairperson of the LOA Arc Light Chapter. K
33 | The Exceptional Release | SPRING 2012
from the flightline
Logistics Perspective: Nuclear Weapons-Related Materiel By Captain Mieke D. Bruins
The odds are good that if you have been in or around the missile field for more than a minute, you have had some contact with Nuclear Weapons-Related Materiel (NWRM). But before this article appeared you may not have considered what it is and its impact to the maintenance and readiness of the weapon system itself. As you will discover, NWRM and its correct storage, distribution and disposition affect your daily life in more ways than you can imagine--knowing and understanding how that happens will give you a greater comprehension of the logistics processes of the nuclear enterprise.
NWRM Defined There are two basic definitions for NWRM. The Office of the Secretary of Defense (OSD) defines it as classified or unclassified assemblies and subassemblies (containing no fissionable or fusionable material) identified by the Military Departments (MILDEPs) that comprise or could comprise a standardized war reserve nuclear weapon (including equivalent training devices) as it would exist once separated/ removed from its intended delivery vehicle. The Air Force makes the definition more specific in AFI 20-110, Nuclear Weapons-Related Materiel Management. It states that NWRM is select nuclear combat delivery system components that are design sensitive and needed to authorize, pre-arm, arm, launch, release, or target a nuclear weapon. For example, NWRM includes such items as a forward or aft section, missile guidance control set, or nosetip.
A Little History NWRM has had a bit of a turbulent past in recent years. In 2006, Intercontinental Ballistic Missile components were inadvertently sent to Taiwan labeled as “helicopter batteries”. This incident undermined the confidence DoD leadership had in the Air Force to account for its nuclear components. The turbulence continued the following year in 2007 when nuclear warheads were transported via B-52 from Minot AFB to Barksdale AFB without authorization. Numerous investigations revealed fundamental shortcomings in focus, expertise, 34 | The Exceptional Release | SPRING 2012
A1C Kristopher Massa inspects a pin on a Minuteman III missile component at a missile maintenance trainer. (USAF photo by SrA Joe Laws)
mission readiness, and discipline in the nuclear weapons enterprise—in short, a dysfunctional culture. It was the accumulation of errors that led to the resignation of the AF Chief of Staff and Secretary of the Air Force. The result… strict and unyielding measures put in place to account for, store, distribute and dispose of NWRM…we can’t have it any other way.
Changes There are several changes outlined by OSD in a memo dated 16 October 2008. Included in those changes were proper accounting of NWRM items utilizing their Unique Item Identifiers (UII) that meet the requirements in the Item Unique Identifying (IUID) Standards for proper accounting (DoDI 8320.04). All NWRM items must be marked with machinereadable or virtual UIIs according to IUID policy. Once complete, an automated identification process will be implemented to maintain positive inventory control. With the technology now available, this process is being enacted with great success at F.E. Warren AFB.
Why is this so important? One of the most crucial findings from the Taiwan and the B-52 incidents was the lack of accountability. Accountability of property in the possession of the Air Force is the responsibility of every Airman. The Air Force took accountability a step further by pulling a proven practice from the past to help solve NWRM accountability issues of the present. It made the Logistics Readiness Squadron Commander the NWRM Accountable Officer (NWRMAO). Since the position also entails being the Accountable Officer for all supplies and equipment on an installation, this completes the picture in regard to chain of custody so crucial in this enterprise. NWRM assets enter and exit the installation through the supply/transportation channels before they are placed in stock, issued to the maintenance or munitions customer, or shipped to the depot. Accountability is critical in every phase of the NWRM process to ensure property is not lost, stolen, misplaced, or otherwise unaccounted for.
bruins Maintaining accountability is so critical that F.E. Warren AFB is the only base in the Air Force that conducts NWRMAO-directed special monthly inventories on NWRM property. Lt Col Jondavid DuVall, 90th Logistics Readiness Squadron Commander said, “the enthusiasm for a pursuit of daily excellence speaks for itself at F.E. Warren AFB. Since July 2010, monthly NWRM inventories have consistently attained 100% inventory accuracy. It is absolutely amazing watching our Airmen and Civilians tackle this challenge with passion and rigor. They knock it out of the park everyday!” In addition, anyone handling NWRM must be properly trained to include computer based training, OJT, and strict adherence to MILSTD 129 (proper marking for shipment and storage) and MILSTD 2073-iE (DoD Standard practice for military packaging). The process of distribution is primarily handled by the dedicated Airmen in the cargo section, a part of the Logistics Readiness Squadron, who are specially trained and ready to act as part of a team designed to ensure all policies and procedures are adhered to in dealing with NWRM.
NWRM team… Amn Melby Effertz, A1C John Sickau, Mr. Sean Rainey, Mr. Peter Degenstein, SSgt Phenice Cooper and SSgt Kacee Mercado (Photo courtesy of 1st Lt Yvonne Johnson, 90 LRS/LGRM)
According to SSgt Kacee Mercado, “proper NWRM packaging is important because it provides physical protection, asset security and accountability for the item being shipped.” The importance of proper training cannot be overemphasized. Ms. Suzanne Barto, Distribution Flight Chief at F.E. Warren AFB, has a very comprehensive training program including Computer Based Training, Special Expertise Identifier (SEI) skill-training, On the Job Training (OJT) including guided hands-on training, periodic skill testing, and training for personnel that package or handle NWRM even outside of the Logistics Readiness Squadron. She states, “The NWRM training program is the foundation on which an Airman’s on-the-job training and daily success is built.” The results of the training program are evident in the lack of transportation discrepancy reports and a high inspection pass rate.
TSgt Damen Cipolla inspects the rotary launch assembly as it’s being lifted into a B-2 as SrA Gregory Lowe runs the controls to lift the assembly into place. (USAF photo A1C Carlin Leslie)
As a part of maintaining standards, she includes materials posted where the Airmen actually work with examples of proper packaging and marking. These training aids are included not only in the cargo area but in binders at each facility that packages materials. This training and emphasis on having more than one fail-safe in place has led to 3,255 shipments with a zero Transportation Discrepancy Report (TDR) rate, and is indicative of the level of focus required to avoid another mistake such as the Taiwan shipment.
Personnel from F. E. Warren AFB were critical in developing and defining Maj Gen C. Donald Alston’s (20 AF/CC and TF214/CC) vision for a standardized 20th Air Force NWRM Master Training Plan that spanned all Air Force Specialty Codes (AFSCs) involved in the NWRM process. SSgt John Foster attributed this training to his unit’s success and understanding the impact of logistics to the nuclear enterprise: “Proper logistics in the long run keeps our nation’s strategic deterrence credible in the eyes of our adversaries.”
Why do I need Logistics Personnel? At some point or another nearly every person on base has asked themselves that question. Why is a “loggie” so important in the process? Easy…without trained and specialized logistics personnel implementing sound policies and processes, maintaining positive control of inventory would be impossible. What is the effect of what we do? The STRATCOM commander relies on Logistics, Operations, Security Forces and Maintenance personnel to make sure the mission does not fail. Without logistics the Combatant Commander would not receive support, or that support would be delayed to the point of mission failure, and in our business, we cannot afford mission failure. Loggies ensure parts are available when and where they are needed; from storage to distribution and on to demilitarization in order to support Missile and Munitions Maintenance personnel. If we support the Missile and Maintenance personnel correctly, we ensure that their focus is on maintaining one-third of the nation’s ICBM force and providing combat ready status 24 hours a day, 7 days a week, 365 days a year. About the author: Capt Bruins is a career Logistics Readiness Officer. She is a graduate of the University of Arizona. Capt Bruins has deployed 3 times in her 7 year career. Currently, she is the 90th Logistics Readiness Squadron Operations Officer. K 35 | The Exceptional Release | SPRING 2012
expeditionary logistics
A View from the Top of Afghanistan By Major Clifford N. Scruggs Kabul, Afghanistan sits 5,873 feet above sea level and rests in a narrow valley along the Hindu Kush Mountains. However, the view from the top I’m referring to is strategic in nature and is based on my experience while deployed to Headquarters International Security Assistance Force (HQ ISAF). While assigned to HQ ISAF, I served as the Situational Awareness Room (SAR) Duty Officer. As an aircraft maintenance officer, the last thing I ever thought I would be doing on a deployment to Afghanistan would be serving on a North Atlantic Treaty Organization (NATO) Headquarters staff led by General David Petraeus, also referred to as COMISAF throughout this article. Soon after signing my deployment notification for HQ ISAF, my Unit Deployment Manager was in daily contact preparing me for what lay ahead. Little did I know, my first pre-deployment training was in Norway at the Joint Warfighting Center in the town of Stavanger located along the southwestern coast of Norway. In late October 2010 I arrived in Norway. Although it was a bit cooler there than at my home station of Edwards AFB, it wasn’t nearly as cold as I had always predicted Norway to be. In fact, it was
quite lovely except I did not see the light of day due to long commutes to and from the training center and our barracks in addition to long training days.
The pre-deployment training in Norway was called an “MRT”. As an aircraft maintenance officer, I always thought of Maintenance Recovery Team when hearing the acronym MRT; yet, this one meant Mission Rehearsal Training. In a nutshell, we met the team we would forward deploy with and began establishing working relationships, roles and responsibilities in a low threat, peaceful environment before arriving in Afghanistan. Since the individual you were replacing was eagerly awaiting your arrival, you’d better learn fast in order for them to depart the AOR on time (in fact, most rotating personnel only had about three days of turnover). Due to the fact we were assigned to work on a NATO staff, one of my first challenges was to learn the fundamental differences in ranks. Since there were over 28 nations represented--that was easier said than done. However, it didn’t take me too long to figure out that as an Air Force Captain on a four-star staff pretty much everyone from every country out ranked me. Originally, when I arrived in Norway, my job was going to be somewhat related to my logistics career field. They had me slated to work in Then Capt Scruggs with General Petraeus, COMISAF, HQ ISAF Kabul Afghanistan. (Pho- CJ4 (Combined Joint Logistics). However, about one week into to by U S Navy Chief Petty Officer Joshua Treadwell) my training, a US Army LTC from CJ1 (manpower) knocked on
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scruggs the door of my classroom and whispered to my Estonian Lt Col instruc- (Combat Airman Skills Training) en-route to Afghanistan. I must admit tor. The Estonian officer came over to me, shook my hand, and said “it the CAST cadre clearly understands the concept of “just in time training” was nice to know you and I’ll see you in Afghanistan.” Oh boy, my heart and got it right! Simply put, this was absolutely the best training I’ve started beating heavier. I had no idea of what was about to happen. Was ever received in my 18+ years of military service. Their curriculum was I going straight into theatre from Norway? Was I going into a different conducted by contractors and revolved around “muscle memory” versus job that would require even more outside the wire time? I followed the traditional learning methods such as videos, power points, lectures and Army LTC out of the classroom, walked upstairs and was presented to a written tests. CAST did an outstanding job preparing you for entry into British Colonel whom I would follow for the rest of my time in Norway. a battlefield by throwing every situation at you in a “safe” environment He was the XO (Executive Officer) to the DCOS OPS (Deputy Chief versus down range. This training was very realistic and I definitely benof Staff for Operations) in Afghanistan, efited from it. a US Army Major General. I was noCAST did an outstanding job My flight didn’t depart for nearly a tified by the British Colonel that I was preparing you for entry into a week after graduating from CAST, but slated to be the MA (Military Assistant) battlefield by throwing every I wasn’t allowed to return to home stato the two-star. Wow, I thought! What tion. I stayed at McGuire AFB billeting situation at you in a “safe” exactly does the DCOS OPS MA do? while awaiting airlift into theatre. After environment versus down range. Well, it turns out he does pretty much numerous stops along the way, I arrived This training was very realistic and I any and everything from managing his in Bagram Air Base where I, along with definitely benefited from it. day-to-day calendar to attending all his a few others (primarily US Army), slept meetings with him, etc. After gaining on top of our gear outside in the snow this new knowledge of what (I thought) due to overcrowding as part of the surge. We awaited our next flight into my job was going to be, I immediately made contact with the current the Kabul International Airport and from there I would catch a convoy MA (a US Navy Lieutenant) to begin dialogue prior to my arrival. to my final destination where I would spend the next 194 days. After completing my training in Norway, I was able to come back home When I finally arrived in Kabul, I was the only one on the convoy bound just before Thanksgiving to enjoy the Holidays with my family. I left my for HQ ISAF. Most were getting off at various other camps throughhome station in mid-January 2011 for my final pre-deployment training out Kabul. The convoy driver stopped outside the gate to my compound. A couple of US Army privates hopped out and helped me unload my bags then drove away. Once inside the HQ ISAF compound, I was able to contact my sponsor who was just getting out of the morning update meeting with COMISAF (this meeting was my “primary reason for existence” according to my new boss). After dropping my gear and luggage off in a transit room (still soaking wet from a combination of the wet snow and sweat from dragging bags for the past several days), I went into my new work location, the SAR. I was introduced to my boss, a different British Colonel from the one whom I had originally met in Norway--because my job had changed yet again. Remember… (Then) Capt Scruggs (back right) with Congressional delegation. (Photo courtesy of Maj Scruggs).
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Section | Storylogistics Name expeditionary | a view from the top...
the key to Air Power is flexibility--although I don’t believe I truly understood that catch phrase until this deployment!
Although I may never be able to discuss most of the information I was exposed to while deployed, I must say that from the typical logistician’s perspective just being a part of the “Big Picture Perspective” was simply If I had to summarize my job in Afghanistan, I would divide it into fascinating! In fact, after my return (and even during my deployment), fourths. One fourth was performing my actual job as SAR Duty Officer I thanked my home station leadership for allowing me to be part of the (similar to the role of a Battle Captain) where I tracked current opHQ ISAF team gaining this invaluable erations (CJ33) throughout the theater for perspective! In retrospect, my aperture In retrospect, my aperture has both kinetic and non-kinetic events. Anhas been permanently broadened by beother fourth of my time was spent serving been permanently broadened by ing immersed into CENTCOM and in a pseudo protocol officer capacity setting being immersed into CENTCOM NATO priorities and ultimately seeing up high level meetings with generals, ambasand NATO priorities and ultimately the strategic view from the top of Afsadors, and Congressmen to visiting heads seeing the strategic view from the ghanistan! of state, three and four-star flag officers top of Afghanistan! from various troop contributing nations and About the author: Major Scruggs is the even kings and princes. Another part of the Maintenance Operations Officer assigned job was pseudo-communications officer operating multi-million dollar to the 412th Aircraft Maintenance Squadron at Edwards AFB, where he is IMAX-like screens, surround sound and various secured teleconferencresponsible for three Aircraft Maintenance Units consisting of 21 F-16s, 13 ing capabilities. Finally, the other part of my time was spent acting as T-38s, 6 F-35 and 4 F-22 aircraft. While deployed to Kabul, Afghanistan a security officer where I reviewed slides for proper classification levels from February to August 2011, he served as the Situational Awareness Room and checked security classification levels to include verifying if personDuty Officer for the Headquarters International Security Assistance Force. nel had the proper security clearances to gain access to several daily clasK sified level briefings.
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expeditionary logistics
The Culture of Honduras and the Logistics Readiness Officer
By First Lieutenant Jennifer Reichle Culminating in the implementation of crosscultural competency training, the United States Air Force recognizes the importance of effectively interacting with people from different cultures. Current US military operations require troops, including Air Force Logistics Readiness Officers (LROs), to cooperate and communicate with local nationals from a multitude of backgrounds. Cultural backgrounds can play a major role in how countries communicate with each other. This is why understanding the history and culture of a country, when deployed, can give troops a clear advantage. For example, a LRO deployed to Honduras would benefit greatly by learning the native language and other cultural facts about the country prior to their arrival, as will be discussed later. 40 | The Exceptional Release | SPRING 2012
Honduras is a mountainous, tropical country roughly the size of the state of Virginia. The capital city, Tegucigalpa, is home to the American Embassy and approximately 1.1 million of the country’s 8.1 million Hondurans. Honduras is one of the poorest countries in the western hemisphere, with about 65% of the population living in poverty. The country’s economic situation resulted in numerous US medical and engineering humanitarian assistance operations. Since 1996, the Department of Defense has deployed members to provide medical, dental, veterinary, and engineering assistance. In terms of engineering aid, deployed members have constructed schools and clinics; drilled wells for potable water; conducted road repairs; and delivered donated supplies to orphanages. Of course, this could not be accomplished without the logistical support of a LRO.
Above: Corey Johnson hands out candy to children at an isolated village near Comayagua, Honduras. (USAF photo by TSgt Matthew McGovern)
It is important for a deployed LRO to understand the structure, history and culture of the country in which they will be working. In Honduras, learning the significance of religion and the native language are two vital steps toward operational success. One of the key cultural components of Hondurans is their common primary religion, Catholicism. With a largely Catholic population, a LRO who is familiar with Catholic traditions would be able to avoid some awkward or offensive situations. One such example is the 2011 Pepsi/Doritos Super Bowl commercial where the sacrament was offered as a snack food. As USA Today wrote in the article, Super Bowl Commercial Pulled for Offending Catholics, “…the body
reichle and blood of Christ are no joke to Catholics who believe they are in Communion with their God when they accept the Eucharist and the wine during Mass.” Committing a faux pas like this commercial in Honduras would cause harm to any positive relations between our countries. In other words, it is best to leave religious humor at the door.
Understanding the culture of a people also requires a LRO to learn the history of the people they will be working with during the deployment. Understanding the culture of a people also requires a LRO to learn the history of the people they will be working with during the deployment. Prior to the arrival of Christopher Columbus on July 30, 1502, Honduras was inhabited primarily by indigenous tribes. By 1523, the Spanish began sending expeditionary forces to establish rule over the territory. Fourteen years later, a war chief named Lempira from the Lenca tribe, united hundreds of native tribes to fight the Spanish conquistadors. Lempira’s warriors lost the battle leading to nearly 300 years of Spanish rule until gaining independence on September 15, 1821. With Spain’s early dominance came a common language, Spanish--the predominant language spoken today. However, there is a small area on the northern coast where English is spoken due to the US banana plantations established in the early 1900s. Communication issues are common between people who speak the same language, but these issues are compounded when there is no common language between two nations. Since language is the largest communication barrier, a Spanish-speaking LRO would be a vital asset to the US when working with local nationals. Imagine trying to direct airflow and cargo shipments when the individual on the other end of the phone doesn’t speak English; it would be a potential showstopper. On the other hand, being prepared to converse in Spanish and English would allow the operation to continue without this language barrier.
president who is elected to serve a 4-year term; there is a judicial branch with the Supreme Court of Justice; and there is a legislative branch. The legislative branch is a National Congress with one legislative chamber elected to serve a 4-year term. The beginning of a democratic constitutional republic evolved out of a coup staged against the authoritarian administration around 1955, and a banana worker strike. The series of coups that followed paved the way for seven consecutive democratic elections and a long-running relationship with the US government. With the exception of their coup in 2009, temporarily severing ties with the US, Honduras has been an ally of the US and often supports American international initiatives. During Operation IRAQI FREEDOM, Honduras deployed 370 troops for stabilization in Iraq. Because American forces play a large role in past and present conflicts, the contributions of warfighters from partner counties, like Honduras, should never be over looked. It is important for LROs deploying to Honduras to understand this partnership. The US maintains a presence of about 500 - 600 US troops at the Honduran military base--Soto Cano Air Base, commonly known as Palmerola Air Base. Soto Cano is a joint forces base that became operational in 1981. The US used Palmerola as a base of operations for foreign policy objectives
support in the 1980s. Today, US forces use the base as a platform for efforts in the Central American war on drugs as well as humanitarian aid missions throughout Honduras and the rest of Central America. The US Joint Task Force-Bravo ( JTF-Bravo), based at Palmerola, provides vital support to Honduras and neighboring Central American countries during combined exercises. Since the Constitution of Honduras does not permit a permanent foreign presence in the country, JTF-Bravo is allowed to remain in Honduras on a “semi-permanent” basis. This presence allows US forces to decrease the amount of time it would take to respond to natural disasters in Central America by providing a logistics staging area for medical aid, infrastructure repair, and rescue missions. Logisticians coordinate the supply flow and delivery of a multi-million dollar aid effort to those in need. These humanitarian efforts help to increase positive relations between the US and Honduras. For example; US forces member, SSgt Robert Marchand, describes his deployment time with JTF-Bravo as, “a great experience interacting with the locals, getting to know how they live and their culture.” He goes on to say: “There are a lot of orphanage trips we take, as well as chapel hikes where we go out to feed families who are less fortunate around the mountains.
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The current government in Honduras is a democratic constitutional republic, very similar to the US. The government SSgt Robert Marchand assists a guest at the Iguana Inn located on Palmerola Air Base. (Photo Courtesy of SSgt includes an executive branch with a Robert Marchand) 41 | The Exceptional Release | SPRING 2012
expeditionary logistics | the culture of... It is a very heartwarming feeling to see their faces and the impact that we had by showing up. I have about three and half months left and I’ve enjoyed every moment.” The aid efforts of the US in Honduras also extend beyond the delivery of much needed survival and medical supplies. By providing logistical support, LROs working with JTFBravo assisted with efforts to eliminate illegal trafficking activities in the region. With one of the highest murder rates in the world and increased violence and drug trafficking, the primary focus of the Honduran armed forces is combating narco-terrorism and organized crime. In this effort, the US cooperates closely with Honduras in counterterrorism and counternarcotics efforts as well as combating poverty, strengthening human rights, improving education, and raising health standards. US troops currently conduct and provide logistics support for a variety of bilateral and multi-
Joint Task Force-Bravo Airmen, Soldiers, Sailors and Marines hike down a hill after delivering bags of food to an isolated village near Comayagua, Honduras (USAF photo by TSgt Matthew McGovern)
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lateral exercises in Honduras. The support provided includes medical services, engineering projects, peacekeeping, counternarcotics, and disaster relief for the Honduran people and their neighboring Central American countries. Knowledge of this mission is crucial for a LRO to continue providing uninterrupted support of these activities. As a superpower, the US will continue to have a responsibility to assist other nations. Knowing the structure, history, and culture prevents troops from committing easily avoidable mistakes and aids in developing strong relationships. It allows LROs to better communicate, present ideas and plans, and interface with foreign counterparts. Understanding the history between the US and Honduras sets the tone for how a LRO should approach situations when deployed to the country. There are several resources available to learn more about the country prior to a deployment. The online world fact book from the Central Intelligence
Agency provides a great overview of a country’s culture, geography, history, and infrastructure. At the base library a LRO can sign-up for free language learning programs; some can be downloaded and used conveniently with your mobile devices. Taking the time to utilize these resources will help accelerate and enhance logistics operations by minimizing cultural blunders and maximizing quick concise communication. About the author: First Lieutenant Jennifer L. Reichle is currently assigned to the 90th Logistics Readiness Squadron, Francis E. Warren AFB, Wyoming. She has served as the Officer in Charge of Cargo Movement, the Officer in Charge of Plans and Integration, and the Installation Deployment Officer. She is also a founding member of the Logistics Officer Association, Cowboy Chapter at F.E. Warren AFB. K
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Expeditionary logistics Â
AFGHANISTAN – Strategic Fuel Support Uncertainties Amid Political Quagmire By Major Nick Moore
Just a few months ago, I attended the Advanced Logistics Readiness Officer Course (ALROC) at Joint Base McGuire-Dix-Lakehurst in New Jersey. The course is designed to provide Logistics Readiness Officers (LRO) advanced training in the tenets of Agile Combat Support. One of the critical ALROC graduation requirements is for students to write a research
paper on a relevant logistics challenge facing our Air Force today. When selecting my topic, my fuels background and recent tour at Defense Logistics Agency (DLA) Energy Middle East made this an easy choice. The intent of my research was to determine the impact to operations and timeline required to increase Northern Distribution Network (NDN) fuel throughput volumes if the Pakistan supply route was diminished or eliminated completely.
Defense fuel supply point in Afghanistan (Photo by Maj Nick Moore)
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Unfortunately, just days after putting the finishing touches on the paper, a North Atlantic Treaty Organization (NATO) airstrike killed 24 Pakistan soldiers at a Pakistan border check point. This action, combined with an already strained US/NATO-Pakistan relationship, caused Pakistan to slam the door shut to fuel and other supplies coming from Pakistan. The following article outlines the current political US-Pakistan dilemma, the effects the Pakistan
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Fuel Trucks Waiting to Download (Photo by Maj Nick Moore)
supply route closure may have on US/NATO efforts, and identifies short and long-term recommendations to mitigate.
Political Chess Match What role has politics played in the 10-year Operation Enduring Freedom (OEF) campaign? If the war was limited to a force-onforce conflict, US/NATO forces would certainly dominate the battle space. As you well know, this isn’t the case and the US-Pakistan political debacle has been at the crux of the war for much of the last 2-3 years. One of the largest sources of friction is the use of US drones to target insurgents within Pakistan. According to the Bureau of Investigative Journalism, more than 160 children are among at least 2,292
people reported killed in US attacks since 2004. There are credible reports of at least 385 civilians among the dead. The US furthered that resentment by unilaterally executing an operation to kill or capture Osama Bin Laden on May 2, 2011. Although the high-value, short-term objective was achieved, the fragile and troubled relationship between the US and Pakistan continued on a deep, downward spiral. If that wasn’t enough, the US suspended $800 million in economic aid to Pakistan on July 10, 2011, and on November 26, 2011, the aforementioned NATO airstrike that killed 24 Pakistan soldiers officially pushed the already fractured relationship to critical mass.
Historical Perspective
NDN and Pakistan Supply Routes to Afghanistan. (Figure courtesy of STRATFOR)
To be successful moving forward, we must revisit and understand our past. Afghanistan has experienced its fair-share of war, foreign occupation, and regime change over the last 30-years. If we reflect back to the Soviet-Afghan War from 1979-1989, it’s easy to draw several comparisons to current day challenges we face with OEF. According to Grau and Gress, “the strategic struggle for Afghanistan was a fight to strangle the
other side’s logistics. The Mujahideen targeted the Soviet lines of communication--the critical roads over which the Soviet supplies traveled.” Fortunately for the Soviets, they controlled all the border crossings into northern Afghanistan and also occupied the land to Afghanistan’s north. However, logistics played a key role in the outcome of the Soviet-Afghan war. Mujahideen ambushes threatened resupply of Soviet forces and limited the number of troops that could be deployed which led to the Soviets inability to secure vast rural areas of the country. US and NATO forces face many of the same logistics challenges in OEF but with a couple major differences. Probably the most significant distinction is the establishment of two strategic supply chains, NDN and Pakistan supply routes.
Strategic Supply Chains The vacillating US and Pakistan relationship has caused DoD senior leaders to question if the Pakistan fuel supply route is still a longterm viable option. If the route is permanently eliminated or reduced, what’s the plan? Will the NDN supply route simply turn on the faucet to increase supplies and mitigate the shortfall? How long does it take to ramp up supplies from the NDN to cover the deficit? Will this ultimately affect the combat mission or the eventual 2014 withdrawal?
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expeditionary logistics | afghanistan To begin with, it is important to understand how fuel is brought into Afghanistan and NATO’s reliance on each of the supply chains. The NDN uses vessels, trucks, and rail to orchestrate an integrated logistical network capable of moving large amounts of fuel supplies through numerous countries. As depicted in the Afghanistan Fuel Support map, the NDN is rather robust and uses four border crossings to import fuel. The main border crossings are Hairaton and Turghundi. According to Bishkek-based investigative journalist Deirdre Tynan, “60 percent of all the fuel that goes to US and NATO forces in Afghanistan now comes down through the NDN.” On average, it normally requires 30-days to transport fuel from the source of origin to the final destination via the NDN. According to Vice Admiral Mark Harnitchek, Director of DLA, “this is the logistics challenge of our generation.” As for fuel supplies sourced from Pakistan, the supply route starts with commercial contracted fuel trucks loading at refineries within Pakistan. These trucks travel and eventually cross the Afghanistan border at either Chaman or Torkham border crossings. The transit time required from the source of origin to final destination normally ranges from 14-21 days depending on where the fuel was loaded within Pakistan. The historical average of volumes delivered has been fairly balanced between the two strategic supply chains.
What Did the Research Reveal? According to Army Lieutenant General Mitchell Stevenson, Deputy Chief of Staff for Logistics, during a hearing to the Senate Armed Services Readiness subcommittee on May 18, 2011, “A shutdown of the supply routes that run through Pakistan would pose problems for the US military but would not halt Afghan operations. We would overcome it. It would not stop Afghanistan operations, but it would be a challenge.” Based on interviews with subject matter experts across the fuels community, the research revealed the main risk to only using the NDN to support the OEF fuel requirement was a lack of redundancy and increased potential for a single point of failure scenario. Additionally, 100 percent of the subject matter experts interviewed believe the NDN cannot support long-term OEF fuel requirements without the use of the Pakistan supply route. However, all of those interviewed assumed the NDN could meet and sustain the 3-6 month short-term fuel requirement. Additionally, 90 percent recommended a minimum of 3-months would be needed to transition the 46 | The Exceptional Release | SPRING 2012
majority of fuel support to the NDN and 70 percent of those interviewed recommended 6 to 12 months. Finally, 60 percent of those interviewed believed the US and NATO would be accepting a moderate level of risk and would need to implement fuel saving measures, while 30 percent believe the level of risk to be a high potential for mission failure. What does this really mean? As the world’s single largest consumer of fuel, the DoD spends more than $20 billion a year to purchase and transport 4.6 billion gallons. Nearly 91 percent of all fuel purchased by the federal government goes to the DoD and much of that fuel heads to Afghanistan. According to the International Security Assistance Force (ISAF) Joint Command Fuels Liaison Officer, the NDN is currently at maximum fuel throughput capacity and cannot support the current Afghanistan fuel requirement without Pakistan. Moreover, if the Pakistan supply route is not an option, fuel prices may increase as suppliers supporting fuel requirements from Central Asia may feel like they have a monopoly on the market. Central Asian countries may also see this as an opportunity to extort more money to allow fuel suppliers to transit the rail in their country. Additionally, if the US and NATO remain solely dependent on the NDN supply route, Russia will certainly gain more influence on the supply chain and increase our vulnerability.
Short-term Courses of Action The OEF logistics and supply chain challenges NATO currently faces are massive but NATO does have options to mitigate the effects. First and foremost, trust and respect must to be returned to the US-Pakistan relationship. Trust is the cornerstone to any relationship. Once trust is restored and both parties begin treating each other as partners, information will be shared and regional political and military gains can be realized. In an effort to establish trust, the US should honor its commitment to provide both economic and security aid as originally promised. According to Marvin Weinbaum, Director of Pakistan Studies at the Middle East Institute, “American aid should be an investment and stimulus aimed toward realizing a more self-reliant, democratic Pakistan. That way, ending it can lay the basis for a more genuine strategic relationship rather than be seen as punishing Pakistan.” Additionally, Isobel Coleman, Director of the Women and Foreign Policy Program, added “the harsh reality is that Pakistan is too strategically important, and too dangerous a situation, for the US to ignore.” Additionally, Pakistan also has room for improvement and needs to demonstrate
their willingness to crush terrorism within their borders and show they can be trusted with sensitive information to help restore the relationship. On a more operational and tactical level, NDN commercial suppliers should maximize the use of fuel trucks to transport fuel from Central Asian countries into Afghanistan. By maximizing both rail and road throughput, increased volumes of fuel through NDN border crossings would occur with reduced handling and transit time. On average, the NDN rail system requires 30-days to transit from source of origin to the Afghan border crossings. Whereas, trucks transporting fuel from local Central Asian refineries can make the track in 7 to 14 days. According to one of DLA’s top100 contractors, fuel trucks could be used as an alternative to the “normal delays” experienced at the Hairaton railway crossing. However, once more trucks are flowing to the NDN border crossings, both US and NATO will need to establish and/or integrate small fuel customs expeditor teams at Turghundi and Hairaton border crossings. These teams could expedite 90 percent of all fuel coming via the NDN and provide Afghan customs officials at the border crossings an avenue to address concerns. Also, the US and NATO leadership should become more hands on when interdictions in the supply chain threaten mission success. There’s reluctance in executing this option because enroute fuel does not belong to US/ NATO forces until it’s delivered. However, that mindset needs to change. Leaders at all levels must be on the leading edge of potential strategic supply chain issues and work the issues the commercial suppliers cannot resolve on their own. Further measures should include incentives to commercial suppliers to build temporary (fuel bladders) bulk storage sites to add additional strategic storage capability and reduce risk. Many commercial suppliers already have fuel storage locations throughout Afghanistan that are Contractor Owned and Contractor Operated. This initiative would be to maximize those sites and identify some hard to reach locations where this additional fuel storage may provide a means to reduce supply chain risks. Yet another option includes standardizing the fuel requirements and ordering forecast between the US and NATO. The US currently provides a 30-day forecast whereas NATO provides a 90-day forecast. The US should extend its fuel requirements forecast to 90-days to allow commercial suppliers an additional response time to meet the dynamic war time
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environment. These extended forecasts should be coupled with operational level weekly meetings with each of the commercial suppliers to work as a team and provide the best sight picture available to senior leaders. If all else fails, fuel conservation and re-routing strategic airlift to pull more fuel from air bases outside of Afghanistan should be implemented.
Long-term Courses of Action US Transportation Command, US Central Command, and other stakeholders must continue to work together to establish more efficient routes and means of transporting fuel via the NDN. The US and NATO should take conscious steps towards upgrading NDN rail, border crossings, and truck crossing capability. Along that thought process, intermediate bulk fuel storage locations should be contracted and/or built along the NDN rail transit route. This would enable commercial suppliers to pull their fuel supplies closer to the final delivery location and increase overall NDN responsiveness. Additionally, Uzbekistan and Tajikistan should be strategic partners at the table when it comes to the NDN. Although there are many other important countries involved, these countries should be incentivized
to upgrade their rail and road border crossing infrastructure to Afghanistan in an effort to accommodate more throughout. Within Afghanistan, the road infrastructure has improved significantly over the last 5 years. However, there is more work to be done and a concerted effort must be made to expedite Salang Pass/Tunnel and ring road upgrades currently on the books. Moreover, current major railroad construction projects within Afghanistan should be expedited to the maximum extent possible to begin delivering fuel support via rail deep into Afghanistan. Additionally, another Pakistan to Afghanistan border crossing route needs to be established to relieve some pressure off the other border crossings, reduce opportunity for fuel trucks to backlog and become easy insurgent targets, and ultimately expedite the fuel supply chain throughput from Pakistan.
Bottom-line Both the NDN and Pakistan supply routes have their shortcomings and opportunities for improvement. The easy part is generating improvement ideas but it’s much more difficult to implement complex multi-country
Afghanistan Fuel Support. (Figure courtesy of DLA Energy Middle East)
supply chain improvement solutions. However, the US and Pakistan need the Pakistan supply route to remain open as a viable option for movement of fuel and other supplies to achieve both military and political success in the region. Leaders at all levels and on both sides must do everything in their power to reestablish a relationship built on trust. If the stakeholders do not continue in this direction and put differences aside, the Pakistan fuel supply route will be permanently lost and the OEF campaign will likely follow the same path. Not to mention, a NATO exit from Afghanistan with no route through Pakistan will significantly increase transportation costs and potentially push withdraw timelines past 2014. About the author: Major Nick Moore is a LRO serving as the Vehicles and Support Equipment Branch Chief at Headquarters Air Force (HAF). He is currently a member of the Capital LOA Chapter and former Middle Georgia LOA Chapter President. He has served in various capacities at Base/Depot-level, MAJCOM, HAF, and DLA. K
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SUSTAINMENT
B-1s in formation at Dyess (Photo courtesy 7th Bomb Wing Public Affairs)
Technological Innovations in Organizations By Colonel Bryan Harris Why does modernization and sustainment of our aging fleet of aircraft never end? Why do we often waste money on technology that is not needed? Is there a better way to align our investments in technology? To stay ahead of enemy technology, the engineers are constantly upgrading the aircraft. Leading edge improvements drive upgrading the technology that enables the aircraft and crew to jam or scramble the radar of the missiles that would shoot the aircraft down. The constant race exists to develop and field a new technology before someone else develops and fields a way to defeat it. The nature of the race drives what S.A. Shane describes in his book, Technology strategy for 48 | The Exceptional Release | SPRING 2012
managers and entrepreneurs, as early adopters of technology.
Weapon System Management Organization The organization that manages fighter and bomber aircraft weapon systems is a loose association of more than dozens of different entities. The two main organizations are the Air Force Material Command (AFMC) and Air Combat Command (ACC). Generally, AFMC focuses on engineering and logistics sustainment programs that keep the aircraft fleets flying, and ACC focuses on employing the aircraft in wartime and training environment while advocating modernization programs that
keep the aircraft relevant for current and future missions. AFMC and ACC jointly manage most of the USAF’s type of aircraft fleets. For example, two main offices manage the B-1 fleet. AFMC’s B-1 System Program Office manned by numerous acquisition, engineering, and logistics experts. ACC’s B-1 Weapon System Team manned by a handful of operations and maintenance experts. The two offices work together to prioritize and advocate funding for sustainment and modernization programs.
Problem The problem is that the USAF does not have a standardized method for aligning technology decisions with organizational strategy for the
harris sustainment and modernization of the aircraft weapon system. In 2011, the Air Force Studies Board identified the need for an improved governance structure, process for sustainment of weapon systems, and evaluation of technology for insertion in the service-wide sustainment strategy. This paper will highlight to USAF leadership the need to align technology strategy with organizational strategy using a sociotechnical approach. The technology scorecard method provides a standardized means of evaluating initiatives which may lead to improvement to USAF technology innovation programs.
problems,” interpretations of the original work “often reflect the objectives and interests of the investigator.” As an example, Miller and Vaughan use the works of Urwick and Follett. Urwick focused on organization and administration theory, and Follett focused the human side: group dynamics, conflict resolution, and employee development. Both these early writers referenced even earlier thinkers, such as Weber’s 1904 study of sociology and bureaucracy, Taylor’s Scientific Management Theory, Fayol’s General Theory of Business Administration, and psychologist Jung’s Theory of Archetypes.
A Short History of Management Theory
Taylor and Fayol developed classical theories that have become the two cornerstones of management thinking. Both addressed the organization as a machine. Taylor’s theory focused mainly on efficiency, but Fayol’s theory included some inclusion of humanistic concerns: bosses should be fair and encourage employees to improve morale and organizations should endeavor to retain employees to develop their abilities.
The USAF grounds weapon system management strategy in the historic concept of the organization as a machine which focuses mainly on gaining workflow efficiencies. The organization could gain more success by moving to a sociotechnical approach which includes worker perspective and technology innovations to achieve strategic organizational alignment that leads to organizational synchronization of to achieve convergence of effort. The sociotechnical approach evolved from historic management theories. Modern philosophies are frequently reinterpretations of foundational philosophies. According to Miller and Vaughn, in “Messages from the management past: Classic writers and contemporary
In recent years, Bass built his Transformational Leadership theory from the earlier work of Burns’ transactional leadership and has become one of the most studied theories in the last 50 years. Transactional leaders use incentives and rewards to induce task performance and punishments for deviations, but transformational leaders provide individual consideration and empowerment to followers by increasing
awareness and understanding of problems. The transformational leader inspires followers through a compelling vision that unites followers, who subordinate their individual interests to those of the group. Changing organizational norms can be difficult. Yukl notes that leading an organization through a period of change is the biggest and most important challenge that a leader experiences. Successfully leading a change requires a combination of increasing the incentives to change or reducing the inertia to remain the same. Implementing technological improvements and innovations is a frequent requirement of managers who combine the challenges of leading people through change initiatives and implementing changes to technical systems.
The Sociotechnical Perspective Advances in technology affect and complement the management of people. The intersection of the two led to the sociotechnical perspective. According to Kliener and Hendrick, “a sociotechnical work system is comprised of a personnel subsystem interacting with a technological subsystem.” The perspective addresses the failure of many organizational attempts to introduce technology changes and assigns reasons as failure to include technology users’ relationship to the technology as an integral part of implementation. The term sociotechnical may be new, but the concepts are timeless. Wolf, Finnie, and Gibson credit Trist and Bramforth for development of the Sociotechnical System Theory (SST). The SST asserts that for technological change to succeed an organization must consider and possibly redesign the organizational network, its social network, and the work itself. A key component of SST is that the workers themselves should determine how to perform the work. Wolf, Finnie, and Gibson studied Cornish miners in pre-industrial England and their transition to the California gold mines. The Cornish miners implemented numerous technical changes through their closed personnel system that included the key improvements of a sociotechnical design: self-regulating work group,
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B-1 85-0072 from Dyess AFB, TX. (Photo courtesy 7th Bomb Wing Public Affairs)
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sustainment | technological innovations... giving the work group responsibility and authority, inducements to work, valuing learning, and valuing innovation.
Stages of Innovation When introducing a new technology system to an organization, leaders should look for guides. One such guide is Rogers’ Innovation Diffusion Theory. This theory indicates that “the rate at which innovation is adopted is highly dependent not only on the user’s beliefs toward the innovation, but also on social influence.” Tidd and Bessant provide an explanation of Abernathy and Utterback’s Model of Innovation Life Cycle (Figure 2). The model addresses the relationship between process and product innovation. During introduction of technology, fluidity is the dominant feature as people search for new applications of the new technology. The second stage begins with establishment of a dominant design that enables the focus to shift to process innovation. The third stage involves little innovation but significant process innovation related to standardization and integration that eventually tapers off. The significance of this concept to the B-1 team is that ACC operational personnel focus almost exclusively on modernization and the product innovation of a new technology, i.e. Stage 1. AFMC and ACC maintenance personnel focus almost exclusively on sustainment and the process innovation of technology, i.e. Stages 2 and 3.
Innovation Scorecard Concept A large portion of every technology innovation fails. Some estimates indicate failure rates range from 46 to 95%. Scorecards are one solution to evaluate technology innovation implementation to improve success rates. The Bansal concept of rating align50 | The Exceptional Release | SPRING 2012
harris the acquisition and sustainment enterprise; and the AF should consider formally designating a senior commander‌as the commander of the entire sustainment process. The aircraft weapon system organization could use the method to highlight the need for aligning technology strategy with sustainment and modernization strategies, creating a governance structure, and designating a senior leader in charge of the process.
ment with the technology scorecard by using Strengths, Weaknesses, Opportunities and Threats (SWOT), value trees, benchmarking, value/benefit estimating, and business process reengineering. The scorecard should include cultural alignment assessment. Numerous researchers identify criteria of organizational success for implementing technology innovations. Kotter identifies eight common steps that every organization should strive for within a change environment: 1. Establishing a sense of urgency
3. Identify suitable opportunities and threats
4. Evaluate your position amongst your peers 5. Identify competitive advantages and core competencies 6. Strategies and priorities
7. Consider alternative business models 8. Identify impact on all parties
9. Recognize need for infrastructure investment 10. Aggressively lead and execute
2. Forming a powerful guiding coalition
Innovation Scorecard for Weapon System Team
4. Communicating the vision
The Weapon System Team scorecard combines previous research for aligning technology decisions with organizational strategy for the sustainment and modernization of the aircraft weapon system (Figure 3). Does the technological innovation do, or have, the following:
3. Creating a vision
5. Empowering others to act on the vision
6. Planning for and creating short-term wins
7. Consolidating improvements and producing still more change 8. Institutionalizing new approaches
Gartner Research Group as noted by McLaughlin developed a set of 10 imperatives that they believed organizations need to consider if they are to have any chance of driving a successful e-business project: 1. Understand the context of e-business 2. Assign accountability
The organization that manages the aircraft weapon system can use the scorecard method for evaluating potential technological innovations. The Air Force Studies Board notes: The AF has not yet completely developed the top-to-bottom governance structure, policies, and procedures necessary for [Integrated Life Cycle Management] ILCM objectives across
The scorecard could provide a justification for alignment with the organizational culture and the workers from the beginning. According to the Air Force Studies Board, “addressing the development and transition of technology requires a robust system of prioritization, establishment of requirements, proper resourcing, and an adequate workforce to execute planned programs.� The scorecard could encourage a vision, coalition, and a strategy for overcoming resistance. By employing the scorecard, the weapons system team could improve technological success. Although many examples of best practices exist for the USAF, the most relevant may be the other services. The Air Force Studies Board notes that the US Navy transformation is an excellent example of addressing strategic misalignment of acquisition programs and consumption culture. The USAF should examine sister service programs for benchmarking opportunities. This paper provided an opportunity to review and apply the many concepts in the challenging and rapidly changing technology related to sustainment and modernization of Air Force weapons systems. About the author: Col Bryan Harris is currently the Deputy Commander of the 7th Maintenance Group at Dyess AFB, TX. He is a local and national member of the Logistics Officer Association. An aircraft maintenance officer with 22 years in the Air Force, he is pursuing a doctorate of management in organization leadership. K
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sustainment
Measuring Wing-Level Maintenance Performance
Should we shift from MC to AA? By Captain Steve Brown Before using metrics to measure organizational effectiveness, it is most important to understand the exact intent and purpose of the metric you plan on using. Leaders may find themselves caught in common pitfalls like simply using metrics for metrics’ sake or not understanding what process a specific metric was actually designed to measure. When determining which metric to use, a good starting point is to ask the question, “What is it that I am trying to measure?” The decision whether to use the Aircraft Availability (AA) or Mission Capability (MC) metric provides a prime example of where this question should be asked. Why the question becomes relevant in this instance, is that some sources suggest a universal shift from using MC to measure maintenance and supply processes toward a focus on the Aircraft Availability Improvement Program (AAIP), or more commonly referred to as AA.
The Dilemma The Air Force Maintenance Metrics Handbook from the Air Force Logistics Management Agency (AFLMA) (http://www.aflma.hq.af. mil/shared/media/document/AFD-100107-055. pdf) states, “…MC rate will no longer be the yardstick for measuring the health of the fleet. Instead, maintenance managers will utilize aircraft availability, which takes more than just MC rate into account.” This handbook goes on to say, “[AA] has become the cornerstone for maintenance metrics, measuring the ability of the maintenance group to provide sufficient aircraft to accomplish mission requirements.” It further downplays MC rate, “…other met52 | The Exceptional Release | SPRING 2012
rics such as aircraft availability are becoming more responsive [than MC].” (We’ll see later MC and AA are equally “responsive”.) However, Air Force Instruction 21-101, Aircraft and Equipment Maintenance Management, neither defines nor lists by acronym Aircraft Availability, but does define and list Mission Capable. So, should there be a universal shift toward using AA as the single defining metric as the AFLMA Handbook suggests, or is there still a need for MC in our analyses and presentations? According to the AAIP, AA was introduced as an enterprise-level metric by the Air Staff in 2003, and codified as an enterprise performance and health metric in 2004. Since then, it has been added to the Maintenance Metrics Handbook and programmed into analytical processing tools for routine retrieval. An interesting note is there are 78 articles in the Exceptional Release about “availability” and “improving availability” since AA was introduced, but none have included the definition or an indepth discussion about AA versus MC.
Aren’t All Metrics the Same? Mathematically, AA and MC are defined as:
Percent AA = (MC hours / Total Aircraft Inventory hours) x 100
Percent MC = (MC hours / Possessed hours) x 100 Although both metrics use MC hours in the numerator, the key discriminator lies within the denominator. Total Aircraft Inventory (TAI) hours are the basis for AA, which accounts for all time from delivery of the weapons
Above: Paratroopers assigned to the 82nd Airborne Division prepare to board a C-17 Globemaster III on Feb. 9, 2011, during a joint operational access exercise at Pope AFB (US Air Force photo/SSgt Greg C. Biondo)
system until moved out of the active inventory. To calculate TAI hours, multiply the number of aircraft in the fleet by 24 hrs and then by the number of days required for the analysis. Conversely, MC uses possessed hours in the denominator, where possessed hours measure time at the wing-level only while performing wing-level maintenance activities.
Understanding Weapons System Possession Possession codes drive how weapons system time is accounted for in the Reliability and Maintainability Information System (REMIS), the Air Force’s official data system for AA and MC. Regardless of what maintenance information system you use on the flightline (IMDS/G081/IMIS), or what type of weapons system you are reporting, the wing-level possession inputs are transferred into possession identifier codes for REMIS. Air Force Instruction 21-103, Equipment Inventory, Status and Utilization Reporting, Attachment 17, lists all aerospace vehicle and trainer purpose identifier codes, sometimes called Purpose Possession Codes (PPCs). Currently, there are 58 different status codes for aircraft possession; however, for metric reporting they can be put into the 6 large buckets:
Mission Capable (MC) (i.e. available; includes partially and fully mission capable)
brown Non-Mission Capable Maintenance (NMCM) (includes scheduled & unscheduled maintenance)
In summary, enterprise managers use AA metric data to adjust focus, funding, priority, improvement efforts, etc., between depot and winglevel programs.
Non-Mission Capable Both (NMCB) (i.e. both supply & maintenance)
The LIMS-EV Availability chart shows the six major components accounting for 100% of weapons system time. Since 1990, the chart shows availability decreasing, slight growth in depot time, and NMCM (winglevel maintenance) as the largest area of growth.
Non-Mission Capable Supply (NMCS)
Depot Possessed (DP) (includes unscheduled depot-level maintenance & scheduled depot-level maintenance actions to include modifications, time compliance technical orders, and programmed depot maintenance) Unit Possessed, but Not Reported (UPNR) (includes numerous categories such as transfer time, combat damage, and more; often call “B-time” since most of these 2 letter codes start with the letter “B”; UPNR is typically at or below 2% of total time and is not a major issue, but is needed to account for 100% of the time for a weapons system.)
Has AA Become King? As intended, AA has become the dominant metric used to justify weapons system sustainment accounts and make fleet management decisions. To illustrate this point we can take a look at the C-17 fleet. During the 4th Quarter, 2011 CSAF Weapons System Review, the C-17 had an AA
Ü
The official definitions of the identifier codes were kept by the Air Force Data Dictionary (AFDD), maintained by SAF/ FMPT, but the AFDD was deactivated on 3 Mar 2010. Now the Logistics Community of Interest (LogCOI) maintains the data definitions; the LogCOI is available at this website: https://www.my.af.mil/gcss-af/USAF/ep/contentView.do?cont entType=EDITORIAL&contentId=c2D8EB9D62E45D5DA 012E728AFA9E0905&channelPageId=s6925EC1351630FB 5E044080020E329A9&programId=tA4057E1F2F0EE517012F26FD284C0491)
Understanding the Metrics Both MC and AA can be expressed as a rate (percent), hours or number of aircraft. Each metric can also be calculated for a single tail number, or any collection of tails (i.e. Aircraft Maintenance Unit, Squadron, Wing, Major Command, fleet, multiple fleets, etc.). Electronic maintenance information systems allow a look at each metric as far back as CY90, and can be parsed out incrementally by calendar year, fiscal year, quarter, month, week or day. Maintenance analysts are experts at extracting this information, but anyone with access to the AF Portal can get AA and MC data from the Logistics, Installations and Mission Support - Enterprise View (LIMS-EV ) Weapons System View online analytical processing tool at https://www.my.af.mil/ledria/ledria/Main. html#value=Availability. By definition, MC is a subset of AA, just as NMCM, NMCS, and NMCB are subsets of MC. The MC metric was engineered to measure wing-level performance, and AA was designed to measure enterprise performance. The implication made in the AFLMA Handbook that “AA is more responsive than MC”, is as misleading as making a statement that “MC is more responsive than NMCS and NMCM”. Yet, we know that NMCS and NMCM are critical subset metrics of MC and this is clearly not the case. As an enterprise performance metric, AA was never intended to stand alone and subset metrics (such as MC) remain very relevant in analyzing maintenance and supply processes. The AAIP fact sheet states: AA captures problems or the needed changes in ratings of four primary categories that impact AA: NMCM, NMCS, DP, and UPNR. Based on the projections of these ratings, resources and funding are aligned to meet Air Force priorities, and AA projections are computed. 53 | The Exceptional Release | SPRING 2012
Sustainment | measuring wing-level maintenance standard of 74.8%. However, based upon the increasing number of aircraft being inducted for depot upgrades, the target AA rate was 72.4%. AMC made the decision to accelerate block upgrades by 30 aircraft per year in FY12-16. This effort will allow the C-17 fleet to achieve a common configuration. In FY16, depot inductions will roll back to a lower level to get the fleet to the 74.8% AA standard. In this instance, AA appears to be the right metric to measure this enterprise-wide effort for the C-17 fleet. Even with this example highlighting the appropriate use of AA, sources at the Pentagon state that the use of AA as the single driving readiness metric is getting push back from senior Air Force and Department of Defense leaders.
What of MC? With AA migrating from the enterprise to the unit-level, it leaves in doubt the viability of MC, particularly considering the AFLMA Handbook’s push away from MC. The value in MC is for tactical analysis of tactical decisions. Despite what we say in our Maintenance Effectiveness Award (MEA) packages, maintenance performance for any given unit is typically within a fairly narrow band of maybe 15% between highs and lows; greater variance is usually attributable with units with very small fleets, i.e. less than 12 aircraft. Rather than making tactical decisions that influence performance by just a few percentage points, local managers should attempt to stabilize performance while avoiding major peaks and valleys in their performance metric(s). Wing-level leadership can do this by focusing resources on managing the numerator of the MC or AA metric, namely MC hours. Therefore, when trying to assess local performance, adding in depot maintenance produces an additional level of variability in the data that is outside the control of the local managers. The addition of variability will cloud the analyst’s ability to draw solid cause and effect relationships between decisions and results. There are simply too many factors that drive AA that are out of the hands of tactical leaders. If we look at what each metric is supposed to measure, then the MC rate is what wing-level leaders should use to assess unit-level performance. Figure 3 highlights the subsets of MC, and by removing DT and UPNR data, provides a clear picture for a wing-level analysis.
The AA metric relies on both wing-level and depot-level maintenance actions, complicating the decision to use, or not to use, AA as the yardstick of organizational effectiveness. The total MC hours are managed at the wing-level while TAI hours are controlled by both wing-level and depot-level leaders.
Choose Wisely So which metric should you use in your analysis to measure performance? The answer is there should be no universal shift from MC to AA. Rather base the choice on what you are actually trying to measure. Enterprise-level managers deciding to spend money on wing or depotlevel maintenance programs should start with AA, while wing-level managers wanting to understand the impact of local decisions on local processes should use MC rate. We have to be careful when making the split between using MC and AA, since it would be easy to say “winglevel managers just use MC and enterprise-level managers just use AA”. Consider that enterprise-level managers wanting a viable comparison in performance between wings should use MC; using MC in this instance eliminates non-wing controlled variables to produce a purer comparison of local-level decisions and results. It is relevant to note that most units will use MC rate in their MEA packages, but refer to it as “availability”. While both AA and MC are truly “availability” metrics, they should not be used synonymously or assumed as “the best metric” over the other since both have valid uses. It is incumbent upon managers, at both unit and enterprise-level, to understand what question they are trying to answer and apply the appropriate metric for that situation. About the author: Captain Steve Brown is the Executive Officer for the C-17 System Program Director at Wright-Patterson AFB. He is a career aircraft maintainer and a recent graduate of the Advanced Maintenance Munitions Officer School at Nellis AFB. K
A1C Sean Baek, 736th Aircraft Maintenance Squadron, directs the ninth C-17 Globemaster III delivered to Dover AFB. (USAF Photo)
54 | The Exceptional Release | SPRING 2012
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sustainment
Mission Capable Replacement Metrics By Capt Steven E. Trnka Secretary of Defense Robert Gates stated on May 8, 2010, that the DoD as a whole is living in a resource-constrained environment and has been for quite some time. To overcome these fiscal realities, he challenged and directed the entire DoD to uncover $100 billion in savings and efficiencies. These challenges are not new. As far back as the late 1990s, the Air Force leadership formulated changes to overcome escalating costs and the declining health of an aging fleet. Aging aircraft and decreasing sources of spare parts were overextending the Air Force’s planned sustainment budget. In a resource-constrained environment, it is essential all military services generate the greatest capabilities using the smallest amount of resources. To further this aim, the Services must ensure they are driving their people toward proper behavior. The most effective method to achieve both of these aims is the use of strategic metrics because metrics drive behavior. Currently, the Air Force uses Aircraft Availability (AA) to measure flying capability and the capability to meet operational requirements. The AA metric replaced mission capable (MC) rate as the metric of choice in October of 2007 following implementation of the Aircraft Availability Improvement Program (AAIP). AAIP was intended to enhance cooperation and set goals to increase availability of aircraft throughout the Air Force. The Air Force was not the only service experiencing availability challenges. The Navy experienced a similar set of circumstances in the late 1990s. The Navy’s budget growth was unable keep pace with the demands of its aircraft fleet. In response, Navy leadership implemented the Naval Aviation Enterprise (NAE) in 2004 with the intent to reevaluate how they viewed aircraft availability and allocated resources. NAE introduced the Ready for Tasking (RFT) metric to replace the MC rate as the primary measure of Navy equipment readiness to meet its operational commitments. In the current resource constrained environment, Air Force and DoD leadership have clearly stated Air Force members need to focus on mak56 | The Exceptional Release | SPRING 2012
ing smart decisions. One of those decisions, driven by eLOG21, was the development of AAIP and the decision to use AA as the primary equipment readiness metric. By comparing Navy metrics to Air Force metrics, the Air Force might uncover opportunities to improve AAIP. The Air Force and Navy possess and employ the preponderance of sophisticated fighter aircraft in DoD’s arsenal. Both services have taken steps to better utilize their aircraft and increase availability for wartime tasking. Each service accomplished this by moving away from the MC metric. In order to obtain data for analysis, the Air Force F-16 Fighting Falcon and the Navy F/A-18 Hornet and Super Hornet were selected as the statistical sample. Both Services has large inventories of each and utilize them in similar roles. To being the analysis, the research attempted to determine if a statistically significant difference resulted from the implementation of AAIP on the F-16 weapon system using MC data from 39 months prior to implementation of AAIP ( June 2004-September 2007) and 39 months of AA data after implementation of AAIP (October 2007-December 2010). Additionally, it was important to determine if a statistically significant increase resulted from the implementation of NAE on the F/A18 weapon system using MC data from 39 months prior to implementation of NAE ( June 2001-September 2004) and 39 months of RFT data after implementation of NAE (October 2004-December 2007). Air Force data came from the Logistics, Installations, and Mission SupportEnterprise View (LIMS-EV ) Weapons System View option. Navy data came from the Decision Knowledge Programming for Logistics Analysis and Technical Evaluation (DECKPLATE) maintenance database. The goal was to examine the enterprise metric AAIP introduced--AA-to determine if the Air Force was making progress towards meeting the AA metric’s goal, while also comparing AAIP to the Navy’s new metric under NAE—RFT--to see if NAE was having success meeting the RFT metric’s goal. The results indicate the Air Force’s AA metric is not meeting the desired goal for the F-16. Beyond that, the analysis
trnka revealed a very significant divergence was occurring after the Air Force changed from utilizing the MC metric to when the Air Force began utilizing the AA metric. This means that instead of closing in on the new goals, the Air Force is now moving away from those goals. This could suggest that either resources are not appropriately allocated due to a myriad of possible reasons, or the metric is unachievable. A review of Navy metrics shows the RFT metric is no more effective than MC rate and resources may or may not be properly allocated and utilized to close in on stated goals. Finally, there is a noted difference in variation between the Services. For all data considered for the analysis, the variance of measured values for the Air Force increased (2.24 to 5.47), while the variance for the Navy slightly increased (0.00046 to 0.00069). Variance indicates the dispersion or spread of the data values. For this research, it demonstrates the Air Force has results that are very unpredictable and vary greatly, while the Navy has a small variance and more predictability in the system. This allows the Navy a better opportunity to manage the system because they know what is likely going to occur. There does not appear to be a direct comparison of AA against RFT due to the differences in measurement and methods. However, the base conclusion was the Air Force’s AA metric chosen to replace MC is not an effective metric when measured statistically, while the Navy’s RFT metric chosen to replace MC was an inconclusive metric. Based on the above results, there are a few recommendations. The first recommendation is for HAF/A4L to task an appropriate organization to review the AA metric to see if another more effective metric exists. As is discussed earlier, the AA metric is not driving the desired effect for the F-16. Furthermore, despite the fact that AA is a metric used to define the Air Force’s ability to meet operational commitments and the F-16 is meeting its operational commitments, the Air Force has never achieved the AA rate since its implementation in FY08. The AA metric may have similar deficiencies on other platforms. The RFT metric in use by the Navy may offer an alternative solution. Although not fully compatible with Air Force systems and goals, there may be lessons learned or best practices which can be gleaned from the RFT concept. A second recommendation is for the HQ AFMC Logistics Directorate to task the airframe program offices to measure the effectiveness of AA as a fleet metric and compile the results. This research could examine just Air Force aircraft on a platform-by-platform basis to uncover if AA is working and where. Another direction is to include funding levels corresponding to the different Mission Design Series (MDS). This research would look for correlations between increases in funding over the established baselines and increases in AA. This research could further analyze the effectiveness of AA and whether the metric is appropriately affecting funding decisions. A third recommendation is for the HQ AFMC Logistics Directorate to further clarify the guidance of AAIP and ensure maintenance group leaders across Air Force MAJCOMs are using the AA metric appropriately. AA is an enterprise metric; however, some field-level leaders are using it as a local metric to drive actions, thereby skewing overall outcomes. A final recommendation is for HAF/A4L to task an appropriate organization to investigate the possibility of a new metric usable at the field-level. With modern technology and computer modeling, the old system of constantly aiming at a static MC goal is too reactive. The researcher recommends looking at a proactive goal that changes monthly based on the mission of different unit, tasked airframes, airframes out for depot or modification, environmental influences, etc. AAIP and the associated AA metric is a well-intentioned system set-up to improve the Air Force’s ability to prosecute the mission. However, research indicates AA is not having the desired effect of improving availability for the F-16. This topic warrants further research and the Air Force should begin looking at AAIP now to ensure that it is driving the intended behavior. About the author: Maj Steve Trnka is currently assigned to Wright-Patterson AFB as the AC-130J Program Manager. He has previously worked in a wide variety of maintenance assignments spending time in AFSOC, USAFE, and AFMC. He graduated with AMMOS Class 11A in June of 2011. K 57 | The Exceptional Release | SPRING 2012
sustainment
The Cost of Logistics: Sustaining Space A Travel
By Major John M. Klohr
As United States Transportation Command’s (USTC) air component of the Defense Transportation System (DTS), Air Mobility Command (AMC) airlifts on average 1.6 million passengers each year on Department of Defense (DoD) owned or controlled aircraft. Of these passengers, nearly 190,000 were fortunate enough to travel with AMC in 2010 as leisure travelers, under the Office of the Secretary of Defense (OSD) approved program called Space Available Travel, commonly referred to as Space A. Space A is a privilege enabling eligible travelers to travel at little to no cost, which DoD and taxpayers have funded at an unknown cost for over 40 years. Unfortunately, DoD is faced with a projected budget cut of $350 billion to $950 billion dollars over the next 10 years. The DoD must make some difficult decisions between weapon system programs, personnel end strength adjustments to reduce manpower costs, and the reduction or 58 | The Exceptional Release | SPRING 2012
Just because space is available does not mean it is, or should be, free, or that it comes at no cost to anyone. elimination of entitlement programs to avoid a hollowed out and ineffective military. As such, if current programs that provide great privileges like Space A are to continue, every effort must be made to make the programs efficient, effective, and of great value to the bulk of eligible personnel to ensure taxpayer money is being spent well and in programs where the DoD gets the best return on its investment. Recent research (conducted as a student at the Advanced Logistics Readiness Officer Course) revealed there is a significant cost for the DoD to provide Space A travel. Despite the signifi-
cant cost to support Space A during a budget constrained era the DoD can continue to sustain Space A travel by better understanding the cost of logistics while also overhauling the Space A program and the current passenger priority selection system to better reflect the true intent of today’s senior leaders. Doing so will provide a program that benefits the DoD and Space A travelers.
Cost of Logistics In today’s constrained budget environment, should the DoD expend its resources on Space A, or is there a more fiscally responsible approach that will allow more eligible travelers to benefit from the privilege of Space A? Quite simply, as evident by the continued requests to increase our nation’s debt limit, there is only so much our government can afford. The issue of Space A further highlights that the often unnoticed and invisible product of what we call logistics is not free. Organizations are indeed
klohr constrained by resources and there is a cost associated with logistics, even in Space A; understanding and applying this premise can help make programs more efficient or even self sufficient. Just because space is available does not mean it is, or should be, free, or that it comes at no cost to anyone. Because no one is playing on the golf course or a bowling lane does that mean the next person who shows up can play for free since “Space” is available? Should fees only be assessed when others are waiting to play? If we charge for golf and bowling, even when space is available, why do we not charge for Space A? To support Space A passenger operations, there are numerous costs to include material handling equipment, vehicles, personnel, facility overhead, and administrative costs. There is even a cost associated for additional aviation fuel for Space A as the laws of science mandate for every pound placed on an aircraft more energy, or fuel in this case, is consumed. The benefits of logistics simply are not free and do incur a cost. Golf courses and bowling alleys have expenses they must cover to continue operations. Employees must be paid, grass cut, floors waxed, equipment maintained and the more courses or lanes are used the more the upkeep will cost. The non-revenue generating business of Space A is not exempt from this same business model.
DoD’s Commitment to Space A DoD is committed to Quality of Life programs
for its all volunteer force. In fact, “Taking Care of Our People” is the first major theme listed in the DoD’s FY12 budget request. The Air Force also includes “Develop and Care for Airmen and Their Families” as one of its five priorities in its FY12 budget request, and it is further emphasized as an AMC Focus Area. DoD’s sustained commitment to Space A over the past 5 decades creates the idea Space A is an entitlement. In fact, Space A is a privilege and not part of any entitlement program. DoD 4515.13-R, Air Transportation Eligibility, states “Space-available travel is a privilege (not an entitlement) that accrues to Uniformed Services members as an avenue of respite from the rigors of Uniformed Services duty” and includes retired members since they can be recalled to active duty. DoD remains committed to this enduring program despite calls from Congress as early as 1975 to identify and reduce the costs associated with the program. The commitment to Quality of Life programs has inspired a customer experience-driven mindset within AMC for Space A passenger operations. Since 2008, AMC has led initiatives to improve Space A and the customer experience, while embarking on a public affairs campaign to promote the Space A program with the mantra “Your Next Flight Could Be FREE.” The first initiative, in 2008, was an effort to ensure aircrews released the maximum number of seats for each mission. The second, in 2011, re-
duced the passenger showtime from 3 hours to 2 hrs and 20 minutes, reducing passenger wait time by 40 minutes. Additionally, the initiative resulted in a 90-day tracking survey to verify if aircrews were releasing the maximum number of seats. The results of the tracking were not as important as the intent of the message, which was continued emphasis that DoD’s policy was to maximize the use of unused space for Space A passengers, a stark contrast from Congress’ request in 1975 to limit “such free travel.” In 2011, AMC dedicated nearly $8 million dollars to upgrade and furnish Family Lounges throughout Passenger Terminals worldwide for families traveling with children. At Joint Base Pearl Harbor-Hickam in Hawaii, AMC spent $580,000 to upgrade its Family Lounge, and is in the process of being awarded $24 million dollars to upgrade its entire terminal. For a program that some feel does not incur any associated costs, a lot of money is being spent on terminals used to process Space A passengers. Such large expenditures appear to contradict regulatory guidance that states “No (or negligible) additional funds shall be expended and no additional flying hours shall be scheduled to support this program.” These well-intentioned priorities seem to lead outdated and contradictory regulations without consideration to real costs. If one of the DoD’s major themes is “Taking Care of Our People” and Space A is a part of that, then senior leaders need more information on the Space A program to include demographics of who uses the program and how much the program costs. To reach the conclusion Space A does not incur an associated cost is simply ignoring the facts. Throughout the military there are facilities, vehicles and equipment used every day and manned to support the DoD mission. In some cases, this support is for Space A. The issue at hand is to determine how much it costs the DoD to provide passenger service operations, what percentage of the workload is consumed by Space A, and if that is the best use of constrained resources.
The Cost of Space A The 735th Air Mobility Squadron (735 AMS) operates the AMC Passenger Terminal at Joint Base Pearl Harbor-Hickam in Hawaii. From August 2010 to July 2011, the 735 AMS supported the movement of 98,365 passengers, of which 39,830 or 40% were Space A passengers. The same facilities, equipment, and personnel used to support official passengers on orders known as Space Required passengers are also Passengers wait to board a Space A flight at Joint Base Pearl Harbor-Hickam. (USAF photo)
Ü 59 | The Exceptional Release | SPRING 2012
sustainment | the cost of logistics... used to support Space A operations, yet there is not a process in place that separates the cost associated with each type of operation. The Defense Transportation Regulation permits the terminal in Hawaii to be used as 1 of 11 overseas Aerial Ports as “relatively permanent air terminal facilities operated by AMC to support peacetime airlift requirements and ensure the maintenance of realistic wartime interface patterns.� This enables Hawaii to provide 24/7 passenger operations for both Space Required and Space A passengers. Workload statistics and costs from the 735 AMS were analyzed to determine the cost of all passenger service operations and thus Space A operations.
Passengers board a Space A flight at Joint Base Pearl Harbor-Hickam. (USAF photo)
The cost for Space A is divided into two types of costs. Direct costs are costs that can be directly attributed to the sole purpose of moving Space A passengers. Indirect costs are costs incurred to support any category of passenger and cannot be directly attributed to just Space A. Direct costs for Space A only entail the cost of aviation fuel. For every pound placed on an aircraft whether it is cargo, fuel, or passengers, more fuel is used. It takes 1.86 gallons of fuel to move one passenger per hour of flight. This assumes 250 pounds for passenger and baggage weight. With an average flight time of 7 hours it costs $39.45 per passenger to support Space A. With 189,828 AMC passengers in 2010 the direct cost in fuel is nearly $7.5 million dollars. Indirect costs can cover a wide array of categories. Facility overhead can include energy cost, custodial contracts, maintenance, and future construction. Vehicle costs include fuel, procurement or replacement value, and maintenance. The largest indirect cost is in the area of manpower. All of the indirect costs combined with direct costs capture the total amount to support passenger operations. The total annual facility overhead cost for the terminal in Hawaii is $1.7 million dollars. This includes over $222,000 for energy, $324,000 for custodial work, and $1.2 million dollars for future construction and maintenance. 60 | The Exceptional Release | SPRING 2012
Indirect cost for vehicle support in Hawaii is $279,000. This amount includes an average annual maintenance cost of $97,000, fuel costs of over $10,000, and $172,000 for vehicle replacement assuming 15 year life expectancy for each of the 25 vehicles in the fleet. Personnel costs account for the largest percentage of indirect costs in passenger service operations as determined by unit manning documents and Civilian Annual Standard Composite Pay Charts, which were used in the President’s FY12 Budget. The total indirect cost for manpower is $5.4 million dollars per year to support passenger operations in Hawaii. The total annual direct and indirect costs for the 735 AMS to support passenger service operations is nearly $9 million dollars. With 40% of the workload being Space A operations then $3.5 million or 40% of the $9 million dollar total can be attributed to supporting Space A. This also equates to a cost of $90.71 to move just one Space A passenger in or out of Hawaii. If considering just outbound Space A passengers then the amount per passenger
increases to $179.37. Applying these same principles across the DoD reveals the significant cost of passenger service operations. For AMC alone with 189,828 passengers, the total to support Space A operations is $34.4 million dollars. The actual DoD cost is even higher as this total only includes passengers in AMC that were accounted for in the in-transit visibility system. Whether the actual cost is $7.5 million dollars, $34 million dollars, or somewhere in between, there is certainly a cost associated with Space A. The true question is whether or not the amount expensed is worth the effect gained from Space A. To help answer this subjective question, senior leaders will need to consider the demographics of Space A, compared to the total number of eligible Space A travelers. According to DoD statistics, there are 1.4 million active duty members, 2 million retirees, and 9.6 million healthcare beneficiaries. The number of healthcare beneficiaries includes dependents, thus represents a close depiction of the number of eligible Space A travelers. With only 189,828 AMC Space A passengers in 2010, $7 million to $34 million dollars was spent on less than drops to nearly 2% of eligible travelers. This 1% after people who traveled more than once are reconciled from the total number of passengers in 2010.
Challenges with Current Program With the current fiscal environment it may prove difficult to continue to support Space A. An annual cost between $7.5 million and $34 million dollars to support AMC Space A travel, a program enabling a privilege and not an entitlement, may be too high of a cost to sustain in its current format. The Space A program is guided by aged and cumbersome regulations that pull the program between being a no-cost program, to one committed to improving the customer experience as driven by senior leader direction. Large costly passenger terminals tailored for Space A passengers are maintained when smaller, less aesthetic facilities could be used to support official
klohr Space Required passengers at a lower cost. Senior leaders desire much more to be done to improve the Space A customer experience. This includes utilizing technology to provide an online sign-up system, which will help inform potential travelers of their chances of making a flight before they depart to a passenger terminal. Such transformation has shifted the focus from official passengers to a non-revenue generating Space A program that is rapidly transitioning from a nothrill space available program to a first-class quality of life program, or from an opportunity to travel to a right to travel. The lack of understanding of the program, current fiscal environment, disparities between senior leaders’ intent and outdated regulations, combined with the difficulty in making massive changes limits the full potential of the program, thus rendering Space A as an unresponsive program that cannot make everyone happy. To really achieve a strong, viable, and responsive Space A program all of the items above must be considered.
Principles of Joint Logistics Logisticians seeking solutions to a logistics problem, regardless if it’s in a peacetime or contingency environment, should consider the Principles of Logistics in Joint Publication 4.0, Joint Logistics. A solution with the principles of responsiveness, simplicity, flexibility, economy, attainability, sustainability and survivability can help the Space A program.
Annual Cost for AMC Space A travel.
AMC Passenger Terminal at Joint Base Pearl Harbor-Hickam.
Responsiveness, the ability to provide the right support at the right time, is not the cornerstone of Space A. Space A travelers are subject to whatever flights are available with no reliable predictability or understanding of their chances to make a flight. It is difficult to watch 100 people compete for only 25 seats. However, current regulations create such a scenario. Simplicity, keeping processes as simple as possible, is not associated with Space A. Regulations are confusing and are difficult to understand. There are six categories of travel, but a total of 37 sub categories of traveler. The current system does not offer great flexibility to adapt to last minute changes. There are times where lower priority passengers receive airlift sooner, to the same destination as higher priority passengers. Current guidance restricts terminal personnel from moving higher priority passengers assigned to an aircraft that becomes delayed for maintenance, to another aircraft departing sooner to the same destination once passengers have been selected for both missions. The principle of economy, using the minimum amount of resources to accomplish the ob-
Transforming Space A does not need to be about elimination and should be about savings, efficiency, and self sufficiency. Overhauling the entire program will increase the predictability and overall confidence for Space A customers. jective. The current level of manpower utilized to perform roll calls for flights, as well as the amount of time spent by passengers competing for seats, can be reduced from current levels. Attainability, the guarantee that the minimum level of resources will be available to accomplish the mission, is a principle of strength for Space A as resources are available. Sustainability, the ability to sustain operations, is the one principle of greatest concern during periods of constrained budgets. As a nonrevenue generating program dependent on financial resources received from other services, Space A may become a target for savings. The final principle of survivability, “the capacity of an organization to prevail in the face of potential threats,” mirrors sustainability. Space A must become self sufficient to survive.
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sustainment | the cost of logistics...
Service members and their families wait inside the AMC passenger terminal Ramstein Air Base for space available flights or deployment. (USAF photo by SrA Amber Bressler)
Possible Solutions One option includes leaving the program unchanged, which has advantages. If an average commercial ticket costs $500, the DoD saved Space A travelers $95 million dollars in 1 year. There are other intangible benefits, especially from a Public Affairs perspective. Young children flying on military aircraft may gain a greater appreciation for the Air Force and flying, resulting in potential future recruits. Additionally, families flying from all services may help to instill a sense of pride in our country by demonstrating our military’s global reach capability. There are benefits of Space A which can also be attained even if the program is changed. A “pay as you go” system would increase the cost to eligible travelers, but presents some very attractive advantages from a business perspective. From 1978 to 1993, a $10 fee was collected to recoup an estimated 1/3 of processing costs, but was later eliminated in 1993 by the Secretary of Defense. A fee of $100 per passenger would net nearly $19 million dollars based on 2010 statistics. This income would offset the costs associated with maintaining a very robust wartime en route system. Additionally, this system would reduce the level of “frequent flyers” and bring into balance the concept of supply and demand. Common perception indicates there is a stronger demand for travel than there are available seats. Setting a fee would reduce the demand to supply ratio, 62 | The Exceptional Release | SPRING 2012
increasing predictability or the chance of successfully using Space A. The third option of reengineering the entire Space A program is the most exciting, yet the most difficult option to accomplish. Under this option, a “pay as you go” system could be either all, part, or none of the solution based on the desired objectives of senior leaders. Categories could be eliminated altogether and be based purely on a first come, first serve basis. Priority could be heavily shifted to focus on junior enlisted personnel giving them free airlift and the highest priority. A final possibility is adopting the “FastPass” premise of Disney, which enables park guests to essentially skip to the front of long lines. This approach is similar to the time share concept where every eligible Space A traveler would get one “FastPass” per year; regardless of category or time of sign up, they would be placed above any passenger who has traveled at least once in a 12 month period. The possibilities in option three are endless and only limited by the desired objectives of senior leaders and their willingness to transform Space A.
Conclusion If a unit needed to airlift 189,828 packages at 250 pounds each from Hawaii to Travis AFB, AMC would charge $152 million dollars. Likewise, Space A is not free and there is a cost associated with this logistics process.
Transforming Space A does not need to be about elimination and should be about savings, efficiency, and self sufficiency. Overhauling the entire program will increase the predictability and overall confidence for Space A customers. Under a reengineered program, senior leaders can apply the proper amount of priority to any specific group, such as junior enlisted members stationed overseas, or they can leave it fully open to a new supply and demand system based on the “pay as you go” construct. Even more, transforming Space A in a manner that would return millions of dollars to the DoD mission would send a message to Congress that the DoD takes its obligation to implement saving initiatives seriously. The foundation of the current system resides under the premise of “Taking Care of Our People” by providing free airlift when available. Free is not always better. In the end, is the cost worth the benefit of this quality of life program? Many will undoubtedly say, yes. However, in today’s budgetary environment another question may be asked; can the DoD afford this program ahead of other programs that face reduction or elimination? About the author: Major Klohr serves as the Director of Operations for the 735th Air Mobility Squadron at Joint Base Pearl Harbor-Hickam. Major Klohr is a graduate of the Advanced Logistics Readiness Officer Course. In June 2012, he will attend Air Command and Staff College at Maxwell AFB. K
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Zero-Overpriced Program Innovative Development Through Employee Awareness Program
Mr. Rayborn inspects a nitrogen cart May 11, 2011, at Travis AFB. Mr. Rayborn also submitted an idea about the nitrogen tanks to ZOP, which resulted in the government saving nearly $600,000 in the first six months. (U.S. Air Force photo/A1C Michael Battles)
By Ms. Julia Frisby
SAVE TAX DOLLARS AND EARN MONEY THRU ZOP! USE AF FORM 1046 ZERO-OVERPRICING CHALLENGE/REFERRAL The purpose of Zero-Overpriced Program (ZOP) is to reduce overpricing in the Air Force and other Department of Defense agencies, plus furnishes a means for all materiel users (military Service members, government civilians and contracted employees) to become involved in promoting more efficient use of funds. Submitted ZOP challenges are evaluated for accuracy and savings. The Innovative Development through Employee Awareness (IDEA) Program Office is the point of contact for funding any cash awards resulting from the ZOP validated savings. 64 | The Exceptional Release | SPRING 2012
Since these programs rely on user input, publicity is essential to generate and sustain interest. Strong program support is required at all organizational levels and is best attained through program publication/presentation as well as training. All materiel users must be cognitive of possible overpricing and the process to report it. The AF is proud to report that AF personnel submitted 86 challenges in FY11. Sixteen of the challenges were verified as overpriced and 38 are still under investigation. Nine monetary awards were paid out under the IDEA Program equating to $50,800 and a tangible savings in dollars to the AF of $1.16M. TSgt Rey Andrade, 31st Operational Support Squadron, Aviano AB, submitted a price challenge for the pricing of parachute suspension line covers. TSgt Andrade noticed a part regularly purchased had jumped a great deal (400%) in price. An investigation concluded the Standard Unit Price was overpriced by $52.57 each. Additional investigation discovered
Air Force Pamphlet 23-117, THE PRICE CHALLENGE/ZERO OVERPRICING MONITOR GUIDE dated 1 May 1999 is out of date and will soon be rescinded and incorporated in the new Air Force Instruction (AFI) 23-101, Materiel Management (currently in coordination). Additional information on the IDEA Program can be found in AFI 38-401, THE AIR FORCE INNOVATIVE DEVELOPMENT THROUGH EMPLOYEEAWARENESS (IDEA) PROGRAM dated 21 November 2007. the contract with the manufacturer stated there were four items in a package and the financial system was paying per item, rather than per package. After lowering the estimated annual price from $210,761 to $52,683, the AF realized an annual savings of $158,078. TSgt Andrade was awarded $10,000 from the IDEA program. Mr. James Petty, 567th Electronics Maintenance Squadron, Robins AFB noticed a $29,069 increase in price from previous orders while placing an order for a replacement Low Pass Filter for a routine repair. An investigation verified the unit cost for the filter was inaccurate in the database. The price was adjusted from $39,394 to the correct price of $10,325. The AF purchases approximately 20 of these filters annually. By catching this error, Mr. Petty saved the AF over $581,000 annually and was awarded $10,200 for his effort. Another example came from Mr. Robert Rayborn, a technician in the 60th Maintenance Squadron’s Aerospace Ground Equipment flight, Travis AFB. Over his 43-year career, Mr. Rayborn has submitted approximately 40 ideas/challenges; earning him $150,000 (IDEA program maximum payout is $10,000). In FY11, Mr. Rayborn challenged three items thru the ZOP process. One specific item he challenged was a hydraulic filter costing the government $232.71 for each. Mr. Rayborn recommended an alternate manufacturer selling an equivalent filter for $41.30. His idea was approved, saving the government an estimated $483,119 a year, and when a new contract was awarded, the total tangible savings to the AF was almost $700,000. Robert Rayborn was awarded $10,000 for each of the three challenged items and received a total of $30,000. In an interview conducted by A1C Michael Battles, 60th Air Mobility Wing Public Affairs, Mr. Rayborn was quoted as saying, “I encourage all Airmen to be diligent and patient and discover new ways to improve daily tasks.” Mr. Rayborn said, “If you think something can be improved, research it and tell someone about it. Ideas can never be implemented if nobody ever knows about them.” In this time of budget cuts, this is a great way to do your part. Check with your organization and ask about ZOP and IDEA. These great programs can truly make a difference in improving processes and reducing overpriced items in the AF while providing an avenue for members to help save tax payer dollars. About the author: Ms. Julia Frisby has had a 30-yr Civil Servant career as a Logistics Management Specialist and Career Broadener. She is responsible for development, modification, consolidation, and cancellation of supply chain policy ensuring Air Force policies and procedures are current and available to customers. K
65 | The Exceptional Release | SPRING 2012
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Mission Control Room: How the Warner Robins ALC Runs Operations By Ms Sherri Luck The Warner Robins Air Logistics Center has a long history with continuous process improvement, and improving the way the senior leaders run center operations is no exception. After a Transformation Plan of Care Lean event in the Spring of 2011, led by WR-ALC Commander, Maj Gen Robert McMahon, the Mission Control Room concept was established as a way to communicate and achieve the WR-ALC vision to be a World-Class Center of Acquisition and Sustainment Excellence. To achieve the vision, the Center identified three focus areas: exceed warfighter and customer expectations by July 2012, lead the DoD in cost management by July 2014, and re-energize and sustain Continuous Process Improvement by July 2014. The MCR is not just a physical location; it is the center of gravity for change and drives performance improvements across the center.
Strategic Plan The MCR process drives the center’s strategic plan that contains four major elements: vision and focus, metrics, servant leadership, and horizontal integration. The overarching strategy is rooted in driving toward True North, the ideal measures of perfection in quality, cost, delivery and safety. Fiscal year metrics identified and deployed across the ALC are reviewed in the MCR to ensure progression and accountability. To facilitate the success of the vision and focus, the center has committed to servant leadership. Servant leadership is one of the most important 66 | The Exceptional Release | SPRING 2012
philosophies a leader can bring to an organization and the workforce. Basic Lean principles define most traditional leadership roles as nonvalue-added since leaders rarely actually work on products or services provided by the organization. A servant leader ensures they are relevant by focusing on serving, vice being served, and by removing impediments for their subordinates and those who actually add value to a product or service. Servant leadership is all about demonstrating Lean leadership through Gemba walks (going to where the work is done) to identify and execute improvement opportunities. Servant leadership is not commonplace but is an expectation of all leaders at the ALC. The entire center is operating on the fundamentals of continuous process improvement and servant leadership is a prerequisite for achieving world-class results.
As a military organization, the challenge of being vertically stove-piped may always be there, but horizontal integration can alleviate roadblocks impacting mission support. Horizontal integration is the deliberate planning and execution process, focused on final outputs, which occurs among and across A servant leader ensures organizations in order to successfully deliver a they are relevant by quality product or service to a customer. Sucfocusing on serving, vice cessful horizontal integration is a vital understanding that performance excellence calls for being served, and by members of key value chains to collaborate and removing impediments provide support from the beginning of a process for their subordinates to the final output. At the center, horizontal and those who actually integration requires an “All In” attitude for all value chain members and a transformational add value to a product or mindset that balances risks and rewards to enservice. sure the most effective and efficient capabilities
LUCK are provided to all internal and external customers.
MCR Set Up A unique characteristic of the MCR is that there are no tables or chairs and no computers or projectors. Meetings in the room are meant to be interacCraig Pearce, airtive stand-ups where craft sheet metal mechanic, drills horizontally inteholes in a C-5 wing grated teams literbox. (USAF photo ally “walk-the-wall” by Sue Sapp) reviewing paper charts, spreadsheets, and documents depicting progress toward center goals. A picture of each leader responsible for a specific quality, cost, delivery, safety, or enterprise initiative is located at the top of each set of metrics so it is clear to anyone who visits the MCR who is accountable for a specific area. “The expectation is that peers will be very hard on peers, but it’s all to get us back to the vision of this organization
to be world class,” said Gen McMahon recently to a group of center personnel on a wall walk in the MCR. The room set up is much more powerful in its simplicity and convenience than traditional, cumbersome meetings in conference rooms. Electronic PowerPoint briefings that may have taken hours to build and dozens of prebriefs to generate a product for leadership review before a single discussion ever occurred are banned from the MCR. Everything is discussed face-to-face with supported and supporting leaders representing every major ALC organization with key mission partners acting as cross-functional servant leaders. This holistic, synergistic value stream approach is a fundamental part of why the MCR is different than traditional ways of running operations, but works so well.
Standard Work A standard process and cadence helps drive accountability, facilitate discussion, encourage quick decision making, and implements corrective action for plans that may be off track. Every Tuesday at 9 a.m., the center’s senior leadership meets in the MCR to review progress towards the focus areas and vision. Since people are our most valued asset, each meeting starts with a review of any safety incidents from the previous week and mitigation actions taken to prevent recurrences. Progress towards Voluntary Protection Program participation and commitment to enhance the safety and health of the workforce is also reviewed. The first week of the month focuses on delivery and performance of major weapon systems as well as program, quality and cost initiative metrics. For example, aircraft availability, aircraft availability improvement initiatives, aircraft total ownership cost and center specific cost impacts, aircraft work in process, aircraft flow days, aircraft due date performance, and quality deficiency rates are reviewed. Led by the Systems Program Office Director, with support from commanders or directors from financial management, maintenance, and supply chain management from Air Force Global Support Center and Defense Logistics Agency, overall program issues
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“Wall walk”…MCR Set Up. (USAF photo by Theresa Lee)
67 | The Exceptional Release | SPRING 2012
majcom | Mission Control room and progress are discussed. Other leaders are expected to provide inputs and support as required to emphasize horizontal integration and servant leadership. Cost management is also reviewed to track the development of tools and processes to provide cost transparency for effective and efficient decision-making. Enterprise quality metrics are under development to measure first pass yield of key processes to ensure ALC delivery performance exceeds customer expectations. The second week of every month, breakthrough initiatives are discussed by the senior leadership team. Specifically, initiatives focused on driving high velocity tenets adopted from the Air Force High Velocity Maintenance concept are discussed. The Maintenance Requirements Supportability Process, Aircraft Maintenance Teams, High Velocity Acquisition, Air Base Wing installation support, engineering, and personnel process improvement breakthroughs are briefed by the identified accountable leaders. The intent of the TPOC is to drive high-velocity tenets across all products lines, noting the applicability of the tenets to any product or service delivered by the center. Each initiative discussion provides progress updates, challenges assumptions and improves horizontal integration. The third week of the month, organizational Strategic Alignment and Deployment goals and action plans supporting fiscal year center strategic plan metrics are reviewed and assessed. Center SA&D goals are: 25 percent improvement in quality, 10 percent cost reduction, 95 percent on-time delivery, and 25percent reduction in safety incidents measured in “total case incident rate” and “days away restricted time” reflecting injuries or illnesses impacting the safety or health of the workforce. Areas not on track to meet or exceed planned monthly goals require corrective action analysis and planning. Every major center organization as well as the 638th Supply Chain Management Group from the AFGLSC is included in the SA&D review. These SA&D initiatives and goals cascaded throughout an organization to the lowest level serve as a powerful means of connecting every center team member to the common purpose of meeting the objectives of the center focus areas to help achieve the overall vision. The fourth week of the month, the final group of breakthrough initiatives identified from the Center TPOC is reviewed by the senior leadership team. These initiatives include leading the DoD in cost management, institutionalize CPI into Center daily work, tiered leadership development for current, new, and emerging leaders, and strategic communication of key messages to all internal and external stakeholders.
Countdown to Excellence Much like a mission control room for a shuttle or rocket launch, the 68 | The Exceptional Release | SPRING 2012
People First... Mission Always center MCR has a countdown clock counting the days, minutes and hours left to meet the goals of each focus area. The clock serves as a visual reminder of the countdown to excellence and represents a sense of urgency for the entire center to be working significant quality, cost, delivery and safety improvements to help meet the vision.
Strategic Communication The MCR is a key strategic communication venue for everyone at the center, used for increasing awareness of center operations and understanding of how each organization and individual is linked to the overall mission as well as how they contribute to reaching the focus and vision. In less than three months, more than 1,100 guests have visited the MCR for guided tours; and it is also a focal point for distinguished visitors to see the level of dedication and focus on process improvement in quality, cost, delivery, and safety to exceed warfighter and customer expectations. Recent visits include Congressmen Austin Scott and Mike
luck Conaway; Secretary of the Air Force, Michael Donley; Gen. Donald Hoffman, Air Force Materiel Command Commander; Lt. Gen. C.D. Moore, AFMC Vice Commander; Brig. Gen. Brent Baker, AFGLSC Commander; Logistics Officers Association Chapters from Moody AFB, Ga., and Charleston AFB, S.C.; elog21 initiative program managers; and the High Velocity Maintenance team from Oklahoma City Air Logistics Center. Not only is the MCR one of the first tour stops Gen McMahon takes most visitors, it was recently briefed at an Air Force-wide process improvement workshop and is quickly becoming a major benchmark for other Air Force base operations. Everyone at the center is encouraged to visit the MCR for themselves. Gen McMahon noted the impact of the MCR on the center, “This is not my room, it is our room and I am even more excited if I go down to our first-levels in the organization and they are the ones leading this. I am honored that I can Countdown to Excellence be a mentor as opposed to a leader being served,” said Gen McMahon. “That’s when I know we’ve succeeded in the way that we are headed.” Started fiscal year 2011 with 19 late aircraft (C5s, C-17s, C-130s and F15s) and concluded fiscal year 20 11 with zero late aircraft
The key to success is the workforce, the problem-solving engine that conceives amazing solutions to improve mission support.
Results The mission control room is a new way of doing business for the Warner Robins Air Logistics Center but rooted in fundamental CPI concepts that have been part of the fabric of the center for more than 12 years. The key to success is the workforce, the problem-solving engine that conceives amazing solutions to improve mission support. The MCR facilitates leadership focus, tracking, and management of those improvements to help guide the journey to becoming a world-class center of acquisition and sustainment excellence. Setting the vision, focus, CPI, and SA&D measures is a strong plan but the major focus is improvement results. Below are just a few of the examples of Warner Robins Air Logistics Center’s results:
Zero late aircraft 1st Quarter fiscal year 2012
C-5s: zz Reduced work in process from 17 to 8 aircraft zz Achieved the lowest non-mission capable supply hours in 21 years zz Highest aircraft availability in 6 years and best mission capable rate in more than 7 years C-130s:
zz Increased burn rate by 72 percent , reduced work in process by 31 percent zz I mproved supportability of depot aircraft from 15 percent to 100 percent with mitigation
F-15s zz Successful, extensive rewire of 22 aircraft, averaging 5,000 production hours per plane C-17s zz Painted record 19 aircraft
oftware Maintenance customer requirements 97 percent on time and S at/below cost Brought 33 UH-1N grounded aircraft to operational status in 30 days Deployed more than 2,000 Airmen with no discrepancies
The results from implementing the concepts of the Mission Control Room are just the beginning of what is possible. The challenge for the ALC and across the Department of Defense is to continue the pursuit of excellence for optimal warfighter support. About the author: Ms Sherri Luck is a program management analyst currently assigned to the Warner Robins Air Logistics Center Plans and Programs Transformation Office. She is the lead for Strategic Communications and serves as a Center subject matter expert on Air Force Smart Operations for the 21st Century (AFSO21) policy and procedures. She has supported the Air Force as a civilian for 11 years. K
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Global Mobility Command Authority By Major Jason Okumura
and restructures processes and manpower requirements across the force, historical application of combat forces should also be challenged. Aerial Editor’s note: This article is a condensed version of an Advanced Logistics port capability is a specific function of Air Mobility Command and is Readiness Officers Course paper submitted by Maj Okumura. Maj Oku- a key function of the global air mobility system providing passenger, mura was selected for the Best Writer Award as an ALROC student. cargo, and air terminal operations support to all mobility aircraft regardGlobal mobility is increasingly vital to the success of current and future less of theater or specific operation. Air Mobility Command’s global air combat, humanitarian, and disaster relief operations. Recent history mobility support system extends United States Transportation Command’s (USTRANSCOM) distribution process provides sobering reminders of the value United through worldwide aerial ports. Aerial port caStates forces and the world community place on Rapid global mobility pabilities are uniquely inherent to Air Mobility the Air Force’s global mobility capability. Rapid has been essential to Command, however, when deployed in support global mobility has been essential to humanitarhumanitarian operations of intra-theater airlift operations, mobility forces ian operations in Pakistan, Japan, and Haiti, while are doctrinally apportioned to geographic comin Pakistan, Japan, and concurrently supporting combat operations in batant commanders (COCOM). This research United States Central Command (USCENTHaiti, while concurrently examines current air mobility force requirements, COM). As the importance of global mobility is supporting combat historical perspective, and doctrine while chalrealized, the need for effective, efficient, and stanoperations in United lenging future application. dardized expeditionary operations has never been more crucial to war fighter and humanitarian support. As the Air Force revalidates, reorganizes, 70 | The Exceptional Release | SPRING 2012
States Central Command (USCENTCOM).
Air Mobility Command structure and governing doctrine reflects historical application of air pow-
okumura er as well as the need for geographic combatant en route structure through 18th Air Force, Although historical commander control of theater airlift. ComExpeditionary Mobility Task Forces, and Air appropriations of aerial port manders beginning in World War II capitalized Mobility Operations Wings. Geographic on the ability to move personnel and equipcombatant commanders with apportioned air forces to the combatant ment via air, overcoming surface transport conmobility assets gain operational control (OPcommander have been straints of terrain and time. Apportioning air CON) and administrative control (ADCON) necessary and effective, this mobility assets to the geographic commander over forces, to include aircrew, command and may not be true for current provided the ability to resupply ground forces control, aerial port, and logistics under the Air with flexibility and responsiveness required to Expeditionary Task Force (AETF) structure. and future air mobility maximize effectiveness and sustainment. StraAt the time of this research, the USCENTsupport operations. tegic application and apportionment of theater COM AETF structure provides aerial port air mobility assets have been vital to the success services of varying capabilities at 25 locations of military and other operations throughout history. Although historical in the AOR while 46 aerial ports fall under AMC. appropriations of aerial port forces to the combatant commander have been necessary and effective, this may not be true for current and future As OPCON and ADCON of air mobility forces and equipment are transferred to the combatant commander, lines of communication are air mobility support operations. changed and in some cases, focus, policies, and reporting procedures are Under the current construct, global mobility support forces for inter- changed from enterprise command authorities to theater command autheater airlift generally falls under the Air Mobility Command fixed thorities. This divergence in focus and theory creates a void between theater and functional commands and is highlighted in Air Force Doctrine Document (AFDD) 2 as an expected result of transfer of authority. AFDD 2 states, “There will usually be a tension between regionally-organized forces and functionally-organized forces. The former seek effectiveness at the point of their operation, while the latter seek efficiency across several regions. At critical times, the requirement for effectiveness may trump efficiency, and additional functional forces may be transferred to the regional command and organized accordingly. These situations require careful and continuing dialogue between competing senior commanders and their common superior commander.” This structure, applied to today’s operational environment in USCENTCOM, has driven the need to create additional air transportation staff at AFCENT to manSrA Justin Emerson anage deployed personnel, equipment, policy, and guidchors a Humvee inside ance between ground forces, COCOM, and interface the cargo bay of a C-17 Globemaster III at Bawith Air Mobility Command. gram Airfield, Afghanistan (USAF photo by SrA Natasha Stannard)
Today’s Air Force is much smaller and leaner than years past and continues to follow budgetary constraints. In response, the Air Force continues efforts to consolidate duplicate functions and reduce staff functions. This overarching impetus for smaller efficient operations may drive changes in command structure and doctrine well beyond the limited scope of aerial port forces. This research collected qualitative data from mobility leaders at tactical and operational levels exploring theoretical application of true global mobility command structure, encompassing both inter-heater and intra-theater aerial ports. Results of this research provide valuable insight into historical development of global air mobility support and doctrine guiding organizations and command relationships. Four main questions addressed in research explore existing problems with COCOM control over aerial port forces supporting
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Section | global mobility command authority intra-theater airlift, USTRANSCOM authority in the distribution process, AMC support for theater COCOMs, and AMC command structure supportability. Data collected presented evidence that nonstandardized systems and policies, lack of COCOM staff expertise, and split lines of communication result in enterprise inefficiencies and degrade effectiveness. In current application, USCENTCOM has developed area of responsibility specific policies and procedures that in some cases conflicts with AMC instructions. In addition, theater development and implementation of systems not owned and managed by USTRANSCOM led to non-synchronized passenger movement and lack of in-transit visibility. Admittedly, some adjustments to existing regulations and policies have increased flexibility and are necessary to operate in austere conditions without fully operational infrastructure. Furthermore, tactical execution of air mobility is largely unseen and unregulated by Air Mobility Command staff agencies due to the lack of deployed air transportation standardization and evaluation positions in the AETF construct. Respondents generally agreed that under the current structure, USTRANSCOM’s scope of responsibility and authority is degraded and should be extended to include intra-theater distribution to the warfighter. In principle, USTRANSCOM does not necessarily need to own every piece of the distribution process, however, as the functional command for global distribution, it should have the authority to standardize systems, policies, and procedures. One main concern of geographic COCOMs is capability, more specifically flexibility and responsiveness as the overarching need for theater specific airlift. Data showed respondents acknowledged that coordination between COCOM and AMC would likely create some delay especially in response to adjusting force posture. However, it is important to understand roles of supporting and supported commands. If realigned under a functional command authority, AMC, as the supporting command, will provide the right forces at the right time to the supported commander. Fears of lack of support or anticipation of conflict between priorities should be limited as prioritization and requirements remain doctrinally with the theater combatant commander. One added benefit of retaining OPCON of aerial port forces is that requirements for force movements within the theater would be coordinated through AMC. This coordination would act as a validation process to ensure that appropriate forces are deployed to support the mission. Research data suggests that there are a number of ways to effectively align aerial port forces depending on the size, scope, and theater of operations. One course of action for future application includes the formation of an Expeditionary Air Mobility Operations Group that encompasses all theater aerial ports. This option combines both functional command authority and theater focus; however, relationships between the supporting and supported commands must be clearly defined. Another course of action, pioneered by historical application in Kosovo, transfers TACON of aerial port assets to the COCOM and allows AMC to retain OPCON and shared ADCON of deployed forces. Under this course of action, AMC will retain the responsibility to oversee the structure of forces and centrally manage apportionment of forces to the theater, ensuring 72 | The Exceptional Release | SPRING 2012
Pallets of supplies from a relief organization are loaded onto a KC-10 Extender at the Minneapolis Air Reserve Station in Minnesota. The Denton Program allows donors to put humanitarian supplies aboard U.S. military transport on a space-available basis. (USAF photo by Shannon McKay)
a global perspective on aerial port forces. In each course of action, research supports the addition of standardization and evaluation personnel to AETF deployed forces and increase staff inspections to cover every force rotation. Each course of action also requires all deviations to governing regulations to be approved through USTRANSCOM and AMC. If the focus of future operations continues to be highly mobile and expeditionary in nature, AMC’s current global mobility en route structure has the capability of operating and sustaining inter-theater as well as intra-theater airlift requirements. In larger operations within the Pacific and European theater, the current global en route structure is well-suited to shift existing forces or to form core command structures followed by AETF augmentation forces. However, in theaters without fixed en route units such as AFRICOM or SOUTHCOM, command structures of sustained intra-theater operations will be dependent on the size of required forces. As these considerations of budget, personnel strength, and efficiency dominate discussion, command authority over aerial port forces must be retained by AMC. Retaining AMC command structure increases efficiency by synchronizing inter-theater with intra-theater air mobility support, ensures that AMC global force management roles are completely executed, while providing increased ownership of the distribution process to USTRANSCOM. This command authority uses existing AMC infrastructure, eliminating the need for creation of staff positions and personnel to support additional roles. The ability to seamlessly operate air mobility support across different levels of warfare, humanitarian and disaster response and across the globe has never been more vital to success. As the Air Force continues to respond to air mobility needs around the world, standardized force presentation and capability under the AMC command structure provides the right effects, right place, right time. About the author: Maj Jason Okumura is an Air Force Logistics Readiness Officer assigned to HQ Air Mobility Command at Scott AFB, Illinois. He is currently the Deputy Chief, Standardization, Programs, and Resources Branch, Air Transportation Division and has been in the Air Force over 10 years of logistics experience. K
cocom | jointstaff
Logistics Hub in the Homeland By Lieutenant Colonel Rich Fletcher Our experience deploying forces to the overseas theaters during recent conflicts set a precWhy would an Air Force installation fulfill a sigedent that is not tenable in a domestic response. Frankly, DoD’s ability to nificant role in the success of a USNORTHCOM These operations inadvertently demonstrated there mission? The Commander, USNORTHCOM, impact a civil support is time to build up the force and ensure the logistics must establish a logistics hub to support the reincident in the first 72 “jawbone” is in place to support the force prior to sponding forces. Under the USNORTHCOM arrival. This may not be the case in the future, and hours greatly hinges on concept of support, the Commander’s only option it certainly is not the case when the Department the DoD installation. is to leverage the forces and installations nearest of Defense (DoD) is called upon in response to a the incident to achieve a rapid response. With disaster or military contingency in the homeland. this in mind, USNORTHCOM intends to use United States Northern Command (USNORTHthe concept of the Base Support Installation (BSI). The DoD Manual COM) is the geographic combatant command responsible for homeland for Civil Emergencies (DODM 3025.1-M) and Joint Publication 3-28 defense, civil support and security cooperation. If, and when a disaster or broadly defines the BSI as a military installation of a Service or Defense terrorist event occurs in the homeland, USNORTHCOM will execute Agency that provides resource support to DoD’s response effort. its civil support mission, in support of civil authorities for domestic disasters, or conduct consequence management as a result of a chemical, biological, radiological, or nuclear (CBRN) incident. Time is the enemy to all USNORTHCOM missions. To be relevant during the response phase following a domestic disaster, the Department of Homeland Security’s Federal Emergency Management Agency (FEMA) established a 72hour goal to get lifesaving and life sustaining units to the incident area (joint operating area in military terms). Consequently, even if USNORTHCOM had assigned logistics forces, those forces would not be able to arrive into the joint operating area within 72 hours to positively impact the response effort. Our nation expects, and needs, DoD to be involved early to support the primary federal agency (typically FEMA). As in any operation, USNORTHCOM cannot accomplish these missions without logistics. For domestic disaster responses, the hub of logistics for USNORTHCOM and vital logistics location for FEMA is the DoD installation. Frankly, DoD’s ability to impact a civil support incident in the first 72 hours greatly hinges on the DoD installation.
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Slide depicts major DoD installations with 200 mile radius.
fletcher Hospital patients are taken off a C-5 Galaxy en route to one of the many medical facilities set up to care for evacuees from the path of Hurricane Rita. (USAF photo by TSgt Jennifer Wallis)
There are a number of tasks the BSI is required to perform as the logistics hub. At the basic level, the USAF BSI is tasked to provide General Support to the operational forces. This is defined as providing for common user logistics (CUL) such as, but not limited to, ordering, receiving, and distributing Class I Subsistence, Water, and Class III Bulk Fuel; and perform life support activities such as lodging, dining and medical support. In addition to sustaining the force, the USAF logistics hub is responsible for executing joint reception, staging, onward movement and integration ( JRSOI) tasks as determined by the operational commander. In a general sense, JRSOI is an operation that allows the operational commander to receive the force into the joint operating area and gain accountability; stage the force such that the force can account for, evaluate and prepare their equipment, and conduct necessary training; support movement of the force onward to the operating area, and integrate with the operational force. Regardless of the commander’s guidance, there is a significant amount of logistics support required to execute JRSOI. The arriving forces need a place to eat, sleep, and keep hygiene…all enabled by logistics. Sustaining and supporting the force is “managed chaos” and not something accomplished by units on the move. The BSI is absolutely critical. In addition to serving as a BSI, a USAF base with an airfield can assume the role of an aerial port of debarkation (APOD) and/or provide support to a designated civilian airport capable of serving as an APOD. APODs are enabled by logistics. United States Transportation Command may be
tasked to provide a Port Opening unit to receive the force into the APOD, but the Port Opening team is not tasked with enabling the onward movement. This becomes the responsibility of the USAF BSI. Furthermore, the responding DoD force may not arrive to the BSI or APOD but may flow directly to a forward operating base (FOB) near the joint operating area. Those FOBs require sustainment and support pushed from the BSI. Some of the commodities may be provided by the Defense Logistics Agency. However, the coordination of that response is done by the installation. Ultimately, the hub of logistical support to the response forces is the BSI. Though there is no command and control of the USAF BSI by USNORTHCOM, the USNORTHCOM Commander may designate BSIs in Fragmentary Orders. The Commander may only do so with Service concurrence. Once designated, USNORTHCOM intends to task the Senior Commander (Wing Commander on USAF base) for the installation with the responsibility to leverage the logistics tenant units on the BSI to provide logistics support to the operational forces. The combined logistics capacity of the Mission Support Group and Maintenance Group provide sufficient logistics support for initial phases of a response. Logistics Readiness Squadrons have the bulk of the installation logistics capability to include requisitioning and receiving commodities as well as a limited distribution capacity. The Contracting Squadron could be called upon to initiate and/or leverage existing contracts to facilitate the logistics support. The Force Support Squadron will be asked to house, feed, and account for the force. Where applicable, the Civil Engineering Squadron may be tasked with providing tents and makeshift showers. The Aerial Port Squadrons with their Material Handling Equipment (MHE) will be asked to download, move, and perhaps, store equipment and commodities. The logistics tenant units on the USAF installation are vital to the success of the civil support mission until follow on sustainment units arrive. The USAF BSI is not left high and dry. USNORTHCOM will request a sustainment force package to augment or relieve the BSI of its logistical responsibilities. This sustainment force may include the capability to requisition, receive, and distribute commodities and support JRSOI for additional follow on DoD forces. The sustainment force provides some relief for the BSI; however, the installation support does not end until the response has stabilized and the local authorities no longer need DoD support. As stated earlier, time is the enemy to all USNORTHCOM missions. The USNORTHCOM Commander must rely on the most capable forces and installations nearest the impacted area to provide logistical support to the DoD initial response forces. Upon designation, the BSI is tasked to provide CUL to the response forces until the logistics sustainment force can arrive in the joint operational area. The DoD installation is a critical hub to the execution of a civil support mission. The views expressed are those of the author and do not reflect the official policy or position of the Department of Defense or the U.S. Government. About the author: Lt Col Richard L. Fletcher is the Chief of Operations for the North American Aerospace Command and United States Northern Command Joint Logistics Operations Center. He is responsible for developing logistics assessments for combatant commander contingency plans and providing logistics assessments during crisis action planning. K 75 | The Exceptional Release | SPRING 2012
cocom | jointstaff
Operational Contract Support: A Force Multiplier By Mr. Lee R. Tate
A Joint Force and Logistics Priority Operational Contract Support (OCS) is a big deal and an area where logistics officers are having a huge impact. OCS is so significant, Lieutenant General Brooks Bash, the Joint Staff Director for Logistics ( J-4) has made it a top priority. This is evidenced by the fact that one of his first tasks as Director for Logistics was to reshape the organization to create an Operational Contract Support and Services (OCSS) Division under the leadership of Colonel Robert Hoff, an Air Force logistician. In this capacity, Colonel Hoff leads a joint team of military, civilian, and contractor personnel charged with institutionalizing OCS across DoD through doctrine, organization, education and training, planning, policy, and future concepts. As logisticians, it is important to understand what OCS is, know its recent history, and how it relates to potential future endeavors, to include leadership positions into which logisticians may be thrust.
Operational Contract Support What is OCS? Operational Contract Support is how DoD orchestrates, synchronizes, integrates, and manages contracted support in military operations (similar to how a commander combines joint fires to achieve effects in the battle space). Operational Contract Support is not simply the contingency contracting process; rather it is the capability that enables the commander to plan for and achieve operational effects via contract support. OCS is also a force multiplier. Recent military operations have proven that by correctly applying contract support we can enhance the capabilities of our 76 | The Exceptional Release | SPRING 2012
Lt Gen Brooks Bash, Joint Staff Director of Logistics, testifying on OCS, 19 Oct 2011. (Photo provided by Armed Services Subcommittee SR-236)
military force. For example, OCS gave us the flexibility to surge by 180,000 personnel in Iraq without significantly changing force structure. This ability to respond to requirements is exactly the kind of reversibility discussed in the President’s 2012 Defense Strategic Guidance, which describes the need for certain capabilities shelved by force structure decisions to be regained and remobilized when needed, and on short notice. Contractors provide an adaptable mix of unique skill sets, local knowledge, and flexibility that a solely military force cannot possibly cultivate for all scenarios as they are too cost prohibitive to develop and maintain. Today, contractors provide a broad range of supplies, services, and critical logistics support in many capability areas, increasing readiness and the availability of resource, while not increasing military footprint.
At its peak in 2009, the contractor-to-military ratio exceeded 1-to-1 in the US Central Command area of responsibility. Legions of Contractors The scale of OCS seen in Iraq and Afghanistan is unprecedented. At its peak in 2009, the contractor-to-military ratio exceeded 1-to-1 in the US Central Command area of responsibility. The Joint Force, and in large part the Air Force, proved that on a massive scale, they could contract for all sorts of support but they did not have the ability to do so in a holistic or well- planned way. Beginning in 2007, attention turned to the degree to which contractors were supporting US forces in Afghanistan,
largely as a result of adverse publicity concerning private security contractors operating in Iraq. Significant Congressional interest in contractor accountability and oversight resulted in an avalanche of legislation, reporting requirements, and Congressional hearings to encourage DoD to institutionalize OCS within the Department. Contractor support to armed forces in peace and war has essentially been understood and accepted in practice, but not recognized or planned for in a manner similar to that of our organic military forces. The capabilities contractors contribute to the Total Force are essential to successfully implementing US defense strategy and, indeed, are a prerequisite to a cost-effective force structure. However, OCS planning and management was not mature enough to consistently achieve desired operational effects while mitigating risk of fraud, waste and abuse. Therefore, the Joint Staff, along with the Services, Office of the Secretary of Defense, Combatant Commands (COCOM) and support agency staffs embarked on a path to institutionalize this critical and newly recognized Joint Capability Area.
Institutionalization of OCS In 2008, The Joint Staff ( J-4) sought to close the gap in OCS guidance by issuing the first joint doctrine for OCS: Joint Publication ( JP) 4-10, Operational Contract Support. Secretary of Defense (SECDEF) Robert Gates acknowledged DoD reliance on contractor support in contingency operations and that it was unlikely to change in the foreseeable future. Therefore, he specifically directed 19 separate tasks with an underlying consistent theme, “to integrate OCS planning at the same level of fidelity as that of our organic forces.” Furthermore, the SECDEF highlighted the proper use of con-
tate tractors within the DoD leverages contracting as an important force multiplier to overcome fiscal, political and cultural realities. Due to the ascendancy of OCS as an integral part of military operations, the Joint Staff ( J-4) led a variety of efforts to institutionalize this critical capability. Of these initiatives, injecting OCS into operational planning has been at the forefront. The joint logistics team within the OCSS division developed and published strategic guidance and planning requirements in the summer of 2011. The new guidance gives specific direction to COCOMs and Service components to plan for OCS in greater detail in all phases of military operations to include identifying contractor numbers in force deployment lists for operations plans and relevant contingency plans. To facilitate the fulfillment of this requirement, the Joint Staff worked with the joint logistics planning community to develop Unit Type Codes (UTCs) representing contracted capabilities for inclusion in the Joint Operations Planning and Execution System ( JOPES), and subsequent force lists. In the near future, our logistics team will be developing templates, processes, and information technology tools which will enable COCOMs and Service components to adequately plan for OCS. We recognize tools are useless without someone to use them, so the Joint Staff, in concert with Service and COCOM staffs, identified OCS analyst and planner manpower shortfalls on the COCOM and Service staffs, and is conducting a study to finalize a Joint Manpower Validation submission this year.
Afghan workers set the foundation of an indoor bathroom for the S.Malakhl Provincial Hospital, during a site visit by Provincial Reconstruction Team Zabul, May 27, 2010, in Qalat City, Afghanistan. (U.S. Air Force photo/SSgt Manuel J. Martinez) Source: www.afcent.af.mil
Looking well into the Future
In addition to personnel, OCS education, training, and lessons learned are other critical areas for improvement. Therefore, the Joint Staff OCSS team is conducting an additional study to analyze existing OCS education curricula in order to institutionalize OCS joint education and training across the DoD. In order to capture the critical lessons learned from Iraq and Afghanistan, the Joint Staff established a community of practice site within the Joint Lessons Learned Information System, where users can access common OCS observations, insights, and lessons. In fact, the J-4 is leading a revision of OCS doctrine ( JP 4-10) to incorporate many lessons, the significant changes within strategic guidance, and the new planning requirements.
Finally, the Joint Staff OCSS team is looking well beyond current operations to develop OCS into a capability that will support Joint Force 2020. To do this, J-4 OCSS is developing the OCS Joint Concept through the Joint Concept Development and Experimentation process, which allows DoD to brainstorm, develop, and experiment on joint capabilities which will address gaps anticipated 8-20 years in the future. The OCS Joint Concept, when validated through experimentation, will transform the way we conduct OCS in the future. It aims to give the commander more authority over OCS and resource management in order to minimize the hindrances of complex, disparate processes, regulations, funding sources, requiring activities, and forms of oversight, while firmly affixing accountability of resources. The Joint Staff is aware of the need for urgency in all of these initiatives. With the end of the military mission in Iraq and the eventual downsizing in Afghanistan, other priorities have the potential to overtake OCS momentum. Efforts to institutionalize OCS must be complete within the next two years while lessons learned are still fresh. Furthermore, logistics officers who are well-informed and prepared to execute OCS are well-positioned to play a critical role in institutionalizing OCS in order to garner all the operational benefits of this important force multiplier.
An excavator dumps rocks onto a conveyer belt to be crushed to make cement for a runway at Camp Dwyer, Afghanistan, June 24, 2010. (U.S. Air Force photo/SSgt Manuel J. Martinez) Source: www.afcent.af.mil
About the author: Mr. Lee R. Tate is a civil servant in the Joint Staff, J-4. Having served in OIF as an Army Officer, Mr. Tate now serves the J-4 as an Operational Contract Support Analyst. K
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cocom || jointstaff jointstaff cocom
A Joint Force and Logistics Priority: Joint Petroleum Seminar
By Ms. Irene Smith
The 10th Annual Joint Petroleum Seminar hosted its largest ever class when 43 military and civilian fuels officers from the all the military services gathered at the Headquarters Defense Logistics Agency Energy in Fort Belvoir, Virginia between December 5-9. The weeklong seminar, sponsored by the Joint Staff Joint Petroleum Office and DLA Energy, is designed to strengthen the professional education development for fuels officers, military service fuel staffs, DLA Energy field offices and other personnel who work in the joint petroleum arena. Course moderator, Air Force Lt Col Todd Cheney, Joint Staff Joint Petroleum Office Chief, elaborated on the importance of education and professional growth and development for joint logisticians. “The Joint Staff, in conjunction with the services, U.S. Combatant Commands and DLA Energy are focused on better developing our fuels officers across the services, and specifically the officers assigned to COCOM Joint Petroleum Offices,” Cheney said. “This course is one of three focusing on education for joint petroleum logistics.”
“The Joint Staff, in conjunction with the services, U.S. Combatant Commands and DLA Energy are focused on better developing our fuels officers across the services, and specifically the officers assigned to COCOM Joint Petroleum Offices,” 78 | The Exceptional Release | SPRING 2012
Fulfilling a Critical Need “In today’s operational environment, standardization, flexibility and interoperability are the key principles in joint bulk petroleum operations,” Cheney said. Students were exposed to a wide range of seminar topics that included petroleum characteristics. These topics included DoD and joint fuel organization, joint doctrine, global combat support systems, alternative fuels, fuel exchange agreements, fuel pricing, DLA Energy business processes and war and peacetime requirements determination. From a Joint Staff perspective, the joint petroleum community needs strengthened identity, cross pollination, understanding of DLA Energy roles and responsibilities and a common understanding of the issue set relevant to this community, Cheney explained. Things like the comprehensive management of infrastructure Sustainment, Restoration and Modernization, how the maintenance schedule affects your ability to position the war reserve, support to the current fight, future fights (i.e., plans) and more are all areas the Joint Staff intends to increase the focus of the joint petroleum community.
Joint Senior Logisticians Represent To further enhance the development of the joint logisticians and heighten focus across the Department of Defense on petroleum logistics
From a Joint Staff perspective, the joint petroleum community needs strengthened identity, cross pollination, understanding of DLA Energy roles and responsibilities and a common understanding of the issue set relevant to this community, Cheney explained. in general, the Joint Staff J4, invited selected senior leaders to speak to the COCOM Joint Petroleum Office logisticians. “Senior engagement is also in keeping with the professional growth and development of these logisticians,” Cheney said. Marine Brig. Gen. William M. Faulkner, Joint Staff J4 Vice Director, provided the opening remarks of the seminar and spoke of the importance of having skilled logisticians. “The Joint Petroleum community, over
smith the last 10 years of conflict, has been very successful and has shown a singular focus, which has benefited the war-fighter,” Faulkner said. “The days of doing things unilaterally are over; we need to look for opportunities to adopt joint solutions and wean ourselves away from legacy systems.” Assistant Secretary of Defense for Operational Energy Plans and Programs, Ms. Sharon Burke, was the keynote speaker during the seminar. Ms. Burke focused her remarks on the complex challenges of energy supply and demand facing the services. The department is being asked to do more with less, Burke said. The reality is the DoD has been tasked with more missions, and even though the troops have improved capabilities the energy challenge is getting more complicated, she explained. Her points were emphasized by retired Army Lt. Gen. Claude Christianson from the Center for Joint and Strategic LogisBelow: Assistant Secretary of Defense for Operational Energy Plans and tics at the National Defense Programs, Sharon Burke, center, addresses participants in the Joint University. Petroleum Seminar Dec. 8 at Fort Belvoir, Va. With her are Defense Logistics Agency Energy Acting Commander Patrick Dulin, left, and retired Army Lt. Gen. Claude Christianson from the Center for Joint and Strategic Logistics, right. (Photo by Christopher Goulait)
The reality is the DoD has been tasked with more missions, and even though the troops have improved capabilities the energy challenge is getting more complicated. A Valuable Experience For Marine Chief Warrant Officer 5 Irving Hernandez, the Joint Petroleum Seminar offered insight into how the other services handle the roles and responsibilities of fueling the forces. “This week has allowed us to get educated across the sphere of DLA fuel logistics,” Hernandez said. “It has given us a broad overview of what each service brings to the environment. This course broadens our operational and strategic level of thinking. It’s been an invaluable experience to meet people and establish relations with our colleagues.” For Army Reservist LTC Pam Glotfelty, the course was especially useful as she and her unit, the 475th Quartermaster Group from Farrell, Pennsylvania prepare for deployment as sub-area petroleum officers in Afghanistan and Kuwait. The 475th Quartermaster Group is the U.S. Army Reserve’s only petroleum and water group. “As reservists, we normally don’t get the opportunity to have interaction with other service logisticians,” she said. “This has been a great opportunity to learn and meet the people we will be working with overseas.” To assist students, all the presentations from the seminar can be accessed through the Joint Petroleum Computer-Based Training module in the Joint Knowledge Online system. Moving forward, the Community intends to use the seminar as a launching pad for future activities focused on meeting war fighter needs today and in the future, enhancing the professional development of the joint petroleum logisticians, and addressing the relevant challenges. No doubt fuel consumption is a significant expense, yet important commodity, for DOD. The seminar marked a significant milestone preparing the Joint Petroleum Community to manage the fuels enterprise. About the author: Ms Irene Smith is the public affairs officer at DLA Energy. A retired naval reserve intelligence officer, Ms. Smith has worked at the Joint IED Defeat Organization, Defense Threat Reduction Agency and Naval Sea Systems Command as a public affairs specialist. K 79 | The Exceptional Release | SPRING 2012
VOICES | afso21 chapter crosstalk
AFSO21 Chapter CrossTalk Problems? We Don’t Have No Stinkin Problems! All external fuel tanks are taken to an external fuel tank maintenance yard for inspections, repairs and storage. When crew chiefs bring a tank in for exchange or storage, fuel system maintainers used to have to halt all maintenance to support them, to include securing all tools prior to meeting the crew chiefs in order to maintain positive control of the items. Once the issue or turn-in of the tanks was completed, everything would be brought back out and worked until another customer came through. In any given month, the fuel tank yard could receive 186 serviceable or unserviceable tanks.
External fuel tank yard at Luke AFB. courtesy of TSgt Larry Williams).
(Photo
The external fuel tank yard maintainers evaluated their process and saw ways to improve it by utilizing AFSO21 principles. Fuel system maintainers asked crew chief customers if they wouldn’t mind assisting during the exchange process. This assistance would allow for an extra person to maintain positive control of tools and equipment, without stopping fuel tank maintenance. The crew chiefs agreed and this small change resulted in a savings of 558 personnel hours a year!
Kadena: Clearing Mobility Choke Points Following a Kadena “Satisfactory” rating during an October 2011 no-notice PACAF IG inspection, wing leadership at Kadena Air Base requested an AFSO21 event to improve the 18th Fighter Wing’s mobility process. The previous process used a pull method to process cargo and personnel. Notifications and preparations were limited, causing the process to run late and a significant amount of miscommunication. Cargo and personnel arrived late for processing with many errors/issues in both areas causing the process to fail. After mapping out cargo and personnel deployment processes, the team noticed several instances of waste and excessive “Touch Time” specifically with personnel. By implementing more in-depth training on pallet build-up, cargo delivery and personnel record management, and changing the mobility process to push process the team was able to decrease the overall process by approximately 120 hours. In addition, the 18th WG implemented a “Free Flow” cargo delivery concept which allowed the cargo yard and JI team to work continuously versus calling and waiting for delivery.
Mapping the Mobility process. (Photo courtesy of Lt Col Chastain)
For more information please contact Lt Col John Chastain at john.chastain@kadena.af.mil or Capt Mike Lee at michail.lee@kadena.af.mil.
Kadena’s F-15 Generation Challenge Struggling to meet exercise taskings and IG inspections drove the 18th Maintenance Group to redefine “Generation.” Following a “Satisfactory” rating on a no-notice inspection by the PACAF IG, the 18th Fighter Wing initiated several AFSO21 events to include an evaluation of F-15 Generation. Previously, Kadena used a cellular generation concept based on having a sister AMU to assist with generation and personnel processing. Airmen load F-15 during generation Having one unit deployed meant meeting the OPLAN taskings of aircraft process. (Photo courtesy Maj Smith) generation as well as the simultaneous deployment of personnel and equipment with inconsistent and non-repeatable processes. The AFSO21 events lead to maintenance teams being developed based on limited equipment and operated on a linear principle; these teams were then integrated into the cellular concept. This hybrid generation plan maximized the touchtime of each Dedicated Crew Chief, ensured each cell had adequate supervision, and eliminated competition for critical resources. These improvements developed a push system rather than the Cell Boss’ pulling limited resources. Planned improvements reduced Pre-Generation time from 48 hours to 12 hours and Generation from 20+ hours to 12 hrs. For more information please contact Maj Chris Smith at christopher. smith.1@kadena.af.mil. K 80 | The Exceptional Release | SPRING 2012
VOICES | chapter crosstalk
Chapter CrossTalk National Capital Chapter – Pentagon, Washington DC Submitted by Lt Col David Sanford A member of the National Capital Region (NCR) Chapter recently attended a selective Israeli Defense Force sponsored training course in Tel Aviv, Israel. Lt Col James Petrick spent approximately 3 weeks in Israel analyzing Israeli logistics performance during Operation CAST LEAD, Israeli military industrial capability/capacity and future challenges. His brief continued the chapter’s focus on educating members on joint/inter-agency logistics. Additionally, the chapter hosted Mrs. Barbara Westgate, Assistant Deputy Chief of Staff for Strategic Plans and Programs, Headquarters U.S. Air Force, Washington, D.C. She assists in the development, integration, evaluation and analysis of the U.S. Air Force Future Years Defense Program that exceeds $570 billion as well as the Air Force long-range plan to support national security objectives and military strategy. Mrs. Westgate shared with the chapter Senior Leader’s perspective on civilian and officer development. The following are some highlights: n Be the best in your job that you can be, but think about future job n Develop lofty goals and map out how to get there n Seek mentorship from outside the Tribe n Meet expectations of the institution, i.e, PME, joint, mobility n Create opportunities n L eave behind a well trained pool of people
The chapter continued its tradition of volunteerism in the local community by participating in Wreaths Across America. Over 40 chapter members and friends volunteered time to honor America’s veterans by placing wreaths at Arlington National Cemetery.
Lt Col James Petrick, HAF/A4/7, discussing his education opportunity.
Crossroads Chapter – Tinker AFB, OK Submitted by Captain Dan McGuire The Crossroads Chapter experienced a very exciting final Quarter of 2011. In October, the Crossroads Chapter co-hosted the State of the Air Logistics Center (ALC) Luncheon with the Air Force Association featuring Major General David Gillett who spoke on the Vision for the ALC in 2012 and beyond. In late October, the Chapter hosted a “Command Chief Breakfast” targeted at the Professional Development of Company Grade Officers where Chief Master Sergeant Kevin Vegas and Chief Master Sergeant Eddie Compton spoke on leadership lessons learned throughout their career. In early November, the Chapter Meeting featured guest speaker Major General David Gillett who spoke on “Lessons Learned over a Career” to a multitude of Logistics Officers and Professionals throughout Team Tinker. The Chapter later attended a Veteran’s Day Ceremony at the Oklahoma City Veterans Association Hospital in November, visiting and building relationships
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On 5 December 2011 at the Tinker Air Force Base Club Ballroom, Mr. Aaron Wilkerson briefs Civilian Membership on the application procedures of the Supervisory Development Program. (Photo courtesy of Ms. Jo Jasper)
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VOICES | chapter crosstalk with many Veterans upon the conclusion of the ceremony. In late November, the Chapter, along with the Air Force Association, hosted a Senior Statesmen Panel centered on “Air Force Leadership: Past, Present and Future.” This Panel included Mr. Robert Conner, Major General (Ret) William Bowden, Major General (Ret) Jay Edwards, and Chief Master Sergeant of the Air Force #15 Rodney McKinley. The Panel was moderated by Brigadier General (Ret) Ben Robinson and with closing remarks provided by Major General Bruce Litchfield. In early December, the Chapter hosted a Civilian-Centered professional development event regarding Tinker Air Force Bases’ Supervisory Development Program. This event was the first of many where the professional development of civilians will be targeted and discussed. Also in early December, the Chapter traveled to Fort Sill, Oklahoma and toured the Directorate of Logistics. The two organizations ate lunch together at the DFAC, briefed one another on logistics initiatives they are currently engaged in, and toured the maintenance facilities for the remainder of the afternoon. Regarding Community Events, the Chapter remained active as well by continuing to visit the Veterans Association Hospital in an effort to build lasting and tangible rela- On 6 December 2011, Colonel Stella Smith (Crossroads Chapter Advisor) and Mrs. Karen Jordan, Fort Sill Directorate of Logistics discuss Crossflow initiatives between the two tionships, and by engaging in Mentorship opportunities within organizations during a Broadening Tour of Fort Sill. (Photo courtesy of Capt Rob Yates) local high schools. The Crossroads Chapter Board spent the rest of the Quarter creating their Vision for 2012 to include scheduling of Guest Speakers, Broadening Tours, Crossflow Events with other organizations on base, Community Relations Events, Social Events and a Social Media launch. The 2012 lineup will be announced to the Chapter at the 13 January Meeting featuring Guest Speaker the Honorable Mark V. Rosenker, 11th Chairman of the National Transportation Safety Board and Major General, USAF (ret). The Chapter has been working hard to build successful logisticians within Team Tinker as well as positively impact the surrounding community. This will be a great 2012 for the Crossroads!!
Pudgy Chapter – Joint Base McGuire-Dix-Lakehurst, NJ Submitted by Major Phil Dorsch The Pudgy Chapter recently took an excursion to FedEx’s North East Regional Express Hub at Newark International Airport. Twenty Air Force and Navy logisticians joined the tour that included a brief of the company’s history, local and international operations, and interactions with the US Postal Service and military. The excursion also included tours of their facilities, processing areas, ramp operations, maintenance capabilities and customs/inspections procedures. It was a great trip and plans are in work for another more in-depth visit and an exchange tour. Afterwards, the ‘Pudgy’ Chapter tried to live up to its name by dining at Harold’s New York Deli in Edison, NJ. Harold’s is known for their 2 foot 82 | The Exceptional Release | SPRING 2012
VOICES | chapter crosstalk tall layer cakes and 12 inch tall triple-decker sandwiches, containing nearly 10 pounds of meat! And while Adam Richman of the Travel Channel’s “Man vs. Food” may have conquered the meal, it proved too logistically challenging for these lean warriors. Recent Pudgy highlights incorporated tours of the Hindenburg crash site, Joint Base McGuire-Dix-Lakehurst Naval Logistics Operations, and professional development luncheons with the SAF/IEN, AMC/A4M, and USN VR-64 logistics support squadron. Upcoming events include a tour of the Navy Dirigibles and F-35 STOVL operations and catapult testing as well as a trip to a local Coast Guard Station responsible for search and rescue, law enforcement and environmental protection.
Pikes Peak LOA Chapter – Colorado Springs, CO Submitted by Mr. Brad Leonard The Pikes Peak LOA Chapter had an eventful 2011! We hosted two separate professional development sessions; the first with LTG Christianson, USA (ret), Senior Director of the Center for Joint and Strategic Logistics at the National Defense University and the second with Lt Gen Reno, Deputy Chief of Staff for Logistics, Installations and Mission Support that brought joint logisticians together from the Colorado Springs community. We also teamed with the local National Defense Transportation Association (NDTA) chapter to gain insight on DoD transportation challenges from LTG Wykle, USA (ret). Our chapter even sponsored a Defense Connect Online (DCO) session that provided insight into the GovernmentIndustry Data Exchange Program (GIDEP) and the proliferation of counterfeit parts. Working hard and playing hard, we held our annual summer outing in June at a Sky Sox (Triple A affiliate of Major League Baseball’s Colorado Rockies) baseball game. Then in November, over 60 chapter members and families joined us for a ride to the top of Pike’s Peak, affectionately known as “America’s Mountain.” Having made the trip on the Pikes Peak Cog Railway we were then given a tour of the railway maintenance shop where we learned how they have sustained railroad operations since 1891. Pike Peak LOA looks forward to an even more exciting 2012 with several activities planned to enhance the logistics community. K
83 | The Exceptional Release | SPRING 2012
Give Them the Recognition They Deserve! Do you know someone who always goes above and beyond? Nominate those deserving individuals for a National Award!
NOMINATIONS ARE DUE 1 AUGUST. Lt Gen ZETTLER LIFETIME ACHIEVEMENT AWARD This award recognizes members of the Logistics Officer Association who have demonstrated sustained superior leadership in service to this organization. The nominees for this award will have at least 20 years of service in a logistics related career and also at least 10 years of membership in the LOA. Gen Babbitt AWARD This award recognizes the two LOA National members who made the greatest contributions to the furthering of LOA National’s goals and objectives. Maj Gen SAUNDERS CHAPTER DISTINGUISHED SERVICE AWARD This award recognizes the three LOA National members who made the greatest contributions in support of their local LOA Chapter activities. Lt Gen WETEKAM CHAPTER OF THE YEAR AWARD This award recognizes the chapter (large category) which displayed outstanding support of LOA National objectives, innovation of programs for their local membership, and community involvement. Debra K.Tune CHAPTER OF THE YEAR AWARD This award recognizes the chapter (medium category) which displayed outstanding support of LOA National objectives, innovation of programs for their local membership, and community involvement. Col HASS CHAPTER OF THE YEAR AWARD This award recognizes the chapter (small category) which displayed outstanding support of LOA National objectives, innovation of programs for their local membership, and community involvement. All nominations are due by 1 August 2012 and should be sent via email to InfoOfficer@loanational.org. Chapter leadership should refer to www.loanational.org/about/guidance.php for specific guidance on award nominations.
Logistics Officer Association Post Office Box 2264 Arlington, VA 22202
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